...* CONTENTS I. Internal analysis 4 A. Key facts 4 B. PSA in brief 4 C. Company overview 5 D. The electric vehicle 6 E. Focus on Peugeot Ion, the tangible product 6 F. Services 7 II. Macro 7 A. Ecological and Economical factor 7 B. Political factor 8 1. Legislations and government interventions 8 III. Micro 8 A. PURCHASE behavior: environmental vs. economical concern 8 B. Competitors offer 9 1. Specialist carmakers 9 2. Renault – Nissan 9 C. Substitutes products 10 1. Other concepts of “green cars” 10 IV. SWOT 11 A. Strengths 11 1. Strong research and development capabilities 12 2. Increasing operational performance 12 3. Partnership with Mitsubishi 13 B. Weaknesses 13 1. High indebtedness 13 2. Autonomy/performances and Charging battery time 14 C. Opportunities 14 1. Strategic alliances 14 2. Poised to benefit from growing automotive markets in China, Latin America and Russia 15 3. Growing worldwide demand for more environmentally friendly vehicles 15 4. Stringent environmental regulations 16 D. Threats 16 1. Intense competition 16 2. Foreign currency risk 17 V. Segmentation 17 A. Criteria of segmentation 17 urrent target of the Peugeot iOn 18 VI. Current strategy 19 A. Objectives of the Group 19 B. Competitive advantage 20 C. Competitive environmental strategies 20 D. First Mover Advantage 20 E. BCG Matrix analysis 21 VII. Questionnaire results 22 VIII....
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...Presentation Peugeot debuted a new so-called supercar at the Paris Auto Show that mixes the style of a Ferrari with the fuel economy of a Toyota Prius. The new-look have fashionable feeling and also, there’s some seriously advanced technology that’s been proven in Onyx. Apperance:The outside of the car is covered in a thin copper body with two-tone which really attracts eyes. Peugeot believes that the Onyx “hints at the styling of models that will be around in four or five years”. Speed:Around 3.0 seconds for the 0-62mph sprint. The car’s 3.7-litre twin-turbo diesel engine generates 600hp, it still has an F1-style KERS system harnessing energy under braking, there’s a supplementary 80hp electric motor ready to do its stuff under acceleration. Green: A flat carbon-fibre floor that creats downforce which enhance the car’s handling ability. Most of the interior including the centre console is made from recycled newspaper, the seats and headlining are made from felt which is developed from boiling wool, and is fylly recyclable. Distribution channel:factory,logistics,warehouse,store Competitors:Ferrari $192~$410 (Price range) Aston Martin $122~$299 Lamborghini $191~$449 Marserati $118~$142 Pricing strategy: High price-to build a high-grade position substantial profit- aim at maximun profit Limited sales-to...
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...A FEASIBLE STUDY ANALYSIS REPORT OF LECAB EXECUTIVE SUMMARY: This report aims to provide a feasible study analysis on a company called LeCab- a French start-up business innovating in car transportation established in 2012. The report aims to analyse the market that LeCab is operating in including its competitors, customers, differentiation. From the market analysis it is seen that LeCab is facing tough competition in the UK market due to the fact that it has not established its name in the UK. The biggest competitor of LeCab in the UK market is Black Cab. In term of customers, the major customer group that often use taxis is the 18-29 age group. In addition to this, key concerns of consumers when using cabs are the knowledge of London of the taxi drivers, payment methods and awareness towards the environment. With regard to differentiation, it is seen that key differentiation of LeCab that makes it stands out to customers are elegance, awareness towards the environment and the community, which they use eco-friendly engines, taxi drivers, and comfort offered to customers. In term of its business model, LeCab only targets B2B customers and build direct relationships with customers through various means of communications such as FaceBook or LinkedIn. In order to introduce the service widely to reach target customers, LeCab has also worked in collaboration with a number of organisations across sectors from car providers such as Peugeot to newspapers such as The Times, The Economist...
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....Introduction: Background of Peugeot and Dongfeng : Peugeot is a major French car brand which is today part of PSA Peugeot Citroën. Peugeot's roots go back to bicycle manufacturing at the end of the 19th century. Its headquarters are located in Paris, avenue de la Grande Armée. Dongfeng Motor Corporation is a Chinese state-owned automobile manufacturer formerly known as China's "second car factory." It’s headquartered in Wuhan, China. Production and assembly of passenger cars, trucks, cars and car parts are the main business of Dongfeng. Traditionally one of the "Big Three" Chinese automakers, it is currently in the top four along with Chang'an Motors, FAW Group, and SAIC Motor. Collaboration background of Peugeot and Dongfeng: China starts opening domestic market to the foreign countries for the trading market access for technology. Finally, China sets up the Open-door policy- the China’s automobile industry was to establish Dino-foreign joint ventures (JVs) with foreign automakers to access foreign capital and technology and develop indigenous Chinese partners into self-sustaining, independent players. The purpose and the partnership of the collaboration: Dongfeng Motor and French counterpart PSA Peugeot Citroen cooperate for developing new car, the main purpose is to meet the rapid growing demand in Southeast Asia. They aim at double production and selling within three years of time. The global partnership of these two companies would eventually pave the way for exports...
