Siri , Robots from Apple


I think some of you may be confused about what Siri is? However, Apple users may understand that this technology is impressive. This is not a new application, and have been showed off since iPhone 4s launched  in October 2011. Anyway I will explain it to you. 🙂

Have you ever think of having your very own personal assistant with you? It can helps you to get things done just by asking? Discover Siri , amazing application from Apple that allows you to use your voice to organizing your calendar, reminding you, schedule meetings, writes emails, texts, handles your music, and can look up anything you ask it. Just talk and Siri listens. Siri even talks back to you.

But Siri isn’t like traditional voice recognition software that requires you to remember keywords and speak specific commands. Siri understands your natural speech, the more you use Siri, the better it will understand you. It does this by learning about your accent and other characteristics of your voice.

Siri also uses information from your contacts, music library, calendars, and reminders to better understand what you say. So it responds more accurately when you ask to make a phone call, play music, or create an appointment or reminder.

Siri is available for iPhone 5, iPhone 4S, iPad with Retina display, iPad mini, and iPod touch (5th generation).

Zooey Deschanel for Siri commercial

Zooey Deschanel for Siri commercial

Apple takes a big leap to the era of voice input and will start to dramatically impact the future of man-machine interface. They put a unique technology that quite useful, easy to use and helpful. As Apple has said, they will continue to link it to more powerful databases over time, providing greater reach to the information that you might need in daily life.

For Apple, Siri opens the door to getting into the search business in the future. Can you imagine if Apple owned the recommendation service and mapping system by themselves? They could divert all of the ad revenues to themselves. In the long term, the best strategy for Apple to get more revenue and profit is to developing its software and services platform.

I think a lot of pros and cons will be involved in this application. Some say that you shouldn’t be communicating with the phone, you have to communicate with someone on the other side of the phone. But if Siri can help you to do things more efficiently so why don’t I use it. Lol

Okay here is a parody video of Siri that i hope can cooling down your mind! Check it out :

Created by : Raymond pm


calvin klein marketing strategy


Calvin Klein Inc. is a fashion brand founded in 1968 by Calvin Klein. The company is headquartered in Midtown Manhattan, New York City[1] and currently owned by Phillips-Van Heusen. Like other fashion brands, Calvin Klein established a world famous monogram: the “cK” emblem.

Wholly Owned Subsidiary of Phillips-Van Heusen Corporation
Incorporated: 1967 as Calvin Klein Ltd.
Employees: 900
Sales: $170 million (2001 est.)
NAIC: 315232 Women’s and Girls’ Cut and Sew Blouse and Shirt Manufacturing; 315233 Women’s and Girls’ Cut and Sew Dress Manufacturing; 315234 Women’s and Girls’ Cut and Sew Suit, Coat, Tailored Jacket, and Skirt Manufacturing; 315999 Other Apparel Accessories and Other Apparel Manufacturing

Company Perspectives:
We believe our expertise in brand management, product design, sourcing, and other logistics provides us with the ability to successfully expand product offerings and distribution under the Calvin Klein brands while preserving the brands’ prestige and global presence. As a result, we believe we have the opportunity to realize sales growth and enhanced profitability.

Key Dates:
1968: The Calvin Klein brand is launched.
1973: Klein wins his first Coty American Fashion Critics Award.
1979: Calvin Klein controls one-fifth of the designer jeans market.
1982: Klein enters the underwear business.
1985: A new perfume called Obsession is launched with a $17 million advertising campaign.
1989: A Unilever Co. subsidiary purchases the Calvin Klein cosmetics/fragrance line.
1994: A unisex fragrance, cKone, is introduced; the company’s underwear business is licensed to Warnaco Group Inc.
2000: Klein files suit against Warnaco Group and its CEO Linda Wachner.
2003: Calvin Klein is acquired by Phillips-Van Heusen Corporation.

Company History:

Calvin Klein, Inc., designs, licenses, and, in some cases, produces clothing, accessories, fragrances, and home furnishings bearing the name of designer Calvin Klein. Since its inception, the company was a partnership between Klein and his childhood friend Barry Schwartz. Named by Time magazine in 1996 as one of the 25 most influential Americans, Klein made his impact not only by designing but also by marketing his wares through high visibility and often controversial advertisements created by the company’s in-house agency, CRK Advertising. In 2002, worldwide retail sales of Calvin Klein products surpassed $3 billion. Most of these goods were manufactured and sold by other companies under license–licensed products account for over 90 percent of company revenue. After three years of shopping around for a buyer, Schwartz and Klein inked a deal with Phillips-Van Heusen Corporation, the largest shirtmaker in the United States. The $430 million transaction was completed in February 2003.

