...3.3 PRICE The use of synthetic, or lab grown diamonds, has challenged the natural diamond industry, even though production of synthetic gems is low compared to naturally-mined stones – only 1 to 2 out of every 100 carats sold is a synthetic (see table at top). Unlike other precious gems – rubies, emeralds and sapphires – where synthetics can sell at up to a 90 percent discount to naturals, high-quality synthetic diamonds can only trade at around a 2 to 20 percent discount (see table 2) Overtime, with the advancement and improvement of technology, the production of gem quality synthetic diamonds will continue to improve. Synthetic diamonds are manufactured based on demand, keeping that in mind, the relative prices will come down because...
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...m. on Monday, April 6. Two points will be deducted for each day that the exam is late. Points 1. Describe how Lumos Labs uses mass customization and CRM (customer relationship management) to enhance its marketing efforts? Include a definition of each term. 1.5 Customer relationship management (CRM) is a term used to define software programed with a database that works as an integrated management system focused on customers. It includes several process and tasks...
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...8650: Electrical, electronics, instrumentation industries 9110: Company specific/case studies 9510: Multinational corporations Geographic Names: Japan Companies: Matsushita Electric Corp of America Duns:00-891-9813 Sony Corp Ticker:SNE Duns:69-055-3649 Abstract: As companies transfer their R&D activities abroad, they will have to confront a challenging management issue: how to successfully operate R&D laboratories dispersed around the world. Both Matsushita Electric and Sony seem to have coped with this issue successfully by introducing new management systems and practices - redefining the mission and goals of their global R&D, assigning two types of projects at the same time, rather than specializing projects among different labs, coordinating not by large-scale committees or meeting but through human relationships among a small number of top R&D mangers, drastically changing their organizational structures. It appears that both companies have already realized some of the anticipated benefits. Full Text: Copyright Industrial Research Institute, Incorporated Mar/Apr 1999 [Headnote] A long tradition of conducting R&D overseas has helped these Japanese companies adapt to changing competitive conditions. [Headnote] OVERVIEW: As companies transfer their R&D activities abroad, they will have to confront a challenging management issue: how to...
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...Executive Summary As a maker of the revolutionary wearable technology, Thalmic Labs wishes to change the way humans interact with computers through the innovative product, the Myo armband. A key problem is that there are too many uses for the Myo, and not a clear link for how gesture control technology can solve major problems for consumers. Users acknowledge that the product has potential, but feel that it is still underdeveloped and indicate that it does not always work. The recommendation is to specialize in the B2B market, so that research and development can be directed to changing the product to solve actual problems for businesses. Stakeholders to keep in mind are Thalmic employees, investors, retailers, third-party developers and partner organizations. Thalmic operates in a high uncertainty environment, due to the unstable nature of the tech industry, high turnover rates, and a demanding market sector. Thalmic has a collaborative organizational culture, demonstrated through its open concept office. Thalmic has integrated the horizontal coordination model successfully, but there lacks an apparent need for Myo which has a huge impact on sustaining growth. To implement the recommendation, Thalmic will be switching to a focused differentiation strategy. Thalmic must communicate that B2C sales will continue to exist, in order to satisfy retailers and third-party developers. The company must focus on attracting a new salesforce and better engineering talent so that the R&D...
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...Consulting Analysis for Criterion Water Labs, LLC Criterion Water Labs, LLC has been in business for four years. The owners, Dr. David and Ann Ihms are hardworking entrepreneurs. Both coming from a science background, they attended a six week fast track venture class and is now providing local quality water testing along with developing educational materials for hands on science. They are passionate about education and encouraging the youth to consider biology and chemistry fields to study. The mission of the business is to continue growing while maintaining both facets. Because of their social responsibility, customer base growth potential is not an issue. They have created a quality and after sale service value to their customers. Additional focuses on marketing, process management, and capabilities will expand the horizons for future growth for this community minded business. The environmental testing labs and services industry in which Criterion is part of held strong through the recession because of the growing concerns with the environment and social responsibility making Criterion Water Lab’s differentiation strategy appropriate. The owners took part in a radio interview after flooding occurred in their local community. Members of the community took notice of Criterions diligence and received the message openly. This was a spontaneous marketing effort that displayed their competence and responsiveness. By conducting an analysis of the strengths, weaknesses, opportunities...