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...Правительство Российской Федерации Государственное образовательное бюджетное учреждение высшего профессионального образования «Научно исследовательский университет - Высшая школа экономики» Факультет мировой экономики и мировой политики Кафедра международного бизнеса ВЫПУСКНАЯ КВАЛИФИКАЦИОННАЯ РАБОТА На тему: Особенности маркетинговой стратегии компании Тойота на рынках стран Европы Студентка группы № 467 Беркович Антонина Вадимовна Научный руководитель Медведев Денис Анатольевич Старший преподаватель кафедры международного бизнеса Рецензент Карпова Наталия Станиславовна доцент кафедры международного бизнеса, д.э.н. Москва 2013 Оглавление………………………………………………………………………...2 Введение………………………………………………………………………...…3 Глава 1. Международные маркетинговые стратегии предприятия………6 1.1 Сущность понятия маркетинговой стратегии и его компоненты…………..6 1.2 Сущность понятия международной маркетинговой стратегии и ее виды…………………………………………………………………………….9 Глава 2. Маркетинговые стратегии предприятий автомобильной отрасли…………………………………………………………………………..13 2.1 Основные тенденции развития автомобильного рынка Европы………....13 2.2 Стратегии роста японских и европейских автопроизводителей…………17 2.3 Отличительные особенности и секреты успеха маркетингового поведения японских автопроизводителей………………………………………………20 Глава 3. Особенности маркетинговой стратегии компании Тойота на рынках стран Европы……………………………………………………27 ...
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...MKT 444: Social Media Analysis 04/24/2014 Client: Red Bull Red Bull Social Media Inventory: Facebook: https://www.facebook.com/redbull (43,290,870 likes) Twitter: https://twitter.com/redbull (1,440,000 follower) (45,400,000 tweets) Instagram: red bull (1,320,253 followers) April 1st and April 15th On Facebook between the 1st and 15th of April there was not a lot of activity. The first post was on the 5th, they posted a 1-minute clip ad for World Runtastic and they tagged it “Train for the Wings for Life World Run with Story Running by Runtastic” which is a cause to find a cure for spinal cord injury. It received 2,769 likes and 527 shares. Again there was no post on the 15th so I chose to look at posts on the 16th. There were 2 images posted on the 16th, the first one was an image of a women surfing with the hashtag #givesyouwings, and a title of “success isn’t given its earned” this post was very popular getting 13,476 likes and 253 shares. The second post of the day was a creative image with a person skating, and the title says “your flight is boarding”. This image got 6770 likes and 153 shares, not as popular as the first picture but none the less still got many responses. On Instagram again there was no post on the 1st but on the 3rd they posted a short clip of a biker riding below a helicopter and it says, “Can you outrun a Heli? @CurtisKeene blazes down the mount in the latest high-speed chase to hit Los Angeles. Watch the full clip by...
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...Thinking Bookworm Ideas. Thoughts. Beliefs Home Research Proposals Marketing Management TQM Examples Strategic Management Management Examples Strategic Management Archives Subscribe 6 Online Users Search Custom Search Categories Abstract Examples Accounting System Advertising Examples Agricultural Industry Asian Financial Crisis Australia Samples Australian Industrial Relations Commission Australian Labor Party Banking Sector Examples Behavioral Changes Examples Brand Development Samples Brand Equity Management Samples Brand Management Samples Budgeting Process Examples Building Construction Case Studies Business Examples Business Insurance Examples Capital Structure Samples Case Study Examples Change Management Programs Samples Change Process Examples Child Abuse Case Samples Civil Service Commission Case Studies Coca Cola Samples Collection Strategy Examples Company Supply Chain Relationship Comparative Analysis Examples Comparing Issues Competition Competitive Advantage Compulsory Education Examples Computer Science Sample Studies Conclusions Conde Nast Traveler Conflict Management Examples Consulting Consumer Confidence Contrasting Issues Corporate Governance Systems Corporate Law Corporate Social Responsibility Costa Coffee Case Studies Critical Study Crown Entity Culture Curriculum Vitae Examples Customer Satisfaction Customers Debt Decision Making Dell UK Different Strategies Dissertation Samples Ecurrency Trading East Asia Economic Forces Economic Plausibility Examples...
