International Journal of Business and Management September‚ 2008 Comparative Analysis of Rural and Urban Indian Consumers’ Attitude towards Foreign Products Jagwinder Singh (Corresponding Author) Lecturer (Senior Scale)‚ Dept. of Management‚ Dr B R Ambedkar National Institute of Technology (Deemed University) Jalandhar-144011‚ Punjab‚ India Tel: 091 98885 03708 E-mail: jagwinpandher@yahoo.co.in B B Goyal Reader‚ University Business School‚ Panjab University Chandigarh-160014‚ India Tel: 091
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WAL-MART CASE STUDY ANALYSIS SWOT STRENGTH ▪ Information Technology : They have a strong information technology system as implemented EDI‚ Information system‚ UPC at POS‚ Satellite system‚ Pick to light system‚ Vendor management inventory system which was not implemented by any other competitor. ▪ Supply Chain (Strong). They had a long term relationship with the supplier as there was no non sense negotiator as they eliminated the manufacture representative from negotiation with the suppliers
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year. We all worked hard‚ and the results were there. But again we got no reward for our hard work. It’s very frustrating. —Division Manager‚ General Products Division‚ Industrial Electronics‚ Inc. Industrial Electronics‚ Inc. (IE) produced a wide range of electronic equipment‚ including signal sources‚ test equipment‚ communications systems‚ and various piece parts and subassemblies such as motors‚ generators‚ and probes. Total annual sales were in excess of $8 billion. IE’s stock was listed
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It ’s only a PowerPoint Outline‚ sorry we didn ’t actually write a paper‚ should still be of some help though. Apple‚ Inc. Case Study BUSI 400-003 September 24‚ 2008 Dominant Economic Characteristics Large Market Size Steady Growth Rate Number of rivals is constant/low Scope of competitive rivalry is intense Low differentiation of products Product innovation is key in competition No surplus of supply as it relates to demand Pace of technological change is high Competition Analysis
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(a) Segmentation bases in industrial product markets Segmenting an industrial product market introduces a number of additional bases‚ uses similar bases and also precludes some of the ones more frequently used for consumer product markets. Such bases are: • Type of application/end use e.g. adhesives for home‚ office and industrial use. 3 • Geographical e.g. Scotland‚ Wales‚ North West‚ North East‚ South East‚ East Anglia or by country/region. • Benefits sought: Closely related to the above
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Jearvie Mat L. Delos Reyes BSIT 4-3 CASE STUDY COCA-COLA Lost Millions Because of this Market Research Mistake I. TIME CONTEXT 1995 (see appendix a). II. VIEW POINT In the mid-1980s‚ the Coca-Cola Company made a decision to introduce a new beverage product (Hartley‚ 1995‚ pp. 129–145). The company had evidence that taste was the single most important cause of Coke’s decline in the market share in the late 1970s and early 1980s. A new product dubbed “New Coke” was developed that was sweeter than
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1. What are the challenges faced by Cisco in introducing a major product like Viking? 1-1 Time to market pressure There is only one year for Cisco to launch the Viking product to market with low cost. Otherwise‚ the market share might loss. However‚ it is about 3 to 5 years for Cisco to launch a high-end product. To meet such tighten schedule‚ it’s imperative for Cisco team to perform a very collaborative operation and concurrent engineering in whole supply chain and NPI phase 1-2 Cost pressure
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Strength and Weaknesses 1. Marketing Distinctive marketing campaigns have been a strategy of Apple to attract customers and to spread the information among them. Television commercials‚ Print Advertisements‚ Posters in Public areas and wrap advertisement campaigns have been successful ways of outshining the new product. Apple continues to command a market premium for producing a “better mousetrap” throughout its history. Steve Jobs personally unveils all new product introductions‚ reviews corresponding
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Industrial Marketing at Latin American country:- Management at a large manufacturer located in the Mexican state of Nuevo León decided to improve productivity at one of its subsidiaries by investing several million dollars in state-of-the-art production equipment. As word circulated about the planned investment‚ vendors in Asia‚ Europe‚ and North America put together proposals. One such vendor was American company “Y”‚ which had a global reputation for quality products and service. Management
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held 18.4% of the market‚ a market that had not yet been entered into by domestic auto manufacturers (Davidson‚ p. 3). The design and development process of the Pinto began in June 1967. Lee Iacocca‚ Ford ’s president‚ directed that the Pinto was to be completed and on the showroom floor with the 1971 models. Ford engineers were able to complete the development‚ design‚ and production of the Pinto in 38 months; 5 months shorter than the industry average time of 45 months. Iacocca had another goal
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