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Case Competition

Transcript: Introduction to Beer Brewing Major Ingredients History of Beer Brewing Key ingredients in beer include water, malted grains, hops, and yeast. The type and quality of these ingredients play crucial roles in determining the beer's flavor profile and brewing characteristics. Archaeological evidence suggests that beer production dates as far back as 4000 BCE in Mesopotamia. Throughout history, various civilizations, including the Egyptians and Sumerians, contributed to brewing techniques and recipes. Conclusion Understanding the fundamental aspects of beer brewing helps appreciate its complexity and artistry. This knowledge is vital for anyone interested in delving deeper into the brewing business. Brewing Process Overview Types of Beer The beer brewing process consists of four primary stages: malting, mashing, boiling, and fermentation. Each stage significantly influences the flavor, aroma, and quality of the final product. There are numerous types of beer, categorized primarily into ales and lagers, each with distinct fermentation processes. Popular variations include IPAs, stouts, and pilsners, each offering unique taste experiences. Case Competition Business Strategy Value Proposition The beer brewing company offers unique, high-quality craft beers that emphasize local ingredients and traditional brewing techniques, catering to the growing demand for artisanal products. This commitment to quality, flavor, and innovation creates a distinctive brand identity in a crowded market. Financial Projections The financial projections indicate a steady growth trajectory with anticipated revenue increases of 15% annually over the next five years, driven by market expansion and product diversification. Break-even analysis shows profitability within the first two years of operation. Marketing Strategy The marketing strategy leverages social media engagement, local events, and partnerships with restaurants to reach potential customers. With targeted campaigns and an emphasis on storytelling, the brand connects with consumers on a personal level, enhancing customer loyalty. Sustainability Practices Sustainability initiatives include sourcing ingredients from local, organic farms and implementing energy-efficient brewing processes. The brewery also engages in community recycling programs and waste reduction efforts, establishing a positive environmental impact. Distribution Channels The brewery utilizes a multi-channel distribution approach, including direct sales at local markets, online orders, and collaboration with distributors to reach wider markets. This strategy ensures product availability while maintaining a strong local presence. Beer Brewing Company Case Study Market Analysis Industry Overview Target Market Identification Trends in Beer Consumption Competitive Landscape The global beer industry is valued at over $600 billion, driven by diverse consumers seeking craft and premium options. Increasing demand for unique flavors and artisanal products reflects changing consumer tastes, presenting opportunities for growth. Key demographics for beer consumption include millennials and Gen Z, who prioritize quality and experience. Research indicates that 60% of consumers aged 21-34 opt for craft beers, highlighting a shift in preferences towards localized, quality options. Recent trends show a growing preference for low-alcohol, gluten-free, and flavored beers. Additionally, the rise of e-commerce and home delivery options caters to changing consumer behaviors, reshaping how beer is marketed and sold. The beer market is densely populated, with major brands like Anheuser-Busch and Heineken competing alongside numerous craft breweries. Strategic acquisitions and partnerships are common to enhance market presence and capitalize on emerging trends.

