...Assignment 3 Randy C. Williams Pricing Strategy and Channel Distribution 1. Determine and Discuss a pricing strategy (Penetration or Skimming) We here at Ranard Holdings chose to place the Smart Light into a price skimming strategy to infiltrate the market. Skimming price is a strategy where pricing a new product high to establish a top-quality image or highlight unique value and more quickly recover development costs in line with profitability objectives. For example, Intel does this with its “good, better, best” pricing tiers. A new computer chip, which customers value for speed and other benefits, is positioned as “good” and “better” with correspondingly lower prices. However, we plan to present or product at a halfway mark in between the costs that the Smart Light would save the Chinese government in emissions and safety regulations. This is how the Smart Light plans to attack every country and city government infrastructure. Therefore, not only will the Smart Light be worth its technological value fiscally but also worth its value in emissions and time. This type of pricing is important for competitive strategy during the growth stage, when rival products challenge the Smart Light. During growth, Ranard Holdings also uses this strategy to also use pricing to stimulate demand while moving toward the break even point. 2. Determine and discuss pricing tactics (Product line pricing, Value pricing, Differential pricing, or Competing against private brands)...
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...Energy ......................................................................................................................... 4 Technologies and set-up............................................................................................................... 5 The power plant ......................................................................................................................... 5 Extra equipment needed besides the power plant ..................................................................... 5 Possible set-ups ......................................................................................................................... 6 Costs ............................................................................................................................................. 6 Grid parity ................................................................................................................................. 7 Differences from Traditional Energy .............................................................................................. 7 Advantages and Disadvantages....................................................................................................... 8 Potential for development ............................................................................................................... 9 Policy Initiatives and Support ..............................................................................................
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...Study – Pelamis DeviceI 9 2.7 Economic Appraisal 9 2.6 Non Technological Barriers - Environmental Impacts: 13 2.7 Non Technological Barriers - Social Impacts: 16 2.8 Miscellaneous Non Technological Barriers 16 2.9 Technological Barriers that impact the deployment of wave energy 17 3.0 Tidal Stream Technologies 21 3.1 Horizontal Axis Turbines 21 3.2 Vertical Axis Turbines 22 3.3 Reciprocating devices (oscillating hydrofoils) 22 3.4 Venturi Effect Tidal Stream Devices 23 3.5 Economic Appraisal: 24 3.6 Non Technological Barriers – Socio-Economic & Environmental Impacts: 27 3.7 Technological Barriers that impact the deployment of Tidal Stream energy. 29 3.8 Grid Integration: 30 3.8.1 Grid connection charges 30 3.8.2 Connection Charges. 30 3.9 Grid Connection. 30 3.9.1 Technological Barriers for Tidal Stream 31 3.10 Research and Development for future Irish Energy Strategies:. 37 4.0 Summary 41 5.0 Conclusion 41 5.1 Wave Energy: 42 5.2 Tidal Stream: 42 Bibliography 46 1.0 Introduction The aim of this report is to critically review the socio-economic and environmental impacts associated with Ocean Energy Technologies. The author begins the review by providing some examples of Wave Energy Conversion devices and then selects one type in which the impacts are discussed and critically examined in an Irish context. An economic appraisal is provided on the WEC and then the technical and non-technical barriers...
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...Jawahar Lal Nehru Marg New Delhi-110002 Preface Operation of telecommunications networks requires electrical power. The expense on energy accounts for a significant share of the operational cost of these networks. This is particularly so in the rural areas where availability of power is uncertain. The use of diesel generators to ensure continuous power supply has the disadvantage of increasing the greenhouse gas emission and consequent enlargement of the carbon footprint which has a deleterious impact on the environment. While contribution of the telecommunications sector to the global carbon footprint is low compared to other sectors like transportation and construction, it nevertheless contributes a noteworthy share and increasingly so with growing reach of the telecommunications network. Efforts are afoot, all over the world, to find measures to deal with this issue. As the second largest and fastest growing market in the world, there is need for India to be conscious of the concerns in this regard. Besides, as a country heavily dependent on import of petroleum products while being abundant in renewable energy sources there is scope for innovative measures towards making telecommunications green. It is in this regard that TRAI believes that this is an opportune time to discuss the related issues and is therefore issuing this consultation paper for consideration and comments by the stakeholders. The inputs received will enable the Authority to take further action and take...
