范文一:案例的英文版
It does not exist outside the eu production congener commodity alternative countries, this plan-construct one product price and the China price comparison of their products in China, said the dumping wireless network card for 150.
The European commission said the official gazette Option provide evidence that imports of wireless network card number and price level and market share has negative influence.
Complaints reported that in 2006, Option once dominated the market share, 72 percent in 2007, until the fierce to 5% of 2009. In 2007, China and the United States is the time to enter the European market products.
According to its annual report, Option2009 income from 2008 to 2.68 billion euros 1.47 million euros, a drop of 45.
The company's founder and CEO JanCallewaert admit 2009 is
Huawei, zte, and more than 50% of the total occupy market share,
two American companies are in China, so the wireless network card is China's exports to Europe market occupation.
In Europe, 80% of the wireless network card is sold to network operators, the network operation chamber will offer free service, with provide consumers with equipment. Therefore, in the case of China, in the judgment of the overall interests of export products, the main concerns groups is network operators. If dumping charges, network operators will immediately anti-dumping duties under the influence, and will determine whether the passed on to the consumer.
Safeguard measures that are relatively simple, just for the Chinese products are the profession harm or may bring harm.
Anti-dumping and safeguard measures, the difference is that the anti-dumping is hit the unfair competition, and safeguard measures mainly aims to protect domestic industries threatened
范文二:英文版学术论文
104F. Curbera et al.
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The Bite language has been implemented as a set of embeddable Java compo-nents. A “BiteManager” (referredto simply as manager) implements the lan-guage’s core execution semantics. A servlet is used to service incoming HTTP requests, forwarding them to the manager. This servlet has been tested through deployment into Jetty installations.
We now brie?y describe the runtime operation of the Bite engine. Incoming requests to URLs matching the This paper has presented the Bite Web–centric ?ow composition model through a discussion of its main design points and an overview of the language and implementation. Devlivering an composition mechanism for the development of Web applications and leveraging their work?ow model, Bite supports explicit encoding of compositional logic in a single programming artifact. Bite:Work?ow Composition for the Web 105 The Bite model is aligned with the resource-centric view of the Web, but is not limited to REST interactions alone, in line with current practice in the Web. Bite supports sophisticated asynchronous, multi-part work?ows as well as simple data composition ones. In Bite, work?ows are developed with minimal up-front overhead, aligning the development model with fast paced development practices of Web scripting languages. The runtime has been developed in Java and tested on the Jetty servlet engine, but is designed as an embeddable component that can be used in other runtimes. To fully exploit the potential of Web–centric compositions, we are starting new work in several areas. We are exploring a dedicated scripting syntax, as an alternative to Bite’s current use of XML. While XML ensures wide familiarity among developers, a scripting alternative can improve readability and usability. We are also planning to identify and support well known interaction patterns, such as the e-mail and form interaction shown in Section 5, using Bite’s tag library mechanism. We are considering a Since the submission for publication, a later version of the Bite language and runtime, under the title “the Project Zero assembly ?ow language,” has become publicly available [25]. Acknowledgement. The authors would like to thank Marc-Thomas Schmidt for his comments and advice regarding the general design of the Bite language and Xin Sheng Mao for his input on the use of Bite for data ?ows. References 1. Weerawarana, S., Curbera, F., Leymann, F., Storey, T., Ferguson, D.:Web Services Platform Architecture:SOAP, WSDL, WS-Policy, WS-Addressing, WS-BPEL, WS-Reliable Messaging, and More. Prentice-Hall, Englewood Cli?s (2005) 2. Bosworth, A.:ICSOC 2004keynote talk. Adam Bosworth’s Weblog (2004), http://www.adambosworth.net/archives/000031.html 3. Anonymous:ProgrammableWeb.com (2007),http://www.programmableweb.com/ 4. OASIS:Web Services Business Process Execution Language Version 2.0. (2007), http://docs.oasis-open.org/wsbpel/2.0/wsbpel-v2.0.html 5. Dustdar, S., Schreiner, W.:A survey on web services composition. Int. J. Web and Grid Services 1(1)(2005) 6. Kuhlman, D.:Work?ow and REST how-to. Personal Web site (2003), http://www.rexx.com/~dkuhlman/workflow_howto.html 