It may seem like everyone you work with spends time standing around the water cooler, talking about the latest contestant to get kicked off "American Idol." And now there's evidence to prove it.
According to a new Spherion Workplace Snapshot survey conducted by Harris Interactive, 37 percent of U.S. workers say "American Idol" is the most talked-about TV program in the workplace, up by 2 percent from last year's results.
Turns out, television talk is an integral part of the office environment. In an online survey of 2,792 employed adults, nearly one-quarter (21 percent) said they have discussed "American Idol" on company time, and 10 percent of respondents admitted getting into debates over the contestants. The survey found that women are more likely than men to discuss TV shows on company time, with 27 percent of women who said they do, compared to 15 percent of men.
Despite taking away from company time, many respondents agreed that discussing TV shows with co-workers can have positive effects. Nearly half -- 44 percent -- of U.S. workers said TV chatter at work increases office camaraderie. Employees ages 18-24 and 30-39 were the groups most likely to find camaraderie discussing TV shows, at 54 percent for each.
While both men and women ranked "American Idol" as the most talked-about show, the results varied for the second-place slot. The medical soap opera, "Grey's Anatomy" ranked second among 28 percent of female respondents, and the real-time action show, "24" was the next pick for 15 percent of male respondents.
Other popular shows discussed by both genders in the workplace included "CSI" (10 percent); "House" (8 percent); and "Lost" (8 percent). "The Office," a comedy starring Steve Carell that emphasizes the absurdity of the office culture, was only talked about by 6 percent of respondents.
Source: http://www.reuters.com/article/smallBusinessGrowthNews/idUSN2040868020070424
Sunday, November 25, 2007
ANALYSIS: PSA wants low cost Purchasing
SupplierBusiness reports that PSA's Manager for Global Sourcing Project, Denis Monguillet told an audience at this week's Paris Equip Auto that PSA is aiming to increase its low cost country content in its total purchasing spend from 23% in 2007 to 47% in 2010.
This share has already grown rapidly over the last two years from 15% in 2005 to 19% in 2006. One of the reasons for the fast growth is a rise in production outside the company's traditional European markets. This is expected to continue.
PSA's light vehicle sales in traditional European markets are expected to see 10% growth between 2006 and 2010 from 2.965 million to 3.27 million units. But other markets are expected to see growth of 100% in the same period, although from a much lower base (401,000 to over 800,000).
PSA's growth in these new markets is going to be underpinned by an acceleration in new model launches which are expected to double to twelve each in the Mercosur and China.
One of new markets for PSA is Russia. The company is aiming to assemble 100,000 units by 2010, with the possibility of extending to 300,000 in the medium term. The project "project Russia" will concentrate on framing, painting and vehicle assembly only. PSA plans to invest 300 million euro's in the project, for a new car based on the M1 like car segment platform (308/C4 model). The company is looking to purchase €1 billion a year locally for a 45% local sourcing content. They have plans to choose a factory location by the end of the year and start assembly is due to start in September 2010.
PSA is still reviewing whether to invest in India and Mexico. "A strategic assessment" is currently underway says Monguillet.
PSA not planning global low cost car (yet)
PSA's total spend in traditional European markets is expected to grow from €22.3 billion in 2007 to €25.8 billion in 2010 - but in Russia, the Maghreb and China PSA's spend is expected to grow from €1.6 billion to €3.3 billion.
PSA has rapidly grown its international purchasing activities over the last three years, starting with an office in Shanghai in 2004, for China, Taiwan and South Korea; a new purchasing office in Trnava in the Czech Republic for Poland, Hungary, the Czech Republic and Slovakia and another office in Turkey in 2005, and more purchasing offices in Pune, India and Tehran, Iran in 2006.
PSA opened a purchasing office in South Africa in 2007.
As part of the process PSA is also looking to widen its supply base to include more low cost country suppliers and to move them up the experience curve from producing just copies of existing mass produced parts to taking on RFQs for series production of new and more complex components.