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...contained herein may be changed without notice. All information should be considered solely as statements of opinion and Cygnus will not be liable for any loss incurred by users from any use of the © Cygnus Business Consulting & Research Pvt. Ltd. 2009 2 publication or contents Industry Insight – Indian Diagnostic & Pathology Test Laboratory SYNOPSIS According to Cygnus estimates, the Indian diagnostic and pathological labs test services market was valued at Rs66.87 billion in FY2008. Indian diagnostics and pathological labs, based on the working level, are classified into high-end labs, accounting for 38% of the market share, manual labs (28%) and second-level regional labs (34%). By therapeutic segment, the major share is held by biochemistry (38%), followed by immunology (23%), haematology (15.8%), critical care, urine routine, others, microbiology and coagulation. Seventy seven per cent of the market is contributed by biochemistry and clinical pathology, which includes immunology and haematology. According to the estimates, the Indian diagnostics and labs test services, in view of its growth potential, is expected to reach Rs159.89 billion by...
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...Organisational Analysis of SAP Labs India Pvt. Ltd SECTION-D, GROUP-IV Archit Prasad (12 DM-037) Debaleena Biswas (12HR-007) Himanshu Garg (12 FN-054) Madhavi Verma (12 DM-081) Tapapriyo Maitra (12 DM-151) Yogaesh Sharda (12 FN-159) Yogesh Khanna (12 IB- 061) Introduction India has always been chosen as the preferred Research and Development centre by many multinational organisations; SAP Labs was no exception. SAP Labs India Pvt. Ltd is SAP AG's largest R& D center in the world. The functional areas of SAP Labs India are Research & Breakthrough Innovation, Product Development, Customer solutions and Operations, etc. Due to its excellent employee learning system, effective management control and state-of-the art infrastructure, SAP Labs India is rated among Top 5 Best workplaces in IT software industry. The next few Pages aims at analysing the Oragnisational structure, culture, life/cycle stage , size , business environment and finally the right “fit” of SAP Labs India Pvt. Ltd. About SAP Labs India Pvt Ltd SAP Labs is the research and development organization of the parent company. SAP has its development organization spread across the globe. SAP Labs India Pvt. Ltd was opened in the year 1998. Other labs are located in Germany, France, Bulgaria and Hungary in Europe; Palo Alto, USA; Bangalore and Gurgaon, India; São Leopoldo, Brazil; Ra'anana and Karmiel, Israel; Montreal and Vancouver, Canada and Shanghai, China. SAP Labs India is the largest development...
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...Professor Liza Weinstein 215 M Renaissance Park Office hours: Wednesdays 2pm - 5pm ANTH 2305: Global Markets, Local Cultures Spring Semester 2015 Mon/Wed/Thurs, 10:30 - 11:35 151 Forsyth Building 1 Course Description: Globalization is a critical feature of modern life, helping to reshape markets, transform politics, reconfigure social structures, and remake cultural practices in localities throughout the world. It is not simply a set of forces and processes that are enacted “from above.” Rather, macro-level forces are mediated and shaped by local cultures, social subnational politics, and social practices in communities, neighborhoods, villages, cities, and nations around the world. This course explores the varied and often contradictory processes and consequences of global capitalist development in a diverse set of localities. l.weinstein@neu.edu 617-373-4274 The course will not attempt to cover all aspects of globalization, but will examine five particular topics and sets of questions: 1) Global finance and investment, looking at the social consequences of market exuberance, including investments in so-called “emerging markets.” 2) Structural adjustment programs, particularly the increased marketization and privatization brought about by loan contingencies and IMF-imposed reforms. 3) The new international division of labor, emphasizing transnational financial linkages and the changing division of household labor. 4) Global cultural flows, particularly the new...
