Following are the learning outcomes: to understand how the tools and frameworks of strategic analysis can be applied to understand the evolution of value creation and…
Following are the learning outcomes: to understand how the tools and frameworks of strategic analysis can be applied to understand the evolution of value creation and capture in the FMCG industry; to analyze the core competencies of a company and understand their relevance in this fast-changing industry; to understand how to evaluate the pros and cons of a certain strategy and business model; and to develop strategic recommendations.
The case series traces the developments in China’s FMCG industry from the early 2010s to 2017, in general, and the efforts of Beijing WinChannel Software Technology Co., Ltd. (WinChannel) and its affiliated company, Huixiadan, in their attempt to apply new digital technologies to transform the traditional trade channel, in particular. The decision point of Case A, in early 2015, is how WinChannel can help improve the reach and efficiency of the traditional trade channel and wonders if the emerging online/mobile B2B FMCG platforms are the right solution for the increasingly digitized FMCG retail industry in China. The decision point of Case B, at the end of 2017, is how could Huixiadan’s business model be sustainable and what it should do to withstand the competitive threats even as it tries to exploit opportunities in the traditional FMCG industry in China.
Complexity academic level
It can be used with MBAs, EMBAs and senior executives.
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CSS: 11: Strategy.
A month or so after the Stresa meeting, the French ISHM chapter, organising a session on ‘Gallic inks’ (!), summoned me to deliver some comments on the 5th European Hybrid Microelectronics Conference. Although it was only a matter of interlude during this technical session, I felt the task quite a difficult one. It became a hazardous project when Brian C. Waterfield kindly asked me to let what is in fact a personal opinion—my personal opinion, standing back from my daily work—appear in Hybrid Circuits. I'll do my best.
A two‐day symposium will be hosted by the ISHM‐Can‐Am Chapter in Ottawa, Canada, on 19–20 June 1985. The event will concentrate on advances in Surface Mounted Technology and topics covered will include design rules and critical process parameters, multi‐stage attachment methods, advances in cleaning processes and fluids, robotic insertion of non‐standard components, automatic inspection, etc. A Tutorial will be held concurrently on rework techniques for surface mounted devices.
The UK's private security industry is an employer of substantial magnitude. APEX (1991) claim 30,000 members in this industry. Calculations of trade union penetration in…
The UK's private security industry is an employer of substantial magnitude. APEX (1991) claim 30,000 members in this industry. Calculations of trade union penetration in this sector are difficult because data on the industry is very patchy. APEX have quoted an estimate of approximately 100,000 employees, but other estimates suggest the figure is much higher, perhaps as many as a quarter of a million.
ISHM (UK) presented a technical meeting on this topic on the 23rd October 1982 at the Cunard International Hotel, London. The meeting was attended by some 50 engineers, both those involved in the field of hybrids and potential users. It was generally felt that this was a useful meeting but more especially that it would have appealed to many potential users of hybrids, had the right people been able to be contacted.
Technical change and industrial relations are becoming inextricably linked together. There is a need for a clearsighted understanding of all the effects of technical…
Technical change and industrial relations are becoming inextricably linked together. There is a need for a clearsighted understanding of all the effects of technical change at the workplace. This would entail a conceptual framework in which the interaction between social and technical factors could be properly identified. At establishment level the innovation process typically involves a balancing of the social, economic and technological vectors of change. Three short case studies into the innovation process at one of the key manufacturing plants of a major British vehicle producer are presented, examining a Machine Monitoring System, Team Working and Maintenance Function. It is clear that the linked issues of work practices and labour productivity which are to the forefront of workplace industrial relations exert a significant impact on the economic consequences of technical change. Where technological innovation involves significant change in work practices, such change will be facilitated when the forms of co‐operation it demands and the costs and benefits it creates are congruent with the respective power and policies of management and unions.
On 20 April ISHM‐Benelux held its 1988 Spring meeting at the Grand Hotel Heerlen. This meeting was totally devoted to implantable devices, in particular to the technologies used for these high reliability, extremely demanding devices. For this meeting ISHM‐Benelux was the guest of the Kerkrade facility of Medtronic. Medtronic (headquartered in Minneapolis, USA) is the world's leading manufacturer of implantable electronic devices. Apart from the assembly of pacemakers and heart‐wires, the Kerkrade facility acts as a manufacturing technology centre for Medtronic's European facilities.
The ISHM—Japan Chapter, comprising some 500 members, was represented at ISHM '84 by 60 members, 30 of whom attended as a group. Twelve papers were presented by Japanese delegates at the Conference held in the Loews Anatole Hotel from 17–19 October.