JERDE案例-sonala讲义蓝色港湾
百强商业项目案例之十三--SOLANA蓝色港湾国际商区
百强商业项目案例之十三——SOLANA蓝色港湾国际商区SOLANA蓝色港湾国际商区访遍全球购物中心，引入风靡全球的“Lifestyle Shopping Center”商业，并将其与北京消费趋势相结合，倾心打造中国首家Lifestyle Shopping Park。
这里不仅是与国际潮流对接的时尚风向标，更是享受阳光湖水的购物天堂和欢聚空间。
SOLANA蓝色港湾国际商区将丰富业态与优美环境融合，在朝阳公园的广阔湖面和亮马河碧澈河水围绕之中，绽放出美丽丰姿。
拥有精雕细琢的水景、花团锦簇的空中花园以及由300多棵树木构成SOLANA品牌森林，是都市水泥森林中的一处稀有风景。
SOLANA蓝色港湾国际商区19栋2至3层的欧式建筑洋溢着浓郁的异域风情，按不同的功能划分为美瑞时尚百货、SOLANA MALL、活力城主题店、品牌街、亮马食街、亮码头酒吧街、中央广场等区域。
涵盖了1000余个知名品牌，600多家零售名店，30多家餐饮美食，20多家临水酒吧以及传奇时代影城、全明星滑冰俱乐部、BHG 精品超市等丰富的选择。
SOLANA蓝色港湾国际商区时尚、新鲜且充满乐趣，不同的人群都可以在这里找到属于自己的Lifestyle，非常适合一家人前来消费，共享欢乐时光。
SOLANA蓝色港湾国际商区——享受新北京的地方。
建筑规划指标占地面积：13万平方米建筑面积：地上两层，6万平方米(部分挑高9米)地下两层，9万平方米容积率：0.63绿化率：30.72℅物业类型：综合性商业交通组织：人车分流客货分流后勤通道：设备先进完善，各商家店铺卸货走地下，有电梯直达店面垃圾处理中心：安装空调排风系统，实行干湿垃圾区分车位：地上1300 地下800电梯数量：客梯8部，客货梯7部，观光梯1部，扶梯34部评论：SOLANA蓝色港湾国际商区将丰富业态与优美环境融合，在朝阳公园的广阔湖面和亮马河碧澈河水围绕之中，绽放出美丽丰姿。
拥有精雕细琢的水景、花团锦簇的空中花园以及由300多棵树木构成SOLANA品牌森林，是都市水泥森林中的一处稀有风景。
蓝色商务风问题分析与解决培训课件PPT模板.pptx
不要顾虑：
① 理论上说的通，实际上并非如此 ② 担心别人不接受就不说 ③ 以前试过行不通 ④ 违反公司的政策制度 ⑤ 担心会被人讥笑而不说 ⑥ 担心没有价值而不说 ⑦ 可能没有这么多的时间 ⑧ 可能大家不会赞成 ⑨ 以前想过，没有多大的把握 ⑩ 以后再想吧
13 问题的分类
THE CLASSIFICATION OF THE PROBLEM
9 问题的分类
THE CLASSIFICATION OF THE PROBLEM
两类问题，两种思路
修复型问题 确定问题
寻找原因 选择方法
判断
成果型问题 制定目标
找出障碍 创造方案
行动
10 问题的分类
修复型问题
分析性思维方式：分析，评估，排除，选择
定义存在 的问题
分析确认 问题的原因
THE CLASSIFICATION OF THE PROBLEM
27 创 造 性 思 维
CREATIVE THINKING
打破员工个人层面的思维束缚
发散思维
✓ IBM商业图标 ✓ 任何手机上面的按键的区别 ✓ 纳爱斯香皂生产线的空肥皂盒 ✓ Moto，Nokia数字手机模拟手机 ✓ 汽车的倒档 ✓ SONY的视频（财经郎闲评）
逆向思维
28 创 造 性 思 维
5 定义和拆解问题
DEFINE AND DISMANTLING
我们最最为害怕的问题是：_____。
Picture: 医院看病，南方电网雪灾， 哪里有隐藏的问题，应该暴露出来。日本著名的丰田公 司Lean（减少库存）让问题暴露出来。 If there is a question，you need an answer。 If there is a problem，you need a solution。
境外房地产案例研究郊区大型购物中心BlueWater
郊区大型购物中心：Blue Water项目概况⏹ 项目名称：Blue Water （蓝湖购物中心）⏹ 项目地点：英国肯特州DARTFORD 市⏹ 项目开业：1999年3月16日⏹ 项目占地面积：多达53英亩（约21.45万平方米）⏹ 项目零售面积：约15.57万平方米⏹ 建筑层数：2层⏹ 店铺数量：330个⏹ 主力店：John Lewis 、Mark &Spencer 、House Of Fraser境外房地产案例研究Overseas Real Estate Case Study 高通智库 2012年6月3日 (双周一次)⏹停车位：13,000 个机动车位、另有50 个旅游巴士停车位⏹建筑设计：Eric Kuhne⏹开发商：欧洲Lend Lease⏹业主：Prudential plc (35%)Lend Lease Europe Limited (30%)The Lend Lease Retail Partnership (25%)Hermes (10%)⏹总投资：7.3亿美元Bluewater购物中心位于伦敦东南部的肯特州DARTFORD市，于1999年3月16日正式开幕，总建筑面积达15.57万平米，是当时全英国最大的购物中心，在欧洲也是数一数二的。
项目所在地原为旧矿区的土地，由澳洲最大购物中心开发商Lend Lease公司（欧洲分公司）开发。
共投资7.3亿美金所建的豪华购物中心，为两层建筑，共有三个主力店，分别是玛莎百货、House of Fraser 及John Lewis三家当地百货公司组成，各主力店主要销售其自有品牌的商品。
另外，该SHOPPING MALL里面有超过330家专卖店，55家餐厅以及一家13屏幕的多屏幕电影院。
购物中心四周围绕着7个大小不同的湖泊，到访的顾客可以参加丰富多彩的休闲活动，例如游湖、野餐、攀岩、高尔夫、垂钓、自行车、划船和电影等。
Bluewater购物中心是大型郊区购物中心，在其1小时车程主商圈内的人口即有千万人，它不但影响周围的购物中心，甚至吸引英国伦敦最主要的商业区West End的消费者。
案例例子欧洲埃索巨油公司组织的一次部门经理培训资料
案例一：欧洲埃索巨油公司组织的一次部门经理培训欧洲埃索石油公司在组建初期曾经组织过部门经理的培训，培训人员请埃索公司9名不同国籍的副总裁组成这一培训的咨询委员会进行培训需求评估，经过评估确认对部门经理的培训非常需要。
而后与咨询委员会合作，经过对总部部门经理的上下组成综合分析调查确定岗位规范，根据规范要求进行培训。
采用三段式的教学方法：第一阶段强化培训、研讨．2周；第二阶段回岗位实践5个月；第三阶段总结1周。
首批学员28人，分4个小组，每小组7人，分别来自不同的公司。
学员报到前必须与主管副总裁见一次面，带一个他们公司最难解决的问题到培训班来。
入学前两个月给他们发了通知．并寄发《组织行为与管理》一书，指定学习要目。
办班地点选在英国的埃宾顿，所有集训人员必须在同一时间到伦敦机场集合，家住在伦敦的也是如此，集合后乘大客车到目的地。
客车上座位是指定的，邻座互不相识。
40公里的路程学员要完成两项任务：一是了解你的邻座，在第一次集合时介绍给大家，时间不超过2分钟；二是与邻座讨论你带来的问题。
埃宾顿是乡村，租用的4套房子，每套有8间住房、1个卫生间．每个小组7个人和他们的指导教师都住在里面，就像组成一个大家庭，以便相互熟悉、讨论交流。
培训教室的很大。
每组7人坐一圈桌，也便于讨论和交流。
培训第一天，学员们提出了许多问题，指导教师都不急于解答．这是心理分析得出的结果：当一个人有问题答不出时，他会用心分析和读书钻研。
一旦得到了答案，学习也就停止了。
这样设计的出发点就是让学员发挥主动学习的精神。
每天晚间各组指导教师碰头，协调进度．每夭早晨向学员发放当日的日程安排表。
教师每次讲课不超过40分钟．然后分组讨论、讨论的时间也是40分钟。
讨论的内容有两个：今天教师讲了些什么？今后的工作当中怎么应用？这样的讨论可以使学员进一步理解教师的授课内容，让学员有机会交流，有利于消化吸收，把别人的收获同自己的实际联系起来。
讨论后回大教室．向教师汇报各组讨论情况，修正错误并释疑。
案例
Analysis of clothing supply chain: Integration & Marriage of Lean &AgileBy Mandeep SainiContentsIntroduction 1 Lean and Agile Supply Chain 1 Particular ways of marring lean and agile paradigms 5 The Pareto Curve approach 6 The Decoupling Point 7 Separation of Base and Surge Demand 8 Case: Benetton 8 Case: Hennes & Mauritz (H&M) 10 Case: Zara 12 Conclusion 14List of TablesTable (1): Usage of Lean and Agile 2 Table (2): Difference in Lean and agile 3 Table (3): Market Winner and Qualifier Matrix 4 Table (4): Benefits of Leagile 5List of FiguresFigure (1): The Pareto Curve approach 6 Figure (2): The Decoupling Point 7 Figure (3): Base and Surge Demand 8 Figure (4): Traditional Lean manufacturing process of garments 9 Figure (5): Benetton’s Manufacturing Process 10 Figure (6): H&M’s Supply Chain Model 12 Figure (7): Flow of Information at Zara 13IntroductionModern supply-chains are very complex, with many analogous physical and information flows occurring in order to certify that healthy products are delivered in the right quantities, to the right place in a cost-efficient manner. The current drive towards more efficient supply networks during recent years has resulted in these international networks becoming more vulnerable to disruption. To be precise, there often tend to be very little inventory in the useful professional organisation to buffer interruptions in supply and, therefore, any disruptions can have a rapid impact across the progressive supply networks. This paper contains the significant issues of modern clothing supply chain. Due to globalisation, of rapidly changing markets and vogues of clothing business make it specified in terms of stylish fashion and changing user behaviour. The fashion industries are changing and expending the business while outsourcing; based on shortest lead times. But now, as per the case study “Supplying Fashion Fast” today’s supply chain are not to just serving the market with shortest lead time but it is to react immediately on the demand. . The challenge faced by a supply chain delivering fashion products is to develop a strategy that will improve the match between supply and demand and enable the companies to respond faster to the