However, Monguillet expects new low cost suppliers joining PSA's supplier panels to contribute only a small part of the new low cost country purchasing - he is looking for between 600 million and 1 billion euro's more of parts from that source. Most of the growth in low cost country sourcing will come through ships in the manufacturing foot print of existing first tiers and resourcing by them at the second tier level - as well as some growth of existing local PSA suppliers in low cost countries into the global supply network. Monguillet expects the biggest growth in local country sourcing from new suppliers to come from central and Eastern Europe followed by the Maghreb (North Africa), and Mercosur.
Monguillet says there are limits to the extent to which localised parts operations in China or South America can be appropriate for export to more mature markets. Firstly there may be technical specification differences. Many parts are modified to reflect the available materials in low cost country markets, and need to be tested before they can be shipped internationally. Secondly, many of the parts were chosen to be made locally because of the high cost of shipment, which adds a huge logistic burden to their ex works costs.
Overall Monguillet also expects a more than doubling of the share of components supplied to PSA's western European plants to come from low cost countries - primarily Eastern Europe - between 2007 and 2010.
LCC country sourcing For Europe is expected rise from current 15% to 32% "we may not be the most aggressive, but we are not the last ones either" he says.
However, Monguillet says that PSA is not aiming to introduce a global low cost car. He says that PSA believes there is room for both premium and low cost versions of its existing and planned cars in most segments.
Source: http://www.just-auto.com/article.aspx?id=92825
This share has already grown rapidly over the last two years from 15% in 2005 to 19% in 2006. One of the reasons for the fast growth is a rise in production outside the company's traditional European markets. This is expected to continue.
PSA's light vehicle sales in traditional European markets are expected to see 10% growth between 2006 and 2010 from 2.965 million to 3.27 million units. But other markets are expected to see growth of 100% in the same period, although from a much lower base (401,000 to over 800,000).
PSA's growth in these new markets is going to be underpinned by an acceleration in new model launches which are expected to double to twelve each in the Mercosur and China.
One of new markets for PSA is Russia. The company is aiming to assemble 100,000 units by 2010, with the possibility of extending to 300,000 in the medium term. The project "project Russia" will concentrate on framing, painting and vehicle assembly only. PSA plans to invest 300 million euro's in the project, for a new car based on the M1 like car segment platform (308/C4 model). The company is looking to purchase €1 billion a year locally for a 45% local sourcing content. They have plans to choose a factory location by the end of the year and start assembly is due to start in September 2010.
PSA is still reviewing whether to invest in India and Mexico. "A strategic assessment" is currently underway says Monguillet.
PSA not planning global low cost car (yet)
PSA's total spend in traditional European markets is expected to grow from €22.3 billion in 2007 to €25.8 billion in 2010 - but in Russia, the Maghreb and China PSA's spend is expected to grow from €1.6 billion to €3.3 billion.
PSA has rapidly grown its international purchasing activities over the last three years, starting with an office in Shanghai in 2004, for China, Taiwan and South Korea; a new purchasing office in Trnava in the Czech Republic for Poland, Hungary, the Czech Republic and Slovakia and another office in Turkey in 2005, and more purchasing offices in Pune, India and Tehran, Iran in 2006.
PSA opened a purchasing office in South Africa in 2007.
As part of the process PSA is also looking to widen its supply base to include more low cost country suppliers and to move them up the experience curve from producing just copies of existing mass produced parts to taking on RFQs for series production of new and more complex components.
However, Monguillet expects new low cost suppliers joining PSA's supplier panels to contribute only a small part of the new low cost country purchasing - he is looking for between 600 million and 1 billion euro's more of parts from that source. Most of the growth in low cost country sourcing will come through ships in the manufacturing foot print of existing first tiers and resourcing by them at the second tier level - as well as some growth of existing local PSA suppliers in low cost countries into the global supply network. Monguillet expects the biggest growth in local country sourcing from new suppliers to come from central and Eastern Europe followed by the Maghreb (North Africa), and Mercosur.
Monguillet says there are limits to the extent to which localised parts operations in China or South America can be appropriate for export to more mature markets. Firstly there may be technical specification differences. Many parts are modified to reflect the available materials in low cost country markets, and need to be tested before they can be shipped internationally. Secondly, many of the parts were chosen to be made locally because of the high cost of shipment, which adds a huge logistic burden to their ex works costs.
