玛氏开题报告2013.11.07(二稿)

MARS InterviewCASE STUDYTelekenesis Inc.PricewaterhouseCoopers has recently proposed on, and appears to have won, a major engagement to create an information technology strategy for Telekenesis. PricwaterhouseCoopers has worked for Telekenesis in the past, but has not done any significant work for over a year and a half. This is PricwaterhouseCoopers’ first substantial engagement with the company.Company BackgroundTelekenesis was formed in 1992 by executives from four former Regional Bell Operating Companies (RBOCs) and two principals in Silicon Valley technology start-ups. One of the principals is from a start-up company that pioneered a new kind of wireless propagation technology.Telekenesis was founded on the principle that the current telecommunications industry is populated with companies who are almost congenitally incapable of optimizing their form of organization and culture to meet the competitive challenges of the 1990s. The founders believe that local loop technology, which relies on communication devices which are peers in a large technology community, where every device has a permanent and unchangeable identification, is the silver bullet of the telecommunications industry, and that the RBOCs are not ready or willing to exploit it. Local loop technology (LLT) is considered by RBOC management to be radical, unproven and unreliable.Telekenesis Inc. is modestly profitable, with $131,000,000 in sales and approximately 200,000 customers spread out over four adjacent, mostly rural geographies. Approximately 90% of its sales come from four small local telephone companies. The company's strategy is to use the operating experience and customer positioning of the four local telephone companies to develop and implement local loop wireless service or LLWS (often pronounced "laws"). The concept behind this service is based on the fact that the current phone companies control wiring to and from a central office facility. This facility is in effect a big switching box. The central office acts like a big hub with many spokes radiating from it. LLWS eliminates the central office and substitutes simple, unobtrusive, premises wireless relay equipment. There is at least one local loop server facility that is somewhat analogous to a central office but not needed to maintain service. The server facility is used to monitor quality and provide a trap for billing.Local loop wireless services are fully integrated. They include telephonic communication as well as cellular, pager, on-demand video, and "highway" services. Highway services permit companies within the local loop to communicate with each other as if they were on a large universal local area network. Computers located in both home and office are immediately interconnected by the local loop. Importantly, there are literally no wires involved in any of these services (except of course for plugging into the wall to get electricity). Physical customer hook-ups are non-existent. Customers are granted access, and services and information are secured through software interfaces in LLWS devices, such as television sets, laptop computers, pagers, etc. Telekenesis has a number of arrangements with software and hardware vendors to create LLWS devices.Understandably, the industry discounts LLWS as another "high tech California fantasy." Bell Core engineers, while acknowledging the future potential of local loop technology, dispute Telekenesis's claims that the bandwidth and quality is actually present in production, commercially available products to be installed in the real world.Telekenesis' doctrine is to completely convert all 200,000 current subscribers of the four local phone companies at once, with no phase in. Each of the four local companies will be converted separately. Telekenesis bought the four local phone companies in order to have large scale pilot sites for local loop wireless services. Telekenesis' fundamental business proposition is that the changing regulatory landscape will allow it to compete with local Bell telephone companies, providing a higher performance,lower cost alternative to the existing local phone companies for local and long-distance telephone service, paging, cable t.v., and cellular phones.Industry TrendsThe early 1980s were a time of turmoil for the telecommunications industry. For the first time in history, AT&T was deregulated and lost its monopoly status. This meant competition for AT&T where none had existed before. Long-distance was the arena of competition."Telecommunications" includes much more than simply making a phone-call. It encompasses cable television service and network connectivity which brings interactive television, shopping forums, education and information services into the home. The phone lines that the telecommunications companies control enable computers to communicate from remote locations, and can gather information from databases and news services around the world within seconds.The possibilities for profits in this arena are practically limitless, and the sphere of competition is expanding. Up