...PART SIX Country Notebook THE COUNTRY NOTEBOOKA GUIDE FOR DEVELOPING A MARKETING PLAN TH E CO UN TRY N O TEB O O K O U T LI N E Cultural Analysis Economic Analysis Market Audit and Competitive Market Analysis Preliminary Marketing Plan cat2994X_cn_579-588.indd 579 8/3/10 2:44 PM CONFIRMING PAGES 580 Part 6 Supplementary Material The first stage in the planning process is a preliminary country analysis. The marketer needs basic information to evaluate a country market’s potential, identify problems that would eliminate a country from further consideration, identify aspects of the country’s environment that need further study, evaluate the components of the marketing mix for possible adaptation, and develop a strategic marketing plan. One further use of the information collected in the preliminary analysis is as a basis for a country notebook. Many companies, large and small, have a country notebook for each country in which they do business. The country notebook contains information a marketer should be aware of when making decisions involving a specific country market. As new information is collected, the country notebook is continually updated by the country or product manager. Whenever a marketing decision is made involving a country, the country notebook is the first database consulted. New-product introductions, changes in advertising programs, and other marketing program decisions begin with the country notebook. It also serves as a quick...
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...categories. Now known globally, Splash continues to make a difference in more lives. Company Profile Splash Corporation is a publicly listed Filipino company with business interests in personal care and food manufacturing, marketing, and distribution in the Philippines and in the international market. Founded in 1985, Splash was able to grow from a Php12,000 backyard business into a Php3.5 billion enterprise through the vision, innovation and commitment of its founders Dr. Rolando B. Hortaleza and Dr. Rosalinda A. Hortaleza. Being consistently among the top corporations in the Philippines since 1998, the Company has established its reputation as one of the formidable players in the Philippine personal care industry. As of December 2013, Splash Corporation, ranks fifth in the personal care industry, outranked only by giant multinationals, making Splash Corporation the number 1 Philippine-based personal care company. Splash is a market leader in three personal care categories—exfoliants, skin whitening lotion and hair coloring based on December 2013 report of AC Nielsen. SkinWhite is the number 1 whitening lotion with 24 percent share by value and 20 percent by volume. Maxi-peel Exfoliant Solution has 79 percent share by volume and Kolours is the number 1 hair dye product with 31 percent share by volume and 25 percent by value. In 2011, the Splash Group acquired Barrio Fiesta Manufacturing Corporation to gain a foothold in the food industry through the Barrio Fiesta branded...
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...Kwai Tsing Container Port / Future Development ------------------------------------------------- Improving Competitiveness The Port of Hong Kong has long been assuming the role as a gateway for South China and as a platform for intermodal transport providing connectivity with the Mainland distribution network. ------------------------------------------------- Challenges The container terminals in Hong Kong have always been competing in productivity and efficiency, but indeed there are challenges faced by the Port. To maintain competitiveness, the container port needs to enhance its productivity and efficiency both on the land side and the quay side. On the land side, the container port has been built with an average of 14 hectares of land per 400 metres berth, which is about 45% below the international standard of 25 hectares for optimal performance. This has resulted in yard congestion especially during peak time, and in turn impacted the truck turnaround times. On the quay side, the transshipment throughput volume via barge operations has been increased nearly 30% in the past 10 years. The increase in barge volume has caused considerable barge waiting time and may disrupt connections with on-forwarding vessels. There is an urgent need for government support to increase the terminal back up land and also increase barge berths in the port area. Focusing on such challenges, the Association has submitted a White Paper to the Government proposing a land allocation policy...
