...MKT/575 Final Examination Study Guide This study guide will prepare you for the Final Examination you will complete in the final week. It contains practice questions, which are related to each week’s objectives. In addition, refer to each week’s readings and your student guide as study references for the Final Examination. Week One: Macro-environment, Market, Competitors Objective: Analyze the industry, market, and competitors. 1. The focus of _____ is on organizational performance rather than a primary concern about increasing sales. a. 0 Corporate strategy b. 0 Strategic marketing c. 0 Corporate vision d. 0 Corporate objectives Objective: Analyze the industry, market, and competitors. 2. _____ is horizontal and covers similar types of firms and operating practices of the firms. a. 0 Value chain analysis b. 0 Industry analysis c. 0 Market segmentation analysis d. 0 Customer profile analysis Objective: Analyze the industry, market, and competitors. 3. _____ recognizes that active competition among industry members helps determine industry performance and it is the most direct and intense form of competition. a. 0 Rivalry among existing firms b. 0 Threat of new entrants c. 0 Threat of substitute products d. 0 Bargaining power of suppliers Objective: Analyze the industry, market, and competitors. 4. An analysis of each competitors past sales would be included in a _____. a. 0 Customer value report b. 0 Market forecast c. 0 Competitors'...
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...needs 4. Which of the following observations concerning sales analysis is NOT correct? • There is no one best way to break down sales data. • It is a detailed breakdown of a company's sales records. • Data can easily be obtained from basic billing and accounts receivable procedures. • Product category is the best way to analyze sales data. • It is easy to do, and usually it's inexpensive. 5. Managers should make operational decisions___________. • on a month-to-month basis and never daily or weekly • within the guidelines set down during strategy planning • with great care as these decisions are the same as strategic decisions • for the long-run to help formulate strategic plans Find the final exam answers here click MKT 575 Final Exam (Newest) 6. When Fresh Produce Wholesaler Inc. buys fruit and vegetables from a variety of different farmers and takes large bushels and breaks them into smaller package sizes. Fresh Produce is addressing__________. • discrepancies of assortment • discrepancies of quantity • discrepancies of need • discrepancies of time 7. A(n) _______ is a marketing mix that customers see as better than a competitor's mix and...
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...Target Market and Positioning Strategy Identification Loretta Menchaca MKT/575 May 11, 2015 Professor Delynn Byars Target Market and Positioning Strategy Identification The environment for the marketing strategy should be set in the atmosphere of the overall corporate strategy. Once the general direction of the organization has been determined with applicable contribution from all required stakeholders, the marketing strategy should be aligned to guarantee that the direction is established (Hooley et al, 2008). Companies that are market-driven display inventive skills in interpreting, collecting, and using information to guide their business and marketing strategies and to achieve competitive advantage (Cravens & Piercy, 2009). The following analysis will focus on Ikea’s target market, the effectiveness of their positioning strategy, and recommended for changes to their targeting and positioning strategy. Ikea Ikea is worldwide home furnishing store that specializes in ready to assemble furniture, home accessories, and appliances. Ingvar Kamprad founded Ikea in 1943, and opened his first store in in Almhult Sweden. Today Ikea operates two hundred twenty six stores globally and hosts four hundred and ten million shoppers a year. Ikea believes in hard work to produce products that meet quality standards at prices that are affordable. These standards are accomplished by building long term relationships with suppliers, investing in highly automated products, and producing...
