...expansion in other areas. * Retail price Maintenance (RPM) system had restricted Retailers from pricing goods below a price agreed upon with the suppliers. Tesco were not able to compete on price with small retailing outfits. * In 1970, the customer were no longer price conscious and were looking for more costly and luxury merchandise due to which the company had to rethink its pricing strategy. * Tesco found out that around 25% of its customers, who belonged to the high income bracket were defecting to rival Marks & Spencer. * Tesco customers were not happy with in-store stands that displayed candy. These stands attracted children, who forced their parents to buy the candy. Similarly, many customers did not like off-shelf displays that were aimed at fueling impulse purchases. * The price followers in the UK market are about to become aggressive investors in price.With both ASDA and Sainsbury’s committed to price leadership, this could result in a step down in industry profitability. Tesco’s journey and problem’s handled Tesco came up with the Loyalty card scheme in 1995. Prior to that there were initiatives such as * Tradingstamps-These stamps were given to customers in return for making purchases at its stores. After the customers collected a...
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...Powered by S&P Capital IQ INDUSTRY SURVEYS Technology Hardware, Storage & Peripherals April 2015 ANGELO ZINO, CFA Equity Analyst www.spcapitaliq.com 2 April 2015 INDUSTRY SURVEYS Technology Hardware, Storage & Peripherals PERFORMANCE Sector Overview Industry Overview Revenues Expenses Profits & Margins Valuation Capital Markets INDUSTRY PROFILE Trends INQUIRIES & CLIENT SUPPORT 800.523.4534 clientsupport@standardandpoors.com SALES 877.219.1247 wealth@spcapitaliq.com Key Ratios And Statistics CONTACTS How The Industry Operates How To Analyze This Industry Glossary Industry References Comparative Company Analysis MEDIA Michael Privitera 212.438.6679 michael.privitera@spcapitaliq.com S&P CAPITAL IQ 55 Water Street New York, NY 10041 All of the views expressed in these research reports accurately reflect the research analyst’s personal views regarding any and all of the subject securitiesor issuers. No part of the analyst’s compensation was, is, or will be, directly or indirectly, related to the specific recommendations or views expressed in this research report. For important regulatory information, go to www.standardandpoors.com and click on Regulatory Affairs and Disclaimers. Copyright © 2015 Standard & Poor’s Financial Services LLC, a part of McGraw-Hill Financial. All rights reserved. 3 April 2015 INDUSTRY SURVEYS Technology Hardware, Storage & Peripherals ...
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...Masters of rural markets: Accenture Research Report The Hallmarks of High Performance Contents Foreword: Unleashing India’s rural multiplier effect Growing business confidence in rural opportunities The attractions and distractions of rural markets 03 05 09 Distinctive capabilities that enable 15 companies to succeed in India’s hinterland Framework factors critical to nurturing distinctive capabilities Developing the right capabilities—and acting on them Last word 28 29 31 2 Foreword Unleashing India’s rural multiplier effect But rural India’s contributions to the nation’s economic success—and the obvious potential for profitable growth—is just a part of the promise of wholehearted commitment to doing business beyond the city centers and suburbs. India’s rural markets offer unprecedented opportunities for global and local companies to experiment with approaches and business models, which if successful, may be replicated in rural markets of other emerging economies. India is on the march. Its momentum is not only evident in metros— it is apparent in small towns and villages as well. Collectively, all over India’s rural heartland and in its teeming cities, India is readying for an even more impressive era of economic growth. There is no question that India’s rural markets are becoming a powerful economic engine. One telltale sign: rural accounts now comprise over 50 percent of new subscribers for some of the leading telecom providers.1 The rural multiplier...
