Market place of western europe
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Transcript of Market place of western europe
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Market place of
Name ID No.
Nipa Acharjee 18126
Mustafa Al Maruf 18143
Md. Najmul Hossain 18149
Tafsir Ahmed 18156
Md. Tuhin Hossain 18157
ZannatunTazry 18190
S M Zahid Hasan 18111
Quamrul Islam 18115
Shafiqul Islam 18141
Saidul Islam 18182
Biplob Chandra Das 18185
Sumi Akter 18211
Group Profile
WESTERN EUROPE COUNTRIES
Austria Belgium Denmark Finland France
Germany Ireland Italy Netherlands
Spain Sweden Switzerland United Kingdom
Economic Conditions of Western European Countries
• The unemployment rate of Western Europe is high because of recession occurs in western Europe. For example the unemployment of France in 2003-2014 is 10.4%
• The rate of GDP Growth is high in western European countries. For example the rate of GDP Growth in Austria is 13.2 in 2005-2014 fiscal years.
• The income level is high in Western Europe and so their standard of living is high. For example the per capital GDP in Netherlands is 34,900 Euro.
• Western Europeans have more cars per person than Americans
Economic condition
• Ireland has the highest Real GDP growth of 4.8% amongst the rest of the Western European countries.
• France has the lowest Real GDP of about 0.4% growth.
• United Kingdom has the highest rate of inflation of 1.5%
• Spain has the highest number of unemployment rate of 24.3 %
• Germany has the lowest number of unemployment rate of 5.0 %
GDP Growth Rate
Countries
GDP Growth Rate
Reference Previous Highest Lowest
Austria 0.00 Nov/14 -0.30 1.60 -1.80
Belgium 0.20 Nov/14 0.30 15.80 -2.20
Denmark 0.40 Nov/14 0.40 3.89 -2.42
Finland -0.20 Nov/14 0.10 5.00 -6.30
France 0.10 Nov/14 0.30 1.60 -1.70
Germany 0.70 Nov/14 0.10 2.10 -3.70
Ireland 0.20 Nov/14 0.40 5.50 -4.30
Netherlands 0.50 Nov/14 0.20 2.00 -2.20
Portugal 0.50 Nov/14 0.30 3.30 -2.60
Switzerland 0.60 Nov/14 0.70 1.90 -2.20
United Kingdom
0.50 Nov/14 0.70 5.00 -2.70
Nipa Acharjee
ID: 18126
Political environment
• Here are all social democracies to varying degrees (a democracy with a strong safety net by social welfare -- not the same as socialism). Most of them are:
1. Parliamentary (except France, Romania, and Finland) 2. Unitary (except Germany, Belgium, Switzerland, and Austria)
Western European governments are generally evenly split between republics (where the head of state is appointed or elected) and constitutional monarchies (where the head of state is selected by hereditary descent). In Eastern Europe, all EU members are republics.
Political environment
• Republics: Iceland, Ireland, Portugal, France, Germany, Switzerland, Austria, Italy, San Marino, and Malta.
• Constitutional monarchies: United Kingdom of Great Britain and Northern Ireland, Spain, Andorra, Monaco, the Netherlands, Belgium, Luxembourg, Denmark, Norway, and Sweden.
Business culture
Similarities in Western European business culture
• All six countries have the Euro as their common currency. • They are all within the same time zone (CET: 0).• The political and economic structures are relatively
stable. • The transport infrastructure and public transportation
schedules are well developed and maintained. • The educational systems are also compatible with a high
level of educated work force.
Business culture• When it comes to business etiquette, these countries
tend to favor formal arrangements where documentation and formalities are preferred over personal relationships in business.
• Punctuality in Western European countries tends to be valued.
• The most common social media network used for private purposes is Facebook.
Md. Tuhin Hossain
ID: 18157
Business culture
Differences in Western European business culture• When addressing someone formally in a work setting, location
should be born in mind to avoid offence. In Austria, France, Germany and Luxembourg it is common to use the complete title of a person together with his last name to address him or her. However, in Belgium and the Netherlands this is not the case – rather, the title is not necessary, only the name.
Business culture• Most of the individuals in these countries could speak
English as their business language as well as German. However, in France, an effort to speak French is appreciated since it is considered to be a major part of the national culture.
• Another example of differences can be found in the use of social media networks for business purposes.
While LinkedIn is one of the primary professional social networks in Luxemburg and the Netherlands, Germanys’ most used business network is called Xing and in France it is Viadeo.