Rocketing to Stardom in the 1970s

Born and raised in New York City’s borough of the Bronx, Calvin Richard Klein decided he wanted to be a fashion designer at an early age. After graduating from the Fashion Institute of Technology in 1963, he worked for women’s coat and suit manufacturers in Manhattan’s garment district before opening his own business in 1968. A childhood friend, Barry Schwartz, loaned him $10,000 in start-up money and joined the firm a month later, after the family supermarket in Harlem that Schwartz had inherited was gutted in the riots that followed the assassination of Martin Luther King.

Klein rented a dingy showroom to exhibit a small line of samples. His big break came when a vice-president at Bonwit Teller stopped at the wrong floor of the building, liked what he saw, and invited Klein to bring his samples to the president’s office. Klein wheeled the rack of clothes uptown personally and won an order of $50,000 (retail) on the spot. Bonwit’s gave the merchandise impressive exposure, with window displays in its flagship Fifth Avenue store and full-page ads in the New York Times. Soon after, Calvin Klein was besieged by orders. The fledgling company booked $1 million worth of business in its first year, reaching sales volume of $5 million by 1971.

Klein mainly designed women’s coats and two-piece suits until 1972, when he began concentrating on sporty sweaters, skirts, dresses, shirts, and pants that could be mixed and matched for a complete wardrobe. The clothing featured the simplicity of line, muted earth tones, and classic fabrics that characterized his work and gave it an air of understated elegance. Klein won a Coty American Fashion Critics Award–fashion’s Oscar–in 1973. He received an unprecedented third consecutive Coty Award for women’s wear in 1975 and, at age 32, was elected to the group’s Hall of Fame. That fiscal year (ending June 30, 1975) the firm shipped $12 million worth of merchandise, including swimsuits and dresses. It earned another $2 million to $6 million from licensing furs, umbrellas, sheets, shoes, scarves, belts, dresses, sunglasses, suedes, and patterns. Klein not only designed every item carrying his name but closely watched every step of the production process.

Company revenues rose to $40 million in fiscal 1976 and a startling $90 million in 1977. Because its prices were generally below those of its two major competitors, Ralph Lauren and Anne Klein, the firm won the loyalty of young working women as well as older, wealthier buyers. Calvin Klein merchandise was so hot that the company could pick and choose among stores that wanted to carry the company’s products and blackball those that dared to try to return unsold goods. Seven hundred buyers and reporters were turned away from Klein’s fall 1978 fashion show; the buyers who got in placed $28 million worth of orders within 48 hours.

Klein introduced his first menswear collection in 1978, telling the New York Times Magazine that he approached men’s clothing “with the same philosophy as the women’s. They’re for Americans who like simple, comfortable but stylish clothes–but with nothing overscale or extreme.” No less than 779 fabrics were used in the European-produced collection, which ranged from neckties to suits and overcoats. The production and sale of most of the men’s clothing was licensed to Bidermann Industries. Also in 1978, Calvin Klein introduced his own line of fragrances and a complete makeup collection of 18 beauty and skin-care products that stressed neutral colors to give the face a natural effect. However, the lightweight, rosy perfume (at $85 an ounce) needed to anchor the collection never caught on with the public. The fragrance and cosmetics business was sold to Minnetonka, Inc. in 1980.

Calvin Klein jeans, by contrast, were to become the company’s biggest hit. Klein’s first attempt, in 1976, to capitalize on the designer-jeans craze–at $50 a pair–was a failure. The following year, however, his company cut a deal to design the product for Puritan Fashions Corp., the largest dress manufacturer in the world. Klein raised the groin in his jeans to accentuate the crotch and pulled the seam up between the buttocks to give the rear more shape. A Times Square billboard of model Patti Hansen on her hands and knees, her derriere arched skyward and the Calvin Klein label on her right hip visible, caused a sensation and remained in place for four years. By 1979, Calvin Klein was second to Gloria Vanderbilt in designer-jeans sales, with one-fifth of the market. A company spokesman observed, “The tighter they are, the better they sell.”

