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Saturated markets, a decreasing valuation of fashion by a part of consumers paired with missing impulses by some companies has brought along a crisis in retail, especially in Europe. Changing consumer demand, customer sophistication, customer empowerment via the internet and rapid industry change are just a few challenges global retailers are facing today. The consequence is big pressure on prices and margins and a need for process excellence. As in the 1990s the American and European automotive industry struggled with similar challenges, a concept named lean production was imported from Japan. It helped some Western automotive companies, like Porsche, and big parts of industry to find their way back on the path of success. Is the route to success via lean production exclusive to industry? Or might retailers today benefit from lean production philosophy? In this book Simon Fauser approaches these questions by analysing lean production philosophy, extracting lean principles and applying these to retail and its challenges.
With over 7,000 islands, the Philippines is the world’s largest group of islands. For hundreds of years, the beautiful Southeast Asian archipelago was fairly isolated from its neighbouring as well as western countries. Only since 2000, the Philippines began to open its business markets to foreign investors. In his book, Timo Priester scrutinizes the Philippine retail structure. He offers interesting insights about the organization of Manila’s (the country’s dominant capital) retail trade. The principal focus is on three different business markets: The Mobile, the Home Appliances and the Audio Visual Market.
At the beginning of their venture, young and small start-ups have to struggle a lot to survive. And when a company has passed this basic stage, a battle may be won, but the road to long-term success is still a long way ahead. Young and small companies are then forced to achieve constant and high growth if they want to stay on the global marketplace by successfully defeating global competition. This book illustrates the special situation of such companies, calls for dedicated and special assistance and wants to provide necessary hands-on management advice for the future economic development of companies in this stage.The book aims at entrepreneurs, founders and managers of young and small companies which successfully survived the start-up phase as well as to venture capital companies, independent advisors, banks, consultants and other stakeholders.
This study evaluates the value generation potential of private equity for German mid-cap companies. A discussion of the private equity industry and the analysis of the value generation levers serve as a basis to further explore private equity value generation in the German market. First, the special features of German mid-cap companies are examined with a special focus on their financing needs. Second, the German private equity market is introduced and its differentiating features are revealed. The comparison of the findings assesses the general suitability of private equity as a financing option for German mid-cap companies and suggests that many mid-cap companies are not (yet) suited for private equity investments. Finally, the applicability of the identified value generation levers on the German mid-cap segment is analyzed with the help of a conceptual framework in order to evaluate the value generation potential. The results show that the traditional value generation levers are applicable but have to be adjusted with respect to national differences. Private equity associations have to specifically address the strong social considerations in the German business culture and the traditional unity of management, ownership, and supervision in the mid-cap segment in order to realize high rates of return. Anecdotal and recent empirical evidence indicates the relevance of many theoretical conclusions.
Lean Thinking was launched in the fall of 1996, just in time for the recession of 1997. It told the story of how American, European, and Japanese firms applied a simple set of principles called 'lean thinking' to survive the recession of 1991 and grow steadily in sales and profits through 1996. Even though the recession of 1997 never happened, companies were starving for information on how to make themselves leaner and more efficient. Now we are dealing with the recession of 2001 and the financial meltdown of 2002. So what happened to the exemplar firms profiled in Lean Thinking? In the new fully revised edition of this bestselling book those pioneering lean thinkers are brought up to date. Authors James Womack and Daniel Jones offer new guidelines for lean thinking firms and bring their groundbreaking practices to a brand new generation of companies that are looking to stay one step ahead of the competition.
Providing a balance betwen theory and practice, this guide to retail management includes useful career information and takes a strategic approach to decision making.
WINNER: Les Plumes des Achats 2016 - Prix des Associations (1st edition) Over the last two decades Tesco has emerged as a dominant player in the UK market and a leading global retailer. The Lean Supply Chain explores how Tesco, over the last 20 years or so, has built its business around supply chain excellence. As a mega-retailer, Tesco has learnt to create a balanced supply chain system, supporting suppliers' needs as well as customers' requirements. This perspective, and an ambition to act sustainably, has underpinned a rebuilding of trust in the Tesco brand and a resurgence in commercial fortunes. This fully updated edition of The Lean Supply Chain contains new chapters on Tesco's current strategy, rebuilding brand trust and its CSR agenda. It charts the principles of lean thinking, customer loyalty and simplicity which were used by Tesco to frame its supply chain strategy and draws upon the authors' deep knowledge of how the retailer has dealt with challenges and market changes to provide lessons for other businesses, large or small, who wish to place how they manage their supply chains at the heart of their competitive strategy.
A groundbreaking and revolutionary book that will transform how lean is understood, practiced, and used within organizations A lean strategy is about gaining a competitive edge by offering better quality products at competitive prices and making a sustainable profit by eliminating waste through engaging employees in discovering deeper ways to think about their own jobs and smarter ways of working together. In its current form, lean has been radically effective, but its true powers have yet to be harnessed. Lean Strategy harnesses that power and delivers a new way of creating value from lean. Leading lean experts address popular misconceptions about the basics of lean/TPS, showing the true purpose of tools, methods, and attitudes that leverage the intelligence of every employee doing the work. You’ll learn how to think—and then act—differently, tapping the power of every person in your organization in a disciplined manner that generates unparalleled, sustainable success that is responsive to today’s most pressing challenges
"The P-51 Mustang—perhaps the finest piston engine fighter ever built—was designed and put into flight in just a few months. Specifications were finalized on March 15, 1940; the airfoil prototype was complete on September 9; and the aircraft made its maiden flight on October 26. Now that is a lean development process!" —Allen Ward and Durward Sobek, commenting on the development of the P-51 Mustang and its exemplary use of trade-off curves. Shingo Research and Professional Publication Award recipient, 2008 Despite attempts to interpret and apply lean product development techniques, companies still struggle with design quality problems, long lead times, and high development costs. To be successful, lean product development must go beyond techniques, technologies, conventional concurrent engineering methods, standardized engineering work, and heavyweight project managers. Allen Ward showed the way. In a truly groundbreaking first edition of Lean Product and Process Development, Ward delivered -- with passion and penetrating insights that cannot be found elsewhere -- a comprehensive view of lean principles for developing and sustaining product and process development. In the second edition, Durward Sobek, professor of Mechanical and Industrial Engineering at Montana State University—and one of Ward’s premier students—edits and reorganizes the original text to make it more accessible and actionable. This new edition builds on the first one by: Adding five in-depth and inspiring case studies. Including insightful new examples and illustrations. Updating concepts and tools based on recent developments in product development. Expanding the discussion around the critical concept of set-based concurrent engineering. Adding a more detailed table of contents and an index to make the book more accessible and user-friendly. The True Purpose of Product Development Ward’s core thesis is that the very aim of the product development process is to create profitable operational value streams, and that the key to doing so predictably, efficiently, and effectively is to create useable knowledge. Creating useable knowledge requires learning, so Ward also creates a basic learning model for development. But Ward not only describes the technical tools needed to make lean product and process development actually work. He also delineates the management system, management behaviors, and mental models needed. In this breakthrough text, Ward: Asks fundamental questions about the purpose and “value added” in product development so you gain a crystal clear understanding of essential issues. Shows you how to find the most common forms of “knowledge waste” that plagues product development. Identifies four “cornerstones” of lean product development gleaned from the practices of successful companies like Toyota and its partners, and explains how they differ from conventional practices. Gives you specific, practical recommendations for establishing your own lean development processes. Melds observations of effective teamwork from his military background, engineering fundamentals from his education and personal experience, design methodology from his research, and theories about management and learning from his study of history and experiences with customers. Changes your thinking forever about product development.