Transcript Bringing an Innovative Product to Market

APPLE
STEVE JOBS AND ABOUT APPLE
MISSION VISSION AND ORGANIZATIONAL CHART
SWOT ANALYSIS
MANAGEMENT STYLE AND COMPETITORS
SECRETS OF APPLE’S
CONCLUSSION
STEVEN PAUL JOBS
Steven Paul Jobs is one of co-founders of Apple. In the late 70’s, he
created first personal pc with other co-founder Steve Wozniak.
Steve Jobs worked as head of board of Next Computer and Pixar. In
1985, he
Fired from board of directors.After that he found Next Computer
Company.
In 1986, he bought Pixar from Lucasfilm.
In 1997, he returned Apple after Apple’s buying Next.
In 2007, Fortune magazine select him the most powerful business
man.
Until 5 weeks before his death, he was the chairman of the APPLE’s
board (ceo) and general manager.
CHARACTERISTIC OF JOBS
Firstly, Steve Jobs was a man who always aimed the perfect in
all of his works so, to reach the perfect, he focused
unbeliveable to his job. He did not care what others says. He
never talked about what he had done and gave importance to
privacy. He was a perfect speaker since this he has great
ability to persuade others. But accoring to some, his these
features was outcome of his narcissist personality. He did not
usually care about others thinkings. He never believed that
someone would perform a job better than him so he did not
give he did not share any responsibilities related with
strategic jobs. Thus, most people think that there is not any
creative ones inside Apple. This causes quering of Apple’s
creative force after Jobs.
ABOUT APPLE, INC.
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Apple was founded in 1 April 1976
Incorporated in 3 January 1977
Headquarters-Cupertino, California
Co founders-Steve Jobs, Steve Wozniak
Industry-Computer software, computer
hardware, consumer electronics
CEO-TIM COOK
Revenue$ 156.508 billion (2012)
Profit$ 41.733 billion (2012)
Employees 72,800 (2012)
A COMPARISION
 Apple has a 41.7 billion dollars of net income as of
November 2012 whilst;
 Microsof, ebay, Google, Facebook, Amazon, Yahoo
have a net income of 34.4 billion dollars of net income
together.
 Dell, Asus, Acer, IBM, Lenovo have 19.4 billion of
dollars net income together.
Numbers tell a lot about Apple’s uniqueness in the
sector.
PRODUCTS
 Hardware-Mac pc series, Apple Remote
Desktop
 Software – Mac OS X, MAC X Server, Quick
Time, i Life, i Work, etc.
 Consumer Electronics – i pod, i pod hi-fi
i phone, APPLE TV
MISSION
 To produce best PC’s in the world.
 To lead digital revolution
 Reinvent mobile
 Defining mobile media and computing devices future
APPLE’S VISION
Apple is commited to bringing the personal
computing exercise to students, educators
Creative professionals and consumers around
the world through its innovative hardware
software and Internet offerings.
In sum, Apple’ s vision is to become the ‘’best’’
at designing and manufacturing electronic
devices in the world.
SWOT ANALYSIS
STRENGHTS
 Customer loyalty combined with expanding closed
ecosystem
 Apple is a leading innovator in mobile device
technology
 Strong financial performance ($10,000,000,000 cash,
gross profit margin 43.9% and no debt)
 Brand reputation
 Retail stores
 Strong marketing and advertising teams
WEAKNESSES
 High price
 Incompatibility with different OS
 Decreasing market share
 Patent infringements
 Further changes in management
 Defects of new products
 Long-term gross margin decline
OPPORTUNITIES
 iTV launch
 Emergence of the new provider of application
processors
 Growth of tablet and smartphone markets
 Obtaining patents through acquisitions
 Damages from patent infringements
 Strong growth of mobile advertising market
 Increasing demand for cloud based services
THREATS
 Rapid technological change
 2013 tax increases
 Breached IP rights
 Price pressure from Samsung over key components
 Strong dollar
 Android OS growth
 Competitors moves in online music market
A Different Management Style
Ceos usually did not want their most talented workers
to work during holidays, but Jobs did it for years. That
is his most talented workers worked no matter holiday
it was holiday or not. Yet, Jobs was more important
than life for his employees.
Steve Jobs was a Ceo whose existence was felt
even he was not around the workplace.
After Apple was better understood, its enemies, and
fans noticed a different firm. That is, Apple was firm
which use different methods apart from ones had
developed by management science for decades. But in
reality, it was not the case.
Apple was full of secrets in a time when transparency
was dominant manner in business world.
Apple only expected from its workers to obey
the commands not to create ideas. This case is almost
same today.
SMART PHONES: COMPETITORS
In this product category, ıts main rivals can be
said as LG, SAMSUNG, NOKIA, and Google
and Android which is the top player.
SMART PHONE MARKET SHARE
Industry Analysis
Apple Inc, has broad portfolio of industry sector.
Sectors in which Apple perform business can be
classified into 4 categories; the computer
industry, Mobile devices(phones, and tablets)
and movie download industry.
THE ONE MAN
Apple equals to Steve Jobs.
Steve Jobs can be said as a dictator in Apple.
All of desicions was made by Steve Jobs
no matter it was small or big.
He used to scold his employees. However,there
was a great respect inside the organization to
Steve Jobs.
His effect in company still remain.. Employees
ask themselves what Jobs would do if he was
alive.
Same effect also can be observed in Disney
for its founder Walt Disney.
APPLE THE DARK HORSE
There are 2 types of privacies in Apple. One is
internal privacy, and the other one is external
privacy.
It is not allowed to employees to give any
information to outside includes their families.
Apple can have a claim to employees if they
behave in opposite manner.
APPLE THE DARK HORSE
Some parts in the company that are forbidden
to enter. You can not enter these parts if you
are not allowed whatever your position is.
In sum, you are provided information about
what you are expected to do.
DESIGN
Apple produces artwork not only electronic
device. Jobs always worked with people who
have artifical point of view.
Design process starts with product and end
with packaging.
Designers are employees who have most
respect inside Apple. Designing is the only
department that directly give reports to CEO.
Conclusion
• Apple is a company that things mostly done over Steve
Jobs such as one man company.
• Today, it is possible to have some difficulties on
creation side since lacking creation inside Apple
• How will Apple deal with this case? Time will show.
 It’s success is the outcome of it’s unique management
style that relies on mostly Jobs.
• The success that Apple reached with Steve Jobs is not
a coincidence.
Strategic Management and Business
Policy
15-08-1413 GÖKHAN GELMEZ
15-08-1458 GÜRHAN DEMİR
15-08-1428 MEHMET AKDEMİR
15-08-1424
ERSEL ERDEM
15-08-1445
ALP AYKUTLU
15-07-292 İBRAHİM DEVECİ
Contents:
1.
2.
3.
4.
5.
6.
7.
About Turkish Airlines
Meeting customer needs
Globalisation
SWOT
Strategic Partnership & Alternatives
Research and devolopment
Conclusions
1. About Turkish Airlines
TURKISH AIRLINES COMPANY
 Turkish Airlines has been established in 1933

The company’s head Office is located in Istanbul
(TURKEY)

Total assets of nearly: 6 billion EURO
Turkish Airlines is a global airlines company has
overall 15.240 personnels
Turkish Airlines is member of Star Alliance
Is the only4 Star Airline in all categories in
Europe.
network consists of 27
member airlines




