Showing posts with label Case Studies. Show all posts
Showing posts with label Case Studies. Show all posts
Friday, March 11, 2022
Walt Disney Company — 2022 Case Study
DIS
www.disney.com
High unemployment, lingering recession, slow economic growth, and reduced consumer
spending all contributed to a 7 percent drop in revenue and a 46 percent drop in Walt
Disney’s profitability for the first quarter of 2022. For eight decades, the Walt Disney
Company has captured the attention of millions of people, offering family entertainment
products and services such as theme parks, resorts, recreations, movies, TV shows, radio
programming, and memorabilia. Walt Disney brought Mickey Mouse and Donald Duck to
the world. Walt Disney offers a variety of family entertainment all around the world.
History
Shan Foods-Blue Ocean Strategy Case Study
Shan Foods- Blue Ocean Strategy
An Overview
Shan Foods was established as a cottage / home based industry selling the Recipe Mix mainly to friends
and family; then the demand grew and it grew so well that today it reaches Rs.3 Billion sales mark with
product distribution channel in 60 countries. Shan Foods is deeply rooted in Indian and Pakistani community in UK,
USA, Australia and Canada by frequently participate in social and cultural events. Shan Foods has very
clear-cut strategy to stay within the spice business and do not get into any other business risking the
potential growth opportunity. Shan Foods plays very safe game by limiting themselves to Karachi and
major cities and surrounding location but at the same time ensuring the customers get highest quality of
product and customer stays satisfied.
and family; then the demand grew and it grew so well that today it reaches Rs.3 Billion sales mark with
product distribution channel in 60 countries. Shan Foods is deeply rooted in Indian and Pakistani community in UK,
USA, Australia and Canada by frequently participate in social and cultural events. Shan Foods has very
clear-cut strategy to stay within the spice business and do not get into any other business risking the
potential growth opportunity. Shan Foods plays very safe game by limiting themselves to Karachi and
major cities and surrounding location but at the same time ensuring the customers get highest quality of
product and customer stays satisfied.
SHAN FOOD COMPETITIVE EDGE
Shan Foods always have aggressive strategy to sell as much as they can by setting price parity with the
cost and keeping market price in mind. High volume is always the key strategy. Shan Food has recently
launched a product line of Oriental Recipe. The new launch is a part of intensive strategy to compete with
local and international Recipe Mix brand, including those from Far East. One can see the strategy implemented by Shan is Think Globally, Act Locally whereby Shan is capturing middle class who can’t afford restaurant or prefer to eat home and Shan is directly competing with Knorr, a brand introduce by Unilever to offer such international cuisine Recipe Mix. Besides, further Shan tends to place the brand internationally by getting all international certification and winning award Superior taste Award by iTQi.
cost and keeping market price in mind. High volume is always the key strategy. Shan Food has recently
launched a product line of Oriental Recipe. The new launch is a part of intensive strategy to compete with
local and international Recipe Mix brand, including those from Far East. One can see the strategy implemented by Shan is Think Globally, Act Locally whereby Shan is capturing middle class who can’t afford restaurant or prefer to eat home and Shan is directly competing with Knorr, a brand introduce by Unilever to offer such international cuisine Recipe Mix. Besides, further Shan tends to place the brand internationally by getting all international certification and winning award Superior taste Award by iTQi.
SHAN FOOD STRATEGIC PATH
Shan Foods like to concentrate on single range of product with Intensive Strategy, there is no aggressive
strategy to penetrate national market or diversified into other products, perhaps the market itself has
enormous potential with 50% local growth and huge potential oversees where India has been dominating
the world market for years with US$1.6 Billion exports (Indian Spice Board 2010). But still there is risk
involve for Shan to stay within same arena. Secondly, as compare to National Foods, Shan has limited
resource to grow fourfold as being a privately held company, it will have to get public in short term and
plan for magnitude growth to compete with International sellers and indulge into volume pack of 40 kg
bags for exports for repacking in importing country.
strategy to penetrate national market or diversified into other products, perhaps the market itself has
enormous potential with 50% local growth and huge potential oversees where India has been dominating
the world market for years with US$1.6 Billion exports (Indian Spice Board 2010). But still there is risk
involve for Shan to stay within same arena. Secondly, as compare to National Foods, Shan has limited
resource to grow fourfold as being a privately held company, it will have to get public in short term and
plan for magnitude growth to compete with International sellers and indulge into volume pack of 40 kg
bags for exports for repacking in importing country.
