PPCO Twist System
Total Page：16
File Type：pdf, Size：1020Kb
Load more
Recommended publications
-
Moosejaw Market Expansion Into France
Bowling Green State University ScholarWorks@BGSU Honors Projects Honors College Spring 5-17-2019 Moosejaw Market Expansion into France Rachel Renou [email protected] Follow this and additional works at: https://scholarworks.bgsu.edu/honorsprojects Part of the Business Administration, Management, and Operations Commons, E-Commerce Commons, International Business Commons, and the Marketing Commons Repository Citation Renou, Rachel, "Moosejaw Market Expansion into France" (2019). Honors Projects. 439. https://scholarworks.bgsu.edu/honorsprojects/439 This work is brought to you for free and open access by the Honors College at ScholarWorks@BGSU. It has been accepted for inclusion in Honors Projects by an authorized administrator of ScholarWorks@BGSU. 1 Moosejaw Market Expansion into France Rachel Renou Honors Project Submitted to the Honors College at Bowling Green State University in partial fulfillment of the requirements for graduation with UNIVERSITY HONORS DATE Dr. Zhang Management Department; College of Business, Advisor Dr. Gremler Marketing Department; College of Business, Advisor 2 Table of Contents Executive Summary…………………………………………………………………………….....3 Introduction………………………………………………………………………………………..4 Background……………….…………………………………………………………………….....5 Country Analysis………………………………………………………………………...…….….8 Political Environment……………………………………………..………………..…..…8 Social/Cultural Environment………………………………………………………….....11 Industry/Business Analysis…………………………………………………………………..….16 Five Forces Analysis……………………………………………………………………….....….22 SWOT Analysis……………………………………………………………………………….....27 -
A Perfect Score the Airport As Travel- Ers Posted Video and Photos Online Jasper High School of Officers with Their Junior Earns Perfect Weapons Drawn
INSIDE TODAY: Top Trump aide exiting: First shoe to drop in wider shuffle? / A8 MAY 31, 2017 JASPER, ALABAMA — WEDNESDAY — WWW.MOUNTAINEAGLE.COM 75 CENTS CURRY HIGH SCHOOL BRIEFS Armed man at Orlando airport in An impactful gift police custody Bush Hog donates mower to Curry ag program Police say a gun- man at the Orlando By JAMES PHILLIPS “We are very thankful for the kind- International Airport Daily Mountain Eagle ness that has been shown to our pro- has been taken into gram,” said Stephen Moore, ag CURRY — The agriscience program instructor and Future Farmers of custody and that at Curry High School recently received America advisor at Curry High. “This everyone is safe. a large donation from an Alabama- is a big deal for our turf management Orlando police based company. students.” Bush Hog, based in Selma, presented During the 2016 school year, 30 of said a call about an CHS with a professional level, zero- Daily Mountain Eagle - James Phillips armed man came in the 120 agriscience students at Curry turn mower for the turf grass manage- received their turf management cre- Rep. Connie Rowe, right, and Dorman Grace speak to about 7:30 p.m. and ment certification aspect of the dential, which gives students a founda- Curry High officials and students Friday to announce the situation was re- program. The mower is an estimated See CURRY, A7 donations to the school’s agriscience program. solved nearly three value of $6,000. hours later, after a crisis negotiator was called in to INSIDE help. The situation created confusion and uncertainty at A perfect score the airport as travel- ers posted video and photos online Jasper High School of officers with their junior earns perfect weapons drawn. -
Next / / Visualthinking.Co.Uk
Research Briefing Winter 2018 Transforming the Department Store New. Updated. / Back Next visualthinking.co.uk / 1 About The very definition of the department store is in flux. Since we published our first report on mainstream department stores, the sector has seen acquisitions, restructuring and hundreds of store closures. Visual Thinking knows a thing or two about the department store What department stores will look like in the next five years is one sector. With 25 years of experience, we’ve enabled some of its question; but what about the here and now? The hard truth is that biggest names to see real and immediate breakthroughs in store retailers must balance the need for long-term strategy with the more performance. Our team of retail transformation specialists are immediate reality of poor store performance. Many do not have the dedicated to helping retailers take stores from the everyday to the luxury of time to get it right; with individual stores and even the very exceptional. Whether your focus is on game-changing methods existence of the retailer themselves under continued threat. or continuous improvement, we turn big strategy into meaningful In this report, Visual Thinking has set out to explore the current action – informing policy, embedding change, empowering teams challenges and opportunities facing our mainstream department stores and engaging shoppers. No one delivers visible change instore if they are to turnaround their commercial fortunes. Not at some point better and faster. in time, but today. For more information visit: We hope this report, supported by exclusive research conducted by www.visualthinking.co.uk Roamler and expert opinion and analysis, goes some way to answering the key questions facing the sector. -