The biggest lift to Calvin Klein’s jeans was the television campaign directed by Richard Avedon that featured 15-year-old model/actress Brooke Shields provocatively posed in a skin-tight pair of Calvin Klein jeans. In the best-remembered spot, she pronounced, “Do you know what comes between me and my Calvins? Nothing.” In another she declared, “I’ve got seven Calvins in my closet, and if they could talk, I’d be ruined.” These suggestions of underage sexuality struck a public nerve and, following a flood of complaints, the New York flagship stations of all three networks banned the two ads from the air. Klein could shrug off the criticism because sales of his jeans were then climbing to two million pairs a month. He added a jeans-inspired collection that included shirts, skirts, and jackets, also licensed to Puritan. These products accounted for about $100 million in sales in 1980.

Branching Out in the 1980s

In 1982, Calvin Klein entered the underwear business, once again exploiting the allure of youth in provocative poses to push the product. Photographer Bruce Weber’s beefcake ads featured a brawny Olympic pole vaulter in various states of well-endowed undress. When the company rented space in 25 New York bus shelters to display advertising posters featuring the underwear, all 25 had their glass shattered and posters stolen overnight. The follow-up was predictable–a line of women’s underwear featuring male-style briefs and boxer shorts that retained the fly front. Both campaigns were hits. The men’s line was part of the Bidermann license, which lapsed in 1987, while the women’s skivvies so outstripped Calvin Klein’s own manufacturing capabilities that in 1984 this division was sold to Kayser Roth Corp., a unit of Gulf & Western Industries, for about $11.2 million. Calvin Klein continued to design and create advertising for women’s underwear, later adding hosiery and sleepwear lines.

In 1982, Puritan Fashions–9 percent owned by Klein and Schwartz–had sales of $245.6 million, of which licensed Calvin Klein products accounted for about 94 percent, earning $15.6 million in royalties for the firm. However, Puritan’s finances deteriorated as the designer-jeans boom ended and so, to protect their investment, in late 1983 Klein and Schwartz bought almost all the shares they did not already hold for $65.8 million in a leveraged buyout, with a Puritan subsidiary financing the purchase by taking out bank loans. The consolidated companies were renamed Calvin Klein Industries. After Puritan lost $11.3 million in 1984, Calvin Klein Industries placed $80 million in high-yield bonds (so-called junk bonds) through Michael Milken of Drexel Burnham Lambert Inc., mostly to keep Puritan afloat.

Registration statements filed with the Securities and Exchange Commission in connection with the junk bonds Calvin Klein issued afforded the public a rare look at the finances of the closely held enterprise. Calvin Klein Industries had 1984 revenue of $258.2 million and net income of $17.2 million, with Klein and Schwartz each collecting $12 million in salary, dividends, and other distributions. Puritan returned to profitability in 1985, earning $12.4 million. Nevertheless, Calvin Klein Industries had huge payments to make on its big junk-bond debt, and this financial problem seemed to be taking a toll on the designer. “Every color choice became life or death,” he later told Newsweek, “because doing everything as well as possible meant survival.” In 1988, he spent a month at the Hanley Hazelden Center in Minnesota to receive treatment for drug and alcohol addiction.

When Minnetonka launched a new perfume called Obsession–at $170 an ounce–in 1985, Calvin Klein created a heavy-breathing print and TV campaign that cost more than $17 million in ten months alone, followed by another $6 million campaign for Obsession for Men. One Weber print ad featured two nude men entwined around one female; another, a naked couple with their groins pressed together; a third, three naked women, limbs entangled. A survey ranked the Obsession ads as the most memorable print advertisements of the year for four years in a row. TV commercials displayed a female model as the object of obsessive love by, in turn, a boy, a young man, an older man, and an older woman. Obsession quickly became the second-best selling fragrance in the world. Combined with Obsession for Men and a line of body products, sales broke the $100 million mark by the end of 1987.

To complement Obsession, an oriental fragrance, in 1988 Calvin Klein introduced a floral scent, dubbed Eternity, which was marketed in perfume, cologne, cologne-spray, and body-cream forms. Newly married to his second wife, Klein devised a softer $18 million promotional campaign based on the themes of spirituality, love, marriage, and commitment. By the end of its first year on the market, Eternity had grossed $35 million. Minnetonka (14 percent owned by the Calvin Klein Sport division) was sold in 1989, with the Calvin Klein cosmetics/fragrance line fetching $376.2 million from Unilever Co.’s Chesebrough-Pond’s subsidiary. Also in 1989, Calvin Klein opened its first full-line free-standing store, in a Dallas suburb. Products included Calvin Klein Sport lines for men and women, women’s and men’s underwear and sleepwear, hosiery, shoes, outerwear, accessories, cosmetics, and fragrances.

