Your employee messed up. Why it's your fault.

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Jane-Michèle Clark

Over 90% of work-related mistakes and accidents could be avoided if managers did a better job. What you need to know.

Your employee messed up. Why it's your fault.

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IKEA is expanding its operations in India by opening new stores. It follows a strategy of offering low prices, good quality, and unique designed products. The Indian furniture market is large and growing rapidly due to urbanization and rising incomes. IKEA faces competition from both organized retailers and many smaller unorganized players. To succeed in India, IKEA must adapt its business model to the local market by offering very low prices, focusing on compact furniture, and partnering with local logistics and assembly companies. It aims to source more materials locally over time to further reduce prices for Indian customers.

Nestle ppt

patricia

Nestle is a global food and beverage company founded in 1867. It has 449 factories in 86 countries and employs over 328,000 people worldwide. The company focuses on nutrition, water, and rural development through its Creating Shared Value approach. Nestle implements various CSR programs focused on environmental sustainability, employee safety, education initiatives, and supporting local communities and small farmers.

Case study on amazon

Annamalai Ram

The document summarizes information about Amazon, including how it started in 1994 and has become the world's largest online retailer. It discusses how Amazon has succeeded when other online companies failed by welcoming new products, offering a wide range of products and easy selling options for suppliers. The document also presents three case studies: how Amazon succeeded online, whether the Kindle will revolutionize the book industry, and what the future may hold for Amazon, including that cloud computing is a good direction for the company to grow.

Case study on Nestle

karthikgudanvs

Nestlé is a large multinational corporation headquartered in Switzerland that operates in over 185 countries around the world. It entered the Indian market in 1961 by establishing its first factory in Moga, Punjab. Since then, Nestlé has grown significantly in India and works with farmers and suppliers to provide livelihood for about one million people. The document discusses Nestlé's history and global expansion, and analyzes the company using a PESTLE framework to identify political, economic, social, technological, legal, and environmental factors impacting the business. It also outlines Nestlé's market penetration strategy of promoting brand awareness and adapting products to local markets. The SWOT analysis notes Nestlé's product diversity and brand strength but also

Supply chain of tesco

Praneeth Prabodha Dissanayaka, MILT

Tesco is the biggest retailer in UK now. Having operations in 14 countries with 2,291 stores spread globally, Tesco employs 296,000 people. Now their focus is on “Creating value for customers, to earn their lifetime loyalty” and strives to “be energetic, be innovative and be the first for the customer”. So the 21st customer has taken a great leap over “pile high, sell it cheap “strategy and demanding nature of the customer has forced Tesco to continuously improve

Marketing Strategy of Parle products

Business Management

Parle is a private Indian company founded in 1929 that produces biscuits and confectionaries. It has a global reach and its popular products include Parle-G, Monaco, Poppins, and Melody biscuits. The company was founded in Mumbai by the Chauhan family and split into three separate companies owned by different parts of the original family. Parle markets primarily to school-going children and partners with government initiatives. It dominates the Indian biscuit market with 81% share and had annual revenue of Rs. 5010 crore in 2012 from sales of over 100 crore packets per month of its flagship Parle-G biscuits.

Nestle

Akanksha Singh

Nestle is the world's largest food and beverage company founded in Switzerland in 1867. It has over 280,000 employees operating in over 120 countries. Nestle's objective is to be the recognized leader in Nutrition, Health & Wellness. In India, Nestle has been operating since 1912 and was one of the first multinationals to set up a manufacturing plant in 1961. Nestle follows a business model of Creating Shared Value focusing on Nutrition, Health, Quality and Sustainability.

Business Model Generation (Alex Osterwalder)

Endrigo Ramos

Systematically understand, design & differentiate your business model. Disruptive new business models are emblematic of our generation. Yet they remain poorly understood, even as they transform competitive landscapes across industries. Business Model Generation offers you powerful, simple, tested tools for understanding, designing, re-working, and implementing business models. Written by Alex Osterwalder Slides designed by Endrigo Ramos http://businessmodelgeneration.com/book

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Zomato is an Indian restaurant discovery and food delivery startup founded in 2008. It operates a mobile app that provides information about restaurants such as menus, photos and locations to help users discover new places to eat. Zomato aims to ensure no one has a bad meal by building experiences around dining and enabling restaurants. While it faces threats from competition and regulations, Zomato sees opportunities from expanding globally and increasing smartphone and internet users. Currently operating in over 10,000 cities across 23 countries, Zomato's vision is to help users find great places to eat anywhere in the world.

