Abstract This paper analyzes the KelloggCompany and the manner in which Kellogg runs and operates its business at various locations. It looks at how the company has annual sales of more than $9 billion all around the world, has manufacturing plants in the U.S. and in 16 other countries, and how it markets its products in approximately 160 countries around the world. It discusses some of the strategies, organizational structures, marketing techniques, size, and technology used by the KelloggCompany to sell and maintain its market share, as well as some of the factors that affect the operations of the organization and are generally interdependent on both the internal and external environments affecting the company.
From the Paper "During the depression in the late 1931, Kellogg was one of the few companies that shortened hours to save jobs and retain their employees. Kellogg believed in the skill set of its employees, morale and employee innovation rate and believed that their employees were their best customers. For over 50 years, Kellogg offered a 30-hour workweek option. When this 30-hour option was introduced in the 1930's employees were paid for 35 hours although they worked only 30 hours. After the depression employees were offered a 30/40-workweek option. This decision was however, eventually reversed. Kellogg went to a normal 40-hour workweek."
Abstract This paper discusses the history of the KelloggCompany, with particular attention to its current marketing strategies. The paper examines the four Ps of its marketing strategy (price, promotion, product and placement). The paper concludes by analyzing how Kellogg's products are being managed from a marketing point of view and how this can be improved in the future.
Table of Contents:
Section 1: Description Of The Marketing Environment
Section 2: Description Of The Marketing Mix
Section 3: Critique Of How The Kellogg's Brand Is Being Managed From A Marketing Perspective
From the Paper "On the other hand, though, the company's sluggish performance in the European and Asian markets suggests that the company's marketers are overlooking some important cultural issues that are related to either the brands themselves or another component of the marketing mix that has not been identified yet. The company is well situated, though, to take advantage of these burgeoning markets. For example, a leading food industry expert maintains that cereal is a food that can be easily translated to international markets (Bredahl 75). This author reports that the company believes its consumers' needs concerning nutrition, taste, and convenience are the driving forces for the increased acceptance of its products and that these are worldwide directions of change in terms of consumers' wants and needs (Bredahl 75)."
Abstract This paper is based on a case study of the KelloggCompany in terms of market share. The writer discusses that Porter's five forces are used to explain the strengths, weaknesses, opportunities and threats. The paper also examines the threat of new market entrants, industry rivalry, threat of substitutes and bargaining power of customers and suppliers. The writer notes that the Company is one of the big four cereal makers.
From the Paper "There are a number of variables that determine the nature of competition including new market entrants, bargaining power of suppliers and customers, industry economics, and threat of a substitute of a product and/or service. For a corporation to be successful it should create a strategic plan of action in an effort to become the industry leader. The plan should address the corporation's positioning in an effort to combat competitive forces, anticipated shifts in variables in the factors underlying competitive forces, and influence the balance of forces through strategic action."
Abstract This essay discusses the Kellogg-Briand Pact, which was a pact France proposed to the United States ten years after World war I to prevent armed conflict between countries from taking place again. Although it was meant to outlaw war it failed because there were no repercussions built into the pact to prevent countries from breaking it.
From the Paper "The Kellogg-Briand Pact, also known as the Pact of Paris, was a treaty that attempted to outlaw war. The treaty was drafted by France and the United States, and on August 27, 1928, was signed by fifteen nations" (West's). In the next five years the treaty gained even more support from countries around the world and in 1933 sixty-five nations had agreed to the terms of the pact. Therefore, this pact which France initiated for its own protection and to prevent occurrences such as World War I did gain the support of a large number of nations who did agree to not use war as a means of settling disputes when they subsequently arise. The Kellogg-Briand Pact was initiated by French foreign minister Aristide Briand thus it bares his name along with the name of Frank B. Kellogg who was the United States' Secretary of State."
Abstract This study focuses on the concept and phenomenon of intrapreneurship in an effort to determine its prerequisites and outcomes. This paper presents the results of the survey of fve companies and 50 employee responses. The study reveals that intrapreneurship is largely dependent on two things, people and company culture. The literature review of this paper examines each of these types of research in an effort to determine if large companies can mobilize entrepreneurial ideas to form a fundamental competitive advantage. Despite the growing interest in intrapreneurship, little empirical research has examined which factors make intraprenership successful. This paper asks two important questions. Can entrepreneurial management exist in large organizations?
Does the decision making process, culture structure, and attitude toward risk allow large companies to encourage entrepreneurial management? This paper hypothesizes that today's market is far more competitive than it has been in the past. In today's information age, traditional business strategies are no longer effective. Therefore, companies that show initiative and innovation are surviving better than those who are sticking to what they know and repeating what has worked in the past. Thus, it appears that large organizations must adapt their structure, culture, and rewards systems to embrace, harness, and exploit entrepreneurial attitudes within the company. The literature review discusses the potential factors and outcomes of intrapreneurship based on previous research and measures them in small business context. The survey aims to provide some insight about which factors promote entrepreneurial attitudes within a large company. Finally, the study discusses the results, provides a series of recommendations for large companies, and gives direction for further research.