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...Autumn 15-16 Course Schedule Monday/Friday Class Sect OB 372 01 Tuesday/Thursday Class GSBGEN 566 GSBGEN 566 Sect 01 02 Tuesday/Thursday Class Sect STRAMGT 353 01 STRAMGT 353 02 STRAMGT 355 01 STRAMGT 510 01 STRAMGT 510 02 Tuesday/Thursday Class FINANCE 319 FINANCE 329 Sect 01 01 STRAMGT 355 02 Tuesday/Thursday Class Sect STRAMGT 353 03 Tuesday/Thursday Class OB 363 Sect 01 Mid-Morning Class Nbr Units Title HIGH PERFORMANCE 27305 4 LEADERSHIP Instructors Times Location David Bradford 10:00 AM - 11:45 AM Instructors Mark Leslie, Peter Levine Mark Leslie, Peter Levine Times Location 08:00 AM - 09:45 AM* 08:00 AM - 09:45 AM^ Instructors Jim Ellis, Jeffrey Chambers, Michael Child Times Mark Leslie, Kirk Bowman 10:00 AM - 11:45 AM Joel Peterson 10:00 AM - 11:45 AM H. Grousbeck 10:00 AM - 11:45 AM* H. Grousbeck 10:00 AM - 11:45 AM^ Instructors Jack McDonald Jack McDonald Times 01:30 PM - 02:50 PM 01:30 PM - 02:50 PM Peter Kelly 01:30 PM - 02:50 PM Instructors Times Robert Siegel, Scott Brady 04:30 PM - 06:15 PM Morning Class Nbr Units Title 27315 2 REAL-LIFE ETHICS 27316 2 REAL-LIFE ETHICS Mid-Morning Class Nbr Units Title ENTRE: FORMATION NEW 27325 4 VENTURES ENTRE: FORMATION NEW 27326 4 VENTURES MANAGING GROWING 27303 4 ENTERPRISES CONVERSATIONS IN 27296 2 MANAGEMENT CONVERSATIONS IN 27297 ...
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...Optical Distortion, Inc. HBS Case Study 9-575-072 Marketing Management MKT 6301.002 – Fall 2012 As of 1974 the chicken population in the US is already in excess of 400 million birds, with slow but steady growth expected through 1980. Given that fact that a great many of these birds live in tight quarters on very large chicken farms, a means of combating the chicken’s natural instinct to peck other chickens is needed. Pecking can actually lead to high mortality rates in flocks (cannibalization), which in turn raises the costs of farming. Debeaking has been used for some time with good results, but it has its own set of drawbacks. The lens developed by Optical Distortions, Inc. (ODI) holds the promise of reducing the threat caused by pecking, without some of the issues associated with debeaking. The specific advantages of these lenses will be discussed in the following report, as will a plan for marketing this new product. By permanently inserting a pair of sight distorting lenses into the eyes of an egg-laying hen, studies have shown that cannibalization can be reduced from 9% to 4.5%. Moreover, feed loss due to “billing” is substantially reduced relative to debeaked birds, allowing for much greater efficiency in feed consumption (less waste). Finally, given that lens insertion does not inflict the same trauma that debeaking does, egg production is not adversely affected. Given the above advantages, it is expected that farmers could increase their profit...
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...Sara Lee Equity Analysis and Valuation Valued at 1 April 1, 2007 Analysts: Todd L. Ehlers: todd.ehlers@ttu.edu Michael D. Estes: mikestes@sbcglobal.net Daniel W. Taylor: dtaylor1184@yahoo.com Joseph R. Torres: rhyno1112@sbcglobal.net Table of Contents Page Number Executive Summary……………………………………………………………………………………………… 2 Analysis Snapshot............................................................................................ 2 Company and Industry Overview…………………………………………………………………… 3 Accounting Analysis………………………………………………………………………………………. 3 Financial Ratio Analysis…………………………………………………………………………………. 4 Analysts Evaluations……………………………………………………………………………………… 4 Overview of Firm and Industry............................................................................... 5 Industry Overview and Analysis………………………………………………………………………….. 8 Rivalry Among Existing Firms………………………………………………………………………….8 Threat of New Entrants…………………………………………………………………………………. 15 Threat of Substitute Products………………………………………………………………………… 17 Bargaining Power of Buyers…………………………………………………………………………… 18 Bargaining Power of Suppliers……………………………………………………………………….. 20 Characterization of Industry……………………………………………………………………………20 Value Chain Analysis: Key Success Factors…………………………………………………………. 21 Competitive Advantage Analysis…………………………………………………………………………. 23 Cost Leadership……………………………………………………………………………………………. 24 Differentiation……………………………………………………………………………………………….27 Accounting Analysis………………………………………………………………………………………………...
