...8/10/2015 What's Next for Alexander Wang’s Democratic Empire? | Intelligence, #BoF500 | BoF INTELLIGENCE ș ģňǻẄ řěđňǻxěŀǺ řǿf ťxěŇ ș ťǻħẄ ěřį mĚ čįťǻřčǿměĐ Ǿvěř țħě ŀǻșț țěň ỳěǻřș, Ǻŀěxǻňđěř Ẅǻňģ ħǻș bųįŀț ǻ fǻșħįǿň ěmpįřě ẅįțħ ǻ břǻňđ ǻřčħįțěčțųřě țħǻț đěfįěș țħě čǿňvěňțįǿňș ǿf țřǻđįțįǿňǻŀ ŀųxųřỳ șțřǻțěģỳ. Ẅįțħ Bǻŀěňčįǻģǻ běħįňđ ħįm, ẅħǻț'ș ħįș pŀǻň fǿř țħě ňěxț đěčǻđě ǿf ħįș ǿẅň ŀǻběŀ? ŇĚẄ ỲǾŘĶ, Ųňįțěđ Șțǻțěș — Ǻ bųżżỳ ňěẅ đěșįģňěř bųșįňěșș čǻň ǿfțěň ǻțțřǻčț ǻ fǻňbǻșě ǿf ỳǿųňģ fǻșħįǿň đěvǿțěěș, ẅħǿ čřěǻțě ǻ fųșș ǿň șǿčįǻŀ měđįǻ, șňǻp ųp țħě břǻňđ’ș ěňțřỳ-ŀěvěŀ přǿđųčțș — ǻ $300 șķįřț, șǻỳ — ǿř șǻvě ųp fǿř șǿměțħįňģ mǿřě șųbșțǻňțįǻŀ. Bųț đěșįģňěřș ģřǿẅ ųp. Țħěįř șųppŀỳ čħǻįňș ģěț șŀįčķěř; țħěįř mǻțěřįǻŀș běčǿmě mǿřě čǿmpŀěx; ǻňđ, șǿměțįměș, țħěỳ fįňđ įňvěșțměňț. Běfǿřě ỳǿų ķňǿẅ įț, țħǻț bųżżỳ ňěẅ bųșįňěșș įș fǻșț běčǿmįňģ ǻ “ģŀǿbǻŀ ŀųxųřỳ břǻňđ” ǻňđ, șǿměẅħěřě ǻŀǿňģ țħě ẅǻỳ, įț běčǿměș ųňǻffǿřđǻbŀě fǿř įțș ǿřįģįňǻŀ čųșțǿměřș. Ňǿț Ǻŀěxǻňđěř Ẅǻňģ. Ħįģħ fǻșħįǿň, ŀǿẅ fǻșħįǿň; ŀųxųřỳ, mǻșș mǻřķěț — Ẅǻňģ đǿěș įț ǻŀŀ. Ǻ Ẅǻňģ fǻň čǻň bųỳ ǻ ŀěǻțħěř bǻțħřǿbě čǿǻț fǿř $2,995 ǿř ǻ ț-șħįřț fǿř $80. Șħě čǻň bųỳ țħě jěǻňș ǿř țħě șķįřț fǿř ǻřǿųňđ $300. Ǻňđ įf șħě ģǿț țǿ țħě șțǿřě běfǿřě įț șǿŀđ ǿųț, șħě čǿųŀđ ħǻvě șčǿřěđ ǻň Ǻŀěxǻňđěř Ẅǻňģ fǿř Ħ&M șẅěǻțșħįřț fǿř $59.95. Ẅǻňģ’ș įș ǻ đěmǿčřǻțįč fǻșħįǿň ěmpįřě. Ǻňđ, ẅįțħ 26 șțǿřěș ẅǿřŀđẅįđě ǻňđ řěpǿřțěđ řěvěňųěș ǿf ǿvěř $100 mįŀŀįǿň įň 2013, įț’ș ǿňě ǿf țħě bįģģěșț ǿf ǻňỳ ỳǿųňģ đěșįģňěř ẅǿřķįňģ țǿđǻỳ. Șǿ, ħǿẅ đįđ...