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...Trade-off between service and inventory costs Rationalizing safety stock settings within NXP Semiconductors by M.W.H. Roeloffzen Trade-off between service and inventory costs Rationalizing safety stock settings within NXP Semiconductors Graduation Company: NXP Semiconductors SCM Competence Center High Tech Campus – 60 (5.50) Professor Holstlaan 4 P.O. Box 80073 5600 K.A. Eindhoven The Netherlands University Supervisors: Dr. Ir. Leo van der Wegen (UT) Prof. Dr. Ir. Ton de Kok (TU/e) (Dr. Ir. Matthieu van der Heijden (UT)) Company Supervisors: Ir. Sander Kok Ir. Ruud Driesen Ir. Erik van Wachem University of Twente, Enschede Industrial Engineering and Management Science Specialization: Production and Logistic Management Mark W.H. Roeloffzen October 9th, 2007. Summary Summary ----------Context NXP operates in a highly dynamic and globalized semiconductor market. The NXP supply chain control is like it peers in semiconductor business quite complex. To manage the supply chain and to deal with the market characteristics, six so called Business Renewal II objectives were launched as part of the one page strategy. On one hand the BR II objectives target for a lower break-even point and on the other hand it aims for operational excellence. For supply chain management this translates in lower stock targets on one hand and better supply chain performance on the other hand. Because of the existing link between these two objectives, this research will support the inventory...
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...Monograph on the Apple Business Model @2003 Introduction. In 1984, Apple and the Macintosh challenged the world with the dramatic portrayal of a revolutionary woman hurling a hammer at an image of the establishment. With the Twentieth Anniversary of that event approaching, now is a good time to take a look back at this revolution and take stock of the new revolution that the Mac OS X operating system offers. Despite Time Magazine's 80 Days That Changed The World, it would appear that Apple doesn't get much credit for the revolution it sparked in personal computing. As the leading innovator in the computer market, and with a balance sheet holding of four billion in cash, neither its stock value nor its market share is very high. Every few months or so, a journalist reports on impending trouble for Apple Computer. Part of the reason for this negative press is that its main competitor has a 95% market share and billions more in cash. By any other standards, Apple would be judged to be an astonishing success, but a bigger question remains: Why is the Apple market share so small when it has a superior product? Blaming Microsoft for the 'ills' of Apple really misses the point. Both companies were formed early in the computer age, both had product, innovation and opportunity at a critical time, but their history is vastly different. Apple's small market share must be the result of its business model. While the business model has failed the aspirations of the Macintosh Revolution...
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...Form 20-F 2011 Nokia Form 20-F 2011 As filed with the Securities and Exchange Commission on March 8, 2012. UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 FORM 20-F ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the fiscal year ended December 31, 2011 Commission file number 1-13202 (Exact name of Registrant as specified in its charter) Republic of Finland (Jurisdiction of incorporation) Nokia Corporation Keilalahdentie 4, P.O. Box 226, FI-00045 NOKIA GROUP, Espoo, Finland (Address of principal executive offices) Riikka Tieaho, Director, Corporate Legal, Telephone: +358 (0)7 1800-8000, Facsimile: +358 (0) 7 1803-8503 Keilalahdentie 4, P.O. Box 226, FI-00045 NOKIA GROUP, Espoo, Finland (Name, Telephone, E-mail and/or Facsimile number and Address of Company Contact Person) Securities registered pursuant to Section 12(b) of the Securities Exchange Act of 1934 (the “Exchange Act”): Title of each class Name of each exchange on which registered American Depositary Shares Shares (1) New York Stock Exchange New York Stock Exchange(1) Not for trading, but only in connection with the registration of American Depositary Shares representing these shares, pursuant to the requirements of the Securities and Exchange Commission. Securities registered pursuant to Section 12(g) of the Exchange Act: None Securities for which there is a reporting obligation pursuant to Section 15(d)...
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...Form 20-F 2011 Nokia Form 20-F 2011 As filed with the Securities and Exchange Commission on March 8, 2012. UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 FORM 20-F ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the fiscal year ended December 31, 2011 Commission file number 1-13202 (Exact name of Registrant as specified in its charter) Republic of Finland (Jurisdiction of incorporation) Nokia Corporation Keilalahdentie 4, P.O. Box 226, FI-00045 NOKIA GROUP, Espoo, Finland (Address of principal executive offices) Riikka Tieaho, Director, Corporate Legal, Telephone: +358 (0)7 1800-8000, Facsimile: +358 (0) 7 1803-8503 Keilalahdentie 4, P.O. Box 226, FI-00045 NOKIA GROUP, Espoo, Finland (Name, Telephone, E-mail and/or Facsimile number and Address of Company Contact Person) Securities registered pursuant to Section 12(b) of the Securities Exchange Act of 1934 (the “Exchange Act”): Title of each class Name of each exchange on which registered American Depositary Shares Shares (1) New York Stock Exchange New York Stock Exchange(1) Not for trading, but only in connection with the registration of American Depositary Shares representing these shares, pursuant to the requirements of the Securities and Exchange Commission. Securities registered pursuant to Section 12(g) of the Exchange Act: None Securities for which there is a reporting obligation pursuant to Section 15(d)...