Mission
To become preffered global Airline copmany with flight safety, reliability,
service quality.
Vision
A continued growth trend over industry average
Zero major accidents/crashes
A personnel constantly developing their qualifications
Sales and distribution costs below industry averages
History of Turkish Airlines
 The "State Airlines Administration" operating under the supervision of the
Ministry of National Defense has been established on the 20th of May.(1933)
Number of passengers increased from 18000 to 37000 in 1945(1945)
The first international voyage "Ankara-Istanbul-Athens" was flown on the
12th of February.(1947)
Turkish Airlines Inc. was established on the 1st of March with a capital stock
of 60 million TL .(1956)
Sales offices were opened in Rome and Athens.(1959)
The network grew with the addition of Amsterdam, Belgrade and
Tabriz.(1965)
The Düsseldorf and Stuttgart route have been put into service.(1971)
The airline became an international aviation organization possessing 27
aircraft, 3.-909 seats and 5.735 personnel.(1982)
The number of personnel employed has reached 5.775.(1983)
The Information Processing Center in the Ataturk Airport has been put into
service. All reservation and lost baggage transaction have begun to be
managed in an electronic environment. (1985)
In October, THY passengers were invited to join the loyalty program, “Miles
& Smiles”.(2000)
On 9 December, electronic ticketing was begun and online check-in
procedures were adopted.(2003)
The number of passengers carried exceeded 12 million.(2004)
Turkish Airlines was granted the “National Quality Award” in aviation.(2007)
In April Turkish Airlines became the 20th member of Star Alliance.(2008)
A new promotional campaign was begun with the slogan, “Feel Like A
Star”.(2009)
Skytrax, a traveler website based in the UK, rated Turkish Airlines Europe’s
best for 2010.(2010)
Best airline in Europen in 2012.
Financial Situation - 2012
Symbol
Last Price
Change
THYAO
9,00
+ 1,81 %
Capital
Market Value
194.529.076
10.800.000.000
Price/Earning Ratio
9,47027
Balance Sheet Term
13-03
Net Profit
-22.339.500
Free Float Ratios
49,93 %
Number of Stock
599.132.000
GROUP COMPANIES
ANADOLU JET
SUN EXPRESS
AIR BOSNA
TURKISH CARGO
TURKISH TECHNIC
TURKISH GROUND SERVICES (TGS)
THY OPET (PETROL COMPANY)
Note: Sun Express founded in October 1989 as a subsidiary company of
Lufthansa and Turkish Airlines. Owned 50% - 50% by THY and Lufthansa,
respectively.
2. Meeting Customer Needs
2.1. Niche Market
Turkish Airlines, started flights from Erbil and Bagdat to Europa and
Arabia after the war. Therefore, Irak was niche market* for Turkish Airlines.
* A niche market is a focused, targetable portion of a market. A business that
focuses on a niche market is addressing a need for a product or service that is not
being addressed by mainstream providers.
2.2. Innovation
2.2.1. Technological
Turkish Airlines will launch its Live TV and Internet Services on its flights
Turkish Airlines will be the first carrier to offer live, inflight television on
Trans-Atlantic flights. Turkish Airlines will also become among first
European carriers by introducing wifi internet access to it passengers.
Turkish Airlines will debut Live TV and connectivity via seatback portal, a
first for commercial intercontinental flights. This is made possible
through the use of the
PLANET IFE Platform, a
Global Communication
Suite System developed by
Panasonic Avionics
Corporation. This system
will also provide wireless
Wi-Fi Internet after full
testing and certification.
Live TV on intercontinental flights
is a first and will feature a variety of
programming including
uninterrupted access to BBC World,
BBC Arabic and Euronews channels
with sport channels to soon be
added. Seats are also equipped with
in-seat power that allows charging
of mobile devices as well as
continuous Internet connectivity.
Thanks to this program will be able
to do so online and, via a Customer
Services link, passengers will be able
to provide feedback on their
experience with Turkish Airlines.
2.2.2. A chef services on board
Turkish Airlines (THY) has started a
new service on its İstanbul-New
York flights to attract discerning
customers to its business and firstclass sections.
With the program, the flying chefs
will pay meticulous attention to
every detail of the meals, helping
the cabin crew to serve the dishes in
the most professional way, and thus
the company will offer its customers
the quality of a luxurious restaurant
over the clouds.
3. Globalisation
3.1. More than 200 destination worldwide
*Hong Kong
* New York
*Berlin
*Medinah
*London
*Frankfurt
*Dubai
*Caira
*Moscow
*Atlanta
*Las Vegas
*Casablanca
* Erbil …
3.2. Awards
- Turkish Airlines named "Best Airline
Europe", "Best Premium Economy Seats"
and "Best Airline Southern Europe" by
Skytrax.
-Turkish Airlines wins the
-"Market Leadership Award 2011"
-by Air Transport World.
Turkish Airlines Swot Analysis
Strengths
THY has new fleets
Strong financial statement
Qualified staffs
Member of the Star Alliance
3 Class choices:economy, comfort
business
Lots of food choices( breakfast,
vegeatarian)
More than 200 flight destination
worldwide.
Lots of sales agents.
Weaknesses
Brand loyalty is low.
Higher prices.
The capacity problem of Atatürk Airport.
Opportunities
Growing market, despite the economic crisis
A popular tourism destination.
Close to the Europe.
New visa agreements with countries of Turkish Government.
Threats
Terrorist attacks.
Discount airlines companies
New entrants in domestic market
Increasing costs (fuel,personnal,foods..)
Strategic Partnership & Alternatives
Sponsorships
Turkish Airlines is currently an official
sponsor of FC Barcelona, Manchester
United F.C., Maroussi Basketball
Club,Valencia Basket Club and
the Turkish Airlines Euroleague
Basketball.
The airline also has Kobe Bryant as its brand promotion
ambassador and Caroline Wozniacki, the No. 1 female player in the 2010
and 2011 tennis season, has become the new face promoting Turkish
Airlines Business Class and Comfort Class through 2013.
Research and Development
The airlines has a maintenance centre at its hub Atatürk International
Airport (IST) in Istanbul. Turkish Airlines Maintenance Center (THY
Technic) is responsible for the maintenance, repair and overhaul of THY's
aircraft, engines and components.
Turkish Technic is to open a new engine center in partnership with Pratt &
Whitney at Sabiha Gökçen International Airport (SAW). The facility will
provide engine maintenance, repair and overhaul services to customers
worldwide.
Turkish Airlines Aviation Academy is one of the pioneer training centers
in aviation sector which provides classroom training for approximately
12.000 people and e-learning for 50.000 people with expert instructors
in their field.
Academy’s basic trainings are
Technical Trainings
Quality and Management Trainings
Commercial and Ground Handling Trainings
Marketing and Sales Trainings
Computer and IT Trainings
Istanbul Technical University (ITU) – Turkish Airlines (THY) Technical
Design Office
Istanbul Technical University (ITU) – Turkish Airlines (THY) Technical
Design Office has started its activities within the body of Faculty of
Aeronautics and Astronautics at ITU.
After being signed of the protocol between Istanbul Technical University
(ITU) and Turkish Airlines (THY), which aims at collaborating in actions of
research-development and education and using facilities and capabilities
jointly, ITU – THY Technical Design Office has started its activities within
the body of Faculty of Aeronautics and Astronautics at ITU.
CONCLUSION
Turkish airline is growing fast.
They continue to innovate
Turkish Airlines is a global company
Their reputation is increasing on its customer’s view.
They are doing much investment for sponsorships and promotions.
Beside that uptrend, just about 500 personnels of Turkish airlines are in
strike for 2 weeks. This strike is started in consequence of firing of 305
personnels in 2012.
They are expanding their strategic partnerships relatios.
Strategic Management and Business
Policy
15-08-1413 GÖKHAN GELMEZ
15-08-1458 GÜRHAN DEMİR
15-08-1428 MEHMET AKDEMİR
15-08-1424
ERSEL ERDEM
15-08-1445
ALP AYKUTLU
15-07-292 İBRAHİM DEVECİ
Contents:
1.
2.
3.
4.
5.
6.
7.
About Turkish Airlines
Meeting customer needs
Globalisation
SWOT
Strategic Partnership & Alternatives
Research and devolopment
Conclusions
1. About Turkish Airlines
TURKISH AIRLINES COMPANY
 Turkish Airlines has been established in 1933

The company’s head Office is located in Istanbul
(TURKEY)

Total assets of nearly: 6 billion EURO
Turkish Airlines is a global airlines company has
overall 15.240 personnels
Turkish Airlines is member of Star Alliance
Is the only4 Star Airline in all categories in
Europe.
network consists of 27
member airlines




Mission
To become preffered global Airline copmany with flight safety, reliability,
service quality.
Vision
A continued growth trend over industry average
Zero major accidents/crashes
A personnel constantly developing their qualifications
Sales and distribution costs below industry averages
History of Turkish Airlines
 The "State Airlines Administration" operating under the supervision of the
Ministry of National Defense has been established on the 20th of May.(1933)
Number of passengers increased from 18000 to 37000 in 1945(1945)
The first international voyage "Ankara-Istanbul-Athens" was flown on the
12th of February.(1947)
Turkish Airlines Inc. was established on the 1st of March with a capital stock
of 60 million TL .(1956)
Sales offices were opened in Rome and Athens.(1959)
The network grew with the addition of Amsterdam, Belgrade and
Tabriz.(1965)
The Düsseldorf and Stuttgart route have been put into service.(1971)
The airline became an international aviation organization possessing 27
aircraft, 3.-909 seats and 5.735 personnel.(1982)
The number of personnel employed has reached 5.775.(1983)
The Information Processing Center in the Ataturk Airport has been put into
service. All reservation and lost baggage transaction have begun to be
managed in an electronic environment. (1985)
In October, THY passengers were invited to join the loyalty program, “Miles
& Smiles”.(2000)
On 9 December, electronic ticketing was begun and online check-in
procedures were adopted.(2003)
The number of passengers carried exceeded 12 million.(2004)
Turkish Airlines was granted the “National Quality Award” in aviation.(2007)
In April Turkish Airlines became the 20th member of Star Alliance.(2008)
A new promotional campaign was begun with the slogan, “Feel Like A
Star”.(2009)
Skytrax, a traveler website based in the UK, rated Turkish Airlines Europe’s
best for 2010.(2010)
Best airline in Europen in 2012.
Financial Situation - 2012
Symbol
Last Price
Change
THYAO
9,00
+ 1,81 %
Capital
Market Value
194.529.076
10.800.000.000
Price/Earning Ratio
9,47027
Balance Sheet Term
13-03
Net Profit
-22.339.500
Free Float Ratios
49,93 %
Number of Stock
599.132.000
GROUP COMPANIES
ANADOLU JET
SUN EXPRESS
AIR BOSNA
TURKISH CARGO
TURKISH TECHNIC
TURKISH GROUND SERVICES (TGS)
THY OPET (PETROL COMPANY)
Note: Sun Express founded in October 1989 as a subsidiary company of
Lufthansa and Turkish Airlines. Owned 50% - 50% by THY and Lufthansa,
respectively.
SEDEF
GÜLSÜM
AKSU
15080001420
ESRA
NAZLIGÜL
15080001443
GÖZDE
GÜLEN
AYDIN
15080001434
BURAK
ŞİMŞEK
15060001035
OUTLINE
 About Starbucks:
 Overview
 Howard Schultz
 History of starbucks
 Strategies
 Mission statements
 Corporate Culture
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Social Responsibility
Four P’s Analysis
S.W.O.T Analysis
Porter’s Five Forces
Strabucks Turkey
Starbucks With Numbers
Conclusion
OVERVIEW
Starbucks
is the premier roaster, marketer and
retailer of specialty coffee in the world that
established in 1971 in Seattle, Washington
The logo and name of Starbucks originates from
the story of “Moby Dick.”The logo is an image of a
"twin-tailed siren“.
 Known for its quality coffee and stylish
atmosphere.
 Operating more than 18,000 stores worldwide
coffeehouses in more than 60 countries. It is the
number one brand coffeehouse chain in the world
LIFE OF HOWARD
SCHULTZ
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Howard Schultz was born in Brooklyn in
the year 1953 and grew up in the
federally subsidized Canarsie housing
project in the Brooklyn.
He graduated in Michigan University. He
studied communication.
Before starting up his own coffee shop
Howard Schultz worked for a variety of
other jobs but for a long time he worked
for Hammarplast and also Starbucks
before he bought it.
He is married with 2 children
The characteristics that made Howard
Schultz successful were:
Perseverance,Hard Work and Passion
for Coffee
r
TIMELINE
The beginning of Starbucks: Starbucks was established in
1971 by Zev Siegel ,Gerald Baldwin and Gordon Bowker, They
inspired and mentored by Alfred Peet.
 In 1982 -1986 While at Hammerplast, Schultz noticed that a
small Seattle company named Starbucks was buying an
unusually high number of Hammerplast's espresso machines.
Then he decided to go seattle and look Starbucks.
He impressed to starbucks and decided to work here. It took
Schultz a year to convince the Starbucks owner to hire him. He
was working as a director of retail operations and
marketing.Schultz had a vision for Starbucks: Wanted to
expand the company. When he went to Italy he discovered
espresso bars in Milano and decided opened cafe like them.
But owner’s of Starbucks didn’t accept this offer. Whereupon,
howard left them and opened his own company called by Il
Giornale, meaning ‘the daily’ in Italian.

