...The Swiss Luxury Watchmaking Industry A general overview and a closer look at the celebrity endorsement and sponsorship communication strategy used by the leaders. Karine Gautschi January 2005 HEC Lausanne – Hautes Etudes Commerciales, MIM – Master of International Management Thesis Director, MIM: Professor Stéphane Garelli Expert, Omega: Jean-Pascal Perret Table of Contents 1 2 INTRODUCTION .............................................................................................................. 1 LUXURY WATCH INDUSTRY: A SHORT OVERVIEW .................................................. 3 2.1 2.2 3 DEFINITION AND PRICE SEGMENTATION ........................................................................ 3 LUXURY BRANDS AND THEIR POSITIONING ..................................................................... 5 ANALYSIS OF THE LUXURY WATCH INDUSTRY........................................................ 7 3.1 THREAT OF NEW ENTRANTS .......................................................................................... 9 Capital requirement ............................................................................................ 9 Brand recognition ............................................................................................... 9 Distribution........................................................................................................ 15 3.1.1 3.1.2 3.1.3 3.2 BARGAINING POWER OF BUYERS .........................................
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...The Swiss Luxury Watchmaking Industry A general overview and a closer look at the celebrity endorsement and sponsorship communication strategy used by the leaders. Karine Gautschi January 2005 HEC Lausanne – Hautes Etudes Commerciales, MIM – Master of International Management Thesis Director, MIM: Professor Stéphane Garelli Expert, Omega: Jean-Pascal Perret Table of Contents 1 2 INTRODUCTION .............................................................................................................. 1 LUXURY WATCH INDUSTRY: A SHORT OVERVIEW .................................................. 3 2.1 2.2 3 DEFINITION AND PRICE SEGMENTATION ........................................................................ 3 LUXURY BRANDS AND THEIR POSITIONING ..................................................................... 5 ANALYSIS OF THE LUXURY WATCH INDUSTRY........................................................ 7 3.1 THREAT OF NEW ENTRANTS .......................................................................................... 9 Capital requirement ............................................................................................ 9 Brand recognition ............................................................................................... 9 Distribution........................................................................................................ 15 3.1.1 3.1.2 3.1.3 3.2 BARGAINING POWER OF BUYERS .........................................
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...1. Task We had four countries to compare and ultimately decide which one should be the preferred European country where Fat Face should expand to. The management team at Fat face have managed to narrow it down to Croatia, Italy, Romania and Sweden. Using Macro environmental factor we aim to narrow it down further into two countries. Finally using macro, micro and other factors we seek the most suitable option. In order for our team of consultants to determine which country to select an evaluation of the candidate countries has to be executed, which should in turn provide insight into tradeoffs that should be made, allowing justified reasons to be given for the final country selected (Beim, G and Levesque, M, 2004.) 2. Introduction - About Fat Face Marketing is - “…the multinational process of planning and executing the conception, pricing, promotion and distribution of ideas, goods, and services to create exchanges that satisfy individual and organisational objectives.”- Onkvist et al. It is essential that Fat Face acts better than the direct competitors and with the purpose of generating profit. Going international in itself is an enormously high cost exercise in terms of money and top management time and commitment. Therefore international expansion must generate added value not only in terms of larger sales quantities, but more. (S. Hollensen (2007)) So Fat Face needs to gain competitive advantage, by filling in a niche and using its brand image as a unique selling...
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...I. INTRODUCTION. At the top of the corporate structure will be a Board of Directors headed by a chairman or President and a Managing Director. It is their task to determine the overall policy of the business and future direction that the company will take. Policy areas which will be decided the by top management might include. The philosophy of the company’s logistics strategy. The routes that the company will serve. The type and size of vessels used. Fleet replacement policy (owning and chartering). Flag policy. Membership of alliances and conferences. In house ship management or contracted out. Marketing and pricing strategies, in house or independent agency. Financial performance. Having established the policy the board will delegate the management of these functions to various operating departments. An agent is a person who acts for or behave of another in such manner that the principle is legally liable for all acts under agency. An agent function is to bring his principle into contractual relationship with third parties. Under the English law an agency relationship arise when one person, who is called the agent is authorized or considered by law as authorized to represent another person called the Principal in such a way to be able to affect the principal’s legal position. This is the general principle of any agency agreement. However, this situation can be extended by agreement and terms of the appointment can sometimes give the agent rights of lien also...