7. Ruby, S.:Continuations-for-curmudgeons. Blog post (2005), http://www.intertwingly.net/blog/2005/04/13/Continuations-for- Curmudgeons 106F. Curbera et al. 8. Thomas, D., Fowler, C., Hunt, A.:Programming Ruby:The Pragmatic Guide, 2nd edn. Addison-Wesley, Reading (2004) 9. Apache:Apache Cocoon, Control Flow. (2006), http://cocoon.apache.org/2.1/userdocs/flow/index.html 10. Apache Jakarta:Java?ow (2006), http://jakarta.apache.org/commons/sandbox/javaflow 11. Tate, B.:Crossing borders:Continuations, web development, and java programming (2006),http://www-128.ibm.com/developerworks/java/library/ j-cb03216/?ca=dgr-jw22StatelessWeb 12. Belapurkar, A.:Use continuations to develop complex web applications. IBM developerWorks (2004), http://www-128.ibm.com/developerworks/library/j-contin.html 13. Straaten, A.V.:Continuations continued:the REST of the computation (2006), http://ll4.csail.mit.edu/slides/rest-slides.pdf 14. zur Muehlen, M., Nickerson, J.V., Swenson, K.D.:Developing web services chore-ography standards -the case of REST vs. SOAP. Decision Support Systems 37 (2004) 15. Waterken Inc.:Web-Calculus. (2005),http://www.waterken.com/dev/Web/ Calculus/ 16. Yahoo Inc.:Yahoo pipes (2007),http://pipes.yahoo.com 17. Walsh, N., Milowski, A.:XProc:An XML pipeline language. Working draft, W3C (2007),http://www.w3.org/TR/xproc/ 18. Leymann, F., Roller, D.:Production Work?ow. Prentice Hall, New York (2000) 19. Gregorio, J., de hOra, B.:The atom publishing protocol. Internet draft, IETF Network Working Group (2007),http://bitworking.org/projects/ atom/draft-ietf-atompub-protocol-15.html 20. Active Endpoints, Adobe, BEA, IBM, Oracle, SAP AG:WS-BPEL extension for people (BPEL4People).IBM developerWorks (2007), http://www.ibm.com/developerworks/webservices/library/specification/ ws-bpel4people/ 21. Fielding, R., Gettys, J., Mogul, J., Frystyk, H., Mastinter, L., Leach, P., Berners-Lee, T.:Hypertext transfer protocol – http/1.1.Request for Comments 2616, IETF Network Working Group (1999),http://www.ietf.org/rfc/rfc2616.txt 22. Sun Microsystems:JSR-000245JavaServer Pages T M 2.1. (2004), http://jcp.org/aboutJava/communityprocess/final/jsr245/index.html 23. Curbera, F., Khalaf, R., Leymann, F., Weerawarana, S.:Exception handling in the BPEL4WS language. In:van der Aalst, W.M.P., ter Hofstede, A.H.M., Weske, M. (eds.)BPM 2003. LNCS, vol. 2678, Springer, Heidelberg (2003) 24. Milner, R.:Communicating and Mobile Systems:the Pi-Calculus. Cambridge Uni-versity Press, Cambridge (1999) 25. IBM:Project zero (2007),http://www.projectzero.org/ 1) 案例故事 (Case Story) At the end of 1990s, shampoo market was booming in China. With the flourishing Chinese brands, P&G was confronted with a tough time in company development internationally. In shampoo market, P&G was challenged by C-Bons and Unilever. In order to find a new growth point and change Chinese market situation, P&G focused on localization. In 1997, P&G made a new product strategy and began the market research and concept testing which lasted for three years. It adopted its usual methods which based on scientific and strict market testing in new product developing. In 2000, a new brand Ascend (pronounced in Chinese: runyan) appeared in public with an implied meaning of moistening and beautifying hair. With target women consumers aging from 18-35, Ascend made its purpose as presenting oriental women’s beautiful black hair. The appearance of Ascend shocked the whole shampoo market, especially its packaging, advertising image and publicity propaganda gave people great impression because of the advanced level. Ascend espoused natural beauty, and regarded women ’s beauty as the glinting diamond. It aimed for helping women to present their attractively moving appearance. Ascend shampoo contained traditional Chinese herb, polygonum which is helpful in moistening hair. What ’s more, it was the first shampoo which contained natural herb ingredient. Ascend was suitable for the Orientals because of its ingredient of Chinese herbal medicine. Attractively, a beautiful oriental girl with long black hair appeared in the creative advertisement which was designed to present black oriental hair. It fully revealed the natural beautiful concept of the Orientals. Ascend was firstly sale in Hangzhou province on September 10, 2001. The firstly target market was chosen as Hangzhou province for its potential business opportunities and modern feeling. Moreover, as an international tourist city, Hangzhou possessed profound traditional culture. So women living in the city were inevitably owned modern and traditional feelings together, which were coincided with Ascend’s theme. The product was completely different from two-in-one shampoo at that time; instead, it emphasized separately usage of shampoo and hair protector when washing hair. Actually, such a theme was to emphasize that the first step of possessing beautifully healthy hair was to use Ascend shampoo because there’s a faith of thoroughly