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...About The Report: In this report we are focusing on the product information, how the Wimax technology has revolutionized the world and how particularly Qubee Wimax is working in Bangladesh. The flaws in marketing strategies that Qubee adopted when their product was launched and the changes later on they made in their strategies to get a better market response. Everyone in business can benefit from being connected to the internet. You can keep an eye on what your competitors are doing and even advertise your business to other internet users. The speed and reliability of a Qubee connection could really transform the way your business works. Qubee has a team of professionals dedicated to serve your corporate and business needs. These teams will also be able to offer you some special packages especially designed for business needs. Executive Summary: WiMAX is a Worldwide Interoperability of Microwave Access. WiMAX is described in IEEE 802.16e Wireless Metropolitan Area Network (MAN) standard which has recently been introduced in Bangladesh by AD consortium Qubee. It is expected that WiMAX compliant systems will provide fixed wireless alternative to conventional DSL and Cable Internet. Qubee Wimax is using Motorola's WiMAX technology to provide wireless fixed broadband data services for residential and corporate use. The company is using WIMAX as a cost effective and fast-to-deploy broadband solution, as part of its strategy to create a...
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...Telecommunications Industry in India Industry Background The telecom sector in India is a booming market now. India is the world’s second largest mobile phone user with a total subscriber base of 894 million as of December 2011, and the third largest internet user with a subscriber base of 121 million as of December 2011. The total market values according to experts are $75.88 billion with a y-o-y growth rate of 26% and generate employment for about 10 million people. The services sector generates revenue of about $62.31 billion (FY 2010-2011) and the equipment sector generates about $25.75 billion. Factsheet as of Dec, 2011: Particulars | Wireless | Wired | Total | Total Subscribers (million) | 893.84 | 32.69 | 926.53 | Total net addition (million) | 9.47 | -0.28 | 9.19 | % of monthly growth (%) | 1.07 | -0.84 | 1 | Urban Subscribers (million) | 586.26 | 24.94 | 611.19 | Net addition (million) | 4.93 | -0.2 | 4.73 | % of monthly growth (%) | 0.85 | -0.8 | 0.78 | Rural Subscribers (million) | 307.59 | 7.75 | 315.33 | Net addition (million) | 4.54 | -0.07 | 4.47 | % of monthly growth (%) | 1.5 | -0.94 | 1.44 | Overall Tele-density | 74.15 | 2.71 | 76.86 | Urban Tele-density | 161.01 | 6.85 | 167.85 | Rural Tele-density | 36.56 | 0.92 | 37.84 | Share of Urban subscribers | 65.59% | 76.30% | 65.97% | Share of Rural subscribers | 34.41% | 23.70% | 34.03% | Industry in the pre-independence era: The industry was born in 1850 under the British East...
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...has one of the world’s largest mobile phone subscriber bases. It is currently listed seventh in terms of market capitalisation on the HKEx. CGDM is the largest mobile telecommunications provider in China and one of the largest telecommunications companies in the world. Based in China, it has mobile networks in all 31 provinces, autonomous regions, directly-administered municipalities in Mainland China and in the Hong Kong SAR through these subsidiaries. Golden Dragon Mobile Hong Kong Company Limited (GDHK) is one of 33 wholly-owned subsidiaries of CGDM. This Hong Kong subsidiary began in 1996 and was the first Personal 1 Communication Service (PCS ) provider to launch services in Hong Kong under the brand “Dragon Magic Mobiles” (DMM). As the market leader in the Hong Kong PCS market, GDHK currently has 3.2 million mobile phone subscribers. It provides a range of communication services including mobile voice, international direct dialling and roaming, and wireless data which are dependent on advanced technologies including WAP, GPRS and EDGE. All of these are delivered through the well-established and respected Dragon Magic Mobiles brand. Capitalising on the strong support of its parent company, GDHK has launched a series of cross-border mobile services for customers travelling between Hong Kong and mainland China. GDHK also draws all research and development (R&D), new product development, and a majority of its manufacturing from CGDM. However, not all manufacturing is operated...