Deloitte Studie
Global Powers of Retailing 2018 Transformative change, reinvigorated commerce Contents Top 250 quick statistics 4 Retail trends: Transformative change, reinvigorated commerce 5 Retailing through the lens of young consumers 8 A retrospective: Then and now 10 Global economic outlook 12 Top 10 highlights 16 Global Powers of Retailing Top 250 18 Geographic analysis 26 Product sector analysis 30 New entrants 33 Fastest 50 34 Study methodology and data sources 39 Endnotes 43 Contacts 47 Global Powers of Retailing identifies the 250 largest retailers around the world based on publicly available data for FY2016 (fiscal years ended through June 2017), and analyzes their performance across geographies and product sectors. It also provides a global economic outlook and looks at the 50 fastest-growing retailers and new entrants to the Top 250. This year’s report will focus on the theme of “Transformative change, reinvigorated commerce”, which looks at the latest retail trends and the future of retailing through the lens of young consumers. To mark this 21st edition, there will be a retrospective which looks at how the Top 250 has changed over the last 15 years. 3 Top 250 quick statistics, FY2016 5 year retail Composite revenue growth US$4.4 net profit margin (Compound annual growth rate CAGR trillion 3.2% from FY2011-2016) Aggregate retail revenue 4.8% of Top 250 Minimum retail Top 250 US$17.6 revenue required to be retailers with foreign billion among Top 250 operations Average size US$3.6 66.8% of Top 250 (retail revenue) billion Composite year-over-year retail 3.3% 22.5% 10 revenue growth Composite Share of Top 250 Average number return on assets aggregate retail revenue of countries with 4.1% from foreign retail operations operations per company Source: Deloitte Touche Tohmatsu Limited. -
Walmart Inc. Takes on Amazon.Com
For the exclusive use of Q. Mays, 2020. 9-718-481 REV: JANUARY 21, 2020 DAVID COLLIS ANDY WU REMBRAND KONING HUAIYI CICI SUN Walmart Inc. Takes on Amazon.com At the start of 2018, Walmart faced critical decisions about its future as e-commerce continued to explode. Walmart just lost its long-held crown as the most valuable retailer in the world to online leader Amazon. With Amazon’s recent acquisition of Whole Foods for $13 billion, Amazon moved aggressively into the offline world to challenge Walmart in its biggest business, grocery. Walmart was not standing still, making moves like buying Jet.com for $3 billion in 2016. While Walmart’s U.S. e- commerce revenues grew to $11.5 billion in 2017, there was no debate in Bentonville, AR: Walmart remained far behind. The question for Walmart CEO Doug McMillon and Walmart.com head Marc Lore was how to respond to its most aggressive competitor ever (Exhibits 1a and 1b).1 Amazon The Early Years (1994–2001) Jeff Bezos founded Amazon in 1994 to exploit the Internet, still a relatively nascent technology. He determined that selling books online was most promising, because the number of titles available was greater than even the largest brick-and-mortar store could stock. Bezos and his wife drove west to start “Earth’s Biggest Bookstore” in Seattle, WA. Amazon offered 1 million titles for sale on its opening day in July 1995. Next year, the company had over 2.5 million book titles for sale, with revenue doubling every quarter (Exhibit 2). -
Hudson's Bay Company 2016
HUDSON’S BAY COMPANY 2016 CORPORATE SOCIAL RESPONSIBILITY REPORT TABLE OF CONTENTS P.3 P.32 CORPORATE SOURCING OVERVIEW ETHICALLY P.7 P.41 INVESTING IN ENGAGING OUR COMMUNITY OUR PEOPLE P.23 P.52 CONTRIBUTING TO A SUSTAINABLE REPORTING ENVIRONMENT PARAMETERS EXECUTIVE MESSAGE For more than three centuries, Hudson’s Bay Company has been making history by prove to be very effective, reducing lost time injuries over last year. We’re also proud seeing the possibility in tomorrow and bringing it to life. From our first fur trading to report that we’ve made considerable headway in our goal of reducing greenhouse post, to becoming a leading global all-channel retailer, our rich heritage is matched gas emissions by 10% by 2020, with an 8.9% reduction off our baseline. only by our passion for our future—we are continually energized by what we’ve yet to create. Our associates around the world have an exceptional sense of purpose and pride in HBC. Their incredible passion and excitement for the future of our company is 2016 was a year of immense change in the retail sector and once again HBC was an the driving force behind our accomplishments in the past year. We look forward to industry leader, visualizing and creating the department store of the future. While working together for years to come to make a positive impact on the world as we are laser-focused on taking decisive action to ensure continued performance we move forward. and strengthening our balance sheet, we are equally committed to growth that is sustainable, ethical, and good for both people and the planet. -
