e-marketplaces and list their components. 2. List the major types of electronic markets and describe their features. 3. Describe the types of intermediaries in EC and their roles. 4. Describe electronic catalogs, shopping carts, and search engines. 5. Describe the various types of auctions and list their characteristics. 6. Discuss the benefits, limitations, and impacts of auctions. 7. Describe bartering and negotiating online. 8. Define m-commerce and explain its role as a market mechanism.
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BUSINESS DEVELOPMENT PROPOSAL FOR NH HOTEL START-UP IN BELGRADE by STEFAN MATKOVIC LSC STUDENT ID: 0010GZGZ0913 Presented as part of the requirement for the award of MBA at Cardiff Metropolitan University (CMU) May 2015 1 BUSINESS DEVELOPMENT PROPOSAL Supervisor Declaration Form Student Name: Stefan Matkovic Supervisors Name: Vlada Botoric I acknowledge that the above named student has regularly attended the planned meetings and actively engaged in the supervision
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Germany, which operates globally. This report should assesses the impact of external and internal factors on the organisation and evaluate the organisation responses. (In the case of a large organisation or industry-sector it is permissible to confine your report to part of the organisation or industry-sector.) The report consists of two tasks: The first task is to describe and analyse the primary internal and external influences to which the organisation TUI (Touristik Union International) is subject
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MICHAEL E. PORTER The State of Connecticut: Strategy for Economic Development Introduction Connecticut had long been one of the most prosperous U.S. states. With a per capita income of $39,300 in 19991 compared with the U.S. average of $28,542,2 it had the highest standard of living of any state. However, Connecticut had been hit especially hard by the recession of the early 1990s, the worst since the 1930s. During the recession, Connecticut lost one out of every 10 jobs.3 Although the recession
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Mission statements, goal, objective 1.4 Competitive advantages Chapter 2 Strategic Management process 2.1 Competitive advantages 2.2 External Analysis ( PESTEL, Industry analysis using Poters five forces) 2.3 Internal Analysis (Resources and capabilities of the company) 2.4 SWOT Analysis Chapter 3 Strategy Formulation. 3
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15 16 17 19 30 36 36 39 41 42 45 45 47 47 49 1 4.2.3: KEY FACTORS OF SUCCESS 4.2.4: STRATEGIC DRAWBACKS 4.2.5: LOGISTICS AND SUPPLY CHAIN 4.2.6: STRATEGY 4.2.7: OPPORTUNITIES 4.3 THE MATHEMATICAL MODEL 4.4 FINANCIAL DATA 4.5 COMPETITORS CHAPTER 5 : BENETTON 5.1 BENETTON’S HISTORY 5.2 BUSINESS MODEL 5.2.1: STRENGHTS 5.2.2: WEAKNESSES 5.2.3:PARTNERSHIP 5.2.4: INTEGRATION 5.2.5: SUPPLY CHAIN HISTORY 5.2.6: NETWORKED MANUFACTURING 5.2.7: POSTPONEMENT IN DYEING 5.3: INFORMATION SYSTEM 5.3.1: THE
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The current issue and full text archive of this journal is available at www.emeraldinsight.com/1751-1348.htm JMH 12,3 Management history: an umbrella model 278 Robert Morris University, Allegheny, Pennsylvania, USA Nell Tabor Hartley Abstract Purpose – To assist colleagues in tying current ideas to previously established practices. To generate discussion of the current relevance of students’ understanding management history. Design/methodology/approach – A review of representative
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BUSINESS STRATEGY OTHER ECONOMIST BOOKS Guide to Analysing Companies Guide to Business Modelling Guide to Business Planning Guide to Economic Indicators Guide to the European Union Guide to Management Ideas Numbers Guide Style Guide Dictionary of Business Dictionary of Economics International Dictionary of Finance Brands and Branding Business Consulting Business Ethics Business Miscellany China’s Stockmarket Dealing with Financial Risk Future of Technology Globalisation Guide to Financial Markets
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SITUATIONAL ANALYSIS 3 2-1 Environmental Analysis 3 2-1-1. Economic segment 3 2-1-2. Social-Cultural Segment 4 2-1-3. Technological Segment 5 2-1-4. Legal Segment 5 2-2. Industry Environment Analysis 6 2-2-1. Threat of New Entrants 6 2-2-2. Bargaining Power of Buyers 7 2-2-3. Bargaining Power of Suppliers 7 2-2-4. Threat of Substitute Products 8 2-2-5. Rivalry among Competitors 8 2-3. Value Chain Analysis 10 SECTION 3 – OPTION GENERATION 12 3-1. Redesigning
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Case 1-2 Wal-Mart Stores, Inc. 1. What is Wal-Mart’s strategy? What is the basis on which Wal-Mart builds itscompetitive advantage? Answer : * Wal-Mart’s strategy is selling branded products at low cost. * The basis is Wal-Mart deliberately ensured it didn’t become too dependant on any one supplier, no single vendor constitued more than 4 percent of itsoverall purchase volume. * Wal-Mart used “saturation” strategy for store expansion. The standard was tobe able to drive from the distribution
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