Case Competition

Transcript: Cross Training Why should employees be cross trained? Cross Training as a form of recognition: Why? To increase overall knowledge Incentive Programs Prevent Undue Stress It is estimated that 75 to 90 percent of visits to health care providers are due to stress-related conditions, costing employers in increased health care costs. (Maxon) The company will also suffer do to the employee not working to his or her full potential, which will drive productivity down. Abrams, Carmen. & Berge, Zane. (2010). Workforce Cross training: a re-emerging trend in tough times. Emerald. 22 (8), Retrieved October 7, 2012 from http://www.emeraldinsight.com.hmlproxy.lib.csufresno.edu/journal.htm.?articled=1891206&show=abstract. Baldwin.Boomer.Rubin, (2008). Managing Organizational Behavior. 2nd ed. New York, NY: McGraw-Hill/Irwin. Ebeling, A, C. & Lee, C, Y. (1994). Cross-training effectiveness and profitability. Int. J. Prod. 32 (12), 2843-2859. Retrieved October 7, 2012 from http://web.ebscohost.com.hmlproxy.lib.csufresno.edu/ehost/pdfviewer/pdfviewer?sid=6cd558af-4ad8-4fe8-a455-ea36029776ae%40sessionmgr110&vid=2&hid=122. James, Keith. & Lahti, Ken. (2011). Organizational Vision and System Influences on Employee Inspiration and Organizational Performance. Creativity & Innovation Management. 20 (2), 108-120. Retrieved October 2012 from http://web.ebscohost.com.hmlproxy.lib.csufresno.edu/ehost/pdfviewer/pdfviewer?sid=9bac999f-4a5a-44a5-9500-2a6a74372c8d%40sessionmgr115&vid=2&hid=125. Marentette, Kenneth, A., Mills, Lisa., & Johnson, Alan, W. (2009). A measure of Cross-Training Benefit Versus Job Skill Specialization. Computers and Industrial Engineering. Sciendirect. Retrieved October 7, 2012 from http://www.sciencedirect.com.hmlproxy.lib.csufresno.edu/science/article/pii/S0360835209000977. Maxon, Rebecca (1999). Stress in the Workplace: A Costly Epidemic. Retrieved October 5, 2012 from http://www.fdu.edu/newspubs/magazine/99su/stress.html. McKeough, Anne. (Febuary 21, 2012). Four Tips for Structuring Employee Incentive Programs. Chief Marketer Home Page. Retrieve Web. 4 Oct. 2012. From http://chiefmarketer.com/promotional-marketing/four-tips-structuring-employee-incentive-programs Quast, Lisa. (September 19, 2011) Creating Incentive Plans That Actually Incent Employees. Retrieve October 4, 2012. From http://www.forbes.com/sites/lisaquast/2011/09/19/creating-incentive-plans-that-actually-incent-employees/. Quigley, Joseph, V.,(1994). Vision: How Leaders Develope it, Share it, and Sustain it. Business Horizons. 37-41. Retrieved October 7, 2012 from http://web.ebscohost.com.hmlproxy.lib.csufresno.edu/ehost/pdfviewer/pdfviewer?sid=249f47e2-e793-4474-b06b-c7e1c678b713%40sessionmgr104&vid=2&hid=123. Schmidt, Steven, W., (2009). Employee Demographics and job training satisfaction: The Relationship Between Dimensions of Diversity and Satisfaction with Job Training. Human Resource Development International. 12 (3), 297-312. Retrieved October 7, 2012 from http://web.ebscohost.com.hmlproxy.lib.csufresno.edu/ehost/pdfviewer/pdfviewer?sid=841eec21-5df4-4242-90dd-5fef6724be55%40sessionmgr114&vid=2&hid=122. Segal, Jeanne (September 2012). Stress at Work. Retrieved October 5, 2012 from http://www.helpguide.org/mental/work_stress_management.htm Slack, Frederick, J., Orife, John, N., & Anderson, Fred, P. (2010). Effects of Commitment to Corporate Vision on Employee Satisfaction with their Organizations: An Empirical Study in the United States. International Journal of Management. 27 (3), 421-436. Retrieved October 7, 2012 from http://search.proquest.com.hmlproxy.lib.csufresno.edu/docview/763168811/fulltextPDF?accountid=10349. Unk (September 2, 2002). Choosing an Employee Incentive Program. Entrepreneur. Retrieve October 4, 2012. From http://www.entrepreneur.com/article/54952 Unk (1995-2012). Employee/Retiree. Boeing: Employee Incentive Plan. N.p., n.d. Retrieve October 4, 2012. From http://www.boeing.com/companyoffices/empinfo/eip/ Purpose for Incentive Programs - Cost 2... -Cross-training -Implement Incentive Programs -Recognize and Minimize Undue Stress Team 63 Interfere with productivity physical and emotional health(Segal) If stress at the workplace is High! Signs of unmanaged stress: Who to Cross-Train Purpose: Company objectives are aligned with business goals, of then which the employees are trying to achieve. The end result will be great production within the company and reward for the employee. Incentive Programs Recognizing and Preventing Undue Stress in the Workplace •Prioritize tasks. •Break projects into small steps. •Delegate responsibility. •Be willing to compromise.(Segal) 1.... Meetings that include all employees frequently Team 63 Cross Training Providing Programs Implementing Incentive Programs References Two rules for cross training efficiency Final Recommendations Flexible Hours: Breaks, Lunch time Extension, Creating Work Schedule Ways to Foster Growth and Maximize Potential How to minimize Stress Individual Interests -