I. Abstract
II. Table of Contents
III. Introduction
IV. Literature Review
Introduction
History of Intrapreneurship
The Definition of an Intrepreneur
The Benefits of Intrapreneurship
Prerequisites of Intrapreneurship
Outcomes of Intrapreneurship
Conclusion
Promoting Entrepreneurship Within a Company VI. Methodology
Introduction
Description of Study
Questionnaire
VIII. Conclusions and Recommendations
Bibliography
From the Paper "Because of this phenomenon, there is an increased interest in topics such as entrepreneurial management, corporate entrepreneurship, strategic entrepreneurship and intrapreneurship (Christenson, 2004). This is partly because of the 're-labelling' (Latour, 1999) of existing concepts, but it has also paved the way for the introduction of new practices and theories. Guth and Ginsberg [1990, p. 6] argue that "despite the growing interest in corporate entrepreneurship, there appears to be nothing near a consensus on what it is". As a result, there are theoretical inconsistencies on how the ideas should be understood. What all the proposed ideas seem to agree on, however, is that entrepreneurial activities can renew established organizations and that this can typically be achieved through innovation and venturing activities that provide the company with access to different skills, capabilities and resources (McGrath et al, 1995)."
Abstract This paper analyzes pharmaceutical company, Merck & Company, INC., . The author provides a company profile and examines a number of issues such as: product marketing, service marketing, manufacturing, values and motives of the company.
From the Paper "The pharmaceutical industry is one of the largest and most far reaching industries in our nation, and therefore is an industry that can neither be avoided nor ignored. The amount of money spent on healthcare is phenomenal ? representing 14 cents of every dollar of goods and services produced in the United States (Jhin, 1996). New drugs that emerged in the past decade proved to be extremely profitable, and with new advances in technology and faster drug approval rates, the outcome is clear ? more money plus better science equals more new drugs (Kleinke, 1998). "
Tags: pharmaceutical, company, health, care, services
Explores the factors that allowed the Hudson's Bay Company to outlive its competitors by examining what this company had that other fur-trading operations - chiefly the Northwest Company - did not have.
1,800 words (approx. 7.2 pages), 7 sources, 2006, $ 71.95
Abstract This paper examines why the Hudson's Bay Company was able to survive and thrive when other fur trading companies, principally the Northwest Company, which was forced to merge with the HBC, were unable to repeat this success. The paper argues that a combination of territorial over reach by the Northwest Company and the traditional advantages of the HBC's Charter eventually proved too much for the smaller company to overcome.
From the Paper "For well over three hundred years, the Hudson's Bay Company has been (or at least was until an American entrepreneur took it over) an enduring icon within the Canadian business world. However, while the company is better known today as a retailer, it began first as a fur-trading company - one so successful that it eventually banished all other competitors."
An examination of one of the largest companies in the United States, that is involved mainly with cigarette and tobacco sales and how recent legislation has affected this company.
Abstract This paper gives a thorough history of this cigarette company from the times it was a one-man show in the late 1800's to the giant conglomerate it is today. It explains the occasions were turning points in the success of the company, especially during the Great Depression. The paper finally looks at legislation taken recently against tobacco companies with regard to production and advertising and examines the effects on Phillip Morris.
From the Paper "The Philip Morris Company started in England in 1847 where Mr. Philip Morris operated a shop; Morris began making his own cigarettes seven years later. In 1919, U.S. stockholders acquired control of the company. By 1929, it opened its first factory in the United States. The trend towards diversification accelerated in 1969-70, with the purchase of the 115-year-old Miller Brewing Company, and then again in the mid-1980s with the procurement of General Foods and Kraft Foods in the largest non-oil-related acquisitions in U.S. history. "
Abstract This paper focuses on the great packaging company called 'Sonoco'. It is a well-known company, which is listed on the NYSE as SON. This company is been around for 130 years and it is one of the world's largest makers of industrial and consumer packaging products including flexible packaging, composite cans, tubes, cores, cones, and wire and cable reels. 9 pgs. Bibliography lists 3 sources.
Tags: BOOK REPORTS - BOOK REVIEWS, sonoco company profile
Abstract This paper analyzes the Honda Motor company through a SWOT analysis, an acronym for "strengths, weaknesses, opportunities and threats." Each of these areas is explored and detailed. The author finds that Honda has many more strengths than weaknesses, which is partly based on the company's outlook. Honda's goal has been to make high efficiency cars at a low cost. The paper further details how Honda has gained advantage over its competitors. The paper also cites some of Honda's weaknesses. The writer also considers future opportunities for Honda and discusses threats to the company's long-term success. Despite these threats, the author considers Honda one of the most lucrative and best managed companies in the world.
