plėtros galimybės 96 61 79 5 atvejis. Pokyčiai pasaulio mobiliųjų technologijų lyderės NOKIA veikloje 104 6 atvejis. Starbucks – kavos išsinešti meistras 7 atvejis. „Apple“ – išskirtinė kompanija informacinių technologijų rinkoje 9 atvejis. eBay internetinio verslo sėkmė 170 116 131 148 8 atvejis. Pokyčiai pasaulinėje automobilių pramonėje 10 atvejis. Kompanijos „Nike“ plėtrai sporto prekių rinkoje finišo linijos nėra 181 11 atvejis. Mažmeninė prekyba: „Tesco“ užkariauja pasaulį? 195
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Developing Pricing Strategies and Programs Price is the one element of the marketing mix that produces revenue; the other elements produce costs. Prices are perhaps the easiest element of the marketing program to adjust; product features, channels, and even communications take more time. Price also communicates to the market the company’s intended value positioning of its product or brand. A well-designed and marketed product can command a price premium and reap big profits. But new economic realities
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382 PART 5 SHAPING THE MARKET OFFERINGS ter p ha C 14 In This Chapter, We Will Address the Following Questions 1. How do consumers process and evaluate prices? 2. How should a company set prices initially for products or services? 3. How should a company adapt prices to meet varying circumstances and opportunities? 4. When should a company initiate a price change? 5. How should a company respond to a competitor’s price change? As a high-end luxury goods provider, Tiffany & Co.
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S T R A T E G Y – II S T R A T E G Y – II S T R A T E G Y – II S T R A T E G Y – II S T R A T E G Y – II www.ibscdc.org 1 Transformation Corporate Transformation Korean Air: Chairman/CEO Yang-Ho Cho’s Radical Transformation A series of fatal accidents, coupled with operational inefficiencies snowballed Korean Air into troubled times. Then, at the beginning of the 21st century, its CEO/ Chairman, Yang-Ho Cho undertook various transformation initiatives - for instance, improving service
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CHAPTER 1 Managers and Managing Learning Objectives After studying this chapter, you should be able to: LO1-1 Describe what management is, why management is important, what managers do, and how managers utilize organizational resources efficiently and effectively to achieve organizational goals. LO1-2 Distinguish among planning, organizing, leading, and controlling (the four principal managerial tasks), and explain how managers’ ability to handle each one affects organizational performance
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CHAPTER 1 Managers and Managing Learning Objectives After studying this chapter, you should be able to: LO1-1 Describe what management is, why management is important, what managers do, and how managers utilize organizational resources efficiently and effectively to achieve organizational goals. LO1-2 Distinguish among planning, organizing, leading, and controlling (the four principal managerial tasks), and explain how managers’ ability to handle each one affects organizational performance
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CHAPTER 1 Managers and Managing Learning Objectives After studying this chapter, you should be able to: LO1-1 Describe what management is, why management is important, what managers do, and how managers utilize organizational resources efficiently and effectively to achieve organizational goals. LO1-2 Distinguish among planning, organizing, leading, and controlling (the four principal managerial tasks), and explain how managers’ ability to handle each one affects organizational performance
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no. 2-0021 Hasbro Interactive In 1995 at the Tokyo Toy Fair, Alan Hassenfeld, chief executive of toy and game company Hasbro, decided it was time once again for his company to take a risk on interactive games. The company had been stung when betting on the notion that consumers would spurn traditional board games in favor of the electronic variety. However, the personal computer, with its improving multimedia capabilities, looked to be the future of gaming. Mr. Hassenfeld spoke with Tom Dusenberry
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no. 2-0021 Hasbro Interactive In 1995 at the Tokyo Toy Fair, Alan Hassenfeld, chief executive of toy and game company Hasbro, decided it was time once again for his company to take a risk on interactive games. The company had been stung when betting on the notion that consumers would spurn traditional board games in favor of the electronic variety. However, the personal computer, with its improving multimedia capabilities, looked to be the future of gaming. Mr. Hassenfeld spoke with Tom Dusenberry
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Begin Reading Table of Contents Photos Newsletters Copyright Page In accordance with the U.S. Copyright Act of 1976, the scanning, uploading, and electronic sharing of any part of this book without the permission of the publisher is unlawful piracy and theft of the author’s intellectual property. If you would like to use material from the book (other than for review purposes), prior written permission must be obtained by contacting the publisher at permissions@hbgusa.com. Thank you for your support
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