...is the role of the creativity in the segmentation process, Why can we say that having an excellent global positioning is one of the principal assets of a brand, What criteria should global marketers consider when making product design decisions, Identify several global brands. What are some of the reasons for the global success of the brands you chose? Abstract The study identifies segmentation processes and how it can be introduced to management to accept them. Often than not if management do not understand the process of segmentation and found out that what has been presented differ from what they know they quickly reject the proposed segmentations (Yankelovich & Meer, 2006). In segmentation, it allows the researcher to knowing how important a product or service is to the customers and this help in deciding what their expectations and are most likely to reveal their willingness to purchase your product. The study further identifies reasons why segmentations fail and steps needed to be taken to correct these errors. The literature elaborate on brand positioning and settling the confusion of brand positioning by managers straight. Consumer culture both local and global is also considered with it effect on brand positioning showing the reader the essence considering or adopting a hybrid type of positioning (Holt, Quelch, & Taylor, 2004). After going through this studies the reader will appreciate the essence of brand positioning using five recognized global companies which used...
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...Brand Management Brand Value Chain - The below diagram is a typical model of brand value chain. It follows the process of developing a brand. There are two lines in this model, first line shows the various stages of developing the value of company and the second line consists of the multipliers which strengthen the relationship between the stages. Generally there are four value stages and three multipliers in a brand value chain model but for explaining the case of Starbucks we have excluded the fourth stage and the subsequent multiplier. Marketing Program Investor Customer Mind-set Market Performance Marketplace Conditions Multiplier Program Quality Multiplier Value Stages Multipliers * Product * Location * Advertising * Employee * Clarity * Distinctiveness * Relevance * Consistency * Price Premiums * Price Elastics * Market Share * Expansion Success * Cost Structure * Profitability * Awareness * Attitude * Association * Attachment * Activity * Competitive Reactions * Channel Support * Customer Size & Profile Marketing Program Investor Customer Mind-set Market Performance Marketplace Conditions Multiplier Program Quality Multiplier Value Stages Multipliers * Product * Location * Advertising * Employee * Clarity * Distinctiveness * Relevance * Consistency * Price Premiums * Price Elastics * Market Share *...
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...“The global factors influencing on business strategy” Content 1. Abstract 4 2. Introduction 4 3. Literature review 5 4. Research metrology 6 5. Strategy 7 5-1 - Export Markets 8 5-2 - International Markets 8 5-3 - International Competitiveness 9 5-4 - International trade 9 5-5 -Trade blocs 10 5-6- International strategy 10 5-6-1 Mergers and acquisitions 11 5-6-2 Alliance 12 5-6-3 Cost leadership 13 5-6-4 Joint venture 13 6. Global Factors: 14 6-1 -Political 14 6-2 -Social 15 6-3 -Economic 17 6-4 -Technological 18 6-5 - Legal 19 7. Conclusion 20 8. Reference 21-22 1-Abstract Successful global business strategy addresses the operational and executive issues enterprise face when looking internationally for few opportunities. Attend successful global operations to develop an action plan...
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...University Dr. John Muehl Leadership and Organizational Behavior – BUS 520 Date: [ February 22, 2011 ] INTRODUCTION This paper aims to discuss the leadership implemented in Ford Motor Company under the management of Alan Mulally and to discuss Ford’s performance improvement. I will also attempt to identify and assess Mulally’s leadership style. “Ecclesiastes 9:11- I returned, and saw under the sun, that the race is not to the swift, nor the battle to the strong, neither yet bread to the wise, nor yet riches to men of understanding, nor yet favour to men of skill; but time and chance happeneth to them all.” From the early days of my professional life, I learned the significance of goals and objectives in the work place. Most importantly, I learned the importance of effectively communicating them to the people involved in the project(s) to ensure success for all involved. When employees understand the rules and what the goals are, they can not only complete the task but, they will enjoy what they are doing. Someone who enjoys their job will be much more productive than someone who is just trudging through the day doing what they are told. The most efficient organizations are those where individuals take personal pleasure in meeting the goals of the organization. The least efficient organizations are those where individuals don't really care anything about the organization's goals or what it is trying to achieve. Leadership is guiding people toward results...
