DELHI/SINGAPORE/WASHINGTON DC DOI: 10.1177/097282011000700204 ENGRO CHEMICAL PAKISTAN LIMITED—RESTRUCTURING THE MARKETING DIVISION Anwar Khurshid Muddassir Shafique Chaudary This case describes the restructuring initiative undertaken to change the forty-yearold structure of the marketing division into a more flexible and rewarding set-up. Towards the beginning of 2008, Khalid Mir, General Manager, Marketing, at Engro Chemical, realized that significant changes were needed in order to address major issues
strategic approach used in managing the company 's lineup of sporting goods businesses prior to its 2005–2006 restructuring? Has the corporate strategy changed with restructuring? Before it was restructured, Adidas tried to expand into more areas than it could handle. In terms of focus on product specialization, its major rival Nike fared better. After restructuring, Adidas narrowed-down its marketing segments and resolved to focus on its core competencies while continuing to cater to multiple consumer
head office is located in Chicago. Consolidated net sales are in excess of US$1 billion, and ALL STAR’s shares are traded publicly on the New York Stock Exchange. In Canada, ALL STAR operates through its wholly owned subsidiary, ALL STAR Foods Canada Ltd. (ASFC or the Company). ASFC has facilities located across Canada and sales in excess of CDN$150 million. Its head office is located in Toronto, Ontario. Over the past several years, ASFC’s sales
RESTRUCTURING SONY The electronics and media giant Sony was struggling through the late 1990s and early part of the 21st century. With each disappointment, it seemed that Sony’s management launched another restructuring of the company. By 2003, commentators were beginning to ask whether restructuring was part of the solution or part of the problem. How should Sony be managing its strategic renewal? Introduction For the first quarter ending 30 June 2003, Japan based Sony Corporation (Sony)2 stunned
Corporate Restructuring-Motives and Methods Corporate restructuring is one of the most complex and fundamental phenomena that management confronts. Each company has two opposite strategies from which to choose: to diversify or to refocus on its core business. While diversifying represents the expansion of corporate activities, refocus characterizes a concentration on its core business. From this perspective, corporate restructuring is reduction in diversification. This involves a significant change
This case study chronicles Unilever efforts at restructuring, divesting, acquisition, and general streamlining of its worldwide operations. These operations, in 2000, encompassed 1,600 brands in 88 countries. These products are mostly food, personal care, and household products. Around that same year, Co-chairmen Niall FitzGerald and Antony Burgmans decided that Unilever needed to make some rather drastic changes in order to remain competitive. More importantly that competitiveness was the importance
Corporate Restructuring and Value Creation 4.1. Introduction Restructuring is widely used in both the developed and developing countries nowadays. Companies and economies are restructuring to achieve a higher level of performance or to survive when the given structure becomes dysfunctional. Restructuring takes place at different levels. At the level of the whole economy, it is a long-term response to market trends, technological change, and macroeconomic policies. At the sector level, restructuring causes
Acquisition strategies have higher risk, greater costs, and require careful consideration or delay, especially with Reebok’s current high debt and restructuring activities. Financing these strategies through added new debt or stock issuance (diluting stock value) is not recommended. GSM: Grand Strategy Matrix Due to Reebok’ strong competitive position and the flat market growth, they are placed in
3 DWO Project Report: Nokia 2012 1. Introduction Nokia, headquartered in Espoo, near Helsinki, Finland, is the world’s largest mobile handset manufacturer. Nokia has around 122,000 employees across 120 countries, sales in more than 150 countries and annual revenues of around €38 billion. As of 2012 it is
AGENDA : AGENDA Dabur – The Brand Product Offerings Brand Equity-Analysis Brand Equity Why Restructuring? Branding strategy SWOT Analysis Marketing Mix Slide 2: Dabur India is the 4th Largest FMCG Company in India Legacy of over 100 years Strategic Business Units in Health care, Personal care and Food products Dabur has a turnover of Rs.1899.57 crore with powerful brands like Dabur Amla, Dabur Chyawanprash, Real, Vatika and Hajmola Bottom Line Driven Company Product marketed in over 50 countries