will reduce both sales and labor availability for Companies especially foreign brands like nespresso. The business culture in china is based on strong family ties and cultural network. (Guanxi connection) (Huang‚ 1987 (business in china 2007). Guanxi is a Chinese business practice of favoring a family and close friends prior to doing business. This could be unfavorable to foreign businesses like nespresso and other western companies. LEGAL FACTORS. Foreign trade laws‚ land ownership laws‚ patent
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Analysis of External Environmental In analyzing the macro-environment‚ it is important to identify the factors that might affect the AirAsia’s supply and demand levels and its cost. The external environment can be analyzed by conducting a PEST analysis and Poter’s 5 Forces model. Thereafter‚ an analysis of the industry and competitive environment of AirAsia will assist in identifying the main oppurtunities and threats. PEST Analysis - Macro Environment The PEST analysis is used to describe a framework
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The concept was first used by Michael Porter in 1985 ( Porter‚ 1985). The value chain is employed to describe the activities within an organisation which together create a product or a service. It is the cost of these value activities and the value that they deliver that determines whether or not best value products or services are developed (Johnson and Scholes‚ 2006). Porter identified the ’value chain’ as a means of analysing an organisation’s strategically relevant activities in order to understand
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| RESEARCH ASSIGNMENT | Brazil: Swimear & Surfwear | | Warwick Brown (87354922) | | | Contents EXECUTIVE SUMMARY 1 SITUATION ANALYSIS 1 POLITICAL 1 ECONOMIC 2 SOCIAL 3 TECHNOLOGICAL 5 LEGAL 6 ENVIRONMENTAL 7 THE SWIMWEAR INDUSTRY 8 BRAZILIAN BRANDS 9 AUSTRALIAN BRANDS 10 MARKET ENTRY STRATEGIES 12 EXPORT 12 JOINT VENTURE 12 DIRECT INVESTMENT 13 PREFERRED STRATEGY 13 APPENDIX 15 BIBLIOGRAPHY 16 EXECUTIVE SUMMARY Brazil is the largest
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Business Source Complete‚ EBSCOhost‚ Mintel Group Ltd. 2013. Clothing Retailing - UK - October 2013 - The ConsumerUse of Social Media for Fashion. ‚ Business Source Complete‚ EBSCOhost‚ viewed 3 October 2014. Nespresso. 2014. Nespresso. [online] Available at: https://www.facebook.com/nespresso?fref=ts‚ viewed 4 October 2014.
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(Ernst et al‚2010)‚ which‚ successfully supported by aspirational branding efforts‚ arguably adheres to the impression-focused trends within society (Jackson‚2010‚cited; Bennie et al‚2011). However‚ recent loss of market share and the ubiquity of Nespresso in the mass-market‚ which conflicts with it’s concept of best-in-class service‚ best quality and premium brand identity‚ suggests that issues are prevalent within the company’s marketing strategy (Varadarajan‚2010). Nespresso’s critical marketing
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the business model. The value proposition of what is offered to the market; (http://businessmodelalchemist.com/blog/2005/11/what-is-business-model.html) Analyse your case companys Business model by using Osterwalder’s framework In order to analyze Nespresso‚ a daughter company of
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products and services resulting from these social and ethical campaigns? Are consumers loyal to these businesses? In order to analyse the links between CSR and consumer behaviour‚ the authors use a structural equations model and a Focus Group. The “Nespresso” Case is analysed and included in the survey questions‚ since it is a very well known brand amongst Portuguese consumers. The main conclusions of the paper are that although some of the indicators do not present excellent results‚ the hypotheses
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own examples to illustrate. (Refer to project) * Link to PESTL DO NOT WRITE ABOUT LOCAL COMPANIES‚ unless it is a SINGAPORE COMPANY OPERATING IN ANOTHER COUNTRY OTHER THAN SINGAPORE!!!! - Related to IMC (Pricing and Promotion) 5-6 pages for each question‚ 7-8 lines one Paragraph through life examples‚ youtube‚ website‚ companies. One factor with short examples PREPARE EXAMPLES to tell a ‘story’ (7-10) – PRINT OUT!!! (Link to PESTL‚ teach about standardization/ adaptation of 4Ps) HOW WOULD
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Federica Galfo M38/000789 Stefano La Cognata M38/000799 Tetyana Koptyayeva M38/000695 BLUE OCEAN STRATEGY Chan Kim and Renée Mauborgne “ Blue Ocean strategy” “How to create uncontested market and make competition irrelevant” BLUE OCEANS = unknown market spaces with few competitors Blue Ocean strategy VALUE INNOVATION (Differentiation) = Search for “Blue Oceans” • Exploring non customer groups • Challenging the industry’s strategic logic FOUR ACTIONS FRAMEWORK Key questions a company should
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