Overall Monguillet also expects a more than doubling of the share of components supplied to PSA's western European plants to come from low cost countries - primarily Eastern Europe - between 2007 and 2010.
LCC country sourcing For Europe is expected rise from current 15% to 32% "we may not be the most aggressive, but we are not the last ones either" he says.
However, Monguillet says that PSA is not aiming to introduce a global low cost car. He says that PSA believes there is room for both premium and low cost versions of its existing and planned cars in most segments.
Source: http://www.just-auto.com/article.aspx?id=92825
SPAIN: Small cars seen as key to India’s explosive market growth
The Indian car market and industry will continue to grow strongly as small cars are snapped up by rising numbers of urban middle class consumers according to Vinay Kothari, board member at Force Motors, a maker of utility vehicles in India.
Speaking at the IESE Business School's Automotive Sector conference in Barcelona, Kothari said that projections for rapid market growth in India reflected demographic and income trends. In addition, the market is also facing a lift from the arrival of a number of small low-cost cars - such as Tata's one-lakh car - that will enable owners of two-wheelers to more easily upgrade to four wheels.
Renault is also planning a sub-Logan 'one-lakh fighter' that would be made in India with Bajaj Auto.
The Indian light vehicle market could be approaching 5m units a year by 2013 from under 2m now, Kothari said.
"And small cars are growing very strongly. By 2015 the market for small cars in India could be as much as 3m units a year," he added.
But isn't congestion in India's big cities already at a level suggesting road capacity is at saturation point? If there is barely room for the two-wheelers to park, where will all the four-wheelers go?
Kothari told just-auto that the primary market in India for the new breed of small of cars is not in the big cities but in the smaller cities and rural areas where incomes are growing and space is not such a problem.
"You won't see very many Tata one lakh cars in Mumbai or New Delhi," he said.
By Dave Leggett
Source: http://www.just-auto.com/article.aspx?id=93155
Speaking at the IESE Business School's Automotive Sector conference in Barcelona, Kothari said that projections for rapid market growth in India reflected demographic and income trends. In addition, the market is also facing a lift from the arrival of a number of small low-cost cars - such as Tata's one-lakh car - that will enable owners of two-wheelers to more easily upgrade to four wheels.
Renault is also planning a sub-Logan 'one-lakh fighter' that would be made in India with Bajaj Auto.
The Indian light vehicle market could be approaching 5m units a year by 2013 from under 2m now, Kothari said.
"And small cars are growing very strongly. By 2015 the market for small cars in India could be as much as 3m units a year," he added.
But isn't congestion in India's big cities already at a level suggesting road capacity is at saturation point? If there is barely room for the two-wheelers to park, where will all the four-wheelers go?
Kothari told just-auto that the primary market in India for the new breed of small of cars is not in the big cities but in the smaller cities and rural areas where incomes are growing and space is not such a problem.
"You won't see very many Tata one lakh cars in Mumbai or New Delhi," he said.
By Dave Leggett
Source: http://www.just-auto.com/article.aspx?id=93155
FRANCE: Renault redesigns Kangoo passenger van
Renault has released full details of the redesigned Kangoo passenger van line it displayed - with little fanfare - on its new Laguna (and concept coupe)-dominated Frankfurt motor show stand back in September.
Originally launched in 1997 this 'leisure utility vehicle' has been a considerable success for the French automaker, selling over 2,300,000 units to date.
Essentially, the Kangoo is a van with seats and a type of cheap 'n' cheerful, practical, flexible and durable vehicle the French have specialised in for years - they were originally particularly popular with rural buyers in France.
The outgoing 1997-2007 Kangoo has been a hit here in the UK with families whose new-car budget doesn't quite stretch to a new MPV (minivan) such as GM's mid-size Opel/Vauxhall Zafira and Ford's C-Max or the larger Chrysler Voyager/Volkswagen Sharan-sized models.
The Kangoo has rivals, including models from Fiat and Peugeot while, in continental Europe, GM offers 'Kombi' passenger versions of its Astra van line.