washing every piece of hair, and then the usage of Ascend hair protector would moisten the hair and made it raven. After coming to the market for two years, Ascend still hadn ’t taken up the marketing. Instead, Hazeline shampoo which came to the market at the same time had successfully filled the gap left by Olive Polygonum shampoo. However, the sale of Ascend was disappointing, because its rank of popularity was not among those of the successful on the published list. In 2005, P&G bought Clairol which marked the failure of P&G’s first local brand, Ascend. The websites of Ascend’s online video ads: 2) 案例讨论 (Case Analysis) It is known that there are a lot of factors contained in developing products for foreign market. In general, developing products for foreign market should be made at the right time in the right place and by the right channel. However, according to the introduction of the background knowledge, it is obvious that there are some mistakes attributed to the failure of Ascend. 1. Primary target market setting With the declining of Chongqing Olive, Ascend should have promising business opportunity. However, P&G set Ascend’s target consumers as modern high educated city women aging from 18 to 35, and position the shampoo aiming to make hair raven. In reality, such a consumer group is usually the most fashionable one. Though black hair was welcomed from 1994 to 2000, once the fashion concept altered, these consumers would abandon raven hair. In a word, the consumer market was not stable, which led to the insufficient target market capacity. 2. Product From 1994 to 2000, Chinese domestic fashion trend was healthy raven hair. At that time the traditional two-in-one shampoo was still very popular. However, P&G spent three year to develop new products of shampoo and hair protector, and claimed that the best way of keep raven hair was to wash hair with shampoo firstly and then hair protector. The consumers’ habit and knowledge of shampoo were greatly challenged. Although Ascend concept was innovative at that time, it advanced consumers’ hair washing habit at that time. For marketeer, if you want the new concept of your product can be accepted by the consumers, you should make sure consumers’ feedback in advance; otherwise, it will go against the following promotion. Influenced by the two-in-one concept at that time, Ascend lost many additional interests compared with other congeneric product. As a result, consumers’ purchasing enthusiasm was reduced. 3. Promotion Although P&G endeavored a lot in product promotion, especially the perfect innovative video ads, distinctive public activities, considerate online promotion, and attractive sale, it also had some deficiencies leading to the choke point in marketing. (1) Advertising deviation Ascend advertising highlighted its feature of bring raven hair, but ignored a key point, containing of moisten herb essence which would make a great fortune. Then consumers couldn’t clearly distinguish features of Ascend and other shampoo product. As a result, though Ascend drawn a lot of attention, it couldn ’t arouse consumer s’ purchasing desire. What is worse, consumers ’ impression of P&G’s chemical constitution was removed by the beautiful raven hair in advertising. (2) Blind online promotion Although P&G’s online product promotion was innovative at that time, and is still of reference value, we should notice that some online promotion was made in online game. The target women consumers aging from 18 to 35 did not spend much time in playing online game, resulting the false believe that the high click rate was made by target consumers. At last, the high investing cost didn’t get expected payback. Questions for group discussion 1. What inspirations can you get from the failure of P&G’s new product developing in China? 2. According to your understanding of developing products, when is the right time for product promotion? 3. Do you know a successful product developing for foreign market? Please try to analyze its successful experience. 3) 案例总结 (Case Summary) 海外新产品研发是每一个成功的企业的必经之路,它不仅可以冲出已经趋于饱和的国内市场,而且也为提高企业知名度做出巨大贡献,最终给企业带来巨额收益。然而,如果没有把握新产品研发和推广时机,抑或目标市场判断错误,这无疑是精力、财力、人力的巨大损失。通过以上对宝洁公司润妍案例的分析,不难得出以下结论: 1、 目标人群有误,失去需求基础 润妍从孕育开始,就应该是一个别人市场制造之后的延续产品,因为这一部分人群已经具有对黑头发的认知和使用习惯,也是品牌切入最为经济的办法。然而宝洁居然舍弃了已经存在的市场而独辟蹊径,将目标人群定位为18-35岁的城市高知女性,于是我们可以看到润妍具有唯美的广告形象和唯美的视觉冲击,其包装也是素雅和高贵的。但问题在于这部分人群是否是真正的购买者? 事实上,这类消费群体往往趋向追逐潮流。虽然1994-2000中国 有一股强劲的“黑发风”,或许受之影响,润妍的黑发概念吸引了这类消费群体,但是随着潮流的前进,她们不会永远只停留在黑发上。况且,润妍正式推广已经到了这股潮流的末期,并不能逆转潮流趋势。而且润妍的网络广告宣传也出现失误,因为一部分广告投入到网游上,而润妍的目标消费人群是18-35岁城市女性,她们很少接触网游。可见所谓的网络广告高点击率的真实性值得怀疑。 2、 未突出新功能和配方,购买诱因不足 就现有成功运做的品牌而言,消费者真正的购买诱因更多的集中在植物、天然或品牌形象上,而黑头发的作用并不明显。事实上,黑头发我们都喜欢,也都认同,就象东方美一样,但是单纯东方美已经是我们所具有的特质,也是无法去感受到改变的,因此不会因为这个原有多少人去尝试购买,即使买了,也会因为效果不明显而放弃。由此我们不难发现,黑头发仅仅是符合现有消费者的认同和情感联想,而其它的支撑或利益才是购买诱因。这也就是为什么看夏仕莲广告的有24%左右的人愿意尝试购买,而润妍的不过2%的原因。 其实,润妍刚刚上市之初的策略还是较为有效的,突出中草药的概念而不是简单的黑头发,其所做的促销及赠品也都是在这一点上突破的。但是,遗憾的是,也许宝洁以为,形象的作用更为明显,于是在中草药的概念尚未深入人心之际就开始转变策略,将润妍的品牌完全形象化,在推广时犯了炫耀性销售的毛病。