Acquisitions: Walmart Vs Amazon Scott Imss
University of Arkansas, Fayetteville ScholarWorks@UARK Finance Undergraduate Honors Theses Finance 5-2018 Acquisitions: Walmart vs Amazon Scott imsS Follow this and additional works at: http://scholarworks.uark.edu/finnuht Part of the Accounting Commons, Business Administration, Management, and Operations Commons, Corporate Finance Commons, E-Commerce Commons, and the Finance and Financial Management Commons Recommended Citation Sims, Scott, "Acquisitions: Walmart vs Amazon" (2018). Finance Undergraduate Honors Theses. 46. http://scholarworks.uark.edu/finnuht/46 This Thesis is brought to you for free and open access by the Finance at ScholarWorks@UARK. It has been accepted for inclusion in Finance Undergraduate Honors Theses by an authorized administrator of ScholarWorks@UARK. For more information, please contact [email protected], [email protected]. Acquisitions: Walmart vs Amazon by Scott T. Sims Advisor: Dr. Craig Rennie An Honors Thesis in partial fulfillment of the requirements for the degree Bachelor of Science in Business Administration in Finance and Accounting. Sam M. Walton College of Business University of Arkansas Fayetteville, Arkansas May 11, 2018 1 Executive Summary The retail industry is in the process of undergoing major change. Historically big box brick and mortar strategies have dominated, but this is changing in the age of impatience and instant gratification. As consumers want items more conveniently, online retail has taken hold with no semblance of anticipated decline. At the forefront of this transformation are two industry giants: Walmart and Amazon. Walmart finds itself on the side of brick and mortar with 11,718 physical retail locations worldwide. Amazon is dominating the online retail space with control of a staggering 44% of all US e-commerce sales in 2017. -
Catalog of Data
Catalog of Data Volume 5, Issue 10 October 2013 AggData LLC - 1 1570 Wilmington Dr, Suite 240, Dupont, WA 98327 253-617-1400 Table of Contents Table of Contents ................................................................................................... 2 I. Explanation and Information ............................................................................ 3 II. New AggData September 2013 ........................................................................ 4 III. AggData by Category ........................................................................................ 5 Arts & Entertainment .......................................................................................... 5 Automotive ......................................................................................................... 5 Business & Professional Services ......................................................................... 8 Clothing & Accessories ........................................................................................ 9 Community & Government ............................................................................... 13 Computers & Electronics ................................................................................... 13 Food & Dining ................................................................................................... 14 Health & Medicine ............................................................................................ 23 Home & Garden ............................................................................................... -
Q3 2017 E-Commerce/Internet Retailing
E-COMMERCE/INTERNET RETAILING Q3 2017 CONTACTS MERGER & ACQUISITION OVERVIEW Lisa Tolliver Due to the advantages e-commerce platforms are able to offer over traditional brick-and- Director mortar stores on price, convenience and product availability, websites are rapidly stealing (312) 674-4532 consumers from traditional retailers and leaving big box stores scrambling to keep up. [email protected] While some stores have had success building out their own e-commerce platform, many others are turning to acquisitions as a way to drive growth and compete with online Ted Polk behemoths like Amazon. Managing Director (312) 674-4531 Walmart, for example, spent $3.3 billion in August to acquire Jet.com, an online retailer [email protected] founded by former Amazon employees. Since then, the company has made at least four e-commerce acquisitions, including its June purchase of internet clothing brand Bonobos Parker Dwyer for $310 million. However, major superstores are not the only companies purchasing Associate online sellers in order to boost sales; M&A has been pervasive across the entire retail (312) 674-4533 industry. One notable example, PetSmart’s April acquisition of Chewy.com, a fast-growing [email protected] pet food and product site, represents the largest e-commerce acquisition to date at $3.35 billion. While many brick-and-mortar stores are expanding into e-commerce to complement their physical locations, some e-commerce sites are making moves to acquire physical stores in an effort to achieve the same sort of hybrid business model. In an attempt to reap some of the unique benefits of physical stores, Amazon recently spent $13.7 billion to acquire Whole Foods, representing its largest acquisition by a factor of more than ten. -