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...| Final Project Report | International Business Management | MKT-324 | | | Submitted to: Dr. Amira Khattak Submitted by: Aqsa Qamar Sarah Malik Sabah Anwar Hayat Solangi Afaq Baig Date: January, 26th, 2015 Table of Contents 1.0 Company Introduction 4 2.0 Problem Statement 5 3.0 Literature Review 5 3.1 The Concept of Internationalization 5 3.12 The Entry Mode 5 3.13 The Factors That Influence Entry Mode Choice 6 4.0 Findings 7 4.1 Mode of entry 7 4.12 Autonomy in Operations 8 4.13 Conditions of Franchising. 8 4.14 Restaurant Ownership 8 4.2 Location 9 4.21 Mission as the Guiding Principle. 9 4.22 Market share 10 4.23 Pricing Strategy 10 4.3 Functional Strategies 11 4.31 Marketing Problems 11 4.32 HR Problems 11 4.33 Training 11 4.34 Adapting to Pakistani culture 12 4.35 Promotional strategies 12 4.4 Environmental Scanning 12 4.41PEST Analysis 12 5.0 Conclusion and Recommendations 14 6.0 References 16 Abstract In this age of internationalization, people are able to share any kinds of food from different parts of the world, thanks to the global business of food and beverage companies. As the leading driver of global growth in consumer food service...
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...CHAPTER 12 GLOBAL MARKETING CHANNELS AND PHYSICAL DISTRIBUTION SUMMARY A channel of distribution is the network of agencies and institutions that links producers with users. Physical distribution is the movement of goods through channels. Business –to-consumer marketing uses consumer channels; business-to-business marketing employs industrial channels to deliver products to manufacturers or other types of organizations. Peer-to-peer marketing via the Internet is another channel. Distributors and agents are key intermediaries in both channel types. Channel decisions are difficult to manage globally because of the variation in channel structures from country to country. Marketing channels can create place utility, time utility, form utility, and information utility for buyers. The characteristics of customers, products, middlemen, and environment all affect channel design and strategy. Consumer channels may be relatively direct, utilizing direct mail or door-to-door selling, as well as manufacturer-owned stores. A combination of manufacturers' sales force, agents-brokers, and wholesalers may also be used. Global retailing is a growing trend as successful retailers expand around the world in support of growth objectives. Retail operations takes many different forms, including department stores, specialty retailers, supermarkets, convenience stores, discount stores, warehouse clubs, hypermarkets, supercenters, category killers, and outlet malls. Selection, price...
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...Project Management Casebook Project Management Casebook David I. Cleland, Karen M. Bursic, Richard Puerzer, and A. Yaroslav Vlasak Library of Congress Cataloging-in-PublicationData Project management casebook /edited by David I. Cleland ... [et al.]. P. cm. Includes bibliographical references. ISBN: 1-880410-45-1 (pbk.) 1. Industrial project management--Case studies. I. Cleland, David I. HD69.P75P728 1997 658.4'04--dc21 97-3116 CIP l Copyright O 1998 by the Project Management Institute. Al rights resewed. Printed in the United States of America. No part of this work may be reproduced or transmitted in any form or by any means, electronic, manual, photocopying, recording, or by any information storage and retrieval system, without prior written permission of the publisher. Book Team Editor-in-Chief: James S. Pennypacker Book Designer: Michelle Owen Copyeditor: Toni D. Knott Copyeditor: Amy Goretsb Copyeditor: Mark S.Parker Cover design by: James S. Pennypacker and Dewey Messer Production Coordinator: Mark S. Parker Acquisitions Editor: Bobby R. Hensley PMI books are available at special quantity discounts to use as premiums and sales promotions, or for use in corporate training programs. For more information, please write to the Business Manager, PMI Publishing Division, 40 Colonial Square, Sylva, NC 28779. Or contact your local bookstore. The paper used in this book complies with the Permanent Paper Standard issued by the National Information Standards Organization...