TIMELINE
In 1987 Starbucks was put up for sale. Il Giornale acquires Starbucks
assets with the backing of local investors and changes its name to
Starbucks Corporation.He also changed the logo.
In 1990’s: Starbucks expand rapidly. In 1991, Starbucks becomes the
first privately owned U.S. company to offer a stock option program that
includes part‐time employees. Opens first licensed airport store in
Seattle. Starbucks' initial public offering (IPO) of common stock in June
1992. PepsiCo and Starbucks entered into a joint venture arrangement.
They begins serving Frappuccino. Establishes The Starbucks Foundation,
in 1997.
2000’s: Schultz become Chief Global Strategies. Company introduces
Starbucks card. Also, Starbucks make a deal many company. Open new
roasting facilities. In 2008 howard Schultz become a chief executive
officer of the Starbucks. It entered to turkey market in 2003.
STRATEGIC DECISIONS
 Offering Starbucks coffee on United Airlines flights.
 To sell premium teas through Starbucks’ own Tazo Tea Company.
 To purchase Starbucks coffee online.
 Distributing whole bean and ground coffee to supermarkets.
 Producing premium coffee ice cream with Dreyer’s.
 Selling CDs
 Minimal advertising & word of mouth & brand recognition
FIVE SUCCESS FACTORS
Offering Starbucks coffee on United Airlines flights.
• Their ability to design a strategic approach to growth
that quickly
• Some key demographic groups.
• The highest-quality employees through dignifying to
them.
• Sustainable supply chain of high quality coffee.
• The strategic alliances
STRATEGIES
• Focus on Growth
• Maintain Core Values
• Respect all cultural values
• Offer high-quality products & service
• Charges a premium price
• Encourages a great working environment
• Achieve profitability
• Emotional connection between barista and customer
• To have their own building in airports, schools,malls etc.
STRATEGIES
 introduction of new products and new distribution channels
 Sell culture more than sell coffee
 Working with highest qualified partners and giving training
them to reach local customers
 Coffee education
 An exceptional experience and social atmosphere by creating
third place between work and home: The chic interior,
comfortable lounge
CHANGING STRATEGY
The word of ‘coffee’ and border of
circle are out of action on the logo .
However Howard Schultz said in a
webcast: “We’ve allowed [the
Siren] to come out of the circle in a
way that gives us the freedom and
flexibility to think beyond coffee.
What is really important here is an
evolutionary definition of the logo,
which is a mirror image of the
strategy.
Starbucks earns about 1 billion
dollars in year through selling tea
HARD ROCK EXAMPLE
 Starbucks tries to be not only just a coffee store but also to be the most
known brand in the world through implementing the parallel strategy
with Hard Rock Cafe.Hard Rock Cafe that is #1 in the world – 92%
name-brand recognition is a rock 'n' roll themed restaurant, each cafe
offers 'one stop shopping' for the rock 'n' roll enthusiast.people have
dinner listen to a live band, look at rock memorabilia and buy a souvenir
glass, pin or t shirt from the ROCK SHOP is a part of an ‘’experience’’
HRC provides each guest.
 Just like Hard Rock Cafe Starbucks sells merchandise to increase brand
recognition
MISSION &PRINCIPLES
 Mission : to inspire and nurture the human spirit – one person,
one cup and one neighborhood at a time.
 objective :to establish Starbucks as the most recognized and
respected brand in the world.
CORPORATE CULTURE
 Treating employees as family
 All employees have health insurance and stock option
 More salaries than competitors.
 Starbucks relied on its baristas to create the ‘Starbucks
Experience’
 Creating proud to work in such successful company
through values
 Being open and honest with employees and let them
share in the decision making process.
 Starbucks has deep knowledge and culture which is
difficult to be imitated by competition
SOCIAL RESPONSIBILITY
 Starbucks focuses its efforts on improving social and
economic conditions for coffee farmers; minimizing
environmental impact; making a positive contribution in
the communities
 They are using more products that are recyclable and
they have boxes all to recycle the sleeves off the cups.
 Starbucks is also a big contributor to local charities,
especially the ones that focus onchildren, homeless, AIDS
research, and the environment. Also contributing to CARE
a world wide effort that sponsored health, education, and
humanitarian aid programs in all third world countries
where they purchased coffee supplies
FOUR P’S ANAYSIS
PRODUCTS : DRINKS
FOOD
MERCHANDISE
PRODUCT LIFE CYCLE
 Maturity Stage :Competition
appears with similar products in
specialty coffee thus, Starbucks
has to defend market share
while maximizing profit With
differentiating their product
from that of competitors
through quality of its products
and environment.
FOUR P’S ANAYSIS
PRICE: range from $1.00-$4.20 for drinks
Surprisingly, this is lower than its rivals, although
not by much
Starbucks regular coffee was 4% less expensive
and its iced blended drinks were as much as 30% less
expensive when compared with specialty competition
When compared to quick-service restaurants, however,
Starbucks was more expensive. Dunkin’ Donuts’ 16ounce latte is an average of 17% cheaper
PLACE: operating 18,000 coffeehouses in more than
60countries Such as Australia, Canada, China, Germany,
Singapore, Thailand, and the United Kingdom to name
a few.
FOUR P’S ANAYSIS
PLACE: Starbucks retail stores are typically located in hightraffic, high-visibility locations.
Because the Company can vary the size and format, its stores
are located in or near a variety of settings, including
downtown and suburban retail centers, office buildings and
university campuses.
The Company can also locate retail stores in select rural and
off-highway locations to serve a broader array of customers
outside major metropolitan markets and further expand brand
awareness.
 PROMOTION: Starbucks has been able
to use a standardized advertisement
theme around the world in order to
incorporate different cultures.
PORTER’S FIVE FORCES
Rivals offer lower prices but not the
‘experience’
• 1. Coffee beans price is the
major influence
• over firm’s profits
• 2. Product pricing
• 3.Negative publicity
• 1. Sound financial
•
•
•
•
records
2. No. 1 brand in
coffeehouse segment
valued at $4 billion
3. Starbucks experience
4. Largest coffeehouse
chain in the world
• 5. Employee
management
STRENGTHS
OPPORTUNITI
ES
1. Extend supplier range
2. Expansion to
emerging economies
3. Increase product
offerings
4. Expansion of retail
operations
WEAKNESSES
THREATS
• 1. Rising prices of coffee
beans and dairy products
• 2. Trademark
infringements
• 3. Increased competition
from local cafes and
• specialization of other
coffeehouse chains
• 4. Saturated markets in the
developed
• economies
STARBUCKS TURKEY
• They opened first coffee store in 2003.Now the stores
numbers are 65 in İstanbul 22 in Ankara, 14 in İzmir,9
in Antalya 6 in Bursa,5 in Balıkesir,3 in Kocaeli,3 in Aydın, 2
in Adana, 5 in Mersin 2 in Kayseri, 2 in Eskişehir 2 in
Afyonkarahisar,1 in Konya totally there are more than
153 Starbucks stores in Turkey
• Nowadays ; starbucks will launch Starbucks via instant
coffee in Turkey stores that operates for 10 years.
• Starbucks supported a project that enables access to books
by young people that are poor through placing book
collecting box to 6 of store in Antalya
• Starbucks offers only Turkish traditional coffee to adapt
Turkey market.
• Product offerings for Turkey are limited and diffrentiate from
other countries because culture and suppliers are different.
STARBUCKS TURKEY
• Starbucks
.
mugs for Turkey
STARBUCKS WITH
NUMBERS
• More than 18,000 stores worlwide,11,128
of all Starbucks stores are located in the
United
• Nearly %50 of operations are licensed an
rest half of stores are company-operated.
• Starbucks holds around %32.6 of the
market share for coffee in the U.S
• Profit $ 1.38 billion (2012)
• 14 percent increase, with revenue $13.3
billions
• Current Dividend Rate $0.13 per share
quarterly
• 200,000 partners (employees)
STARBUCKS WITH
NUMBERS
• Starbucks record earnings-per-share growth continued up
10 percent in 2012 to $1.79 from last year’s $1.62.
• Through share repurchases and dividends, they returned
approximately $1.1 billion to shareholders.
• 54 million Facebook fans, 3 million Twitter followers,
• 14.6 million loyalty program members, and 7 million users
of our mobile applications
• More than 20 million people had visited a Starbucks store
within the last 30 days in 2012.
CONCLUSION
Overall Starbucks has maintained a competitive advantage
since creating its original style of bringing quality, bistrostyle coffee choices to the masses. In order to stay current
it will need to focus on its core competencies and avoid
wrong actions.To avoid competitors such as McDonalds and
other coffee chains, they will need to create new value
innovation by enhancing the customer experience by
investing in online content and interactivity. Rather than
creating more new products, their strength lies in their
brand and by enhancing the connection to their loyal
customers, they will separate themselves from others.
Behİye DİNDAR
15070001230
Nİlüfer ÖĞRETİR 15070001232
Vİldan KAYA
15070001213
Tuğba TEKİN
15100000298
OUTLINE
•
•
•
•
•
•
•
•
•
•
•
•
•
HISTORY OF P&G
THE PARTNERSHIP YEAR
IVORY
A COMPANY BUILT ON INNOVATION
NEW LANDS AND DYNAMIC GROWTH
TIDE
STRATEGIES FOR ACQUISITION
A GLOBAL COMPANY
P&G IN JAPAN
P&G IN MEXICO
P&G IN CHINA
PANTENE’S STORY
CONCLUSION
HISTORY
 Founded
in 1837
 William Procter and James Gamble
 Incorporated in Ohio on May 5, 1905
In The Beginning…
 Procter
and Gamble came to be by manufacturing
soap and candles.
 After the invention of the electric light bulb, the
demand for candles fell significantly, thus causing
the newly formed P&G to cease their production.
 During the Civil War, the government began to
order mass quantities of soap from P&G for the
Soldiers’ use-this signignificantly led to P&G’s
return to the market and their second chance at
rising in the business world.
1837-1889 : The Partnership Year
•
1837 was a difficult time to start a business.
Although Cincinnati was a bustling marketplace, the
U.S. was gripped by financial panic. Hundreds of
banks were closing across the country. There was
widespread concern that the United States was
bankrupt. Yet, William and James launched their
new enterprise, more concerned about how to
compete with the 14 other soap and candle makers
in their city than with the financial panic shaking
their country.
•
•
The Moon and Stars begins to appear in the 1850s
as the unofficial trademark of P&G.Wharf hands
used the symbol to distinguish boxes of Star
Candles.
P&G’s former logo originated in 1851.
IVORY AND THE BIRTH OF THE
BRAND
The result of P&G’s response to the
•
strategic growth crisis of the 1870
was Ivory Soap.This product
represented the company’s first
sustained effort at mass-marketing
its products by means of
continuous advertising to
consumers.Gradually the effort
coalesced around the concept of
the brand. The company began
advertising in newspapers and
magazines. In addition to
newspaper and magazine ads for
the company bundles sales,wall
posting,tram ads,ferry ads and
posters giving advertisements.
 Production begins at the Ivorydale factory.Ivorydale