The redesigned 2008 Kangoo is, like its predecessor, built in France in Renault's modernised MCA Maubeuge factory which, the automaker claims, is one of the most productive light commercial_vehicle factories in Europe.
Fully restyled inside and out, the new model is 180mm longer than its predecessor at 4,210mm and all the extra length is in the cabin, which seats five plus baggage. Shoulder and leg room have also been increased.
Three trim levels, Authentique, Expression and Privilège, are offered, paired with different equipment levels and powertrains.
Interior materials quality has been upgraded and Renault claims the van-based model now "boasts standards of thermal and acoustic comfort worthy of an MPV".
Some versions feature car-like automatic climate control as standard and there is a full range of equipment options like CD players, power windows and central locking.
Other standard or optional equipment includes cruise control/speed limiter, automatic headlamps and wipers, all newly available on the second-generation model. Depending on model, the new Kangoo also has between two and six airbags, seat belts with pretensioners and load limiters, and anti-submarining humps in the front and back seats, as well as three seats with Isofix anchorage points on some versions.
Safety equipment is identical to that of a contemporary European-market family hatchback - all versions are equipped with ABS and emergency brake assist and engine torque overrun regulation functions. Some versions also have ESP with understeer control and ASR traction control.
New items include a portable navigation system holder which fits on the driver's side for easy visibility. An audio connection box in the glovebox and enables occupants to listen to their own audio collection thanks to ports for a USB key, mobile MP3 player or iPod. Functions are controlled via the steering wheel-mounted fingertip remote control and a hands-free Bluetooth telephone function is also now available.
A twin-section pop-up glass sunroof over the front seats, paired with a fixed glass roof above the rear seats, is also on the options list.
The 60:40 split-fold rear bench folds in one action to form a flat load area and, on some versions, the front passenger seat can also fold down flat, boosting payload from a seats-up 660 litres to 2.8 m3. The vehicle can also carry objects up to 2.5m long.
Seventy-seven litres of interior stowage space include aircraft-style stowage compartments for the rear passengers and the new model now has longitudinal roof bars that convert without tools into a luggage rack that can take loads of up to 80kg.
Two petrol engines - and eight-valve 66kW 1.6 and a 16-valve 78kW unit and three 1.5-litre diesels with 50, 63 and 78kw power outputs are available; the 78kw motor can also be ordered in 76kW tune with a diesel particulate filter (DPF).
The lower-powered pair qualify for Renault's new 'eco2' designation, with CO2 emissions lower than 140g/km.
FRANCE: Renault redesigns Kangoo passenger van
Renault has released full details of the redesigned Kangoo passenger van line it displayed - with little fanfare - on its new Laguna (and concept coupe)-dominated Frankfurt motor show stand back in September.
Originally launched in 1997 this 'leisure utility vehicle' has been a considerable success for the French automaker, selling over 2,300,000 units to date.
Essentially, the Kangoo is a van with seats and a type of cheap 'n' cheerful, practical, flexible and durable vehicle the French have specialised in for years - they were originally particularly popular with rural buyers in France.
The outgoing 1997-2007 Kangoo has been a hit here in the UK with families whose new-car budget doesn't quite stretch to a new MPV (minivan) such as GM's mid-size Opel/Vauxhall Zafira and Ford's C-Max or the larger Chrysler Voyager/Volkswagen Sharan-sized models.
The Kangoo has rivals, including models from Fiat and Peugeot while, in continental Europe, GM offers 'Kombi' passenger versions of its Astra van line.
The redesigned 2008 Kangoo is, like its predecessor, built in France in Renault's modernised MCA Maubeuge factory which, the automaker claims, is one of the most productive light commercial_vehicle factories in Europe.
Fully restyled inside and out, the new model is 180mm longer than its predecessor at 4,210mm and all the extra length is in the cabin, which seats five plus baggage. Shoulder and leg room have also been increased.
Three trim levels, Authentique, Expression and Privilège, are offered, paired with different equipment levels and powertrains.
Interior materials quality has been upgraded and Renault claims the van-based model now "boasts standards of thermal and acoustic comfort worthy of an MPV".