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...Maritime State endowed with favourable strategic port locations. The prominence of Gujarat is by a virtue of having nearly 1600 kms long coastline, which accounts for 1/3rd of the coastline of India and being the nearest maritime outlet to Middle East, Africa and Europe. In 1991, Government of India initiated various economic, trade and industrial reforms, through the policy of liberalisation to enhance industrial and trading activities. The rationalisation of import duties and stress on export promotion have seen imports increasing by 24% and export by 25%. Gujarat State, is one of those frontline States that can take up the policy of liberalisation and privatisation, announced by the Govenment of India through a process of globalisation. Gujarat itself is experiencing a phenomenal interest in investment both from MegaIndustrial sectors within the country and also from top Multi Nationals abroad. Investment to the tune of $ 30 billion are already in the pipeline. From an analysis of the present investments and those that are flowing in, one can perceive a particular trend which is manifesting itself - investments are converging in and around potential port sites. Investments of over Rs. 16.000 crores are taking place at Hazira, Rs. 15,000 crores are planned at Vagra. Rs. 20,000 crores are planned in areas near Pipavav and near Jamnagar port locations. The logic of locating these industries is rather clear, viz., the large business houses want to import industrial raw- materials and want...
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...SBFZ ICT PROFILE (For Updating) SUBIC BAY FREEPORT ZONE: ICT HUB LOCATION PROFILE Page 1 SITUATIONAL ANALYSIS (INTERNAL LANDSCAPE) ANALYSIS: CURRENT PRODUCT - SUBIC BAY SPECIAL ECONOMIC AND FREEPORT ZONE Product Features, Benefits, and Appeals Subic Bay Freeport Zone (SBFZ) has a total area of 67, 452 hectares both land and water (water area has a total of 12,350 hectares and a land area of 55, 102 hectares as defined by Proclamation No. 532 of the Subic Special Economic and Freeport Zone SSEFZ) Metes and Bound. It is comprised by the City of Olongapo, Subic Town, San Antonio in Zambales and the former US Naval Reservation. The earliest predecessor to the USFAC Subic Bay was an un finished Spanish Naval Station, acquired by the U. S. in 1898, following the Spanish American War. During World War II, most of the original station was destroyed by American rear guard action and aircraft bombing attacks. Following World War II and the achievement of Philippine independence, a decision was made to establish a U. S. Naval Base at Subic Bay. Substantial construction efforts were begun and accelerated during the Korean Conflict, resulting in the establishment of the U. S. Naval Base, Subic Bay, in 1954. Much of the area now occupied by the Freeport was previously occupied by the City of Olongapo. At that time, the Commander of the Naval Base was also in control of the City of Olongapo. During the Vietnam Conflict, construction of the facilities was again accelerated, and...
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...expand its business into India; thus; we need a detail plan to make our penetration into India market. When we do analyze about the Indian cultural and analysis, we find the information that is general in nature, focusing on product categories. Therefore, we will perform the next to parts “Market Audit and Competitive market analysis” and “Preliminary marketing plan”. In part III, “Market Audit and Competitive market analysis”, the data generated in part III are used to determine the extent of adaptation of the company’s marketing mix necessary for successful market entry to the develop the final step, the action plan. This part concludes some evaluations of the products, the description of our market in India. Moreover, we also compare and contrast our “Van Tho” vegetable oil and the competition’s products. We also give some numerous data to easier forecast about this market. In part IV, “Preliminary marketing plan”, we will gather the information from Part I “Cultural analysis” to part III to develop a marketing plan for “Van Tho” vegetable oil in the our target market in India, Mumbai and New Delhi. We would point out the opportunities, threats, strengths, weaknesses to understand what we have and what we have to do next. We also provide the plan of promotion, distribution when we first introduce our “Van Tho” vegetable oil in our target market. Also provided in this paper is other information which is necessary for our plan. This paper can be a market orientation to help...
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...Internal Version for BBS Use Only Aggi Nauval Hutama Karya Aspal Beton: Entrepreneur Mindset The entrepreneur process includes all the functions, activities and actions that are the part of perceiving opportunities and creating organizations to pursue them (William Bygrave & Andrew Zacharakis,”Entrepreneurship” 2010) Opening Paragraph Budi Prasetyo, CEO of HK Aston, is preparing big agenda that afternoon. He is busy coordinating big projects of his new office HK Aston. As a subsidiary company of Hutama Karya a State Own Enterprises in construction business, HK Aston have specific mission to be a focus company in managing Asphalt and Steel business. One of the big projects on the pipeline is Tanjung Benoa Toll Road in Bali. First of all HK Aston is a newly startup company set up in 2009 with mission to differentiate services and bring more value to the industry towards better services as a group of businesses. Main purpose setting up subsidiary company with core business of specific services is to gain focus in asphalt services which value added perceive values. HK Aston business operation is still active during the process of spin off from division under Operation Directorate to become full fledge company. Even though setting up a good foundation of strong business need more than just a legal documentation and given business, moreover they must have a strong entrepreneurial spirits towards vision of the new company. In this case Budi will have to manage the three basic questions...