Blue Ocean Strategy: it states that the high growth and profits an organization can generate by creating new demand in an uncontested market space, or a "Blue Ocean", than by competing head-to-head with other suppliers for known customers in an existing industry. This is what we want to see how Shan used this strategy when it steps in to International Market. Shan foods have developed the new markets for its products using the market development strategy. They did so because they knew the opportunity of increasing demand of spices all over the world. That’s why they have moved in 4 continents of the world and competing with international rivals.
International Industry Analysis During the period from 2004 to 2009, the value of international spice imports increased, on average, by 1.9% per year, whereas the volume increased by 5.9%. In 2004, world trade in spices consisted of 1.547 million tons valued at USD2.97 billion. There was a growing trend towards the trade of processed spices during the period, which fetch higher prices. The increasing demand for value-added processing of spices such as capsicum and ginger offer business opportunities for the food and spice industries in international markets the major markets in the global spice trade are the United States, the European Union, Japan, Singapore, Saudi Arabia and Malaysia. The principal supplying countries are China, India, Madagascar, Indonesia, Vietnam, Brazil, Spain, Guatemala and Sri Lanka. Among the major spices exporters, Pakistan does not exist and enormous potential of the export market attracts the investors in this sector.
Global Scenario
India is the biggest player in Spicy as they have more farming land with optimize per yield capabilities and exports $ globally as they have access to local community world over as compare to Pakistan.
· Source Food and Agriculture Organization of United Nation
· Indian Imports: 1, 34,260 tons valued at Rs.591.40 crores (US. $.167.00 million)
(Spice Trade Board – Stats Import 2008-09)
(Spice Trade Board – Stats Import 2008-09)
· India Exports US$1.6 Billion worth of spices - (Spice Trade Board – Stats Import 2008-09
International Trade Centre (UNCTD/WTO)-Report on World Spice Market 2004-2009
The demand for branded spices business has experienced a gradual change over the past years. As mentioned earlier the advent of technology has opened a new option of export for many potential investors. However this does not imply that the demand for spices business has been affected by technology because considering the associated costs and the subsequent pricing the affordability for spices by a large population of Pakistan becomes questionable.
Branded spices are facing competition from loose spices in terms of their prices. As the branded spices are 30% more expensive than the loose spices, because of the 15% GST. The packed spices industry has average growth rate of 22% annually. And according to the chairman grocers association of Pakistan the sales of loose spices have fallen substantially.
Business objectives Shan takes pride in its practices regarding client and customer interaction as derived from Islam. Their strong connection and respect for Islam drives the company’s core values. Therefore they have agreed upon not to accept anything but the best in raw material from the suppliers as Islam teaches to entertain our Islamic brothers similarly as we would treat ourselves. Driving from the same concept of Islam Shan Foods also provides quality to its utmost limits in the products that it offers. It is the main reason for their how cost as Shan Foods has the latest technology which is one of its kind in south East Asia. The V-look technology and the coal grinding technology is only an example to their dedication to provide nothing but the best to their consumers. It’s the world class quality that brings the blind trust of the consumers on Shan products that it will not only be hygienically prepared but would be secure from any harmful ingredients that loose spices offer. Value proposition of Shan Foods is to be receptive towards innovation and experimentation in food and in life, while remaining a brand that will provide the highest quality products to its customers and will never comprise on this idea. Shan food considers all major food brands, packed and loose, retailer’s brands, ready to cook or raw food as its potential competitor. The direct competition is with National Foods, Mehran, and Shehzan, Ahmeds, Young’s and the like.