Some versions feature car-like automatic climate control as standard and there is a full range of equipment options like CD players, power windows and central locking.
Other standard or optional equipment includes cruise control/speed limiter, automatic headlamps and wipers, all newly available on the second-generation model. Depending on model, the new Kangoo also has between two and six airbags, seat belts with pretensioners and load limiters, and anti-submarining humps in the front and back seats, as well as three seats with Isofix anchorage points on some versions.
Safety equipment is identical to that of a contemporary European-market family hatchback - all versions are equipped with ABS and emergency brake assist and engine torque overrun regulation functions. Some versions also have ESP with understeer control and ASR traction control.
New items include a portable navigation system holder which fits on the driver's side for easy visibility. An audio connection box in the glovebox and enables occupants to listen to their own audio collection thanks to ports for a USB key, mobile MP3 player or iPod. Functions are controlled via the steering wheel-mounted fingertip remote control and a hands-free Bluetooth telephone function is also now available.
A twin-section pop-up glass sunroof over the front seats, paired with a fixed glass roof above the rear seats, is also on the options list.
The 60:40 split-fold rear bench folds in one action to form a flat load area and, on some versions, the front passenger seat can also fold down flat, boosting payload from a seats-up 660 litres to 2.8 m3. The vehicle can also carry objects up to 2.5m long.
Seventy-seven litres of interior stowage space include aircraft-style stowage compartments for the rear passengers and the new model now has longitudinal roof bars that convert without tools into a luggage rack that can take loads of up to 80kg.
Two petrol engines - and eight-valve 66kW 1.6 and a 16-valve 78kW unit and three 1.5-litre diesels with 50, 63 and 78kw power outputs are available; the 78kw motor can also be ordered in 76kW tune with a diesel particulate filter (DPF).
The lower-powered pair qualify for Renault's new 'eco2' designation, with CO2 emissions lower than 140g/km.
Source: http://www.just-auto.com/article.aspx?id=93166
Originally launched in 1997 this 'leisure utility vehicle' has been a considerable success for the French automaker, selling over 2,300,000 units to date.
Essentially, the Kangoo is a van with seats and a type of cheap 'n' cheerful, practical, flexible and durable vehicle the French have specialised in for years - they were originally particularly popular with rural buyers in France.
The outgoing 1997-2007 Kangoo has been a hit here in the UK with families whose new-car budget doesn't quite stretch to a new MPV (minivan) such as GM's mid-size Opel/Vauxhall Zafira and Ford's C-Max or the larger Chrysler Voyager/Volkswagen Sharan-sized models.
The Kangoo has rivals, including models from Fiat and Peugeot while, in continental Europe, GM offers 'Kombi' passenger versions of its Astra van line.
The redesigned 2008 Kangoo is, like its predecessor, built in France in Renault's modernised MCA Maubeuge factory which, the automaker claims, is one of the most productive light commercial_vehicle factories in Europe.
Fully restyled inside and out, the new model is 180mm longer than its predecessor at 4,210mm and all the extra length is in the cabin, which seats five plus baggage. Shoulder and leg room have also been increased.
Three trim levels, Authentique, Expression and Privilège, are offered, paired with different equipment levels and powertrains.
Interior materials quality has been upgraded and Renault claims the van-based model now "boasts standards of thermal and acoustic comfort worthy of an MPV".
Some versions feature car-like automatic climate control as standard and there is a full range of equipment options like CD players, power windows and central locking.
Other standard or optional equipment includes cruise control/speed limiter, automatic headlamps and wipers, all newly available on the second-generation model. Depending on model, the new Kangoo also has between two and six airbags, seat belts with pretensioners and load limiters, and anti-submarining humps in the front and back seats, as well as three seats with Isofix anchorage points on some versions.
Safety equipment is identical to that of a contemporary European-market family hatchback - all versions are equipped with ABS and emergency brake assist and engine torque overrun regulation functions. Some versions also have ESP with understeer control and ASR traction control.