Rescue and Resurgence in the 1990s

In 1991, Calvin Klein introduced a new silk-scarf collection licensed to Ray Strauss Unlimited. Also that year, the company resumed menswear, licensing it to Gruppo GFT, an Italian manufacturer. Eyewear and sunglasses bearing the designer’s name, previously made by Starline Optical Corp., were licensed to Marchon Eyewear. The big story that year, however, was the introduction of Escape, a $115-an-ounce “fruity, floral” scent. “After work you get away,” Klein explained regarding the concept. “You escape, and you do it with style.” Escape proved a hit and was followed in 1993 by Escape for Men.

Despite sizable royalty payments from these and other products, Calvin Klein was falling into financial trouble in the new decade. The company’s revenue dropped 13 percent in 1990, to $197 million, leading to a $4.3 million loss, the third time in five years the company had been in the red. The Puritan/Calvin Klein Sport division lost $14.2 million alone. Many younger women who could not afford the designer’s flagship Collection line were not buying his clothes at all. A sexually suggestive insert for Calvin Klein Jeans in Vanity Fair in October 1991 failed to stimulate sales, prompting U.S. retailers to contend that Klein had fallen out of touch with their customers.

Calvin Klein, Inc. was restored to financial health partly through the efforts of David Geffen, the entertainment tycoon who was a long-time friend of the designer. Geffen purchased $62 million of the company’s debt securities in 1992 at a discount and was repaid in 1993, when the company took out a $58 million loan from Citibank. The firm then paid off the Citibank loan by licensing the underwear business to Warnaco Group Inc. for $64 million. Warnaco also won the license for a new venture, men’s accessories.

Undeterred by suggestions that with the end of the “decadent” 1980s sex no longer sold, Klein introduced a new line of underwear, including $16 fly-button shorts, in 1992 with ads featuring Marky Mark (Mark Wahlberg), a muscular rap star. The campaign proved successful with both young men and women, grossing $85 million for the company within 12 months. In 1994, a partnership later renamed Designer Holdings Ltd. bought Calvin Klein’s fading jeans business for about $50 million. Calvin Klein introduced a khaki collection in 1996 and also licensed it to Designer Holdings, along with CK Calvin Klein Jeans Kids and CK Calvin Klein Kids Underwear, also introduced that year. Designer Holdings was acquired by Warnaco in 1997.

By 1995, when it opened a four-level, 22,000-square-foot minimalist-style emporium at Madison Avenue and East 60th Street in Manhattan, Calvin Klein had six stores in the United States. In addition, during 1993 and 1994, the company licensed Calvin Klein boutiques to operators in Barcelona, St. Moritz, Zurich, and Singapore and formed a partnership with four Japanese companies to create in-store shops there and to produce more licensed apparel. Four stores–in Manhattan, Dallas, Palm Beach and Costa Mesa, California–remained in 1997. The company also had an outlet store in Secaucus, New Jersey.

In 1994, Calvin Klein introduced cKone, a unisex fragrance that became another smash hit, grossing $60 million in its first three months. It was followed in 1996 by cKbe, promoted in a $20 million monochrome print and TV campaign directed by Richard Avedon that featured young models exposing lots of pierced and tattooed flesh. In a poll conducted by Louis Harris for USA Today, only 4 percent of the respondents expressed strong liking for the ads, while 57 percent said they disliked them. Advertising experts suggested that what was turning off the general public was precisely what was attracting the people who were buying the product, especially teenagers.

Advertisements for Calvin Klein jeans also continued to provoke controversy. Posters featuring a notably skinny model, Kate Moss, were festooned with stickers reading “Feed this woman” by a Boston-area group called Boycott Anorexic Marketing. The company ignored the group but was unable to shrug off the reaction, especially from Christian groups, created by its summer 1995 campaign for CK Jeans, featuring models who appeared to be teenagers in states of undress that, according to one writer, “suggested auditions for low-budget porn movies.” For the first time the company retreated, pulling the ads, which the designer maintained had been “misunderstood. … People didn’t get that it’s about modern young people who have an independent spirit and do the things they want to and can’t be told or sold.” A U.S. Justice Department investigation ended without charges after federal agents determined that no minors were used in the ads.

