[pic] A2 Business Studies Pre-Release Research Task ‘Development in Emerging Markets: China’ Learner Name: _____________________________ Preparing for A2 Business The Unit 3 examination Strategies for success • 25% of A level • 1 hour 45 minutes exam • 80 marks • The exam is case study based and comprises one 10 mark calculation question, two 18 mark evaluation questions and one 34 mark report. The Unit 4 examination The Business
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for this new market would come from, they drew the 5 adjacent market segments: corporate, higher education, startup ecosystem, institutions, and adult learning skills that they believed their future customers were in today. So to illustrate this they drew these adjacent markets as a cloud surrounding their company. (Unlike the traditional X/Y graph you can draw as many adjacent market segments as you’d like.) Steve Blank Your startup at the center Then they filled in the market spaces with the
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changes within the companies they work for, because that is the only way to be successful. External factors that force changes within a company can be: * Competition: competitors do things in a better way and steal market shares. * Globalization, that connect different markets, also involving cultural exchange. It also increases competition. * Technology innovation, an ever-changing process in the world today Internal factors can be: * Having to deal with diversity and minorities.
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After successfully breaking the stereotype of “made in China” in the 90’s and establishing itself in the overseas market as a quality brand, Haier decided to venture into India in 2004 owing to the potential market share it could amass. T.K. Banerjee, appointed as president of the Indian operations, set out to acquire 20% of the white goods market over a 5 year period and to place Haier in the top three companies in the industry in 7 years. However, these targets were far from being reached after
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organizations to date are online marketplaces. According to Ryan Caldbeck, CircleUp CEO, one of the reasons marketplaces are gaining dominance is due to “Their power to disrupt inefficient and fragmented markets; an ability to add potential value for both buyers and sellers; and their capacity to actually expand a market.” Bill Gurley, General Partner at Benchmark Capitol said “The smartphone amplifies these opportunities, as the Internet’s connective tissue now extends deeper and deeper into an industry with
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Proposal for investigating new markets Reasons for researching new markets: Since our current market is saturated, it is high time to look for new markets, before our competitors do. Therefor we should not only look in the east but also into another field. Types of markets we might break into: With our current products we can not only keep the heat in but we could also use it as a sound insulation without further adjustments. Since the market in Germany, Switzerland and Austria is sated
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This knowledge is important because it gives me an understanding of how to utilize the knowledge behind a product, and bring inside knowledge to everyone on the team I create. I see how it’s not the physical product itself that makes an impact on the market, but how you utilize the knowledge behind the product such as the services and culture. The real value of knowledge is not the product but how to use everything to create a competitive advantage anywhere. A company has many different units, and
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Electronic Marketplaces: An electronic marketplace is a virtual online market where organizations register as buyers or sellers to conduct business-to-business e-commerce over the internet. * Markets play a central role in the economy facilitating the exchange of information, goods, services and payments. * Markets create economic value for buyers, sellers, market intermediaries and society at large Functions of Electronic Market:- 1. Matching buyers and sellers. 2. Facilitating the exchange
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Strategy: Barco N.V originally started as a producer of radio broadcast receivers in 1934 and gradually made its way to the broadcast monitor and professional video equipment markets. After a global recession that followed the 1977 oil supply shock, the company decided to redefine its focus from consumer markets to industrial markets in order to keep its position in the industry. Dejonghe, Claerbout, and Dursin who were responsible for BPS’s R&D, marketing and sales department, worked closely together
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1984, there was nearly 300 local producers in China market, most of which were producing poor quality goods. However, customers were willing to pay more for higher-quality products and reliable service. This need created an advantage for differentiation. In Chinese market, demand was high. Haier being able to read customer need properly, focused on Product Quality, After-Sale Services and Brand Building. While there was oversupply in the market, with product differentiation Haier was able to raise
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