marketplace”(Naylor, Towill and Christopher, 2000).Lean and Agile Supply chainFor over a decade, companies have been achieving huge cost savings by streamlining their supply chains. While affluent, and thus pleasurable; these trends have also exposed organisations to new sets of paradigms such as Lean, Agile, Integration of Lean and Agile, Relationship driven supply chain etc. The question arise here is, Why there is a need to integrate the lean and agile supply chain? To find the answer the previous pages need to be turned; "Lean" is the name that James Womack gave to the Toyota Production System in the book “The Machine that Changed the World.” Lean was the term that best described Toyota's system versus the rest of the world's automotive manufacturers at the time. Many companies have since applied lean thinking to their organizations withvarying degrees of success. Applying lean to the entire supply chain is not a new concept, but very few have had success doing it. Naylor et. al (1999) defined the lean as, “Leanness means developing a value stream to eliminate all waste including time, and to enable level schedule.” Further the Agility means “using market knowledge and virtual corporation to exploit profitable opportunities in a volatile marketplace.” The leanness is basically to eliminate the waste with in the manufacturing to drive the lowest possible cost and highest quality of the product. Agility is to use the Voice of Customers (VOC) to develop new products to satisfy the demand, this is more flexible and high cost then leanness. “In lean production, the customer buys specific products, whereas in agile production the customer reserves capacity that may additionally need to be made available at very short notice” (Naylor, Towill and Christopher, 2000). Please see Table (1) for the use of lean and agile supply chain and Table (2) for differentiate the lean and agile supply chains. The tables developed by the author to demonstrate the difference, usage and benefits of Lean, Agile and Leagile supply chain paradigms. The table 1, 2 and 4 are influenced by the suggestions by the previous researchers such as Christopher, (2000), Towill, Christopher and Naylor (2000), Crocker & Emmett (2006), Naylor, Naim & Berry (1999) and the other literature found.Table: (1)Usage of Lean and AgileLean•Fluent Manufacturing•Zero inventory•Just in Time (JIT)•Remove waste•Vendor Managed Inventory (VMI)•Total Quality Management (TQM)•Economies of Scale (Low cost)•Commodities•Continuous, Line and High Batch production processAgile •Postponement•Collaborative scheduling•Just In Time (JIT)•Purchasing input capacity (PIC)•Supplier Trade off (Setup Vs Inventory)•House of Quality (HOQ)•Made to Order (High Cost)•Fashion Products•Integration of Micro and Macro environment•Project, Jobbing and low batch processSource: The Present AuthorTable: (2)Difference in Lean and AgileLean •Containing little fat•Product oriented•Reduce stock to minimum•Plan ahead•Satisfy customers by eliminating waste•Measuring output criteria: Quality, Cost and Delivery•Low Cost•Efficiency•Less flexible•Low varietyAgile•Nimble•Customer oriented•Reducing stock in not an issue •Unpredictable demand planning •Satisfy customers by configuring order•Measure output Criteria: Customer satisfaction•High Cost•Effectiveness•High flexible•High varietySource: The Present AuthorAs per the case study “Supply Fashion Fast” the fashion market is volatile and customer driven. Towill and Christopher (2002) suggested the market qualifier and winners in Lean and Agile supply chain (See Table 3). In Agile supply chain the market qualifiers are Quality, cost and lead time and the winner is who produce the high service level. But in Lean supply, the market qualifiers are Quality, Lead time and Service level and the winner is the cost. In addition; Naylor, Towill and Christopher (2000) suggested that agile supply chain is for fashion goods and lean supply chain is for commodities (See Table 3). Now the concept of integration of lean and agile paradigms is originated to capturing the advantage of lean and agile paradigms such as to maximize the efficiency and utilization of the operations and customization of high level of products. Christopher and Towill (2002) pointed that, “the lean concept works well where demand is relatively stable and hence predictable and where variety is low.” Furthermore “Agility is a business wide capability that embraces organisational structure, information systems, logistics process and in particular mind sets.”Table: (3)“Fashion products have a short life cycle and high demand uncertainty, therefore exposing the supply chain to the risks of both stock out and obsolescence. A good example of a fashion product is trendy clothing (Naylor, Towill and Christopher, 2000). To avoid degeneration and to fulfill the high demand uncertainty there is a need to combine the lean and agile to getting the best out of them.This combined approach is known as `Leagility’ and, as it is packed with the best outcomes of lean and agile. Resultant; the integration of lean and agile supply chains can thereby adopt a lean manufacturing approach upstream, enabling a level schedule and opening up an opportunity to drive down costs upstream while simultaneously still ensuring that downstream should have an agile response capable of delivering to an unpredictable marketplace. The need of integration or marring the lean and agile supply chain is to react effectively on a volatile demand while reducing waste and cost and improving quality and service level. Please see table (4) for benefits of ‘Leagile’ supply chain.Table: (4)Benefits of Leagile•Control & view