Case Study #3: Decision Support‚ Artificial Intelligence‚ and B2C E-Commerce: the Case of Unilever By Dustin Allen MNGT 220-01 November 20‚ 2003 Question #1 Decision support systems‚ simply known as DSS‚ are often narrowly defined as highly flexible and interactive IT systems that are designed to support decision-making when the problem is non-structured (Haag‚ 2004). This definition expresses several keywords: support and non-structured. This means that although DSS greatly enhance
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Supply Chain Management Solution for Hindustan Unilever : Case Study Existing Situation With nearly 1000 products‚ HLL distributes them nationally through a network of four warehouses‚ more than 40 agents‚ 7‚500 wholesalers and a number of large institutional customers. HLL‚ in its endeavor to move from the existing push-based planning system to a pull-based system‚ wanted to build a Supply Chain Management (SCM) solution that would ensure informed decisions are made during procurement‚ manufacturing
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FINANCIAL ANALYSIS COMMON SIZE ANALYSIS OF BALANCE SHEET VERTICAL ANALYSIS ASSETS Rupees in thousand Rs. % Rs. % Rs. % NON-CURRENT ASSETS Property‚ Plant and Equipment 649‚333 32.77 620‚702 35.12 300‚726 27.6 Intangible assets 81‚637 4.07 81‚637 4.62 81‚637 7.49 Long term
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industries; they are Unilever Group and Rolls-Royce Holdings plc. In order to see the capital structure debt and equity ratios were calculated. According to calculations Unilever’s debt ratio is 32.49% and equity ratio is 67.51%. Rolls-Royce numbers are 16.81% and 83.19 % respectively. In both cases we see that firms prefer to use their own capital. We cannot tell with certainty why this structure was chosen‚ but we can look for example at the level of liquidity. Unilever has 93% (cash to current
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Internal Environment – VRIN competitive advantage Valuable It refers to those resources enable the firm to formulate and implement strategies that improve its efficiency or effectiveness. exploit an external opportunity‚ neutralize an external threat Increase the revenue‚ decrease the costs e.g. Levis’ reputation allows it to charge a premium price for its jeans fdsfsdfffffffffffffffffffffff11f2g1df32 and term papers available at echeat.com‚ the largest free essay community. ... Starbucks;
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Competency Analysis 2.3. VRIN Analysis 2.3.1. Information management 2.3.2. Distribution Management 2.3.3. Technology Development (R&D) and Innovation 2.3.4. Customer Service 2.3.5. Financial Management 2.3.6. Human Resource Management 3. Discussion 3.1. Limitations of Frameworks used 3.2. Results of Analysis 4. Conclusion 5. Bibliography 6. Appendices. 6.1. Appendix A – Porters Value Chain 6.2. Appendix B – Resources & Competencies 6.3. Appendix C - H 6.3.1. Appendix C – VRIN Information Management
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The Strategic Position Chapter 3: Strategic Capabilities Gokhan Turgut Johnson‚ Whittington and Scholes‚ Exploring Strategy‚ 9th Edition‚ © Pearson Education Limited 2011 Slide 3.2 Strategic capabilities: the key issues Figure 3.1 Strategic capabilities: the key issues Johnson‚ Whittington and Scholes‚ Exploring Strategy‚ 9th Edition‚ © Pearson Education Limited 2011 Slide 3.3 Resources and competences • Resources are the assets that organisations have or can call upon (e
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study is strongly qualitative in nature and explores multiple avenues that a techno-functional company can implement to penetrate and gain greater market share. Keywords: SWOT analysis‚ Value chain analysis‚ core competencies‚ Porter’s five forces‚ VRIN analysis. Introduction IBM was founded in 1911 as CTR initially with the aim of developing hardware and software components for computers. IBM’s mission is to develop technology in efficient way and deliver it to the customer for greater
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Overview Founded in 1982 by Lennart Berggren and Axel Seger in Sweden Heavy-vehicule industry‚ Construction- and Mining industry and General industry. Medium size sub-contractor 1997: Founders hand over LEAX to their 4 sons Rapid growth: From a small company To a group of 6 companies in Sweden‚ Latvia and Brazil. More than 500 employees Turnover: more than SEK 1 billion on a yearly basis Growth rate: more than 35% per year Through acquisiton and organic growth 3 different
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Flexible to make different dishes for different markets. Darden has 8 different brands. Each brand standing for its own kind of food like; Italian of seafood. This means that Darden offers all kinds of food to the consumers. After applying the VRIN model to this capability the conclusion is; V-> This capability is a value for the consumers due to the fact that Darden gives them the opportunity to choice between different restaurants. This capability allows Darden to be profitable in the market
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