Market Segment Attractiveness
We can categorize these factors under four main themes:
•Market factors: (Size of the segment, Segment growth rate, Stage of industry evolution, Predictability, Price elasticity and sensitivity, Bargaining power of customers, Seasonality and cyclicality of demand)
•Economic and technological factors (Barriers to entry, Barriers to exist, Bargaining power of suppliers, Level of technology utilization, Investment required, Margins available)
•Competitive factors: (Competitive intensity, Quality of competition, Threat of substitution, Degree of differentiation)
•Environmental factors: (Exposure to economic fluctuations, Exposure to political and legal factors, Degree of regulation, Social acceptability and physical environment impact)
Sayfa 171Kitabı okudu
Microsoft'un CEO'su Satya Nadella, Hindistan'da getirilen yeni vatandaşlık yasasının (CAA) kötü ve çok üzücü olduğunu ifade etti. Unutmayalım ki, yeni vatandaşlık yasa CAA, anayasamıza aykırıdır.
#Microsoft'un CEO'su Hintli.
https://www.indiatoday.in/technology/news/story/microsoft-ceo-satya-nadella-calls-caa-bad-and-sad-talks-of-talented-immigrants-1636566-2020-01-13
https://www.ndtv.com/india-news/citizenship-amendment-act-what-microsofts-satya-nadella-said-about-caa-2163499
54764. olacak ama sanırım bir kez daha izleyeceğim
'No matter how many weapons you have, no matter how great your technology might be, the world cannot live without love.'
Laputa• 1986
Global competition can be achieved via cooperation and cooperative agreements with foreign companies. Purposes of strategic alliances are; joint research efforts, sharing technology, joint use of production on distribution facilities, and marketing one another’s products and services.
In international business environment there are many appeals and advantages of strategic alliances. These are listed below: •Better access to feasible countries from host country to import and market products/services.
•Capture economies of scale.
•Fill missing information in technical expertise of local markets. •Share distribution facilities and dealer network.
•Take advantage of partner’s local market knowledge and networks.
•Combine competitive energies toward defeating mutual rivals.
Under some circumstances, there would be pitfalls of strategic alliances such as:
•To overcome language and cultural barriers.
•To deal with diverse or conflicting operating practices of partners.
•To consume time for managers in terms of communication, trust building and coordination costs.
•To create mistrust when collaborating in competitively sensitive areas.
•To clash in egos and company cultures.
•To deal with conflicting objectives, strategies, corporate values, ethical standards.
•To become too dependent on another firm for essential expertise in the long term.
Sayfa 66Kitabı okudu
Major functions or activities in a typical business are human resources, marketing and sales, production or manufacturing, finance and accounting, and research and development. Keep in mind that large firms would include all of these areas and probably more such as information technology and legal functions.
Sayfa 42Kitabı okudu
Our Brain is Our Claw
For the first 1.5 million years after the invention of the handaxe, there was little improvement in stone technology. This represents more than 80 per cent of the time since Homo erectus crafted the first handaxe near Lake Turkana, Kenya, 1.76 million years ago. It is impossible to conceive how long this is – how many humans decided to make a handaxe, to use it, to throw it away, and never to imagine that there might be a better way to make cutting tools.
Don't Use Your Cousin's Name as an Insult!
All of these strands of evidence – brain size, bone morphology, group hunting, stone tool technology – enable us to look back to 250,000 years ago as the moment that marks the full emergence of the Neanderthals. At the same time that the European Neanderthals were evolving a distinct body form, especially evident in the shape of the skull, a rival population in southern Africa was making similar cognitive leaps forward. The two main descendants of Homo heidelbergensis – the Neanderthals of Europe and the archaic Homo sapiens (which some call Homo rhodesiensis) of Africa – were both progressing in parallel, and neither could yet claim any advantage over the other.
THE MACROENVIRONMENT
(...) cannot be changed or affected easily in short run. While some of these forces are unforeseeable and uncontrollable, others can be predicted and handled through skillful management.
1- The Demographic Environment
Demographics is the study of the measurable aspects of population structures and profiles,
Sayfa 56Kitabı okudu
Relationship Bonds
Relationship marketing looking at customers as an individual and creating reliable bonds with them is a central goal in relationship marketing. Companies use three types of relational bond like financial, social and structural to retain their current customers and increase their loyalty.
1) Financial Bonds: Through these
Sayfa 14Kitabı okudu
Marketing Management Orientations
Production Orientation: (...) the key to success in business is to produce as cheaply as possible and keep prices low. (...) was typical in the 19th century, when mechanized production could out-compete hand production in cost terms. The basis (...) is that people will buy anything as long as it is cheap
Sayfa 11Kitabı okudu