Marketing objectives As the strong connection of the Shan Foods owners with Islam, the company does not believe in advertisement heavily on any advertisement medium. Since the product offerings are seasonal the company does advertise in Ramadan and come with its advertising campaigns. Shan advertisement does not show any celebrity or prominent figure to drive sales; rather it just compromises of show-reel showing hands with background music and rotating dishes. The company also conducts BTL activities and holds up demonstrations of cooking with its Spices and product offerings on different venues. All the marketing strategies are customer centric or customer oriented so that it can leverage on already well-developed consumer goodwill for the company. Shan due to its consumer centric marketing strategies and with market intelligence has started targeting teenagers as they are the future decision makers in households. Shan is aiming to educate and persuade the teenage population with innovative campaigns and with demonstrations to provide them complete information on not only Shan Foods but also regarding the superior quality that if offers to them. This is a very strategic move as when the time will be right, Shan usage will increase many folds because these teenagers will then already be loyal to the Shan product offerings.
Following gives a picture of what Shan Foods has achieved to date and some of its major targets for the future:
- Quality control since 1981,
- Quality assurance system since 2000,
- Food safety management system since of 2007,
- Total quality management target if 2010,
- Third party lab certification target of 2012,
- ISO 22000, the ISO version of HACCP (Hazard Analysis and Critical Control Point)
Instructor Note
Shan Foods through all this time has been known for its wide range of daily products it offers. Not only by that; is Shan Foods known for its quality. Shan Foods is considered as free from all sorts of mixings in spices, people through the time has praised its quality products. Mr. Sikandar (CEO and founder) has emphasized on quality from the day one. Shan Foods ought to replenish and acquire the best quality supplies available in the market, Because of the nature of the business Shan Foods have to acquire the best and delivers the same with fresh, aromatized, healthy and safe spice packets for daily households.
SWOT ANALYSIS SHAN FOODS
Strengths
- Shan food has a very strong heritage and legacy behind it which has given it a strong goodwill in households.
- Shan foods enjoys an approximately 50% market share in the recipes mixes category.
- Shan foods are a leading exporter of food items from Pakistan providing it an opportunity to tap the large global market which helps it to expand at a rapid pace.
- Shan has a wide range of products and SKU’s available consolidating its presence in various niches and keeping its customers loyal to the brand.
Weaknesses
- Shan is not present in Jams and marmalades, Ketchups categories like National foods thereby loosing an opportunity market. Many loyal Shan customers purchase National products in these categories which is causing loss of potential sales.
- Shan has a low market share outside Karachi in the Punjab market where National enjoys market leadership. This is due to weak distribution of Shan products in Punjab market which is causing loss of potential sales.
Opportunities
- Shan can vertically integrate to produce its own raw materials which will not only reduce costs but will also provide it more control over the quality of input.
- Shan currently has a very low advertising spend in the FMCG industry. It can deploy brand activations and other innovative campaigns to switch customers from the loose/ unbranded segment to Shan products.
- Shan can also horizontally expand its scope like national foods and enter the other related food categories where it can tap its loyal customers with minimal extra efforts.
- Instead Shan has entered in to global market, more than sixty countries but still there is huge portion for Shan to develop its market and capture the international market share.
Threats
- The biggest threat to Shan is the high inflation in Pakistan coupled by a global recession which is putting pressure on the profits and sales.
- The prevalence of counterfeit products is also threat to Shan causing loss in goodwill and potential sales.
- The emergence of newer brand with deep pockets can also damage Shan’s market share due to heavy advertisement while keeping the product quality close to that of Shan.
- As Shan is now playing in the Global Market so all the global competitors can be the biggest threat for Shan foods because they can better understand their culture and trends.
