Swot Best Western

Global Marketing | | TERM PROJET: FINAL WRITTEN REPORTPierre CABANNES-Louise QUILLET | PART I 4 INTRODUCTION 5 I. Internal analysis 6 a. Presentation 6 b. Strengths and Weaknesses from the SWOT 10 II. International expansion objectives 11 a. First three-years objectives 11 b. Long term 12 III. Luxury Department Stores: sector analysis 13 a. Global Scale 13 b. Turkey scale 16 c. Saudi Arabia 17 d. Israel 18 PART II 20 I- Country selection 21 1. General

These companies have three operational regions where they are booming. According to Fortune magazine 2009 company ranking (please see appendix n°1 for website list) the most profitable headquarter of this companies are located in North America, Western Europe and East Asia (China and Japan). Other markets can be considered as additional profits giving to their small revenues. These global company respond to a four dimensional construct Colgate Palmolive Products: ➢ Toothpastes and toothbrushes

Quantitative Aspects 2. Qualitative Aspects III. Competitive analysis 1. Pernod Ricard 2. Bacardi Martini 3. LVMH 4. Diageo IV. Intern Resources 1. Human Resources 2. Financial resources V. SWOT analysis 1. Strenghts 2. Weaknesses 3. Opportunities 4. Threats VI. Rémy Cointreau foresight VII. Recommandations 1. Targeting youth 2. Expanding its product range 3. Foothold in emerging markets

point une « science du travail » … … pour trouver le « one best way », la manière optimale de travailler. Séparer la conception du travail de son exécution Structurer rationnellement la production Les 4 principes du travail * La division verticale du travail « The right man on the right place » Séparation du travail intellectuel Organiser la production * La division horizontale du travail « The one best way » Partialisassions des tâches Décomposition des tâches

beaucoup de main d’œuvre non qualifiée, immigrants Comment augmenter la productivité ? Quels travail peuvent ils occuper, alors que l’agriculture n’a plus besoin de MO Taylor ingénieur va mettre au point une « science du travail » pour trouver le « one best way », la manière optimale de travailler Idée : Séparer la conception du travail de son exécution, structurer rationnellement la production Les 4 principes de l’OST * La division verticale du travail : The right man on the right place » : Séparation

History of the group II. Curent situation A. New Corporate Identity B. Generating Clean Power C. Objectives in worldwide durability D. Financial data III. Marketing analysis A. Strategy of the group B. SWOT C. Concurence IV. Recommendation for the future A. Worldwide development B. Management service C. Customer service V. Conclusion “Developing the Future of Hospitality” I. History of the group In 1919, Conrad

School MK 103 – Brand Management Mr. Lionel SITZ Jean-Christophe ABELA Isabelle ALIX Louis-Martin DUFAY Amélie SCHRAMM Alexandra WECHSLER I. Presentation of the firm and the wine market Château Margaux is a wine estate located in the South-Western part of France, close to Bordeaux, and producing two different red wines (Château Margaux and Pavillon Rouge du Château Margaux) and a white wine (Pavillon Blanc du Château Margaux). Eighty carefully chosen hectares are dedicated to vineyards for

talk to” CONTENT PAGE INTRODUCTION P. 3 TASK A MARKET ENVIRONMENT ANALYSIS I- PESTEL ANALYSIS P. 4 II- Porter’s 5 Forces ANALYSIS P. 7 III- FONESHOP’S RESOURCES P. 9 IV- CRITICAL SUCCESS FACTORS P. 9 SUMMARY TASK A / SWOT ANALYSIS: - STRENGHTS/WEAKNESSES; P. 10 - OPPORTUNITIES/THREATS P. 11 TASK B STRATEGIC OPTION I- 1st STRATEGIC OPTION P.12 II- 2nd STARTEGIC OPTION P. 13 TASK C ACCEPTABILITY, FEASIBILITY, SUITABILITY I- 1st STRATEGIC

on buyers. d) Supplier power The major obstacle to successful development of foreign assembly projects in Russia is the lack of local component suppliers. But, RENAULT is using only body assembly in Russia and import his component from the western and East Europe whose a big party from China, Romania or France. The suppliers of Renault have to be very flexible, provide quality product and meet its requirements. It means that their power of negotiation is very low. Moreover, price of raw materials

et technologiques.............................7 6) Fournisseurs.............................................................................................. 8 C. Synthèse des possibilités de l'entreprise sur le marché (SWOT)........................... 8 II) Choix des décisions stratégiques A. Ciblage..................................................................................................................10 B. Segmentation.......................