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...Market Analysis The Consumer Market Cultural and Social factors influencing consumer purchasing. Cultural and social environments can be attributed to many of the decisions people make such as what clothes to wear, what music to listen to, how competitive we are, and even how environmentally conservative we are. Kotler and Keller (2014) define cultural influences to consumer behavior as “key institutions… [governing the way] a child grows up” in one country compared to a child in another (pp. 152-153), or other specific subculture identifications such as “nationalities, religions, [or] racial groups…” (Kotler & Keller) A vast amount of research has been done on environmental topics which “have emerged as one of the most important economic policy issues… and many view energy efficiency… [would help] to reduce greenhouse gas emissions.” (Allcott, 2011) “cultural knowledge includes implicit theories about the world we live in that are largely shared by the members of our society.” (LaPlante, 2005) Thus, the popular beliefs amongst one’s peers in conjunction with widespread word of mouth lend to similar thoughts amongst the ‘Generation Y’ demographic. The speculation of global warming and climate change has sparked many people to begin trying to make changes in the way their lives are lived, including installing devices that can make their homes ‘smarter’, and more environmentally friendly. Energy conservation, and environmental issues are very important topics in the...
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...Introductions: • • John Dickinson – Session Leader Participants – Goals, objectives, questions, and backgrounds CONFIDENTIAL Session Objectives: • Why pursue external strategies? • • • Limited organic growth versus strategic goals New products / services, end markets, technologies, and customers, as well as sourcing synergies What are some of the strategies? • • • Joint ventures – private and public / governmental Acquisitions Divestitures and re-investing in the core business The Acquisition Process: • • Strategic goals and target identification / research Deal execution – the team, valuation / structure, and culture / integration 2 CONFIDENTIAL The Acquisition Process – Target Research and Deal Execution 3 Developing the Optimal Acquisition Process CONFIDENTIAL Optimizing the process begins with analyzing the unique dynamics of the Buyer’s situation, and then developing an appropriate and flexible strategy for achieving the Buyer’s goals. Process Considerations Current End Market Dynamics & Outlook Parent Company Objectives & Resource Commitment Management Team Objectives Universe, Attributes, and Strategies of Likely Targets Size, Quality, and Performance of Targets Credit and Equity Market Conditions Process Overview Formulating Acquisition Criteria Identifying the Right Targets Valuation & Financing Timing Communications with Parent / Bd. 4 Acquisition Process Overview CONFIDENTIAL Banker will work closely with...
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...developing a competitive product in the domestic market, its globalization strategies, and some of the key challenges it faces today. The paper provide insights into how a late-comer to an industry can overcome certain disadvantages and successfully position itself as a widely respected and successful brand. JEL classification: L 63, M10 Key words: Samsung, mobile phone, strategy ∗ MBA student, KDI School of Public Policy and Management Professor, KDI School of Public Policy and Management ∗∗ I. Introduction For Samsung Electronics, 2003 was a watershed year. It successfully positioned itself as one of the world’s best mobile phone manufacturers and its products were featured all over the media. Many were calling its mobile phones as “the best gift for Christmas”1 or “the Mercedes of mobile phones.”2 Samsung’s achievements were particularly remarkable considering that its primary focus had previously been in semiconductors and home appliances. Indeed, when it first made the decision to enter the mobile phone business, industry observers viewed the move as foolhardy and reckless. But, much to their surprise, Samsung’s foray into the market turned out to be a great success, contributing significantly to the company’s profit growth and brand reputation. In 2003, Samsung posted net profits of 6 trillion won ($5 billion) on annual sales of 43.6 trillion won ($37.9 billion). As of April 2004, its market capitalization stood at around 100 trillion won ($87...
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...force. At the present time, AMT has been able to grow their sales in excess of 30% annually. However, it should be noted that Peter Haskins, AMT President, believes that the sales trend the company has experienced will continue and if the company fails to meet sales demand it will compromise it’s market position. Thus far, AMT has relied on short term credit, lease agreements, and the establishment of a connection with Biological Labs Inc. to meet the demand for their products and continue R&D patterns. Peter Haskins recently approached our bank because he had become dissatisfied with his loan agreement of $6 million at Sunnyvale Bank. Mr. Haskins explained that Sunnyvale Bank did not make an effort to understand his company and that they had adopted a very restrictive attitude that has limited AMT’s room for expansion. In the body of the memo we will provide the following: a general analysis, financial statement analysis, a review of the 5 C’s of Credit, and an investigation of Biological Labs ability to back AMT. At the conclusion of this memo we will offer our opinion as to whether or not a line of credit should be extended to AMT Corporation. General Analysis 1. Market Characteristics The medical instrument industry features fast growth, fierce competition and heavy investment in technology. 2. Products AMT develops and manufactures state-of-art medical instruments which require a significant amount of capital investment which...