inventory levels across a network•Manage orders between trading partners•Organise collaborative demand plans•Plan replenishment across an internal or external network•Enable Sales and Operation Planning•Monitor and Alert on significant events•Managing JIT approach•Managing Vendor Managed Inventory•Quick response to market•Achieve benefits of postponement•Standardisation of products•Converting voice of customers (VOC) into productsSource: The Present AuthorPractical ways of marring Lean and agile paradigmsThere are particularly three ways of marring lean and agile paradigms suggested by researchers such as, Pareto Curve approach, Decoupling Point and base and surge demand. These three ways of marring lean and agile can be used in any point of time and in any department, such as design, procurement, manufacturing etc. In a particular supply chain these approaches can be used frequently, such as Pareto 80/20 rules and separation of base & surge demand can be used in design, manufacturing, forecasting or while taking the critical decisions such as Standardisation of products, postponement decision etc. These approaches give flexibility to the process and enable to postpone the decisions and lower the inventory and most importantly minimizing the waste while optimizing the performance and quality. De-coupling point approach is the main idea to hold the inventory in shape of incomplete product shape and assemble the products instantly or in a shortest period on customers demand. The Dell computer is a well know example of decoupling approach practice. Practical implication of these approaches gives the benefit of integration of lean and agile supply chain. The practical ways of marring lean and agileprovide available and affordable products, (Christopher & Towill, 2001) instantly to the customers in a volatile demand such as Fashion.Figure (1): The Pareto Curve approachSource: Christopher and Towill (2001)In the late 1940s quality management guru Joseph M. Juran suggested the principle and named it after Italian economist Vilfredo Pareto, who observed that 80% of income in Italy went to 20% of the population. Pareto Analysis is a statistical technique in decision making that is used for the selection of a limited number of tasks that produce significant overall effect; stated Towill, Naylor, Jones (2000), Christopher, Towill (2001) Haughey, (2007). It uses the Pareto Principle; is also know as the 80/20 rule, the idea that by doing 20% of the work you can generate 80% of the benefit of doing the whole job (Haughey, 2007). This rule can be applied on almost anything such as 80% delays arise from 20% of causes, 20% of system defects caused 80% of problems (Towill, Nayloy, Jones, 2000). “The Pareto Principle has many applications in quality control. It is the basis for the Pareto diagram, one of the key tools used in total quality control and Six-Sigma”(Haughey, 2007). In figure (1) Christopher and Towill (2001) suggested that, 20% of theproducts are easily predictable and can be standardised and they lend themselves to lean manufacturing, furthermore the 80% of the products are in agile manufacturing because of less predictability, which require quick response to market”Decoupling pointThe further marring of lean and agile can be achieved by creating decoupling point; in a production process it is common to introduce decoupling points where production lead time is much longer then acceptable order lead time (Christopher and Towill, 2000). The decoupling point takes physical stock to achieve the advantage of different management and control tools to efficiently manage the both side (input & output) of the inventory (Velde and Meijer, 2007). The other side of decoupling point is the natural boundaries of organisations and departments with in the process (Christopher and Towill, 2001, Velde and Meijer, 2007). It is also the hub to meet the need and capability on either side of point. With in a supply chain there can be many numbers of decoupling points (Towill, Naylor and Jones, 2000). “A decoupling point divides the value chain into two distinct parts; one upstream with certain characteristics and one downstream with distinctly different characteristics”(Olhager, Selldin and Wikner, 2006). In figure (3) Christopher and Towill (2001) suggested that, “by utilising the concept of postponement companies may utilise lean method up to decoupling point and agile method beyond that.”Figure (2): The Decoupling PointSource: Christopher and Towill (2000)Separation of Base and Surge DemandSeparating demand patterns into “base” and “surge” elements is an employment of hybrid strategy. “Base demand can be forecast on the basis of past history whereby surge demand typically cannot. Base demand can be met through classic lean procedures to achieve economies of scale whereas surge demand is provided for through more flexible and probably higher cost, processes” stated (Christopher and Towill, 2001). Further Christopher and Towill pointed that; in fashion industry base demand can be sourced in low cost countries and surge demand to be topped up locally”. Base demand can be achieved by classical lean manufacturing with low cost and less flexibility and surge demand by agile with high cost and high flexibility.Figure (3): Responding to combinations of ``base'' and ``surge'' demandsSource: Christopher and Towill (2001)Case: United Colors of BenettonThe Benetton Group exists in 120 countries, with around 5000 stores and produce revenue of around 2 billions. According to the case study the group employees 300 designers and produces 110 million garments a year. The group owns most of the production units in