to 1994, only long-distance carriers were in competition, but local calling areas are going to be opened up for competition in the late 1990s.Telekenesis OrganizationThere are currently three business units: 1) residential, which is divided into the "plain vanilla" customers that have only one phone line into the house and no add-ons such as cellular phones, pagers, additional lines, etc. and 2) residential customers who have add-on services and are good candidates for taking advantage of the new technology; and 3) small business. Each of Telekenesis's business units has a President who reports to the CEO. In addition, R&D and Technology Assurance, essentially a quality management program, also report directly to the CEO. Telekenesis is tightly controlled by the principals who founded the company and all the senior positions just described are held by the founders.There are really no Corporate functional areas such as Finance, Purchasing, Distribution, and Human Resources. These functions exist in the original phone companies as they did before the companies were acquired. An outsider with the title of Chief Financial Officer runs the Corporate functional area. She had a brief tenure as the CFO of an RBOC. The Technology Assurance Group helps support the existing communications and networking infrastructure.Telekenesis Current SituationPricewaterhouseCoopers was retained because of their knowledge of the RBOCs and an audit relationship with the four local phone companies. They were retained by Telekenesis for special start-up services, legal and regulatory counsel and assistance in dealing with obtaining additional venture capital financing. Because of the technology nature of Telekenesis, the PricwaterhouseCoopers Financial Advisory Services partner contacted IT Strategic Services. The Firm has now been asked to deal with the operational dimensions of Telekenesis as it commences detailed tactical planning for LLWS activation. Another management consulting firm is providing some business strategy consulting to Telekenesis. PricewaterhouseCoopers has been asked to propose on three major stages of work: 1) process vision; 2) tactical doctrine; 3) infrastructure and value. These are meant to give Telekenesis "process efficacy." This is their language.The current company is, in effect, the combination of the four small southern telephone companies that were acquired and are now operated by Telekenesis. However, except for top management, the vast majority of employees of the telephone companies were retained, as were the administrative and operational support systems. Some of those employees are very excited to be able to participate in this opportunity, but a lot of the old timers are dubious and apprehensive.All telephone company processes and functions are essentially the same as before the acquisition by Telekenesis. Telekenesis concentrated on establishing a simple, "no frills" system for collecting financialand operating information on the telephone companies but did virtually nothing to change the actual operations of the companies.Marley and Cratchet (the two silicon valley entrepreneurs) expect that the consultant selected will be able to bring fresh creative ideas to the process of what they term is "...creating a 21st Century company for a 21st Century business." Included in their definition of process efficacy is the notion of "enterprise extensibility," or put more simply put the capability to seamless team with external suppliers in a variety of value-adding, integrative relationships that can be episodic or persistent. Particularly important is the aspect of Telekenesis strategy in which vendors will provide LLWS compatible devices to customers who will pay a one-time $15 fee for the equipment.All four Telekenesis executives expect that the process efficacy initiatives will include information systems and technology strategy and planning. They want the consultant to provide a guaranteed "operational profile" that states that the recommended configuration of hardware and software, costing $xx and operational by 19yy will be able to support the local loop wireless service business.There are four distinct flavours of legacy systems across the four companies. Hardware and software is different, with three of the companies having an IBM mainframe in addition to other computers. Telekenesis installed IMRS on a high end x486 computer to provide financial consolidation and reporting of the four companies. Spreadsheet disks prepared at month end are FedExed to Telekenesis home office in Bernardsville, New Jersey and loaded into IMRS.Questions：Do you believe you have enough information to develop an Business/IT strategy for this client? If no, what additional information would you require?What skills would the consulting team need to successfully complete this engagement?How would you structure the work for this engagement?What are the risks that Telekenesis faces?What types of business processes will be needed?How would you integrate the processes of the four existing local phone companies and Telekenesis?。