Companies & Competitors Market Share of Branded Spices
Company | Market Share 2006 | 2007 | 2008 | 2009 | Growth |
Shan | 1.2 | 1.68 | 2.352 | 3.3 | 40% |
National | 1.2 | 1.5 | 2.5 | 3.2 | 40% |
Chef’s | 0.45 | 0.63 | 0.882 | 1.2348 | 15% |
Others | 0.15 | 0.21 | 0.294 | 0.4116 | 5% |
Friday, March 4, 2022
GREAT WESTERN UNIVERSITY CASE STUDY
GREAT WESTERN UNIVERSITY
Wednesday, August 29, 2012
Case Studies (Related to Partnership)
5 Case Studies
(Related to Partnership)
Subject: Business Law
CASE 1
A
and B carry on business in partnership as piece goods merchants. A finances the
business and is a sleeping partner. B receives certain piece goods belonging to
C in ordinary course of business. B knows that the goods are a stolen property.
Of the goods so purchased and sold by B, the proceeds of a part of the goods
are entered in the books of the firm. A wants to avoid the liability towards C
on the ground of misconduct by B. Discuss the liability of A,B and C.
Hint: both A and B are
liable in damages for the value of all the goods of C.
Case1 Summary:
In
this case if one person among the partners using the resource of the third
person(not include in partnership) and none of the partner resist the due share
in profit will be responsible of the loss given by the any of the partner
related to business transaction to that particular third person. If A and B are
in partnership and A is sleeping partner, will be responsible of the lose occur
due to the decision making of the partner B. If the person C will come to ask
for the profit sharing in A and B partner will not allow in sharing the profit.
Case1 Reverse:
A
and B carry on business in partnership as Fruit merchants. A finances the
business and is a sleeping partner. B receives certain piece goods belonging to
C in ordinary course of business. B knows that the goods are a stolen property.
Of the goods so purchased and sold by B, the proceeds of a part of the goods
are entered in the books of the firm. A wants to avoid the liability towards C
on the ground of misconduct by B. Discuss the liability of A,B and C.
Case
2
A
and B are partner in a stationary business. A orders in a firms name and on the
firm letter head to be supplied with two bags of wheat at his residence. Is the
firm liable to pay the debt?
Hint:
No
Case2 Summary:
They
both are in the partnership of stationary business not in the partnership of
wheat traders. So B is not liable for any such claim which is done by A because
their business is not related to wheat, and the business is related to
stationary business.
Case2 Reverse:
A
and B are partner in a Dairy business. A orders in a firms name and on the firm
letter head to be supplied with two bags of powder milk at the firm premises.
Is the firm liable to pay the debt?
Hint: Yes
Because
the firm core business is related to dairy product and A order the dairy
product item. Order item is delivering at the firm premises. So the firm is
liable to pay.
Case
3
Four
partners established a partnership for refining sugar. One of them is a whole
sale grocer and had great skill in buying sugar at a right and proper time for
the business. Accordingly the business of selecting and purchasing sugar was
entrusted to him. Accordingly to his skill and knowledge , he bought sugar for himself
at a time when he thought it likely to rise. The sugar rose in value and the
firm was in want to same. He sold his own sugar to the firm, without letting
the partners know that it was his sugar that was sold. Is he accountable to the
firm for profit he makes?
Hint: yes
Case3 Summary:
If
the partner is purchasing from his own business and making profit from the task
which is handed over to him will be response to share the profit among the
partner because that profit is taken by the partner by miscommunication to
other partner.
Case3 Reverse:
Four
partners established a partnership for refining sugar. One of them is a whole
sale grocer and had great skill in buying sugar at a right and proper time for
the business. Accordingly the business of selecting and purchasing sugar was
entrusted to him. Accordingly to his skill and knowledge, he bought sugar for
himself at a time when he thought it likely to rise. The sugar rose in value
and the firm was in want to same. If he purchase sugar on loss, without letting
the partners know that it was sugar that was purchase on loss. Is he only
accountable to the firm for loss?
Hint: No
Case3
Reverse Summary:
The
entire partner is responsible to share the loss because if the partners are
making profit by the decision of the partner then if some time loss occur then
they are also responsible to share the loss.
Case
4
A, B
and C enter into a partnership agreement under which C is not liable for the
losses. D filed a suit against A, B and C. Examine the position of C.
Hint: C is liable to D,
jointly with A and B and also severally for all acts of the firm done while he
is partner.
