When Starbucks entered China in 1999, the coffee company was prohibited from wholly owning its stores. Beijing lifted those restrictions on foreign ownership in the retail sector at the end of 2004, as a condition for its entry into the World Trade Organization. (Wall Street Journal, 2006) Since then Starbucks has increased its equity position in Shanghai and Taiwanese operations, acquiring a 50 percent ownership interest in its Shanghai joint-venture with President Enterprise Corp. ASIAN PAINT
It is the market leader with 49% of market share in Indian decorative segment and maintains its position among the top ten players in the world. It is only Indian company operating in India having supply chain management supported by i2 technology. The report also talks about the market share of Asian paint in decorative as well as industrial segment and its growth.
The report we made for demonstration present condition of Asian paint market in India and new expansion of market accross border analysis asian paint Traget marketing and marketing mix and describe about the Global trend and present situations as well as divest and invest return from diffrent countrys .It also talks about the suggested recommendation by us and mainly we have suggested Asian paint is to follow market leader strategy.
JET AIRWAYS One of India's leading private airlines, Jet Airways launched its second low cost carrier, Jet Konnect on 8 May 2009, with response to the growing customer demand for low cost service. It was one of Jet's strategies to beat the economic slow down. Jet Konnect was launched to redirect the aircrafts in more profitable routes with higher passenger load. Moreover, Jet Airways might have faced regulatory issues if the transfer of excess aircrafts and assets from Jet Airways to JetLite would have taken place.
COMBINATION STRATEGY TATA STEEL On April 2, 2007, Tata Steel Ltd. (Tata Steel) completed its acquisition of the Corus Group (Corus) for US$ 12.1 billion. The combined company went on to become the fifth largest steel producer in the world and had a crude steel production of 27 million tonnes in 2007.The acquisition was driven by the need to gain access to better technology and to new markets. The synergy arising out of the acquisition was valued at US$76 million for the financial year 2007-08. Further, joint integration teams were formed for key areas and this team identified synergies worth US$ 450 million to be realized by the year 2010.
The combination of Tata Steel's low cost upstream production in India with the high end downstream processing facilities of Corus was likely to improve the competitiveness in the European operations, analysts said. Tata Steel was expected to retain access to low cost raw materials and exposure to high growth in emerging markets, and to achieve price stability in developed markets. As a result of large scale consolidation, synergies were expected in joint procurement. After the acquisition, the top management team of Corus was retained as Tata Steel believed that a high degree of cultural compatibility existed between the two companies. PEPSICO
In the early 1980s, PepsiCo continued to grow its Frito-Lay brands in two ways—through international expansion and acquisition. Through a joint-venture with Walkers, a U.K. chip and snack manufacturing company, Frito-Lay increased its distribution presence in Europe. The Quaker Oats Company merged with PepsiCo in 2001, resulting in Quaker snacks products, including Chewy granola bars and Quaker rice cakes, becoming organized under the Frito-Lay North America operating division. Frito-Lay continued to experiment with changes to the composition of its products, introducing Reduced Fat Lay's and Cheetos in 2002.
The "Baked" product line also expanded in 2002 to include Baked Doritos. In 2003, Frito-Lay introduced the first products in its "Natural" line, which were made with ingredients that had been organically produced. The first of these included Organic Blue Corn Tostitos, Natural Lay's Potato Chips (seasoned with sea salt), and Natural Cheetos White Cheddar Puffs.
PORSCHE Porsche SE is the owner of Dr. Ing. h.c. F. Porsche AG (Porsche AG), and in June 2007 became a holding company for its stake in Porsche Zwischen holding GmbH (50.1%) (which in turn holds 100% of Porsche AG) and Volkswagen AG (50.7%)]In August 2009, Porsche SE and Volkswagen AG reached an agreement that the two companies would merge in 2011, to form an "Integrated Automotive GroupOther subsidiaries and operating divisions include Porsche Consulting, Porsche Engineering, Porsche Design Group, Mieschke Hofmann and Partner Porsche Engineering Group (PEG) has for many years offered consultancy services to various other car manufacturers.