The controversial ads did not offend the market for which the campaign was intended. CK Calvin Klein Jeans continued to be one of the strongest sellers among youths. “They want the Calvin Klein label,” explained the executive editor of Children’s Business in 1996. “Also at the point the children are over eight, they’re pretty much deciding what they want to wear. … These lines … have the cachet that comes from the adult market.” Later that year a Calvin Klein underwear ad showing a 20-year-old male model in very tight gray briefs, posed with his legs wide apart, was dropped by the company’s own licensee, Warnaco. Also in 1996, a group of parent-led anti-drug groups called for a boycott of Calvin Klein products to protest a new ad campaign that they said glamorized heroin addiction. The magazine and television advertisements in question featured gaunt, glassy-eyed models to promote cKbe. In 1999, an underwear billboard in Times Square featuring two scantily clad young boys launched yet another round of controversy. The ad was eventually pulled after rumors surfaced that speculated on Klein’s sexual orientation.

In 1995, Calvin Klein launched, under license, a home collection composed of sheets, towels, and tableware. By 1997, only the designer’s signature Calvin Klein women’s collection of apparel and accessories and the CK Calvin Klein bridge collections of less-expensive women’s and men’s apparel (except in Europe, the Middle East, and Japan) were being manufactured by the company itself. Of the company’s $260 million in sales in 1996, $141 million came from its in-house products and $119 million from royalties and designer income. Of worldwide retail sales of $4.4 billion, apparel accounted for $2.7 billion, fragrances for $1.5 billion, and other products for $200 million. Net profits were $41 million.

During the late 1990s, Calvin Klein, Inc. was 43 percent owned by the designer and 43 percent owned by Schwartz, who was chairman and chief executive officer. The rest of the equity was held by family trusts. Gabriella Forte, a former Giorgio Armani executive, became the company’s president in 1994 and was put in charge of day-to-day administration. The company was divided into three parts: the Calvin Klein collection, cK sportswear, and cK Jeans. In addition to apparel, each segment offered perfume, accessories, and housewares.

New Ownership in a New Century

During 1999, both Klein and Schwartz agreed that it was time to seek out expansion via a merger or an alliance. In October, the company hired investment firm Lazard Freres & Co. to organize a deal. With a billion dollar price tag however, Calvin Klein was unable to find a suitable partner. and in April 2000 the firm took itself off of the market. Klein commented on the process in a June 2000 DNR article, claiming that “a year ago we decided to explore strategic options for the company. We wanted to see how we can take the company to the next step. It gave us the opportunity to talk to various partners and explore opportunities and take the business to the next level.” Klein went on to say, “We decided to remain a private company because we thought we could do it better on our own.”

During that same time period, Klein filed suit against his largest licensee, the Warnaco Group Inc. and its CEO Linda Wachner. Claiming the firm had violated federal trademark laws and breached fiduciary duty and several contracts by distributing its jeans to low-end retailers, Klein hoped to strip Warnaco–on the brink of bankruptcy–of its licensing rights. Warnaco on the other hand, claimed that Klein had been fully aware of its distribution practices for years and they stood to lose millions if the suit favored Klein. In 1999, one-third of the company’s revenues and cash flow was attributed to the sale of Calvin Klein jeans. Relations became even more strained between the two companies when Wachner filed a libel suit against Klein for comments made in several speeches and on the television show Larry King Live. The two appeared in court in January 2001 but came to an amicable resolution before the proceedings began.

In late 2002, Calvin Klein, Inc. caught the eye of Phillips-Van Heusen Corporation (PVH), a company looking to acquire a major brand. As the largest shirtmaker in the United States, PVH owned the Van Heusen, IZOD, and G.H Bass brands and had licensing agreements with Geoffrey Beene, Arrow, DKNY, and Kenneth Cole. Under the leadership of CEO Bruce Klatsky, PVH made a play for Calvin Klein and eventually won the battle. A 2002 New York Times article reported that the union would “give Van Heusen what Mr. Klatsky called the best-known apparel label in the world, and will give Calvin Klein, who will stay on with the new company, the financial resources to further expand his name in Asia and Europe. The purchase will also free the designer to worry more about aesthetics and less about production and bookkeeping.”