New items include a portable navigation system holder which fits on the driver's side for easy visibility. An audio connection box in the glovebox and enables occupants to listen to their own audio collection thanks to ports for a USB key, mobile MP3 player or iPod. Functions are controlled via the steering wheel-mounted fingertip remote control and a hands-free Bluetooth telephone function is also now available.
A twin-section pop-up glass sunroof over the front seats, paired with a fixed glass roof above the rear seats, is also on the options list.
The 60:40 split-fold rear bench folds in one action to form a flat load area and, on some versions, the front passenger seat can also fold down flat, boosting payload from a seats-up 660 litres to 2.8 m3. The vehicle can also carry objects up to 2.5m long.
Seventy-seven litres of interior stowage space include aircraft-style stowage compartments for the rear passengers and the new model now has longitudinal roof bars that convert without tools into a luggage rack that can take loads of up to 80kg.
Two petrol engines - and eight-valve 66kW 1.6 and a 16-valve 78kW unit and three 1.5-litre diesels with 50, 63 and 78kw power outputs are available; the 78kw motor can also be ordered in 76kW tune with a diesel particulate filter (DPF).
The lower-powered pair qualify for Renault's new 'eco2' designation, with CO2 emissions lower than 140g/km.
Source: http://www.just-auto.com/article.aspx?id=93166
Greenstar Announces Corporate Strategy
Greenstar Environmental Ltd (Greenstar) is set to become a major player in the industrial, commercial and domestic recycling industry as following its re-branding, it takes the first steps in a highly ambitious growth strategy.
Formerly Material Recovery Ltd, the adoption of the Greenstar brand brings the UK-based company into line with the ideals and identity of its popular Irish counterpart – with both companies being majority owned subsidiaries of Ireland-based NTR plc. But the re-branding is just the first step in a major growth plan that is already taking shape thanks to the recent purchase of Wastelink Services Ltd and RU Recycling Ltd.
The UK currently resides in the bottom three in the European recycling table.
As a recycling-led waste management company with an increasing infrastructure, Greenstar is in a strong position to help the UK address its tough recycling targets.
According to managing director, Ian Wakelin: "Over the last few years the management of waste and the development of recycling initiatives has become a big issue in the UK. Due to the increased value placed on corporate social responsibility, legislation and the continually increasing landfill tax, large companies and local authorities have had to evolve their waste management strategies – with many of them turning to Greenstar for our expertise and support. The Greenstar name is extremely well known in Ireland and by changing our name we are taking the first steps in creating a global brand, committed to delivering recycling-led waste management solutions." The first step in this growth strategy has involved the purchase of two companies well known for their recycling expertise, services and facilities.
The purchase of Wastelink has, overnight, turned Greenstar into one of the largest recycling-led waste management companies in the UK. As well as giving Greenstar more geographic options it also brings with it a host of capabilities within the industrial and commercial markets. Wakelin explains: "Industrial and commercial markets are really looking for a long term partner when it comes to waste management as well as one that can develop recycling-led strategies to help reduce costs. New legislation continues to evolve and make the pro-active management of waste a key issue as an example, with the WEEE directive just around the corner, companies are going to see even tougher regimes being introduced. With the purchase of Wastelink we have enhanced our existing capabilities and we can now offer and even broader single point of contact for all industrial and commercial waste customers."
The second acquisition, R U Recycling Ltd, further expands Greenstar’s ability to recycle post consumer domestic recyclables. R U Recycling currently operates a 50,000 tonne per year comingled Materials Recycling Facility (MRF) in Lancashire, working with 19 local authorities from around the UK. Following the acquisition Greenstar plans to open one of the UK’s largest domestic recycling facilities, close to the centre of Birmingham. With Greenstar’s existing Lincolnshire site the company will have access to three major recycling centres across the UK with the creation of more forming part of future plans.
Wakelin concludes: "The re-branding and acquisitions are just the first steps on an ambitious growth plan. Having the right services, the right people and the right facilities in place and utilising the best technologies available in the industry will put us well on the road towards creating a substantial recycling lead waste management business that will help the UK address what are set to become even more stringent recycling targets."
