Long term success of Danone relates closely to the importance of knowledge management; focusing on sharing and retaining knowledge within the organization. Making sure the company is well prepared for to react to changes. Danone has created programs to enforce knowledge management in different ways. Main problems have been discussed and each of the issues outlined have certain recommendations that Danone would benefit from, helping to improve knowledge management. Lacking of formal information technology systems is an issue as formalize data is absent, especially from group sharing periods. The learning within the company should stay in within, even if employees do not, so documentation through formal systems is a key. The size of Danone also contributes to the information systems being necessary. The second issue outlined is the lack of incentives and rewards. Encouragement and motivation need to be used for employees to make use of networking systems, on top of the their original workload. Thirdly the communication has to be evident to link members around the organization, which is spread around the world. Recognition of culture by management will help achieve effective communication ideal for the ranging culture at Danone. Decentralization is a strategy suggested that need improvement-enabling employees to share practices. The fourth issue is the need for development of the already implemented Networking Attitudes for future success. Each issue has certain recommendations. Going “Deeper” is the best strategy out of the three suggested from the analysis looking at the advantages and disadvantages of both. Networking Attitudes ideally will take this “deeper” approach over “wider” or “richer”. Having cost efficiency and significant benefits. “Deeper” implementation will affect marketplaces, who’s who and communities. Each implementation comes with risks and barriers that need consideration before applying. Overall knowledge management is a significant component of the organization to keep a competitive advantage.
As globalization is leading more and more companies into the international business context, a much greater importance is being placed on knowledge management. The most basic resource, and also the most important, will always be knowledge (Drucker 1993, p8). It allows the company to be able to sense any changes, and to adapt and respond. In the end, this determines the success of the company (Gates 1999, p23). Danone is an organisation that does not believe the traditional technological methods of knowledge management are appropriate for the organization (Edmondson, et al., 2008). The company has taken a strong informal networking attitude to create a sharing culture within the organisation and its employees. The company prides itself on its spontaneous nature within networking and its ability to develop new...
...A CaseStudy on Aldi
The retail industry is a very competitive market. Organizations need to offer customers value for money. Customers want to pay for low priced but high quality products. With such hard competition it is necessary for organizations to know what their customers want. Aldi recognizes that its customers want value for money but do not want to compromise on quality. This casestudy will show how Aldi’s strategy led them to a competitive advantage. It will also show how Aldi provides quality products at reasonable costs. Aldi is a Germany-based hard discounter that has unique business practices. They use a lean approach to its business operations to offer its customers quality products at competitive prices. They concentrate on purchasing power; carrying only the most frequently purchased grocery and household items, of which most are ALDI select brands. As a result, they get the lowest prices from our suppliers and pass the savings on to the customers. They update operations eliminating every feature that increases cost and prices.
II. Objectives and Scope
Our group was given a task to do the casestudy analysis on Aldi. We need to find out how Aldi’s strategy leads to competitive advantage and how they achieve this strategy. We also need to find out whether Aldi’s low-cost strategy implies that they offer low quality products and why quality...
...Zara case paper Analysis
Zara: IT for Fast Fashion Case Analysis
This case paper makes a possible business analysis of Zara, A successful Spanish accessories and clothing retailer of Inditex (Parent Company). The case analysis objective is to discuss on its POS systems to be continued on DOS based operating systems or to upgrade. A brief analysis of Zara’s business model. The factors helped Zara to succeed with minimal infrastructure. An overall analysis of strength, weakness, opportunities and threats (SWOT).
Paper Type: CaseStudy Analysis
Zara is a Spanish clothing and accessories retailer and has over 2,000 stores strategically located in leading cities across 88 countries. Zara's designers and customers are inextricably linked. Specialist teams receive constant feedback on the decisions its customers are making at every Zara store. This feedback inspires Zara's creative team which is made up of over 200 professionals (1) . Their Business model is simple which is a setoff business processes and a simple, some might call outdated, information system that links demand to manufacturing and manufacturing to distribution (2).
Zara has a unique style compared to other clothing retailers as they don’t invest in marketing. Inditex has completely changed consumer behavior.
“When you went to Gucci or Chanel in October, you knew the...
...CHAPTER 3: MANAGING PROJECTS
Video Case: Project Management at Arnold Palmer Hospital
1. Read the case that follows.
2. View the video tour of Arnold Palmer Hospital that addresses this issue.
3. If you wish to have further background, reread the material in this chapter of the text.
4. Answer the questions about the case, and if your instructor wishes, email them to him or her.
The equivalent of a new kindergarten class is born every day at Orlando’s Arnold Palmer Hospital. With more than 10,500 births in 2004 in a hospital that was designed in 1989 for a capacity of 6,500 births a year, the newborn intensive care unit was stretched to the limit. Moreover, with continuing strong population growth in central Florida, the hospital was often full. It was clear that new facilities were needed. After much analysis, forecasting, and discussion, the management team decided to build a new 273-bed building across the street from the existing hospital. But the facility had to be built in accordance with the hospital’s Guiding Principles and its uniqueness as a health center dedicated to the specialized needs of women and infants. Those Guiding Principles are: Family-centered environment, a healing environment where privacy and dignity are respected, sanctuary of caring that includes warm, serene surroundings with natural lighting, sincere and dedicated staff providing the highest quality care, and patient centered flow and function.
