Mattel‚ Inc: Vendor Operations in Asia 小组成员：葛晔韬、李如妍、陈嘉、黎健兴、马迪 Introduction Mattel is a leading company in the toy industry created in 1945‚ which owns a number of iconic toys and renowned brands. Mattel differentiate between core and non-core products‚ manufacturing its core products in-house and outsourcing non-core products. And core products include Barbie‚ Hot Wheels products‚ selective Disney and Fisher Price lines‚ while non-core products tended to be promotional items‚ or toys with short
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google.ca/finance: https://www.google.ca/finance?fstype=ii&q=NASDAQ:GOOG 2. Google Inc. in 2014‚ 9-915-004 (September 13‚ 2014). 3. Grant‚ R. M. (2013). Contemporary Strategy Analysis. Wiley. 4. Porter‚ M. E. (1987‚ May). From Competitive Advantage to Corporate Strategy. Harvard Business Review. Retrieved from https://hbr.org/1987/05/from-competitive-advantage-to-corporate-strategy 5. www.google.com. (n.d.). Google Inc. ANNUAL REPORT. Retrieved from https://investor.google.com/pdf/20131231_google_10K
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Shimano Inc. Case Questions: 1. Does Shimano’s home base fit Porter’s definition of an advantaged location? 2. Did the advantages or disadvantages of its location change over time? If so‚ how did Shimano respond - does it fit Porter’s framework of a global strategy? 3. Would you recommend that Shimano develop additional functions in North America (besides sales and service) as it has in Asia and in Europe? Why or why not? November 16‚ 2011 International Business MBAD 6244 Professor
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Question One: Do manufacturers of products for children have special responsibilities to consumers and society? What are these responsibilities and how well has Mattel met them? Provide evidence of Mattel’s strengths and weaknesses in this area. Yes. As Mattel’s products are designed primarily for children‚ it must be sensitive to societal concerns about children’s rights. Strengths Responsibility towards the community * Mattel recognizes international environment‚ different legal systems
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Asia-Pacific Financial System Toyota Motor Thailand Co.‚ Ltd Bangkok‚ Thailand www.toyota.co.th Industry: Automotive Employees: More than 4‚000 “I would particularly like to mention the professionalism and thoroughness of the Oracle Consulting team during the project. The experience with Oracle has been very encouraging and fulfilling. The complex project was completed on time and within budget.” – Kazuhiro Shibutani‚ Vice President‚ Information Systems‚ Toyota Motor Asia-Pacific Japanese
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ADAMAC Inc. An Analysis of Production and Cost Theory Group III Osvald Ronald David Tjahjo Agenda • • • • Company’s Overview Current Issues Case Analysis Recommendation 2 Overview of Adamac Inc. • Provide services of jet cutting (laser‚ water jet‚ wire) built by Ryan Olliver and Ben Watts‚ previously worked for Perts • Adamac was built with an objective to provide more efficient and higher customer service • Adamac had started with used water jet‚ used laser cut machine‚ and wire cutter machine
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Case # 144-C06-A-U Arthur M. Blank Center for Entrepreneurship January 2006 Babson Park‚ MA Phone: 781-239-4420 02457-0310 Fax: 781-239-4178 URL: http://www.babson.edu/eship CardSmith‚ Inc. Taran Lent‚ co-founder of CardSmith‚ Inc.‚ leaned into his laptop as he tapped out a response to his partner some 300 miles to the South in New Jersey. Soon‚ two other members of their dispersed team had joined the instant messaging strategy session. As developers of a business that was pioneering online
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system consulting firm BUSINESS CASE Module 1: Final assignment ICS‚ Inc. Ivana is the owner of ICS‚ Inc.‚ an information systems consulting firm of 20 employees. The company mostly designs and implements information technology projects for small and medium-size businesses in the metropolitan area. Although ICS has a sufficient level of business‚ the environment is becoming more competitive as more entrepreneurs are starting their own information technology consulting businesses
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Financial Problem: In November 1985 Paperco was presented with the critical business decision of replacing its existing mechanical drying equipment that had been originally placed into service in 1979 with more efficient equipment provided by Pressco‚ Inc. The consequences of this decision would have far reaching consequences as replacing the equipment could result in cost savings up to $560‚000 annually. However‚ there were other critical factors to address before moving forward with the project. One
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References: Heracleous‚ L. and Papachroni‚ A‚ 2009‚ Strategic Leadership and Innovations at Apple Inc‚ Warwick Business School. Porter‚ Michel E.(2004)‚ Competitive Strategy‚ Boston‚ Freepress Porter‚ Michel E.(2004)‚ Competitive Advantage‚ Boston‚ Freepress Moore‚ J.I.‚ (2001)‚ Writers on Strategy and Strategic Management‚ theory and practice at enterprise
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