Source: http://www.greenstar.co.uk/news-greenstar_strategy.aspx
Formerly Material Recovery Ltd, the adoption of the Greenstar brand brings the UK-based company into line with the ideals and identity of its popular Irish counterpart – with both companies being majority owned subsidiaries of Ireland-based NTR plc. But the re-branding is just the first step in a major growth plan that is already taking shape thanks to the recent purchase of Wastelink Services Ltd and RU Recycling Ltd.
The UK currently resides in the bottom three in the European recycling table.
As a recycling-led waste management company with an increasing infrastructure, Greenstar is in a strong position to help the UK address its tough recycling targets.
According to managing director, Ian Wakelin: "Over the last few years the management of waste and the development of recycling initiatives has become a big issue in the UK. Due to the increased value placed on corporate social responsibility, legislation and the continually increasing landfill tax, large companies and local authorities have had to evolve their waste management strategies – with many of them turning to Greenstar for our expertise and support. The Greenstar name is extremely well known in Ireland and by changing our name we are taking the first steps in creating a global brand, committed to delivering recycling-led waste management solutions." The first step in this growth strategy has involved the purchase of two companies well known for their recycling expertise, services and facilities.
The purchase of Wastelink has, overnight, turned Greenstar into one of the largest recycling-led waste management companies in the UK. As well as giving Greenstar more geographic options it also brings with it a host of capabilities within the industrial and commercial markets. Wakelin explains: "Industrial and commercial markets are really looking for a long term partner when it comes to waste management as well as one that can develop recycling-led strategies to help reduce costs. New legislation continues to evolve and make the pro-active management of waste a key issue as an example, with the WEEE directive just around the corner, companies are going to see even tougher regimes being introduced. With the purchase of Wastelink we have enhanced our existing capabilities and we can now offer and even broader single point of contact for all industrial and commercial waste customers."
The second acquisition, R U Recycling Ltd, further expands Greenstar’s ability to recycle post consumer domestic recyclables. R U Recycling currently operates a 50,000 tonne per year comingled Materials Recycling Facility (MRF) in Lancashire, working with 19 local authorities from around the UK. Following the acquisition Greenstar plans to open one of the UK’s largest domestic recycling facilities, close to the centre of Birmingham. With Greenstar’s existing Lincolnshire site the company will have access to three major recycling centres across the UK with the creation of more forming part of future plans.
Wakelin concludes: "The re-branding and acquisitions are just the first steps on an ambitious growth plan. Having the right services, the right people and the right facilities in place and utilising the best technologies available in the industry will put us well on the road towards creating a substantial recycling lead waste management business that will help the UK address what are set to become even more stringent recycling targets."
Source: http://www.greenstar.co.uk/news-greenstar_strategy.aspx
Sunday, November 18, 2007
Strategies to Fight Low-Cost Rivals
Companies have only three options: attack, coexist uneasily, or become low-cost players themselves. None of them is easy, but the right framework can help you learn which strategy is most likely to work.
Companies find it challenging and yet strangely reassuring to take on opponents whose strategies, strengths, and weaknesses resemble their own. Their obsession with familiar rivals, however, has blinded them to threats from disruptive, low-cost competitors.
Successful price warriors, such as the German retailer Aldi, are changing the nature of competition by employing several tactics: focusing on just one or a few consumer segments, delivering the basic product or providing one benefit better than rivals do, and backing low prices with superefficient operations. Ignoring cut-price rivals is a mistake because they eventually force companies to vacate entire market segments. Price wars are not the answer, either: Slashing prices usually lowers profits for incumbents without driving the low-cost entrants out of business.
Companies take various approaches to competing against cut-price players. Some differentiate their products—a strategy that works only in certain circumstances. Others launch low-cost businesses of their own, as many airlines did in the 1990s—a so-called dual strategy that succeeds only if companies can generate synergies between the existing businesses and the new ventures, as the financial service providers HSBC and ING did. Without synergies, corporations are better off trying to transform themselves into low-cost players, a difficult feat that Ryanair accomplished in the 1990s, or into solution providers.
There will always be room for both low-cost and value-added players. How much room each will have depends not only on the industry and customers’ preferences, but also on the strategies traditional businesses deploy.
Subscribe to:
Comments (Atom)
