Zorlu Holding & The Vision Of The Company Mehmet Zorlu, established their Group's first company in the early 1950s, he laid the ground rules for the Zorlu Group's subsequent growth: integrity, perseverance’ and unconditional commitment to quality. Integrity is the Group's cornerstone value and they expect it to govern every aspect of their business. Hard work and perseverance are essential for the day-to-day success of their enterprises as they are for the undertaking) of a new venture. Quality is the key to customer loyalty, on which the long-term prosperity a f all ventures depends. With these ground rules, the Zorlu Group has sought to develop solid and profitable businesses that contribute to the welfare of the Group; its customers, business partners and employees; as well as the larger community. Until the early 1990s, they focused their investments in home textiles, an activity the Zorlu family has been involved with for several generations and in which they have a particular expertise. In 1994, they saw the opportunity to employ their strong capital and human resources in the consumer electronics sector, through the acquisition of the Vestel electronics Group. This was followed, in 1996 and 1997, by investments in the fast- growing energy and financial services sectors. Between 1990 and 1997, they tripled the number of their operations, increasing their total assets to just under US$ 1 billion, excluding the assets of five of their six subsidiaries incorporated abroad. They invested in state-of the-art spinning, weaving and textile technology that has made them the world’s largest; vertically-integrated polyester curtain producer and will propel them to the forefront of the international home textile industry in the years to come. They acquired the Vestel Group of consumer electronics companies, pushed its balance sheet from an undeserved red into the black, and set it on course to become a leading contender in the international consumer electronics markets. They established a bank, a leasing company and o factoring firm and they penetrated the power generation and electricity distribution sectors with the construction of two plants and a; competitive bid for o state- owned, plant slated for privatization. The Zorlu Group's rapid growth since 1990 reflects the vast range of opportunities that have emerged from the unique juncture of Turkey's Customs Union with the European Today, their operations include 32 companies in Turkey, France, Germany, Holland and South Africa in the textile, consumer electronics, finance, energy and tourism sectors. In 1997, their key operations achieved net sales of almost US$ 750 million and after tax profits of just under US$ 80 million.
The company is also leading the way in innovativeness and has already received recognition for introducing innovative products. This is one of the strengths of the company since innovative products will help to differentiate its products from the other competitor products as well as the new products can be exclusively branded as compared to the other flagship products from older Soviet times.
After conducting a basic 10 year financial analysis of the company, it has become evident that even with a highly competitive market structure they are able to improve on their performance. Ranging from 2004 to 2013 financial information, the company has shown a significant increase in their sales revenue roughly $3865 million sales in 2004 to almost four time that valuing $12970 million in 2013, which was an “increase of 10.4% over the 53 week prior year” The company’s growth strategy has been to diversify its product market and make them...
Weave Tech has several strategic challenges and opportunities since the purchase of the once then called Johnson-ware apparel in 2007. Since the organization has had the challenge of rebranding themselves to attract a new customer base which is also an opportunity to grow the organization. Weave Tech has to reposition the organization to be successful throughout the changes. Another strategic challenge the organization is undergoing is reorganizing and attracting a new management team which causes for cuts and layoffs. These cuts and layoffs can drastically effect the morale of other employees and ultimately production. Over the next 3 years Weave Tech goal will be to strategically handle these challenges and opportunities while
The four companies shown above have very different business models. Inditex owned much of the production and most of its stores. Inditex is thus a vertically integrated company. This made Inditex gain a competitive advantage, which is quick response to the market requirements. On the other hand, The Gap and H&M have a different business model. They owned most of the stores, but outsourced all the production. Benetton had a third business model. It invested heavily in the production, but licensees ran its stores.
International acquisitions have become an extremely important vehicle for growth for multinational companies. In this case, and because of the particular industry in which Electrolux operated in, the trend of the whole appliance industry was facing a long period of crisis. Although Electrolux was and still is one of the largest manufacturers of white appliances, many other manufacturers were now taking market share away from the Swedish company. For example, Philips and Siemens were now introducing a complete and economic line of brand new appliances. Electrolux's core business was vacuum cleaners and absorption-type refrigerators. Electrolux was and still is the typical Swedish firm, which emphasizes on down to earth management: everyone works and keeps his word and all the information is correct. The firm emphasis on technology and advancement and the middle management is open to advises from the workers.
In terms of the flow of goods in the region, each group company can directly order the material, produce the goods and sell them within the regional market. They build their own physical flow of goods, being relatively independent from the parent companys physical flow of goods. However, only one third of total revenue in the southeast Asia is produced in the region due to the limited production capacity of the group companies, the remaining two-thirds are still mainly supplied from the company's main production site in Germany.
Domestically, they sell products through a distribution network that includes department stores a lot, watches and jewelry stores, company-owned retail and outlet stores, market outlets and also through the website. Internationally, products are sold to department stores, retail stores, and specialty watch and jewelry stores in approximately 130 countries worldwide through 23 company-owned foreign sales subsidiaries and through a network of over 60 independent distributors. Products are also offered for flights and cruise ships and in company-owned retail stores globally. Products are also sold through licensed outlets and franchised FOSSIL retail, retail concessions, as well as websites in some countries.
currently making their money by selling iPhones, they are the largest selling item in the company bringing in $101,991,000,000. The second largest is the iPad bringing in
N.V. Philips (Netherlands) and Matsushita Electric (Japan) are among the largest consumer electronics companies in the world. Their success was based on two contrasting strategies – diversification of worldwide portfolio and local responsiveness for Philips, and high centralization and mass production for Matsushita.
Turkey is a country with a vibrant and colorful culture located between Europe and Asia. It has a booming economy of tobacco, cotton, hazelnuts, olives, and livestock. On October 23, 1923, the European land of Thrace and the Asian portion of the land of Anatolia known as the Ottoman Empire became to be the country of Turkey. The Country’s capital changed from Istanbul to Ankara in 1922 after the fall of the Ottoman Empire. The population of Turkey is around 72,907,000 people, mostly made up of Turks and Kurds. For the most part, Turkey’s culture has become very modern and up to date with most technology, internet, mobile data service providers, import and export, entertainment, and access to information. In short, the country’s past has been monumental in both the political, geographical, and biblical standpoint.
withstanding a large recession, and commanding high market share. In the last five years, the company’s
LVMH was able to broaden the company’s media operations, create new retail outlet, enhance their line of champagne, and open fashion houses, like Fendi. LVMH found their corporate strategy was diversification into a wide variety of luxury products. They grouped all of their brands into six different business units. Their wine/spirits unit poss...
information about the history and the current company situation are covered. Later some interesting and different technical issues are
The company consider one of fastest growing brand in the gulf region and highly trusted brand in UAE. They operate in modern and automated were they have machines are producing and doing the most of the production requirements. The factory operate according to the local authorities and international standards. AlAin company is part and one of Agthia group companies. The quality management system achieved internal and international quality standards such as ISO 9001:2008, FSSC 22000 and Hazard Analysis and Critical Control Points (HACCP). They consider the manufacturing process and their labs world class now after getting ISO 17025 for international laboratory standard.
From 2005 the textile segment has been made up of 2 companies, transforming raw materials into fabrics, from spinning to finishing and ennobling. Handicraft product quality and technological research development characterize this business segment which works with internationally recognized names of the apparel and fashion industry.