Case Competition

Transcript: Image heavy focusing on scare tactics used in current campaign Promote and highlight nationwide events Utilize user content Enhance the current "Not Even Once" Campaign National Focus Track and highlight events around country Funnel people to website by using site content Grow following Like Campaign Title Here Maintain interaction "How Would You Intervene?" 13 - 21 year old male and females Urban and suburban areas Focus on "realistic side effects" Pop culture references Why people use it What is it and what does it do? Where you get it? Is someone I know on meth? Rosetta Case Competition Overall Strategy Social Media Kelsey Bowers, Christine Demane, & Kate Schumacher Target Market Sample Ad Word Group PPC SEO Social Analytics Agenda Platforms What is it and what does it do? Search categories National focus Grow following Engage influential accounts Maintain Interaction Current events Fun facts and trivia Image and video heavy content Everything funnels to website Optimize content to encourage conversation between teens in all digital spaces Leverage current platforms and utilize other social spaces to maximize key words efficiency Drive more traffic to the national MethProject.org website Reposition to launch as a national campaign Key Words Used Across Platforms Focus on growing epidemic

Case Competition

Transcript: By: Perebotie Amughan , Andrew Pitts, Memo Nakour, & Sophie Shugarts Amazon Case Competition Background/ Vision History of Amazon (See Exhibit 2) "Get Big Fast" 2000 rose sales from $1.64 billion to $ 2.76 billion (See Exhibit 1) Growth also led to the loss of about $2.1 billion in 1999 and 2000 Vision=increasing customer satisfaction and revenue growth. Bezos unconcerned with "short-term" profitability, preferred long-term investments. In 1999, Amazon expanded their categories, but remained unprofitable In 2001, Amazon tried to cut cost by laying off 1,300 employees, 15% of the company Online retailers vs. in-person retailers; Selling books and CD's was thought to never be profitable Exhibit 1 Exhibit 1 Exhibit 2 Exhibit 2 Expansion Expansion July 1995 Amazon expanded to 45 countries. ex: U.K, Germany, Japan, etc. In 1999 Amazon expanded their retail categories, building a network of distribution centers to support expansion. Tardemarked to slogan "Earth's biggest selection" in 1999. In 2000 Amazon made it a mission to add a more personalized expericence for consumers. Exhibit 3 Exhibit 4 Page 10-14 Customer Service Personalized web pages to satisfy customer experience. Helped move inventory Made customers feel important Went to the customer Bezos's believed price was not the only factor in customer purchasing Accessibility and variety Bundle's Item to item relevancy Amazon means different things to different people Exhibit 8 Exhibit 6 Competitors April 2001: Amazon buys out Borders.com, and enhances the whole website Amazon receieved a one-time payment for this, and a shared revenue from the Borders.com revenue. Borders.com was a distant 3rd on the online book store market with $27 million sales in 2000, behind Amazon and Barnes and Noble with $320 million and $1.7 billion, respectively. Borders began in 1971 as a regular book store, and succeeded in that department. In the mid 90's; however, Borders was late to the internet book store party. Borders implemented an online store in 1998, a year after Barnes and Noble, and 3 years after Amazon. In 1999, Borders captured only 1% of the $1.6 billion dollar online book store market, compared to Amazon's 80% share and Barnes and Nobles' 15% share. - Competitors Graph (exhibit 12)

