abhishreshthaa
Abhijeet S
The Allstate Corporation is the second-largest personal lines insurer in the United States (behind State Farm) and the largest that is publicly held. The company also has personal lines insurance operations in Canada. Allstate was founded in 1931 as part of Sears, Roebuck and Co., and was spun off in 1993.[3] The company has its headquarters in Northfield Township, Illinois, near Northbrook.[4][5] Its current advertising campaign, in use since 2004, asks, "Are you in good hands?" The corporate spokesperson is Dennis Haysbert.
Allstate sponsors many sporting events, including the Allstate Sugar Bowl, the Allstate 400 at the Brickyard NASCAR race, and the United States Olympic Committee. In 2009, Allstate's total revenue was $32 billion, of which $26.2 billion came from Property Liability.
In 1925, Sears, Roebuck & Co. held a national contest to decide the name of a new brand of car tires. After over two million name submissions, "Allstate" was chosen as the winner; the trademark was adopted the very next year. The tires success in both the catalog and retail stores, prompted Sears Chairman General Robert E. Wood to praise the Allstate tire's contribution to Sears' retail store success.[1]
Allstate Insurance Company was formed on April 17, 1931 and sold its first policy on May 17 of the same year.[6] Its products were available via Sears catalogs and sales booths in Sears retail stores, shifting from sales through the catalogs to agent representation when the first sales location is opened in a Sears store in 1934. In 1939, Allstate begins selling auto rates by age, mileage, and use of car.[6]
In 1950, the "You're in Good Hands with Allstate" slogan is created by the general sales manager, David W. Ellis. In 1952, Allstate's first drive-in claims office is opened. Allstate's personal liability insurance begins in 1952 and in 1954, Allstate begins to offer residential fire insurance.
The organizational culture of Boeing is hard to identify in the organizational matrix. Because it does not appear any emerging characteristics that we can either put it in high or low boxes. In the recent past, we think that Boeing has a low sociability/low Solidarity. The reasons for this conclusion are below
• There were controversies five years ago about Boeing treatment towards employees. People were not sufficiently well treated or well trained.
• A hierarchical, ridged, and semi autocratic management style, which is a product of its military heritage
• Labour problems - excessive overtime - 48 day strike
• Turf battles inhibit cross-functional and cross-divisional communication
• Lack of professional management skills - motivation and leadership (engineering and military culture)
It seems that Boeing had not really cared its employees. The organizational matrix could have been: low sociability/ low solidarity
However, it starts to appear some good signals in Boeing Company. The Board of executives put new emphasis on its employees to reinforce its sociability mainly. This could be read in the company overview available on its web site.
Boeing’s strength and competitive advantage comes from its employees
The company strives for continuous quality improvement and invests in the workforce through its benefits programs and by encouraging a balanced work/life culture
One such program is Boeing’s Learning Together Program, which facilitates advanced learning and career development opportunities for employees at all levels
For these reasons, we can expect the organizational matrix to move towards higher sociability.
Since economic and traffic growth rates vary by region Boeing’s segmentation of its customers is done solely through geographic regions. Boeing believes that North America and Europe will continue to order the most airplanes with their mature economies. It believes that airplane traffic within Asia pacific will increase by six per cent annually over the next twenty years and that the market share of flying within Latin America will increase from two per cent to four per cent . One must also consider that single aisle airlines are more popular in the domestic short haul routes of Europe and North America and that in Asia-Pacific a mix of both single aisle and twin-aisle airplanes is required. It is due to these differences in global air travel that Boeing uses Geography as its segmentation tool. Short haul routes represent over ninety per cent of world departures and therefore appear to reveal that Europe and North America is the more attractive segment.
Boeing’s ability to segment geographically allows the company to truly determine each segment’s demand patterns. For example in mature economies such as North America and Europe the company can predict an increase in the demand for regional jets as air travellers in these regions are demanding non-stop flights on thinner routes. Boeing can equally predict that this trend will also occur in China within the next twenty years as the country has a large geographical landmass and would achieve more by using a similar strategy to that of Europe and America which relies more on frequency flying. China’s airline industry is expected to have a network and fleet rationalization process which will pave the way for regional carriers to fly between China’s regional gateway cities and thus provide a more frequented point to point service.
Through segmenting geographically the company can also assemble other probabilities that aid it in its marketing, probabilities like America will require the most airplanes over the next twenty years because it has a large number of experienced travellers and has an aging fleet that will need to be replaced. Other probabilities that Boeing is assuming through its geographic segmentation is that the most 747 or larger aircraft orders will come from Asia with its less developed short haul route infrastructure.
Appendix 1.1 illustrates Boeing’s segmentation of the world market for commercial airplanes; the map of the globe does not exactly represent political or geographical regions it is simply a division for Boeing to use in its segmentation policy.
From a buyers point of view there are many criteria that apply to buying a new plane from Boeing. The main two criteria we have chosen are capacity and distance. These criteria are relatable to Boeing’s business buyers because for today’s airline companies the choice is whether or not to operate a short distance service or a long distance service and whether or not to have high capacity or low capacity flights. The positioning map below identifies four many positions for Boeing’s clients to be in. Before looking at these criteria in more detail we would first like to mention other criteria which we feel are less important for the buyer but are nevertheless worth mentioning. They include the actual cost of the purchase, the length of their relationship with Boeing, whether or not they will receive a trade discount, the company’s current strategy and if there is financial aid.
