Marketing Strategy and Organisation Program & Batch: | PGDM FT 2013-15 | Term: | II | Course Name: | Marketing Strategy and Organisation | Name of the faculty: | Dr. Sita Mishra | Topic/ Title : | Mahindra: Creating sustainable channel relationshipsin rural India | Original or Revised Write-up: | Original | Group Number: | 5 (Five) | Contact No. and email of Group Coordinator: | Siddhant BakshiContact: +91 9871299517Email: ft13siddhantbakshi@imt.ac.in | Group Members: | Sl
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Nike Case Analysis Contents I. Introduction............................................................................................................................................................3 II. Conclusions of Nike Core Marketing Strategy .......................................................................................................3 2.1. Pros: ....................................................................................................................
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organisations in implementing corporate CSR policies Prepared for John Toth Prepared by Emma Wimhurst 10 November 2013 Contents Section Page 1 Introduction 3 2 Definition of Corporate Social Responsibility 3 2.1 Carroll’s pyramid of CSR 3 2.2 Theoretical clusters 4 2.2.1 Instrumental theories 4 2.2.2 Integrative/Political theories 4 2.2.3 Ethical Theories 4 3 Implementation of CSR 5 4 The Body Shop: core purpose 5 5
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the price range that is affordable to a huge mass of consumers like Tata's one lakh ($ 1677) car Nano, Nokia's sturdy mobile phones, the Chottu Cool' refrigerator and many more. These products might be conceptualized for the customers at the bottom of the pyramid still not limited by scaled down versions meant for the lower end. This paper is an attempt to evaluate how reverse innovations are possible in emerging markets and how it can unlock business opportunities at a global scale. Keywords Emerging
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achieve a high standard product, but at a low cost, whilst concentrating on building differentiation on the basis of its marketing, range, logistics and store operations” (Johnson, Scholes & Whittington, 2005, p.249). Power structures The leadership beliefs in an inverted organisational pyramid, where the customer is at the top followed by staff, with top management at the bottom (Sancovich, 2002). The customer is put on top as they have the real power of what Ikea can and should sell. No one
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kitchen, recently releasing what may be the first eGift feature on Facebook, and running contests that get thousands engaged even more deeply with the brand. The payoff goes well beyond greater customer engagement; Cold Stone’s promotions add to the bottom line by moving people from their computers to physical stores. In July 2010, Cold Stone made eGifting more tangible. Now you can send Facebook friends a code for an actual ice cream creation eGift, ranging from $5 to $7, right from the Cold Stone
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economic time. However this is no excuse for the way they ignored their corporate responsibility to their consumers. This act shows that Barclays bank is very low in terms of ethical development. According to the books pyramid of corporate social responsibility they would be on the bottom. As their actions were motivated purely to meet their economic responsibilities by being profitable. It can be argued that they did what they needed to do in a tough economical time to meet the requirement to be profitable
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more sustainable society, is for us to reduce the amount of materials that we produce in the first place. There is a pyramid (like the Food Pyramid) (Environmental Science 8th edition, Daniel D. Chiras, 2009, Jones and Bartlett, Publishers Chapter 23 “Hazardous and Solid Wastes: Sustainable Solutions) for solid waste management and it goes like this: Reduction (the top of the pyramid) - not producing materials that generate the waste in the first place. We don’t need all the materials we have. Another
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Academy of Management Executive, 2004, Vol. 18, No. 2 ........................................................................................................................................................................ Managing ethically with global stakeholders: A present and future challenge Archie B. Carroll In the early 2000s, the era of corporate fraud and corruption defined by the ethical wrongdoing of Enron, WorldCom, Tyco, Arthur Andersen, and HealthSouth captured the world’s
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Corporate Social Responsibility Theories: Mapping the Territory Elisabet Garriga, ` ´ Domenec Mele ABSTRACT. The Corporate Social Responsibility (CSR) field presents not only a landscape of theories but also a proliferation of approaches, which are controversial, complex and unclear. This article tries to clarify the situation, ‘‘mapping the territory’’ by classifying the main CSR theories and related approaches in four groups: (1) instrumental theories, in which the corporation is seen as only
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