From the Paper "While Honda has much strength to their name, they also suffer from some major weaknesses. The primary weakness of Honda is oftentimes one of their major strengths as well. By sticking to their guns as the technology innovator within their industry, Honda divests much of its resources in exploring new methods to enhance their products. However, they often conduct research and innovation in fields that have no practical application until long into the future (CorporateInfo, npg). Take for example their fuel efficiency research; Honda was the industry leader in fuel efficiency from 1985 to present (InvestorGuide, npg). However, only until recently did gas prices raise high enough to warrant the fuel economy as a significant advantage. Had Honda divested more of their resources to other high end upgrades such as competing within the SUV market, they might have made much more profits. Thus, finding the balance between future research and current profits is one of the major weaknesses with Honda. Another one of its weaknesses is that Honda relies on its "entry first, organizes later" strategy for new market penetration (Wright Report, npg). Its corporate strategy appears to be to enter established markets with their innovative products and develop an infrastructure and organization after they observe how the market reacts. Although this strategy has worked well in some cases such as Honda's entry into the light truck division, where its Ridgeline won Truck of the Year, however in other cases such as the launch of Acura success was met first by years of trial and error. Acura was launched in the mid 1980s, and it was the first Japanese produced luxury car, however it lacked many of the features that customers were looking for in high end vehicles and Acura went through almost five years of net losses before Honda finally figured out their design and distribution methods. Honda depends too much on their ingenuity and ability to adjust once a product enters the market, and as a result, they often make hasty and faulty decisions that they must then spend millions and years to fix."
Abstract This paper explores the leadership capabilities of Henry Ford, creator of the Ford Motor Company. The author gives a corporate and organizational history of the company and discusses the company's culture as a result of Ford's influence and includes comments of leadership theories.
From the Paper "As the twentieth century drew to an end, Time magazine named the Model T the "automobile that defined the twentieth century from start to finish". Henry Ford's Model T mass production methods, and wage price theories revolutionized American industry. He was extraordinarily influential and respected because he made a product that met a public need. Ford had an immeasurable impact on American life. "When he got his Model T rolling in 1908, the horse disappeared so fast that the conversion of acreage from hay to other crops is said to have caused an agricultural revolution". By the 1920?s, it was rarely possible to find a farm where a horse did most of the hauling and plowing. Ford was the most influential force in putting North America on wheels."
Abstract This ten-page report is on the financial situation of the Walt Disney Company. It consists of one appendix. Firstly, there is an introduction of the company. It then goes on to mention the competitors of the company. Next, there is a financial analysis, followed by a conclusion. Sources.
Tags: BUSINESS / CASE STUDIES, walt disney company
Abstract Organizational change is examined at The Boston Beer Company where transformational leadership is used as opposed to traditional leadership. The paper examines the communication between leaders of the company and team members as well as the company stakeholders. Finally, the paper examines the importance of teamwork in the transformational organization.
From the Paper "The Boston Beer Company "known for the quality of our beers, and for our creativity and innovation in developing, brewing, and selling these beers" (Samuel Adams, n.d., para 1) are the makers of Samuel Adams and Samuel Adams Light beer. Since founded in 1984 the company has won many awards including being sited as one of the best companies to work for by the Boston Magazine, and by The Princeton Review as one of the best entry level jobs, and Jim Koch "has been named an "Entrepreneur of the Year" by Inc. Magazine" (Samuel Adams, para 1). To understand why this company has won these awards we must examine the way the company is a transformed organization."
Abstract This paper answers two questions relating to a fictitious company - Sorenson research Company. It is a company that manufacturers an ships medical supplies that are specialized within the industry. The paper discusses the problems that Sorenson has with his business, and offers two solutions in resolving these issues. The solutions entail closing warehouses, changing shipping methods, and increasing profits.
From the Paper "James Sorenson had a successful company in December 1976. His products, REGUFLO and TRUSET were becoming popular in the market. Furthermore, his sales were 50% higher than the previous year, and his income was growing. However, his inventory was quite large, and its existence was depleting funds. With lower funds available he was not able to continue to compete in his industry. Therefore, it was Sorenson's desire to lower his inventory, and maintain customer satisfaction. As Sorenson developed his company he began to specialize in specific products. By doing so, Sorenson was missing the opportunity to obtain consistent flows of income for everyday items. The sales staff ultimately sold these products directly to doctors and health care professionals, obtaining a 20% commission on all direct market sales."
Abstract This essay explores the sale of the Hudson's Bay Company to US interests. The paper discusses how the sale of the Hudson's Bay Company, a Canadian institution older than the country itself, is bound to have profound implications on the marketplace, the acceleration of Canadian entities being sold off to foreign interests, as well as the company itself and its employees.
