UNIVERSITY OF CAPE COAST THE EFFECT OF TELEVISION ADVERTISEMENT OF ALCOHOLIC BEVERAGES ON CONSUMER BEHAVIOUR.BY AWUA JOSHUA KATE FENTENG LILY ASARE A PROJECT WORK SUBMITTED TO THE DEPARTMENT OF EDUCATIONAL FOUNDATIONS OF THE FACULTY OF EDUCATION‚ IN PARTIAL FULFILMENT OF THE REQUIREMENT FOR THE AWARD OF BACHELOR OF SCIENCE DEGREE IN PSYCHOLOGY. MAY‚ 2013. DECLARATIONCANDIDATES DECLARATION We hereby declare that this work is
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Why Are Multiple Strategies Needed to Control Malaria? * Multiple strategies against malaria are needed because there are numerous species of vectors and four species ofPlasmodium. * Some populations of Plasmodium‚ especially Plasmodium falciparum‚ are resistant to drugs‚ so alternative drugs need to be used. * Research needs to be done on new drugs as a "reserve weapon" for future cases of drug resistance. Unfortunately‚ drug resistance is more common in malaria caused by Plasmodium falciparum
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Alvarez‚ B. A & Casielles‚ R. V. (2005). Consumer evaluations of sales promotion: The effect on brand choice. European Journal of Marketing ‚ 39 (1)‚ 54-70. Arnould‚ E.‚ Price‚ L. & Zinkhan‚ G. (2004). Consumers. New York: McGraw-Hill. Assael‚ H. & Keon‚ J. (1982). Nonsampling vs sampling errors in survey research. Journal of Marketing‚ 46 (2)‚ 114-123. Atilgan‚ E.‚ Aksoy‚ S. & Akinci‚ S. (2005). Determinants of the brand equity: A vertification approach in the beverage industry in Turkey
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Topic: Competitive Advantage‚ Competitive Strategy Case: #10 Samsung Electronics Samsung Electronics (Korean) faces the prospect of large-scale Chinese entry into its DRAM chip business. Before deciding how to respond it should establish the sources of its competitive advantage. Does the company have a distinct dual advantage of being both low-cost and differentiated? This case provides detailed cost and pricing estimates across all significant DRAM product generations and product architectures
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1. Introduction 1.1. Background The Samsung Group was founded by Byung-Chull Lee in 1938‚ in Taegu‚ Korea‚ as an exporter of dried fish‚ vegetables and fruits. Byung later established flour mills under the name Samsung‚ which means three stars in Korean language. He also produced confectionery machines in this period. In 1951‚ Samsung Moolsan‚ a holding company‚ was established which later The building of Samsung Sanghoe in Daegu in 1930s became Samsung Corp. in 1953‚ Cheil Sugar Manufacturing Co
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MARKET RESEARCH ON CONSUMER BUYING BEHAVIOUR AND AWARENESS OF DABUR REAL ACTIV Crm : 09’- 11’ Made by: Shubhra singh Meghna evita lall Yogita khanna DABUR REAL ACTIV Acknowledgement We express our sincere thanks to Mrs. Manisha Bachheti‚ our Project guide to
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The current issue and full text archive of this journal is available at www.emeraldinsight.com/0309-0566.htm EJM 44‚7/8 Consumer responses to brand extensions: a comprehensive model ´ ´ Eva Martınez and Jose M. Pina ´ Facultad de Ciencias Economicas y Empresariales‚ The University of Zaragoza‚ Zaragoza‚ Spain Abstract Purpose – This paper aims to understand the reciprocal spill-over effects of brand extensions by testing a comprehensive model that gathers both the brand extension evaluation
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Maintaining the “Single Samsung” Spirit: Recommendations for a changing environment Contents Introduction 1.a. Samsung: - Philosophy - Culture - Values - Human Resource Policies 1.b. Philosophical grounding of Samsung’s Value System: - Ontological Assumptions - Agency Assumptions - Epistemological Assumptions 2.a. Current Challenges facing Samsung’s NEO program: - A Changing Profile of New Samsung Employees
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COMPANY BACKGROUND HISTORY Samsung was formed in 1938 by Lee Byung-chull as a trading company based in Su-dong. The small company started as a grocery‚ trading goods produced in and around the city as well as its own noodles. The company grew and soon expanded to Seoul in 1947 but left once the Korean War broke out. After the war‚ Lee expanded it into textiles and built the largest woollen mill in Korea. And today Samsung Group is a South Korean based company that includes a number of subsidiaries
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In 2003‚ the Canadian consumer electronics market was valued at Cdn 2.3 billion. It was a fairly mature market‚ in which many multinational firms competed for market share. Sony was by far the leader in this region and had held onto that position for the last two decades. Canadian consumers were very technology-savvy and valued quality‚ customer service and favorable return policies over low prices. By 2000‚ Samsung had evolved into a credible player in the consumer electronics market and
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