Demographic information
• Germany has the highest number of population compared to other western European countries. (Nearly 81,799,600)
• Netherlands has the highest population density of about 498 people per km²
• Spain has highest number of population increase over last 10 years. (Increase of about 13.00% of the total population)
Sumi Akter
ID: 18211
PESTEL Analysis
P • actions against over-consumption• restrictions by government (prohibition, taxes..)
E •cost reduction•economy crisis
S •health and fitness•demand for flavored beers
T •increase in efficiency•centralization of production and administration
E •acquisition and mergers•lower pollution, green companies
L •restrictions in advertising•Tax burden
5-force Analysis
Threat of entrylow threat
capital intensiveloyal customers
Threat of substitutes
wine and licker, soft drinks
Power of supplierspackaging suppliers
row materialsenergy suppliers
25
Strengths, Weaknesses & Recommendations
Strengths
• long tradition• clear strategy• centralized production• operating own pubs
Weaknesses
• not flexible• shift from on-trade to off-trade• wide portfolio
Recommendations
• stay innovative• focus on off-trade• don't expand portfolio• focus on marketing, promotion and innovation
Shafiqul IslamID: 18141
Company OverviewName Unilever LTD.
Type Dual-listed
Industry Consumer goods
Predecessor Lever BrothersMargarine Unie
Founder Antonius Johannes Jurgens William Lever, 1st Viscount
Leverhulme James Darcy Lever Samuel van den BerghGeorg Schicht
Headquarters UnileverN.V. Rotterdam, NetherlandsUnilever House, London, United Kingdom
Market Situation (PEST)
Political• Unilever is subject to the local control of the
imports of goods, employment of expatriates and the pricing set and others.
Political• Unilever do not get involved with sponsoring in
any political parties.
Political• Unilever uses their own tactical strategy and
experience to gain ground in the political environment.
Political• Unilever has developed company strategies to
ensure its profitability drive in sustaining its place.
Political
Economic
The competition in the EU arena has risen and been strong thus making Unilever having difficulties in country like in France and Netherlands.
As for the Fast Moving Consumer Goods (FMCG) been asking the producers to reduce prices on their products as consumer would not be buying goods or brands that are priced higher as due to the current situation in the economy tide.
There are many hindrances in the European market as a result from the European Union free trade policies.
Market Situation (PEST)
Social / Cultural
• Improve in their hygiene and providing better nutrition for the people globally
• Unilever helps in creating a confident future for those low self-esteem girls and increasing risk problems such as eating disorder.
• Unilever hires close to a 100 or more nationalities. This is to ensure that there is a diversified working environment for employees and consumer alike.
Technological•Unilever has been improving its business by enhancing its web existence.
•Unilever is also minimizing the cost through the IT efficiencies at a global level.
•Unilever technology collaborated with Unilever R&D in meeting customers’ needs.
S M Zahid Hasan
ID: 18111
SWOT analysis (Strength)
• Great contacts with other major markets.
Quality of the products having its reputation
Enormous organization
SWOT Analysis Weaknesses
• Slow in sales growth as being compared to the other competitors.
• Due to remote areas in European resulting in higher transporting fees.
• Higher cost would therefore limit promotions in the organization.
Opportunities
• Social media offers opportunities to reduce its advertising expenditure.
• Social media sites are increasingly used by companies to update consumers on new products, to offer discounts and special promotions.
SWOT analysis (Threats)
•A large proportion of Unilever’s products are premium brands aimed at consumers with relatively high levels of disposable income.
Broad product portfolio
Increased financial uncertainty might lead households to move away from the brand
Biplob Chandra DasID: 18-185
OVERVIEW
• Company Name: Vodafone Group Plc• Company Type: Telecommunications company• Founded: September 16, 1991,Newbury, United
Kingdom• Market Position : 3rd Ranked in FTSE and
London stock Exchange• Turnover: £92 billion as of November 2010• Founders: Ernest Harrison, Garry Whent• Area Served : Over 65 countries
Vodafone PEST Analysis Political factors
government intervention through legislation
EU Roaming Regulation
Increasing level of consumer rights
within Europe
Regulatory Framework made by EU
Economic factors
• The growth of GDP • Level of inflation
rate within markets • Global economic
issues like the global financial crisis of 2007-2010
Social factors• Changing work patterns
• Relying in communication technologies
• Change in lifestyle
• People of different age
Technological factors • Technological Innovation• emergence of alternative
means of communication• Market competitions• Availability of technologies
Vodafone PEST Analysis (cont..)
Md. Saidul Islam ID: 18-182
SWOT Analysis
Strengths
• Diversified geographical
portfolio with strong mobile
telecommunications operations.
• Network infrastructure
• Leading presence in emerging
markets.
