Abstract Brands rushed into social media, viewing social networks, video sharing, online communities, and microblogging sites as the panacea to diminishing returns for traditional brand building routes. But as more branding activity moves to the Web, marketers are confronted with the stark realization that social media was made for people, not for brands. In this article, we explore the emergent cultural landscape of open source branding, and identify marketing strategies directed at the hunt for
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AN ANALYSIS OF THE PRACTICE AND APPLICATION OF "STEALTH MARKETING” THROUGH CUSTOMER RELATIONSHIP MANAGEMENT & THE FRONTIER OF COMPETITIVE DIFFERENTIATION (GRAMEENPHONE PERSPECTIVE) By Tarannum Binte Shaheed ID: 081 044 030 An Internship Report Presented in Partial Fulfillment of the Requirements for the Degree Bachelor of Business Administration Fall 2012 NORTH SOUTH UNIVERSITY February 2013 1 AN ANALYSIS OF THE PRACTICE AND APPLICATION OF "STEALTH MARKETING” THROUGH CUSTOMER RELATIONSHIP MANAGEMENT
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CSAC05 1/13/07 9:21 Page 123 5 Analyzing Resources and Capabilities Analysts have tended to define assets too narrowly, identifying only those that can be measured, such as plant and equipment. Yet the intangible assets, such as a particular technology, accumulated consumer information, brand name, reputation, and corporate culture, are invaluable to the firm’s competitive power. In fact, these invisible assets are often the only real source of competitive edge that can be sustained over time
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Business Horizons (2011) 54, 193—207 www.elsevier.com/locate/bushor The uninvited brand Susan Fournier a,*, Jill Avery b a b Boston University School of Management, 595 Commonwealth Avenue, Boston, MA 02215, U.S.A. Simmons School of Management, 300 The Fenway, M-336, Boston, MA 02115, U.S.A. KEYWORDS Branding; Brand management; Social media; Web 2.0; Co-creation Abstract Brands rushed into social media, viewing social networks, video sharing, online communities, and microblogging
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9-507-014 REV: OCTOBER 19, 2006 JOHN QUELCH CARIN-ISABEL KNOOP Lenovo: Building a Global Brand The brand essence of Lenovo is innovation that makes a difference to customers. Branding is not a marketing issue for us, it is a business issue. We have to deliver on products and services.1 — Deepak Advani, Chief Marketing Officer Announced in December 2004, the $1.75 billion acquisition of IBM’s personal computer (PC) division by 20-year-old Lenovo, China’s largest PC maker, made headlines around
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Títol: Benetton and Zara information systems:a comparative analysis Volum:I de I Alumne: Chiara Pirone Director/Ponent:Jose M.Cabré Garcia Departament:Organización de Empresas Data: 28 Junio 2010 DADES DEL PROJECTE Títol del Projecte:Benetton and Zara information systems:a comparative analysis Nom de l'estudiant:Chiara Pirone Titulació:Ingenieria superior Informatica Crèdits: 37.5 Director/Ponent:Jose M.Cabré Garcia Departament:Organización de Empresas MEMBRES DEL TRIBUNAL President:Ferran
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CLOUD COMPUTING: PAST, PRESENT, AND FUTURE John P. Sahlin (sahlinj@gwu.edu) The George Washington University, United States of America ABSTRACT Defining cloud computing can be difficult, as each organization often has its own spin on the definition. Despite being hard to define, Gartner Research named cloud computing as one of the top technologies to watch in 2010, 2011, and 2012. At its core, cloud computing is a technical architecture that meets a specific business need. This chapter traces the
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VIDEO GUIDE Advertising: Principles and Practice, 8th Edition Moriarty/Mitchell/Wells Segment 1: AFLAC Summary That wacky, quacky duck brought AFLAC to a high spot among most-recognizable ads and brand names. The insurance company is growing quickly as a result of this greater name recognition. It achieved 89 percent brand recognition in a relatively short time, resulting in $10 billion in sales and about a 25 percent compound growth rate. AFLAC had spent millions of dollars on advertising with
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understand its likelihood of sustainability is one of the most valuable, yet difficult skills to master. Layer on thinking about technology – a key enabler to nearly every modern business strategy, but also a function often thought of as easily ‘outsourced’ – and it’s no wonder that so many firms struggle at the intersection where strategy and technology meet. The business landscape is littered with the corpses of firms killed by managers who guessed wrong. Developing strong strategic thinking
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Text Book: Laudon & Laudon, Essentials of Business Information Systems, 7th Edition, Pearson (Prentice Hall), 2007 Chapter 1 Business Information Systems in Your Career Multiple Choice Questions 1. One of the recent critical challenges facing Major League Baseball was: a. b. c. d. poor coordination between local and national sales channels. poorly managed sales channels. outdated information systems. decreasing ticket sales. Answer: d 2. improved flexibility. improved
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