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...INTRODUCTION The business world is changing at bullet-train speed – technology, the global economy, increasing regulatory scrutiny, the looming talent crisis, the recognition that mental illness is dramatically affecting the workplace. All of these are having a huge impact on the HR profession. The c-level is finally starting to realize how important your role is. They want you to get out of the day-to-day administrivia - while still making sure everything is done perfectly, mind you. They want you to measurably contribute to the top-line and the bottom line, and help mitigate risk. There are ten major trends that you need to be aware of as your role evolves to meet these challenges. Let’s start with the most obvious. #1. The Changing Role of the HR Professional We need to put the “human” back into human resources. Employees are humans, not commodities, and HR departments have to start seeing them differently. With the current push towards strategies that engage employees, attract top talent, and contribute to the bottom line, this change is imperative. We need to stop whining about being at the table. These days, almost every book or article you read about the role of HR talks about HR needing to be ‘at the table’ or to be more strategic. It’s my observation that in almost every respected company, HR is at the table. So for most HR leaders, the question is not ‘how do you get to the table’. It is ‘now that you are at the table, how do you best contribute...
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...that lie ahead. The Plan emphasises our commitment to excellence in research and professional education. We have strong professional schools and we take the leading professional schools in North America as models for our future development to nurture a new breed of professionals to excel and lead in our fast changing global environment. City University of Hong Kong is a vibrant university located at the centre of Hong Kong, one of the most dynamic and cosmopolitan cities in the world. The University prides itself on its close relations with the City. It has a strong sense of social awareness and of its responsibilities to the young people of Hong Kong in providing them with a strong foundation for their future endeavours. Complementing this close relationship with the City is the University’s global perspective and global connectivity reflected in both its educational and research activities. It has established itself as a leading international university and is well placed in all the international ranking tables. The future of Hong Kong lies in identifying and establishing new niche areas and fostering new industries which will complement and respond to developments in the Mainland and the Region. Our learning and research strategies in the Plan reflect this fact. The professional education of our students and the resulting skills they develop are essential in meeting these demands. We believe...
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...Lucille M. Holden March 14, 2013 BUS 499 Dr. Claudette Andrea Strayer University Introduction In this capstone assignment, I will discuss Starbuck’s. I will determine the impact of the company’s mission, vision, and primary stakeholders’ overall success. An analyzitation will be performed to identify the five forces of competition and their impact on the company. I will perform a SWOT analysis to determine the strengths, weaknesses, opportunities, and threats. Based upon the SWOT analysis a strategy of the strengths and opportunities will be capitalized while the weaknesses and threats will be minimized. Various levels and types of strategies will be discussed to maximize the competitiveness and profitability. I will outline a communication plan to make strategies known to all stakeholders. Two corporate governance mechanisms will be selected to evaluate the effectiveness of the controlling managers. I will evaluate the effectiveness of leadership within the corporation and make recommendations for improvement. An assessment of the efforts by Starbuck’s corporation to be a responsible and ethical corporation and the impact of these efforts on the corporation is bottom-line. The Impact of the Company’s Mission, Vision, and Primary Stakeholders on Overall Success A mission statement is a company’s beacon light to assist company employees with its navigation. In relations to the organizations customers, it is assurance that the company is committed to the...
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...Introduction An international advertising, marketing and public relations agency based in Manhattan, USA, Ogilvy & Mather operates in 450 offices spanning around 169 cities all over the world. In the year 1948, with only a staff of two and no clients, David Ogilvy founded Ogilvy and Mather. The vision behind establishing the agency was to generate diversity and provide superior quality services. The agency is now one of the largest marketing communications networks in the world, providing services to both local and multinational brands in all regions. Ogilvy’s Mission Statement: To become the world’s best agency, O&M mission statement is as follows- “Our mission is to provide successful communications solutions at the highest world standards to enable regional businesses and brands to excel. We earn our clients’ respect through business and creative ideas developed by the best talents in the region.” Ogilvy’s Vision: “To be most valued by those who most value brands” Core Values: To support mission statement and vision, O&M follows 360 Degree Brand Stewardship. To empower the brand to its multinational clients, O&M implies local know-how with a worldwide network. This helps them to get more powerful local campaigns by fulfilling local market needs. A holistic look at communication helps O&M still reinforcing the same universal brand identity. O&M focuses on the role of 360 Degree Brand Stewards to grab customer attention, obtain promises through consistent...