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...825-002-736 World Geographies & Cultures: Saudi Aramco World Geographies & Cultures: Saudi Aramco Country Profile Name of Country: Saudi Arabia Source: CIA Factbook (Factbook) Demographics: Population: 27,345,986 * note: immigrants make up more than 30% of the total population, according to UN data (2013) (July 2014 est.) Population Growth Rate: 1.49% (2014 est.) Major languages: Arabic (official) Major religions: Muslim (official) 100% Life expectancy: (at birth) male: 72.79 years ; female: 76.94 years (2014 est.) Literacy Rates: total population: 87.2% ; male: 90.8% ; female: 82.2% (2011 est.) Government: Type of Government: Monarchy Head of Government: King of Saudi : King and Prime Minister ABDALLAH bin Abd al-Aziz Al Saud (since 1 August 2005) Geography: General features : Middle East, bordering the Persian Gulf and the Red Sea, north of Yemen Climate : harsh, dry desert with great temperature extremes Surface area: 2,149,690 sq km Population density: 12.91 / sq.km Largest city by population is: Riyadh Economics: Gross Domestic Product (GDP): $927.8 billion (2013 est.) GDP Per Capita: $31,300 (2013 est.) GDP Growth Rate: 3.6% (2013 est.) Sectoral Share in GDP: Agriculture – 2%, Industry – 62.5%, Services – 35.5% (2013 est.) Major Industries/Products: crude oil production, petroleum refining, basic...
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...Development, Coordinating Ministry For Economic Affairs : IndoPacific Edelman First Published 2011 All Rights Reserved Coordinating Ministry For Economic Affairs, Republic of Indonesia Masterplan for Acceleration and Expansion of Indonesia Economic Development Jakarta: Coordinating Ministry For Economic Affairs, 2011 212 pages; 28 x 30 cm ISBN 978-979-3754-14-7 Masterplan aCCeleratIOn anD eXpansIOn OF InDOnesIa eCOnOMIC DeVelOpMent 2011-2025 Coordinating Ministry For Economic Affairs Republic of Indonesia 6 Masterplan P3EI Abstract Doc. Astra Otoparts Doc. Wijaya Karya Doc. Wijaya Karya Table of Contents Preface from The President of Republic of Indonesia Abstract Historical Breakthrough in the Making of MP3EI 1. The Self-Sufficient, Advanced, Just, and Prosperous Indonesia A. Preface B. Acceleration and Expansion of Indonesia Economic Development C. Indonesia’s Position Within The Regional and Global Dynamics D. Indonesia’s Potential and Challenges E. Acceleration of Economic Transformation - A New Way of Working (Not Business as Usual) F. MP3EI - An Integral Part of National Development Planning G. Framework Design of MP3EI 8 10 11 13 14 15 15 17 20 23 24 27 28 31 33 39 2. Basic Principles, Prerequisites for Success and Main Strategies of MP3EI A. Basic Principles and Prerequisites for Successful Implementation of MP3EI B. Improving Regional Economic Potential Through The Development of...
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...Country Notebook The Country Notebook—A Guide for Developing a Marketing Plan The Country Notebook Outline (Click here for more information about the Country Notebook.) • I. Cultural Analysis • II. Economic Analysis • III. Market Audit and Competitive Market Analysis • IV. Preliminary Marketing Plan I. Cultural Analysis writing guide Guideline I. Introduction writing guide A significant aspect of China is its long cultural and national history. The Chinese people have shared a common culture longer than any other group on Earth. The Chinese writing system, for example, dates back almost 4,000 years. The imperial dynastic system of government, which continued for centuries, was established as early as 221 BC. Although specific dynasties were overturned, the dynastic system survived. China was even ruled at times by foreign invaders, such as the Mongols during the Yuan Dynasty, from AD 1279 to 1368, and the Manchus during the Ch'ing Dynasty, from AD 1644 to 1911, but the foreigners were largely absorbed into the culture they governed. It is as if the Roman Empire had lasted from the time of the Caesars to the 20th century, and during that time had evolved a cultural system and written language shared by all the peoples of Europe. The dynastic system was overturned in 1911, and a weak republican form of government existed until 1949. In that year, after a long civil war, the People's Republic of China, with a Communist government, was proclaimed...