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...Data Analytics: A Marketing Segmentation Case Study T. Evgeniou, INSEAD J. Niessing, INSEAD The Iterative Process Cycle Data Preparation & Exploration Analysis Goal of Analysis Performance Assessment Segmentation Methodology – A(nother) Process 1 2 3 4 5 6 Identify Business Issues Clarify Scope and Dimensions Generate and Refine Hypotheses Decide on Data to use / Collect Needed Data Build the Segmentation Framework Link to Marketing & Business Strategy A Segmentation (micro-)Process • Segmentation solution is created through a rigorous and iterative process Data Processing/ Factor Analysis Cluster analyses Review and refine Why Segmentation? • SEGMENTATION is a critical enabler to achieve business objectives and realize benefits • SEGMENTATION is critical to identify white spaces for new products/offerings • SEGMENTATION helps organizations to optimize their retention and acquisition strategy • SEGMENTATION is often used to optimize pricing across different products • SEGMENTATION enables organizations to become more customercentric • MARKET DYNAMICS make segmentation critical to business success. Questions You Might Hear… These are only some of the issues that clients may raise that clue you in to appropriateness of segmentation Growth & New Opportunities Market Structure Product Development Channel Deployment Resource Allocation Retention...
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...RUNNING HEAD: THE MARKETING MIX The Marketing Mix [Name of the Writer] [Name of the Institution] The Marketing Mix Automobile – Hyundai KIA Automotive Group Introduction In today’s world, automobile has gained a status of sophisticated high-tech product rather than just a mode of transport. It has become a mobile living space, representing the pursuit of quality of life and social status of people. Therefore, in today's automotive business activities, the company should pay more attention to enhancing customer experience and satisfaction. As experience is an essential component of customer value, good experience is the leverage to measure the worth of goods or services. That is to say, only good marketing strategies can defeat competitors. Hence, it is pertinent for enterprises to target the right market, set up effective marketing strategies and make marketing innovation through overall analysis of rivals, current enterprise marketing conditions and market needs and wants under the heated competition of automobile market. Recently, Hyundai KIA Automotive Group announced that Group’s global investment would be total 10.5 trillion, which re-established the highest investment record of the company. The new investment program will be mainly used in new energy-related Research & Development, and factory hardware facilities. In the next section, we will take KIA Motors as an example, and analyze its marketing mix in the past and present. The conclusion will present...
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...------------------------------------------------- ------------------------------------------------- KOZMINSKI UNIVERSITY ------------------------------------------------- Financial Statement Analysis ------------------------------------------------- Financial Report ------------------------------------------------- Financial Statement Analysis – BMW Group ------------------------------------------------- ------------------------------------------------- Yuliya Bondarchuk 27991 ------------------------------------------------- Academic Year 2014/2015 ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- I hereby certify that this paper is the result of our work and that all sources we used have been reported. ------------------------------------------------- ------------------------------------------------- -------------------------------------------------- Signature ------------------------------------------------- © Kozminski University 2014 Executive Summary The aim of this analysis is to decide whether to grant a loan to BMW Group. BMW is one of the biggest car producers in the world. The company produces also motorcycles and offers the financial services. In the ‘Conclusions’ section it is presented, that the company is stable and well-performing. Also the ratios are growing and its position on the market is strong. The Company BayerischeMotorenWerke...
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...SESSION Course Title: Production Management Course Code: BUS 325 Time: 21/2 hour Instruction: Choose the one alternative that best completes the statement or answers the question. 1) Production/Operations Management is A) responsible for producing goods B) responsible for providing services C) system that create goods or services D) often referred to as the core of scientific management 2) Operations Management does not affect A) The collective success or failure of companies’ POM B) companies’ financial resources C) Nation’s ability to compete internationally D) Companies’ ability to compete 3) Which of the following part indicates the three Basic Functions? A) Finance, marketing and management B) Finance, human resources and management C) Marketing, operations and finance D) Operations, finance and scientific management 4) The steps of the conversion of inputs into outputs are: A) Input, process, transformation B) Labor, control, goods C) capital, land, service D) Input, conversion process, output 5) The operations function involves __________ A) The transformation process of inputs into outputs B) Feedback control C) Value added process D) Only goods process 6) Which of the following is not one of the input concepts? A) Labor B) Information C) Services D) Legal constraints 7) In profit organization, value-added of output __________ A) is measured by prices that customers are willing to pay for only those...
