UNIVERSITY OF HONG KONG‚ SCHOOL OF BUSINESS FUDAN UNIVERSITY‚ SCHOOL OF MANAGEMENT International Master of Business Administration ( General ) Academic Year 2013-‐2014 Individual Assignment Competitive Strategy June 10‚ 2014 Submitted by 程恭 2013960120
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standalone business. Advantages- By consolidating its document management services with ACS’s client back office operations‚ Xerox anticipates to increase its overall revenue. Only 20% of the two firm’s customers overlap. This enables a cross selling of each firm’s products and services to the other firm’s customers. Disadvantages- Xerox’s credit rating was downgraded to triple B-minus‚ which is only one notch above junk by Standard& Poor. An apparent lack of synergies between the two
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Mistine: A Case Study Mary Jo Barbato Globe University March 5‚ 2010 Mistine is poised for success in its attempt to continue as Thailand’s front runner in the direct-selling cosmetics industry. Being number one in a small group of competitors is a precarious‚ but beneficial position. As leader‚ Mistine will continue to be in control of its own destiny. The current levels of market share and growth are theirs to lose. Their quality commitment and customer satisfaction guarantee
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called "virtual integration"—a stitching together of Dell’s business with its supply partners and customers in real time such that all three appeared to be part of the same organizational team. Dell’s promotional strategies include: 1. Direct Sales: Selling Direct to customers gave Dell firsthand information about customer preferences and needs‚ as well as immediate feedback on design problems and quality glitches. With thousands of phone and fax orders daily‚ Internet sales‚ and daily contacts between
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EXECUTIVE SUMMARY The basic concept of my project “ Impact of promotional activities for selling HCL products ” was based on sales promotion and selling. For this I had got a training of product knowledge of wide range of products such as HCL laptops‚ desktops‚ Nokia mobiles‚ Canon Printers‚ Kodak Cameras‚ X-Box‚ Apple IPods‚ etc. Consumer retention is the key success factor for any competitive market. An effort was made to ascertain and analysis customer views and preferences
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customer base. We are already shipping to customers and the body butter has already been created. We are also now trying to perfect the perfect body scrub to start selling in 2015 as well. We have been in business since December 2013 and plan to go full force the first quarter of 2015. Products and Services: As of now‚ we are selling only whipped natural body butter. In the future‚ we plan on adding more skin care product our ChloShea Natural product line. Target Market: The age range is customers
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CHALLENGES IN SERVICE MARKETING Managing‚ growing‚ and profiting with both product and service businesses are challenging tasks. But the challenges are different from one to the other. Listed below are some of the most common and difficult challenges of growing and managing consulting‚ professional‚ or technology service businesses that don ’t necessary apply to product businesses. • Marketing Intangibles This makes services difficult to conceptualize and evaluate from the client perspective
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How would you describe Reed’s position in the Columbus market? How do their customers differ from the competitors and where are they satisfying and dissatisfying them? Reed Supermarkets (RSM) currently has an established position in the Columbus market with 25 total stores that hold 14% of the market share‚ the highest of all of its competitors. Their current sales‚ as of 2010‚ are $660 million (slightly lower than in 2009) and they are currently maintaining a profit margin of 2.1%. The RSM brand
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Brazos Partners People: • Bowers and Clayton – they seem to have built a strong business‚ and are not selling because they think that there is something wrong with the business or it has topped out. I believe that because Bowers is staying on to handle marketing and sales‚ the transition should be relatively smooth • Brazos Partners – these three men bring a unique set of skills to the table. The private equity experience from Fronterhouse and McGee seems pretty standard with running a fund like
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I see no point in telling the customers about the nine percent difference in product quality. In my opinion‚ telling the customers will do more harm than good. One reason is that a likely backlash will occur from those who feel we should not be selling the product in the first place regardless if the milk passes all industry standards. These customers will likely feel that my company would do anything for profits. I do believe some customers will appreciate the fact that my company is being honest
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