...Recommended key readings References Case example: Electrolux
2 The Environment
2.1 2.2 Introduction The macro-environment 2.2.1 The PESTEL framework 2.2.2 Building scenarios Industries and sectors 2.3.1 Competitive forces – the five forces framework 2.3.2 Implications of five forces analysis 2.3.3 Key issues in using the five forces framework 2.3.4 The industry life cycle Competitors and markets 2.4.1 Strategic groups 2.4.2 Market segments 2.4.3 Identifying the strategic customer 2.4.4 Understanding what customers value – critical success factors
2.5 Opportunities and threats Summary Recommended key readings References Case example: Global forces and the European brewing industry
50 51 51 52 54 59 60 60 61 63 63 65 67 68 68 69 72 73 74 74 79 81 83 84 84 86 89 90 91 91 96 100 100 101 101 102 105 107 112 112
3 Strategic Capability
Introduction Foundations of strategic capability 3.2.1 Resources and competences 3.2.2 Threshold capabilities 3.2.3 Unique resources and core competences 3.3 Cost efficiency 3.4 Capabilities for achieving and sustaining competitive advantage 3.4.1 Value of strategic capabilities 3.4.2 Rarity of strategic capabilities 3.4.3 Inimitable strategic capabilities 3.4.4 Non-substitutability of strategic capabilities 3.4.5 Dynamic capabilities 3.5 Diagnosing strategic capability 3.5.1 The value chain and value network 3.5.2 Benchmarking 3.5.3 SWOT Summary Recommended key readings...
...The current issue and full text archive of this journal is available at
Customer community and
co-creation: a casestudy
Jennifer Rowley, Beata Kupiec-Teahan and Edward Leeming
Bangor Business School, University of Wales, Bangor, UK
Received December 2005
Revised November 2005,
Accepted January 2007
Purpose – This paper aims to provide insights into the development and management of a customer
community, informing product innovation and engaging customers in co-creation of a consumption
Design/methodology/approach – A review of the state of current knowledge about co-production,
co-creation and customer communities is followed by discussion of the casestudy methodology.
The case history of a leading player in the UK and international “sportkiting” market focuses on
product innovation and customer-community development. Discussion reﬂects in more detail on the
lessons from the case for application of the principles in practice.
Findings – The case company’s innovative product development strategy provides the catalyst for
co-creation of a customer experience. Its marketing actions extend beyond product development and
innovation to actively co-creating experiences with customers, fostering a sense of community among
users, facilitating communication within that...
4 new product lines
Research and development skills not mentioned.
Good marketing skills
2 new product lines (research)
3 new product lines. ( development )
High development skills
Ability to manage strategic changes
Well-developed corporate strategy
Based on the information provided about the trait approach in Table 2.1 and 2.2, if you were Sandra, who would you select?
We would select Thomas. The case outlines Thomas as having integrity, honesty and respect of upper management. His tenure has lasted 10 years, and he has contributed to the release of 3 new products to the market. We think Thomas’ skills and assets depict that of a leader more so than Alexa or Kelsey. All three seem to be worthy candidates, but the skills and assets of Alexa and Kelsey seem to focus more on elements of comfort and creativity. Thomas seems to have shown these same attributes through his achievements at GLF, and has the tenure and the respect of his colleagues to support it....
...organization and aligning its structure and culture to its strategic orientation in the context of globalization. The course is designed to suit the needs of practitioners who have administrative responsibilities. It is conceived to answer questions pertaining to organizational change, practical implementation of strategy and development of effective control mechanisms that are in alignment with the mission and vision of the organization. The course offers a broad array ofcases covering several industries, and organizations.
PEDAGOGY The pedagogy emphasizes the casestudy method and strategic audit as means to synthesize and organize relevant information in a logical fashion. Active discussion in class is used to exchange knowledge and debate current issues in management.
COURSE REQUIREMENTS 1. 2. 3. 4. 5. 6. Assigned readings Case preparation Participation Term project Team casestudy presentations and written reports Midterm exam
GRADE DISTRIBUTION 1. Two team case presentations (15% each) 4. Written reports on case presentations ([email protected]% each) 5. Midterm exam (individual) 5. Term project (group report) Total FINAL GRADES WILL BE ASSIGNED AS FOLLOWS: 92%> 86%-91%> 80%-85%> 75%-79%> 70%-74%> 60%-69%> <60% A AB B BC C D F 30% 30% 15% 25% 100%
COURSE POLICIES AND PROCEDURES The University of Wisconsin-Whitewater is dedicated to a safe, supportive and...
1.1 Reasons choose the case
1.2 The Problems
The problems of this case are:
1. How would you characterize Lincoln Electric’s strategy? In this context, what is the nature of Lincoln’s business and upon what bases does this company compete?
2. What are the most important elements of Lincoln’s overall approach to organization and control that help explain why this company is so successful? How well do Lincoln’s organization and control mechanisms fit the company’s strategic requirements?
3. What is the corporate culture like at Lincoln Electric? What type of employees would be happy working at Lincoln Electric?
4. What is the applicability of Lincoln’s approach to organization and control to other companies? Why don’t more companies operate like Lincoln?
5. What colud cause Lincoln’s strategy implementation approach to break down? What are the threats to Lincoln’s continued success?
6. Would you like to work in an environment like that at Linciln Electric?
1.3 The Aim/Objectivity
The objectives of this case are:
For the literature we will focus at the …..
3.1 Background Case Lincoln Electric Company
Lincoln Electric Company
2. Case Analyis
4.1 Conclusion of this casestudy...