Executive Summary 2 IKEA’s starting point 2 Opportunities and Issues facing IKEA in the US market 3 Recommended Strategic Alternatives 4 Conclusion 4 Exhibit A: Issue Tree 5 Exhibit B: Porter’s 5 forces 7 Exhibit C: Smile chart 8 Exhibit D: 4Ps of Marketing 10 Exhibit E: SWOT Analysis 11 Exhibit F: Strategic Gameboard 12 Exhibit G: Ansoff’s Matrix 13 Exhibit H: Cost-Benefit Analysis of Recommendations 14 Executive Summary The following report delineates the furniture retail market in the US‚ a brief
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Brochure More information from http://www.researchandmarkets.com/reports/586976/ Innovation In Healthy Snacks: Growth Opportunities In Guilt-Free‚ Functional And Hi-Energy Products Description: Consumers are increasingly looking to eat healthily‚ and this is reflected in growing demand for snack products perceived as nutritious. A new generation of snack products are emerging that contain new functional ingredients‚ use fat and sugar replacers and are developed with new cooking processes to
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Snapple case 1. severity The severity of this of this problem is showing in exhibit 1. Where total case sales of the first 5 months of 1992 were 6‚8 million the sales of the first 5 months of 1993 were 15‚3 million cases. So that’s an increase of 225% in sales. And when you look at figure 1 you can really see the severity of the problem. Because normally the first five months are only 27‚91% of the total sales in a year. So normal sales volume would be 24‚3 million cases. But if the increase
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Bibliography: * DePamphilis D. (2007)‚ ‘‘Mergers‚ Acquisitions‚ and Other Restructuring Activities: An Integrated Approach to Process‚ Tools‚ Cases‚ and Solutions’’‚ fourth edition‚ Elsevier/Academic Press: San Diego. * Damodaran A. (2005)‚ ‘‘The Value of Synergy’’‚ available at: http://pages.stern.nyu.edu/~adamodar/pdfiles/papers/synergy.pdf‚ accessed on April 02‚2011 * Giddy I * ‘‘Value/EBITDA
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Firms and Markets Mini-Case Wednesdays at Cinemex Revised: August 28‚ 2002 In April 2001‚ Matt Heyman‚ co-founder of Cinemex‚ the largest chain of movie theaters in Mexico City‚ looked out the window of his office and pondered the future of his company. In just seven years‚ Heyman and his partners had nurtured Cinemex from a student idea into the largest theater chain in Mexico City‚ but they faced new challenges every day. Many of these challenges came from competitors. For years competitors
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CASE#1 ENRON CORPORATION 1. Different parties were responsible for the occurrence of Enron crisis. Listed below are some of the parties who were responsible for the Enron fraud. a. The Enron Management: There is no doubt that the Enron management staged the fraud. The management was responsible for the misrepresentation of financial statement/ documents and wrong accounting practice. In Early 2002‚ their abusive accounting and financial reporting practices surfaced. Moreover‚ the management influenced
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The Power of Evil The Damage of Negative Social Media Strongly outweigh Positive Contributions MARCEL CoRSTJENS InsEAD marcel.corstjens@ insead.edu ANDRIS uMBLIJS Mckinsey andris_umblijs@ mckinsey.com Media activities generated by consumers or communities that are neither paid for nor induced by brand owners are claimed to have a potentially game-changing impact on communication and brand building. In this study‚ the authors propose a rigorous methodology to assess the impact of this type of
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firm is with greater losses? Which firm is with a deeper pocket? By comparing the profit after taxes of Exhibit 6 and 7‚ we can see BSB’s loss is far greater than that of SKY’s. In 1990‚ BSB lost more money than SKY due to heavier cost structure and this loss continues for the next 6 years. 2-3. Would there still be a price war? What are the variables that we should check first. In this case we believe there would be a price war. BSB was known to have much deeper pockets than Sky‚ and was therefore
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San Fabian Supply Company Case Study Points of View San Fabian has been in the supply and distribution industry for almost three decades. They made its name through the quality line products that the company carried for over 67 firms. But during the early years of the company‚ 95% of its sales came from imports‚ however‚ because of the government’s control on import and somehow to patronize the locally manufactured products San Fabian became the distributor of products that are locally made in
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47% Rf = 4.62% (Exhibit 1) Average Beta = 1.04 (Exhibit 3) Weight of debt = 27.1% (Exhibit 3) Re = Cost of Equity = 4.62% + 1.04 * 5.5% = 10.34% After-tax cost of debt = 3.44% (Exhibit 1) Products & Systems WACC = 9.20% *4.48% + 90.80% * 12.10% = 11.4% Rf = 4.62% (Exhibit 1) Rm = 10.12% (Exhibit 1) Average Beta = (1.39 + 1.33)/2 = 1.36 Weight of debt = (13.1% + 5.3%)/2 = 9.20% Re = Cost of Equity = 4.62% + 1.36 * 5.5% = 12.1% After-tax cost of debt = 4.48% (Exhibit 1) 3.) Looking
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