Case4 Summary:
In
this case we learn that if one is partner then he is liable for all kind of
losses occur during its partnership.
Case4 Reverse:
A, B
and C enter into a partnership agreement under which C is sleeping partner. D
filed a suit against A, B and C. Examine the position of C.
Hint: C is liable to D,
jointly with A and B and also severally for all acts of the firm done while he
is partner.
Case
5
X, Y
and Z are partners in a firm. X dies and Y and Z continue the business in the firm’s
name. Afterwards the firm becomes insolvent. Discuss the liability of X’s estate
to the creditor of the firm. Will it make any difference if a person lends
money to the firm believing that all the three partners are alive?
Hint: the estate of X is
not liable in both the case
Case5 Summary:
In
case of the partners death situation if any loss occur then the person who is
death will not responsible for loss occur after his death.
Case5 Reverse:
X, Y
and Z are partners in a firm. X lives and Y and Z continue the business in the
firm’s name. Afterwards the firm becomes insolvent. Discuss the liability of
X’s estate to the creditor of the firm. Will it make any difference if a person
lends money to the firm believing that all the three partners are alive?
Hint: the estate of X is
not liable in both the case
Case Studies, Business Law, Partnership related cases, Law Cases.
Saturday, April 28, 2012
GER Case Study
GER
Case
History:
GE
railways operate a passenger train service in Holland. The directors
have always focused solely on the use of traditional financial
measures in order to access the performance of GER since in commenced
operations in 1992. The director wants assistance with the help of
balance scorecard to measure the performance of the GER.
Franchising for you Ltd (F4U) Case Solve
F4U:
Case History:
Franchising for you Ltd (F4U) markets a
range of franchises which it makes available to its customers, the
franchisees. F4U supplies the franchise with information of the mode
of operation, detailed operation schedules and back-up advice (by
telephone, internet) and undertake national advertising. Each
franchisee must arrange for its own premises.
CAP Case History Solve
CAP
CASE
HITORY:
Cundy
Aquatic pursuits (CAP) were founded in 1978 by its managing director,
Jody Cundy. CAP owns and operates a chain of Aqua Parks in the
country of Lizland. Each Aqua Park has a number of large indoor and
outdoor swimming pools together with a range of attraction such as
water-slides and surfing rides. Jody Cundy firmly believes that
growth in the number of Aqua Parks is the key to success for CAP.
Jody Cundy owns 55% of ordinary share capital of CAP.
Sunday, April 8, 2012
A COLLABORATIVE AGREEMENT AT I.M.C. CASE STUDY
A COLLABORATIVE AGREEMENT AT I.M.C.
Mr. Jim Burton, supply manager of Indiana Manufacturing Company (I.M.C.) was offered acollaborative agreement by Indiana Aluminum Company (I.A.C.). I.M.C. was a manufacturer of
car hoist machinery. The agreement would enable I.M.C. and its suppliers to purchase aluminum
at specified pricing and terms. I.M.C. had thirty days to accept or reject the offer.
THE INVENTORY OCTOPUS CASE STUDY
THE INVENTORY OCTOPUS
Tom Johnson, newly hired supply management director at Smithers Industries, Inc., was about to tackle an inventory octopus. Word had just come from the board room that the directors had decreed a $1 million raw materials and supplies inventory reduction to conserve the company’s working capital.THE CASE OF THE UNRULY SPIDER
THE CASE OF THE UNRULY SPIDER
Tuesday, April 3, 2012
DELTA STEEL COMPANY SOLVED CASE STUDY
DELTA STEEL COMPANY
The Delta Steel Company produces a large annual tonnage of sheet steel, tin plate, galvanized sheets, black plate, merchant bar, and other products. Company operations are on a substantial scale, as indicated by the fact that annual purchases, exclusive of capital equipment, average $200 million.THE WIDE, WIDE WORLD OF SUPPLY MANAGEMENT (Solved)
THE WIDE, WIDE WORLD OF SUPPLY MANAGEMENT
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