---文档均为word文档，下载后可直接编辑使用亦可打印---摘要：目前在我国，越来越多的家庭开始饲养宠物狗，并且养狗的目的已经从单纯的看家演变为情感的寄托，成为家庭的重要部分。

宠物经济发展也随之加速，其中最具代表性的就是宠物食品行业。

在狗粮方面，以雀巢、玛氏为代表的国外企业和以好主人、瑞诺为代表的国内企业展开竞争，瓜分大部分的市场。

为了在激烈的竞争中保持企业的发展势头，各家企业纷纷展开市场营销。

本文以宝路狗粮为例，分析了目前国内狗粮市场的环境，深入进行SWOT分析，并制定了相对应的营销对策，对于加强狗粮企业的市场竞争力具有一定的理论和实践意义。

关键词：宝路狗粮；中国；市场现状；问题及策略mars （china）analysis of pedigree dog foodmarketing strategyAbstract: At present in our country, more and more families began to keep a pet dog, and the dog have the purpose of evolution from simple housekeeping for emotional sustenance, become an important part of the family. Pets also accelerate economic development, of which the most representative is the pet food industry. In dog food, Nescafe, with Mars as the representative of the foreign enterprises and to master, Reno, as the representative of the domestic enterprises to compete, most of the market share. In order to maintain the momentum of the development of enterprises in the fierce competition, companies have started marketing. Based on the pedigree dog food as an example, analysis of the current domestic food market environment, in-depth analysis of SWOT, and made the corresponding countermeasures for marketing, has certain theoretical and practical significance to strengthen the food market competitiveness of the enterprises.Keywords: Pedigree dog food；China；Market situation；Questions and Strategies一、引言所谓狗粮，就是专门给宠物狗食用的产品。

玛氏大使项目
MAP (The Mars Ambassador Program) 旨在帮助所有玛氏利益相关方实现利益互惠。

每年玛氏公司都会面对全球各事业部（包括宠物护理、巧克力、箭牌糖果）所有同事招募志愿者—“玛氏大使”。

成功当选的同事将受邀前往玛氏在世界各地的业务合作伙伴或公益合作机构
，在为期1到6周
的时间内完成不同类型的志愿者任务，真正通过发挥所长，为玛氏公司服务的当地社区带来看得见的转变！ 下面列举一些玛氏公司的MAP 项目：
帮助美国红十字会拓展并强化他们的业务范围
在美国班菲尔德宠物医院与客户合作为宠物提供终身预防性保护 改善Mtskheta 小镇上一所受支助学校的康体设施和提供口腔护理课程
帮助芝加哥社区口腔健康协会制定口腔健康宣教口号、核心信息和视觉设计
你们的小组任务是：请设计一个MAP 项目，能实现与玛氏利益相关方利益互惠，发挥你以及团队成员专长，在我们开展业务的社区创造积极的变化。

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玛氏集团管理调查分析报告*管理学大作业财务管理系4班刘睿201108050421李星燕201108050424廖屿玥201108050426一、玛氏集团详细状况1.公司简介玛氏公司是全球最大的食品生产商之一，是全球巧克力、宠物护理、糖果等行业的领导者，拥有众多世界知名的品牌。