Europe, North Africa, Eastern Europe, and Asia. 90% of the garments are being produced in the Europe and the group invested in highly automated warehouses, near main production centres and stores. Benetton’s stores sell mixed brands, such as the casual wear, fashion oriented products, leisure wear and street wear and the flash collections during the seasons. More then 20% of products are customised to the specific need of each country and reduced by 5-10 percent by standardising the products and strengthening the global brand image and reducing production cost.According to case study Benetton’s goals are to achieve expansion of sales network while minimizing the cost and increase the sales of fashion garments. In order to achieve these goals a higher degree of flexibility is require in the process. But its very hard to achieve flexibility, as the lead times are long; in respect retailers are required to purchase in advance, and the most of the purchase plans are depends upon the generalising the orders. For example; if Benetton needs to wait for a specific number of orders from retailers to buy the fabric in bulk and start manufacturing in order to minimise the cost, but resultant the process will increase the lead time of the finished product in store. See figure (4) for a traditional (lean) manufacturing process of garments.Figure (4): Traditional (Lean) manufacturing process of garmentsSource: The Present AuthorAccording to the case study Benetton the need of fashion industry is the quick response to the market. This requires a higher degree of flexibility in production and decision making. As per the corporate goals of the group, Benetton acquires the strategy of postponement and standardisation of the products. The benefit of the postponement is to enables Benetton to start manufacturing before color choices are made, to react on customer demand and suggestion and to delay the forecast of specific colors. Further more; the product and process standardisation benefits the Benetton with the lower setup cost, manufacturing before dying and give flexibility to produce only a subset of the products.Figure (5): Benetton’s manufacturing processSource: The AuthorIn figure (4) and (5) the manufacturing process is changed due to the dying finished products, in respect of the change in process the setup cost of manufacturing garments parts can be reduced further more the inventory level can also be reduced because the postponement of decision of dying the garments after manufacturing reduced the requirement if keeping much stock of different color of garments. Additionally; postponement is helping the Benetton to produce the fabric under lean manufacturing process while reducing and eliminating cost and waste. It also involves the flexibility to produce variety of colors in a short lead time. This also helped the Benetton to standardise the manufacturing process and further led to gain cost leadership and differentiation strategies. In the context; Dying unit is acting as a decoupling point where the lean manufacturing exists downstream of information flow and agility upstream.As per the case study The Benetton’s 90% of the production is based in the Europe and rest in low cost countries. Here the Pareto 80/20 rule can be applied because 90% of the production is based on to fulfill the surge demand, and the prompt actions can be made on the volatile demand. Reducing the number of customised products by the Benetton is also an attempt to increase the number of standardised products in order to achieve the lowest cost possible and make the product a global brand. The other reason is to gain the benefits of level scheduling of base and surge demand to ensure the usage of capacity.Hennes & Mauritz (H&M)As per the case study and H&M internet media; H&M collections are created and placed centrally in the design and buying department to find the good balance of threecomponents Fashion, Quality and the best Price. H&M is a customer focused company and employees more then 100 designers. A team of 500 people works together to built the range and putting together the colors, fabrics, garment types and theme and provide a feel for new season’s fashion. Furthermore; H&M do not own any manufacturing units, they have more then 700 suppliers in the Asia and Europe, but H&M owns the production offices working closely with the suppliers and ensuring the safety and quality of goods. H&M’s lead time varies 2 weeks to 6 months based on the item. The main transit point of goods is in the Hamburg and company got more then 1500 own stores.As per the company’s business concept Fashion, Price and Quality; H&M produce most of the garments outside Europe to achieve the benefits of leanness. They buy fabric in advance as per the forecast in order to minimise the cost (Li Li, 2007). The production offices situated with in the origin of production act as the second hub of information flow downstream and ensure the quality and the work standard of the suppliers. The other reason of placing production offices is to maximise the efficiency of supplier to achieve the lowest cost and zero defects in the products and minimise the lead time. The transit point in the Hamburg works as a decoupling point, while managing the flow of goods and information upstream and downstream. As H&M is a customer oriented company and learning from customers and serving the surge demand by production in the Europe (Li Li, 2007). The author is tried to develop a model of H&M supply chain to illustrate the particular ways of marriage of lean and agile. To illustrate in easiest way the author had put only one supplier in the Asia and one