广告和赞助活动高潮迭起,但却不能给消费者真正的触摸,美则美,却似乎只是搭建了一个海市蜃楼。润妍在丰富的推广中没有把消费者最重视的利益点突出来,这就使产品脱离了根基,轰轰烈烈的广告中掩盖了润妍的植物中草药配方的特性,只留给消费者一幅美丽却苍白的图画。据调查发现,大部分消费者都不知道润妍的中草药成分,更谈不上知道它的功能了,消费者印象深刻的仅仅只是黑发,而没有滋润发质的中草药精华。 Notes on Case Analysis David Robinson, September 2008 Business school cases are quite long and complicated. We study cases not so much to find the right answer, but to train ourselves in systematic analysis so we will be effective decision makers in the business world. Successful case preparation depends on multiple readings of the case and multiple points of view. Multiple Readings of the Case If you attempt to analyze a case by pulling an “all-nighter” (waiting until the last minute, spend hours poring over the case and going line by line looking for insights) you will be overwhelmed. You should plan for multiple readings of the case over several days, complemented by group meetings and discussion. Multiple Points of View Even if you are preparing to write an individual brief, you should plan to discuss a case with a study group. You’ll notice that in business the major consulting firms always assign a team of people to each client, not just their single best industry expert. The reason for this is that no one person is likely to comprehend all the problems a firm faces. No two individuals are likely to have the same insights, but the combined wisdom of a team is likely to come up with a fairly comprehensive analysis. First Reading of the Case You should read the case first on your own—if you meet with your study group and open the case book and say, “OK, what’s this about?” there is every likelihood that your team will degenerate into “group think” (one person comes up with a plausible solution and everyone else concurs in a false consensus without challenging either the analysis or solution). In your first reading, read through the whole case quickly and try to get some sense of the following: 1. How is this industry organized (e.g. fragmented, a few dominant players; strong buyer power or producers have the upper hand)? 2. In general, how is the firm doing? What is going well and what less well? 3. How would we describe the current situation? 1 a. Competitive situation b. Technology c. Consumer demand and preferences 4. What appear to be the key success factors in this industry (e.g., technology leadership or channel relationships)? 5. What do the problem areas seem to be? 6. What has the firm tried so far? What worked and what didn’t work? Second Reading of the Case Before starting your second reading of the case, be sure to take a break. In the interim, ideas will pop into your head: Questions to ask, and possible solutions for the firm’s problems. In your second reading, you will go more slowly through the case and mark it up. You’ll develop your own personal style, either taking notes or using multiple colored highlighters for: ? Problems ? Players (specific decision makers) ? Numbers (key figures are often buried in the narrative). Take a careful look at each Table and Exhibit and try to determine why the case writer offered this information. It could be general industry background, the source of a key figure such as Overhead or Retail Margin, or it might be irrelevant information. Meet with your Study Group Even if you are writing an individual brief, at this point in the process you should take advantage of a study group meeting. Assuming that the group members are all reasonably well prepared, aim to come away from the meeting with a good sense of the following: ? An understanding of all the problems the firm faces ? An ordering of those problems from most important to least important o In general, the most important problems are defined by immediacy (how soon does the firm have to decide), impact (is this something that will close the firm down, or is it just a minor loss of market share or profitability) and likelihood (earthquakes and hurricanes have devastating impacts but are relatively rare—in the meantime, the firm has to go about its business.) ? For the main problems, develop a list of all possible solutions (including the option of “do nothing”) 2 o Understand that there’ll be some problems that you won’t have room or time to address ? Once all the possibilities have been laid out, go back and test the merits of, and objections to each one. As you discuss possible solutions, be sure to stay at a strategic, “big picture” level with proposals such as: “Make a new marketing mix to appeal to a new group of customers” rather than a minute detail of implementation such as: “We could offer 50 cent coupons.” For each option, it’s a good idea to develop some approximate numbers: How much will each proposal (such as product development, heavy mass media advertising) cost? What is the payoff likely to be? Make some quick “back of the envelope” rough-number calculations. Achieving Consensus If you are writing an individual brief, or just preparing for