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...Diabetes patients overview in India *source: http://mdrf-eprints.in/90/1/Epidemiology_of_type_2.pdf Top Companies in the Anti-Diabetics Segment value viz.(Rs.) RANK COMPANY MAT 02/2012 VALUE (Cr.) 3,703 492 304 224 183 MKT SHARE% 100 17.9 11.1 8.2 6.7 VALUE GROWTH% 23.2 18 22 24 15 Anti-Diabetic 1. 2. 3. 4. ABBOTT USV SANOFI-AVENTIS SUN 5. ELI LILLY 114 4.2 11 Top Selling Brands in the Anti-Diabetics Segment value viz. (Rs.) RANK BRAND COMPANY THERAPEUTIC CLASS Insulin MAT 02/2012 VALUE(Cr.) 1. 2. 3. 4. 5. HUMAN MIXTARD 30/70 LANTUS GLYCOMET-GP NOVOMIX 30 GALVUS MET ABBOTT S.A. USV ABBOTT NOVARTIS 226 105 101 96 72 Insulin Glimep.+met. Insulin Vildagliptin+met. Top performing brands of IPM in antidiabetics category (Unit Viz.) RANK BRAND COMPANY THERAPEUTIC CLASS Glimep.+met. MAT 02/2012 units (Lac.) 460 1. GLYNASE-MF USV USV 2. 3. 4. 5. GLYCOMET DAONIL GLYCIPHAGE GLUCORED Glimep.+met Glibenclamide Metformine Glibenclamide+met. 408 311 281 268 S.A. F-I SUN Top performing combinations in oral antidiabetics category (Value Viz.in Rs.Cr.) RANK DRUGS & COMBINATION 1. 2. 3. 4. 5. GLIM.+MET. DPP4 INHI. & COMB. PIOGLI.+MET.+GLIM. GLIMEPRIDE METFORMIN MAT02/2008 157.62 0.00 80.04 135.89 102.25 MATMATMATMAT02/2009 02/2010 02/2011 02/2012 217.80 15.40 115.61 153.87 122.42 307.46 103.23 167.95 176.78 149.63 417.66 210.31 232.90 203.39 177.54 567.43 373.58 324.22 226.03 211...
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...Sections Found Accounting Select CRN Subj Crse Sec Cmp Cred NR 21138 ACC 201 01 M 3.000 Title Fund of Financial Accounting Days Time TRU Instructor Date Location Attribute (MM/DD) 02/03-06/01 SBM 009 Design Managmnt Major_Elective and Design Managmnt Minor_Elective and Economics Major_BAE_Elective and Eng'g Managmnt_Minor_Elective and MTH Major_Elective Design Managmnt Major_Elective and Design Managmnt Minor_Elective and Economics Major_BAE_Elective and Eng'g Managmnt_Minor_Elective and MTH Major_Elective Design Managmnt Major_Elective and Design Managmnt Minor_Elective and Economics Major_BAE_Elective and Eng'g Managmnt_Minor_Elective and MTH Major_Elective Design Managmnt Major_Elective and Design Managmnt Minor_Elective and Economics Major_BAE_Elective and Eng'g Managmnt_Minor_Elective and MTH Major_Elective Design Managmnt Major_Elective and Design Managmnt Minor_Elective and Economics Major_BAE_Elective and Eng'g Managmnt_Minor_Elective and MTH Major_Elective Design Managmnt Major_Elective and Design Managmnt Minor_Elective and Economics Major_BAE_Elective and Eng'g Managmnt_Minor_Elective and MTH Major_Elective Design Managmnt Major_Elective and Design Managmnt Minor_Elective and Economics Major_BAE_Elective and Eng'g Managmnt_Minor_Elective and MTH Major_Elective 09:00 Marian I. Mason am-09:50 (P) am NR 21139 ACC 201 02 M 3.000 Fund of Financial Accounting TRU Ronald D. 12:00 pm-12:50 Williams (P) pm 02/03-06/01 SBM 012 ...
