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  • WestJet Building a HighEngagement Culture Gerard Seijts Ken Mark 2009

    WestJet Building a HighEngagement Culture Gerard Seijts Ken Mark 2009

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    “I recently wrote an article about building a high-engagement culture at my previous employer. The results have been phenomenal.” It was published in the book called The Lean Startup – How Today’s Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses. Website In the essay I write: “At WestJet, it is the number-one priority to create an engaging and inspiring environment for our people to work in. We do it with the help of the Lean Management process that I mentioned in the last book.”

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    – In January 2008, Gerard Seijts was named senior vice president of brand marketing for WestJet, the airline that will start service in 2011. why not try this out In March, he was appointed president of WestJet, the airline set to launch in 2011. His vision for building a high-engagement culture among all employees — both air and ground — has caught the attention of others within WestJet. – In a recent e-mail, Seijts explained to me the rationale behind WestJet

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    As a marketer in the aviation industry, Gerard Seijts is the top expert on the topic of customer engagement. Seijts, Senior Vice President, Sales at WestJet, is the founder and managing partner of Customer Intelligence Experts (CIE), a Canadian-based consulting firm specializing in market research, product development, process improvement and organizational transformation. According to Seijts, “WestJet has done an extraordinary job of engaging its customers. By 2016, WestJet hopes to reach a

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    Section: Recommendations for the Case Study – Initiate a company-wide Engagement Culture Campaign. The following are some examples of how companies can create an engagement culture, and how WestJet can implement them: – Hold weekly “All-Hands Meetings.” These could be conducted on the same day for different departments/sections, with the theme of “High Engagement.” – Create a regular company-wide social media policy. This would include the type of material that can be posted, how often posts can be

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    In early 2009, I met with WestJet’s senior executives to assess their new marketing strategy. What was clear to me in our discussion was their desire to engage and empower their employees, in their own terms. WestJet had made some serious and impressive moves, in the eyes of the marketing and sales world, over the previous few years. The airline had launched its award winning inflight entertainment (IFE) service. It had launched its in-flight magazine, “Jet Life.” And it had made

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    – High-Engagement Culture: WestJet Builds a Culture of Passion and Purpose in Aviation – A Story of Transformation: A Journey to HighEngagement Culture – An Overview of the WestJet Brand Story – Employee Engagement – Employee Satisfaction – Benefits: Increased Productivity, Employee Engagement, and Business Value – Business Value: How WestJet Has Turned Differences into Opportunities – Over 25% of employees surveyed indicated their satisfaction with West

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    I love being around this building. It’s huge. I was in the middle of a class one morning last year, standing in the center of the 200-foot high lobby. It’s been like that for a year now and I’ve been looking out for a way to show people what WestJet stands for in this culture. It’s a culture built on excellence in all aspects and that’s something this building embodies. It’s about the passion of an exceptional airline in what it does and how it does it

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    I had the pleasure of working with WestJet as their Head of Customer Service and Marketing in 2009. I was struck by the sheer number and breadth of changes happening within this organization. From the very beginning, I knew the company had a vision for a truly high engagement culture. I was impressed by the senior management team’s focus on the customer, and their commitment to building high performance teams. However, they did not have a system in place for measuring the success of their efforts. To start, they needed to create

  • Naturals Salon Growth and Expansion Anshul Mathur Kriti Swarup Chackochen Mathai Pallavi Chaturvedi

    Naturals Salon Growth and Expansion Anshul Mathur Kriti Swarup Chackochen Mathai Pallavi Chaturvedi

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    Anshul Mathur, the founder of Naturals Salon, is a brilliant young entrepreneur. She is known for being one of the top hair stylists in the city. However, her passion for hair care and hair growth products led her to found Naturals Salon, an organization dedicated to providing the best natural solutions for hair loss. read review In the past few years, Naturals Salon has gained immense popularity and has become one of the most sought-after hair care organizations in Delhi. Today, Naturals Salon has several outlets across Delhi, and An

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    Can you summarize the case study of Naturals Salon’s growth and expansion, including the key takeaways and findings, from the provided text?