Audi, Mercedes, Opel, Studebaker, SEAT, Daewoo, Subaru,Zastava Automobiles and others have consulted Porsche Engineering Group for their cars or engines. The partly developed by Porsche in 1984. Porsche Engineering Group also helped Harley-Davidson design the Revolution 60-degree v-twin water-cooled engine and gearbox that is used in their V-Rod motorcycle . STABILITY STRATEGY
BATA This stability strategy is a conscious decision to do nothing new, but to continue with the same business.This could be characterized as an absence of strategy though in reality it is not so.Taking no decision is sometimes a decision too. When firms faced with predictable and certain external environment and a stable organizational environment ,a firm decides to continue with present strategy.there are no significant oppurtunities or threats.
However it should be confused with companies that are inactive or which do not wish to change its strategy due to inertia. Several small and medium sized firms operating in a familiar market, more often in the niche market with limited scope and offering products through time tested technology rely on no change strategy. This strategy holds good until an emergency threat.
NOKIA Best mobile devices for everyone regardless the price and geography Internet services on mobile devices . Business mobility markets
Once the superior businessdevices are introduced,Corporate users will take advantage of the stability and innovationIntroducing the device for business solutions, superior from its competitors. Giving SDK(software development kit) to the developers to develop more applications on its new OS platform Introducing low cost innovative, devices in the emerging markets Low cost innovative devicesin the emerging markets will generate revenue due to the brand loyalty. BOROLINE
It is an over the counter antiseptic perfumed cream sold in India. The brand was launched in 1929 in Kolkata by Gourmohan Dutta, a Bengali merchant. Over the years, the brand's popularity soared, and it became an icon of national economic self-sufficiency in a nation that was still under the British rule. It is still one of the more popular brands in India. It is meant to be used for cuts, cracked lips, rough skin, and to treat infections. it is a combination of the antiseptic boric acid, the astringent and sunscreen zinc oxide, and the emollient lanolin It is manufactured by G D Pharmaceuticals Private Limited and was created in 1929. G D Pharmaceuticals over the years introduced and successfully marketed three more popular and effective products in India:
SONY Japanese corporate stalwart Sony, in a move that effectively defines a strategy for Japan to recover from its long recession, announced a broad retrenchment today that calls for the elimination of 17,000 jobs. Sony's action is the deepest and most important restructuring in Japanese industry so far and, because of the great esteem in which Sony is held here, will likely stand as a model for other large Japanese companies. The Sony shake-up, which has major implications for the global entertainment industry, is especially striking because the company is in strong financial shape yet saw the need for action, analysts said.
A growing number of Japanese companies, their backs to the wall, have begun eliminating jobs, effectively ending the postwar promise of "lifetime employment." The biggest such action was NEC's recent elimination of 15,000 jobs. Sony is a major player in the U.S. entertainment industry, but a spokesman for Sony Pictures Entertainment in Los Angeles, one of Hollywood's major studios, said he didn't expect the cuts to apply to the U.S. entertainment businesses. APPLE
Apple Computers used retrenchment strategy to recently perform a successful turnaround because management assessed their position as weak in a highly attractive industry. Now that the company is back on track it should concentrate on growth – via horizontal integration.
AMUL It is the largest food products marketing organization of India. It is the apex organisation of the Dairy Cooperatives of Gujarat. Over the last five and a half decades, Dairy Cooperatives in Gujarat have created an economic network that links more than 3.1 million village milk producers with millions of consumers in IndiaThese cooperatives collect on an average 9.4million litres of milk per day from their producer members, more than 70% of whom are small, marginal farmers and landless labourers and include a sizeable population of tribal folk and people belonging to the scheduled castes. The turnover of GCMMF (AMUL) during 2010–11 was 97.74 billion (US$1.78 billion).
It markets the products, produced by the district milk unions in 30 dairy plants. The farmers of Gujarat own the largest state of the art dairy plant in Asia – Mother Dairy, Gandhinagar, Gujarat – which can handle 3.0 million litres of milk per day and process 160 MTs of milk powder daily.] Amul Dairy established at Anand is the crown glory of the district. By launching the milk business in a scientific way, the dairy heralded White.