• Adaptation to local market
needs
Weakness
• Negative return on assets (ROA)
underperform key competitors
like AT&T, BT Group, Deutsche
• No Network in Rural Areas
• Most of the Business generated
solely on Europe
• Weak US presence
SWOT Analysis
Opportunities• Focus on cost reductions
improving returns.
• Research and development of
new mobile technologies,
increasing 3G and 4G coverage.
• Good Tariff packages was also
applauded by most
commentators.
• Vodafone’s escalating share price
Threats• Highly competitive market.
• Still lags behind major
competitors in the US.
• Extremely high penetration
rates in key market areas.
• Twenty first century
challenges, government
auctioning licenses to third
generation
Md. Najmul Hossain
ID: 18149
Company Overview
Name Rolls Royce Motors
Parent Company BMW
Category Luxury Cars
Sector Automobile
Tagline Trusted to deliver excellence; Like nothing else on earth
USP Premium status with exclusivity worldwide
Competitors 1. Maybach2. Limousine3. Mercedes
Target Group Only the rich & affluent, also Rolls Royce chooses who their customer will be
Market trends affecting Rolls-Royce
• Rolls–Royce was rescued by being nationalized by a Conservative government when the firm reached its nadir in 1971. Margaret Thatcher privatized it in 1987, when Rolls–Royce’s engines were then used by only a handful of airlines. There was a trend that the engine market would be dominated by GE and Pratt & Whitney. After that, the core of the firm's strategy had been to increase the number of its engines powering the world's civil jets.
Market trends affecting Rolls-Royce
• There was a trend that defense spending would be reduced after 1987, which was the edge of the end of cold war. Growth in civil business was doubly important because Rolls-Royce was badly hit by the fall of the Soviet Union—at which time defense accounted for 60% of its revenues (The Economist, 2005).
• Government began to reduce defense spending, thus Rolls–Royce got less orders from the military. Worse for the firm, British Airways, which was Rolls–Royce’s old customer, equipped its new Boeing 777 wide-body planes with GE engines (The Economist, 2005). From then on, Rolls-Royce tried its best to get its engines on the wings of big airlines around the world.
Quamrul Islam
ID:18115
Company OverviewName Mercedes-Benz
Type Division
Industry Manufacturing
Tagline The best or nothing.
Predecessor Benz & Cie. (1883-1926)DMG (1890-1926)
Founder Karl Benz and Gottlieb Daimler
Headquarters Stuttgart, Germany
Products AutomobilesTrucksBusesInternal combustion enginesLuxury vehicles
Services Financial servicesautomobile repair
Mercedes-Benz market share
Mercedes-Benz Cars Sales
Zannatun Tazry
ID: 18190
Overview
Industry Food processing
Founded
Anglo-Swiss Condensed Milk Company (1866)Farine Lactée Henri Nestlé (1867)Nestlé and Anglo-Swiss Condensed Milk Company (1905)
FounderHenri Nestlé, Charles Page, George Page
Headquarters Vaud, Switzerland
Area served Worldwide
ProductsBaby food, coffee, dairy products, breakfast cereals, confectionery, bottled water, ice cream, pet foods (list...)
Revenue CHF 92.16 billion (2013)
Operating income CHF 13.07 billion (2013)
Profit CHF 10.02 billion (2013)
PEST analysis of NESTLE
Mustafa Al Maruf
ID: 18143
Market Share
Nestlé employs approximately 253,000 people in some 511 factories worldwide. Nestlé is not only Switzerland's largest industrial company, but also the world's largest food company, considerably larger of than its nearest rivals Kraft Foods Inc. and Unilever plc. With products like Perrier and Nescafé, it is the market leader worldwide in coffee and mineral water, the largest manufacturer of pet food, and is fast increasing its share of the ice cream market.
Nestlé's Corporate Business Principles
1. Nutrition, Health and Wellness
2. Quality Assurance and product safety
3. Consumer Communication
4. Human rights in our business activities
5. Leadership and personal responsibility
6. Safety and health at work
7. Supplier and customer relations
8. Agriculture and rural development
9. Environmental sustainability
10. Water
Conclusion
• Western Europe is the Group’s largest market for consumer durables and professional products. Western Europe is made up of many countries and language areas, which has resulted in widely varying consumer patterns and the establishment of a large number of appliance manufacturers, brands and retailers. The low degree of consolidation is one reason for overcapacity and price pressure in the industry. Around 65 per cent of sales of Professional Products occur in Western Europe, with strong positioning in restaurants, hospitals and commercial laundries. Despite the weak macroeconomic trend, the market for built-in appliances continues to experience long term growth.