在这些品牌中，价值超过十亿美元的品牌就包括德芙、玛氏、M&M`S、士力架、UNCLE BEN`S、益达、傲白、宝路、皇家、伟嘉、和特趣。

玛氏公司的发展历史有两大主轴，其一是创新，其二是将成功的创新经验推展到世界各地。

这两个主轴确立了该公司的经营的本质，一直到今天。

2.公司发展成立玛氏公司于1923年由法兰克·玛氏创立。

改名到1927年，公司改名为玛氏公司。

海外销售带着对巧克力事业的浓厚兴趣，在欧洲，曾在让·托布勒和亨利·雀巢的工厂工作。

到了1933年，到英国推出银河棒。

扩展由于玛氏棒已经大受欢迎，所以弗瑞斯特·玛氏转而将注意力集中到其他东西。

1934年，他买下了Chappel Bros，一家生产罐装碎肉的英国狗食工厂。

当时并不时兴宠物狗与宠物猫专用的食物，它们通常只吃人类的残羹剩饭。

弗瑞斯特·玛氏由此看到商机，他卖Chappel的罐装食物，主打的概念是富含营养，在没有竞争对手的情况下，他很快就成为市场的领导者。

到1939年，玛氏有限公司已成为英国第三大糖果制造商。

弗瑞斯特在布鲁塞尔也成立了一家工厂，以负责全欧洲玛氏棒的销售。

但是，由于“二战”的爆发，英国政府开始对外国人课税，所以他被迫放弃一切。

不过，那时他却有了一个想法，这个想法后来演变成M&MS巧克力，同时，当他回到美国，即与赫尔希开始了合作关系。

收购箭牌2008年10月6号——玛氏公司宣布在2008年9月25日箭牌股东批准此次交易以及获得了所有必需的监管审批之后，玛氏已成功完成对于箭牌糖类有限公司的收购。

本文部分内容来自网络，本司不为其真实性负责，如有异议请及时联系，本司将予以删除== 本文为word格式，简单修改即可使用，推荐下载！ ==玛氏实训总结报告盼望已久的实训已经过完了，经过两周在河北玛氏的实训，有亲身，有经历，有感慨，有体会。

我们从来没有过长时间的每天按点上下班的经历，在这里，我们每天早起八点准时到班，每天下午五点半准时下班，这让我们来感受时间的紧迫，时间的规律性，让我们来习惯这种时间，以后上班几乎也就是这个时间点，所以我们必须要适应，更要做到早睡早起的良好习惯，合理地去安排自己的时间。

河北玛氏是属于衡水安平县的，在这里，我们学习怎么编辑网站，明白什么是seo优化，什么是百度收录量，如何提高百度收录量，怎样设计关键词能让人们搜到自己的网站，怎样使自己的网站排名靠前等宝贵财富，可能对于别人来讲，这些都有耳闻，或者都有所做为，但对于我们来讲，这是第一次接触这些，但我们也慢慢的了解以及运用了。

第一天培训，老师给我们每个人的是很乱很糟很杂的网站，让我们更改网站的信息，比如企业的资料、联系方式，网站的内容，当我们浏览一个网站的时候，发现联系方式是假的，那就意味着认为我们的网站是骗人的，所以我们一定要把本企业的所有资料都如实填写，这样顾客要是有中意的可以及时联系到你。

网站的内容也要跟企业相符，不能说我卖这个可我的产品是那个，这将顾客视为垃圾，这对本企业是非常不利的。

接下来的每一天，老师给我们灌输的知识更加广泛，让我们在本网站以及b2b网站论坛发布信息以展示更多的产品，产品要跟描述相符，实现一致化，并且还要对网站进行时常更新，保持它的活跃性，但是网站的版式还是要在有把握的情况下再改，否则会适得其反的，设计网站、发布产品要仔细认真研究好关键词、长尾关键词，可以通过站长工具进行seo优化分析，从而选择最恰当的关键词，让人们搜到自己的网站，我们还要保证网站原创和伪原创力度，可以进行友情链接的筛选和交换友情链接，这样可以提高百度的收录量。

社会实践--开题报告时间：2020年08月02日编稿：作者四第一篇：社会实践--开题报告研究沃尔玛对其周围一公里范围内小商店的影响一、挑选本课题作为调查的理由和意义：随着社会的日益进展，超市也逐渐走进了人们的生活。

二战以后，它的进展速度更是令人震惊，从20世纪30年代初最先浮现在美国东部地区，到现在已经在全世界范围内有了较大的规模，也从单一的食品扩展到服装、家庭日用杂品、家用电器、玩具、家具以及医药用品等日常生活用品，似乎超市已经要取代小的零售商贩了，但是事实上我们看到的是还有无数的小商店在营业，那么是他们在苦苦支撑还是盈利良好呢？毕竟超市对他们有什么样的影响？带着这个疑问，我们就来研究一下：沃尔玛对其周围一公里范围内小商店的影响。

