The current issue and full text archive of this journal is available at www.emeraldinsight.com/1759-0833.htm Religious beliefs and consumer behaviour: from loyalty to boycotts Religious beliefs Khalil Al-Hyari, Muhammed Alnsour and Ghazi Al-Weshah 155 Al-Balqa’ Applied University, Al-Salt, Jordan, and Mohamed Haffar Received 28 March 2011 Accepted 8 June 2011 Brunel University, Uxbridge, UK Abstract Purpose – In a constantly changing and increasingly globalised world
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CHAPTER 8 IMPORTING, EXPORTING, AND SOURCING SUMMARY A company’s first business dealings outside the home country often take the form of exporting or importing. Companies should recognize the difference between export marketing and export selling. By attending trade shows and participating in trade missions, company personnel can learn a great deal about new markets. Governments use a variety of programs to support exports, including tax incentives, subsidies, and export assistance
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[pic] John Sperling School of Business Course Design Guide MKT/421 Version 10 Marketing Copyright Copyright © 2009, 2008, 2005, 2004, 2003, 2001 by University of Phoenix. All rights reserved. University of Phoenix® is a registered trademark of Apollo Group, Inc. in the United States and/or other countries. Microsoft®, Windows®, and Windows NT® are
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MARKETING PLAN OF PINEAPPLE JELLY [pic] Product plan On Pineapple Jelly Course Information: Organization : Bangladesh University of Business & Technology (BUBT) Division : Bachelor of Business Administration (BBA) Course Number : MKT-302 Course Title : Marketing Management Course Teacher : Mr. Md. Aslam Uddin Semester Taught : Summer-2011 Developed by : Istiaq Ahmad ID-108 Mainul Islam ID-107
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factors that they can control, but also of the uncontrollable external factors. It is also crucial that marketers keep in mind the effects of not only domestic forces, but also international ones as well. Even back in 1977, Halfhill (1977) observed that as more companies start to use a multinational approach in business, the international marketing approach should be used. This means that companies should be aware of external environmental factors, including those external to the country in which
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Impact of marketing strategy on sales performance Introduction There is no doubt that marketing is the only way used in providing the right products or services to the right customer in the right time. Any marketer can’t achieve any sales growth without setting and establishing proper marketing strategies, which enable the company to achieve the highest level of profitability and increase its sales performance more than the other competitors of the same industry. Recently, it has become the most
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Hasan Hajibrahim International Business “BUSH03” Starting business links with China Report December 16, 2013 Table of contents: Page number Introduction (Motivations to International Business) …………….… 1 Commercial Laws in China …………………………. 1 & 2 Foreign business entities in China …………………………. 3 Facts about China …………………………. 4 Estimating Market Potential …………………………. 5 Market Segmentation …………………………. 5 Marketing Management …………………………. 6
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namely: fiscal, human resource, infrastructure, and marketing, and provided some recommendations to overcome the barriers in software development in our country. By accepting these recommendations (however, some of these recommendations are yet to be implemented), the government had set a target to export yearly software worth two billion dollar (Tk 14,000 crore) by the year 2006. However the statistics (BCIT) reveal that the total earning from software sector during 2004-2005 was approximately
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The international business and trade environment is the backbone of global economy. Trade agreements to buying and selling goods and services internationally give manufacturers in various countries the opportunity to expand beyond the domestic market. Trading across national borders increases sales, creates jobs, balances seasonal fluctuations and provides a variety of products and services. As the global economy continues to strengthen, international trade continues to be in demand. 4.2 OBJECTIVES
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highlights how this dearth of data has resulted in an informational void that affects the practice of strategic management in the region. Also delineates how regional managers cope with and adapt to the informational void, and to the region’s fastchanging business, cultural and competitive environments, by developing their unique, highly-intuitive style of strategic management. Finally provides some suggestions to bridge this informational void for management practice and for future research. The
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