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...McKinsey Global Institute June 2011 Big data: The next frontier for innovation, competition, and productivity The McKinsey Global Institute The McKinsey Global Institute (MGI), established in 1990, is McKinsey & Company’s business and economics research arm. MGI’s mission is to help leaders in the commercial, public, and social sectors develop a deeper understanding of the evolution of the global economy and to provide a fact base that contributes to decision making on critical management and policy issues. MGI research combines two disciplines: economics and management. Economists often have limited access to the practical problems facing senior managers, while senior managers often lack the time and incentive to look beyond their own industry to the larger issues of the global economy. By integrating these perspectives, MGI is able to gain insights into the microeconomic underpinnings of the long-term macroeconomic trends affecting business strategy and policy making. For nearly two decades, MGI has utilized this “micro-to-macro” approach in research covering more than 20 countries and 30 industry sectors. MGI’s current research agenda focuses on three broad areas: productivity, competitiveness, and growth; the evolution of global financial markets; and the economic impact of technology. Recent research has examined a program of reform to bolster growth and renewal in Europe and the United States through accelerated productivity growth; Africa’s economic potential;...
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...McKinsey Global Institute June 2011 Big data: The next frontier for innovation, competition, and productivity The McKinsey Global Institute The McKinsey Global Institute (MGI), established in 1990, is McKinsey & Company’s business and economics research arm. MGI’s mission is to help leaders in the commercial, public, and social sectors develop a deeper understanding of the evolution of the global economy and to provide a fact base that contributes to decision making on critical management and policy issues. MGI research combines two disciplines: economics and management. Economists often have limited access to the practical problems facing senior managers, while senior managers often lack the time and incentive to look beyond their own industry to the larger issues of the global economy. By integrating these perspectives, MGI is able to gain insights into the microeconomic underpinnings of the long-term macroeconomic trends affecting business strategy and policy making. For nearly two decades, MGI has utilized this “micro-to-macro” approach in research covering more than 20 countries and 30 industry sectors. MGI’s current research agenda focuses on three broad areas: productivity, competitiveness, and growth; the evolution of global financial markets; and the economic impact of technology. Recent research has examined a program of reform to bolster growth and renewal in Europe and the United States through accelerated productivity growth; Africa’s economic potential;...
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...FRANK WOOD’S business accounting TENTH EDITION 1 FRANK WOOD & ALAN SANGSTER Additional student support at www.pearsoned.co.uk/wood FRANK WOOD’S business accounting 1 Visit the Business Accounting, tenth edition Companion Website at www.pearsoned.co.uk/wood to find valuable student learning material including: l l l l l l Learning objectives for each chapter Multiple choice questions to help test your learning Review questions and answers Links to relevant sites on the web Searchable online glossary Flashcards to test your knowledge of key terms and definitions Frank Wood 1926–2000 FRANK WOOD’S business accounting TENTH EDITION 1 FRANK WOOD BSc (Econ), FCA and ALAN SANGSTER BA, MSc, Cert TESOL, CA Pearson Education Limited Edinburgh Gate Harlow Essex CM20 2JE and Associated Companies throughout the world. Visit us on the World Wide Web at www.pearsoned.co.uk First edition published in 1967 Second edition published under the Longman imprint in 1972 Third edition published in 1979 Fourth edition published in 1984 Fifth edition published in 1989 Sixth edition published in 1993 Seventh edition published in 1996 Eighth edition published under the Financial Times Pitman Publishing imprint in 1999 Ninth edition published in 2002 Tenth edition published 2005 © Frank Wood 1967 © Longman Group UK Limited 1972, 1979, 1984, 1989, 1993 © Pearson Professional Limited 1996 © Financial Times Professional Limited 1999 © Pearson Education Limited...
