crossmyheart
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- 2005
Anyone got any billabong case study notes for bus management and change?
billabong case study (1 Viewer)
- Thread starter crossmyheart
- Start date
Kulazzi
Active Member
go here ---> http://tv.macmillan.com.au/secondar...ondaryFeature&label=Macquarie+Revision+Guides
click on ---> Billabong_CS_edited.doc
password ---> money
click on ---> Billabong_CS_edited.doc
password ---> money
goan_crazy
Hates the waiting game...
i didnt do billabong case study
but these notes r really good
sent 2 me by a BOS member
aartika
thanks to her
hope this helps
ill paste all the relevant info related to business management and change and billabong
Management and change
• Billabong prides itself on having a strong management team that has successfully made the change from a private to a public company and has dealt with an unusual year in terms of retailing.
• Billabong has eight directors, chaired by Gary Pemberton (ex-Qantas) and including Ted Kunkel from Fosters. There are five executive officers, including a Chief Executive Officer and Chief Financial Officer. Ownership of Billabong still extensively rests with the original owners, although the buying and selling of shares has diluted this ownership. Executive officers are paid a salary and are given options on shares in the company (these are organised so that they come into effect in two, three and four years time, thus ensuring that the actions of the officers are in the best long-term interests of the company).
Sources of change and management responses
Internal sources of change:
• the acquisition of Element and Von Zipper—management worked to make the acquisition run as smoothly as possible; the businesses were absorbed into the Billabong culture and staff worked to ensure that Billabong’s objectives were achieved
• The establishment of distribution and retail operations in Brazil—the costs of setting up and establishing a presence in the market were considerable, however, Billabong produced a smaller than anticipated loss in the start-up phase. Good financial management was crucial to this process
• the purchase of distribution businesses in Belgium and Germany—this cost the company a considerable amount of money, but it will provide direct control of the distribution process within a significant part of Europe
• the expansion of product lines—for example, denim, hooded sweats and boardshorts (in Europe) and kids’ wear. Management has appointed a Head of Girls’ Branding to strengthen product placement and marketing
• marketing—use of traditional sponsorship and magazine advertisements has expanded to include point-of-sale promotions as well as the opening of three company-owned retail outlets. Changing market conditions require strong actions from management to ensure positioning and exposure along with growth in sales and orders
External sources of change:
• The September 11 terrorist attacks in the United States—this led to a decline in retail spending. Because people were deterred from travelling overseas, expenditure on ‘holiday items’ also declined, decreasing Billabong’s sales revenue. Action taken by management included discounting, further promotions and new product development, resulting in a surge in retail sales in the second half of the year. Sales of Billabong Girls products were the strongest, with men’s apparel maintaining its momentum
• Poor seasons in Europe (winter 2001–02) and in Australia (winter 2001)—slower than expected sales and heavy discounting by major retailers resulted. Summer sales remained strong. Responses by management included increased marketing and promotions
• new markets in Germany and Italy, new distributors in Turkey and the Middle East—management will need to do extensive market research to ensure correct target market identification
• Comprehensive media coverage, domestically and internationally—for example, of the Billabong Pro World Championship Surfing event in Tahiti. This free publicity assists in positioning Billabong as the ‘best’ company in the industry
• Strong growth of the share price through 2001 and early 2002 before a fall in mid-2002—this was partially influenced by the sale of $66 million worth of shares by one of the original owners. This action was investigated by the ASX and Australian Securities and Investments Commission (ASIC), although no wrongdoing was found. Management needs to respond to shareholder confidence and work to ensure that the company’s objectives are achieved—especially growth in earnings per share
• More than 98% of Billabong’s products are outsourced—Billabong has to ensure that it complies with local laws and regulations, effluent discharge systems, waste water systems, emission controls and control of hazardous substances. Management has achieved this through its Supplier Policy, with all factories comprehensively monitored annually for their environmental performance. Management also ensures compliance with labour laws and regulations (including occupational health and safety and risk management) as well as having a Code of Conduct.
• Management at Billabong would be founded on both behavioural and scientific/classical theories, with a participative, people-oriented style. Management would use the contingency theory to establish systems and styles for leadership to operate effectively and respond proactively to changes in the marketplace.
• The ‘force-field analysis’ model of change would also apply, with management considering both driving and resisting forces. For example, in their response to increased interest in Brazil, management would have considered whether to set up an operation or simply export items to Brazil.
hope that helped u crossmyheart
but these notes r really good
sent 2 me by a BOS member
aartika thanks to her
hope this helps
ill paste all the relevant info related to business management and change and billabong
Management and change
• Billabong prides itself on having a strong management team that has successfully made the change from a private to a public company and has dealt with an unusual year in terms of retailing.
