Business Analysis: Hugo Boss

GRIN Verlag
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Essay from the year 2012 in the subject Business economics - Operations Research, grade: sehr gut, The University of Texas at Austin (Business School), course: Strategic Management & Business Policy, language: English, abstract: The founder, Hugo Ferdinand Boss (born 1885 died August 1948), opened his first factory in 1924. At the beginning he had approximately 20-30 employees. After the World-Economy-Crisis in 1929 Hugo Boss couldn’tavoid insolvency anymore butwas able to recover thanks to the production of military uniforms for the NSDAP. Until 1942 the turnover rose increasingly and reached finally the one million mark.
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About the author

Sabine Pröbstl,MBA absolvierte Ihre Ausbildung an der Fachhochschule Wien zum Master of Business Administration in International Management. Ihre erste Veröffentlichung schrieb sie während eines Auslandsaufenthaltes in der USA an der University of Texas. Ihre Karriere startete Sie im alter von 22 Jahren im CCO Vorstandsoffice der A1 Telekom Austria AG, wo Sie bis zuletzt für Product Development Management und Innovationsmanagement verantwortlich war. Mit 24 Jahren wechselt Sie nach Deutschland als Managerin der E-Plus Gruppe und ist für Ethno- Marken / International Brands verantwortlich. Anfang 2014 gründete sie Ihr erstes eigenes Unternehmen Red Saphir welches Parfums und Modeschmuck vertreibt.

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Additional Information

GRIN Verlag
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Published on
Jan 4, 2013
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Business & Economics / General
Business & Economics / Operations Research
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Content Protection
This content is DRM protected.
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Available on Android devices
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Eligible for Family Library

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David Simchi-Levi
In recent years, management gurus have urged businesses to adopt such strategies as just-in-time, lean manufacturing, offshoring, and frequent deliveries to retail outlets. But today, these much-touted strategies may be risky. Global financial turmoil, rising labor costs in developing countries, and huge volatility in the price of oil and other commodities can disrupt a company's entire supply chain and threaten its ability to compete. In Operations Rules, David Simchi-Levi identifies the crucial element in a company's success: the link between the value it provides its customers and its operations strategies. And he offers a set of scientifically and empirically based rules that management can follow to achieve a quantum leap in operations performance.

Flexibility, says Simchi-Levi, is the single most important capability that allows firms to innovate in their operations and supply chain strategies. A small investment in flexibility can achieve almost all the benefits of full flexibility. And successful companies do not all pursue the same strategies. Amazon and Wal-Mart, for example, are direct competitors but each focuses on a different market channel and provides a unique customer value proposition -- Amazon, large selection and reliable fulfillment; Wal-Mart, low prices -- that directly aligns with its operations strategy. Simchi-Levi's rules--regarding such issues as channels, price, product characteristics, value-added service, procurement strategy, and information technolog -- -transform operations and supply chain management from an undertaking based on gut feeling and anecdotes to a science.

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