“Fortune 500”

Compiled by: Amber Agrawal Danish Khan Suruchi Pandey & Harsha Rajwanshi
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Guidance and support
Miss Gunjan Chouhan

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Contents
Fortune 500  Business process  Case study: Specific: Procter & Gamble Company Outline: Walt Disney Company

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Fortune 500
By Suruchi Pandey.

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Fortune 500

The Fortune 500 is a ranking of the top 500 American public corporations as measured by gross revenue, although eligible companies are any for which revenues are publicly available (which is a larger universe than "public companies", as the term is commonly understood, meaning "companies having common stock that trades on a stock exchange"). Fortune magazine compiles and publishes the list annually. The Fortune Global 500 is a ranking of the top 500 corporations worldwide as measured by revenue. The list is compiled and published annually by Fortune magazine. Until 1989 it listed only non-US industrial corporations under the title "International 500", while the Fortune 500 contained and still contains exclusively US corporations.

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Contd.

This is the top 10 as published in July 2007. It is based on the companies' fiscal year ended on or before 31 March 2007. Wal Mart - United States (Retail) ExxonMobil Corporation - United States (Oil/Retail) Royal Dutch Shell - Netherlands/United Kingdom (oil) BP - United Kingdom (oil) General Motors - United States (automobiles) Toyota Motor - Japan (automobiles) Chevron - United States (oil) DaimlerChrysler - Germany/United States (automobiles) ConocoPhillips - United States (oil) Total - France (oil)

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Business process
By Amber Agrawal.

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What is Business process?
Business method is a collection of interrelated tasks, which solve a particular issue. There are three types of business processes:

Management processes, the processes that govern the operation of a system. Typical management processes include " Corporate Governance" and "Strategic Management". Operational processes, processes that constitute the core business and create the primary value stream. Typical operational processes are Purchasing, Manufacturing, Marketing, and Sales. Supporting processes, which support the core processes. Examples include Accounting, Recruitment, IT-support.

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Contd.
The process definition of Johansson et al. (1993). They define a process as ”a set of linked activities that take an input and transform it to create an output. Ideally, the transformation that occurs in the process should add value to the input and create an output that is more useful and effective to the recipient either upstream or downstream.”

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Characteristics for a business process.
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Definability: It must have clearly defined boundaries, input and output. Order: It must consist of activities that are ordered according to their position in time and space. Customer: There must be a recipient of the process' outcome, a customer. Value-adding: The transformation taking place within the process must add value to the recipient, either upstream or downstream. Embeddedness: A process can not exist in itself, it must be embedded in an organizational structure. Cross-functionality: A process regularly can, but not necessarily must, span several functions
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Procter and Gamble Company

By Harsha Rajwanshi

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Facts and Figures
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Type : Public Founded : 1837 Headquarters : One Procter & Gamble Plaza, Cincinnati, Ohio, USA 45202 Industry : Consumer goods Products : Consumer goods Revenue : US$76.476 billion (2007) Net income : US$10.340 billion (2007) Employees : 138,000 Slogan : Touching Lives, Improving Life. Website : www.pg.com
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contd.

Industry information Consumer Products Manufacturers Personal Care Products (primary) Beverages Business Services Food Media Rankings 25 in FORTUNE 500 S&P 500 13 in FT Global 500

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Management Process
Corporate governance: Four Pillars form the heart of P&G's organizational structure.
   

Global Business Units (GBUs) build major global brands with robust business strategies. Market Development Organizations (MDOs) build local understanding as a foundation for marketing campaigns. Global Business Services (GBS) provide business technology and services that drive business success. Corporate Functions (CFs) work to maintain our place as a leader of our industries

Both inside and between our four organizational pillars, P&G relies on teamwork to get the best results for their objective.
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Global Business Unit
 

Philosophy: Think Globally General Role: Create strong brand equities, robust strategies and ongoing innovation in products and marketing to build major global brands. GBUs: • Baby Care/Family Care • Beauty Care/Feminine Care • Fabric & Home Care • Snacks & Beverage • Health Care

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Market Development Organization
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Philosophy: Act Locally General Role: Interface with customers to ensure marketing plans fully capitalize on local understanding, to seek synergy across programs to leverage Corporate scale, and to develop strong programs that change the game in our favor at point of purchase. MDO Regions: • North America • Asia/ India/ Australia • Northeast Asia • Greater China • Central-Eastern Europe/ Middle East/ Africa • Western Europe • Latin America

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Global Service Units

Philosophy: Enabling P&G to win with Customers and Consumers General Role: Provide services and solutions that enable the Company to operate efficiently around the world, collaborate effectively with business partners, and help employees become more productive.