in Europe, to make it easier the inventory points, are not also explained (see figure 6).Figure (6): H&M SC Model.Source: The AuthorCase: ZaraAs per the case study; under the Zara model, the retail store is the eyes and ears of the company. Instead of relying solely on electronically collected data, Zara utilizes word-of-mouth information to understand more about their customers. Empowered store managers report to headquarters what real customers are saying. Products that are not selling well are quickly pulled and hot items quickly replenished. Their quick turn around on merchandise helps generate cash which eliminates the need for significant debt.Zara hires young designers and trains them to make quick decisions. Decision-making is encouraged and bad decisions are not severely punished. Designers are trained to limit the number of reviews and changes, speeding up the development process and minimizing the number of samples made.Figure: (7) Flow of information at ZaraSource: The Present AuthorAs per the literature available on Zara supply chain and the use of technology the author tried to develop the Figure (7). In the figure it is illustrated that the Zara supply chain starts from the retail stores and customers, the use and flow of information made Zara to convert the high degree of information into opportunity. The agility here is that the stores get feedback from customers and send the feedback to design team. Design team based on the fabric availability design the products by using the “Vanilla Box Design”. Thishelps to make computerised designs instead to waste money and time in making actual samples. Zara is using Pareto 80/20 rule while choosing the designs to send into production. The design team sends the information to cutting department and fabric department to ensure the right pattern is produced, here in production Zara is using the lean manufacturing in specialized factories while standardisation of cutting, stitching and dying process, pointed; Anderson, (2007) Machouca, Lewis and Ferdows, (2005). Un-dyed fabric is produced in advance with the help of long term forecast. Design teams make sure they will only design the garments keeping in mind the availability of specified fabric. The other advantage of integration of all the departments is gaining the benefit of postponement; Zara is dying the finished garments as per the customer’s reaction. Surge demand is managed by producing goods in Europe and base demand in other labor intensive countries (Machouca, Lewis and Ferdows, 2005).ConclusionThe need of supply fashion fast in the volatile demand; led companies such as, Zara, H&M & Benetton to make the changes in lean and agile process and integrate the both to achieve the benefits of lean and agile. The main motive to achieve the leagile is to react fasted on the changing demand. This requires a better control and view of inventory levels across the network, enable sales and replenishment planning across the internal and external network. With the help of IT, Zara achieved the control and monitoring the different event on the market, they are able to act on with the quick response to the market. Zara and Benetton both achieved the benefits of postponement. All there companies achieved the benefits of standardisation. Although; Zara, Benetton and H&M, took the different approach to marring the lean and agile but the overall purpose is the same; “Supply Fashion Fast” with lowest possible price and highest degree of quality.The Figures (4) & (5) Benetton; (6) H&M and (7) (Zara) is developed by the author with the help of the data found on the company website and based on articles and journals of Davanzo, Starr and Lewinski (2004);Machouca, Lewis and Ferdows, (2005); Anderson, (2007); Anderson and Lovejoy (2007); Li Li (2007) and Claburn (2007).ReferencesAnderson K., Lovejoy J.; (2007); The Speeding Bullet; Zara Apparel Supply Chain; March 2007; accessed 06th Dec. 2007; Source:/thelibrary/speeding.htmlAnderson K.; (2007); Fast Fashion Evolves; March 2007; accessed 06th Dec. 2007; Source: /thelibrary/speeding.htmlClaburn T; (2007); Math Whizzes Turbo-Charge an Online Retailer's Sales; 05th Oct. 2007; accessed: 06 Dec. 2007; Source:/info_centers/supply_chain/showArticle.jhtml?articl eID=202300213Christopher, M. and Towell, D.R. (2000): “Supply Chain migration from lean and functional to agile and customized”. Supply Chain Management, Vol. 5 – No. 4 – pp. 206-213.Christopher, M. and Towill, D. (2001), An integrated model for the design of agile supply chains, International Journal of Physical Distribution & Logistics Management , Vol. 31 No.4 , pp.235-246Christopher M. and Towill D; The Supply Chain Strategy Conundrum: To be Lean or Agile or to be Lean and Agile; International Journal of Logistics: Research and applications; Taylor & Francis Ltd; 2002; Vol. 5; No. 3; ISSN 1367-5567Davanzo R. L, Starr C.E and Lewinski H. V;(2004); Supply Chain and the Bottom Line: A Critical Link; Outlook Journal; Feb. 2004; accessed: 05th Dec. 2007; Source:/Global/Research_and_Insights/Outlook/By_Alphabet/Supply Link.htmGilmore D.; (2006); Time for New Supply Chain Icons; 12th Oct. 2006; accessed: 07th Dec. 2007; Source: /assets/FirstThoughts/06-10-12.cfm?cid=771&ctype=contentHaughey D; (2007); Pareto Analysis Step by Step; Accessed 09th Dec 2007; Source: /pareto-analysis-step-by-step.html?gclid=CLy52uKjnp ACFQ2WEgod2zbo7wLi Li: (2007); Fashion Magnates' Supply Chain Contest; 08th May 2007, Accessed 19th Nov. 2007; Source:/index.php?categoryid=Vm10YVlWVXhVbk5SYkVwUlZrUk JPUT09K1M=&p2_articleid=Vm10YWIyUXlTblJWYWs1UlZrUkJPUT09K1M=&p2_p age=2Mason-Jones, R and Towill, D.R. (1997): Information