replaces the Central
Avenue plant,which was heavily damaged by fire in 1884.
To adress the storm of local and national labor
unrest,P&G institues
A pioneering profitsharing program for factory workers.
This voluntary program,conceived by William
Cooper Procter,grandson of the founder,gives employees
a stake in the company.
1890-1945 : A Company Built on
Innovation
 By 1890, P&G was selling more than 30 different
types of soap, including Ivory. Fueled by fullcolor print ads in national magazines, consumer
demand for P&G soaps continued to grow. To
meet this increasing demand, the Company
expanded its operations outside Cincinnati, with
a plant in Kansas City, Kansas, followed by a
plant in Ontario, Canada. As each new plant
opened, P&G would embark on plans for
another.
•
King Camp Gillette invents the first safety razor in
1895.
• Starting in the 1930s they asked their views about
household products door to door to housewivers.
• P&G were doing compared to its competitors is quite
large advertising expenditure.Colgate while
spending of 2.3 million dollar ,3.3 million spent at
P&G.
• In 1932 , the popular radio drama sponsored by a
soap opera made the Puddle Family.
• According to Fortune magazines; P&G had 200
brands , marketed in the 1939.
1946-1979 : New Lands and Dynamic Growth
In 1946, P&G introduced Tide, its most important
new product since Ivory. Tide was remarkably
superior to other products on the market, and it
quickly became an enormous success – so
successful, in fact, that it helped fund the
Company’s rapid growth not just into new
product lines but also into new markets around
the world.
TIDE
 Tide is not only a new product . P&G
created a mark which called tide,
bigger than until now were created of
the all brands.Tide had an
unprecedented market share. P&G ‘s
market share was increase to use
Tide’s product.
 Between 1951-1956 , P&G in the
cleaning industry , while a quartermillion dollars profit,Colgate and
Lever both lost money in this
category.Reaching 59 million dollars
from the sales that the company’s net
profit increased by three
times.Colgate’s earnings in the
meantime the United States dropped
to 16 million dollar to 5 million dollar.
•
•
A The new General Office building opens ,signifying
P&G’s continuing commitment to downtown
Cincinati in 1956.
P&G enters the consumer paper products business
with the acquisition of Charmin Paper Mills in 1957.
CREST
 Crest sales skyrocket when The American Dental
Association recognizes the toothpaste as ‘an effective
decay-preventive dentifrice in 1960.
STRATEGIES FOR ACQUISITION
 Acquisition firm have to be related to P&G
technologies are used.
 When P&G technologies are applied,firms must
produce improvable products.
 These firms must produce low-cost,high
volume,familiar with P&G products which are bought
from grocery and pharmacy.
 P&G enters the consumer paper products business
with the acquisition of Charmin Paper Mills, a
regional manufacturer of toilet tissue, towels and
napkins.
 P&G enters the coffee business with the acquisition
of Folger’s Coffee in 1963.
•
•
•
Before the war P&G and HENKEL had cooperated
in the development of synthetic detergents with
P&G licensing Henkel’s patent.
In 1960 P&G ended its technical exchanges with
Henkel.
P&G partnered with Rei-Werke.
•
By the early 1960s ,P&G was growing presence
throughout Western Europe.It focused on improving
operations and developing local management
talent,while taking a more deliberate approach to
opening new markets.
 It leads to an improved Pampers product at a lower
cost that eventually replaces cloth diapers as the
preferred way to diaper babies in 1961.
 Pringle’s , with its unique stackable shape and
resealable can , is introduced into test market in
1968.
1980-1990 : A Global Company
As it approached its 150th anniversary in 1987, P&G
was poised for the most dramatic period of growth in
its history. The Company that began as a small
Midwestern partnership had grown into one of
America’s largest multinational corporations. Two
important changes marked this dynamic period. First,
the Company emerged as an important new player
in health care (through the acquisitions of Norwich
Eaton Pharmaceuticals and Richardson-Vicks and
the opening of the Health Care Research Center in
Cincinnati) and in cosmetics and fragrances (with the
acquisitions of Noxell, Max Factor, Ellen Betrix and
Giorgio of Beverly Hills).
•
•
•
Double-dip recession in 1981 and 1982
Big competitors such as; Unilever, Kimberly clark.
Effects of mass marchandisers (K-mart, Walmart
etc)
Preparing For Change 19801985
•
•
•
•
•
Smale and his colleagues have identified three
major strategies in this period;
Re-energize growth was to cut costs
Speed the pace of introducing new products
Make big acquisitions
The company introduces a superior feminine
protection product , Always/Whisper, which
becomes the leading world brand in its category by
1985.
…1986-1990
 In 1986 embarked on a major reorganization,
structuring the company around big product
categories, such as oral care products and laundry
detergent, rather than the specific brands.
 Ultra Pampers and Luvs Super Baby Pants are
introduced-with effective, new technology taht makes
diapers thinner in 1986.
 It was considered a major change in P&G's
organization, pushing decision making down the
chain and improving efficiency.
…
 By the late '80s, P&G had rebounded. Its overseas
sales more than doubled. Overall revenue doubled
to more than $20 billion and so did profits, to $1.2
billion.
P&G had become a leading player in international
markets, had acquired several enduring brands and
remade itself into a leaner, more efficient business
P&G IN JAPAN
 “Japan is the second largest free market in the world, the
most technologically advanced and the most competitive.
It’s also P&G’s door to the rest of the Asian market. We
must compete successfully here if we are to compete
with the Japanese worldwide.’’(D.I. Jager Winter,1987)
 Jager and his team developed a plan called “Ichidai
Hiyaku,” which literally meant “The Great Flying Leap”. It
was designed to translate into a shared vision, teamwork,
and success in the marketplace. Starting in 1985, the
three-year plan was built to develop a profitable base
business while planning for future growth.
WARS
DIAPERS
Years 1960 -1970
with the leader P & G was
pampers diaper in America. However, market
research and sought ways to improve the product
they decided to change the shape of the product.
 Taking a decision affecting the future of P & G in
1976, the best technology, highpriced presented with a new Luvs brand diapers.
5 Strategic Warning In Diapers
 1-Low preferability not depend on any products
 2-All brands should protect like single brand
 3-New features are instrinsic to brand or generic
 4-Competition follow your technology
 5-Test the worst scenario
P&G in Mexico
Mexico is different types in the markets
 obtain an experience of defenses,
 how to do business in emerging economies,
 and ultimately becoming a non-English speaking
cultures,
 to adapt a global perspective of P & G's brands through
advocacy gave birth to an understanding of the very
valuable.
P&G in Mexico
 New technology and product development in
the marketing strategy adopted by providing support for
more media.
 The company is successful in the challenging process in
the 1980s after the crisis in Mexico. Also goverment
followed by a repressive attitude. This is reason it has
developed something that keeps sense of stability.
 "Crisis waiting to pass this or that region have decided to
assume such a crisis may at any time."
 Another important point;
Control environment is not to win the opportunity to
benefit from crisis to crisis issue.
P&G in China
 1988,P&G set the first joint venture in China —
Guangzhou P&G company. Now, P&G has set
several joint ventures or sole proprietorships in
Beijing, Chengdu, Tianjin ,et.

Up to now, P&G has invest 1 billion dollars in
China. There are 4000 employees in China
Strategy in Great China
 To start with the local Partner
 To reduce the learning cycle and fast to market
 To reduce the risk in new market
 To be the leader with good advertisement
 To build up the brand image
 To be the fist choice of the customers
The most important lesson learned in China:
Build for the long term.China is proving to be more than an
enormous market and more than a series of low cost factory sites.
P&G Segmentation
Beauty Segment;
 Net sales $5.4
billion
 Hair care
 Skin care
 Personal care
Grooming Segment;
• Net sales
$2.2billion
• Shave care
Healty Care Segment;
•Net sales $3.2 billion
•Oral care
•Feminine care
•Personal health care
Snack&Pet Care
Segment;
•Net sales $824 billion
PANTENE’ S STORY
 The 1980s and 1990s, hair care products P&G several
times attempted to establish leadership.
 P&G only bring together the elements of a brand new
billion-dollar, it is basically brand new model of leadership
in putting it together.
 Technology and obtained superior performance ultimately
played a major role shampoo.
P&G’s Brands in Turkey
CONCLUSION
1.Do The Right Thing:
The promoters and the stake holders of the company must establish a
reputation rectitude,integrity and fairness that would be the hallmarks of the
company’s business.
2.Cultivate a passion for winning
It has become fashionable for corporate leaders to proclaim that their
companies would become number one or number two in their business or they
would exit.
3.Sustaining brands is a never ending challenge
4.The consumer is the boss
5.Individuals do make a difference
6.Discipline does count
7.Innovate constantly,everywhere
8.Lead the change
9.Alliances create advantage
“connect and develop”
10.Partner with costumers
Touching lives, improving life…P&G
STRATEGIC MANAGEMENT AND
BUSINESS POLICY
Assoc.Prof.Dr.Aykan CANDEMİR
PRESENTED
BY
 SELİM ŞAHİN 15 08 1425
 UMUT TAVASLI 15 08 1453
 ASLI DURAN 15 08 1414
 SEMİH HAZAR 15 08 1410
 FUNDA ERGUN 15 06 1008
OUTLINE
 Company Overview
 Current Strategies of Google
 What Would Google Do?
 Google’s SWOT Analysis
 Current News About Google
 Financial Status of Google
COMPANY
OVERVIEW
 Type : Public
 İndustry : Internet and computers software
 Founded : September 4 1998 California US
 Founder : Larry page Sergey Brin
 Headquarters : Googleplex
 Area served : Wordwild
 Employees : 53,891 (2013)
GOOGLE TIMELINE
 1996 : Google starts as a project named Backrub
 1998 : Larry Page and Sergey Brin made it into a
company in a garage
 2000 : Google became the largest search engine in
the world
 2001 : Dr.Eric Schmidt joined Google as a CEO
 2003 : Blogger was created by Pyra Labs which was
bougth by Google
 2004 : Google initial public offering at NASDAQ