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Corporate Functions
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Philosophy: Be the Smartest/Best General Role: Ensure that the functional capability integrated into the rest of the company remains on the cutting edge of the industry. We want to be the thought leader within each CF. Our Corporate Functions: • Customer Business Development • External Relations • Finance & Acct. • Human Resources • Information Technology • Legal • Marketing • Consumer & Market Knowledge • Product Supply • Research & Development • Workplace Services
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Behind the Governance

The Board of Directors Committees Audit Committee Compensation & Leadership Development Committee Governance & Public Responsibility Committee Innovation & Technology Committee

 

Auditor Independence Officers & Executives
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Operational process

Procter & Gamble’s Purchases organization is charged with the strategic sourcing of all materials, equipment and services for the Company and is responsible for overall supplier relationship management and strategy They routinely collaborate with the other disciplines in Product Supply, with other Functions, and with General Management as they conduct business with their suppliers around the world. Supplier guidelines: Best Total Value Honest, Ethical and Fair Dealings Externally-Linked Supply Solutions Competition and Collaboration Supplier Incumbency

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Contd.
Payment Processes:

Electronic invoicing : ERS or Evaluated Receipt Settlement SOI or Supplier Owned Inventory Electronic invoices

Paper invoicing

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Supply chain :

P&G has taken the practice one step further by building an adaptive supply network – a demand-driven supply chain capable of analyzing streams of real-time data and automatically producing highly accurate forecasts at any given moment.

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Support Process

Recruitment process: Online Application Testing/Interviewing

Recruiting philosophy: Promote from with in, Recruit the best, Total assessment, College recruitment

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Walt Disney Company
By Danish Khan

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Facts and Figures.
      

Type Founded Founder Headquarters Key people President/CEO Industry Products

: : : : : : :

Public (NYSE: DIS) 16 oct 1923 Walt and Roy Disney Burbank, California, Robert Iger, Media and Entertainment

ABC, ABC Family, ABC Kids, Walt Disney Studios Distribution, Walt Disney Studios Motion Pictures Group, Disney Channel, Disney Channel Original, ESPN, ESPN2, Jetix, Walt Disney Studios, Walt Disney Parks and Resorts, Walt Disney Television, Walt Disney Television Animation, Walt Disney Records, Walt Disney Pictures, Playhouse Disney, Disney Consumer Products, Pixar, Soapnet, Disney Interactive Studios, Disney Store Toon Disney

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Revenue Operating income Net income Employees Website

$35 .3 billion USD (2006) $6.491 billion USD (2006) $3.374 billion USD (2006) 133,000 (2006) http://corporate.disney.go.com/
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Contd.

Industry information Media (primary) Computer Software Consumer Products Manufacturers Leisure Retail Telecommunications Services

Rankings: 64 in FORTUNE 500 S&P 500 102 in FT Global 500

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Walt Disney as a Company
The Walt Disney Company is diversified worldwide entertainment company with operations in four business segments:
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Media Networks, Parks and Resorts, Studio Entertainment and Consumer Products.

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Contd..

The Media Networks segment consists of television, radio and cable operations The Disney Parks and Resorts segment generates revenues from the sale of admissions to theme parks, hotel reservations and rentals at the resort properties. The Studio Entertainment segment produces and acquires liveaction and animated motion pictures, animated direct-to-video programming, musical recordings and live stage plays. The Consumer Products segment works with licensees, manufacturers, publishers and retailers throughout the world to design, promote and sell a wide variety of products based on Disney characters and other subjects.

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Corporate strategy:

Disney's corporate level strategy is based on a horizontal and decentralized and informal management approach. Ideas are born from within the departments and are worked-up throughout the relatively low hierarchy, where the final decisions are made. The management focuses on group creativity and in team-work. For instance, the most creative employees usually met every Sunday in the purpose of coming-up with new ideas and new business concepts/strategies. The Sunday meetings are referred to as "Gong Shows", where all participants have to come-up with a unique idea. A large emphasis is placed on employee participation, especially on the most talented employees. Furthermore, the company is frequently refreshing its top management with new executives. "Top-flight" managers from the entertainment and the financial business bring with them new ideas and concepts which can be applied in the Disney Company
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Corporate responsibility
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Business Standards and Ethics Corporate Governance Community Disney's Environmentality International Labor Standards Safety and Security

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Thanks!
“There

is no security on this earth, there is only opportunity.”
-General Douglas MacArthur

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