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...For the exclusive use of D. Xiang, 2015. 9-200-044 REV: JANUARY 15, 2002 LISA MEULBROEK Kmart Inc. and Builders Square Introduction In July 1997, Kmart appeared to be nearing a year-long effort to sell its faltering Do-It-Yourself (DIY) home improvement chain, Builders Square. Leonard Green & Partners, a Los Angeles-based retail buyout firm, had proposed to buy Builders Square (BSQ) and merge it with Hechinger’s, a Washington, D.C.-based DIY chain that had been a pioneer in the retail home improvement industry. The newly-formed Builders Square-Hechinger combination would create the nation’s third largest DIY retailer, and seemed to be one of the few options left to Kmart. Kmart’s CEO, Floyd Hall, had a difficult decision to make: should he move forward with Green’s offer of $10 million for Builders Square, or should he continue the search in hopes of receiving a higher offer? Green’s offer seemed surprisingly low, even given Builders Square’s recent sub-par performance, yet bidders for Builders Square had been slow to materialize. Indeed, Kmart’s recent talks concerning a joint venture with Waban Co.’s HomeBase centers ended when Waban’s management withdrew without explanation. As the decision neared, Kmart’s options seemed limited and time was short. Kmart and its Entry into Specialty Retailing Kmart Corporation, one of the world’s largest mass merchandise retailers, began as the S.S. Kresge Company in 1912 and by the 1950s it was one of the largest...
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...Analysis of Consumer Behavior And Marketing Strategies. 1. Introduction Background of the Study: The research report titled as “Holcim cement Bangladesh Ltd.” is originated from the partial requirement of the course Consumer Behavior, MkT-410. It is actually a student– practical-learning experience. Where the students learn the application of quantitative, qualitative evaluation, facts and observation and report writing in Consumer Behavior point of view as well. It took nearly one week to gather relevant information and prepare the report and has been submitted on 28t h November 2007. Objective of the Study: This report seeks overall information on the questionnaire survey, which was carried in several retail shops, outlets. It is an attempt to draw the true picture of the Holcim cement in Bangladesh and also to know the Consumer Behavior towards Holcim cement. Basically there are two objectives behind doing this report and they are as follows: The first and the foremost objective are to fulfill the partial requirement of the course Consumer Behavior (MKT 410). The second objective is to measure consumer behavior towards Holcim cement. Scope: In our survey we like to focus on consumer perception and Holcim’s performance that are up to the mark or not. We have to go several outlets, retail shops to find out consumer belief about Holcim cement. The report focuses on the consumer’s belief, perception, lifestyle etc. and currently what...
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...ork2012 - 2013 Catalog A Message from the President “Sullivan University is truly a unique and student success focused institution.” I have shared that statement with numerous groups and it simply summarizes my basic philosophy of what Sullivan is all about. When I say that Sullivan is “student success focused,” I feel as President that I owe a definition of this statement to all who are considering Sullivan University. First, Sullivan is unique among institutions of higher education with its innovative, career-first curriculum. You can earn a career diploma or certificate in a year or less and then accept employment while still being able to complete your associate, bachelor’s, master’s or doctoral degree by attending during the day, evenings, weekends, or online. Business and industry do not expand or hire new employees only in May or June each year. Yet most institutions of higher education operate on a nine-month school year with almost everyone graduating in May. We remained focused on your success and education, and continue to offer our students the opportunity to begin classes or to graduate four times a year with our flexible, year-round full-time schedule of classes. If you really want to attend a school where your needs (your real needs) come first, consider Sullivan University. I believe we can help you exceed your expectations. Since words cannot fully describe the atmosphere at Sullivan University, please accept my personal invitation to visit and experience...
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...MARKETING STRATEGY OF BANGLALION WIMAX LTD. Submitted to: Saadia Shabnam Senior Lecturer Department of Business Administration East West University. Submitted to: Saadia Shabnam Senior Lecturer Department of Business Administration East West University. ------------------------------------------------- Submitted by: Khorshed Ahmmad Opu ID: 2009-1-10-135 Toukir Azam Chowdhury ID: 2010-2-10-202 ------------------------------------------------- Submitted by: Khorshed Ahmmad Opu ID: 2009-1-10-135 Toukir Azam Chowdhury ID: 2010-2-10-202 ............................ Saadia Shabnam Lecturer Department of Business Administration. East West University Subject: Submission of the Term Paper. Dear Madam, With due to respect it is our pleasure to present the term paper entitled “Marketing Strategies of Banglalion”. While preparing the report we have tried our level best to focus closely on the topic and tried to collect most complete and up-dated information available. We believe that it will provide a clear scenario of Marketing Strategies of Banglalion. To prepare this term paper, we have given best effort to accumulate needed information. We shall be available to answer my question clarification. Thank you for your sincere support. Sincerely yours: Khorshed Ahmmad Opu Toukir Azam Chowdhury Acknowledgement . Making a term paper is such a thing of pleasure. But doing this is also a tough thing. With the help of some people we finally...
