Porsche –True to Brand? 1. Issues on Porsche’s brand equity in related to entering Sport-Utility Vehicle(SUV) market a. Concerns on brand equity with SUV category There are two main concerns related to Porsche’s expansion to SUV category. First is whether entering in to SUV market would be a smart move in brand equity’s point of view. And the other concern how a choice of production location might affect Porsche brand. The case identifies three uncertainty which would be elaborated in the following
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Value Chain Analysis of AirAsia The value chain analysis is used to evaluate the value of each particular functional activity that is added to the organisation’s products or services as seen in Diagram 1 [pic] a) Logistics This involves all areas of receiving‚ storing of inputs when producing outputs. So far‚ AirAsia only operates on a single type of aircraft‚ the Boeing 737-300. Based on a report published by Aero Connections in 2004‚ that particular model was the best selling commercial
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The key findings of this test were enthusiastic‚ positive and motivated behaviors among participants for the given tasks‚ who were motivated by the SDT. On the other hand‚ the test without SDT’s implementation‚ lesser productivity‚ higher turnaround time‚ and least quality were main observations. Hence‚ the main findings of this research help to figure out the weighty importance of SDT in the military training for motivation purpose. In fact‚ contrasted with the SDT in the tasks‚ hesitation
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One of the biggest factors in Southwest’s ability to cut costs was its fleet utilization at maximum capacity. Southwest was able to reduce loading and unloading bottlenecks that were caused by pre-assigned seating arrangements‚ decrease flight turnaround times‚ and increase the number of hours planes were airborne to 12 hours‚ four hours longer than the industry average. Southwest positioned itself well within the airline market by having low-cost fares and the shortest flight times between destinations
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The case study illustrate the development process of a world-wide famous wine company—BRL Hardy. As a consolidated company from BRL Company and Hardy Company the evolution of BRL Hardy endured many obstacles in terms of different culture‚ organization‚ strategy‚ human resource management and so forth. However a real growth can be seen in the development of BRL Hardy and the debate between headquarters from BRL and Hardy is good for company to some extent as Steve Millar put that with 70% growth‚
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Discussion Questions for “LEGO” 1. What led the LEGO group to the edge of bankruptcy by 2004? Please focus on the management moves during “the growth period that wasn’t” (1993-98) and “the fix that wasn’t” (1999-2004). 2. Why did Knudstorp’s turnaround strategy work? In your opinion‚ which actions were the most effective? Which actions were the least effective? Be specific. 3. Should LEGO launch the new line of board games? ---------------------------------------------------------------------------------------------------------------
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Following graduation‚ Jeff joined FTI Consulting’s Financial Consulting Practice. He conducted industry research‚ ran financial models‚ determined valuations‚ and analyzed budgets and cash flow forecasts in the fields of forensic accounting investigations‚ and valuations supporting the firm’s client work in in restructuring‚ forensic accounting‚ litigation‚ and dispute advisory. Jeff conducted valuations supporting the restructuring team during asset sales‚ and solvency reporting. He was promoted
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Comment on Piech’s neglect in not telling the board about Porsche buying Volkswagen shares. What is the significance of this event? During a Volkswagen supervisory meeting on April 19‚2006‚ some of the board members asked for the reason on the dramatically changes on the price of Volkswagen shares. Unfortunately‚ there was no answer on this matter. Piech was the one who know about Porsche buying Volkswagen shares and purposely not informed to the board members of Volkswagen. The price of shares
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your calculations and reach conclusions about the caliber of Norton Lilly International’s fi nancial performance? 5. What policies‚ practices‚ support systems and management approaches underlie Norton Lilly International’s efforts to execute a turnaround strategy for the company? Has Norton Lilly International built an organization capable of good strategy execution? 6. How has Norton Lilly International’s use of the Balanced Scorecard and other performance measures aided in the company’s efforts
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Book Report Who Says Elephants Can’t Dance? Inside IBM’s Historic Turnaround Louis V. Gerstner Jr. (Author) Lou Gerstner‚ Jr.‚ served as chairman and chief executive officer of IBM from April 1993 until March 2002‚ when he retired as CEO. He remained chairman of the board through the end of 2002. Before joining IBM‚ Mr. Gerstner served for four years as chairman and CEO of RJR Nabisco‚ Inc. This was preceded by an eleven-year career at the American Express Company‚ where he was president of the
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