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...Opportunity Case Summary Merck & Company (Merck) a large pharmaceutical company was approached by LAB Pharmaceuticals in 2000 for the purchase option to license and provide funding for a newly developed drug compound called Davanrik. If Merck, the licensee purchased the compound it would be responsible for the design, administration, and funding of the clinical testing of the compound, as well as take care of its manufacturing and marketing. LAB the licensor would receive an initial payment followed by additional payments as Davanrik completes each clinical testing phase. Davanrik was initially developed to treat depression but during the pre-clinical development process the drug not only blocked antidepressant receptors but also blocked the receptor that causes hunger allowing the compound to angle it to treat depression and obesity. At the time Mercks most popular drugs such as Pepid, Prinivil, Vasotec, Mevacor’s patents were due to be expired in 2002. Since generic substitutions would essentially replace these compounds, Merck could stand to lose almost 50% of its sales revenue equating to a $5.7 billion loss if it did not come up with a new drug to bring to the market. Under the current conditions of potential loss Rich Kender, the Vice President of Financial Evaluation & Analysis at Merck was considering acquisition of the new compound Davanrik from LAB. Kender worked with a tem to decide whether the company should license Davanrik. Merck must also decide and...
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...how crucial the happiness of the customer is at every turn. "It's about thinking through every step of the customer journey," she says. When she launched Julep, Park's first move was to open a small chain of beauty parlors. These brick-and-mortar outposts-- carefully designed to encourage social interaction via communal spaces with movable furniture--function as mini labs in which to test products on actual customers. Park trained facialists and vernisseurs (a term that is to manicurist as barista is to coffee pourer) to listen closely to reactions and report back. Julep uses that info to tweak details such as colors, packaging, and scents. "FEEDBACK CAN BE BRUTALLY HONEST; ONLY ABOUT A THIRD OF THE CONCEPTS JULEP INITIATES MAKE IT TO MARKET. "THE IDEA OF FAILING FAST HAS BEEN PART OF OUR DNA," SAYS PARK. After Julep launched its own e-commerce site in December 2011, it expanded the test- lab concept into the digital sphere. The company now has a core group of about 5,000 customers, known as the Idea Lab, who've been culled from interactions over social media and website feedback. Mavens, as members of the lab are called, get weekly emails with questions both broad ("What is the thing you like least about your mascara?") and narrow ("Which of the following scents would you want your body milk to smell...
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...CASE ANALYSIS: KASPERSKY LAB: FROM RUSSIA WITH ANTI-VIRUS Marketing Management Company Profile Kaspersky Lab (KL) is the largest antivirus company in Europe. It provides some of the world’s most immediate protection against IT security threats, including viruses, spyware, hackers, phishing, and spam. The Company is ranked among the world’s top four vendors of security solutions for endpoint users. KL products provide superior detection rates and one of the industry’s fastest outbreak response times for home users, large enterprises and the mobile computing environment. KL continues to further improve its market position, demonstrating significant growth in all regions. According to the company’s 2011 financial results, KL’s global revenue grew by 14% compared to the previous year and exceeded US $600 million. KL is an international group that operates in more than 100 countries worldwide. The company’s headquarters are located in Moscow, Russia, from which it oversees global operations and business development. KL currently (when?) employs over 2,400 highly qualified specialists. The company has its own territory offices in 29 countries and its products and technologies provide protection for over 300 million users worldwide. Analysis of the Company growth The most profitable area for KL in 2010 has been the IT security software and the enterprise endpoint protection which continues to play a growing role in the achievement of strong performances. The fast growth in...
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