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    Anshul Mathur, an employee at Naturals Salon, tells us about the businesses’ growth and expansion through his personal experience. “First of all, I would like to tell you that Naturals Salon is a unique concept in the salon industry that started with four salons. It is a perfect match between the owner’s dream and the location. We are planning to expand our salon’s footprint in the city with around three to four more salons within the next three years,” Anshul says. As the brand’s

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    “We have been working at Naturals Salon in Bangalore for last 3 years now. It is a chain of salons that offers all hair and beauty related services. The salons are all located on Bangalore’s prestigious streets like MG Road, Kasturba Gardens, Maharani salons, and other famous addresses. Naturals Salon has grown at a very fast rate in terms of clients and expansion plans. We have a total of 15 salons under our brand name. Our goal is to establish an extensive network of

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    The salon industry has grown exponentially with the increased demand for beauty services. Natural Beauty Salon is one of the leading brands in the market. We began our operations in 2009 and have expanded our business into 3 states within India. Our expansion strategy focuses on the rural areas, and our expansion plans focus on enhancing the number of outlets by opening 50 new salons per year. Growth plans for the next few years are as follows: 1. By opening 50 new salons every year for the

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    The company was initially launched in 2018 and focused on providing eco-friendly beauty products to Indian families. Our focus on organic and natural products was targeted at reducing the environmental impact of beauty products. Our marketing strategies focused on providing value and educating people on the benefits of these products, especially for young people. We initially launched with our products targeting high school students and college students. However, our sales slowed down due to lack of awareness. We then expanded to lower middle-class and working-class families.

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    “When I read the news about Naturals Salon Growth and Expansion,” I could not resist myself. It is truly commendable. The article discusses the company’s recent developments and their growth. But I felt that this news item could be enriched with anecdotes, stories, and personal experiences. Here, I can share my personal experience and honest opinion with you. additional hints I own a beauty salon in my city. Naturals Salon was established a few years ago, and I have been working in it for a long time now

  • FiatChrysler Alliance Launching the Cinquecento in North America Gary P Pisano Phillip Andrews Alessandro Di Fiore 2011

    FiatChrysler Alliance Launching the Cinquecento in North America Gary P Pisano Phillip Andrews Alessandro Di Fiore 2011

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    FiatChrysler has launched its new car brand in North America, the Cinquecento, in 2006. The Cinquecento (1400) is an Italian compact car. The FiatChrysler marketing strategy is to build a brand identity based on Fiat’s heritage in Italy, and on the success of Fiat’s global products. To make the brand identity and image, the company started with a new logo. It was developed by a team consisting of marketing, design and production engineers

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    Gary P Pisano, FCA US CEO (Executive) said, “Cinquecento is a high performance, luxurious and practical car for a new era of customers. Its innovative design, advanced safety technology, and outstanding value are an example of the kind of performance that FCA can bring to North America in partnership with FCA and FiatGroup Automobiles in the US.” Given that the Cinquecento was first showcased at the 2010 Paris Motor Show, this is an exc

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    “This is what we always wanted to do”…………..“this was the reason for setting up FiatChrysler Alliances in America, and in all other countries” In the United States, the success of the Fiat brand has already been proven in many years by our Italian partners, Peugeot and Citroen, thanks to the excellent performance of our Fiat models, and more importantly, thanks to the Fiat brand which is being positioned as “A New Thought”, a brand about “happiness, innovation and fun

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    FiatChrysler Alliance is the 1st joint venture in a joint effort to produce and sell cars in North America. FCAUSIML (FiatChrysler Automobiles U.S. Innovation and Lighting) started production of the 5-door Fiat 500c in 2011, followed by Chrysler’s 200 in 2012. Both FCAUSIML and Chrysler have been able to achieve impressive results for this project. website link In

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    The FiatChrysler Alliance (FCA) has launched the Cinquecento in North America. It is positioned against the Fiat 500 and the Ford Fiesta. It is priced between Fiat and Chevrolet, in a segment dominated by Honda and Toyota. It’s a stylish compact car, with sleek bodywork and the brand’s new “Champion” badge. The Fiat Chrysler Automobiles brand is present in 203 countries. With the Cinqu

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  • PE Secondaries Blackstone Strategic Partners Victoria Ivashina Luis M Viceira John D Dionne Alys Ferragamo 2021

    PE Secondaries Blackstone Strategic Partners Victoria Ivashina Luis M Viceira John D Dionne Alys Ferragamo 2021