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Oyo case study

Ashish Kumar

Ritesh Agarwal is the founder and CEO of OYO Rooms, India's largest branded budget hotel chain. He started OYO in 2013 at the age of 17 to address the need for affordable accommodations in India. Beginning as a platform for budget rentals, OYO transformed into a standardized hotel chain offering affordable stays. OYO now operates in over 160 cities with over 1 million app downloads and 1 billion bookings. Ritesh's early success with OYO led him to receive several prestigious awards recognizing his accomplishments as a young entrepreneur.

Coca cola brand positioning

Hiba Nasir

Coca-Cola has strategically positioned itself as a global brand while adapting to local markets. It began as a drink invented in 1886 and sold for 5 cents. Over time, Coca-Cola grew to be the largest beverage company in the world, offering over 500 brands across more than 200 countries. To maintain its leading position, Coca-Cola employs a "think global, act local" strategy, keeping its core product consistent while tailoring offerings and marketing to different regions and cultures. The company has established strong brand recognition through iconic packaging, consistent logo and branding, and large sponsorships of popular events.

Mcdonald case-study & analysis

iipmff2

McDonald's faced challenges in the early 1990s as sales flattened domestically and competitors increased. To address criticism of its environmental impact, McDonald's partnered with the Environmental Defense Fund to explore more sustainable operations. Key to McDonald's future success will be maintaining quality and consistency while experimenting with new options to appeal to changing tastes, and potentially expanding internationally where growth opportunities are greater. The document discusses McDonald's history, operations, challenges, environmental initiatives, and strategies to sustain future prosperity.

Parle product..ppt BY AMIT SINGH

Amit Singh

Parle Products is a private company founded in 1929 in Mumbai, India. It is one of the largest biscuit manufacturers in India, with its flagship brand being Parle-G biscuits, which has a market share of over 30%. The company was originally founded to produce confectionery but began manufacturing biscuits in 1939. It has since expanded to 10 manufacturing plants across India and annual revenues of over Rs. 5,000 crores. Parle-G biscuits are the highest selling biscuit brand in the world.

marketing research on mcdonalds

nabeel1214

McDonald's is the world's largest fast food chain with over 32,000 restaurants globally. It began in 1940s California and was franchised internationally starting in the 1950s. McDonald's entered India in 1996 through a joint venture. It has customized its menu for Indian tastes, removing pork and beef and adding vegetarian options. The document discusses McDonald's history, business model, entry into India, SWOT analysis, research methodology on customer preferences, and recommendations.

Britannia Industries Product Line

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IKEA in India

Surbhi Jain

IKEA plans to enter the Indian market with an initial investment of 1.5 billion euros over two phases involving 25 stores. It will target India's growing middle class, especially "Stivers" and "Seekers", with modular, budget furniture. IKEA faces challenges in India including a lack of do-it-yourself culture, the need to change its sourcing strategy, and adapting store formats and designs to local tastes and preferences. Its marketing strategy will involve both traditional and digital campaigns to build awareness and educate customers on self-assembly.

Chocolate Questionnaire Focus Group Questionnaire – Hard Paper

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Swiggy Marketing strategy

Samrat Motilal

Swiggy is an online food delivery platform headquartered in Bangalore, India. It was founded in 2014 and connects customers to restaurants through its platform and fleet of delivery personnel. Swiggy generates revenue through commissions from partner restaurants and delivery charges paid by customers. It competes with companies like Zomato, Foodpanda, UberEats and Innerchef. Swiggy aims to provide faster and more reliable delivery compared to competitors through its trained workforce and no minimum order policies.

Amazon Business Model

Vladimir Matovic

The document provides an overview of Amazon's business model. It describes Amazon's mission, vision, values and core strategies. It outlines Amazon's three customer sets and how it captures attention through its website. It then details the evolution of Amazon's business model, including its expansion into ebooks/Kindle, diversification of revenue streams, and geographical growth. The document also examines Amazon's sales breakdown and international expansion. It concludes that Amazon has grown significantly by logically expanding its resources and channels.

