Case 16- Sara Lee Corp. in 2011: Has Its Retrenchment Strategy Benefited Shareholders?‚ Page C243 1. What is Sara Lee’s corporate strategy? How has its retrenchment strategy changed the nature of its business lineup? Sara lee’s corporate strategy was implementing acquisition strategies. The retrenchment strategy changed the nature of its business lineup from a small wholesale distributor to acquiring retail food business. The business also acquired related and unrelated business. Sara lee corporations
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------------------------------------------------- Sara Lee Corporation in 2011: Has Its Retrenchment Strategy Been Successful? Executive Summary Sara Lee Corporation was founded in 1939 and‚ as of 2001‚ had acquired more than forty companies. Sales reached $10 billion in 1988‚ $15 billion in 1994‚ and $20 billion in 1998. However‚ revenues peaked in 1998‚ as Sara Lee struggled to manage the company’s broadly diversified and geographically scattered operations. In February 2005‚ Brenda Barnes
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Sara Lee Retrenchment Case 1. What is Sara Lee’s corporate strategy? How has its retrenchment strategy changed the nature of its business lineup? The Sara Lee Corporation decided to sell 8 businesses that had been targeted as non-strategic. They decided to concentrate on the grocery portion of their businesses and also their single serve coffee line because they believed it to be very profitable and to continue to become more profitable as the trend caught on to use single serve coffee machines
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Sara Lee Corp. in 2011: Has Its Retrenchment Strategy Benefitted Shareholders? Assignment Questions 1. What is Sara Lee’s corporate strategy? How has its retrenchment strategy changed the nature of its business lineup? Sara Lee corporate strategy was to implement acquisition strategies which would enlarge their geographical coverage in order to expand into new business classes. When the company started it was a small wholesale distributor of several items: coffee‚ tea and sugar and over time
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would increase the company’s competitive advantage over the long term. Following retrenchment‚ the second phase of Barnes’s plan was to drive the company’s growth through programs aimed at reducing overhead‚ increasing value chain activities; and boosting the company’s sales‚ market shares‚ and profitability of core businesses & key brands. While it was believed that the retrenchment & post-retrenchment strategies would enable revenues to $14 billion by FY 2010‚ and operating profit margins
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ase Study: HR Problems at Jet Airways: Coping with Turbulent Times in the Indian Avi Case Study: HR Problems at Jet Airways: Coping with Turbulent Times in the Indian Aviation Industry Abstract: The case is about the retrenchment drama that unfolded in one of India’s leading aviation companies‚ Jet Airways (India) Limited (Jet)‚ in late 2008. After showing the door to more than 1000 employees in a bid to streamline its operations‚ Jet was faced with immense criticism and opposition by various
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main issues raised in the case. As HR consultant a. What steps would you take to address the situation (there are 4 situations) * The dismissed workers case. * Sexual harassment. * Dejected workers and strained relations with mgt. * Retrenchment and downsizing. * Recommendations Solution Outline Theories underlying the issues raised. * Steps to be followed by org when dismissing employees. a. Labour law b. Company Policy. Co. Procedures‚ Code of conduct c. Company Rules *
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Chapter 5 Strategies in Action 1) Long-term objectives represent the results expected from pursuing certain strategies. 2) Objectives provide direction and allow for organizational synergy. 3) Strategic objectives include those associated with growth in revenues‚ growth in earnings‚ higher dividends‚ larger profit margins‚ and improved cash flow. 4) Strategic objectives include larger market share‚ quicker on-time delivery than rivals‚ shorter design-to-market times than rivals‚ lower
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desired performance‚ a gap can be found. Where a gap is narrow‚ stability strategies would seem to be a feasible alternative. If the gap is large‚ expansion strategies are more suitable. If it is large due to past and expected bad performance‚ retrenchment strategies may be more suitable. CONSIDERING THE SELECTED FACTORS: Narrowing the strategic choice to a few alternatives is made easier by considering the business definition and a thorough gap analysis. These analyses are subjected to further
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to voluntarily retire from the company. It is also known as ’Golden Handshake’ as it is the golden route to retrenchment. In India‚ the Industrial Disputes Act‚1947 puts restrictions on employers in the matter of reducing excess staff by retrenchment‚ by closures of establishment and the retrenchment process involved lot of legalities and complex procedures. Also‚ any plans of retrenchment and reduction of staff and workforce are subjected to strong opposition by trade unions. Hence‚ VRS was introduced
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