• Billabong has eight directors, chaired by Gary Pemberton (ex-Qantas) and including Ted Kunkel from Fosters. There are five executive officers, including a Chief Executive Officer and Chief Financial Officer. Ownership of Billabong still extensively rests with the original owners, although the buying and selling of shares has diluted this ownership. Executive officers are paid a salary and are given options on shares in the company (these are organised so that they come into effect in two, three and four years time, thus ensuring that the actions of the officers are in the best long-term interests of the company).
Sources of change and management responses
Internal sources of change:
• the acquisition of Element and Von Zipper—management worked to make the acquisition run as smoothly as possible; the businesses were absorbed into the Billabong culture and staff worked to ensure that Billabong’s objectives were achieved
• The establishment of distribution and retail operations in Brazil—the costs of setting up and establishing a presence in the market were considerable, however, Billabong produced a smaller than anticipated loss in the start-up phase. Good financial management was crucial to this process
• the purchase of distribution businesses in Belgium and Germany—this cost the company a considerable amount of money, but it will provide direct control of the distribution process within a significant part of Europe
• the expansion of product lines—for example, denim, hooded sweats and boardshorts (in Europe) and kids’ wear. Management has appointed a Head of Girls’ Branding to strengthen product placement and marketing
• marketing—use of traditional sponsorship and magazine advertisements has expanded to include point-of-sale promotions as well as the opening of three company-owned retail outlets. Changing market conditions require strong actions from management to ensure positioning and exposure along with growth in sales and orders
External sources of change:
• The September 11 terrorist attacks in the United States—this led to a decline in retail spending. Because people were deterred from travelling overseas, expenditure on ‘holiday items’ also declined, decreasing Billabong’s sales revenue. Action taken by management included discounting, further promotions and new product development, resulting in a surge in retail sales in the second half of the year. Sales of Billabong Girls products were the strongest, with men’s apparel maintaining its momentum
• Poor seasons in Europe (winter 2001–02) and in Australia (winter 2001)—slower than expected sales and heavy discounting by major retailers resulted. Summer sales remained strong. Responses by management included increased marketing and promotions
• new markets in Germany and Italy, new distributors in Turkey and the Middle East—management will need to do extensive market research to ensure correct target market identification
• Comprehensive media coverage, domestically and internationally—for example, of the Billabong Pro World Championship Surfing event in Tahiti. This free publicity assists in positioning Billabong as the ‘best’ company in the industry
• Strong growth of the share price through 2001 and early 2002 before a fall in mid-2002—this was partially influenced by the sale of $66 million worth of shares by one of the original owners. This action was investigated by the ASX and Australian Securities and Investments Commission (ASIC), although no wrongdoing was found. Management needs to respond to shareholder confidence and work to ensure that the company’s objectives are achieved—especially growth in earnings per share
• More than 98% of Billabong’s products are outsourced—Billabong has to ensure that it complies with local laws and regulations, effluent discharge systems, waste water systems, emission controls and control of hazardous substances. Management has achieved this through its Supplier Policy, with all factories comprehensively monitored annually for their environmental performance. Management also ensures compliance with labour laws and regulations (including occupational health and safety and risk management) as well as having a Code of Conduct.
• Management at Billabong would be founded on both behavioural and scientific/classical theories, with a participative, people-oriented style. Management would use the contingency theory to establish systems and styles for leadership to operate effectively and respond proactively to changes in the marketplace.
• The ‘force-field analysis’ model of change would also apply, with management considering both driving and resisting forces. For example, in their response to increased interest in Brazil, management would have considered whether to set up an operation or simply export items to Brazil.
hope that helped u crossmyheart
Kulazzi
Active Member
yeah, that's form the revisiong guide thingy. Better than the case study we're using at school.
crossmyheart
Member
- Joined
- Oct 14, 2004
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- Gender
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- HSC
- 2005
oh awesome, thanks!
crossmyheart
Member
- Joined
- Oct 14, 2004
- Messages
- 79
- Gender
- Male
- HSC
- 2005
can you post the rest of those notes for billabong on the other topics too? that would be greatly appreciated
The notes that you have posted are great - thanks. I was also just wondering if anyone knows if there is any more online stuff for Billabong in terms of the case study.
The case study that we are using is the McMillan one that was metioned further up these posts.
Thanks
Emma
The case study that we are using is the McMillan one that was metioned further up these posts.
Thanks
Emma
Kulazzi
Active Member
Well, the website pretty much covers everything concerning the use of a case study, if you need more info then just visit their website
Just wondering where you can find the business case studies???? in particular, Dominos Pizza; Billabong; Coca Cola and others in relation to employment relations.... If there is no website could someone scan a copy of their copy and send it to me.. Thanks, much appreciated.