enrichment: designing the supply chain for competitive advantage. Supply Chain Management. Vol. 2, No. 4 – pp. 137-148Mason-Jones, R, Naylor, J.B. and Towill, D.R. (2000): Engineering the leagile supply chain. International Journal of Agile Management Systems. Vol. 2, Iss 1. pp.54Machouca J, Lewis M, Ferdows K; Zara's Secret for Fast Fashion; 21 Feb. 2005; Accessed 18 Nov. 2007; Source /archive/4652.htmlNaylor, J.B, Naim, M.M. and Berry, D. (1999), Leangility: interfacing the lean and agile manufacturing paradigm in the total supply chain, International Journal of Production Economics, Vol. 62, pp.107-18Olhager J, Selldin E, and Wikner J; (2006); Decoupling the value chain; the international journal of value chain management; Vol. 1, No. 1; abstract; Source:/search/index.php?action=record&rec_id=9021&prevQuery =&ps=10&m=orTowill D R., Naylor B. and Jones R M; Lean, agile or leagile? Matching your supply chain to the marketplace;International Journal of Production Research, 2000, VOL. 38, NO. 17, 4061- 4070; ISSN 0020-7543Velde L. N. J and Miejer B. R; (2007); A system approach to supply chain design with a multinational for colorant and coating; accessed 10th Dec. 2007; Source:/mcn/pdf_files/part6_5.pdfWalters D; Demand chain effectiveness – supply chain efficiencies; A role for enterprise information management; Journal of Enterprise Information Management; Volume 19 Number 3 2006 pp. 246-261。
JERDE案例-sonala蓝色港湾
度，超过这个度，不仅使一部分设施空置，导致部分购物区无人光顾，而且会直接影响购物情绪，甚至产生“恐惧感”。
根据测算，一般情况下儿童疲劳时间的极限为40—60分钟，成人为90—150分钟。按此推算：1、顾客在商场（店）的时间一 般不会超过两个半小时超过这个时间就处于疲劳状态，终止购物；2、普通人休闲步速为30—40米／分，顾客在店内浏览购 物步行距离一般不会超出8000米；3、每平方米营业面积的顾客通过距离为0.35—0.4米，因此，顾客对商场营业面积的心理 最大承受量为：150分钟×40米／分钟÷0.35米／平方米≈17143平方米。而经测算，顾客对商场营业面积的最大生理承受极 限一般在2.2—2.3万平方米，超过这一限度，顾客就会因“累”而不再继续。 因此，单体商场面积一般以不超过2.5—3万平方米为宜。
据点的中心点。线是指区域间相互依存关系以线相联结，使商圈具有一定的吸引力。面是指中心点的吸引力的范围。它是市
场区域广度，表明市场区域的广泛性及其程度。流是指市场的动态，或指区域职能的变化和发展的动向。上述四个方面的侧 重点是不同的：点反映集中化的问题和集聚的程度；线则反映吸引性和相互依存性；面则反映区域性或地区性和同质性；流 反映的是活动的态势和职能性。从实际工作而言，商圈，是由店、消费者购买行为空间和销售活动空间三者构成。 影响商圈设定的因素主要有：人口数量与特征以及其发展趋势；购买潜力与已有企业的设置与经营状况；区域内经济发展前 景与产业多无化的程度；区域内交通、运输、服务、金融、信用、保险、物业等状况；劳动力市场条件；法律、工商行政管 理因素；民情风俗以及吸引顾客所特有的公共和文化教育设施，如公园、剧院、博物馆、纪念场所、学校、科研机构等。
商业布局的基本理论
(二) 加纳模式 将土地价值理论思想应用于商业区位格局分析之中，格蒂斯（Gertis）在1961年通过揭示总零售量随离开地价最高的中心地 带距离的增加而逐渐减小的规律，证实了城市土地地租变动及其与商业经济活动之间关系的规律。到1966年，加纳（B．J． Garner）进一步对商业中心的内部结构进行了研究，他根据一系列的城市土地地租的投标曲线，构造了不同等级商业中心的 空间模式，形成了城市地理学中的加纳模式。 加纳模式的主要思想可概括为：高门槛（所谓“门槛”threshold，是指一个企业为经济正常经营活动而需赚取的最低收入） 的职能是有较高的地租支付能力，因而能够居于商业区中地租较高的地方。在实践中，由于商业企业都是为其周围的居民服
北京蓝色港湾案例
集休闲、娱乐、消费等多功能为一体的综合 广场，可以举办商品展示会、时装发布会、 歌舞晚会等各类活动；
具体功能空间包括音乐灯光喷泉、露天音乐 广场、极限运动区等；
中心广场中布置了各种形式的座椅，通过不 同形式的座椅进行功能空间的划分；同时座 椅的布置摆放方式也兼顾到各种顾客的不同 使用需求；
9
项目借鉴点
•一、规划设计： 通过建筑自身的地标型性质，融入更多的具有时代元素的文化概念， 形成了区域中心； 在保证产品空间及尺度合理性的同时，摒弃简单划一的街道空间形态， 充分体现街区的趣味性； 运用丰富的人性化设计元素，与景观环境的有机融合，充分实现商铺 的可视性和人流的最大共享； 通过时尚、独特的下沉式广场设计，为项目聚拢了大量人流。
位于项目北侧的亮马食街由大量不同的特色 餐饮组成，吸引了大量的用餐客户，聚集了 人气，同时带动了零售的发展。
6
规划亮点
项目重视体验性消费氛围的营造，加大了餐 饮在整体业态中的比例，并将餐饮娱乐等目 的性较强的业态规划在内街部分，保证了商 街整体人流
重视体验性消费业态 在业态规划上，为了充分满足人们体验性购物的 需要，将餐饮、休闲、娱乐等参与性、体验性消费的 内容比例调到30%以上的高比例。并注重业态之间 彼此间的互补和互动，为顾客提供更加全方位的服务。 内街目的性消费业态带动人流 将影城、家居、美食广场等目的性较强的业态分 布于整个商业街内部位置。 超市位置设计合理，可满足内外街的购物需要 超市则布置于商业街入口地下一层位置，以便于 商业街周边及内部消费人群购物需要。
10
水平分割：10—20米
垂直分割：主要为17—25米 个别9—15米或30米左右
指寇运营管理
指寇运营管理下载提示：该文档是本店铺精心编制而成的，希望大家下载后，能够帮助大家解决实际问题。
文档下载后可定制修改，请根据实际需要进行调整和使用，谢谢!并且，本店铺为大家提供各种类型的实用资料，如教育随笔、日记赏析、句子摘抄、古诗大全、经典美文、话题作文、工作总结、词语解析、文案摘录、其他资料等等，想了解不同资料格式和写法，敬请关注!Download tips: This document is carefully compiled by this editor. I hope that after you download it, it can help you solve practical problems. The document can be customized and modified after downloading, please adjust and use it according to actual needs, thank you!In addition, this shop provides you with various types of practical materials, such as educational essays, diary appreciation, sentence excerpts, ancient poems, classic articles, topic composition, work summary, word parsing, copy excerpts, other materials and so on, want to know different data formats and writing methods, please pay attention!指寇运营管理是一项重要的领域，涉及到企业运作中的各个方面。
sonala蓝色港湾商业布局案例
在搜索引擎、电商平台等渠道投放广告，提高品牌曝光度。
内容营销
通过撰写博客、制作短视频等方式，分享购物攻略、品牌故事等内容， 吸引潜在客户。
06 案例总结与展望
成功经验
精准定位
Sonala蓝色港湾成功地将其定 位为高端商业区，吸引了高消 费人群，提升了整体商业价值
。
独特设计
商业区的建筑风格独特，与周 围环境相协调，营造出舒适、 优雅的购物氛围。
项目目标
提升商业设施品质，打造高端商业中 心。
优化商业布局，提升顾客购物体验。
吸引更多品牌入驻，提高商业竞争力。
02 商业布局设计
总体布局
商业中心定位
Sonala蓝色港湾商业中心定位于 高端消费市场，以满足高收入人
群和家庭消费需求为主。
建筑风格
商业中心采用现代简约的建筑风格， 以白色和深蓝色为主色调，营造出 高端、优雅的购物环境。
在商业区的入口和休息区设置水 池，为顾客创造舒适的环境，并 提供休闲的场所。
绿化植被
树木
在商业区的各个角落种植高大的树木 ，为顾客提供遮荫的场所，同时美化 商业区的环境。
花坛
在商业区的道路两侧设置花坛，种植 各种花卉，为顾客提供美丽的视觉享 受。
灯光照明
景观灯
在商业区的各个角落设置景观灯，为夜晚的商业区提供照明，并增加商业区的 氛围。
位置布局
休闲娱乐项目通常位于商业区的次要位置或边缘 区域，以减少对商业区的干扰，同时方便消费者 进出。
服务与设施
休闲娱乐项目需要提供优质的服务和设施，以满 足消费者对舒适度和便利性的需求。
04 景观与绿化设计
水景设计
喷泉
在商业区的中心设置大型喷泉， 为顾客提供视觉享受，同时增加 商业区的活力。
香港亚洲商学院EMBA案例课堂讲义
一个卓越的企业，绩效管理未必也很卓越。
对错、选择及论述题（九）
实行绩效主义会让员工逐渐失去信仰和热情， 从而逐渐为了奖金和绩效而工作。
对错、选择及论述题（十）
听话的员工是个好员工； 不听话的员工才是好员工。
谢谢参加！
10月16日再见！
Great Drean Begin Here
案例二：摩托罗拉的绩效管理。 案例二：摩托罗拉的绩效管理。
摩托罗拉公司为进行有效的员工绩效管理，建立了 完善的绩效评价系统。该系统建立在两个假设基础 上：一是大多数员工为报酬而努力工作，只有给他 们更高的回报才能使他们更关心绩效评价；二是绩 效评价过程是对员工和管理者同时评价的过程。摩 托罗拉认为，员工通常被以下问题所惑：我所在职 位的工作内容是什么？这个职位应得到什么报酬？ 我如何改进工作？围绕上述问题，摩托公司进行绩 效评价的内容主要分为两部分：结果和绩效要素。 最终的绩效结果是两部分内容评价结果加权的总和。 摩托罗拉公司深信，对员工进行公正的绩效评价， 有利于公司的人员稳定。
加方：这里是一座灯塔。完毕。
案例四： 案例四：浓雾中的灯塔
问题：请你从企业与员工关系的角度论述你对本案 例的心得。（从观念、思维、规则、习惯等角度）
案例五：老员工，大问题。 案例五：老员工，大问题。
关于中小企业离不开“老员工”的问题。作 为很多的民营企业，经常存在这样的困惑： 一方面感觉到自身的管理团队存在管理水平 低下、个人综合素质不高等方面的问题。另 一方面却又无法引进或留住高端的管理人才。 以至于很多的“老员工”做为部门负责人在 企业需要规范化的时候黯然离开了公司，但 过不久又被公司请回来继续走马上任。如此 反复，被公司员工戏称为“几进几出”。 “老员工、老资格”们也有一种“得意”之 感：企业还是离不开我们呀！
蓝色港湾规划分析
蓝色港湾规划与设计浅析城市设计是策划、设计以及实现城市中各种活动空间和场所的手段或工具，是城市社会的一个载体。
SOLANA蓝色港湾国际商区就是一个成功的集购物、娱乐、休闲、旅游、文化于一体的载体。
蓝色港湾模仿美国加州商业街，是国内首个符合国际标准的Lifestyle Shopping Center。