Google acquires Picasa
2005 : Google Maps and Google Earth are launched
Androit was bought by Google
2006 : Youtube was bought bu Google for 1,65
billion US $
2009 : Google Crome started to use by users
2012 : Google Glass
The word googol means 10 raised to the
hundredth power. Googol was going to be the spelling of
Page and Brin's company until at one time someone
misspelled it as Google. It looked better to Page and Brin
and the name has stuck ever since.
CORPARATE GOVERNANCE
Co-founder :
SERGEY BRİN
CEO & Cofounder :
LARRY PAGE
Executive chairman
ERİC SCHMİDT
Google’s mission is to organize the world’s information and
make it universally accessible and useful.
GOOGLE PRODUCTS
CURRENT FIRM LEVEL STRATEGY
 Google has a rule that employees can spend 20% of the
time working on new projects that are not part of their job
description
 Several of Google’s products are derived from acquisitions
including Docs, Earth, Picasa, and YouTube…
 Google also created the Open Handset Alliance to promote
the use of its open source Android operating system. This
alliance leverages the capabilities of both phone
manufacturers and independent developers to compete with
Microsoft’s Windows Mobile platform, RIM’s Blackberry, and
Apple’s iPhone.
CURRENT BUSINESS LEVEL STRATEGY
 Google products are the key to augmenting the
company’s advertising business and expanding the
breadth of the brand.
 From Google’s perspective, the more uses a person
has for Google services, the more opportunity there will
be to show them ads.
 Every seconds are valueable for Google , they are
working for reaching informations to the users as fast
as possible.
 And Google determine the prices acording to amount
of user’s click
CURRENT MARKETING STRATEGY
 The main thing is reaching more users without any





request .
Being simple is one thing that haven’t changed and never
will be.
Google enjoys huge cost advantages over competitors
such as Amazon, eBay, Microsoft, and Yahoo.
Get and keep the best brains ,brightest and most
motivated on board.
Google’s corporate vision includes such employee
strategies as, “You can be serious without a suit.”
‘Don’t be evil ‘ became their slogan.
WHAT WOULD GOOGLE DO?
 ‘Let the control to the users’
 ‘Be clear and available’
 ‘Do the best thing that you can’
 ‘Your customers are your advertisers’
 ‘Don’t afraid from doing mistake’
 ‘DON’T BE EVIL’
SWOT ANALYSIS
 Strengths : brand equity ,innovative initiatives
,comprehensive products mix ,surprise, no competitors in
market ,technological market
 Weaknesses : currently have products that consumers dont
even realize exists.
not focusing on Customer's 'community' as core competency
 Opportunities : expanding profit -making opportunities,
available sector to development
 Threats : concern from investors
possible peak or saturation of smaller and less-used product
market
CURRENT NEWS ABOUT GOOGLE!
 YOUTUBE advertsments in TURKEY
 Solution for remembering passwords from Apple and
Google
 What are LG and Google’s common project?
 Google I/O conference shared by Google
 Twitter is leaving Internet Explorer
 Apple and Yahoo are coming together to compete wiht
Google
 What is Google Glass’s specialities?
GOOGLE INC. FINANCIALS
 Revenue