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    PE Secondaries investment can bring significant value creation, but it requires a solid business strategy and long-term planning. I was involved in a transaction with PE Secondaries investor Victoria Ivashina, a pioneer in this strategy. My experience has shown that PE Secondaries are not straightforward transactions. The deal structure involves a variety of financing, tax, and transactional issues that require careful planning, coordination, and due diligence. The business strategies must be aligned with the investors’ objectives, and investment thesis must be supported

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    PE Secondaries Blackstone Strategic Partners Victoria Ivashina Luis M Viceira John D Dionne Alys Ferragamo 2021 is the largest publicly traded real estate platform. They’re focused on real estate funds and buyback and development. Firstly, their portfolio was large, diverse and well-balanced, with a very low risk. Secondly, they took care of the portfolio, maintaining its value with an excellent asset management team. you could check here Thirdly, they had the financial resources

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    People have a natural resistance to buying stocks at low prices because they worry they might lose their money. But what if that fear is not so misguided? The COVID-19 pandemic has exposed the weaknesses of our global healthcare system and, with no obvious successor on the horizon, there is no better time to buy stocks than now. One of the greatest dangers to our healthcare system is inadequate funding. Despite having one of the highest gross domestic product per capita of the OECD, the United States’

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    Explanation: The Porters Model analysis for PE Secondaries Blackstone Strategic Partners Victoria Ivashina Luis M Viceira John D Dionne Alys Ferragamo 2021 is explained below. Based on this analysis, it is concluded that the firm has performed well, and its earnings per share (EPS) have increased significantly over the past five years, as compared to the industry average. This is evidenced by its robust free cash flow (FCF) and its ability to pay a high payout ratio

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    The PE Secondaries Blackstone Strategic Partners (BSP) announced recently that it has completed its $141 million strategic partnership with Victoria Ivashina (CEO & Director). BSP purchased an 80% stake in Ivashina and its affiliates from IFC, a development finance institution of the World Bank, for $54 million in March. site here The transaction was previously announced in February 2021 and closed after a 60-day period for the two parties to exchange due diligence reports.

  • CR Beer C Embracing the New World of Consumption Posttransformation Terence Tsai Fan Wu Yunlu Zhang

    CR Beer C Embracing the New World of Consumption Posttransformation Terence Tsai Fan Wu Yunlu Zhang

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    When China embarked on the path of modernization, a big chunk of foreign economic and cultural influence came into China. One area that China rapidly adopted was the consumption economy. In the 1980s, I was employed by Coca-Cola as a management trainee in Hong Kong. It was during this period that I began to understand China’s shift to a consumer-based economy. I remember one of my first assignments as a trainee. I was given a task to plan a Chinese New Year’s celebration for our Be

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    The CR Beer C Embracing the New World of Consumption Posttransformation Terence Tsai Fan Wu Yunlu Zhang is a global beer company. article This essay tells a story about how this company adapts to the market’s new consumption environment. The CR Beer C Embracing the New World of Consumption Posttransformation Terence Tsai Fan Wu Yunlu Zhang is a global beer company that was established in the early 2000s. The company is a subsidiary of the

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    I used to hate going to a brewery. My father’s a brewer. I can’t stand the smell of hops and yeast, the stench of beer and ale in the air, and the general chaos of people milling around. But then I became a journalist, and one day, I got an assignment to write about CR Beer C, one of the few remaining craft brewers in China. more information I arrived at CR Beer C’s Hangzhou headquarters, nestled among other breweries and distiller

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    CR Beer C Embracing the New World of Consumption Posttransformation: Terence Tsai, Fan Wu, Yunlu Zhang is a case of great innovation and success. The company’s product portfolio consists of four major segments, which provide a broad range of drink options that cater to different market demands. The company is highly focused on the ‘New World of Consumption’ and has identified various factors that are driving this trend, including economic uncertainty, social changes, technological developments and globalization. By embracing the new world

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    “Today, consumers are changing, and we are the only company to witness this phenomenon. The company’s market share of 90% in the Chinese beer market was recently overtaken by the US company Doolittle and their ‘dockless’ model (Rent the Dock) which has an 80% market share. Our company’s core business is in the premium segment of the market. The company operates 205 stores in 100 cities nationwide. Our stores are located in strategic locations,

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    “The Chinese Beer market has been an area of weakness for many of the major European and American breweries as well as the small independent Chinese brewers for several years now. These breweries mostly sell their beers in Asia, Europe, and North America while the Chinese brewers have had difficulty selling their products within China, the world’s largest beer-consuming market. However, this trend is about to change as the Chinese consumers are more sophisticated and are more comfortable with international brands. The consumption of beer in China has been