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...VALUE CALL MONTHLY REVIEW AND OUTLOOK 31 May 2011 The Market Index 13,000 The Market ‐ One Year Performance Volume Index Volume (m) 400 300 200 11,000 9,000 100 0 31‐Aug 30‐Nov 1‐Mar 31‐May 7,000 1‐Jun The market was range bound coupled with thin volumes for most of the month under review before activity The Market ‐ May 2011 Index Volume (m) Turnover Index picked up over the final 10 days. The KSE‐100 Index 12,300 140 12,200 120 posted a minor gain of 65 points or 0.5% during May 12,100 100 12,000 2011 to close at 12,123 while the KSE‐30 Index improved 11,900 80 by only 46 points or 0.4% to 11,762. The average daily 11,800 60 11,700 turnover during May 2011 was 71.39m shares compared 11,600 40 11,500 20 to 75.52m shares during April 2011. The net inflow of 11,400 11,300 foreign funds according to NCCPL figures during the 2-May 5-May 10-May 13-May 18-May 23-May 26-May 31-May month under review was US$26.36m while the fiscal year ‐to‐date net inflow was US$321.39m and the calendar STOCK MARKET DATA 29‐Apr‐11 31‐May‐11 %Chg. year‐to‐date net inflow was US$71.40m. Bank AL Habib Ltd. (BAHL) KSE‐100 Index KSE‐30 Index Shares Traded m 12,057.54 12,123.15 11,716.35 11,762.76 1,585.92 1,570.54 0.5% 0.4% ‐1.0% ‐20.7% ‐20.7% 0.3% 0.3% We are initiating coverage on BAHL, the eight largest ...
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...Chapter 3 CASH FLOWS AND FINANCIAL ANALYSIS FOCUS The first half of the chapter is focused on cash flow in business. The emphasis is on understanding where cash comes from, what it's used for, and how to get that information out of financial statements. The second half of the chapter deals with financial analysis. A series of ratios are presented along with discussions of the kinds of problems they're designed to illuminate. Practical issues like the interpretation of a long collection period are considered in detail. PEDAGOGY Cash Flows: Students often find cash flow confusing, so extra care is taken to develop the ideas carefully starting with examples from personal life. After mastering the basic concepts, we move into business applications. Ratio Analysis: It's difficult to get students without business experience to appreciate ratio analysis. They calculate ratios readily enough, but have a hard time imagining what a particular comparison or trend implies about operations. For this reason we've spent extra time on the interpretation and implications of ratios. The comprehensive problem at the end of the chapter (problem 15) is designed to drive the interpretation ideas home. We suggest that you lecture on the material and assign the problem to be gone over in class after students have wrestled with it themselves. The numbers are straightforward, but you can get a lot of mileage out of having the students role play the analyst and propose possible...
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...Chapter 3 CASH FLOWS AND FINANCIAL ANALYSIS FOCUS The first half of the chapter is focused on cash flow in business. The emphasis is on understanding where cash comes from, what it's used for, and how to get that information out of financial statements. The second half of the chapter deals with financial analysis. A series of ratios are presented along with discussions of the kinds of problems they're designed to illuminate. Practical issues like the interpretation of a long collection period are considered in detail. PEDAGOGY Cash Flows: Students often find cash flow confusing, so extra care is taken to develop the ideas carefully starting with examples from personal life. After mastering the basic concepts, we move into business applications. Ratio Analysis: It's difficult to get students without business experience to appreciate ratio analysis. They calculate ratios readily enough, but have a hard time imagining what a particular comparison or trend implies about operations. For this reason we've spent extra time on the interpretation and implications of ratios. The comprehensive problem at the end of the chapter (problem 15) is designed to drive the interpretation ideas home. We suggest that you lecture on the material and assign the problem to be gone over in class after students have wrestled with it themselves. The numbers are straightforward, but you can get a lot of mileage out of having the students role play the analyst and propose possible...
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