in-class discussion of a case, the good news is that you don’t have to agree with your study group members on either which is the most important problem, nor on the best solution. So there’s no need to waste time (and hurt feelings) on arguing to the death for a particular point-of-view. Of course, if the task is to make a group presentation or to write a group brief, you’ll need to come to a consensus on the major approach to the case. Usually, it’s fairly easy to achieve a common point-of-view. However, if you are engaged in a head-to-head battle, it’s worth revisiting the reasons for and against each position to see whether something has been overlooked (is there a definitive objection to one proposal, for example). The one thing that you must avoid is attempting to begin to write while there are still opposing views as to the approach your group will take—the result will be illogical and ineffective. Remind one another that there’s no “right answer”—cases are deliberately set up so that a case can be made for one of several courses of action. There are a few strategies that are clearly wrong (e.g., heavy promotional expenditures when the firm has run out of cash), you can usually craft a good strategy (and earn a high score!) by any one of several possibilities. So, get on board with the consensus and see how to promote that approach. The Third Reading Now you are ready for the third, very careful, final reading of the case. By now you’ll know your way around the case so you’ll be able to go quite quickly. You will be looking for specific facts (such as margins, Cost of Goods Sold ratios, etc.) On a group project, it’s often quite efficient to do the third reading together; for individual projects, since you don’t need to agree with your group, you can disperse and do this reading on your own. Develop the financial models to show that your proposed solution is the best. A good tip is to “turn on Excel before you turn on PowerPoint or MS-Word.” There’s nothing worse than a group that 3 comes into office hours and says: “We decided to launch the new product—can you show us the calculation. (The calculation should’ve been done first , before a decision was made to launch.) Next, gather together the “soft” reasons that support your position, such as consumer trends or “fit” (for example, the firm has a history of making acquisitions within the industry so this proposal fits with past practice.) Next, look at the assumptions you are making (channel members will carry the new model, suppliers can make the parts, for example.) At this point, you can make an outline. If you are writing alone, a few hand-written notes will make sure you are not repetitive on the one hand, nor leave out something important on the other. For a group brief or presentation, it’s much better to struggle over the outline (what is general strategy versus what belongs later as an implementation step?) than to have to revise the work product after the fact. Write, then Edit Groups don’t write briefs or PowerPoint slides—individuals do. That is to say, even on a group project, only one pair of hands can be on a single keyboard at once. More time is wasted in Business School with groups battling out sentence structure word by word than on any other pointless activity. With an agreed outline, it’s easy to divide the work. Get away from one another, write your piece and then put the brief or presentation together. For individual as well as group projects, a final edit can be the key between a good and excellent brief. Again, make sure you’ve left enough time to take a break so you look at your nearly-finished project with fresh eyes. For a group brief, it’s a good idea to elect one person as the “editor” and agree ahead of time the limits of editing (for example, is word-choice a legitimate change, or should the editing be limited solely to grammar, spelling and format?) For group presentations, when you first assemble all the slides, you’ll invariably find you have too many. Move the ones that add too much detail (for example, the calculation showing how you arrived at a particular figure) to the end to use as backup during Question and Answer. 4 Schemes of Analysis To this point, the approach to case analysis has been rather pedestrian, with no particular structure offered for analysis. Such structures as the “Seven S Model” favored by McKinsey, the “Three C’s Model 1” (Costs, Customers and Competitors) or SWOT Analysis (Strengths, Weaknesses, Opportunities and Threats) are recommended for gathering together information in complex situations. They are useful in case interviewing where you must carry a lot of information in your head, perhaps less useful in class where we have a pre-defined structure for case briefs. Where you are analyzing a case for a term project or final exam, one good last-check is to run through your courses and see if there’s anything you’ve missed, the so-called “MBA Screen”: Are there any Micro-economic issues here? What are the Macro-economic issues? Have I missed anything from Accounting, from Cost structure, etc, etc? Just as operas always begin with an overture and Shakespeare plays begin with a prologue, there are certain conventions with Harvard-style business cases. While some of these conventions are part of the art form of case-writing, most of them have a purpose: They model what you will see in the real world. 