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...371, 2nd Floor, Elektrovej, Kgs, Lyngby 2800, Denmark Tel.: +45 45255181 Fax: +45 45963171 Email: sutan@cti.dtu.dk ABSTRACT This paper looks at the evolution of mobile technology and the evolution of the business models associated with it. Briefly, the different technologies will be examined. More importantly, it will trace the route taken by the mobile network from 2G to 3G and beyond, it will look at the factors that have influenced the decision of mobile operators to switch or upgrade to 3G and also why some others have chosen not to do so. While technology has evolved, so has the business models of the industry. The evolution of the business models from 2G to 3G will be described here. How the mobile industry has changed in terms of market players is part of this description. 1 INTRODUCTION In recent years, we have seen many changes in the mobile industry. Mobile telephony has evolved a great deal since the beginning of the GSM standard. It is thus, of interest to trace this technology change from when we once used the mobile telephone as just a device to make simple voice calls to the multimedia device of today. The different evolution paths that have been taken by different mobile operators will be examined. Reasons for their decisions will be discussed. While technology was evolving, what followed was that of evolution of the business models used in the industry. As services change from voice centric to data centric services, mobile operators have had to adopt different...
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...has one of the world’s largest mobile phone subscriber bases. It is currently listed seventh in terms of market capitalisation on the HKEx. CGDM is the largest mobile telecommunications provider in China and one of the largest telecommunications companies in the world. Based in China, it has mobile networks in all 31 provinces, autonomous regions, directly-administered municipalities in Mainland China and in the Hong Kong SAR through these subsidiaries. Golden Dragon Mobile Hong Kong Company Limited (GDHK) is one of 33 wholly-owned subsidiaries of CGDM. This Hong Kong subsidiary began in 1996 and was the first Personal 1 Communication Service (PCS ) provider to launch services in Hong Kong under the brand “Dragon Magic Mobiles” (DMM). As the market leader in the Hong Kong PCS market, GDHK currently has 3.2 million mobile phone subscribers. It provides a range of communication services including mobile voice, international direct dialling and roaming, and wireless data which are dependent on advanced technologies including WAP, GPRS and EDGE. All of these are delivered through the well-established and respected Dragon Magic Mobiles brand. Capitalising on the strong support of its parent company, GDHK has launched a series of cross-border mobile services for customers travelling between Hong Kong and mainland China. GDHK also draws all research and development (R&D), new product development, and a majority of its manufacturing from CGDM. However, not all manufacturing is operated...
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...analysis……………………………………………………………………2 Consumer analysis…………………………………………………………………..2-3 Market mix Product…………………………………………………………………………...….3-4 Price…………………………………………………………………………………....4 Promotion……………………………………………………………………………4-5 Place…………………………………………………………………………………...5 STP analysis Segmentation……………………………………………………………………..……6 Targeting…………………………………………………………………………….6-7 Positioning…………………………………………………………………..………7-8 SWOT……………………………………………………………………….......…8-9 Final reference………………………………………………………..………10-14 Introduction Nestlé S. A. was the world’s largest food and beverage company. Nestlé’s boss proposed a request to its new manger of Nestlé Crunch to increase 20 percent dollar in brand profitability with limited budget (Barton, 2012-2014). Therefore, this report will make a market audit for Nestlé Crunch to carry out the SWOT of Nestlé Crunch based on the analysis of the business environment, market mix and STP. Discussion Business environment PEST In politic aspect, Nestlé Crunch would influence by taxation policies as chocolate might to be taxed to prevent health problem (BBC News, 2009). In economic aspect, although it was pleasure to see that the worst financial crisis had over and the economic began to recover since mid 2009, the USA still seemed recession due to its low inflation and higher unemployment rate (The department of the Treasury, 2012). Unfortunately, Nestlé Crunch was the elastic demand product as Barton (2012-2014) recorded that the increasing price of Nestlé Crunch...
