soul. Building a winning culture By Paul Rogers‚ Paul Meehan and Scott Tanner Paul Rogers is a partner with Bain & Company in London and leads Bain’s Global Organization Practice. Paul Meehan is a Bain partner in Tokyo and leader of Bain’s Organization Practice in Asia. Scott Tanner is a partner in Bain’s Melbourne office. Copyright © 2006 Bain & Company‚ Inc. All rights reserved. Editorial team: Paul Judge and Elaine Cummings Layout: Global Design Building a winning culture A company’s
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Simmons – Strategic Transformation Case Summary: Henkel was a German manufacturer of laundry products. Went public in 1985. In 2008 it was 14 Billion pounds in 125 countries. Majority in EMEA. Most of exe team were German. Organized into three major business units: Adhesive Technologies 48%(glue stick)‚ Laundry and Home Care 30%‚ Cosmetics/Toiletries 22%. Industry leader in adhesives. Rorsted took over as CEO in 2008. Henkel was reporting comfortable growth and profits with 8% growth
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combined with bleach washed in low temperatures whereas Northern tradition involved with powerful detergents without bleach combination washed in hotter water. Packaging differs also; north people want compact product but in south people want big boxes. Henkel implemented different strategies for different markets relying on those differences like; ``whiteness with care`` for northern market like Germany and France but to catch the large green customer segment in Netherlands an environmentally friendly
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Executive Summary The strategic opportunity is to choose between international standardization and the Henkel European model of local heritage. Henkel’s main competitors are following the international standardization strategy resulting in optimization of product portfolios and significant margin growth. There are three strategic alternatives: * Continuing the local brands in Spain and Italy * Replacing the local brands with the flagship Persil brand * Holding the local brands as
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* The strategic problem is whether to globalize the brand portfolio in Italy and/or Spain in order to get a market share value of 29‚87M Euros by 2002 (Exhibit 1) * Our strategic opportunity is to standardize its brand portfolio in Europe Market. It will impact on: 1) greater savings on unit variable costs up to 15-20% by doubling the production of existing plants‚ and 2) 22% potential increase on market share. * Business is becoming more complex because of conflicting marketing targets and
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Appendix p. 3 4 p. p. p. p. p. p. Recommendations: After thoroughly analyzing your company‚ we have come up with several recommendations for you to consider. To begin‚ we believe that Henkel should continue with the lowcost reduction strategy across the board. In doing so‚ this will ensure that you do not spend money in areas that money does not need to be spent. We also believe that there is great possibility for acquisitions wi
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1. History and Location Henkel AG & Co. KGaA is a multinational company headquartered in Düsseldorf‚ Germany. Founded in 1876‚ Henkel is a global leader in the consumer and industrial businesses with brands such as Persil‚ Schwarzkopf and Loctite. Headquartered in Düsseldorf‚ Germany‚ Henkel employs 48‚000 people worldwide and is ranked among the Fortune Global 500. The company’s preferred shares are listed in the German stock index DAX. In North America‚ Henkel has about 5‚700 employees in
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MINIICASE AS an investment advisor‚ you have been approached by a client called Ramesh‚ who wants some help in investment related matters. Ramesh is currently 45 years old and has Rs. 600000 in the bank. He plans to work for 15 more years and retire at the age of 60. Ramesh’s present salary is Rs. 400‚000 per year. He expects his salary to increase at the rate of 12 % per year until his retirement. Ramesh has decided to invest his bank balance and future savings in a portfolio in which stocks
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The Building Blocks of Culture Unknown Grantham University The Building Blocks of Culture Being In the Army‚ I had the opportunity to experience another type of culture apart from mine. My first deployment took place in Afghanistan‚ where I had the privilege to encounter the building blocks of their culture. They consisted of different symbols‚ language‚ values and norms. Their building blocks did not compare at all with the ones of my daily culture in the United
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Culture Building Relationships Strategy Gregory (2008) states that‚ “to sustain a professional learning community‚ job embedded learning must be an ongoing activity” (pg. 11). I read a quote that says‚ “If you dare to teach‚ then you must dare to learn” (Anonymous). Alike students as learners‚ teachers as learners benefit from multiple opportunities to learn. Those opportunities are created when teachers are afforded the time‚ space‚ structures‚ and support to
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