1. Numbers Most of these are in the case for a reason, pay particular attention to them. For example, if you read: “The margin on the new model was less than 20 percent.” This should alert you that the margin on other models was higher. Look for that number. Watch out for the trick of burying numbers in the narrative: “Test markets showed that fewer than seven percent of customers chose the luxury model.” 2. Conflicting numbers Try asking a consulting client a question like: “So, how much does a typical customer spend?” You’ll get different answers from each person in the firm. For cases, watch out for industry averages versus what the firm experiences and estimates versus actual results (results, of course, top estimates). If there are two irresolvably conflicting numbers you can take a simple average, or (better) test your model with both numbers. 1 But see “Three C’s, Maybe Four or More” on my website Harvard Case Writing 5 3. Irrelevant numbers Most cases are packed with irrelevant detail. For example, “The firm was awarded US Patent 1222-5768.” You’ll learn to ignore such numbers. 4. Distracters Most business cases will include long narratives that—while interesting— provide no information that is dispositive to the case. Again, you’ll learn to skip long stories about the ancient history of the firm and deep background paragraphs that begin, “Tennis was first played as a game in the palaces of the Tudor monarchy.” In short, “who cares?” Some cases are “Alice in Wonderland” cases—they came, they looked around, everything was strange and wonderful. Then they went home. In general, we work hard to avoid assigning these “vanity” cases. (They may have a function in describing what a great firm did to execute a successful strategy, but they lack a state of tension—there is no decision to be made, everything is perfect.) In other cases, the chief decision is often introduced on page one and then recapitulated in the last few paragraphs: “And so, as he looked out the window, he was wondering whether to invest heavily in new productive capacity at a time when the industry was competing heavily on price.” Sentences like that pretty much set up for you the main decision in the case. A few cases actually end with specific numbered questions. However, in many briefs the most important task is to figure out what really is the problem. This parallels a situation that we often see in business where a firm decides to “call in the consultants.” Everything is a mess and it’s not clear where to start. Along the way, you may find yourself tossed a bone to chew on. A bone, is something semi- nutritious that you throw out to your dog to gnaw on until you have the time to fix him dinner. In Harvard cases, buried in the narrative you may find some fascinating questions about, say, the future of the industry or the long-run effect of the emerging middle class in Asia. “Bones” aren’t true distracters—they’re not entirely irrelevant—but they are just something for you to chew on until you get to the real “meat” of the case: the specific decision that the firm must take. 6 McDonald's Corporation Company Table of Contents ● Executive Summary ● Introduction Industry Analysis ● Competitor Analysis ● SWOT Analysis Future and Recommendation Executive Summary McDonald's restaurant is a large chain fast food group and it has approximately thirty thousand shops in the world, the main selling is hamburgers, French fries, Fried chicken, soda, ice product, salad, fruit. After the financial crisis, most companies are experiencing a situation of fund shortage, how to get more profit has become the problem which the fast food industry must be facing with. Of course, the advantage of efficiency and convenience will be the important Opportunity to help the fast food industry to solve the problem. Now, McDonald's management is very good, but it still needs to improve in some places. Introduction McDonald's restaurant is a large chain fast food group and it has approximately thirty thousand shops in the world, the main selling is hamburgers, French fries, Fried chicken, soda, ice product, salad, fruit. McDonald's restaurants spread all over the world six continents in over countries. In many countries McDonald's represents of a kind of American way of life. In 2001, the net income of McDonald shrunk 17 percent to $1.64 billion. Though McDonald’s U.S. market share remained above that of competitors, it grew more slowly. Because of the “Big Mac Attack”, McDonald accelerated plans for “New Tastes Menu ” items. What’s more, McDonald ’s opened McCafe in order to double sales at existing U.S. restaurants over the next decade. The gourmet coffee concept was created to be placed within or adjacent to existing McDonald ’s restaurants. McDonald’s estimates that the new concept will boost sales by 15 percent. McDonald invested heavily in advertising its product and improving its public image. The advertising message of McDonald focused on tasty and nutritious food, friendly folks, and fun. Industry Analysis Nowadays, customers are tastes changing in the fast-food industry. Customers are eating out less often compared to previous years and eating habits are changing. Many younger customers are getting tired of fast food and are thinking about their health. A growing trend is the move by customers to non-hamburger sandwiches. In allusion to these changes, McDonald’s face to profit drains and earnings declines, so they must innovate and keep their quality in the market and special promotional strategies. McDonald ’s continue discounting and offering a variety of new products to attract customers, they also seek to shed their “cheap and greasy” image with new shore design. They are trying to increase the speed of drive-though delivery. McDonald’s trend is the recognition of the importance of heavy users of fast-food restaurants. Because customers do not want to sacrifice the convenience of fast food industry, they pay attention to meals that more upscale than traditional fast food, served in nicer restaurants with more comfortable surroundings, but faster than in traditional restaurants. Competitor Analysis 1. Major competitors in the hamburger segment McDonald ’s has three major competitors in the hamburger segment. These include Burger King, Hardee’s and Wendy’s. Both Burger King and Wendy’s have had small gains in market share while Hardee’s lost share. ●Burger King Corp. The menu overhaul is one part of a major turnaround strategy engineered by Burger King’s chairman and chief executive, John Dasburg, who joined the chain in 2000. Its ongoing effort to increase sales and market share, offered a new salad line and a permanent array of value-priced offerings, endeavors already under way at its fast-food competitors. ●Hardee ’s The chain posted year-to-year quarterly declines of 4.8 percent in company-owned same-store sales. The effort to reverse slowing but continuing sales erosion at Hardee ’s, the industry’s No.4 burger chain, had dominated management ’s attention in its conversion of Hardee ’s to a format called “Star Hardee’s. ” The company attempted to reverse sliding sales by introducing new items on the menu and joining the price-promotion burger wars. The company tested individual item discounts at most of Hardee’s company-owned units. ●Wendy ’s international Wendy ’s has had the strongest same-sales gains of the major burger chains in recent years. Chain officials and Wall Street analysts attributed at least part of the growth to Wendy’s line of four upscale salads called “Garden Sensations.” The nation’s No.3 burger chain holds an enviable position —analysts consistently rank it ahead of chief rival in quality, customer satisfaction, innovation, and unit-level sales. Wendy’s product line includes four core menu items: burger, chicken sandwiches, its value menu, and its Garden Sensations salads. The salad line is designed to provide custom taste comparable to salads offered by casual-dining chains 2. Major competitors in the non-hamburger segment ●Pizza Hut, “pizza and more “ Pizza Hut is one of the biggest and best-known pizza restaurants in the world after fifty years of development. One of their main strategies that they still follow today is the diversification of the products they offer. Pizza Hut is always adding something new to their menu, trying to reach new markets. They were trying to offer many different food items for customers who didn't necessarily want pizza. Another opportunity that Pizza Hut has is their new ordering online system. Anyone with Internet access can order whatever they wish and get it delivered to their house without even speaking to someone. Lastly, Pizza Hut has always valued customer service and satisfaction. In 1995, Pizza Hut began two customer satisfaction programs: a 1-800 number customer hotline, and a customer call-back program. These were implemented to make sure their customers were happy, and always wanted to return. ● KFC KFC, also known as Kentucky Fried Chicken, is a chain of fast food restaurants based in Louisville, Kentucky. KFC is currently one of the largest businesses of the global food service industry and is widely known around the world as the face of Colonel Sanders. The Colonel has spread his industry currently to more than eighty countries globally. Every day, nearly eight million customers are served around the world. KFC's menu includes Original Recipe chicken -- made with the same great taste Colonel Harland Sanders