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...Forces and Trends Research Forces and Trends Research Firms that have achieved long-term profitability and sustainability acknowledge that strategic management is an enterprise-wide imperative. The dynamism, ever-evolving, and ever-threatened landscapes of today’s business environments make acquiring the knowledge of strategic management, or at least possessing a strategic mind-set, necessary for all employees. Pearce and Robinson define strategic management as the “set of of decisions and actions that result in the formulation and implementation of plans designed to achieve a company's objectives” (2004, p.3). This paper reviews six firms and the forces and trends in the remote and industry environments that affect them. The firms are Wellpoint, Inc, The Alzheimer’s Association, ABB Ltd., The Beth El Synagogue. AkzoNobel and Steinway Musical Instruments, Inc. Specific areas of focus within the remote environment include economic factors, social factors, buyer power, technological factors, political factors, ecological factors, and entry threats. Specific areas of focus within the industry environment include buyer power, product differentiation, industry structure, substitute products, entry threats, powerful buyers and suppliers, and jockeying for position (Pearce and Robinson, 2004). Research in forces and trends allows a corporation to better understand their [pronoun agreement: since the antecedent (corporation) is singular, the pronoun (their) must be singular...
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...Introduction Corporate Social Responsibility (CSR) has gained an increasingly high attention in recent years. CSR can be defined as the ways in which businesses align their values and behaviors with their various stakeholders such as employees, suppliers, customers, government and other societal interests on whom their operation may have an impact. The concept of corporate social responsibility (CSR) in Dubai government and the UAE has always been present from the earliest Islamic times, with people and organizations practising Islamic values, donating through philanthropy and Shariah compliant ways of commerce. In recent years, there have been worldwide initiatives to invest responsibly and focus on investing profits into community life and saving the environment. CSR addresses a company’s transparency or openness and considering its stakeholders’ expectations. This means that business does more than act out of self-interest and shows social responsibility (Juholin, 2004). Companies cannot operate any more entirely independently and need to consider the needs of society and welfare of the community. Organizations now realize that in order to survive and stay unique in business and obtain strategic advantages, they need to practice being socially responsible. Many larger organizations have already integrated CSR into their strategic plans as an important factor in order to have a sustainable business. Although larger enterprises have more impact on society today, SMEs are...
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...................... 8 Socio-cultural ................................................................................................................ 8 Increased Environmental Concern ....................................................................8 Increased population ...........................................................................................8 Technology ................................................................................................................... 8 Technological Customer Service Integration ...................................................8 Aging Infrastructure capacity .............................................................................9 New Technology Growth and its Falling Costs.................................................9 Economic .................................................................................................................... 10 Global Recession and Uncertain Economic Outlook .....................................10 High Input Price/Volatility Leads to Energy Price Increases .........................10 Trouble in the Pulp and Paper...
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...Publications (E) Energy 1-1-2010 The Role of energy storage with renewable electricity generation P. Denholm E. Ela B. Kirby M. Milligan Follow this and additional works at: http://digitalscholarship.unlv.edu/renew_pubs Part of the Oil, Gas, and Energy Commons, Power and Energy Commons, and the Sustainability Commons Repository Citation Denholm, P.; Ela, E.; Kirby, B.; and Milligan, M., "The Role of energy storage with renewable electricity generation" (2010). Publications (E). Paper 5. http://digitalscholarship.unlv.edu/renew_pubs/5 This Technical Report is brought to you for free and open access by the Energy at Digital Scholarship@UNLV. It has been accepted for inclusion in Publications (E) by an authorized administrator of Digital Scholarship@UNLV. For more information, please contact marianne.buehler@unlv.edu. The Role of Energy Storage with Renewable Electricity Generation Paul Denholm, Erik Ela, Brendan Kirby, and Michael Milligan Technical Report NREL/TP-6A2-47187 January 2010 The Role of Energy Storage with Renewable Electricity Generation Paul Denholm, Erik Ela, Brendan Kirby, and Michael Milligan Prepared under Task No. WER8.5005 NREL/TP-6A2-47187 January 2010 Technical Report National Renewable Energy Laboratory 1617 Cole Boulevard, Golden, Colorado 80401-3393 303-275-3000 • www.nrel.gov NREL is a national laboratory of the U.S. Department of Energy Office of Energy Efficiency and Renewable Energy Operated by the Alliance...
