...journal is available at www.emeraldinsight.com/0265-1335.htm IMR 24,1 The fundamentals of standardizing global marketing strategy Nanda K. Viswanathan Delaware State University, Dover, Delaware, USA, and 46 Received February 2004 Revised February 2006 Accepted February 2006 Peter R. Dickson Florida International University, Miami, Florida, USA Abstract Purpose – To examine issues of standardization and adaptation in global marketing strategy and to explain the dynamics of standardization. Design/methodology/approach – This is a conceptual research paper that has been developed based on gaps in prior frameworks of standardization/adaptation. A three-factor model of standardization/adaptation of global marketing strategy was developed. The three factors include homogeneity of customer response to the marketing mix, transferability of competitive advantage, and similarities in the degree of economic freedom. Findings – The model through the use of feedback effects explains the dynamics of standardization. Research limitations/implications – Future research needs to empirically test the model. To enable empirical validation, reliable and valid measures of the three factors proposed in the model need to be developed. Additionally, the model may be used in future research to delineate the impact a variable may have on the ability of a firm to follow a standardized global marketing strategy. Practical implications – The three-factor model aids decisions relating to standardization...
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...asked to analyze the pertinence for TW to recommend to its clients the Research Affiliate Financial Index (RAFI) strategy over traditional indexing and over a more actively managed strategy. The RAFI is presented to Tower Watson as a new efficient B2B tool to invest, to help investment advisory firms to better establish their strategy. Indeed this index is based on fundamental criteria instead of market capitalization criteria (and thus it has an economic-centric view instead of a market-centric view). It has been proved through studies that portfolio weights decided by fundamentals are more reliable than by price. This interesting strategy, halfway between active and passive, has shown some significant higher returns over the past years, a fact that many pension funds have already noticed since the trend today for these funds is to invest more and more in passively traded funds. Even if such strategies seem to increase the investment exposure to market fluctuation they can still be considered as “smart-beta” strategies. In the end we will have understood that TW should follow that investment tendency and purchase RAFI’s license to offer a better performing investment strategy to its pension clients, keeping in mind that one should not invest all its AUM on a passive strategy but should rather diversify its portfolio between active and passive investment strategies. 2 Case Study Questions 1. What is the role of pension fund consultants such as Towers Watson (TW) towards...
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...MARKETING FUNDAMENTALS: LECTURE 2: RAZZAQUE MARK1012: LECTURE 2 MARKETING STRATEGY & MARKETING ENVIRONMENT Mohammed Abdur Razzaque: School of Marketing Associate Professor MARK1012: LECTURE 2A Marketing Strategy Strategy Marketing Environment Consumer and Business Market Introduction to Marketing Marketing Research 1 MARKETING FUNDAMENTALS: LECTURE 2: RAZZAQUE Lecture objectives 1. 2. 3. 4. 5. Explain company‐wide strategic planning and its four steps Discuss how to design business portfolios and develop growth strategies Explain marketing’s role in strategic planning and how marketing works with its partners to create and deliver customer value Describe the elements of a customer‐driven marketing strategy and mix, and the forces that influence it List the marketing management functions, including the elements of a marketing plan, and discuss the importance of measuring and managing return on marketing investment L 2L2A-3 3 Strategic planning: A task and a process The task of selecting an overall company strategy for long‐ run survival and growth. The process of developing and maintaining a strategic fit between the organisation’s goals and capabilities and its changing marketing opportunities. Sets the stage for the rest of the planning in the firm such as annual plans and long‐range plans which deal with the company’s current businesses and how to keep them going. Strategies follow a hierarchy Corporate level...
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...eurojournals.com/finance.htm Fundamental Analysis Strategy and the Prediction of Stock Returns Jaouida Elleuch* Faculty of Economics and management sciences (FSEG), University of Sfax, Tunisia E-mail: Elleuchj@yahoo.fr Abstract This paper examines whether a simple fundamental analysis strategy based on historical accounting information can predict stock returns. The paper’s goal is to show that simple screens based on historical financial signals can shift the distribution of returns earned by an investor by separating eventual winners stocks from losers. Results show that historical accounting signals can be used to improve the entire distribution of future returns earned by an investor. In fact, despite the overall down activity of the market over the sample period chosen, results reveal that fundamental accounting signals can be used to discriminate from an overall sample generating future negative returns of -0,116 a winner portfolio that provide positive future return of 0,019 from a loser one generating a negative return of -0,229. The over-performance of the winner portfolio seems to be attributable to the ability of the fundamental signals to predict future earnings. In fact, results show that fundamental signals have a positive and significant correlation with future earnings performance and that the winner portfolio have a future earning’s realisation (0,100) that outperforms that of the loser portfolio (-0,012). Keywords: Fundamental Analysis, Market Efficiency, Stock...