Allstate sponsors many sporting events, including the Allstate Sugar Bowl, the Allstate 400 at the Brickyard NASCAR race, and the United States Olympic Committee. In 2009, Allstate's total revenue was $32 billion, of which $26.2 billion came from Property Liability.
In 1925, Sears, Roebuck & Co. held a national contest to decide the name of a new brand of car tires. After over two million name submissions, "Allstate" was chosen as the winner; the trademark was adopted the very next year. The tires success in both the catalog and retail stores, prompted Sears Chairman General Robert E. Wood to praise the Allstate tire's contribution to Sears' retail store success.[1]
Allstate Insurance Company was formed on April 17, 1931 and sold its first policy on May 17 of the same year.[6] Its products were available via Sears catalogs and sales booths in Sears retail stores, shifting from sales through the catalogs to agent representation when the first sales location is opened in a Sears store in 1934. In 1939, Allstate begins selling auto rates by age, mileage, and use of car.[6]
In 1950, the "You're in Good Hands with Allstate" slogan is created by the general sales manager, David W. Ellis. In 1952, Allstate's first drive-in claims office is opened. Allstate's personal liability insurance begins in 1952 and in 1954, Allstate begins to offer residential fire insurance.
The organizational culture of Boeing is hard to identify in the organizational matrix. Because it does not appear any emerging characteristics that we can either put it in high or low boxes. In the recent past, we think that Boeing has a low sociability/low Solidarity. The reasons for this conclusion are below
• There were controversies five years ago about Boeing treatment towards employees. People were not sufficiently well treated or well trained.
• A hierarchical, ridged, and semi autocratic management style, which is a product of its military heritage
• Labour problems - excessive overtime - 48 day strike
• Turf battles inhibit cross-functional and cross-divisional communication
• Lack of professional management skills - motivation and leadership (engineering and military culture)
It seems that Boeing had not really cared its employees. The organizational matrix could have been: low sociability/ low solidarity
However, it starts to appear some good signals in Boeing Company. The Board of executives put new emphasis on its employees to reinforce its sociability mainly. This could be read in the company overview available on its web site.
Boeing’s strength and competitive advantage comes from its employees
The company strives for continuous quality improvement and invests in the workforce through its benefits programs and by encouraging a balanced work/life culture
One such program is Boeing’s Learning Together Program, which facilitates advanced learning and career development opportunities for employees at all levels
For these reasons, we can expect the organizational matrix to move towards higher sociability.
Since economic and traffic growth rates vary by region Boeing’s segmentation of its customers is done solely through geographic regions. Boeing believes that North America and Europe will continue to order the most airplanes with their mature economies. It believes that airplane traffic within Asia pacific will increase by six per cent annually over the next twenty years and that the market share of flying within Latin America will increase from two per cent to four per cent . One must also consider that single aisle airlines are more popular in the domestic short haul routes of Europe and North America and that in Asia-Pacific a mix of both single aisle and twin-aisle airplanes is required. It is due to these differences in global air travel that Boeing uses Geography as its segmentation tool. Short haul routes represent over ninety per cent of world departures and therefore appear to reveal that Europe and North America is the more attractive segment.
Boeing’s ability to segment geographically allows the company to truly determine each segment’s demand patterns. For example in mature economies such as North America and Europe the company can predict an increase in the demand for regional jets as air travellers in these regions are demanding non-stop flights on thinner routes. Boeing can equally predict that this trend will also occur in China within the next twenty years as the country has a large geographical landmass and would achieve more by using a similar strategy to that of Europe and America which relies more on frequency flying. China’s airline industry is expected to have a network and fleet rationalization process which will pave the way for regional carriers to fly between China’s regional gateway cities and thus provide a more frequented point to point service.
Through segmenting geographically the company can also assemble other probabilities that aid it in its marketing, probabilities like America will require the most airplanes over the next twenty years because it has a large number of experienced travellers and has an aging fleet that will need to be replaced. Other probabilities that Boeing is assuming through its geographic segmentation is that the most 747 or larger aircraft orders will come from Asia with its less developed short haul route infrastructure.
Appendix 1.1 illustrates Boeing’s segmentation of the world market for commercial airplanes; the map of the globe does not exactly represent political or geographical regions it is simply a division for Boeing to use in its segmentation policy.
From a buyers point of view there are many criteria that apply to buying a new plane from Boeing. The main two criteria we have chosen are capacity and distance. These criteria are relatable to Boeing’s business buyers because for today’s airline companies the choice is whether or not to operate a short distance service or a long distance service and whether or not to have high capacity or low capacity flights. The positioning map below identifies four many positions for Boeing’s clients to be in. Before looking at these criteria in more detail we would first like to mention other criteria which we feel are less important for the buyer but are nevertheless worth mentioning. They include the actual cost of the purchase, the length of their relationship with Boeing, whether or not they will receive a trade discount, the company’s current strategy and if there is financial aid.