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...DIGITAL CREATIONS: A CHANCE OR A TRAP FOR THE FURTURE INVESTMENT A case study of CREATIVITY DESIGN: EXPERIMENTING AND INNOVATION AT TEAMLAB JAPAN by CHEN Fei wen Executive summery The purpose of this report was to analyze the situations of TeamLab and digital creations, discuss some implementation plans and explore the related market. 1. major issues After reading the materials, there are about three major issues on TeamLab. Details as blew. First of all, at the current market situation, commercial application of digital creations still remains immature. Though the market is still a Blue Ocean, it is hard for TeamLab to make a reasonable profit. There is not enough demand from the market, so TeamLab is still a long way to off. Secondly, there seems to be a lack of brand promotion. TeamLab usually waited the projects to come in rather than actively strove for its business. TeamLab business model is based on previously word of mouth, which would be a limitation for its further development. Lastly, the oversimplified organizational structure is an important problem crying out for solution. In order to raise operating margin, TeamLab creates the “Catalyst” position. But actually it is still too simple to extent the company scale. 2. the trade-offs involved in different scenarios The trade-offs involved in these scenarios should be assessed in the business environment, the company strategy, market promotion plan and internal organization structure. 3. the recommendation and...
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...to nurture the creation, sharing and integration of knowledge management and economic development as a solution to the world`s social problems. King (2009:p4), defines Knowledge management as the planning, organizing, motivating, and controlling of people, processes and systems in any organisation (private and public) to ensure that assets that are associated with knowledge are improved and effectively employed. King (2009; p4) further explains that an effective Knowledge management process must at least encompass knowledge acquisition, creation, refinement, storage, transfer, sharing, and application. Economic development strategy is defined as a cooperative effort of businesses, civic organisations and the public or government to map out economic projects and goals that will strengthen the economic growth of a country. Economic development strategy analyses the local and regional economy and serves as a guide for establishing local and regional plan of action and identifying investment priorities and funding sources. South Africa is a constitutional democracy with a three-tier system of government and a liberated judiciary. The national, provincial and local levels of government all requires legislative and executive authorities in their own spheres, and are defined in the Constitution as distinctive, interdependent and interrelated. However, in terms of information and knowledge management in the local government, the local government introduced government programmes of...
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...Executive Summary Adapt + Evolve = Survive If modern organizations are to survive, these must believe and put into practice the above equation which results in the overpowering of their competition. To have a Competitive Edge, firms must angle themselves towards Innovation which Myers and Marquis (1969) defined as “….. not a single action but a total process of interrelated sub processes. It is not just the conception of a new idea, nor the invention of a new device, nor the development of a new Market. The process is all these things acting in an integrated fashion.” Since the inception of HNB Assurance PLC (HNBA) in 2001, company is considered the fastest growing composite insurance company within the Sri Lankan insurance domain. The rationale of this report is to identify how effective HNBA is in encouraging innovation for improvement of the processes, products and the services rendered to customers. The primary step of analyzing this fact is to identify the methods utilized to encourage, capture and manage ideas until successful implementation. The methods available and the inadequacy of methods employed are discussed in Task 01. To analyze the effectiveness further, a survey was carried out involving a sample of employees in different levels of the organization. A questionnaire was furnished which included aspects such as organization climate, current performance, policies and procedures adopted and the cognitive skills of the employees in encouraging innovation. The...