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...February 28, 2014 Volume XL, Issue II Bed Bath & Beyond Inc. Nasdaq: BBBY Dow Jones Indus: 16,321.71 S&P 500: 1,859.45 Russell 2000: 1,183.03 Index Component: S&P 500 Initially Probed: Volume XXXVIII, Issue VII & VIII @ $69.77 Last Probed: Volume XXXIX, Issue XI & XII @ $76.52 Trigger: No Type of Situation: Business Value Price: Shares Outstanding (MM): Fully Diluted (MM): Average Daily Volume (MM): $ 67.82 209.7 212.3 (1.2%) 2.6 Market Cap (MM): Enterprise Value (MM): Percentage Closely Held: $ 14.2 $ 13.4 Insiders ~4% 52-Week High/Low: 5-Year High/Low: $ 80.82/56.37 $ 80.82/19.52 Trailing Twelve Months Price/Earnings: Price/Stated Book Value: 13.8x 3.4x Net Cash & Investments (MM): Upside to Estimate of Intrinsic Value: $ 781 Dividend: Yield: $ NA NA Net Revenue Per Share: LTM: 2012: 2011: 2010: $ $ $ $ Earnings Per Share: 2012: 2011: 2010: Overview Bed Bath & Beyond Inc. (“BBBY” or “the Company”) is a major operator within the retail sector. BBBY operates roughly 1,500 stores and employs approximately 57,000 people throughout North America, and the firm generates annual revenue of over $10 billion. The stores are primarily located in the U.S., and consist of the following brands: Bed Bath & Beyond, Christmas Tree Shops, Harmon, buybuy BABY, and Cost Plus World Market. BBBY’s product line includes a wide range of domestic merchandise and home furnishings. Examples of BBBY’s...
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...and comprehensive paper on “Business Opportunity of Ship Breaking from Malaysia” in due time. We have tried to follow your guidelines in every aspect of preparing this paper. Concentrating on the most relevant and logical areas to make the model coherent as well as feasible, has been key priority. We hope the Business Opportunity Strategy Paper charms your kind appreciation. Sincerely, Group 11 Ahamed Najeeb Rahman Tasnia Azim Choudhury Saifur Rahman Zahin Azad Moslem Abdullah Ar Rafee Section B, BBA 20th Batch IBA, University of Dhaka ZR74 RH76 ZR89 ZR121 ZR127 ii Table of Contents 1.0 Background ..................................................................................................................................... 1 2.0 Bangladesh: Country Overview ..................................................................................................... 3 2.1 Significance of Ship breaking in Bangladesh ............................................................................................... 3 3.0 Bottom of the Pyramid ................................................................................................................... 4 4.0 Nation Branding...
