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 of 20%. • Expansion
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References: 2. Introduction Puma is a one of the famous and multinational global sports brand companies in the world‚ which designing‚ developing‚ selling and marketing footwear‚ apparel and accessories (Puma Annual Report‚ 2012) (Annual Report on the Consumer Price Index‚ 2012) According to the above table‚ it was present that the CPI compared with preceding same period
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MARKETING PLAN FOR PUMA CURRENT MARKETING SITUATION Puma was founded in 1924 in Germany‚ by two brothers‚ and it’s first official ‘out’ was in the 1936 Olympic Games in Berlin. At that time all of the German athletic team was outfitted by the company. In November of 2005 PUMA announced that it will sponsor 8 countries in the 2006 World Soccer Championship. One of the countries that is not included is the US. The growing popularity of the brand has resulted in the worldwide sales gain of over
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Value Chain as Competitive Advantage Unit 3 Assignment Katherine Moore GB570 Managing the Value Chain Jerry Haenisch‚ PhD. Kaplan University December 27‚ 2012 Value Chain as Competitive Advantage Industries have in the earlier years concentrated on enhancing the supply chain activities in search of creating value. Nonetheless‚ optimizing these activities‚ only can lead to operative proficiency and not structural effectiveness. Contritely‚ when an organization‚ focus on growing
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Value-Chain A value chain is an activity path through an organization and can be a very helpful tool for understanding the difference between two organisations that appear to be functioning in similar ways in the same sector. This is because organisations can construct their value chains in very different ways. A different design of the value chain‚ by which we mean a different activity path through the organisation‚ might simply indicate a different way of doing things‚ or it might generate notable
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Value Chain The value chain also chain as value chain analysis is a concept from business management that was first described and populated by Michael Porter in 1985. A value chain is a chain of activities for activities for a firm operating in a specific industry. The chain of activities gives the products more added values then the sum of added values of all activities and also said that‚ value chain is an interrelated series of process that produce a service on product to the satisfaction
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------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- Puma Women Lifestyle Shoes Creative Strategy Chart ------------------------------------------------- ------------------------------------------------- Target------------------------------------------------- ------------------------------------------------- Demographic-------------------------------------------------
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Ryanair value chain analysis Ryanair strongly manages and forms relationships with various suppliers e.g. Boeing and food/beverages etc‚ to ensure goods are received of requirement standards and on time in-order to add value through out its value chain. In addition to this by forming strong relationships with Boeing‚ they are able to obtain spares and maintenance on favorable terms reducing costs‚ thus offering lower prices to passengers and safer flights (adding value). In-order to add
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FAVALUE CHAIN ANALYSIS: A CASE STUDY OF MANGOES IN KENYA Prepared by the Sugar and Beverages Group Raw Materials‚ Tropical and Horticultural Products Service Commodities and Trade Division Food and Agriculture Organization of the United Nations 2 Table of Contents Page I. II. III. IV. INTRODUCTION MANGO PRODUCTION‚ MARKETING AND PROCESSING FACTORS PREVENTING THE DEVELOPMENT OF THE MANGO SUPPLY CHAIN CONCLUSIONS AND RECOMMENDATIONS 3 4 9 10 3 I. INTRODUCTION This
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The Supply chain for Joe and the Juice The Supply chain of each company varies depending on the home country and the mode of entry into the host country. Joe & the Juice uses the pull-driven supply chain where the company does not produce until the customer orders making it possible for the customer to be part of the decision making regarding the product‚ however there will be slow delivery time. However‚ to answer the question; What are the implications of the chosen strategy for Joe &
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