Under the terms of the deal, Klein remained a design consultant for Calvin Klein, Inc. while PVH retained 100 percent ownership of the firm. The $430 million cash and stock deal also included royalty payments to Klein through 2018. Completed in February 2003, the acquisition marked a new era for the brand. For the first time, Klein did not have complete control over the products sold under his name, and his partner Schwartz had retired. After questionable behavior in March at a Knicks basketball game in New York was made public, Klein announced he was again seeking professional help for substance abuse. Both PVH management and Klein claimed it would not affect his role with the company.

In March 2003, Calvin Klein announced a licensing agreement with Vestimenta S.p.A. in which the Italy-based concern would manufacture and distribute the Calvin Klein Collection line. PVH also planned to launch a new Calvin Klein men’s sportswear line in 2004. While Calvin Klein would no doubt continue as a leading brand for years to come, the results of its new ownership and management structure remained to be seen.

created by: fanny sutjiono (group3)

The Strategic Retail Genius Behind Zara


Grabbing the Globe by the Purse

Zara stores have been popping up all over, literally. This past year aggressive expansion saw Inditex investing in 49 markets. Five of them were new to the brand and included Australia, Taiwan, Azerbaijan, South Africa and Peru. The company continued to grow its presence in China which had 132 new stores throw open their doors. 30 those were Zara locations and others were Inditex concepts, Oysho and Zara Home bringing the total number of Inditex stores there to 275. Worldwide Inditex is in 80 countries with more than 5,500 stores and eight retail formats.

The thing about global expansion is that its tricky business. Even with a recognizable brand name like Zara, companies must understand and sell to local customers (and customs). Part of Inditex’s success lies in the execution of tailored retail strategies. The company reports that not only did it seek out prime real estate along established shopping corridors (hello Zara flagship on Fifth Avenue in NYC), it also changed up its retail strategy to cater to the different seasons in markets in the Southern Hemisphere. Custom weather-appropriate collections debuted in stores in Sydney, Melbourne, Johannesburg and Lima.

But perhaps the smartest move was to break virtual ground in e-commerce for all its concepts in September 2011. Eager shoppers could now order Inditex apparel and accessories online in U.S., Europe and Japan while that other retail juggernaut H&M continues to keep devotees waiting.

Smart Supply Chain

You see this more often than not in discount fast fashion chains: the label that says the garment was made in China or some other Asian country. It’s not surprising, considering that labor is still more affordable than in Europe or the U.S. But fast fashion by nature must capitalize on trends which come and go quicker than a girl can wrap a scarf around her neck. As the Economist reports: “managing a long supply chain is hard. By the time a boat has sailed halfway round the world, hemlines may have risen an inch and its cargo will be as popular as geriatric haddock.”

Inditex employs a counterintuitive strategy by sourcing more than half its goods from its home country as well as neighboring Portugal and Morocco. It may cost more up front but it saves markdowns on items that have fallen off the trend wagon.

Bottom Line: Quality

The apparel may be cheap (well, relative to designer goods anyway) but that doesn’t mean that Inditex merchandise looks or feels cheap. As a long-time Zara shopper (I remember when the store opened on Lexington Avenue in the 90s) I have never seen the chain turn out cheap threads. A jacket I purchased in 1995 (and still own) was constructed to last and looks as good as the one I got last week.




Created by : Stefani(group 3)

Let’s talk about Walt Disney!!


Let’s talk about Walt Disney!!

The first character of what comes your minds when you hear “Walt Disney”?  If we hear “Walt Disney” certainly a lot of diverse characters, like Mickey Mouse. Disney is one of the world’s best known and creative companies. It has consistently created value for over sixty years.

Walter Elias “Walt” Disney (December 5, 1901 – December 15, 1966) was an American film producer, director, screenwriter, voice actor, animator, entrepreneur, entertainer, international icon, and philanthropist, well known for his influence in the field of entertainment during the 20th century. Along with his brother Roy O. Disney, he was co-founder of Walt Disney Productions, which later became one of the best-known motion picture producers in the world. The corporation is now known as The Walt Disney Company and had annual revenue of approximately US$36 billion in the 2010 financial year.

Do you want to know about the mission??

Their mission is to be the world’s leading producer and provider of family entertainment and Eisner is steadily directed and loyal in his commitment to providing quality family entertainment.

Let’s discuss about the strategies!!

