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1. A mining firm can create competitive advantage by choosing a mine with specific physical features or increasing the efficiency of its operations. First, choosing the location and the kind of place to mine is crucial. In an open pit mine the ore can be stockpiled while in an underground mine the grade/density of the ore can be selected more flexibly. On the other hand, the efficiency to process the ore is reflected when a firm does less mining and obtains more gold. In the short term a mining firm can adjust the quantity and the quality of the gold. In the long run the company can reduce the costs and increase the production using economies of scale.…
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As the professional manufacturer of complete sets of mining machinery, such as magnetic separator,Cement mill,vibrating screen,Dryer machine,Classifiers, Henan Hongxing is…
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This report is mainly focusing on two different companies named, Ajax Minerals and Perrier. This report tells that how and in what circumstances these companies had to bring certain changes in their working criteria and in doing such changes what resistance they had to face from both, workers and Management’s side. This report will focus on those resistances that became a kind of hurdle and then how the companies took decisions and how did they try to solve their matters out.…
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Destin Brass Products Co. has been established and grown to produce valves (24% of the company revenue), pumps (55% of the company revenue), and flow controllers (21% of the company revenue). This paper will illustrate the recommended solutions for the management of the company that are trying to evaluate the competitive trends of the market for the mentioned products, and trying to start new strategies to deal with these trends. Finance and accounting, as mentioned by Ambler (2008) are the essentials and basis to the short and long existence of any type of companies. The high competitiveness of market requires that all types of businesses have a comprehensive understanding to the costs and profits in much detail in order to facilitate decision making process. In Destin Brass case, the company tried to establish a high brand name for producing the valves, but later as an expansion to the business, the company included two new product lines which are the pumps and the flow controllers keeping in mind the similarities of productions and the availability of the productions capacity. Destin Brass did not have a distinguished competitor in the valves market because of the high quality of the valves produced, but there is a massive competition in the pump and flow controllers market. This paper will capture a time of the company business where there is a high competition on the pumps' prices and the solution of increasing the prices of the flow controllers did not change the market. The management is in need to reconsider its financial strategy in order to face competition.…
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1. FINDINGS Black and Decker's DeWalt line has been so successful in the USA that it is now the standard for both the Professional-Industrial and the Professional-Tradesman market segments. Nolan Archibald, Chairman, President and CEO of Black and Decker (B&D) saw the potential in 1994 to increase the companies market share through worldwide sales of B&D products. While the company had a definite presence in the European Consumer Power Tools market segment, it lacked penetration in the Professional Power Tools segment. On the other hand, in Japan, where there was a huge market for professional power tools, B&D's market penetration was negligible compared to its competitors. B&D's vision for DeWalt is to be the global "Value Power Tool" provider of choice for every Professional Tradesperson and all worldwide Industrial markets. Based on the facts, the product managers of the DeWalt line have developed a global strategy based on the following conclusions: · DeWalt is a highly successful product in the US market. B&D must leverage its brand identity and marketing strategies employed in the US and also capitalize on their established quality and pricing. · B&D must explore the formation of strategic alliances with local distributors. Multiple and/or hybrid channels must be used to reach customers quickly and as effectively as possible. · Through a global strategy, B&D can appeal to consumer homogeneity by offering lower product costs while maintaining high product quality. The lower product costs derived from the economies of scale will maximize customer value exchange. · B&D must aggressively employ a hybrid push-pull communication strategy to be successful in the two markets. This will enable B&D to get the DeWalt name out to more customers in a diverse geography. · While Elu has performed better than B&D Professional and B&D Proline product lines in the European market, its lack-luster revenues compel B&D to replace the Elu product line with the DeWalt line. · There…
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The American Revolution was a war between Great Britain and the original thirteen colonies of America, in 1775. The conflict, was about how the colonies felt they weren’t being treated fairly by the Great Britain laws. There are different events that led up to the American Revolution, the three discussed in this paper will be the Boston Tea Party, the Stamp Act, and the Intolerable Acts. The Boston tea party was a protest against taxation. The Intolerable Act was when the British passed a law that was meant to punish the colonist who took part in the Boston Tea Party. The Stamp Act was when the British imposed taxes on all paper documents in the colonies.…
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With Black & Decker being one among the most powerful brand names in the world and establishing its professional tools to be the highest quality in the industry, B&D failed to make an impact in the Professional-tradesmen segment. B&D was known for offering high quality, differentiated products and excellent service in the Professional-Industrial segment whereas its brand recognition, and image helped it attain the #1 position in the market place for Consumer segment. B&D occupied only 9% of the total share as against Makita who was leading the Professional-Tradesmen segment with 50% market share. Though B&D leads in the other two segments, it could not capture the tradesmen segment due to the following reasons. B&D was branded more as home tools; it lacked in capitalizing one of the most profitable distribution channels (membership clubs) whereas the same channel proved to be very successful for Makita (85%); the unremarkable grey color did not help B&D; and while B&D was focused in three segments, Makita was focused on only one segment of the market. Therefore, Joseph Galli, Vice president of sales and marketing for B&D, has to decide which one of the three marketing strategies must be implemented to take, the market share in the Professional-Tradesmen segment, away from the current leader Makita.…
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