Case Competition

Transcript: Issues at Hand SWOT Analysis Functional Organizational Structure Customize vs. Standardize Headquarters and Subsidiary Relationship Management Control over Operations Porter's 5 Forces Analysis Transnational Strategy Consistant Financial Reporting Procedures Increase Control over Chen Thank you for your attention! Levandary Cafe - "Quick Casual" Wholesome soups, salads and sandwiches & comfortable, friendly environment Founder and CEO: Howard Leventhal (1979-2011) New CEO: Mia Foster (2011-Present) Expansion into China Levandary China: Louis Chen 1. Background 2. Porter's 5 Forces Analysis 3. Issues at Hand 4. Analysis 5. Recommendation & Conclusion Background Recommendations Analysis Levendary Cafe: The China Challenge SWOT Analysis Overview Functional Organizational Structure

Case Competition Presentation

Transcript: Implementation and Timeline Gantt Chart (To be filled) Implementation Steps Successful implementation of strategic recommendations is critical to ensure the welding company's growth and competitiveness. This section outlines the key steps and timelines for executing the proposed strategy effectively. Step 1: Define clear objectives and align them with team roles. Step 2: Allocate budget and resources accordingly. Step 3: Train staff on new processes and technologies. Step 4: Monitor progress through regular reviews and feedback sessions. Step 5: Adjust strategies based on feedback to ensure alignment with goals. A Gantt chart will facilitate the visualization of project timelines, milestones, and tasks involved in the implementation process. This tool allows the team to track progress, set deadlines, and identify dependencies between different activities. It will be filled out with specific tasks and timelines as part of the planning process. PEST Analysis Critical Analysis on Strategy Implementation Political Factors The PEST analysis provides a comprehensive evaluation of the external factors impacting the welding industry, aiding informed strategic decision-making. By examining Political, Economic, Social, and Technological influences, organizations can better navigate challenges and capitalize on opportunities. Regularly review the effectiveness of the implemented strategies against the set objectives. Gather data on performance indicators and solicit feedback from stakeholders. This analysis helps the company to adapt and refine its strategies in real time, ensuring alignment with market demands and internal capabilities. Government regulations, trade policies, and labor laws significantly influence the welding industry. Political stability in regions where materials are sourced affects supply chain reliability and operational costs. Risk Management Strategies Technological Factors Economic Factors Identify potential risks associated with new implementations, such as technology adoption hurdles and employee resistance. Develop mitigation strategies, including conducting pilot tests, gathering employee feedback early, and ensuring ongoing support from management. This proactive approach minimizes disruptions during the implementation phase. Advancements in welding technology and equipment lead to improved efficiency and quality in operations. Automation and robotics are increasingly integrated, enhancing production capabilities and reducing labor costs. Economic growth directly impacts the demand for welding services. Fluctuations in material costs and exchange rates can affect pricing strategies and profit margins within the welding sector. Alternative 2: Diversification of Services Alternative 3: Technological Upgradation Social Factors Introduce complementary services such as metal fabrication and repair, catering to existing and new customers. This strategy aims to create additional revenue streams and strengthen customer loyalty. Invest in advanced welding technologies and automation to enhance efficiency and quality. By adopting cutting-edge equipment, the company can reduce operational costs and improve productivity, positioning itself as an industry leader. Changing consumer preferences and increased awareness of health and safety standards contribute to the evolving landscape of the welding industry. The demand for skilled labor is rising as more complex projects require specialized expertise. Alternative 1: Market Expansion Justification for Recommendation Expand into untapped regional markets by leveraging existing capabilities. Focus on increasing brand visibility through targeted marketing campaigns and local partnerships, ultimately driving sales and customer engagement. Exploring Strategic Alternatives Expected Outcomes Diversifying offers numerous benefits, including risk mitigation and revenue growth. By targeting different sectors affected by technological advancements, the company can leverage its expertise in welding to penetrate new market segments successfully. Expected outcomes from these recommendations include a projected 15% increase in market share within two years and improved customer satisfaction through enhanced service offerings. This positions the company as a leader in innovation within the welding sector. This section presents three potential strategic alternatives for the welding company, each designed to enhance competitive positioning and market penetration. Analyzing these options will help identify the most viable path forward. Recommended Strategy Asset Library Implement a diversification strategy by expanding into emerging markets and product lines, particularly focusing on automation in welding technology. This increase in innovation will cater to the evolving needs of various industries, enhancing competitive advantage. Recommendations Colors Frames 01 03 This section outlines strategic recommendations tailored for the welding company to enhance operational