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...Kayaking Kayaking is about 4000 years old and was first founded by the Inuits. The word ‘kayak’ means ‘hunter’s boat’ and comes from the Paloe-eskimos of Greenland. They designed the kayak to hunt animals and used them for transportation of passengers or goods. The Inuits used to make the kayaks out of seal skins that they would stretch over the driftwood that was collected from the beaches. The native builders of the kayaks used to design and adapt the boats based on their own experiences and that of the generations before them. The wives’ of the men who used the kayaks would normally sew the skins of the boat. A ‘tulik’ was normally laced to the kayak, and this would create a waterproof seal so when the man capsized, they could Eskimo roll to regain posture. This influenced the spraydeck made of a waterproof synthetic material that most kayakers use now. Inuits used to have specific ways of measuring their kayaks. For instance the length was normally three times the length of their arm span. And the width of the cockpit was typically the width of the builder’s hips, plus two fists. Today, most kayaks are made of plastic and composite materials such as fibreglass as they are more prone to damage from impact. They have specific features making them streamline and move swiftly and easily through the water. Features such as: * A raised bow * Multi-hull storage – this allows for more stability. * Deck lines – these make it easier to grab hold of the kayak and...
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...the corporation itself. The corporations' revenues come from the rent, royalties and fees paid by the franchisees, as well as sales in company-operated restaurants. This can only be attributed to the fact that McDonald's management style and strategies are extremely effective when faced with the vast amount of issues it has in its sixty plus years of history. McDonald's business in India: McDonald’s success in global growth is exemplified in its achievement in infiltrating the Indian food market. This infiltration has been made famous due to management and strategic issues encountered by McDonald's from the macroeconomic environment, particularly in the economic, demographic, socio cultural and the competitive environment. McDonald's entry strategy in India is a major reason in the way its success came about. The company was faced with many different possibilities, but encouraged by previous failings from rival companies in KFC and a vast amount of research into India and its markets McDonald'. McDonald’s is...
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...www.the-criterion.com The Criterion: An International Journal in English ISSN 0976-8165 Empire and Excess: Kipling and the Critique of Said’s Orientalism Sourit Bhattacharya Edward Said’s Orientalism remains one of the most influential books of the last quarter of twentieth century. In an informative manner, Said locates the seeds of Orientalism right in the medieval European imagination that solidifies itself in the nineteenth century. It is through knowledge, power, reason, scientific technologies and disciplinary set-up, philosophical supremacy and commercial benefit that the Europeans tried to redefine and restructure the East. The result was the emergence of a new form of ‘power’ based on information and control. Behind all the sacrificial and religious garb of the ‘white man’s burden’, Said notes, there runs hideous machinery that distorts the forms of knowledge, and remoulds the subject-object relationship in a Eurocentric mirror reflection. The orient becomes a textual study, a place, seen in mass, and considered to be transformed in such implacable homogeneity. Said writes: “In the system of knowledge about the Orient, the orient is less a place than a topos, a set of references, a congeries of characteristics, that seems to have its origin in a quotation, or a fragment of a text, or a citation from someone’s work on the Orient.”1 The Orient, like the ‘terra nullius’ notion of Australian imperialism, never exists, or exists in a manner which is vast, amorphous...
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...Abandoning Innovation in Emerging Industries* Rajshree Agarwal College of Business University of Illinois at Urbana-Champaign 350 Wohlers Hall, 1206 S. Sixth Street Champaign, IL 61822 Voice: (217) 265-5513 agarwalr@uiuc.edu Barry L. Bayus Kenan-Flagler Business School University of North Carolina CB 3490 Chapel Hill, NC 27599 Voice: (919) 962-3210 Barry_Bayus@UNC.edu Mary Tripsas Harvard Business School Soldiers Field Road Boston, MA 02163 Voice: (617) 495-8407 mtripsas@hbs.edu Preliminary Draft September, 2005 All authors contributed equally and are listed in alphabetical order. The paper has benefited from comments made by seminar participants at the Harvard Business School. All remaining errors are ours. * Abandoning Innovation in Emerging Industries Abstract Existing models of industry evolution describe a smooth pattern of emergence over time in which the number of firms in an industry increases, hits a peak, decreases as a result of a shakeout, and then stabilizes as the industry reaches maturity. Although this model has been well-accepted and the basic empirical finding holds true across a range of industries, we propose that the finding is not as robust as is generally assumed. We introduce an alternative pattern of evolution in which, during the emergent stage, an industry experiences a sharp decrease in the number of firms – a “mini shakeout” – before increasing again, reaching a final peak and undergoing a major shakeout as described in the extant literature...