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...The current issue and full text archive of this journal is available at www.emeraldinsight.com/1086-7376.htm A reformulated asset pricing model based on contrarian strategies Zhongzhi (Lawrence) He Faculty of Business, Brock University, St Catharines, Canada, and Reformulated asset pricing model 185 Lawrence Kryzanowski John Molson School of Business, Concordia University, Montreal, Canada Abstract Purpose – Researchers have proposed characteristics-based pricing models as an alternative to risk-based pricing models. While supported empirically, these characteristic-based models lack theoretical support. This paper seeks to reformulate an asset-pricing model (RAPM) to demonstrate why firm characteristics help to explain stock returns. Design/methodology/approach – The RAPM is grounded in an economic setting where two groups of agents hold different beliefs about firm fundamental values, and the more sophisticated ¨ group (rationals) adopts contrarian strategies against the naıve group (quasis). The model is derived in a static equilibrium within the consumption-investment framework with heterogeneous agents. Findings – The key theoretical result is a parsimonious equation of cross-sectional expected returns that not only are specified by the traditional risk-return relation, but also are determined by contrarian adjustments at both market-wide and firm-specific levels. When the model is taken to empirical specifications, it leads to consistent explanations for the behaviors...
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...Competitive Advantage and Pro Sports LaChandra Nicole Gaines MGMT 488 June 5, 2011 Ronald Morritt Competitive Advantage and Pro Sports Sustainable competitive advantage is the main purpose of an organization’s corporate strategy. Sustainable Advantage permits the preservation and development of a company’s competitive location within market (Strategy Fundamental: Determining Sustainable Competitive Advantage, 2010). Competitive advantage facilitates an organization to outlast against its competitors for an insignificant amount of time. Competitive advantage may originate in many forms. The competitive characteristic stems from the likeness of other alternatives (Strategy Fundamental: Determining Sustainable Competitive Advantage, 2010). I chose the Miami Heat as my pro-sport team to discuss competitive advantage. Because signing the very talented LeBron James to its 2010-2011 rosters, the Miami Heat established competitive advantage over all other professional basketball teams in the league (Waller, 2011). Alongside Dewayne Wade, the Miami Heat has the potential to bring home another championship to the city of Miami. There is a unanimous conformity that both Dewayne Wade and LeBron James are two of the best players in the NBA (Waller, 2011). The talents of James and Wade can dominate any team to secure a win for by making all the shots, rebounds, and playing aggressive defense. Both James and Wade signify sustainable competitive advantage for the reason that...
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...employees who are disabled, experience medical problems or who are pregnant. Gather at a Pre-Determined location Department head counts must be taken to ensure all employees have been accounted for If there is staff missing, notify the Penson Fire Marshals and they will notify emergency services Everyone must remain in this location until called upon for disaster relief or released to return home. The Business Unit Managers must insist that everyone released return directly to their home in the event their services will be needed later. Fundamentals of a Disaster Recovery Planning Process The fundamental basis of Disaster Recovery Planning is to develop a methodology beginning with project planning and loss avoidance and following through to ongoing testing and maintenance. Below are graphics that describe some rudimentary steps to develop Penson’s fundamental Disaster Recovery Plans: Fundamental 1 - Preparing for the Planning Process A....
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...ABSTRACT The research question of this study is whether the weighted moving average as a technical method and simple trading plan as a fundamental approach can help Indonesian trader and/or investor in gaining consistent profit. The finding of this study will be useful to all the traders because it will show whether the usage of both fundamental and technical analysis will give better result than just using one of them as an analysis method. Upon answering the research question, researchers went through a deductive cross-sectional study by surveying companies in the Indonesia stock exchange to explain the effect of using both technical and fundamental analysis to analyze the price fluctuation of stocks. The data collection method is quantitative data collection by taking the sample of 5 companies from 5 different sector industries and then analyze the data gathered using the proposed analyzing technique: technical and fundamental analysis method. Keywords : Technical analysis, Fundamental analysis, Stock price I. Introduction Like any other countries around the world, Indonesia has a financial market that consists of several investment choices available for public, such as: Stocks, Bonds, Foreign Exchange, Futures, etc. Those investment choices have different level of liquidity, risk and return profile. Stocks are one of the basic types of investment based on the corporate venture. Moreover stocks are popular for Indonesian investors and traders because it gives...