Case Competition

Transcript: Irene's Dilemma Maurice Courtez Carrissa Rodrick Finanical Assumptions Strength Negotiate contract with new name "Comfort Inn Zurich" Raise the room rates by 20% 140 CHF to 170 CHF Run specials on weekends and during slow travel seasons Without merger -Increase in total revenue due to raise in prices, improvements to the hotel, and additional marketing efforts -Reach more customers through marketing, brand name recognition (utility), and online reservation system -Will gain more resoucres and training through the merger Initial increase in revenue - 20% due to price change because of perceived value of brand name Yearly increase in revenue - 4% Yearly increase in salaries - 3% All customers booked Choice Hotels reservation systems Perceived utility less than or equal to par Location: proximity to city No brand image No competitive advantage No business during vacation Weakness Patnerships with companies at the convention centers Emerging markets (Asian/Russian) Zurich = Swiss banking capital Yearly increase in revenue - 4% Yearly increase in salaries - 3% And one more thing... Continue with the merge of Airotel Rumlang and Choice Hotels Europe Thank you for your attention! Competition with branded hotels Swiss Air's bankruptcy could cause less travel Our Decison Conclusion Current price is attractive Sound proof windows Location: Proximity to airport and convention center Breakfast buffet Reasons Opportunities Threats With merger Recommendations Agenda Our Decision Industry and Trends Recommendations Financial Analysis SWOT Analysis is here

Case Competition

Transcript: Questions...? Viewership Expanded! Kevin Wu (Kevjumba) 2.8 million total YoutTube subscribers "Charity of the Month" -Donates his YouTube revenue to a different charity each month and promotes the cause Christina Ling Nicole Allain-Stockton Proposal: Donors Expand viewer base Expand awareness of: -One Global Economy & -One Global Economy's mission Make individual donations a significant portion of revenue Start a chain effect Methods Many influential individuals online Avid viewers Target audience that supports the cause Chain effect of blogging Bloggers' natural incentive to broadast the cause But what about ...? Videos are engaging Infuential vloggers reach large audiences YouTube tailors to non-profit Lack of individual donors Limited general awareness of the cause Social Media for One Global Economy (The Case Foundation) Leverage influential internet figures to promote One Global Economy's cause... Join YouTube Non-Profits Make short and engaging videos that offer insight into the company Reach out to influential "vloggers" to bring attention to the channel The Influence of Blogs... Examples: Derek Embry Brian Saslow Methods... Tip Social Media Predicted Outcomes So... What About ? 8% of Internet users keep a blog (~12 million American adults) 39% of Internet users read blogs (~57 million American adults) 90 % of bloggers say they have read someone else's blog Potential Donors 2 Free Social Media Tools: Alexa.com Compete.com Youtubers Ready to Help Youtube... Broadcast One Global Economy's mission to a larger target audience at a low cost Engage viewers with captivating web content to promote interest Problems Expand into the blogosphere - bethkanter.org - philanthropy.com - globalgiving.org - blog.yourcause.com - networkforgood.com Estimated Cost? Quinn Hu Goals Blogs -

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