二、本课题研究的目标、内容。

调查这个课题，就是为了以沃尔玛为例，探索一下超市是否会能取代小的零售商；而这些小零售商在超市的附近有没有生存的压力。

三、本课题的研究办法。

我们将会以问卷调查的形式收集一定的资料。

出一些问卷，调查一下霞山沃尔玛一公里范围内的小商店。

另外，考虑到调查中涉及商店收入隐私的问题，我们也会随机的调查商店附近固定人群，了解一下他们对这些小商店生存的看法；或者我们小组个人分配任务统计一下商店的客流量。

最终以便得到更准确的结论。

四、本课题研究的成果。

我们将收集到的数据和查阅到的相关资料集中起来，举行统计和分析，最后将以社会调查论文的形式反映出来。

五、本课题研究的进度计划。

2010年十月底：提出课题的题目，向老师提交开题报告，征求老师的允许。

2010年十一月：做好相关的预备，撰写好调查问卷，并提交给老师。

在寒假中行动，发放调查问卷，查阅书籍，收集必要的资料和数据。

2011年3月份左右，将收集的数据处理和分析，撰写调查论文，回校后提交论文。

七、本课题组成员。

课组成员：王顺明王同本王泽富王森平沈湛许其中组长：王顺明成员分工：写开题报告：王同本设计问卷：王顺明王泽富王森平阅读书籍查资料：王泽富沈湛许数据处理和分析：王同本王森平撰写论文汇总：王顺明我们将全力以赴完成本次课题的研究。

健康零食运营开题报告
随着人们生活水平的不断提高，原来以温饱型为主体的休闲食品消费格局，逐渐向风味型、营养型、享受型甚至功能型的方向转化，总之人们对于休闲食品的要求会越来越高端，随着市场的不断扩大，休闲食品市场也开始快速发展，而且呈现出一片前所未有的繁荣景象。

休闲食品的种类越来越丰富，在人们的日常生活中的地位也越来越重要。

但是，随着国内市场的不断放宽，更多的国际休闲食品品牌正逐步进入中国市场。

在休闲食品行业，主要大类是谷物类制品（饼干、面包灯）、糖食类制品（糖果、巧克力等）和薯类制品（薯片），而这几大类的行业巨头都为外资企业，如卡夫、玛氏、好丽友。

外资企业凭借其品牌影响力、营销战略以及资金实力在休闲食品行业中形成了巨大的竞争优势。

相比而言，国产休闲食品企业无论是品牌影响力、创新能力还是资金实力都与外资企业存在较大的差距，不过，在市场竞争环境下，一些国内品牌也在快速成长。

在某些休闲食品细分领域，国内品牌甚至位居行业前列。

比如包装瓜子领域的洽洽。

面包领域的盼盼。

蛋糕、月饼市场的好利来等。

休闲食品一般是人们在休闲娱乐时才吃的，如果休闲食品本身加入一些娱乐趣味性卖点的话，更容易吸引人们的关注和喜爱。

大多数的外资企业也是凭借在营销策略上的一些趣味性创新赢得了相当的市场，比如卡夫的“扭一扭、舔一舔、泡一泡”、玛氏的“快到碗里来！”等等，本文主要就是通过分析一些成功休闲食品企业主要是外资企业的趣味性营销，并结合分析国产休闲食品企业的不足，在此基础上提出国产休闲食品企业的新的营销发展策略。

玛氏公司的企业文化案例分析第一篇：玛氏公司的企业文化案例分析玛氏公司的企业文化案例分析玛氏公司是全球最大的食品生产商与跨国企业之一，是全球巧克力、宠物护理、糖果等行业的领导者，拥有众多世界知名的品牌。

