and is headquartered in Kilsyth, Victoria. Major Customers & Competitors ARP has steadily built on its traditional 4WD-enthusiast customer base. ARP also supplies products to original equipment manufacturers in Australia, including Nissan and Toyota. Other important customer segments are mining companies, government departments, commercial fleet owners, 4WD tour operators and the Australian defence forces. ARP's competitors include other 4WD accessory manufacturers. Industry analysis The profits
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present generally regarded to be the world’s workspace, there-by relocating some traditional exporters of labor-intensive goods, irrespective of the fact that its economy is constantly woven into the fabric of progressive split chain of making (Menzie D.2009). The emergence of China as an industrial and export livewire is undoubtedly one of the most significant forces reshaping the present-day world economy. Barry E and Hui T in 2005 stated that “A now standard way of conveying this point is to observe
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Proton (automobile) From Wikipedia, the free encyclopedia Jump to: navigation, search Proton Holdings Berhad The Proton Company logo Type Public (Bursa Malaysia: Proton) Industry Automotive Founded May 7, 1983 Headquarters Shah Alam, Selangor Malaysia Key people Mohd Khamil Bin Jamil (Executive Chairman) Products Car, Automotive Parts Employees 12,000 Subsidiaries Lotus Cars Website www.proton.com Proton Holdings Berhad (stylized PROTON) is a Malaysian automobile manufacturer
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recent economic downturn. Corporate leaders such as General Electric chief execu- tive officer Jeffrey Immelt argue that transparency, accountability, and strategic engagement with govern- ment will become increasingly essential (Warhurst 2008). A 2009 McKinsey survey of more than
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\h 8 2.1 Aggressive ‘Put options’ Hedging strategy PAGEREF _Toc6 \h 8 2.2 Diversifying Financing PAGEREF _Toc7 \h 9 2.3 Operational Hedging PAGEREF _Toc8 \h 9 References PAGEREF _Toc9 \h 11 Company Overview: Porsche is hit head-on by a crisis without precedent at the end of the 1980s, up to threaten the independence of the brand, supreme mantra established by its founders. The stock market crash of 1987, the ruin of many wealthy Americans and new competition from Japanese cars are collapsing
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A CRITIQUE OF PORTER’S COST LEADERSHIP AND DIFFERENTIATION STRATEGIES Y. Datta Ph.D., State University of New York at Buffalo Professor Emeritus College of Business Northern Kentucky University Highland Heights, KY 41099 (USA) 7539, Tiki Av. Cincinnati, OH 45243 USA Tel: (513) 984-1032 [Home] Fax: (513) 984-1032 E-Mail: datta@nku.edu A paper accepted for presentation at the 9th Oxford Business & Economics Conference to be held in Oxford, England, June
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Investment Opportunities in Automotive Sector in RAK -A Sector Study on Automotive Sector in UAE with Regional Perspective Photograph: Ashok Leyland’s Bus Assembly plant in RAKIA Industrial Park in Ras Al Khaimah (UAE) December 2009 Contents Executive Summary Introduction The Changing Nature of Global Manufacturing The Changing Nature of Supply Chain Global Automotive Production & Major Players Automotive Production in the Middle East GCC Automotive Sector GCC Economic Outlook-Macro-economic
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com, including information about our management team, our brands and products, and our corporate governance principles. The corporate governance information on our website includes our Corporate Governance Principles, Code of Ethics for Senior Financial Personnel, Code of Ethics for the Board of Directors, Standards of Corporate Conduct for all employees, and the Charters for each of the Committees of our Board of Directors. In addition, any amendments to our Code of Ethics or waivers granted to
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A CRITIQUE OF PORTER’S COST LEADERSHIP AND DIFFERENTIATION STRATEGIES Y. Datta Ph.D., State University of New York at Buffalo Professor Emeritus College of Business Northern Kentucky University Highland Heights, KY 41099 (USA) 7539, Tiki Av. Cincinnati, OH 45243 USA Tel: (513) 984-1032 [Home] Fax: (513) 984-1032 E-Mail: datta@nku.edu A paper accepted for presentation at the 9th Oxford Business & Economics Conference to be held in Oxford, England, June 22-24
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2 The Marketing Environment Learning Outcomes After reading this chapter, you should be able to: » » » » » » Identify and define the three key areas of the marketing environment Describe the key characteristics associated with the marketing environment Explain PESTLE analysis and show how it is used to understand the external environment Explain the environmental scanning process Analyse the performance environment using an appropriate model Understand the importance of analysing an organization’s
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