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...7010 Fundamental of ECommerce Technologies 1 Defensive posture of Li & Fung to the Internet at the beginning “Would the Internet disintermediate us? Would we get Amazoned by someone who will put together all of the information about buyers and factories online?” Answer: The Internet facilitates supply chain management and Li & Fung were not going to be disintermediated Key: have the old economy know-how and yet be open to new economy ideas 2 2006/9/13 ECT 7010 Fundamental of E-Commerce Technologies Internet Issues August 2000, beta launch of the new Businessto-business(B2B) e-commerce portal Important issues: Was there any chance of channel conflict or cannibalization between the offline business and the start-up? How would the market reach to the start-up once it was launched the following year? How specifically would e-commerce ultimately transform his family’s century-old company? 2006/9/13 ECT 7010 Fundamental of E-Commerce Technologies 3 Company Background 2000 – Li & Fung a $2 billion global export trading company 3,600 staff worldwide Sourcing and managing the global supply chain for high-volume, time-sensitive consumer goods Product mix – hard and soft goods Soft goods – apparel, including woven and knit garments Hard goods – fashion accessories, festive or holiday products, furnishings, giftware, handicrafts, home products, furnishing, home products, fireworks, sporting goods, toys, and travel goods 2006/9/13 ECT 7010 Fundamental of E-Commerce...
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...are in potential merger discussions with arch-rival General Dynamics. Pending FTC approval of this merger, discuss TWO key negotiation fundamentals that you will employ and explain why these fundamentals are essential for this pending merger discussion (from the section 1 reading). Be specific as to your justification. A negotiation is a dialogue between two or more party’s geared towards reaching a mutual agreement. During negotiations each party should be desperately trying to achieve an advantage for his or hers organization, they should also be ready and willing to compromise. Negotiations transpire every day, in many different areas such as our government, non-profit organizations, business and even in the personal aspect of our lives such as divorce, dual and even separated parenting. The negotiation process involves a number of different key negotiation fundamentals and sub processes that make it a success. This paper will discuss two key negotiation fundamentals and two negotiation sub processes that I, as a director in charge of corporate negotiations for Lockheed Martin, feel would lead to a successful negotiation outcome for a pending merger with my organizations arch rival, General Dynamics. Question 1, part 1 - Key fundamental #1: Selecting a strategy I believe that selecting the right strategy or mix of strategies to use during negotiations, significantly increase your chances for a successful outcome. If General Dynamics is my organization’s arch...
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...dedeMAPÚA INSTITUTE OF TECHNOLOGY School of Industrial Engineering and Engineering Management VISION Mapúa shall be an international center of excellence in technology education by: providing instructions that are current in content and state-of-the art in delivery; engaging in cutting-edge research; and responding to the big local and global technological challenges of the times MISSION a) The mission of Mapúa Institute of Technology is to disseminate, generate, preserve and apply scientific, engineering, architectural and IT knowledge. b) The Institute shall, using the most effective means, provide its students with professional and advanced scientific and engineering, architectural and information technology education through rigorous and upto-date academic programs with ample opportunities for the exercise of creativity and the experience of discovery. c) It shall implement curricula that, while being steeped in technologies, shall also be rich in the humanities, languages and social sciences that will inculcate ethics. d) The Institute shall advance and preserve knowledge by undertaking research and reporting on the results of such inquiries. e) The Institute, singly or in collaboration with others, shall bring to bear the world's vast store of knowledge in science, engineering and other realms on the problems of the industry and the community in order to make the Philippines and the world a better place. MISSION a 1. To prepare students for a professional Engineering...
