The case provides several issues that class members will need to address: 1. How well positioned is Puma for the future now that things have gotten turned around? 2. How important is it that Puma strive to gain sales and market share‚ given that the industry arena in which it competes is “fragmented” with many competitors? 3. Does Puma currently have a good strategy for the long-term or are strategic changes and adjustments needed? 1. What is your opinion of the job that Puma’s management
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Harvard Business Case: Pillsbury Cookie Challenge 1. What are the challenges that Ivan Guillen faces in his role as the marketing manager of the RBG business? What is the team currently doing to support the RBG cookies segment? Who is the team currently targeting? Mr. Guillen is facing the problem regarding the growth of volume in the segment of the Refrigerated Baked Goods (RBG). His main concern was that as the refrigerated cookie sector is the most profitable and in contrast to market volume
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Harvard Business Case Analysis How would you categorize Kearney’s commitment to the company? How might you change or maintain this commitment? Eugene Kearney is very committed to Old Colony Associates (OCA). Kearney is committed in that he has been with the company for 13 years‚ loves going to work every day and aspires to maintain a higher level management position. However‚ he clearly needs to make improvements to his current level of commitment to OCA. Kearney needs to realize that commitment
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PUMA’s Business Strategy PUMA’s goal is to be “The Most Desirable Sportlifestyle Company”. Along its charted course PUMA makes use of the opportunities offered by the sportlifestyle market to strengthen its position in all categories and regions as one of the few multi-category brands. Selected categories and divisions are being developed with a view to achieving permanent value increases through unique brand positioning. PUMA is a sportlifestyle brand where product categories originate in Sport
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development plan? • Integration of seven license markets into the PUMA Group – Japan‚ Taiwan‚ China‚ Hong Kong‚ Argentina‚ Mexico‚ and Canada • Worldwide brand sales climbed by over 16% to € 2.8 billion in financial year 2006. • Consolidated sales jumped over the 2 billion hurdle for the first time‚ growing by 34% to just under € 2.4 billion • Operating profit reached € 366 million and significantly exceeded original expectations. • The PUMA share closed the year at € 295.67‚ posting another value increase
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Puma is to use AC Milan and Italian footballer Mario Balotelli to drive its repositioning as a performance sports brand after admitting it lacks “brand heat‚ commercial products and desirable distribution”. The German sportswear maker said 2013 had been a “challenging year” when explaining 3 per cent sales slump to €2.9bn (£2.3bn) in the 12 months to December. The decline was accentuated in the last three months of 2013 with sales plummeting more than 13 per cent to €698m (£574m). It admitted
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Puma AG The case centers mainly on the well-known sports brand Puma and its strategies to become one of the principal brands in the market. It also mentions its competitors‚ Adidas‚ Nike‚ Reebok‚ Diesel‚ Prada Sports and Fila‚ and their approaches to keep their status and high share in the market. One of their principal strategies is in marketing‚ each company targeting a different sport. In the 1980’s Puma was the world leader in tennis rackets and was ahead of Adidas in tennis footwear
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sub-factors:(I)Government stabilityThis has influence to any business. When the government in which Puma operates become unstable politically business will definitely be affected. For example civil wars affect both operations‚ leisure’s and sports events which are Puma’s business. In our case study we saw that after terrorist attacks of September‚ 11‚ 2001 and wars in Afghanstan‚ geopolitical uncertainty led puma to shift its production from Pakistan to China (Puma case study‚ 2003). (ii)Foreign Trade RegulationsThese
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Pumas Response to the potential threats imposed by its competitors was to target untapped markets in the form of producing products that address people’s lifestyle. In doing so it positioned itself as an athletics company that produces high quality products with an edge‚ whether that edge is how trendy it is in terms of colors & design or how appropriate it is to a person’s lifestyle. And it emphasizes this by teaming up with designers‚ sports icons and trendy car manufacturers. Puma tries
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PUMA AUSTRALIA PTY LTD AUSTRALIAN PACKAGING COVENANT 2010-2015 ACTION PLAN PUMA AUSTRALIA PTY LTD AUSTRALIAN PACKAGING COVENANT (APC) 2010-2015 ACTION PLAN CONTENTS 1. 2. 3. 4. Executive Summary Company Profile 2.1 2.2 3.1 4.1 4.2 Puma at a glance Environmental Initiatives 1 2 5 5 2 2 Covenant Contact Officer Environmental Task Force Types of Packaging Used Timetable for Review Introduction Design 5.2.1 Covenant Goals 5.2.2 Outcome 5.2.3 Key Performance Indicator 5.2.4 Current
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