北京蓝色港湾在建筑设计、景观设计以及规划上汇集了世界领先的设计团队，相对于他的社会实用价值，我更认同SOLANA是一件城市设计的艺术品。
由于我是景观设计专业，我想偏重于景观建筑方面浅析一下蓝色港湾商业区的规划与设计。
SOLANA蓝色港湾国际商区位于北京国际化程度最高的朝阳区朝阳公园西北角，北依亮马河，东南两面为朝阳公园湖。
在宏观层次上，CBD、燕莎、丽都三大商业区交汇于此，三大使馆环绕于周边，高档公寓和写字楼林立，交通便利。
相对于变化空间不大的宏观层次，中、微观层次则更具有设计性。
我将按照城市意向的五个元素分析一下蓝色港湾这一区域。
首先是最重要的通路，不同于其他商业区的高楼大厦，SOLANA的最大特点是层高普遍较低但是面积太大。
8字形回路的内部街道系统设计既解决了这一问题也成为蓝色港湾的又一大特点。
8字形回路打破了将商业动线依照业态规划的传统手法，形成了大量的沿街商业，有效避免了死角店铺的产生，零售、餐饮、娱乐等业态既集中在各自的主题区域，又在动线的节点上互相渗透。
在街区的百货店内设计有多个出口，随便一个通道便可快速转换的商业步行街部分。
而在特色商业街内，也有多个台阶通道，消费者可以自由选择。
SOLANA还通过众多的连廊、台阶以及小道的设计使内外水平和垂直交通相互贯连，流畅自由。
SOLANA不仅利用环形道路引导客流，同时在道路设计上也注重与周边建筑的尺度呼应，行走在道路上的消费者能够感觉到街、巷、广场、环路、大道之间的不同体验，逛街的乐趣油然而生。
SOLANA同时打破了商业项目在水平面的统一，拥有了下沉的中央广场，以及东部略微突起的坡地和二层环路设计，这使得整个项目高低错落，充满情趣。
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HND市场LandelToys案例DEC
DE3C 34: Marketing: An IntroductionLandel Toys — A case studyBackground informationThe Landel Toy Company has a workforce of over 1,000 based in three different sites inthe UK. The company was established in the early 1980s and its marketing activities areco-ordinated from its headquarters in Chester.The original Live and Learn Toy Company —the name changed to Landel in 1986 —produced a limited range of wooden toys aimed at the pre-school market. Its range ofproducts was originally limited to wooden building bricks, simple wooden jigsaws and alimited selection of wooden animals. As the company became more established, theproduct range was expanded to include dolls’ houses and wooden train sets.In the early days the company sold through small, independent toys shops, but despitenumerous attempts, it was unable to persuade any of the large chain stores to stock itsproducts. Despite this, the company maintained a reasonable turnover, and it slowlyexpanded its product portfolio to include a range for the 5–8 year old market.Disenchanted by its inability to become accepted by any of the larger chains, thecompany toyed with the idea of mail order selling. A catalogue was produced anddistributed through some of the leading Sunday newspapers, and although sales increased,this was not a particularly successful venture.Mail order selling was dropped after only a year, but it did serve to bring the company’sname to the attention of the public, and more importantly to the toy industry. Theco mpany’s image of high quality toys, made from natural products, appealed to theincreasingly vocal environmental lobby, and at last, a leading department store chainagreed to stock Landel’s products. This proved to be a lucrative agreement for Landel,and it helped the company expand during the late 1980s.The company’s big break, however, came when the Welsh language TV channel SC4introduced an animated series featuring an assortment of animal characters collectivelyknown as the ‘Country Cousins’. Against fierce competition, Landel won the contract tomake a limited range of merchandise featuring the characters, and the popularity of theseries resulted in sales which were way beyond Landel’s most optimistic expectations.Following the success of ‘Country Cousins’, ITV decided to give the series nationalairing, and in the lead up to the national launch, Landel expanded and developed its rangeof merchandise. At the same time, the company also introduced‘Country Cousins’ booksand to this end, it acquired an ailing publishing company in Exeter. Landel Toys — A case studyThis was Landel’s first venture into publishing, but by retaining the existing expertisewithin the newly acquired company, and through its own established distributionnetwork, th is became a highly profitable part of the company’s portfolio.The books were sold principally through toy shops and department stores as part of theoverall ‘Country Cousins’ package, and by concentrating on its established toy retailersrather than bookshops, Landel did not need to employ any additional salesrepresentatives. This proved to be a successful and cost effective approach, which is stillemployed at the moment.As the business continued to expand, Landel bought over a soft toy manufacturer whichwas initially devoted to the production of ‘Country Cousins’ figures.The ‘Country Cousins’ phenomenon reached its peak in the late 1980s, and although thecompany is still turning in reasonable profits, there are growing concerns for its futuresecurit y. The success of ‘Country Cousins’, however, has given Landel a foothold in themarket, and having firmly established its brand name and identity,Landel products arestill stocked by some of the major toy retailers.Although the sales of ‘Country Cousins’ merchandise are declining, the range is still animportant part of Landel’s business. The range currently includes wooden figures, cuddlyfigures, wooden play houses and scenery, a series of thirty‘Country Cousins’ storybooks, a ‘Country Cousins’ Annua l which has been produced each year since 1986,‘Country Cousins’ stationery, pencil cases, note pads, cards etc, and ‘Country Cousins’toiletries, including soap, shampoos, sponges, bath salts etc.In addition to the ‘Country Cousins’ range, Landel still produces its traditional woodenjigsaws, wooden animals, wooden building blocks and various other wooden toys aimedat the pre-school market.A major turning point in the popularity of the ‘Country Cousins’ range came in 1998when ITV decided to drop the programmes from its schedules. The popularity of theseries had been waning for a number of years, and its demise had been inevitable forsome time. In the year following the programme’s withdrawal, sales of ‘Country Cousins’merchandise fell to 40% of the 1992 peak.Along with the decline in demand, the company has had to change its