Tiffany & Co

The diamond industry impacts the people of West Africa by creating a whirlwind of corruption on a political level. In sierra Leone diamonds were a valuable part of the land and they were once legitimately sold up until Sierra Leone became independent in 1961. The following years of their independence corruption flooded the land. According to an online research paper it says “with that independence came corrupt leaders, manipulation of the people , rebel groups, rivalries and civil disputes”. The correlation implies that the diamond industry has created an environment that leaves people at risk of violence, and unfair treatment by their government. The longer the diamond industry is in effect, the longer West African people will suffer from the world market demanding diamonds. Because of globalization it doesn’t look

Macy’s, Inc. goes all the way back to 1858 and would end up being one of the most successful and biggest department stores in the retail industry across the globe. The total revenue of the first day of the company was a whopping $11.06. However, at the end of the first year, the store earned a profit close to $90,000. In 1877, R.H. Macy & Company had occupied eleven different store locations and was considered to be a full department store.

For centuries, diamonds have been regarded as one of the most valuable commodities in the world and the industry has evolved into billions of dollars. At the top, De Beers dominated the entire industry worldwide, from exploration to retail selling. However, it has a reputation of a monopolist, where it influences supply and demand. The two critical factors that De Beers carefully maintained throughout the century to remain in monopoly was to create the illusion of the scarcity of the diamonds and to keep the prices high. Realizing the benefits of the cooperation and the dangers of the oversupply, most

The companies that are competing in this industry are Blue Nile, Zales, Tiffany 's, Online Jewelry Stores (Diamonds.com, etc…), and Local Jewelers. The Rivalry among the competing sellers is strong because there are many competitors and they are basically offering the same product. Also, the costs buyers experience when switching brands are low.

How many natural diamonds are for sale at the moment? Note the wide array of sizes and prices of the diamonds. In what sense is there competition among the sellers in this market? How does that competition influence prices? In what sense is there competition among buyers? How does that competition influence prices?

Diamonds bought very frequently. Diamonds are the ultimate luxury. A cut in price wouldn't increase demand very

Costco also plans to continue to be one of the leading dealers of fine diamonds nationwide. Its expansion of the Kirkland Signature private label, a label that has a reputation for quality and value among Costco members, is projected to continue, with the newest addition being the development of a Shiraz wine.

This step is aiming not only to clarify the goals of the organization but transferring those goals to numbers to be achieved in certain dates.

The diamond cartel shifts the market equilibrium to the shareholders’ preference – as shown in figure 3. This way a higher profit is made from the sales of diamonds because of the perceived scarcity. Rhodes was insightful to use the number of wedding engagements as a ballpark figure for the supply of diamonds (Bergenstock and Maskulka: 2001)

This case study about J. C. Penney Co. is about how a company is trying to increase profitability by attracting the best assets in business – customers. Lowering prices and clearly marking down prices, and offering standardized products rather than unique and designer ones are what this company strategy

Gittelson Jewelers is a jewelry store that is located in Minneapolis, Minnesota. This company was established in 1985. They offer engagement and wedding rings, fine jewelries, and more. Gittelson Jewelers is a full service jewelry store offering jewelry and watch repair as well as appraisals. They sell men’s rings, gifts, and watches. Gittelson Jewelers offers free estimates.

The De Beers Group of Companies established itself in the diamond industry in the late 1800’s and it was only a matter of time until De Beers owned virtually every diamond mine in South Africa. Diamond distributors joined up with De Beers because of similar interests: they wanted to create a scarcity of diamonds, so that high prices would follow. Eventually, De Beers would establish exclusive contracts with suppliers and buyers, making it impossible to deal with diamonds outside of De Beers. For the remainder of the 20th century, the business model was the same: A subsidiary of De Beers would buy the diamonds and De Beers would determine the amount of diamonds they wanted to sell, and at what prices. In turn, De Beers funneled all of the

NAIC: 334518 Watch, Clock, and Part Manufacturing; 339911 Jewelry (except Costume) Manufacturing; 44831 Jewelry Stores

Macy’s, Inc. is a department store company that currently operates over 800 stores under the names of Macy’s, Bloomingdale’s, Bloomingdale’s Outlet, and their newest acquisition Bluemercury, which offers luxury beauty products and spa services. All but one of its stores are located in the United States, Guam, and Puerto Rico. Additionally, Macy’s sells its merchandise via their websites and mobile applications. According to their 2014 annual report, Macy’s had sales of $28.1 billion last year.

L’Oréal S.A. is a global cosmetics and beauty company who initiated several actions over the years to implement a global diversity strategy. Balustre-D’Erneville, Europe diversity director, was working with the various country units and she believed that they faced many obstacles, such as “cultural differences between countries and a low-level awareness of the benefits a diversity strategy could bring” (The University of Western Ontario, 2010, p. 2). Basically, the company had a 5-line diversity strategy, which included Recruitment & Integration; Management; Career Management; Communication; and, Tanning. In order to put its diversity strategy into action, L’Oréal S.A. launched a 2-day training program which is a cornerstone of their overall diversity policy. “Managers were expected to lead diversity initiatives in their office” (The University of Western Ontario, 2010, p. 5) after the 2-day seminar. By 2006, they trained approximately 1000 managers in Europe. The European diversity team received both “positive reactions and significant pushback from manager” (The University of Western Ontario, 2010, p. 5).