created more than a half-century ago. KFC primarily sells chicken in form of pieces, wraps, salads and sandwiches. While its primary focus is fried chicken, KFC also offers a line of roasted chicken products, side dishes and desserts. Outside North America, KFC offers beef based products such as hamburgers or kebabs, pork based products such as ribs and other regional fare. ●Taco bell Taco Bell is the No.1 Mexican fast-food chain in the U.S, with more than 5,600 locations, and it serves more than 36.8 million consumers each week .In China, only Shanghai and Shenzhen have such kind of restaurant. It has some unique food that other fast food restaurants don’t have. Thin flat bread filled with meat, cheese, particular raw vegetables and hot spicy sauce. A type of Mexican food made by folding a thin round piece of bread and putting meat, beans and cheese inside it. Small pieces of thin dry bread made from corn flour and eaten with melted cheese and a spicy sauce that usually contains beans. Because of its unique, the price of its food is usually high. SWOT Analysis McDonald's Strengths ● They successfully and easily adapt their global restaurants to appeal to the cultural differences. For example, they serve lamb burgers in India and in the Middle East, they provide separate entrances for families and single women. ● They have an efficient, assembly line style of food preparation. In addition they have a systemization and duplication of all their food prep processes in every restaurant. ● McDonald's takes food safety very seriously. More than 2000 inspections checks are performed at every stage of the food process. McDonalds are required to run through 72 safety protocols every day to ensure the food is maintained in a clean contaminate free environment. ● McDonald's was the first restaurant of its type to provide consumers with nutrition information. Nutrition information is printed on all packaging and more recently added to the McDonald's Internet site. McDonalds offers salads, fruit, roasted chicken, bottled water and other low fat and calorie conscious alternatives. Weaknesses ● Their test marketing for pizza failed to yield a substantial product. Leaving them much less able to compete with fast food pizza chains. ● High employee turnover in their restaurants leads to more money being spent on training. ● They have yet to capitalize on the trend towards organic foods. ● McDonald's have problems with fluctuations in operating and net profits which ultimately impact investor relations. Operating profit was $3,984 million (2005) $4,433 million (2006) and $3,879 million (2007). Net profits were $2,602 million (2005), $3,544 million (2006) and $2,395 million (2007). Opportunities ● They have industrial, Formica restaurant settings; they could provide more upscale restaurant settings, like the one they have in New York City on Broadway, to appeal to a more upscale target market. ● Provide optional allergen free food items, such as gluten free and peanut free. ● In 2008 the business directed efforts at the breakfast, chicken, beverage and convenience categories. For example, hot specialist coffees not only secure sales, but also mean that restaurants get increasing numbers of customer visits. In 2009 McDonald's saw the full benefits of a venture into beverages. Threats ● They have been sued multiple times for having "unhealthy" food, allegedly with addictive additives, contributing to the obesity epidemic in America. In 2004, Michael Spulock filmed the documentary Super Size Me, where he went on an all McDonalds’ diet for 30 days and wound up getting cirrhosis of the liver. This documentary was a direct attack on the QSR industry as a whole and blamed them for America's obesity epidemic. Due in part to the documentary, McDonalds no longer pushes the super size option at the dive thru window. ● Any contamination of the food supply, especially e-coli. ● Major competitors, like Pizza Hut, Taco Bell, Wendy's, KFC and any mid-range sit-down restaurants. Future and Recommendation After our group’s analysis, it is necessary for McDonald’s to use the Porter's five forces model in the production and operation to win the other competitors and get good development in the future. McDonald's know the strengths of competitors in the burger segment. McDonald's should analyses this point about their own enterprises, and make adjustments and improvements in the future. First, we should improve the process of making Hamburg, and improve the output efficiency of hamburgers. Second, at the same time, McDonald’s must also require food nutrition combination, only healthy food can attract customer. Finally, if the above two do it, we will be in the price improvement. Based on cost leadership strategy, we should reduce the cost of production, under the premise of ensuring the quality of products and services, to gain the largest market share in the competitive strategy. 范文三:宝洁润妍案例分析英文版
范文四:案例分析方法(英文版)
范文五:麦当劳案例分析-英文版