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...SECURITIES ANALYSIS AND PORTFOLIO MANAGEMENT Centre Name: M S Ramaiah School of Advanced Studies Course Name: MBA in Finance and Accounting Name of the Student : Biju Govind M Student Registration No : HMB0909008 Module Leader at MSRSAS : Prof. Uday Kumar Jagannathan FULL TIME 2009 BATCH M. S. Ramaiah School of Advanced Studies New BEL Road, Gnanagangothri Campus, MSR Nagar, Bangalore-560 054 Tel: 23605539 / 23601983 / 2360 4759. Fax: 2360 1923 website: http://www.msrsas.org |M. S. Ramaiah School of Advanced Studies | |Postgraduate Engineering and Management Programme- Coventry University (UK) | |Assessment Sheet | |Department |Management Studies | |Course |MBA in Finance and Accounting |Batch |Full-Time 2009 | |Module Code |ACF 505 |Module Title |Securities Analysis and Portfolio Management | |Module Leader |Prof. Uday Kumar Jagannathan |Module Completion Date |23-07-2010 | ...
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...Steve Monahan and an anonymous referee for their helpful comments, suggestions and support. Analyst forecast data was generously provided by I/B/E/S. The financial support of the University of Chicago Graduate School of Business is greatly appreciated. Value Investing: The Use of Historical Financial Statement Information to Separate Winners from Losers Abstract: This paper examines whether a simple accounting-based fundamental analysis strategy, when applied to a broad portfolio of high book-to-market firms, can shift the distribution of returns earned by an investor. I show that the mean return earned by a high bookto-market investor can be increased by at least 7½ percent annually through the selection of financially strong high BM firms while the entire distribution of realized returns is shifted to the right. In addition, an investment strategy that buys expected winners and shorts expected losers generates a 23 percent annual return between 1976 and 1996 and the strategy appears to be robust across time and to controls for alternative investment strategies. Within the portfolio of high BM firms, the benefits to financial statement analysis are concentrated in small and medium sized firms, companies with low share turnover and firms with no analyst following, yet this superior performance is not dependent on purchasing firms with low share prices. A positive relationship between the sign of the initial historical information and both future firm performance and subsequent...
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...MULTIPLE CHOICE QUESTIONS (36) 50% of Total Marks Choose the best answer from the responses listed Use the Answer Sheet provided 1. According to the Fundamentals of Strategy textbook, which of the following elements is not found in strategy statements a) Mission b) Experience c) Advantage d) Vision e) Scope 2. A Strategic Business Unit (SBU) is a part of an organisation for which there is a) Senior management with strong links to corporate HQ b) Specific goods/services that are sold to other SBUs in the corporation c) Integrated operations with other SBUs in the corporation d) Close links with other companies in the industry value network e) A distinct external market for goods/services different from other SBUs 3. Which of the following statements in relation to Mintzberg’s 5 P’s for Strategy is not true a) As plan, strategy tries to establish direction for organisations b) As ploy, strategy involves exploiting competences c) As pattern, strategy focuses on consistency in action and behaviour d) As position, strategy matches an organisation to its environment e) As perspective, strategy concerns how intentions become shared 4. According to Gene Browne of the City Bin Company, mediocrity results from a) Not trying hard enough b) Focusing on only one part of the value chain c) Trying to be a jack of all trades d) The type of industry you are in e) Operating in a cyclical business 2 5. Scenarios are plausible alternative views of how the business environment...
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...outperform the market while others will underperform. DFA felt that the market price of any firm’s stock incorporated all public information and therefore did not do any fundamental analysis on the firm in question. 2. The value of sound academic research. For example, DFA’s founders believed that small-stock investing could yield high returns to investors. They formulated this belief on the Ph.D. dissertation research of Rolf Banz of the University of Chicago, which showed that small stocks had consistently outperformed large stocks between 1926 and the late 1970s. 3. The ability of skilled traders to contribute to a fund’s profits even when the investment is inherently passive. DFA’s investment fund had a semi-active strategy between those of actively managed funds and those of pure index funds. * DFA counts on market behavior that reflects the following concepts: 1. The Beta is Dead. Stocks with high-beta do not have consistently higher returns than low-beta stocks. That is, greater risk does not guarantee greater reward. 2. The Size Effect (Small Minus Big). Based on the research that small stocks historically outperform large ones, DFA strategically built a micro-cap portfolio (9th and 10th NYSE deciles) and a small-cap portfolio (6th to 10th NYSE deciles). The company expanded this strategy to international markets such as the UK, Japan, Europe, and Pacific Rim. Regarding the liquidity problem of small companies, DFA engaged in block trading; DFA bought...
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