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...B2B Brand Management Philip Kotler ´ Waldemar Pfoertsch B2B Brand Management With the Cooperation of Ines Michi With 76 Figures and 7 Tables 12 Philip Kotler S. C. Johnson & Son Distinguished Professor of International Marketing Kellogg School of Business Northwestern University 2001 Sheridan Rd. Evanston, IL 60208, USA p-kotler@kellogg.northwestern.edu Waldemar Pfoertsch Professor International Business Pforzheim University Tiefenbronnerstrasse 65 75175 Pforzheim, Germany waldemar.pfoertsch@pforzheim-university.de ISBN-10 3-540-25360-2 Springer Berlin Heidelberg New York ISBN-13 978-3-540-25360-0 Springer Berlin Heidelberg New York Cataloging-in-Publication Data Library of Congress Control Number: 2006930595 This work is subject to copyright. All rights are reserved, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilm or in any other way, and storage in data banks. Duplication of this publication or parts thereof is permitted only under the provisions of the German Copyright Law of September 9, 1965, in its current version, and permission for use must always be obtained from Springer-Verlag. Violations are liable for prosecution under the German Copyright Law. Springer is a part of Springer Science+Business Media springeronline.com ° Springer Berlin ´ Heidelberg 2006 Printed in Germany The use of general descriptive names, registered...
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...Assignment 1: Strategic and Change Management 1. Does Semc have a strategy? Justify your answer. Yes, Semco has in place a strategy, though unconventional, it is clearly displayed in the radical processes undertaken to change the working conditions of employees. A company’s strategic plan lays out its future direction and performance targets (Thompson, Strickland, Peteraf & Gamble, 2014). The CEO provided a broad vision for employee’s of finding a gratifying way of spending one’s life doing something that is useful. We can perceive the vision through the unconventional changes made by the leadership in the organization where the primary focus is on human capital, wellbeing and their competencies (Joost & Fourie, 2009). Strategies created involve the development of employee participation, profit sharing and open information systems at the company. The needs and welfare of the employees are of paramount importance and this detail is integrated into the employee manual. For instance, it is mandatory for employees to take their 30 day leave. The effects resulted in sales growing and the company experiencing an increase in profits. A well developed business strategy is designed according to the elements of differentiation, thrust, target results and domain sought (Yavitz &Newman, 1982). The main changes of Semco which became part of the corporate strategy dealt with the shift into other markets besides engineering (internet and software services)...
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...MKT 533 Branding Strategy Cases Dr. Diane Badame Fall 2015 The price of this reader reflects a 20% discount on production costs, due to the early submittal of material by the instructor. Dear Student: Reproduction of copyrighted material, without prior permission of the copyright owner, particularly in an educational setting, is an issue of concern for the academic community. Unfortunately, the impropriety of much unauthorized copying is all too often overlooked by users in an educational setting. Although copying all or part of a work without obtaining permission may appear to be an easy and convenient solution to an immediate problem, such unauthorized copying can frequently violate the rights of the author or publisher of the copyrighted work, and be directly contrary to the academic mission to teach respect for ideas and the intellectual property that expresses those ideas. With that in mind, the University Bookstore has sought permission and paid royalties for all materials enclosed. The price of your reader reflects those necessary costs. This material comes from "Questions and Answers on Copyright for the Campus Community," Copyright 1993 by National Association of College Stores, Inc. and the Association of American Publishers. MKT 533 – Branding Strategy Dr. Badame, Fall 2015 UNIVERSITY OF SOUTHERN CALIFORNIA MARSHALL GRADUATE SCHOOL OF BUSINESS MKT 533 – BRANDING STRATEGY 1.5 CREDIT COURSE FALL 2015 ___________________...
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...toys maintained a surprisingly firm grip on the market and seemed to adapt well to changing tastes. The company’s steady stream of new products routinely generated three-quarters of its yearly sales. Popular enthusiasm was so great that in 2000, the British Association of Toy Retailers joined Fortune magazine in naming the company’s classic bricks “the toy of the century.” But the Lego Group’s financial performance told another story. Despite its extraordinary hold on the imagination of children around the world, the Billund, Denmark, company was in trouble. The Lego Group had lost money four out of the seven years from 1998 through 2004. Sales dropped 30 percent in 2003 and 10 percent more in 2004, when profit margins stood at –30 percent. Lego Group executives estimated that the company was destroying €250,000 ($337,000) in value every day. How could such a seemingly successful toymaker lose that much money? Some observers speculated that the Lego Group had overdiversified its product line with moves into such areas as apparel and theme parks. Others blamed the exploding popularity of video games or pressure from low-cost producers in China. Although there was some truth in these hypotheses, many other factors impeded the success of the iconic global brand, including its innovation capabilities and its supply chain. The company leadership knew it had to address those...
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