pricing policies.During the boom period of the early 1990s, the price of the ‘Country Cousins’ range wasset at a premium, but in order to maintain sales, the company was forced to reduce priceto a much more competitive level. Retailers and other middlemen, realising the strengthof their negotiating position, have been able to force Landel to accept their terms andprices, and with the decline in demand, Landel has had little alternative but to accept.Landel Toys — A case studyThe company’s 30-strong sales team has been charged with the responsibility ofmaintaining good relations with existing outlets to ensure their continued patronage. Onoccasions this patronage has been hard won, and in recent years has involved more andmore price-cutting to ensure that the existing stores continue to stock Landel’s range.The industry is becoming ever more competitive, and without a leading product range,Landel is being forced to cut prices to retain its distributors, and to maintain its position inthe market place.The reduced price to the retailer, however, is not always reflected in the price charged tothe final consumer. Although Landel is selling to the middlemen at a considerablyreduced price, the retailers are tending to sell at prices on a par with those charged duringthe height of the ‘Country Cousins’ boom.As sales of its traditional range has declined, the company has become involved in the‘own label’ business, and 10% of its output is now supplied to the For Toys retail chainwhich sells the products under its own name. The association with For Toys has beengood for Landel, and there is the possibility that this relationship will be furtherdeveloped in the future.For Toys is an expanding company, and although this relationship has been vital toLandel, For Toys has forced the manufacturer to produce at lower and lower prices overthe years, and because of a lack of orders from other customers, Landel has been forcedt o accede to these demands. At the same time, the production of ‘own label’ merchandisemay have contributed to the reduced demand for Landel branded products.The declining demand for ‘Country Cousins’ has also necessitated other changes. Cuddlytoys’ production, which was previously exclusively devoted to ‘Country Cousins’ figures,has now been adapted to produce a range of more than forty different styles and types ofbears and other creatures. Many of these are ‘own label’ products for For Toys stores.Other alterations to the product mix include the introduction oflarger toys such as playhouses, climbing frames and slides. The company is looking to find a way of gainingaccess to potential buyers such as playgroups, nurseries and even local authorities as wellas its established consumer market.The publishing side of the business has also had to adapt to the post ‘Country Cousins’boom. A range of children’s stationery is available in a number of different styles, andthis is being continually updated to meet the changing needs of the market. A new seriesof pre-school books has been produced, including a range called ‘Dolly the Dolphin’ forwhich the company has high expectations. The company also has plans for ‘Dolly theDolphin’ cuddly toys.A new range of self-reading books has also been developed, and the company has beentrying to encourage local authorities to buy them for their schools and libraries.During the early 1990s the company did not need to invest too heavilyin advertising andprom otion as the publicity generated by the ‘Country Cousins’ TV series was sufficient tokeep the company’s merchandise in the public eye.Landel Toys — A case studyIn addition to this publicity, the company’s promotional effort had been principally aimedat retailers and other middlemen, and this had primarily involved personal selling throughthe sales team making regular visits to established clients. It was believed that bytargeting the middlemen, and by getting the products in to as many stores as possible,sales would inevitably be generated. The emphasis on the sales team has been maintained,but in recent years this has been supplemented by advertising in children’s comics andmagazines, and by a limited amount of advertising on Children’s TV, particularly in therun up to Christmas each year.The company must now adjust to the post ‘Country Cousins’ boom, and although somechanges have already been made, further developments are required. To do this, it isnecessary to develop the company’s marketing mix, but before this is possible, thecompany must carry out some research to discover the most appropriate course of action.To date, the company has not felt the need to carry out extensive market research, andmuch of its decision-making has been based on informal feedback received from its salesteam, and from secondary material derived from the industry trade association, andsimilar sources. Much has also depended on the marketing team’s own business acumenand knowledge of the market, and there has also been a reliance on internal data.Landel has reached a vital crossroads, and important decisions must be made to ensure itsfuture survival and prosperity. The company is still producing reasonably healthy profitseach year, but these are much reduced from the heady days of the early nineties, and if thecurrent trends continue, there is a strong possibility that the company will not survive thenext ten years.The time has come to take some purposeful marketing action. The company now realisesthat it must adapt to the changing needs of the market, and by gathering more informationabout existing and potential customers and consumers, it will be in a position to makemore reasoned and informed decisions.。