US$ 50.18 billion (2012)
Operating Income
US$ 12.76 billion (2012)
Profit
US$ 10.74 billion (2012)
Total Assets
US$ 93.80 billion (2012)
Total Liabilities
US$ 22.08 billion (2012)
Total Equity
US$ 71.72 billion (2012)
Current Ratio
4,2
(2012)
Quick Ratio
4,1
(2012)
 Cash Ratio
3,3
(2012)
Google Instutional Ownership
Type
Total Shares Out Standing
(millions):
Market Capitalization ($ millions):
Price (as of 05/15/2013)
Value
271
$220,195
887.23$
 Google has placed on top in this changeable world and
CONCLUSION
it seems that they will always stand there . Google
behaves like they are looking to the future and their
only want is creating a better world.These strategies can
hold Google on the top.We will see together.
Özay MEMİŞOĞLU
SUNGUR ÇÖTELLİ
YALÇIN ŞAHİN
VOLKAN AŞIK
MURAT FIRAT İLKER
OUTLINE
History of Garanti
Information about Akın Öngör
Development :
Mission and vision
Spirit of team
Communication
Training
Technology
Keep going when his gone
TIMELINE
 1946-Garanti bank was established in Ankara
 1983- It joined Doğuş Corp
 1990-First public offering
 1993-First exporting share to abroad
 1997-First Turkish Bank in e-banking&m-banking
 1999-First e-commerce website
 2000-Bonus Card and capital intelligence rating rising
from C to A
TIMELINE
 2005-Quick money transfer with cell phone
 2006-Bill payment with POS machine
 2009-E-government payment
 2013- I-garanti
AKIN ÖNGÖR
He is the former CEO of Garanti Bank. He
was born in 1945. And was graduated firstly
from TED and then METU. In the college
years, he played basketball as a guard. He
studied business administration at METU
and then started his career as a marketing
expert. After working in different
industries for 13 years, he joined Garanti as
one of the vice presidents(responsible for
marketing again).
In 1991, the owner of the bank(Ayhan
Şahenk) offered Öngör to be the new CEO
of Garanti. And he ran the company for a
decade
AKIN ÖNGÖR
 Garanti experienced a
tough and quite successful
metamorphosis process in
his period.
 When Akın Öngör sat on
his desk as the CEO,
Garanti's total market
value was around $150
million. And after a ten
years work, the value
increased to 5 billion USD
and Garanti was chosen as
"The Best Bank on Earth"
by Euromoney.
 The change was so
successful that, it became a
case study in both Harvard
Business
School and London School
of Business.
 Akın Öngör retired in the
year 2001 to spend much of
his time with his wife and
family.
MISSION
 Is to continuously and noticeably increase the value we
create for our customers, shareholders, employees, the
society and the environment by utilizing our
influence, agility and organizational efficiency.
VISION
1991-1994  Being the best…
1994-1997 Being a global bank…
1997-…
 Being the best bank in europe
TEAMWORK
 He wanted to motivate his team. He gave Opel Vectra
to upper managers.
 Garanti salaries are 40% more than others
 Redesigned hierarchy levels
COMMUNICATION
 He believes the open communication in organization.
He creates:
 Monday meetings
 Suggestion meetings
 Suggestion systems
 Doğan Cüceloğlu
TRAINING
 The best investment to people is education.
 He sent at least 2 people to Harvard every year.
 Even if crysis he didn’t stop training.
 In 1991, he invited Boston Consulting group for changing
management.
 He brought Daniel Isenberg.
 The training level was 3 times more than others
TRAINING
 Personal care to workers.
 Opennes educating: he went out from meeting room to
let them criticize him. He don’t want to hear admiration
he punished these kind of personnels.
 He administered training to bank chauffeurs in Doğuş
Automotive.
 He administered training to waiters who served to general
managers in Divan Patisserie.
TECHNOLOGY
Before he became a manager;
 There were only 4 computers in Garanti commerce
building.
 the place of technology was useless. He believed
associating of technology in one point so he provided to
replacement it.
 Computers was using like typewriter.
 Customer numbers was used rarely.
 System room was over heating cause of inadequate cooler
system.
TECHNOLOGY
After he became a manager;
 Garanti changed its technological group to Garanti
technology to Doğuş according to its benefit.
 Usage of computer became casual day by day.
 In Turkey, they used pos machines first.
 Transaction volume is increased by using new
technological tools.
TECHNOLOGY
 Q-matics is started to use.
 Internet and telephone banking were used firstly.
 Bonus card
 Nowadays, they prepare igaranti which provides all
banking operations.
 Today they are one of the best pioneer of usage
technology.
GARANTİ BANK
 When Akın Öngör retired in 2000, Ergun Özen
became new CEO of Garanti and still continue.
 Garanti is second biggest private bank in Turkey.
 %49.94 of shares are public offering (20.3 billion TL)
 Market value is 40.6 billion TL
GARANTİ BANK
 936 branch in Turkey
 8 branch in abroad
 3550 ATM
 18000 personnel
 12 million customer
 9.5 million credit card users
Stock Performance and Market Capitalization
Michael DELL & Catherine Fredman
15 07 1187 Ahmet Cagli
15 04 702 Yasin Demirci
15 05 859 Hasan Gumuskaya
15 08 1468 Baris Aka
Outline
 History of Dell
 Current Informations About Dell
 Strategies of Dell in the Sector
Parts of Book
The book includes two parts;
First part is about establish and improvement story
of Dell.
Second part is about what are the strategies of Dell
and some anecdotes about strategies.
Short Information About
Michael Dell
He was born in 23 February 1965 in Houston Texas.
He grew up in Houston untill his university years and
the same history occured for Michael Dell( he quitted
the university and established own work)
In his childhood and teenager time he worked in a
restaurant as a waiter,collected and sold stamps and worked
in a newspaper as a dealer.
He had an opportunity to have an education in medical
faculty in Texas University but he have preferred sell
computers.
Milestones of Dell
1983
He started sell computers at university in dormitory.
1984
He established Dell Computer Corporation and
implemented customer orientation strategy.
1986
Attended Comdex National Computer Fair and served
the fastest computer
1987
Established an office in Englad.This was the first
international operation for Dell.
1988
Did a security offering and collected $30 million.The
original capital increased from $1000 to $85 million.
1994
Produced new notebook series which has long
battery life and established Asian-Pasific operation.
1996
Produced PowerEdge series and with this new series
The Dell Company was the 3rd biggest server seller in
the world.
And the company reached over $1 million from sales
level on the internet.
1998
Reached $12 millions from online sells.
1999
Built new factories different places on the USA.
1987-1990 strategies helped to
achieve these goals
 Sale %97
 Net income %166 and
 High quality product, lower price,delivery product too
fast
 To support product good service.
So What Are the Main Strategies
for Dell
 They focused on customer’s needs.(Customer
Orientation)
 They sold computers directly to customers, there were
no dealer
 They tried to be first in the sector.(Selling on the
internet, long life batteries with notebooks)
 And they wanted to take IBM’s place in the sector
Current Informations
Market Value is $25 Billions
Total Sales are $ 57 Billions
Number of Emloyee is 108.000
41. Most Powerful Brand in the World
Organizing Strong Relationship
with Personnels
Organizational culture is the most mysterious and
important part of management for dell.Because dell
think that the biggest threat does not come from
competitors,this threat may come from its personnels.
When dell begins to grow,it has much more
emplyoess,so underwork of company is complex
construction because of this.However all personnels of
dell fell that they are important part of this company
and success.That is the reason of achievement to dell.
Develop One Team and
One Strategy
The another important part of dell’s success about
that to choose the right person at the right position in
the right time.
Firstly Dell try to select very brilliant and important
people and organizes its team in order to success its
goals. Then this team establishes dell’s future plans.All
people who involve in the dell,believe to direct model.
Teach Innovative Thinks
If all employees of one company think same
things,that is very dangerous.Dell thinks that all
employees must not focus same plans,same thinks or
same concept.Dell’s managers encourage to employees
that they must think innovative,they do not afraid of
make a mistake.
Set Quick and Successful
Communication
Quick communication is also very important for dell
because dell is direct model company so it must
respond quickly to its customers.all procedures must
be speedy in this company because competition grows
in this sector day by day.
Creating a Customer Oriented
Philosophy
Direct relationship with customers keeps costs
low and helps DELL to response quickly when
needed. Direct relationship practice is Dell's main
competition power in market. Dell is clear and
flexible to create close relationships with
customers.
Adding value is more important than safe
Dell's best costumers are not who are the strong and big
ones or buys a lot of Dell's products or get less services
from Dell. Dell's best customers are who help to learn Dell
something new and usable things, help to find much more
important solutions about market and customer needs and
who push the Dell to improve them in good way.
Extend the Vision Content
Customers do their own works and Dell do their
customer’s software,hardware and pc works.
Creating an Opportunity to Share Savings
Dell create a minimum life cycle model that involves
costs and lead times of software and hardware that
costs to customers. This model helps to calculate all
joint costs of the system to customer and keep
customer expenses minimum.
Being a Prized Advisor
Approach customer issues like their own issues
take responsibility on customer investments
Responsible technology attendants prepare a brochures
to give information about new trends to customers
Holds a seminars to share future trends with customers
Help Customers to decide true decision
In unstoppable continious develepmont of technology age, Dell tries to
help its customers to find their correct way about technological selections.
It's important to choose next useful thing than the next thing.
Make Customers Your Master
Know the whole story about customers
It's not enough to know customers issues piece by piece. it's
necessary to know each pieces of the customers issues.
Go direct to the customer suggestions
Ask yourself that " is it one time thing or will it be a trend?"
Think also customer balance sheets
Dell is not only thinks their profit, they also thinks customer's
balance sheet and tries to help customers to make saving and
extra profits.
Be a learner
Listening and learning from customers is important as giving
advice to them.
Relating Strong Relationships with
Suppliers
To expedite the lead time and offer the new and best technology and
quality to customers, Dell keep its relationships with suppliers strong
and attached.
DEFINE VALUES CLEAN AND TIGHT
Decide which field in market that you have to focus and improve and after find
great suppliers to other needs and necessities.
ALIGN SUPPLIERS TO SAME LEVEL OF PERFORMANCE
Matching up the colleteral forces enhance the efficiency and productivity.
KEEP RELATIONSHIPS CLOSE AND SIMPLE
Working with global suppliers helps to edge out inconsistencies between one
country or region from other and decreases simplification and
customer's costs.
SET CLEAR, DATA BASED OBJECTIVES
Dell uses supplier cards to measure supplier's performances and assess the
Dell's standards clearly in this cards.
Supplier cards includes;
 Acceptable error number in million sample
 Inventory turnover
 Field performance
 Production performance expectation
 Lead time performance and lead time expectations
And Dell always advice itself and others
these four things;
 Discover suppliers adequacy and investments
 Keep supplier relationships simple
 Invest to mutual success
 Be an open and objective
SEE YOUR SUPPLIERS AS A PARTNER
Dell shortened the stock duraitons by cooperating
its suppliers.
And started to take the materials in few amounts
and frequently.
If necessary,provide supplliers training for
shortening the stock durations
Give importance to the r&d activities very much.
Give more importance to the unproduced products
rather than improving available products.
Educate suppliers on r&d activities.
PROVIDE DIFFERANTIATION
Design products according to the wishes of the
costumers or make changes on the same way.
Dell thougt of not its rivals but its
costumers.Because the company discovered new
opportunities thanks to them.
Dell hurried to find new opportunities and always
chased after them.
Dell always aimed more than its rivals.
Dell team sought to improve the work.
Dell worked more suppliers rather than the only one.
The company used the Internet better than its rivals.
Dell was in the search of new ways rather than using
the traditional distribution channels.
The company grew fast by planning and being
conscious.
CONCLUSION
 Dell teach us:’How can we use distrubution channells
human and enviromental resources as a new company
in the best way.’
Thanks
For
Listening
GROUP MEMBERS
RIFAT EMRE ÖZER
BÜŞRA BİRER
CANER ÖZGERİŞ
YASİN GÜMÜŞEL
OUTLINE
- What is Blue and Red Ocean?
- Implementing a Blue Ocean Strategy
- Steps of Visualizing Strategy
- Three Tiers of Noncustomer
- Imitation Barriers to Blue Ocean Strategy
- History of the creating Blue Ocean
Strategy
WHAT IS RED
OCEAN ?
- The market is stable
- Rules are defined
- Intensive competition
-More crowded, less profit
WHAT IS BLUE OCEAN STRATEGY?
-Undiscovered market space
-Creating demand
-Insignificance of competition
-Generated from red oceans
Why a blue
ocean should
be created
- Rapid technology
diversified products and services.
-More supply than demand.
-Resemblance of firms.
-Price battles, low profits.
VALUE INNOVATION
What blue ocean means with “Value
Innovation” is…
4 Actions Frame
“Cirque Du Soleil” did it..!
Eleminate
Raise
-Star performers
-Unique venue
-Animal shows
-Aisle concessions
The value curve
of Cirque Du
Soleil
Create
Reduce
-Theme
-Fun and humor
-Refined watching environment
-Thrills and danger
-Multiple productions
-Artistic music and dance
3 Features of a Good Strategy
Determine the specialization.
DEPARTURE
IMPRESSIVE CATCHPHRASE
 Should be..
 -clear
 -convincing
 -reflecting completely
“We do not sell coffee, we sell
experience…”
FOCUS ON BIG PICTURE NOT
NUMBERS
This approach
 Show ups people’s creativity
 Keeps eyes of company open about blue ocean
 Generates strategy to effective practice
FOUR STEPS OF VISUALIZING
STRATEGY
 Four steps of visualizing strategy builds on the six
paths of creating blue oceans and involves a lot of
visual stimulation in order to unlock people’s
creativity.
 The four steps include :
STEP 1: VISUAL AWAKENING
 Compare your strategy canvas with competitor’s
it.
 See where your strategy needs to change
STEP 2: VISUAL EXPLORATION
 Go into the field to creating blue oceans
 Observe the distinctive advantages of alternative
products and services
 Eliminate – Reduce – Raise - Create
STEP 3 : VISUAL STRATEGY FAIR
 Draw your to be strategy canvas
 Use feedback to build the best to be future strategy
 Get feedback on alternatives strategy canvases from
customers,noncustomer and competitor’s customer
STEP 4: VISUAL COMMUNICATION
 Compare your before and after strategy canvas
 Close gaps to new strategy
Aristoteles said that soul
never thinks without a
view.
ARRIVE BEYOND OF EXISTING
DEMAND
Companies brave two traditional strategies to arrive
blue ocean.
Segmentation
Focus on current customer
Example : Callaway Golf
THREE TIERS OF NONCUSTOMERS
THE FIRST TIER OF NONCUSTOMER
“Soon-to-be” Noncustomer
THE SECOND TIER OF
NONCUSTOMER
“Refusing” Noncustomer
EXAMPLE : JC DECAUX
THE THIRD TIER OF NONCUSTOMER
“Unexplored” Noncustomer
IMITATION BARRIERS TO BLUE
OCEAN STRATEGY
-Observing automobile industry in America
which created new market and new
demands
In 1893 american citizen using
horses and phaeton for
transportation
After 1893:
 Over 500 automobile producer which produces with
ordering system
 Expensive ---- $ 1500
 Citizen is furious
 President says that automobiles cant be as popular as
bicycle
HENRY FORD’S MODEL T
GENERAL MOTORS’S CUSTOMER
SATISFACTION
SMALL JAPANESE CARS
CRYSLER’S MINIVAN
BLUE OR RED? YOUR CHOICE
Context
 History of a company
 Company’s Mission & Vision
 Sales numbers
 Value of a company
 Strategies of a company
History of ebay
 eBay Inc. (stylized as ebay) is an American
multinational internet consumer-to-consumer
corporation,headquartered in San Jose, California.
 It was founded in 1995, and became a notable success
story of the dot-com bubble
 it is now a multi-billion dollar business with
operations localized in over thirty countries
History of eBay
 The company manages eBay.com, an online auction and
shopping website in which people and businesses buy and
sell a broad variety of goods and services worldwide.
 In addition to its auction-style sellings, the website has
since expanded to include "Buy It Now" standard shopping;
shopping by UPC, ISBN, or other kind of SKU (via
Half.com); online classified advertisements (via Kijiji or
eBay Classifieds); online event ticket trading (via
StubHub); online money transfers (via PayPal)and other
services.
Logo of ebay
 The eBay name and logo are registered trademarks in
the U.S. and internationally. Use of the eBay name and
logo are only allowed if an individual or organization
has a written license agreement with eBay.
Logo of ebay
 EBay is a very simple logo that preserves the old logo with a choice of
colors is remarkable. Therefore, there is a reason I understand now.
Devin Wenig eBay manager left a note for the new logo to the site. Plain
and understand why we read the note on a regular basis has been
selected logo. Here is the new logo for Devin Wenig'in said;
 "EBay's new logo is actually a 17-year wrap a brand symbolizes rebirth
and a new identity. So you can say that now stands in front of the new
eBay. Internet site is now much more clean and comfortable
appearance. This outlook is now even more comfortable to use with the
personal touch. "
eBay’s mission statement
 "eBay's mission is to provide a global trading
platform where practically anyone can trade
practically anything."
eBay’s vision statement
 eBay Inc. pioneers communities built on commerce,
sustained by trust, and inspired by opportunity. eBay
brings together millions of people every day on a local,
national and international basis through an array of
websites that focus on commerce, payments and
communications
eBay’s new strategy
 At web giant eBay, it’s out with the new and in with the old
both in terms of corporate strategy and product mix. After
trying in vain to remake itself as an online "retailer"•of
fixed-priced items to rival the likes of Amazon.com and
Walmart, eBay last week cried uncle when it announced it
was returning to its roots as an auction clearinghouse for
used goods and collectables (in addition to overstocked
items). Why the change? The past year has not been kind
on the one-time darling of the web which has seen its
traffic and fortunes decline.
Value of the company
 To compete in the fixed-price marketplace, eBay enacted a
series of policies and site changes that favored power sellers
at the expense of smaller sellers. As casual sellers
abandoned the site, buyers have migrated elsewhere in
search of the hard-to-find products upon which eBay built
its business"”traffic to Craigslist has risen 40% over the past
year. In contrast, eBay’s traffic was down 5.2% last month
over the previous year, while Amazon’s traffic rose 18.7%.
eBay with numbers
 Not only are fewer shoppers returning to the site, but
average order values have stagnated at around $28 (other
than the spike during the holiday season.) Since eBay’s
marketplace revenues are driven by fees charged to sellers,
declining traffic and flat transaction values have led eBay
to raise its fees in hopes of meeting Wall Street’s
expectations. As a result, eBay is squeezing the very sellers
on whose backs the success of its business rests.
eBay with numbers
 The more eBay has tried to be a retailer, the more its
customers have gravitated to sites offering better overall
shopping experiences with lower total prices, better
customer service, and predictable deliveries; not to
mention the avoidance of the risk of fraud. The
percentage of eBay’s visitors who shopped at Amazon
jumped from 41% in February 2008 to 53% last month.
Over the same period, Amazon visitors’ cross-shopping of
eBay has remained unchanged at 58%, suggesting eBay’s
fixed-price strategy has failed to attract significant
numbers of new shoppers to the site.
eBay in Turkey
Being a subsidiary of the world's largest online marketplace eBay Inc.,
GittiGidiyor is the most widely-used e-shopping mall in Turkey with more than
7 million registered users, over 500 thousand daily visitors and 4 million
listings at any given time. With more than 150 employees, GittiGidiyor.com is
one of the leading players in the Turkish online trading market.
GittiGidiyor.com was founded in 2001 by Serkan Borançılı, Burak Divanlıoğlu
and Tolga Kabataş headquartered in İstanbul.
Following eBay's acquisition of the minority stake in 2007, eBay still owns
approximately 93% of the outstanding shares of GittiGidiyor on May 2011. By
this new investment GittiGidiyor became fully part of eBay. With more than 17
million internet users and a strong affinity for online commerce, the
investment makes Turkey the 37th market where eBay has a local presence.
GittiGidiyor
 Last year, the online trading volume of around $ 3.2 billion
is expected to be $ 11 billion in 2013.
 The world's largest e-commerce company, a subsidiary of
eBay's GittiGidiyor.com Turkey 's General Manager Cenk
Angin, AA correspondent, said, 2 million 200 registered
members, more than 500 million daily visitors daily sales
opportunity and the biggest electronic have become
trading platform.
GittiGidiyor
 E-commerce is becoming increasingly widespread in Turkey, the
current situation, the level of developed countries, although there was
not yet a promising e-commerce between the countries of Turkey
reported that in the first place.
 Service as well as the exchange of virtual stores, e-commerce for
consumer goods at the rate of $ 500 million is describing the Angin,
said:
GittiGidiyor
 General Manager Cenk Angin said
'' We're down e-commerce than in developed countries, at the beginning of
the road. However, at the beginning of the road to be advantageous in every
respect. E-commerce is growing in Turkey charm. Currently about 25 million
Internet users in Turkey is 2.5 million e-commerce. This number increased
confidence in the virtual environment, ensuring the security of your credit card
will increase further. Use of the Internet have become more and more common
believe that e-commerce will reach large numbers. In real life, so the proliferation
of online shopping malls and shopping without a credit card to the consumer ecommerce bargain. Turkey, of course, to shift consumption to the virtual
environment attracts foreign e-commerce platforms. eBay is the biggest example
of this subsidiary with gittigidiyor.com. However, it does not create any problem
of confidence and anxiety and a handful number of e-commerce platforms. ''
Strategy of GittiGidiyor
 'ZERO RISK'
 E-commerce constantly had targeted zero-risk, success
caught in this sense. Gittigidiyor.com 's zero risk
purchase over 5 million since 2001, carried out,
reported what they owed to it Zero Risk System.
GittiGidiyor
 In GittiGidiyor there is a wide range of products from PC to video
games, mobile phones to clothing, jewelry to camera. Collection
materials like money, stamp, prayer beads, books etc. are also sold in
GittiGidiyor.com
Over 350 thousand sellers can reach many customers from all around
Turkey with GittiGidiyor's high technology infrastructure, services
designed for different seller profiles and intensive advertising
activities.
*The name of the company is the Turkish translation of "Going, going,
and gone".
About eBay
With more than 100 million active users globally (as of Q4
2011), eBay is the world's largest online marketplace, where
practically anyone can buy and sell basically anything.
Founded in 1995, eBay connects a diverse and passionate
community of individual buyers and sellers, as well as small
businesses. Their collective impact on ecommerce is
staggering: In 2011, the total value of goods sold on eBay
was $68.6 billion -- more than $2,100 every second.
eBay phenomenon
 "David Bunnell's portrayal of eBay paints a picture of
one of the most daring, fanatically innovative,
customer-centric companies on the planet. It
demonstrates how a small, driven group of people can
listen to customers and reinvent the world-inspiring!"
Conclusion
 From eBay’s point of view, it was a successful model as
they don’t have to bear any inventory costs, which was
the cause of down fall of many B2C businesses. Those
who succeeded are not making much money like
Amazon.com as they still have to bear inventory costs,
in spite of their efficient inventory management
controls in the value chain systems.
THANKS FOR LISTENING…
-TUĞBA İSKEÇELİ 15080001554
-TUĞÇE MENEMENLİOĞLU 15080001444
-ENES DURMAZ 15080001461
-CİHAN ÇOPUR 15080001472
-SEDAT BULUT 15110000130
The HP Way
 15070001239- Serap ŞAHİN
 15070001218- Raşit DEMİR
 15080001404- Uğur ÇELİK
 15080001454- Hüseyin GÜNAYDIN
 15070001207- Mehmet ÖNER
 15080001448- Gökhan GÖDEK
 HP Corporation
History of HP
 Tactics of HP
Structural strategies
Current developments about HP
Conclusion
HP CORPORATION
 Electronic Technology Sector
 Computer Processing Hardware Industry
 Services to individual consumers, small- and medium-sized
businesses,large enterprise businesses and provides products
for graph arts.
 Hewlett-Packard Co. It operates through seven business
segments: Personal Systems, Printing, Services, Enterprise
Servers, Storage and Networking, Software, HP Financial
Services and Corporate Investments.
 CEO: Margaret C. Whitman
VISION AND MISSION OF
HP
 Hewlett-Packard Mission Statement:
"To provide products, services and solutions of the
highest quality and deliver more value to our
customers that earns their respect and loyalty.“
 Hewlett-Packard Vision Statement:
"To view change in the market as an opportunity to
grow; to use our profits and our ability to develop and
produce innovative products, services and solutions
that satisfy emerging customer needs."
HISTORY OF HP
 1930 Hewlett-Packard and Prof.Terman met
in Stanford Uni.
 Plans about to set up their own business
 Packard started to work for GE(General
Electric)to gain experience
 1938,rented a house and its garage became
their first office.
 1939,HP officially established.
HISTORY OF HP
 1957, going public of HP and corporate objectives were defined
 1959, entered European market
 1963, strategic partnership with Yokogawa Electric works(YHP)
 1988-89, listed in European and Asian exchange market
 2002, merged with compaq-HPQ
 2010, acquired Palm
 2011, acquired Autonomy Co.
HP BREAKING POINTS
 Meeting to Therman and his contributions to the company.
 Establishing of skeleton