Title of White Paper
Food Fight: Discovering Eight Truths of the New Era of Retail CONTENTS 1.0 INTRODUCTION ............................................................................................................................................................... 2 2.0 RETAIL IS BROKEN AND MAJOR DISRUPTIONS ARE TO BE EXPECTED .................................................... 3 2.1 FOOD FIGHT .................................................................................................................................................................. 3 2.2 RETAIL TRUTH ............................................................................................................................................................. 5 3.0 SUCCESS GOING FORWARD IN RETAIL WILL REQUIRE HUSTLE AND GRIT ............................................ 5 4.0 POST CLIQUE LOGISTICS IS A BIG DEAL ............................................................................................................... 7 4.1 FOOD FIGHT .................................................................................................................................................................. 7 4.2 RETAIL TRUTH ............................................................................................................................................................. 9 5.0 IT IS NOT ABOUT BRICKS VS. CLIQUES, IT IS ABOUT BRICKS AND CLIQUES ..................................... 11 5.1 FOOD FIGHT .............................................................................................................................................................. -
2015 Corporate Social RESPONSIBILITY REPORT Table 14 of CONTENTS 10
Hudson’s Bay Company 2015 corporate social RESPONSIBILITY REPORT table 14 OF CONTENTS 10 3 25 Corporate Sourcing Overview Ethically 4 7 36 Investing in Engaging Our Community Our People 27 21 40 Contributing Reporting to a Sustainable Parameters Environment 39 Hudson’s Bay Company 2015 CSR Report 2 CORPORATE INVESTING IN CONTRIBUTING TO A SOURCING ENGAGING REPORTING OVERVIEW OUR COMMUNITY SUSTAINABLE ENVIRONMENT ETHICALLY OUR PEOPLE PARAMETERS EXECUTIVE MESSAGE 2015 was a truly remarkable year for Hudson’s Bay Company. Most As we progress on this exciting journey, plastics and cardboard recycling programs. notably, 2015 marks the year that North America’s oldest company HBC’s commitment to corporate social Our cardboard recycling initiative alone emerged as a major force in the global retail market. Through the responsibility has never been more saved the equivalent of more than 132,000 important. HBC is a proud member of the trees and more than 2 million litres of water. acquisition of GALERIA Kaufhof in Germany, and online retailer UN Global Compact and, as such, remains Additionally, we are working aggressively Gilt early in 2016, HBC has entered a new phase of global leadership, focused on aligning our operations with toward achieving a 10% greenhouse gas in both business and corporate social responsibility. the UNGC’s Ten Principles on human reduction by 2020. rights, labour, the environment and anti-corruption. Together, we are taking We’re incredibly proud of our strategic action to make the world a better accomplishments in the past year. place, with an emphasis on collaboration Through a culture that fosters trust, and innovation. -
Strategic Retail Management Text and International Cases 3Rd Edition Strategic Retail Management Joachim Zentes • Dirk Morschett • Hanna Schramm-Klein
Joachim Zentes Dirk Morschett Hanna Schramm-Klein Strategic Retail Management Text and International Cases 3rd Edition Strategic Retail Management Joachim Zentes • Dirk Morschett • Hanna Schramm-Klein Strategic Retail Management Text and International Cases 3rd Edition Joachim Zentes Hanna Schramm-Klein FB Wirtschaftswissenschaften, Universität Siegen Universität des Saarlandes Siegen, Germany Saarbrücken, Germany Dirk Morschett Universität Fribourg Fribourg, Switzerland ISBN 978-3-658-10182-4 ISBN 978-3-658-10183-1 (eBook) DOI 10.1007/978-3-658-10183-1 Springer Gabler Library of Congress Control Number: 2016954795 Springer Gabler © Springer Fachmedien Wiesbaden GmbH 2007, 2011, 2017 This work is subject to copyright. All rights are reserved by the Publisher, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, repro- duction on microfilms or in any other physical way, and transmission or information storage and retrieval, elec- tronic adaptation, computer software, or by similar or dissimilar methodology now known or hereafter developed. The use of general descriptive names, registered names, trademarks, service marks, etc. in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use. The publisher, the authors and the editors are safe to assume that the advice and information in this book are believed to be true and accurate at the date of publication. Neither the publisher nor the authors or the editors give a warranty, express or implied, with respect to the material contained herein or for any errors or omissions that may have been made.