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...Acknowledgement We wish to express our sincere gratitude to MahatabMuntazeri(Mbt), lecturer department of Marketing for providing us awonderful opportunity to do project on our own created Perfume Brand ‘IMPUDENCE’. By this project we have gathered balk amount of experiences which have increased our knowledge about various Marketing strategy. Secondly, we appreciate each other of our group members because of our magnificent co-operation and team work. Date: 15 August 2015 MahtabMuntazeri (Mbt) Lecturer Department of Marketing North South University Subject: Letter of Transmittal Dear Sir, With due respect, we, the undergraduate students of BBA has reported a marketing plan on a newly made brand, under the course MKT-344: Consumer Behavior. Though we are in learning curve, this report has enabled us to gain insight into the core fact of creating a marketing plan. So it becomes as an extremely challenging and interesting experience. Thank you for your supportive consideration for formulating an idea. Without your Inspiring this report would have been an incomplete one. Lastly I would be thankful once again if you please give your judicious advice on effort. Yours’ Sincerely, ShifatIbneZaman- 1311398630 Shawkat Ali Galib-1320824030 ArefinMoin-1320484630 MehediHasanOvi-1321092030 Shiabul Islam Chowdhury-1320797030 Executive Summary IMPUDENCE is the Bangladesh’s first local premium perfume brand. It is luxurious...
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...thousands of managers—more than 600,000 annually in the Fortune 500 alone— transition into new jobs.1 By the time he or she reaches the top, the typical CEO of a Fortune 100 company has made seven major transitions—moves between functions, business units, or companies.2 But for every successful CEO, there are many talented managers who stumble along the way, damaging their careers and the organizations they were charged to lead. The actions new leaders take during their first few months can have a major impact on their success or failure, yet there is little good advice available on how to take charge in a new leadership role. Transitions are pivotal times, in part because everyone is expecting change to occur. But they are also periods of great vulnerability for new leaders who lack established working relationships and detailed knowledge of their new role. New leaders who fail to build momentum during their transition face an uphill battle from that point forward. Common Traps An analysis of new leaders who under-perform reveals six common traps into which they fall. Trap #1. Being Isolated New leaders can become isolated as a consequence of over-reliance on financial and operating reports and quantitative analyses to assess their new organizations. They spend too much time reading and not enough time meeting and talking. Often this happens because the new leader wants to “know” the organization before venturing out into it. But the resulting isolation inhibits the 1 This is...
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...The Case Study of Eva Airways Core Competencies in Airline Industry | December 252012 | The idea of "core competences" is one of the most important business ideas currently shaping our world. This is one of the key ideas that lies behind the current wave of outsourcing, as businesses concentrate their efforts on things they do well and outsource as much as they can of everything else. Eva Airways core competencies covers excellent flight safety record, advanced flight equipment to enhance flight safety, fleet complete, network-intensive services, caring and meticulous service that includes their current and future customer service programs, human capital investment for providing excellent customer service, and professional management. With these excellent customer-oriented services, Eva Air proves that they are already world-class air carrier and robustly have an edge to compete in international market with the low-cost airline carrier, prestige airline carrier, and even the government-controlled carrier. We also believed that Eva Air’s customer-oriented services (core competencies) could sustain the growing or future demands in airline industry and can survive the toughness of the competition. The Case Study of Eva Airways Core Competencies in Airline Industry I. INTRODUCTION The airline industry exists in an intensely competitive market. Over the years, air travel has become so commonplace that it would be hard to imagine life without it. The airline industry, therefore...
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...Investment Banking: Past, Present, and Future by Alan D. Morrison, Saïd Business School, University of Oxford and William J. Wilhelm, Jr., McIntire School of Commerce, University of Virginia investment banks are changing fast. Forty years ago the industry was dominated by a few small partnerships that made the bulk of their income from the commissions they earned floating securities on behalf of their clients. Today’s investment banks are huge full-service firms that make a substantial proportion of their revenues in technical trading businesses that started to attain their current prominence only in the 1980s. The CPI-adjusted capitalization of the top ten investment banks soared from $1 billion in 1960 to $194 billion in 2000. Between 1979 and 2000, the number of professionals1 employed by the top five investment banks (ranked by capitalization) rose from 56,000 to 205,000.2 The enormous upheavals documented in the previous paragraph raise a number of difficult questions. What have the investment banks of today got in common with their predecessors? Is it possible to draw any meaningful parallels between businesses that today call themselves investment banks and the investment banks of 20, 40, or even 100 years ago? What is the source of the recent changes to the investment banking landscape, and can we say anything about the likely future direction of the industry? These questions point to a more fundamental one: namely, if investment banks did not exist, would we need to invent...
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