...EXECUTIVE SUMMARY As we already are aware the Pricing strategy is one of the Marketing Mix’s “Four Ps” along with the Product, Promotion and Place strategy. In this article is described more specifically how different pricing policies are viewed from the customers as well as the considerations lying behind of a low price. Moreover, the article describes the association between each strategy with the pricing strategy and how the combination influence different outcomes. To conclude, the article along with the illustration of those strategies makes a linkage between them and the Total Customer Value. THE LEARNING LESSONS FROM THIS ARTICLE 1) Organizations should pay equal attention to both Four” P’s” strategies and do not focus solely in the pricing strategy, since all these components are of great value as long as the firm knows how to take advantage properly. However, small/medium sized businesses mostly of the time relies on the pricing strategy as they think that price is the most significant point of reference of how customers and competitors view them in the market. 2) Firms should find such equilibrium in their pricing strategy, nor too high or nor too low. This price should reflect the value proposition of the firm, which should be consistent, and, therefore support its business model. If a company places the price too high, automatically makes the product unaffordable for the majority of people, therefore luck potential for huge growth. On the other hand...
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...tend to care about their health and the environment much more than they used to. This trend has created an industry, in which the demand for maple syrup is increasing but unfortunately the weather conditions and the long growth of maple trees go against the trend. Ahorn will therefore take an advantage of this large demand for maple syrup by positioning itself in the higher end of the market where many consumers look for healthy and environment friendly products. Ahorn Maple Syrup can be consumed by people of all ages because the majority of people enjoy having pancakes for breakfast with a great tasting maple syrup. Our product offers not only a great taste, but also great quality and is a 100% organic product. Our company’s largest competitions in the maple syrup market are Aunt Jemima, Mrs. Butterworth, Eggo and other independent companies. However, Ahorn is one of the few syrups hat are organic and pure, which creates the product’s competitive advantage. Our marketing strategy is to provide a quality product that is organic and tastes pure. Ahorn will be advertised in 12 magazines of our target markets, on 162 domain sites such as Facebook, Twitter, and MySpace and be advertised in the pop-up ads as...
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...Question 1 Dr. Kristin Wright’s new and improved private dental practice faces her competition from health maintenance organizations (HMOs), which put upper limits on spending to maximize efficiencies and provide the lowest available cost to patients – health insurances cover all costs. Not only is higher quality service important to Wright as a personal value, but it is critical to patient retention; because patients pay extra fees to Wright, her practice’s quality must be substantially better than the HMOs, otherwise the patients will rationally switch to the cheaper service provider (Dr. Wright 1). Subsequently, understanding patient judgments and perception of her service quality is vital to her dental practice’s existence. As a service provider, the quality of your service “is more difficult to define and measure [than] the quality of tangible goods” (LMH 196). However, research has broken down consumers’ service quality analysis into a combination of five components: responsiveness, empathy, assurance, reliability, and tangibles. (LMH 197). This break-down can help Dr. Wright more accurately determine consumers’ valuation of the practice’s quality. Responsiveness refers to the “ability to provide prompt service” (LMH 197). At Dr. Wright’s office, the staff is proactive; when they anticipate delay in the schedule, someone calls the patient to warn in advance and minimize inconvenience to the consumer. If, however, there is an unanticipated wait, the patient is only expected...
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...people.it uses the appeal of football to offer young people a safe environment and help them develop their potentials in football. According to (United, 2013), Manchester football club aims to reduce crime cases by providing op[opportunities for youth involvement, encouraging personal development through volunteer works, promote active participation in other sporting activities as well as football and educate young people about making the right lifestyle choices. It started its community cohesion with a project developed by the premiere league and metropolitan police. Since then it has developed short and long term projects that suit the needs of communities. There is identification of participants as young as 8 to 19years old who have very little home stability, are unemployed or are surrounded by poverty. The project operates We currently operate 6 separate cohesion projects that cover 13 sessions of a 2-3 hour duration for 48 weeks of the year. The sessions operate in the evenings and weekends when other services are not available and when the need for diversionary activities is at its highest. Sessions are free and include football and alternative activities such as music production, hair and beauty, drama and dance. We also provide support and deliver numerous health initiatives on issues such as substance and alcohol misuse and teenage pregnancy. In the last 12 months we have reached over 950 people of which: • 7 gained employment with Manchester United Foundation •...