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...LITERATURE REVIEW WHAT IS A BRAND? Branding is a discipline that has emerged from the consumer goods domain particularly fast moving consumer goods. Historically, brand has been inextricably linked to the product and branding is seen as the process of adding value to the product. A brand is a cluster of functional and emotional benefits that extend a unique and welcomed promise. This conceptualisation of a brand is universal and applies to various domains including FMCG, internet services and B2B. What changes in every context is the enactment of the brand. It is argued that the concept of a brand is universal, however some adjustments are required in line with the specific context applied; in this case the B2B context. Branding has myopically been viewed by business marketers as largely irrelevant to business markets. Associated mostly with emotional value, branding was believed to offer very little to what is traditionally considered a very rational process i.e. the organisational decision making process. More recent research acknowledges that despite the differences between B2C and B2B contexts both B2C and B2B brands need to engender trust and develop both cognitive and affective ties with stakeholders. THE BENEFITS OF BRANDING IN INDUSTRIAL MARKETS Branding in an industrial market must be perceived to convey benefits to various stakeholders for companies to financially invest in it. With regard to the company investing in branding a number of benefits have been identified...
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...2010, 74–89 From an aggregate to a brand network: a study of the ´ brand portfolio at L’Oreal Claude Chailan, International University of Monaco, Monaco Abstract Our purpose is to contribute to the understanding of brand-portfolio management by examining the brand-portfolio strategies of a world-leading company. We started to work on a case study with L’Oreal. Our research ´ focused on two questions: (1) what reasons lead L’Oreal to develop a brand´ portfolio strategy?; (2) how can brand-portfolio management create a higher and stronger level of competitive advantage for this company? The results show that an aggregation of brands is not in itself a brand portfolio. The juxtaposition of brands is one of, but not the sole, element necessary for the development of a brand portfolio, which is a combination of a brand ensemble and key competences born out of organisational savoir-faire. By analysing the evolution of the L’Oreal brand portfolio, this work shows how the brand ´ combination within a portfolio is a key factor for company development, growth, and risk management. It is a crucial phase to understand L’Oreal’s competitive ´ advantage. Keywords brand portfolio; brands; strategic marketing; L’Oreal ´ Introduction Many firms are becoming increasingly concerned with the definition of the relationships between brands within the company as parts of a whole, and with the organisation of these connections within the framework of a brand network. This is due to the fact that...
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...B2B Brand Management Philip Kotler ´ Waldemar Pfoertsch B2B Brand Management With the Cooperation of Ines Michi With 76 Figures and 7 Tables 12 Philip Kotler S. C. Johnson & Son Distinguished Professor of International Marketing Kellogg School of Business Northwestern University 2001 Sheridan Rd. Evanston, IL 60208, USA p-kotler@kellogg.northwestern.edu Waldemar Pfoertsch Professor International Business Pforzheim University Tiefenbronnerstrasse 65 75175 Pforzheim, Germany waldemar.pfoertsch@pforzheim-university.de ISBN-10 3-540-25360-2 Springer Berlin Heidelberg New York ISBN-13 978-3-540-25360-0 Springer Berlin Heidelberg New York Cataloging-in-Publication Data Library of Congress Control Number: 2006930595 This work is subject to copyright. All rights are reserved, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilm or in any other way, and storage in data banks. Duplication of this publication or parts thereof is permitted only under the provisions of the German Copyright Law of September 9, 1965, in its current version, and permission for use must always be obtained from Springer-Verlag. Violations are liable for prosecution under the German Copyright Law. Springer is a part of Springer Science+Business Media springeronline.com ° Springer Berlin ´ Heidelberg 2006 Printed in Germany The use of general descriptive names, registered...
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...CONSIDERATIONS OF BRAND COMMUNICATIONS IN BRANDING: ADVERTISING, BRAND ELEMENTS, ONLINE ACTIVITIES Mémoire en vue de l’obtention du Diplôme De Master II ès Sciences de Gestion Soutenu par: Mojtaba Jebreili & Dirigé par: Professeur Damien Bo Advisor: Professeur Camelia Akbari Année universitaire: 2009-2010 0 Acknowledgment First of all I want to direct my thanks to my supervisor, doctor Damien Bo and appreciate him for useful feedbacks. Secondly I appreciate my advisor, doctor Camelia Akbari for her useful comments. Finally I would like to thank my family and special thanks to my dear wife who supported me during conducting this thesis just as always. University of Nice 2010 Mojtaba Jebreili i Abstract Brand is a very important element in today's life. Brand management has become a serious task for marketing and branding departments in all firms. While branding is a comprehensive issue dealing with all parts of a company, there are some branding tasks which are specifically accomplished by marketing and branding departments or branding companies. One of these tasks is brand communications consisting of the selection and design of brand elements, advertising and online branding. This thesis focuses on a qualitative review of different aspects of brand communications, while discussing their role in branding. The main questions in this thesis are the role and considerations of brand elements, advertising and online activities in building brand equity. The findings...