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...yahoo2013.tumblr.com YAHOO 2013 ANNUAL REPORT EDITORIAL EXCELLENCE YAHOO ON THE ROAD MONTHLY MOBILE USERS “2013 was a year of tremendous progress at Yahoo.” YAHOO IN NYC SEARCH 400M+ Enhancing Search TOP TECH TALENT monthly mobile users INCREASE IN AVERAGE MONTHLY USERS TALENT TUMBLR ACQUISITION 340,000+ Job Applications 800M+ average monthly users YAHOO 2013 ANNUAL REPORT NEW MAIL EXPERIENCE YAHOO WEATHER APP 50% YAHOO SPORTS Nearly half of new hires had design, engineering, or product backgrounds YAHOO NEWS DIGEST NEW LOGO TO OUR SHAREHOLDERS 2013 was a year of tremendous progress at Yahoo. Our mission at Yahoo is to make the world’s daily habits more inspiring and entertaining. From Search, Communications, Digital Magazines and Video to Flickr and Tumblr, daily habits are our heritage and our inspiration. We re-imagined every core product to create more engaging, delightful experiences for our users across the globe. We also invested in our ad technology to build value for our advertising partners. 2013 was also a year of remarkable innovation at Yahoo. We continued to rethink and rework the Search user experience. We are investing in Mail—the ultimate daily habit—to keep users connected with friends and family. We are focused on bringing users the best content from across the Web, through our partnerships with Comedy Central, SNL, NBC Sports, ABC News, CBS’s The Insider and others. We are also investing in editorial...
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...Rashesh Shah did it. Sanjeev Bikhchandani did it. Shantanu Prakash did it. 'Stay Hungry, Stay Foolish' is the story of 25 such IIM Ahmedabad graduates who chose the rough road of entrepreneurship. They are diverse in age, in outlook and the industries they made a mark in. But they have one thing in common: they believed in the power of their dreams. This book seeks to inspire young graduates to look beyond placements and salaries. To believe in their dreams. The Centre for Innovation, Incubation and Entrepreneurship (CIIE) at IIM Ahmedabad aims at fostering innovation-driven entrepreneurship through incubation, research and dissemination of knowledge. Rs.125/- - Rashmi Bansal ISBN 978-81-904530-1-1 CONTENTS - THE BELIEVERS - THE OPPORTUNISTS - THE ALTERNATE VISION THE BELIEVERS People who knew entrepreneurship was the Chosen Path. They took the plunge straight after their MBA or after working barely a couple of years. And they persevered until they made it big! p02 THE BOOK OF JOB Sanjeev Bikhchandani (PGP 1989), naukri.com Sanjeev is India's most successful internet entrepreneur. For close to a decade he struggled on the sidelines but never gave up on his Big Idea. In 2006, naukri.com became the first dotcom to IPO on an Indian stock exchange. p18 ROCK WITH IT, ROLL WITH IT Shantanu Prakash (PGP 1988), Educomp Despite a regular middle class upbringing, Shantanu went into business while doing his BCom. The entrepreneurial streak continued after...
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...Rashesh Shah did it. Sanjeev Bikhchandani did it. Shantanu Prakash did it. 'Stay Hungry, Stay Foolish' is the story of 25 such IIM Ahmedabad graduates who chose the rough road of entrepreneurship. They are diverse in age, in outlook and the industries they made a mark in. But they have one thing in common: they believed in the power of their dreams. This book seeks to inspire young graduates to look beyond placements and salaries. To believe in their dreams. The Centre for Innovation, Incubation and Entrepreneurship (CIIE) at IIM Ahmedabad aims at fostering innovation-driven entrepreneurship through incubation, research and dissemination of knowledge. Rs.125/- - Rashmi Bansal ISBN 978-81-904530-1-1 CONTENTS - THE BELIEVERS - THE OPPORTUNISTS - THE ALTERNATE VISION THE BELIEVERS People who knew entrepreneurship was the Chosen Path. They took the plunge straight after their MBA or after working barely a couple of years. And they persevered until they made it big! p02 THE BOOK OF JOB Sanjeev Bikhchandani (PGP 1989), naukri.com Sanjeev is India's most successful internet entrepreneur. For close to a decade he struggled on the sidelines but never gave up on his Big Idea. In 2006, naukri.com became the first dotcom to IPO on an Indian stock exchange. p18 ROCK WITH IT, ROLL WITH IT Shantanu Prakash (PGP 1988), Educomp Despite a regular middle class upbringing, Shantanu went into business while doing his BCom. The entrepreneurial streak continued after...
Words: 114565 - Pages: 459