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...including doctors, lawyers, businesspeople, and aspiring MBAs. This book answers their questions. The Ten-Day MBA really delivers useful information quickly and easily. Current MBA students have written me that they even use the book to review for exams. Ten-Day MBAs are “walking the walk and talking the talk” of MBAs every business day. It’s proven that this book can work for you. Written for the impatient student, The Ten-Day MBA allows readers to really grasp the fundamentals of an MBA without losing two years’ wages and incurring an $80,000 debt for tuition and expenses. Prospective MBAs can use this book to see if a two-year investment is worth their while; those about to enter business school can get a big head start on the competition; and those of you who cannot find the time or the money can get at least $20,000 of MBA education at 99 percent off...
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...including doctors, lawyers, businesspeople, and aspiring MBAs. This book answers their questions. The Ten-Day MBA really delivers useful information quickly and easily. Current MBA students have written me that they even use the book to review for exams. Ten-Day MBAs are “walking the walk and talking the talk” of MBAs every business day. It’s proven that this book can work for you. Written for the impatient student, The Ten-Day MBA allows readers to really grasp the fundamentals of an MBA without losing two years’ wages and incurring an $80,000 debt for tuition and expenses. Prospective MBAs can use this book to see if a two-year investment is worth their while; those about to enter business school can get a big head start on the competition; and those of you who cannot find the time or the money can get at least $20,000 of MBA education at 99 percent off...
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...ORGANIZATIONAL BEHAVIOR CONCEPTS CONTROVERSIES APPLICATIONS Seventh Edition Stephen P. Robbins 1996 Contents Part One • Introduction Chapter 1 What Is Organizational Behavior? 2 Chapter 2 Responding to Global and Cultural Diversity 42 Part Two • The Individual Chapter 3 Foundations of Individual Behavior 80 Chapter 4 Perception and Individual Decision Making 130 Chapter 5 Values, Attitudes, and Job Satisfaction 172 Chapter 6 Basic Motivation Concepts 210 Chapter 7 Motivation: From Concepts to Applications 250 Part Three • The Group Chapter 8 Foundations of Group Behavior 292 Chapter 9 Understanding Work Teams 344 Chapter 10 Communication 374 Chapter 11 Leadership 410 Chapter 12 Power and Politics 460 Chapter 13 Conflict, Negotiation, and Intergroup Behavior 502 Part Four - The Organization System Chapter 14 Foundations of Organization Structure 548 Chapter 15 Technology, Work Design, and Stress 588 Chapter 16 Human Resource Policies and Practices 634 Chapter 17 Organizational Culture 678 Part Five - Organizational Dynamics Chapter 18 Organizational Change and Development 714 CHAPTER I • WHAT IS ORGANIZATIONAL BEHAVIOR? What Managers Do Let’s begin by briefly defining the terms manager and the place where managers work—the organization. Then let’s look at the manager’s job; specifically, what do managers do? Managers get things done through other people. They make decisions, allocate resources, and direct the activities of others to attain goals. Managers do...
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...Relationship Marketing RELATIONSHIP MARKETING Theory and Practice edited by Francis Buttle Manchester Business School .M.. raul Chapman rublishin3 Ltd p·C·p Selection and editorial material Copyright © 1996, F. Buttle All other material © as credited. All rights reserved Paul Chapman Publishing Ltd A SAGE Publications Company 6 Bonhill Street London EC2A 4PU Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted under the Copyright, Designs and Patents Act, 1988, this publication may be reproduced, stored or transmitted, in any form or by any means, only with the prior permission in writing of the publishers, or in the case of reprographic reproduction in accordance with the terms of licences issued by the Copyright Licensing Agency. Inquiries concerning reproduction outside those terms should be sent to the publishers at the abovementioned address. British Library Cataloguing in Publication Data Relationship marketing: theory and practice 1. Marketing 2. Customer relations 1. Buttle, F. 658.8'12 ISBN 1 85396 313 5 Typeset by Dorwyn Ltd, Rowlands Castle, Hants. Printed and bound in Great Britain DEFGH 3210 Contents Pref ace List of contributors VII IX 1 . Relationship marketing Francis Buttle 2 . Supply-chain relationships Gary Davies 3 . Principal-agent relationships Neil Carruthers 1 17 29 40 55 74 91 1 04 118 131 145 159 4 . Business-to-business relationships Pete Naude and...