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...McKinsey Global Institute May 2013 Disruptive technologies: Advances that will transform life, business, and the global economy The McKinsey Global Institute The McKinsey Global Institute (MGI), the business and economics research arm of McKinsey & Company, was established in 1990 to develop a deeper understanding of the evolving global economy. Our goal is to provide leaders in the commercial, public, and social sectors with the facts and insights on which to base management and policy decisions. MGI research combines the disciplines of economics and management, employing the analytical tools of economics with the insights of business leaders. Our “micro-to-macro” methodology examines microeconomic industry trends to better understand the broad macroeconomic forces affecting business strategy and public policy. MGI’s in-depth reports have covered more than 20 countries and 30 industries. Current research focuses on four themes: productivity and growth, the evolution of global financial markets, the economic impact of technology and innovation, and urbanization. Recent reports have assessed job creation, resource productivity, cities of the future, and the impact of the Internet. MGI is led by McKinsey & Company directors Richard Dobbs and James Manyika. Yougang Chen, Michael Chui, Susan Lund, and Jaana Remes serve as MGI principals. Project teams are led by a group of senior fellows and include consultants from McKinsey’s offices around the world. These teams draw...
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...VIDEO GUIDE Advertising: Principles and Practice, 8th Edition Moriarty/Mitchell/Wells Segment 1: AFLAC Summary That wacky, quacky duck brought AFLAC to a high spot among most-recognizable ads and brand names. The insurance company is growing quickly as a result of this greater name recognition. It achieved 89 percent brand recognition in a relatively short time, resulting in $10 billion in sales and about a 25 percent compound growth rate. AFLAC had spent millions of dollars on advertising with little or no effect and almost no market awareness. Clearly, the current strategy was not working. This led the management team to decide to try something bold to increase market awareness. The advertising agency came up with many different ideas, but one crazy one—a duck. AFLAC tested the ad concepts and, as we know today, the duck yielded the highest results. The goal of advertising is to create awareness, while the actual sale comes from the agents selling the complicated insurance products. Discussion Questions 1. What other industries, products, or brands have used humor in advertising to help position themselves in the marketplace? Do you think the strategies have worked? Where wouldn’t humor work? Humor wouldn’t work all that well with serious purchases (e.g., health), but one might think it wouldn’t have worked with something as serious (boring?) as insurance. Might that be because the humor is associated only with the name and not the insurance company’s attributes...
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...global? Five commentators offer expert advice. The Global Brand Face-Off by Anand P Raman . • Reprint R0306A Espoir Cosmetics wants to make a big splash with a new global branding initiative. What should headquarters do when a country manager says his market will never go for it? HBR CASE STUDY The Global Brand Face-Off by Anand P Raman . COPYRIGHT © 2003 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. Natasha Singh was amused to see almost every guest at the black-tie gala sporting the same futuristic sunglasses. It was past 10 pm in Los Angeles, and the party to celebrate the release of the summer’s most anticipated movie, The Grid Revisited, was heating up. Earlier that evening, a select audience had watched the longawaited sequel to the 1998 blockbuster The Grid, and the scene-stealers had once again proved to be the lead pair’s eyewear. In fact, there had been a near stampede when the invitees realized that each of the goody bags of TGR memorabilia contained a pair of the new shades, designed by the legendary Tom Strider. Singh, the executive vice president and global marketing officer of one of the world’s bestknown cosmetics companies, $1.1 billion Espoir Cosmetics, rarely found the time to attend such events. When she wasn’t visiting one of the 75odd countries where the company marketed lipstick and nail polish, she liked to spend time with her husband and 12-year-old daughter. But her friends at Supreme Studios, which had produced...