Walt Disney’s philosophy of providing family entertainment which focused on children, youths and adults has put Disney ahead of the competition. Since Walt Disney put the copyright protection on Mickey Mouse and other characters it’s hard for competitors to even get close. Eisner has created a corporate R&D group to encourage new ideas as well put movie budgets to certain target ranges. Additionally, Disney has plans to refocus its efforts on identifying good scripts and pursing budding talents within the industry. They also plan to create limited partnerships to help with the financial cost of producing a movie. Of course, to build an amusement park “Disneyland” is also one of their strategies to market their products


As we know, although the “Walt Disney” is big enough, it will continue to face obstacles and threats. There are so many obstacles that must be overcome as a new growth of the film industry, as well as the terms and philosophies are different in every country is making “Walt Disney” to think more carefully.

Hmm.. How about Strengths and Weaknesses???

The strength of the company is the loyalty of its brand and its talented management team and workforce, also organizational vision which gives employees a view of the future and something to believe in and something that can be realistically achieved.

Weaknesses??? Is it possible to major companies such as Disney have a weakness?? Of course!!

The weakness of the company is that of the expansion into new markets. They need to make sure they stay focused on the creativity and innovation of products and not over focus on expansion, If they over focus it could increase competitors market share.

Let’s see “Walt Disney” commercial 2013

by: Eduardus H

coca cola new innovation


Coca-Cola Great Britain is taking further action to be ‘part of the solution to the global problem of obesity’.

The new actions announced by Coca-Cola GB are focused on the following three areas:

Giving people simple and clear information about the calorie content of its drinks.
Encouraging people to get active and take part in regular physical exercise.
Continuing to offer people more choice in what they drink and raising awareness of low- and no-calorie alternatives.
The first step involves the launch of a series of new adverts in the UK. A two-minute video called Coming Together is set to air on ITV and Channel 4. It will be followed by a second spot called Be OK.

The videos form part of a global advertising campaign launched by The Coca-Cola Company earlier this year, aimed at explaining the importance of ‘energy balance’ to manage weight.

The company also announced it was taking further action to implement the commitments made 11 months ago as part of the Department of Health’s Responsibility Deal Calorie Reduction Pledge, to which Coca-Cola was an early signatory.

Created by : Lisa Maritseda ( group 3)

Pizza Hut Restaurant Vs Pizza Hut Delivery (PHD)


If I say “pizza”, what is the first thing coming up in your mind?  Pizza Hut? PHD? Or Domino’s Pizza? I think most of Indonesian people will think about the Pizza Hut, since it is the most famous and longest existed pizza restaurant in Indonesia. But what about Domino’s Pizza? Well, Domino’s Pizza is much well known in other countries especially western countries. However, in Indonesia, Domino’s Pizza is only available in three cities, which is in Jakarta, Bandung, and Bali. Thus, may be many Indonesian people who do not live in those cities and have never visited those cities will prefer Pizza Hut to Domino’s Pizza as their favorite pizza restaurant.

Pizza Hut is an international franchise company originally from America, was founded in 1958 by brothers Dan and Frank Carney in their hometown of Wichita, Kansas. They started their business with partner John Bender by opening the first Pizza Hut restaurant which was incorporated by the name of Pizza Hut, Inc. and opened the first franchise unit in Topeka a year later in 1959. As of 2012, there were more than 6,000 Pizza Hut restaurants in the United States, and more than 5,139 store locations in 94 other countries and territories around the world.

Aside from Pizza Hut restaurants, there is also a subsidiary brand, which is Pizza Hut Delivery or PHD. PHD’s specializes in express delivery (30 minutes from customer’s call order. Whereas Pizza Hut is in the concept of  family-style-dine-in.

The differences between Pizza Hut Restaurant and Pizza Hut Delivery (PHD) will be explained by the table below.


Pizza Hut

PHD (Pizza Hut Delivery)


Higher than PHD Lower than Pizza Hut

Menu Variations

Various kind of pizzas, pasta, bread, rice, appetizers, side dishes, and beverages. Certain type of pizzas, pasta, appetizers, side dishes and beverages (Fewer variation than the restaurants).

Size of Pizza

Thicker (thickness)  and larger diameter. Thinner and smaller diameter. But, PHD provide the jumbo size which is larger than the large size of Pizza Hut’s pizza.

Duration of Delivery

45 minutes and above. 30 minutes guaranteed.


Family-style-dine-in (but also provide take away and delivery order). Specialize in delivery order but also provide take away service.