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... TABLEOF CONTENTS DESCRIPTION PAGE NO. Executive Summary 3 Objectives of Study 4 Introduction 5 Growth Avenues 9 Top 10 Telecom Companies In India 11 SWOT Analysis 12 Brief About 2G Scam 15 Mergers and Acquisitions in Telecom Sector 16 FDI in Telecom Sector 17 Drivers of Growth in Telecom Sector 18 India’s Competitive Advantage : Porter’s Model 19 Strategic Management 22 HR Policies of Airtel and Vodafone 27 Marketing Strategies 30 Positioning strategy comparison of Vodafone and Airtel 34 Use of social media marketing by telecom companies 35 Advertisement Trends 37 Advertising and Product Promotion Campaigns 38 Conclusion 40 Recommendations 41 References 42 Annexure 44 EXECUTIVE SUMMARY The report talks about the Indian TELECOM sector. It starts off with an overview of Telecom sector talking about different policies of the government, the top companies in the sector and SWOT analysis of the sector. Further, it talks about what...
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... Table of Contents 1. Executive Summary ..............................................................................................................................................4 2. Description of the brand.......................................................................................................................................4 3. Product category ..................................................................................................................................................4 4. Company ..............................................................................................................................................................5 5. Rationale for choosing the brand/product/company ..........................................................................................6 6. Marketing Strategy...............................................................................................................................................7 7. Segmentation .......................................................................................................................................................7 8. Brand Positioning .................................................................................................................................................8 9. Marketing Action Program ..................................................................................................................................
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...Enterprise Department of Commerce Auditorium Washington, D.C., January 27-28, 2003 Draft! Comments and suggestions welcome, but please do not quote! The impact of information technology on business, economy and society cannot be examined without an analysis of the profound changes in the productive structure of global capitalism. In the electronics industry, a new model of outsourced manufacturing has emerged as the centrepiece of globalized production networks: Contract Manufacturing (CM) or Electronics Manufacturing Services (EMS). This form of network-based mass production is closely linked to the disintegration of the value chain and the emergence of the “Wintelist” (Borrus and Zysman 1997) model of competition and the rise of “fabless” product design companies in key sectors of the IT industry. In contrast to the general perception of the “informational economy” (Carnoy et al 1993, Castells 1996) as service- or science-based, the rise of the CM-model demonstrates that manufacturing still matters in the "new economy" (Cohen and Zysman 1987). This development also highlights the interaction of new information networks with the restructuring of production, work, and the global division of labor in technologically advanced industries. In this paper, we want to take a closer look at the restructuring of production and commodity chains in the assembly of IT-hardware (such as computers, internet switching and telecommunications...
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...Jacqueline Supman Merchandise Strategies Case Study: Macy’s Private Label Macy’s current hodgepodge of brands, products and spokespeople is no coincidence. The backbone of the retail giant has always been bringing together the best selection of goods and services through partnerships and collaborations, starting in 1929 with Fred Lazarus, the puppeteer behind F&R Lazarus and the John Shillito Company (which was the oldest department store at the time). Fred famously arranged a meeting with Walter Rothschild (of Brooklyn-based Abraham & Straus), Louis Kirstein (of Filene’s) and Samuel Bloomingdale (head of namesake company Manhattan's Bloomingdale's) and decided to merge their stores into one. Rothschild, and Kirstein quickly agreed on the spot, and Bloomingdale joined the next year. 1 The company’s headquarter location was set up in Cincinnati in 1945 and over the next thirty years additional locations popped up in major cities across the U.S. The Federated company continued to purchase department stores over time, but it was not until the 90’s that the company bought 50% of the existing Macy’s debt, setting the company up for acquisition within the next two years. The first Macy’s store opened in Manhattan in 1858 by a gentleman named Rowland Macy. Forty years later after the death of Rowland, Macy’s was bought by the Strauses, who expanded the retail empire across the U.S. Unfortunately after taking the company private in the late eighties, the...
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