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...A abandon s.n. 1. {de drepturî) (dr.) desertion/renunciation of rights 2. (a/ navei, al încărcăturiî) (mar.) abandonment 3. (retragerea dintr-o operaţiune cu primâ contra cedării unei prime) {bur.) abandon ~ pe mare rea - abandon in heavy sea abandona v.t. 1. (drepttiri, pretenţii) to relinquish, to waive 2. (nava, încarcătura etc.) to abandon, to leave abandonare s.f. 1. (de drepturi, pretenţii) relinquishment 2. abandonment, abandoning ~ a navei - (de întregul echipqf, când nava nu mai poate fi salvaîa) abandonment of ship ~ a postului - dereliction ofduty ~ a produsului - (a prodncerii şi a comercializăru acestuia) product abandonment/elimination ~ a unui bun - (asig. mar.) dereliction abandonat adj. {asig. mar.) abandoned, derelict ~ temporar - temporarily abandoned abata v.t. (a exploata un zâcâmdnî} to work abataj s.f. 1. (loc) coal-face. stope, workings 2. (acţiune') mining. cutting, hewing 3. (al arborilor) felling 4. (al vitelor) slaughter abate v.t. 1. (din drnm) to turn oft7 aside/away, to divert, to deviate: to sheer, to v.'ander, 10 escape 2. (mar.} to steer off 3. (a/'boti) to fcll v.r. {de la} (dr.) to iniriiige, to vioîaie, to transgress abatere s.f. 1. tuming off/away, diverting, deviation 2. (dr.) infringe-ment, violation, transgression; trespass(ing) 3. {de la regulă) exception ~ de la datorie - breach ofduty ~ din drum - (niar.) deviation ~ disciplinară - misbehaviour, infraction ofdiscipline ~ medie - mean deviation ~ standard (concept statistic care indicâ...
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...Government of Uganda MINISTRY OF AGRICULTURE ANIMAL INDUSTRY & FISHERIES DEPARTMENT OF FISHERIES RESOURCES ANNUAL REPORT 2010/2011 Final Draft i Table of Contents LIST OF TABLES AND FIGURES ............................................................................................... iv LIST OF ACRONYMS ................................................................................................................... v FOREWORD .................................................................................................................................. vi EXECUTIVE SUMMARY ............................................................................................................. 1 1. INTRODUCTIONp .................................................................................................................. 4 1.1 Vision of DFR .................................................................................................................. 5 1.2 Mandate of DFR ............................................................................................................... 5 1.3 Functions of DFR ............................................................................................................. 5 1.4 Legal Policy and Institutional Framework ....................................................................... 6 2. CAPTURE FISHERIES ........................................................................................................... 7 2...
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...___________ ____________________________________________________________________ JANUARY 2016 INTAKE ____________________________________________________________________ Copyright© 2016 THE MANAGEMENT COLLEGE OF SOUTHERN AFRICA All rights reserved, no part of this book may be reproduced in any form or by any means, including photocopying machines, without the written permission of the publisher 1 MANCOSA: POSTGRADUATE DIPLOMA IN BUSINESS MANAGEMENT TABLE OF CONTENTS 1. WELCOME 1.1 MESSAGE FROM THE PRINCIPAL 1.2 MESSAGE FROM THE OFFICE OF THE DEAN 3 4 INTRODUCTION TO MANCOSA 2.1 BRIEF HISTORY OF MANCOSA 2.2 PROGRAMME OFFERINGS 2.3 ACADEMIC MANAGEMENT 4 5 5 3. THE MANCOSA VISION 6 4. THE MANCOSA MISSION 6 5. POSTGRADUATE DIPLOMA IN BUSINESS MANAGEMENT PROGRAMME STRUCTURE 5.1 OVERALL PROGRAMME OBJECTIVES 5.2 PROGRAMME FOCUS 5.3 MODULE DESCRIPTIONS 2. 6. PROGRAMME ADMINISTRATION 6.1 PROGRAMME MANAGEMENT 6.2 FINANCE 6.2.1 FEE PAYMENT 6.2.2 PAYMENT OF FEES AND OTHER DUES 6.2.3 PAYMENT PLANS 6.2.4 ADDITIONAL FEES/CHARGES 6.2.5 REGISTRATION SPECIFIC/INCOMPLETE MODULES 6.2.6 CANCELLATION OF REGISTRATION/FEE LIABILITY 6.2.7 MISCELLANEOUS COSTS 6.2.8 PAYMENTS 6.2.9 ACCOUNT DETAILS 6.2.10 FOREIGN PAYMENTS 6.3 ASSESSMENTS 6.3.1 METHOD OF ASSESSMENT 6.3.2 MARKING CRITERIA 6.4 STUDENT SUPPORT 6.4.1 STUDENT SUPPORT DEPARTMENT 6.4.2 REGIONAL OFFICES/REPRESENTATIVES 6.5 ACADEMIC SUPPORT 6.5.1 REGIONAL...
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