Higher cost for building (wider space), maintenance, employees, appliances (tables, chairs, plates, and cutleries), interior costs and so on. Lower cost because it does not need any details like restaurants.

Salad’s Corner

Customers can take it by themselves. Taken by the employee of PHD.

Delivery Service’s Payment

Cash only. Cash and credit card.

Based on research, Pizza Hut, Inc. made Pizza Hut Delivery to overcome the low customers satisfaction from delivery service (long durability because of many orders). As a result, Pizza Hut Delivery (PHD) can handle the problems, thus the customers can eat the pizza  while it is still fresh from the oven.

Created by: MonicaJ

Adidas (Strategy Management) part 1


Global Brands Strategy
Global Brands is responsible for all the product and marketing functions and long-term development of the adidas and Reebok brands. The primary objective of this portfolio strategy is to ensure that our brands seize market and category opportunities through well-defined and coordinated go-to-market strategies. Each brand is responsible for the execution of its strategic focus by creating a constant stream of innovative and inspiring products and generating communication strategies that represent each brand and category in an engaging and compelling way.

Driving the long-term development ofadidas and Reebok
To secure long-term sustainable growth for the Group, Global Brands is focused on driving the development of the adidas and Reebok brands. The overall strategic goal is to achieve qualitative, sustainable growth by building desirable brands in customers’ and consumers’ perception. Global Brands played a central role in the creation of Route 2015, the adidas Group’s five-year strategic business plan that was unveiled in 2010. The adidas and Reebok brands are expected to deliver 90% of the targeted growth for the Group in this period.
Areas within adidas and Reebok that were identified as key contribu- tors and game changers for the adidas Group include:
– Gaining sales and market share in the key global categories running and basketball with adidas Sport Performance
– Expanding adidas Sport Style into fast fashion with the adidas NEO label
– Establishing Reebok as the leading fitness brand
– Leading the industry in the fields of customisation and interactivity across categories
In addition, Global Brands is also playing a key role in our Driving Route 2015 programme, which is focused on speed, consistency and consumer focus. Among other things, we are striving to present adidas and Reebok in a more consistent way around the world in terms of ranges and pricing. In the long term, this should lead to range size efficiencies and gross margin optimisation. One example of this is the creation of a “Global Foundation Range”, which will be mandatory for all of our markets and channels.

Focus on the consumer
The consumer is at the heart of everything we do. This is the first and most important realisation, and we must adhere to it to deliver long-term success. As part of its function, Global Brands has mapped out our target consumer universe, which spans from our roots in sport, the “pure performer”, through to today’s style setters who have embraced sporting goods brands .
To be successful across consumer segments, we acknowledge that a strategy of mass production or mass marketing is no longer suffi- cient. Only by identifying and understanding consumers’ buying habits, their fitness level, their motivations and goals for doing sport and their
individual lifestyle, can we create meaningful products, services and experiences that build a lasting impression. In this respect, we have identified five key global trends which will be important to address with our brands and sub-brands over the duration of Route 2015:
– Fit for life:
Sport is no longer just about competing and winning. Sport is becoming more embedded in consumers’ everyday lifestyles. Motivations and goals are becoming more holistic, relating to fun, socialising and quality of life.
– You are what you know and what you do:
Society is embracing a life-long learning attitude, and placing more emphasis on what we know and do versus what we have and where we come from.
– Celebrating individuality:
Consumers increasingly fulfil their desire to differentiate from one another by being more creative – on the one hand mixing and matching products and services they need, and on the other hand seeking personalised offerings tailored for them.
– Together is better:
There is an increasing need for meaningful social interaction, both online and offline, as consumers become more mobile, and the rise of digital technologies makes it easier for them to connect with like-minded people.
– Back to basics:
For everyday life, products and services are desired to be simple and authentic, making consumers’ lives easier, rather than more complicated. There is a growing interest in outdoor activ- ities, reflecting the desire to reconnect and be in tune with nature.

To match these trends and fulfil consumer demands, Global Brands teams adhere to the following principles:
– Create the unexpected in terms of product and brand experience
– Create the highest emotional connection between our brands andthe consumer
– Be prepared for the next generation, anticipating change
– Simplify to the maximum
– Show excellence in execution, being consistent in whatever we do, from idea creation to communication at the point of sale, and in the digital world

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Created by : Lisa Maritseda (group3)