BUSINESS COMMUNICATION

ASSIGNMENT#: 4
GOOD AND BAD DECISIONS MADE BY WORLD BIGGEST
ORGANIZATIONS
ID
BBA-02133013

FULL NAME
HAMMAD TANVEER

SUBMITTED TO: MS ZEENAT

FOR GRADING:
COMMENTS:

MARKS SECURED:

Unsuccessful Brands:
Hummer
The Hummer brand failed to meet modern environmental standards.
In an age of environmental awareness, marketing the largest SUV known to man was
no easy feat. In 2010, G.M. proved that it was actually impossible when it closed the 18year-old Hummer brand for good.
"Over the years," reported the New York Times, "Hummer shifted from a brawny status
symbol into an automotive pariah." By the time former Hummer enthusiast Arnold
Schwarzenegger cited the brand as a prime example of Detroit automakers' failures, it
was already too late. With oil prices on the rise, the Hummer's low gas mileage (10
MPG) was simply obsolete.
G.M. tried to sell the Hummer brand to Sichuan Tengzhong, a Chinese manufacturer,
but the Chinese Government did not approve the sale on environmental grounds. Yes,
the Hummer emitted too much pollution even for the Chinese.

Bank of Credit and Commerce International (BCCI):

The Bank of Credit and Commerce International (BCCI) was an international bank
founded in 1972 by Agha Hasan Abedi, a Pakistani financier. The Bank was registered
in Luxembourg with head offices in Karachi and London. A decade after opening, BCCI
had over 400 branches in 78 countries, and assets in excess of US$20 billion, making it
the 7th largest private bank in the world.
BCCI came under the scrutiny of numerous financial regulators and intelligence
agencies in the 1980s due to concerns that it was poorly regulated. Subsequent
investigations revealed that it was involved in massive money laundering and other
financial crimes, and illegally gained the controlling interest in a major American bank.
BCCI became the focus of a massive regulatory battle in 1991, and, on 5 July of that
year, customs and bank regulators in seven countries raided and locked down records
of its branch offices.
Investigators in the US and the UK revealed that BCCI had been "set up deliberately to
avoid centralized regulatory review, and operated extensively in bank secrecy
jurisdictions. Its affairs were extraordinarily complex. Its officers were sophisticated

international bankers whose apparent objective was to keep their affairs secret, to
commit fraud on a massive scale, and to avoid detection.

Nokia:
Nokia was the biggest mobile phone maker worldwide, but it never had a strong
presence in North America. Due to this, Mr. Elop never understood the brand power of
Nokia. For example, in India for millions of people, the name Nokia guaranteed a quality
product, even until 2011 or 2012, years after the introduction of the iPhone. So when Mr.
Elop took charge, he simply thought the company couldn't take the Android route
because it was too late, as there are already too many fishes in the pond. He never
realised that Asian and European markets were waiting for a phone from Nokia that
could do everything that other phones could do. What they finally got was a halfheartedly developed Windows platform, which lacked the most basic requirements of
developing markets, such as Bluetooth and expandable storage. He also scraped
Meego which was a great platform but he didn't trust the company itself that they could
completely develop and sustain the platform. After getting far from perfect and
unfamiliar products, customers moved on to other brands and Nokia lost the emotional
connection with the customers, because its CEO never understood that connection.

Successful Brands
Apple:
Apple Incs operations management (OM) involves the application of the 10 decisions of
OM to ensure that all aspects of the business are running smoothly. In operations
management, the 10 decisions relate to such aspects as product design, quality
management, process and capacity design, and location strategy, as well as inventory
management, among others. In Apples case, the 10 decisions of operations
management are carefully implemented through coordinated efforts in product design
and development, sales and marketing, and the firms supply chain, along with Apples
other business areas. With its industry leadership, Apple Inc. is an example of success
in addressing the 10 decisions of operations management.
They made a good decision by implementing 10 OM decisions that led Apple to
success.

Burberry
Thomas Burberry started the first Burberry store in 1856, at the age of 21 years, in
Basingstoke, England. He had previously worked as a drapers apprentice. By 1870, his
store was famous amongst the elite of London as being the best outdoor attire store. In
1879, Burberry launched the patented gabardine technique fabric, which proved to be
made from a tough, water-resistant, and breathable material.In 1891, Burberry opened
up a store in the Haymarket area of London. In 1901, Burberry created the Burberry
Equestrian Knight Logo and had it trademarked in 1909. In 1911, Burberry gained
popularity when it supplied rugged outdoor attire to South Pole pioneer, Roald
Amundsen. In 1914, Burberry supplied expeditionary outfits for the Antarctica party of
Ernest Shackleton.
In 1924, Burberry gabardine jacket was worn by George Mallory when he climbed the
Mt. Everest. The company made the iconic trench coat to serve the infantry in the First
World War. Soon after the war, these trench coats became popular amongst the civilian
public as well. Until 1955, Burberry was a privately owned company by the Burberry
family before being acquired by GUS (Great Universal Stores).In the 1970s and the
1980s, Burberry collaborated with various other popular textile makers to produce
ready-made clothing for men, women, and kids. In May of 2001, Christopher Bailey was
elected as Creative Director of Burberry. The brand faced criticism when it inadvertently
related to the hooliganism-based Chav culture in the UK. This even led to the popular
Burberry check garments to be banned to curb hooliganism at several places. In 2002,
Burberry Group Inc was launched on the London Stock Exchange in July. In
October of 2006, Burberry launched its online shopping service to customers in the
US and the rest of the European Union countries in 2007.
The Burberry brand makes and sells a wide range of readymade fashion outerwear,
accessories, fragrances, cosmetics, and sunglasses. Burberry operates in over 62
countries all over the world and maintains around 600 stores. The company is
estimated to employ over 10,800 employees directly all over the world.