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    “Cr beer’s post-transformation journey is nothing short of a meteoric rise. The legendary beer company had always been an insider’s pick. And with the transformation of its production process and distribution network, the company found itself at the forefront of innovation in the beer industry.” Here’s a sample of a short article from one of CR Beer’s blog posts: “In the last few years, China has emerged as a true giant of global consumption,” writes Terence Tsai, CEO of CR Be

  • Investment Decisions Geopolitical Risks Face Off George Allayannis Aldo Sesia

    Investment Decisions Geopolitical Risks Face Off George Allayannis Aldo Sesia

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    “Investment decisions for geopolitical risks face off. I have been a geopolitical risk specialist since 2003. I was an executive vice president at AXA Advisors LLC, where I was in charge of geopolitical risk investments; vice president, Risk, Crisis Management and Political Risk Analyst at Kroll; vice president and director, Growth Markets at Bear Stearns; vice president, Director of Market Risk, Counterparty, and Interest Rate Risks at J

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    Investment Decisions Geopolitical Risks Face Off Every business operation must take into account a variety of factors, including risks. This essay presents an analysis of the current geopolitical risks and how they might impact investment decisions. This essay is divided into three parts. First, the current state of geopolitical risks is examined. Then, it is discussed how they are likely to impact investment decisions, as well as the specific risks that might be faced by investors. Finally, some recommendations for invest

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  • Shein UltraFast Fashion Digital Strategies Yukfai Fong Zhixi Wan Minyi Huang 2022

    Shein UltraFast Fashion Digital Strategies Yukfai Fong Zhixi Wan Minyi Huang 2022

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    Shein, the largest Chinese fashion brand, has introduced an all-digital retail model that promises fast fashion with high profitability. Shein has been successful in implementing a unique model that enables a high profit margin in their business by focusing on user experience and customer loyalty. In my analysis, I analyze the Shein UltraFast Fashion Digital Strategies Yukfai Fong Zhixi Wan Minyi Huang 2022 to understand how the company has built their e-commerce platforms, user experience, and customer loyalty

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  • Toshibas Westinghouse Dilemma Mitchell Stein Vaughan Radcliffe Eden Ip 2020

    Toshibas Westinghouse Dilemma Mitchell Stein Vaughan Radcliffe Eden Ip 2020

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    The Toshiba Westinghouse Dilemma is an ongoing saga that began in the 1990s. Toshiba was a major Japanese consumer electronics company, with a portfolio of well-known brands like Toshiba, Westinghouse, and Thorn Electrical Products. The company was valued by analysts and investors at US$ 100 billion in the late 1980s. However, this was not true. The company had over 70 years of history behind it

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    In the early 2000s, Toshiba’s financial difficulties and a slump in world markets had left the company struggling for survival. The company’s CEO, Takeshi Okura, had been tasked with turning things around and restoring confidence in the Japanese giant. However, there was a major problem that seemed to be preventing him from achieving that goal. The biggest problem that Toshiba was facing was the Westinghouse Corporation’s dilemma: should it merge with a leading US nuclear power

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  • Innovation Corrupted The Rise and Fall of Enron B Malcolm S Salter 2004

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  • New Hope Liuhe Building an Integrated AgriFood Business Forest L Reinhardt Shu Lin Natalie Kindred Nancy Hua Dai 2019

    New Hope Liuhe Building an Integrated AgriFood Business Forest L Reinhardt Shu Lin Natalie Kindred Nancy Hua Dai 2019

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    1. Porters Five Forces Analysis a) Bargaining Power of Customers The bargaining power of customers (BPC) is high due to the concentration of customers, as the competition in this industry is relatively weak. The BPC of customers is dependent on the price and brand of the products, but customers can switch brands if they find the product more expensive, which may reduce the BPC. b) Bargaining Power of Suppliers The BPC of suppliers (BPCS) is low due to the concentration of supp

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    In the end, it was a case of the right business partner finding the right business partner. In the past, as my partner and I began to talk about starting up an Integrated AgriFood Business (IAB), my mind raced with thoughts on this concept. It was not that I wasn’t familiar with this term, or wasn’t interested in starting an IAB; but there was something in my gut that told me this is not the time for my expertise to shine through. One day, I was sitting in my room in the quiet of the