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FUBARed: Fouled Up Beyond All Recognition You see the headlines: Plane down. Ship on the shoals. Train derailed. It seems as though every week there's something new. Most executives and business owners are grateful when it's not their company in the news. Corporate crises are all too common. You can, however, reduce your risk of being thrust so unceremoniously into the spotlight – and mitigate the risk of permanent damage to your reputation when things do go awry. The following presentation has been adapted from the corporate training program I run, so it's a little on the long side. It may, however, be worth it to you and your company to invest the 5 to 10 minutes now and save yourself a few headaches down the road. Please call me if I can be of help… and don't forget to “like: this presentation if you find it of use. Thanks – and I hope you never actually have to use these tips!

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Mergers and Acquisitions (M&A) are not always successful. In fact, most get a C- grade from managers and 50% of companies report a 50% drop in productivity after a merger. We all know that change management is critical, and that employees are key to success of any company, but the employee piece is often forgotten when a company is acquired. Twice as much time is spent on due diligence related to hard assets as is spent on Oganisational Culture and Change Dynamics – and yet unhappy employees can derail a merger. Included here: Five key factors needed for M & A success and employee-related elements to consider as you bring together two or more companies.

15 Common Research Mistakes

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Having participated or directed hundreds of qualitative and quantitative research projects over the years, in dozens of industries and multiple countries, I’ve seen the good, bad and downright ugliest of research endeavours. Here are 15 of the most common research mistakes. I’ve omitted things such as bad survey design and poor moderating (obvious things which can wreck any piece of research) and focused solely on items that can result in inadequate or skewed findings – which can lead to the development of ineffective, and even detrimental, business strategies.

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This Customer Focus version of "Beyond Blue Ocean" as it applies to Customers introduces the need to: - Attract customers... over and over and over again, - Quickly determine what types of clients are most profitableand your best brand advocates, - Figure out how to get more customers like this, and - Keep the profitable ones happy and loyal. Detailed suggestions for each of the above will be included in subsequent posts. This slide show also touches on the need to guard against competitive predators.

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The book "Unlocking the Human Element in IT" provides a comprehensive guide to understanding and leveraging the human aspects of information technology. Drawing on extensive research and real-world case studies, the book delves into the critical role that people, culture, and organizational dynamics play in the success or failure of IT initiatives. The Importance of the Human Element in IT The book begins by highlighting the often-overlooked human dimension of IT, emphasizing that technology alone is not enough to drive meaningful change and innovation. It argues that the true power of IT lies in its ability to empower and engage people, fostering a collaborative and adaptive organizational culture. Key Themes and Insights People-Centric Approach: The book underscores the need to shift from a technology-centric mindset to a people-centric approach in IT management. It explores strategies for aligning IT goals with the needs and aspirations of employees, customers, and stakeholders. Organizational Culture: The authors examine the profound impact of organizational culture on IT initiatives, addressing topics such as change management, leadership, and team dynamics. They provide practical frameworks for cultivating a culture that embraces innovation, collaboration, and continuous learning. Soft Skills and Talent Management: The book delves into the importance of developing soft skills, such as communication, empathy, and problem-solving, among IT professionals. It also explores effective talent management strategies to attract, retain, and develop high-performing IT teams. Agile and Adaptive IT: The book highlights the rise of agile and adaptive IT methodologies, emphasizing the need for IT organizations to be nimble, responsive, and customer-centric. It offers guidance on implementing agile practices and fostering a mindset of continuous improvement. Bridging the IT-Business Divide: The authors address the longstanding challenge of aligning IT with business objectives, providing strategies for enhancing collaboration, communication, and mutual understanding between IT and other organizational functions. Practical Applications and Case Studies Throughout the book, the authors present real-world case studies that illustrate the impact of the human element in IT. These case studies cover a range of industries and organizational contexts, offering valuable insights and lessons learned for readers to apply in their own environments. Conclusion "Unlocking the Human Element in IT" is a must-read for IT leaders, managers, and professionals who recognize the importance of people, culture, and organizational dynamics in driving successful IT initiatives. By embracing the human element, organizations can unlock the full potential of their technology investments and achieve sustainable, transformative change. People mentioned: - Matt Beran - Deborah Monroe - NJ Robinson - Megan Engels - Gregg Gregory - Rocky McGuire Learn more at invgate.com

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