这些品牌包括德芙、士力架、M&M’S、箭牌、益达、脆香米、傲白、宝路、皇家、伟嘉和特趣等等。

当然，让玛氏这个企业浩浩荡荡发展百年仍基业不倒，并且愈发蓬勃的真正原因在于其独一无二的企业文化——玛氏五大原则。

玛氏五大原则——质量、责任、互惠、效率和自主，是玛氏文化和开展业务的立身之本。

五大原则让一代又一代来自不同地区、不同语言和文化的玛氏人团结在一起。

五大原则将玛氏人凝为一体，一直在指引所有玛氏同事的行动。

每一天，他们都努力通过自己的工作，在与消费者、客户、生意伙伴、社区以及每个人的交流中，践行着玛氏五大原则。

玛氏对于其五大原则，有着具体的阐释：n 质量Quality“顾客至上”是我们的信念；保持高质量是我们的工作；令产品物有所值是我们的目标。

我们公司在任何工作中都力求达到最高的品质。

质量来源于我们作为一名玛氏人的热情和自豪，是我们行动中决不退让的标准。

高质量的工作，源自我们每个人的努力，是形成优质品牌的首要因素，也是我们以高标准著称的原因。

n 责任Responsibility作为个人，我们要求每一个人各尽所能；作为同事，我们支持其他同事各尽其责。

与那些通过层层管理弱化个人责任的传统企业不同，我们要求所有同事对结果直接负责，以此培养大家的主动性、判断力和根据需要做决策的能力。

我们招聘的人才具备很高的素质且符合岗位的要求。

我们信任他们，同时也要求他们要对自己的一套高标准负责。

n 互惠Mutuality互惠就是分享利益；可以分享的利益才会持久。

我们坚信衡量业务关系的标准是创造共享利益的程度。

这些利益有许多不同的表现方式，其本质也不是严格意义上的经济利益。

同样，在努力提升竞争力的时候，玛氏的任何行动绝不会以牺牲我们工作伙伴的经济或其他利益为代价。

玛氏一、公司概况：玛氏公司由弗兰克•马斯创立于1911年，是一家私人（家族）拥有的跨国公司，是全球最大的食品生产商之一（2008年收购箭牌后，成为全球最大的糖果公司，但2010年，卡夫超越了玛氏，成为全球第一）。

是全球巧克力、宠物护理、糖果等行业的领先者，拥有众多世界知名的品牌。

在这些品牌中，价值超过十亿美元的品牌就包括德芙（DOVE）、M&M'S、士力架（SNICKERS）、玛氏（MARS）、特趣（TWIX）、MilkyWay、宝路（PEDIGREE）、伟嘉（WHISKAS）、皇家（ROYALCANIN）、益达（EXTRA）、傲白（ORBIT）和本大叔（UNCLE BEN'S）。

玛氏公司分别在全球68个国家设立了230个分支公司，其中包括135家工厂，产品行销全世界。

其所涉足的每个业务，在各自的领域里都是市场领先者。

二、发展状况：玛氏公司虽然是一跨国企业，但目前仍由家族掌控，并由企业家第三代，约翰、小弗瑞斯特与杰奎琳·玛氏（John，Forrest Jr.& Jacqueline Mars）负责经营。

2002年，《福布斯》（Forbes）杂志将该公司列为全美第三大私人企业，而家族则名列全球最富有的第21名，净值高达100亿美元。

2003年，玛氏公司全球年销售额超过167亿美元，2005年销售额超过180亿美元，2008年销售额超过250亿美元，2010年销售额超过280亿美元。

2008年10月，玛氏联手股神巴菲特，斥资230亿美元收购口香糖制造商箭牌，迅速得到一个充分全球化的网络，以及与主业巧克力相比更具有健康形象的业务。

与此同时，由家族控股的玛氏糖果，也因此成为全球最大的糖果制造商，控制全球糖果业的14.5%的市场份额。

三、主要经营项目：玛氏公司的经营项目包括休闲食品（M&Ms巧克力、士力架〈Snickers〉、德芙巧克力〈Dove〉、彩虹糖〈Skittles〉，等等），主食类食品（包装米、面团、酱料），宠物食品（伟嘉〈Whiskas〉、宝路〈Pedigree〉、皇家〈Royal〉和西莎〈Cesar〉），饮料（自动零售机饮料），电子产品（自动支付系统），以及信息科技等。