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...EC motor vehicle block exemption reform: are you ready for the new regime? By Susanne Zuehlke and Gianni De Stefano Reprinted from European Competition Law Review Issue 3, 2010 Sweet & Maxwell 100 Avenue Road Swiss Cottage London NW3 3PF (Law Publishers) ZUEHLKE AND DE STEFANO: EC MOTOR VEHICLE BLOCK EXEMPTION REFORM: [2010] E.C.L.R. 93 EC motor vehicle block exemption reform: are you ready for the new regime? Susanne Zuehlke and Gianni De Stefano* Block exemptions; Concerted practices; EC law; Motor industry; Vertical agreements The motor vehicle sector, in particular the distribution of passenger cars, commercial vehicles, spare parts and repair services, is subject to a specific block exemption, Regulation 1400/2002 (the motor vehicle block exemption), which is due to expire on May 31, 2010.1 Following a review launched in mid-2007, the European Commission (the Commission) adopted a Communication on July 22, 2009 to set out the basic policy orientations for the future legal framework that should apply to motor vehicle distribution and aftersales services agreements after the expiry of the motor vehicle block exemption. Currently, the motor vehicle sector is subject to a specific competition law regime which deviates from the general rules applicable to supply and distribution agreements. In particular, the motor vehicle block exemption provides for rules that are stricter than those provided in the general vertical block exemption, Regulation 2790/1999...
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...Actes du GERPISA n°22 GLOBALIZATION STRATEGIES OF KOREAN MOTOR VEHICLE INDUSTRY: A CASE STUDY OF HYUNDAI Myeong-kee CHUNG The current issue in the world economy is characterized by globalization. Corporations have built up a world-wide network economy by promoting production and trade. An important cause for the globalizing trend of the world economy lies in relocation of production sites and management strategies of business. Firms need not only partnership with foreign companies in the form of direct investment and joint ventures, but they need also to develop cross-border buyersupplier relations. These trends also provide opportunities for the sharing of risks and costs in R&D and production. Globalization is driven by strategic alliances that reflect a shift of company strategies. Globalization is an increasingly important aspect of the automobile industry. In the past decades, the automobile industry has been one of the mains driving forces in globalization. The pattern of globalization followed by the major car makers can so far be split into three stages. The first stage is export. At this stage the goal is to create a car that fits into a worldwide car category. The second stage of globalization comes after the expansion of export. This is the setting up of transplant in major market regions. The last stage of globalization is complete localization of transplants on one hand and the establishment of a global business network on another hand. In the following...
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...SWOT Analysis of the Toyota Motor Corporation Yewande Adeniyi Davenport University Busn520 Dr. Thomas Steinhagen March 15, 2013 SWOT Analysis of the Toyota Motor Corporation Yewande Adeniyi Davenport University Busn520 Dr. Thomas Steinhagen March 15, 2013 Table of Contents Abstract….3 Introduction….4 Strengths….4, 5 Weaknesses….5 Opportunities….5, 6 Threats….6 External Factors….6, 7 Recommendations/Conclusion….7, 8 References….9, 10 Abstract This paper outlines a complete SWOT analysis report of the Toyota Motor Corporation (TMC). According to Mindtools.com, a SWOT analysis is tool that is used to analyze the strengths, weakness, opportunities, and threats that a company may have or encounter in its business dealings (2013). A SWOT analysis can be used in the form of an “ice breaker,” whereby one can used it an introduction of sorts about a company. However, the best possible way to use the SWOT analysis is as that of a strategy tool. It can be used as a tool to weave out the things the company may not need, improve on processes that may not be functioning properly and increase company profits (Mindtools, 2013). This paper focuses on the internal and external networks of the TMC to come up with a strategy that will increase the company’s strength, decrease or eliminate company weakness, provide more opportunities, and weave out potential threats and failures. SWOT Analysis of the Toyota Motor Corporation Introduction/Overview The Toyota Motor Corporation is an international...
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...global financial crisis recede, it is expected that the Turkish automotive sector will reach average annual growth rates of 4.5-5 percent per year in 2011 and follow this trend through till 2013. There are 22 automotive manufacturers in Turkey. The total capacity of the OSD members (15 manufacturers including two tractor manufacturers) amounted to 1,561,155 vehicles in 2010.18 The capacity seemed to stay stable for the first six months of 2010 and the capacity utilization was 72 percent. Most Turkish manufacturers have established joint-ventures with foreign car makers. There are 15 international players in the automotive sector which are; BMW Group, DAF Trucks , Daimler, FIAT Group, Ford, General Motors, Jaguar, Land Rover, MAN, Porsche, Peugeot, Citroën, Renault, Scania, Toyota, Volkswagen and Volvo...
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