crew(Oliver,Porter,Hewlett,Packard)
Sales to Walt Disney
Sales to army
Launching calculator(HP35)
YHP company and Kenzo Sasaoka
Entrance to printer market with Canon
TACTICS OF HP
 Image building on customers with first
product which named as model 200 A
 HP200A was an audio oscillator
 Avoiding from long-term borrowing
 Changing tactic with OMEGA project
 Follow customer
expectations
An electronic(audio)
oscillator is an electronic
circuit that produces a
repetitive, oscillating electr
onic signal, often a sine
wave or a square wave
MAIN STRATEGIES OF HP
 Innovative vs. Imitator
 6 times profit strategy
MAIN STRATEGIES OF HP
 Changing price strategy
 HP journal to promote
 Growing by
buying(DEC,EDS…)
The Corporate Objectives of HP

Profit

Organization

Customers

Citizenship

Field of Interest

Growth

Employees
STRUCTURAL STRATEGIES
Five main strategies when managing people;
 Decentralized management
 MBO (management by objectives)
 MBWA (management by walking around)
 Open door policy
 Using first names of people
Other strategies when managing people;
 Most capable people must be selected
 Opposite of “hire and fire” strategy
 Profit sharing programmes
 For create organizational culture and loyalty, organize
picnics, give health insurance programmes,
All these strategies seek to encourage teamwork and
cooperation in organization.
HP was completely different from other companies in three
points;
 Open door policy
 Employees can set their own work hours
 Welcomes back any past employees
MERGE BETWEEN HP-COMPAQ
 HP-Compaq merged in 2002 because of the effects of
economic crisis
 The aim of this merge was reducing costs
 HP fired 15.000 employees
 They did not explain this merge’s objectives so they faced
with opposition of investors
 HP’s share price decreased 3%,compaq’s share price
decreased 6%
 Moody’s decreased credit note of HP from A2 to Aa3
ACQUISITION OF PALM
 HP tookover smart phone producer
Palm in 2010
 HP paid $1.2 billion for this
takeover
 The main reason of this takeover is
WebOS. They were planning to use
this technology on HP’s mobile
platforms such as smart phones,
netbooks and tablet PC’s.
 In 2011 they introduced their new
touch pad series but couldnt be
successful as much as they thought
because of lack of applications.
ACQUISITION of AUTONOMY
 HP took over software company
which named as Autonomy to enter
software market and compete with its
rivals with paying $12 billlion in 2011
 Leo’s strategy was not accepted by
shareholders.The strategy contained
acquisition of autonomy,closing the
computer deparment and smart-phone
department
 Only acquisition of autonomy
decision of Leo was accepted by new
CEO Meg Whitman.
DO YOU KNOW ?
 1 million printers per week.
 48 million PC units annually.
 One out of every three servers from HP.
 331,800 employees
 Serves 1 billion customers
 170 countries on six continents.
CONCLUSION
 HP’s success’ key factor is contribution of product for
society. They give importance to customer satisfaction and
employees of them. They work to produce innovative and
high quality product. Hewlett Packard prided itself on a
management philosophy emphasizing integrity, respect for
individuals, teamwork, innovation, contribution to
customers and community.
 HP does not follow innovation and can not set up suitable
strategies that they need for sustainable
success.Therefore,they fall behind rivals.
Can Saldık - 15080001406
Seda Kırbaş - 15080001478
Ezgi Pınarlı – 15080001409
Beste Tekin - 15080001408
İsmail Şorba - 15080001486
CONTENTS












