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    Building a Winning Culture

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    soul. Building a winning culture By Paul Rogers‚ Paul Meehan and Scott Tanner Paul Rogers is a partner with Bain & Company in London and leads Bain’s Global Organization Practice. Paul Meehan is a Bain partner in Tokyo and leader of Bain’s Organization Practice in Asia. Scott Tanner is a partner in Bain’s Melbourne office. Copyright © 2006 Bain & Company‚ Inc. All rights reserved. Editorial team: Paul Judge and Elaine Cummings Layout: Global Design Building a winning culture A company’s

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    Appendix                                p. 3 ­ 4  p.   p.  p.  p.  p.   p.            Recommendations:   After thoroughly analyzing your company‚ we have come up with several  recommendations for you to consider. To begin‚ we believe that Henkel should continue with the  low­cost reduction strategy across the board. In doing so‚ this will ensure that you do not spend  money in areas that money does not need to be spent. We also believe that there is great  possibility for acquisitions wi

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    Henkel

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    Bob Simmons – Strategic Transformation Case Summary: Henkel was a German manufacturer of laundry products. Went public in 1985. In 2008 it was 14 Billion pounds in 125 countries. Majority in EMEA. Most of exe team were German. Organized into three major business units: Adhesive Technologies 48%(glue stick)‚ Laundry and Home Care 30%‚ Cosmetics/Toiletries 22%. Industry leader in adhesives. Rorsted took over as CEO in 2008. Henkel was reporting comfortable growth and profits with

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    Henkel

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    combined with bleach washed in low temperatures whereas Northern tradition involved with powerful detergents without bleach combination washed in hotter water. Packaging differs also; north people want compact product but in south people want big boxes. Henkel implemented different strategies for different markets relying on those differences like; ``whiteness with care`` for northern market like Germany and France but to catch the large green customer segment in Netherlands an environmentally friendly

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    Henkel

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    Executive Summary The strategic opportunity is to choose between international standardization and the Henkel European model of local heritage. Henkel’s main competitors are following the international standardization strategy resulting in optimization of product portfolios and significant margin growth. There are three strategic alternatives: * Continuing the local brands in Spain and Italy * Replacing the local brands with the flagship Persil brand * Holding the local brands as

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    Henkel Marketing Strategy

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    * The strategic problem is whether to globalize the brand portfolio in Italy and/or Spain in order to get a market share value of 29‚87M Euros by 2002 (Exhibit 1) * Our strategic opportunity is to standardize its brand portfolio in Europe Market. It will impact on: 1) greater savings on unit variable costs up to 15-20% by doubling the production of existing plants‚ and 2) 22% potential increase on market share. * Business is becoming more complex because of conflicting marketing targets and

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    Chapter #3 Question 1 After winning the lottery‚ participants are often offered a choice between a flat amount immediately and a larger total sum paid out over time. Consider an example where a person has a choice between $100‚000 per year for 20 years ($2‚000‚000 total) or an immediate payment of $1‚200‚000. Consider how interest rates impact the choice that should be made. A. The equation to calculate the discounted present value of 20 annual payments is: Present value = $100‚000/(1 + i) + $100

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    The Woman Manager Cathy Benko: WINning at Deloitte Cathleen Benko’s approach to negotiations is to generally push back on every suggestion anyone ever makes. She doesn’t take anything on blind faith. She weighs the pros and cons of everything and limits her options. Based on her skills‚ she was able to pick and choose what she wanted to do. She researched her projects and clients prior to any major decisions that she made which helped her to proactively manage her career. Her approach is

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    Building and Sustaining Trust Case Study Building and Sustaining Trust Case Study Human Resources and Communication in Project 330 Building and Sustaining Trust Case Study Abstract A project manager’s role in building or sustaining trust both within the team as well as between themselves is to establish a strong relationship with his/her team members from the beginning of building that team. Trust will play an important role in any team member’s process because without trust between the

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    1. History and Location Henkel AG & Co. KGaA is a multinational company headquartered in Düsseldorf‚ Germany. Founded in 1876‚ Henkel is a global leader in the consumer and industrial businesses with brands such as Persil‚ Schwarzkopf and Loctite. Headquartered in Düsseldorf‚ Germany‚ Henkel employs 48‚000 people worldwide and is ranked among the Fortune Global 500. The company’s preferred shares are listed in the German stock index DAX. In North America‚ Henkel has about 5‚700 employees in

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