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...ANELINA YASENOVA BAEVA ONLINE CONSUMER BEHAVIOR WEB EXPERIENCE ELEMENTS IN ONLINE CLOTHING MARKET September 2011 MASTER THESIS IN MARKETING ONLINE CONSUMER BEHAVIOR Web Experience Elements in Online Clothing Market Student: Anelina Yasenova Baeva Supervisor: Professor Doctor Arnaldo Fernandes Matos Coelho September, 2011 ONLINE CONSUMER BEHAVIOR – Web Experience Elements in Online Clothing Market Abstract Online shopping in EU has been shown to be a good potential market. Clothing represents a high percent of the individuals shopping. Buying clothes online gives customers the opportunity to find a great variety of products, customers can review a wide selection of products and find special offers with the best deals online. However, the tangible and intangible problems of clothing online shopping still exist and the online store retailers lack the customer knowledge in some extent. Therefore, the intention of the thesis is to explore customer behavior when purchasing clothing online through investigating the factors that can affect online consumer`s attitudes, intention and actual consumers` behavior. The study investigates the main web - experience factors that customer takes into consideration when purchasing clothes online. Yet, the most important online elements are categorized in two main groups: customer - oriented factors and technology - oriented factors. The autor used quantitave research in term of survey to analyze the consumer`s attitutes towards the web...
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...Becker CPA Review, PassMaster Questions Lecture: Regulation 7 CPA PassMaster Questions–Regulation 7 Export Date: 10/30/08 1 © 2009 DeVry/Becker Educational Development Corp. All rights reserved. Becker CPA Review, PassMaster Questions Lecture: Regulation 7 Agency CPA-01299 Type1 M/C A-D Corr Ans: C PM#1 R 7-01 1. CPA-01299 Lw R02 #5 Page 12 Lee repairs high-speed looms for Sew Corp., a clothing manufacturer. Which of the following circumstances best indicates that Lee is an employee of Sew and not an independent contractor? a. b. c. d. Lee's work is not supervised by Sew personnel. Lee's tools are owned by Lee. Lee is paid weekly by Sew. Lee's work requires a high degree of technical skill. CPA-01299 Explanation Choice "c" is correct. A clear example of an employee is one who works full time for the employer, uses the employer's tools, is compensated on a time basis, and is subject to supervision of the employer in the details of the work. A clear example of an independent contractor is one who has a calling of his own, who uses his own tools, is hired for a particular job, is paid a given amount for the job, and follows his own discretion. Thus, payment on a weekly basis is an indication that a person is an employee rather than an independent contractor. Choice "a" is incorrect. If Lee's work is not supervised by Sew's personnel, per the above, that would be an indication of independent contractor status. Choice "b" is incorrect. Per the above, Lee's...
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...Becker CPA Review, PassMaster Questions Lecture: Regulation 7 CPA PassMaster Questions–Regulation 7 Export Date: 10/30/08 1 © 2009 DeVry/Becker Educational Development Corp. All rights reserved. Becker CPA Review, PassMaster Questions Lecture: Regulation 7 Agency CPA-01299 Type1 M/C A-D Corr Ans: C PM#1 R 7-01 1. CPA-01299 Lw R02 #5 Page 12 Lee repairs high-speed looms for Sew Corp., a clothing manufacturer. Which of the following circumstances best indicates that Lee is an employee of Sew and not an independent contractor? a. b. c. d. Lee's work is not supervised by Sew personnel. Lee's tools are owned by Lee. Lee is paid weekly by Sew. Lee's work requires a high degree of technical skill. CPA-01299 Explanation Choice "c" is correct. A clear example of an employee is one who works full time for the employer, uses the employer's tools, is compensated on a time basis, and is subject to supervision of the employer in the details of the work. A clear example of an independent contractor is one who has a calling of his own, who uses his own tools, is hired for a particular job, is paid a given amount for the job, and follows his own discretion. Thus, payment on a weekly basis is an indication that a person is an employee rather than an independent contractor. Choice "a" is incorrect. If Lee's work is not supervised by Sew's personnel, per the above, that would be an indication of independent contractor status. Choice "b" is incorrect. Per the above, Lee's...
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