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...at the height of the economic crisis in 2008 that IBM introduced the idea of a smarter planet. To some, this might not have seemed the most propitious moment to launch such an ambitious strategic initiative. However, we strongly believed there was an opportunity to address exactly the problems and challenges that were then gripping the world. Now it is nearly two years later and events have, if anything, strengthened this belief. The idea of a smarter planet is speaking powerfully to forward-thinking leaders and citizens around the world. It is opening up a growing global dialogue and generating thousands of innovative ideas. Hundreds of our clients have seized upon new capabilities to build smarter systems, and are achieving measurable benefits for their companies, communities and cities. Without question, this response is proving beneficial to IBM’s business. However, the phenomenon of a smarter planet is about much more than enhancing one company’s growth and profitability. And that is what this report is all about. 2 LETTER FROM SAMUEL J. PALMiSAnO IBM Corporate Responsibility Report Addressing the issues facing the world now...
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...Economic Environment of Business Assignment 1. “PEST analysis is used by businesses around the world to devise a strategic approach to their activities”. Discuss this statement highlighting the various components of the said analysis (25 marks) In this new age of economics there are several environmental factors other than industrial factors that affect a company’s performance. As a matter of fact the companies need to keep up their competitive advantages, like increasing product value or setting contingency plans for threats. These external factors can be manipulated in such a way that the company beneficiates from its impact. Environmental factors can be market, weather, client and internal factors are employees, assets of the company. To evaluate the power of those external factors, most organization performs the PEST analysis. It is a simple analysis that helps the management body to get a bigger picture of the Political, Economic, Social and Technological factors that affects the company. The study of PEST analysis concludes how the company will react to environmental change by setting up new strategies. Those external factors affects important variable in the organization that simultaneously affect the organization’s supply and demand level and eventually cost of the product. The PEST analysis is an important tool that explains the market growth or decline. It also states where the company is standing, its potentials and what or who the best business targets are...
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...Mobile Computing and Social Networks. Abstract Mobile computing has rapidly evolved for the last two decades with the use of wireless technology making the location irrelevant and increasing the opportunities for business to streamline business processes, reduce operational processing times and provide better customer service. Mobile revolution has also forced many industries to reengineer their business processes to accommodate the many mobile devices. Mobile computing and social networks are part of the daily lives of millions of Americans. 42% of American adults own a mobile and tablet computing device. “Additional research shows that about three quarters of U.S. adults are online, with about 66% of them using social networking sites” (Brenner, 2012). Specific methods for how IT departments and mobile app developers and designers can decide on supporting different mobile platforms like the Apple iPhone, Apple iPad, Windows Phone, or Android supported smartphones and tablets will be discussed. Other topics addressed in this paper include the issue of “high availability” for mobile app users’ Based on these considerations organizations and businesses are nowadays focusing on the implementation of these applications, while replacing their desktop platforms to the mobile devices (Shih, et.al. n.d). “On the other hand, it is also observed that, these applications may also enhance various risks and vulnerabilities,...
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...Trust unites us Annual Report 2012 siemens.com/answers Company Report 2012 What sets our integrated technology company apart Introduction – page 1 Proximity How Bangalore’s new airport is driving progress across an entire region Global presence – page 8 Ideas How our Biograph mMR scanner is enhancing patient care Technology and innovation – page 20 Strength How efficient technologies are shaping the future of energy Portfolio management – page 34 Networking How intelligent IT solutions are creating unimagined value Cross-business activities – page 54 Diversity How our employees’ wealth of experience is inspiring us Employees and management culture – page 66 How our strategy is pointing the way to the future One Siemens – page 78 COVER PHOTO – James D. Palasek and Amber Sherman, two of the 370,000 Siemens employees working together in our global network of trust. To learn more, please see: SPECIAL REPORT: DIVERSIT Y, PAGES 66-75 When a new international airport is being planned, when a doctor recommends a treatment to a patient, when political leaders and society want to ensure reliable energy supplies for the future, when a company wants to offer tailor-made service solutions, when the development of innovative products demands the creativity, experience and dedication of a wide range of experts, that’s when tough decisions have to be made – far-reaching decisions based on a strong sense of responsibility. The success...
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