A Model of Distributor Firm and Manufacturer Firm Working Partnerships Author(s): James C. Anderson and James A. Narus Source: Journal of Marketing‚ Vol. 54‚ No. 1 (Jan.‚ 1990)‚ pp. 42-58 Published by: American Marketing Association Stable URL: http://www.jstor.org/stable/1252172 . Accessed: 21/12/2013 11:59 Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use‚ available at . http://www.jstor.org/page/info/about/policies/terms.jsp . JSTOR is a not-for-profit
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Firm Size and the Nature of Innovation within Industries: The Case of Process and Product R&D Author(s): Wesley M. Cohen and Steven Klepper Reviewed work(s): Source: The Review of Economics and Statistics‚ Vol. 78‚ No. 2 (May‚ 1996)‚ pp. 232-243 Published by: The MIT Press Stable URL: http://www.jstor.org/stable/2109925 . Accessed: 14/01/2013 05:08 Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use‚ available at . http://www.jstor.org/page/info/about/policies/terms
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related policies‚ the sales revenue of China’s digital cameras showed the fluctuation trend during 2009-2012. But with the improvement of national economy and living standards as well as the increasing market of consumer electronics products‚ it is predicted that the sales revenue of digital cameras will increase in the future few years and will reach CNY 85 billion by 2017.In 2012‚ Canon‚ Nikon and Sony ranked the top three positions in China’s digital camera market with the accumulative attention
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M&A & Restructuring Strategies. Merger: Two Firms agree to integrate operations on relatively equal basis(usually 1 dominates another in mkt share/size/asset value) Hostile takeover: (delivers higher shareholder value than friendly acquires)(Preannouncement returns of hostile takeover anticipated with increase in bidder & target’s share price). Diversification creates value by using excess resource. Restructuring used to correct with ineffective mergers/acquisitions. M&A used as means of growth to
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org/journals/jwiley.html. Each copy of any part of a JSTOR transmission must contain the same copyright notice that appears on the screen or printed page of such transmission. JSTOR is an independent not-for-profit organization dedicated to and preserving a digital archive of scholarly journals. For more information regarding JSTOR‚ please contact support@jstor.org. http://www.jstor.org Wed May 23 18:41:07 2007 Strategic Management Joun~al‚Vol. 9‚ 41-58 (1988) FIRST-MOVER ADVANTAGES MARVIN B. LIEBERMAN
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Rules of Merger & Demerger _________________________________________ 1. These rules are called Rules of Merger & Demerger amongst the Firms registered with The Institute of Chartered Accountants of India. 2. Concept of Merger & Demerger: i) The Partnership Act has not prescribed merger & demerger of partnerships. In the corporate world‚ merger and demerger have become universal practices for securing survival‚ growth‚ expansion and globalization of enterprise and achieving multitude
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credit was too great that it lead to firm being unable to meet its obligations. Customers In this market during the difficult economic period the bargaining power of customers in the marker was strong against that of the firms. Ultimately the supply became higher than demand in the market‚ and Hallam’s customers were able to exercise a degree of pressure on the margins they were able and willing to pay on projects. Given the need to maintain cash flow in the firm‚ Hallam had little choice but to accept
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Analysis 1 Why does firm performance differ? Updated: 30 Aug. 2006 ©Scott Gallagher 2004 Internal Analysis Earlier we explained differences in firm performance as being a function of their external environment. However‚ this is only part of the story. Obviously‚ each firm has some unique aspects. Internal analysis is an attempt to explain how and why these internal differences explain differences in firm performance. Resources and Capabilities. Economics generally models firms as generic black boxes
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Internal economies of scale arise when firms increase their scale of production. Hence‚ they incur lower average costs of production‚ either through specialization or other factors. When average costs fall‚ giving the price of the good to be constant‚ profit margins of these firms will be increased. Thus‚ the individual firm benefits from internal economies of scale. External economies of scale arise when all firms in an industry experience decreasing average costs of production‚ which can be
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Strategic competitiveness is a type a strategy that certain firm can plan to achieve their organizational goals even though there are a lot of competitors around them. It can be achieved when a certain company or firm successfully come out with a special ideas or strategy that can allows the firm to create wealth to its organization when it is implemented or in other word‚ implementing value-creating strategy. Usually‚ in implementing strategic competitiveness‚ other companies are unable to duplicate
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