Introduction
History
Organizational Structure
Mission
Vision
Marketing and Brands
Risk and Benefits
Company’s Image and Voice
Human Resources
Innovation
Today’s Unilever
Swot Analysis
INTRODUCTION
 Unilever Ltd: English Firm
Capital: Pound
 Unilever NV: Holland
Firm
Capital: Gulden
 Shareholders are differentboard of directors are
same
 Most successful
category:Shampoo
 Unilever was founded in
1929.
STRUCTURAL PROBLEMS
 Unable to sustain the great depression
 Incapable of striking a balance between
British and Dutch interests
 Lack of co-ordination between the board
of directors of the two holding companies
 Two Masters and Confused Followers
ORGANIZATIONAL STRUCTURE
 Concept
strategically
independent
units-local
initiative and
decentralized
contol
 A special ,3
member
committee was
formed above the
two boards of
directors of the
company
 Matrix
organizational
structure was
chosen
1980-1995
 Rationalized
manufacturing companies
 Product divisions
established to coordinate regional
operations
 Focus on the following
four industries as a part of
core strategy
 Foods ,Personal Care
,Home Care and
Specialty Chemicals,
Sell Out from all other
business
 Between 19921996,Unilever made
around 100 acquisitions
 STRATEGY : Growth
STRATEGY :Sustainability
 Unilever wanted to grow as much as
local pull as by global push
 Focus on company’s core
competences
 Introduction to the new management
incentive system (Variable Pay)
GROWTH STRATEGY
(2000-2004)
 In February 2000 ,the company announced a € 5 billion five






year growth strategy
Unilever was “shrinking to growth”
Laying off over 25000 employees
Unilever split into two separate global units :Foods and
Home & Personal Care (HPC) ,headed by two executive
directors separately
Unilever reorganised its 300 operating coompanies into 10
regional groups
Unilever further decentralized its control over subsidiaries
Unilever shot down more than 100 manufacturing units for
cost reduction
MISSION
 We work to create a better future every day,
 With brands and services that help people feel
good, look good, and get more out of life.
 We will lead for responsible growth, inspiring
people to take small everyday actions that will
add up to a big difference.
 We will develop new ways of doing business
that will allow us to double the size of our
company, while reducing our environmental
footprint and increasing our positive social
impact.
VISION
We help people around the world
meet everyday needs for nutrition,
hygiene and wellbeing, with brands
that help people look good, feel good
and get more out of life.
Mostly consumer: Women
Marketing consumption:
1/3 promotion
2/3 advertising
‘’ Anne ‘’
Uniformity and fragmentation
Daily life products
Market tests
Reliability
BRANDS
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Dove & Lux
Sunsilk
Rexona
Impulse &
Axe
 Omo & Cif
 Rama & Flora
 Becel
 Lipton
 Mentadent
 Knorr
 Calve
 First ice cream with cornet in
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Europe
Changing point of view about
ice cream
Some difficulties in technology
Successful advertising plan
Expanding its brand appeal by
launching a variety of snacks
Develop more products
Mix-Mini packs range
More youthful appeal
 In 1957 in ABD
 Changing name for
countries
 Growth quickly
 Different intended
purpose such as;
 Refreshing
 Caries prevention
 Keep teeth whiter
 Widely affordable
branded toothbrush,
designed to meet the
needs of low-income
consumers in developing
countries.
 Aimed womens and
their children
 In 1908 in England
 OMO and Owl
 More brilliant whiteness
 The most profitable
products
 Provide effective washing
at low temperatures,
saving energy, and saving
you money on electricity
bills.
 “Kirlenmek Güzeldir”
 “Sudaki Ayak İzi”
RISKS AND BENEFITS
 Political barriers for
foreign companies
 Local Partners
 Localization of the
senior management
levels
 Against corruption
 Caring cultural
differences for brand
position
 First mover
 COMPANY’S CULTURE
common values
assumptions
 UNILEVER’ S CULTURE
3 values for Unilever:
 Truth-
CULTURE
Culture is not ‘’ written rule ’’
To learn by example through more  Social responsibility
 Loyalty
experienced coworkers.
 UNILEVER’ S SUBCULTURES
More active company more subcultures
Creativity and flexibility
It was getting harder to merge firms
competitive advantage
 CULTURE AND SEXUALITY
Male dominance
Women of resigned and turnover rate
is high
COMPANY’ S IMAGE AND VOICE
Corporate image is uncertain.
Low profile
Multinational companies
Support the European Union
Not to donate to political party
Dull image of the financial environment
Social responsibility
Project of Çöp Madam
%95 of this bag consist of recycling
materials.
 Cosmopolitan,In many sector,All
around the world
 Many of world’s consumer product
brands, personal care products,
 In 1990 annual report,
 The most important asset –
Employees
 Unilever’s core mission is to ensure: “the right
people, in the right place, at the right time”
 The ability of saving rival and transfering it next
generation: to find right people and high them,
to educate, to motivation, and hold them.
 Unilever HR develop some global policies
and processes
 Providing some educational programmes
and courses: IMC, supports-cooperations
with Universities& Lecturers, Unilever
Summer Courses, Tavistock Institute of
Human Relations
Hiring Managers
20’ s ages
Graduated from university especially who studied
different departments ( mathematics, engineering,
law, economics or account )
Talkative
Intelligent
Outgoing
Elegant
Men
Human Resources
Management
 From 1960s till 1980s; several personnel
units
 It consists professional personnels who
can lead organization
 The most important organizational
changes: give authority to active
company’s managers
 In 1980s, more experience and women
 More care to personel requirements.
 To develope in Unilever the point: to work
in more company especially more product
groups and countries
 Unilever operates a unified board: the boards
of NV and PLC comprise the same directors
 200-250 directors selected by the senior
managers ( top executive managers)
 There is a majority of independent, non-
executive directors on the board.The
Chairman is non-executive
 The boards have ultimate responsibility for the
business as a whole
 Mergers and acquisitions
 M&A-an aspect of corporate buying,
selling
 combining of different companies
 Grow rapidly in its sector
 Conglomerate
 Unileverlisation
 Two alternative measures
to develope and
strengthen its
competition strong:
- Purchasing or selling
companies
- Innovation and capital
investment
 Mostly purchasing
medium or small
companies
 Unilever prefers to buy
the majority share
 Not willing to offer a
price for a company but
waits the offer to
purchase it.

Why Unileverlisation?
1.
A strategy to restructure
To optimize accountcy and financial systems
Reorganise salaries up to Unilever
To hire qualified managers and to hold former
owners of the purchased companies
To become “Unilever”
2.
3.
4.
5.
326
 More than 6,000 scientists
 6 R&D centres around the World (INDIA, UK*,
CHINA, AMERICA, NL)
 250 patents per year
 €1 Billion spent on R&D in 2011.
There is 4 steps for innovation:
- Research
- Develop
- Production
- Marketing
At every stage in the process, the R&D
teams collaborate closely with colleagues in
marketing and supply chain to ensure the
new product fits with the brand and can be
successfully manufactured and distributed.
 Brands and innovation are at the heart of
Unilever does. Unilever focuses on rolling
out more innovations faster and to more
markets.
 The strength of Unilever lies in brands
that consumers love to buy and use. As
Unilever invest greater and greater effort
in understanding consumers’
relationships with products, they find that
they are looking for brands that make a
difference in their lives and to their world.
Today’s Unilever
 Market Cap $122.32 B(As of
May 2013)
 Employees: 173,000
 Sales: $67.71 B
 Cash on Hand:$3.78 B
 Debt:$13.49 B
 Revenue:$67.71 B
 Assets:$59.91 B
 Profit:$5.92 B
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Forbes Lists
#103 Global 2000
#117 in Sales
#89 in Profit
#397 in Assets
#41 in Market value
#61 Innovative Companies
(#74 in 2011)
More than 2 billion consumers
worldwide use a Unilever product on
any given day.
Products are sold in more than 190
countries,
Emerging markets now account for
55% of our business.
14 brands with sales of more than €1
billion a year.
Green Unilever
 100% of our palm oil purchases in
2012 were from sustainable sources.
 39% of all our tea sourced comes
from farms certified by Rainforest
Alliance.
 The greenhouse gas footprint of
the use of our products has
reduced by around 6% since 2010.
 Over half of our 252 manufacturing
sites across the world send no nonhazardous waste to landfill.
S
 Strong company
image
 Strong portfolio of
brands and diversified
product range
 Research and
development
 Competitive
advantage
 Economy of scale
 Promotion, marketing
and advertising
O
 Health conscious
products demand
 Changing life styles
 Emerging new
markets
 Increase production
volumes
 Move operations to
undeveloped
countries
W
o Strong
competitors
o Substitute
products
T o Economic
o
o
o
o
downturn
Environmental
effects
Global
competition
New local
products
Legal effects
NOT BOSSES BUT LEADERS
„I want some kind of a checklist…“
Peter Reed
„Practice makes leaders.”
„ The power of fear ?“
Leadership’s practise is an art
Management’s practise is a science
„Managers are necessary
LEADERS ARE ESSENTIAL!“
„You are a Leader, a colleague and a follower at the same time.“
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clear and realistic goals
50 percent of results belonging to team members
and 50 percent of results belonging to leaders of a
project
1)Where did we come from?
2)Where are we now?
3)Where do we want to go?
4)How can we reach the aim?
„Gaining respect & giving respect.“
„ …means not separating oneself from people.“
Video: http://www.youtube.com/watch?v=6QV1RGMLUKE