Marketing organisations

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  • Principles of Marketing takes a practical, managerial approach to marketing. Continuing with tradition, it is rich in topical examples and applications that show the major decisions that marketing managers face in their efforts to balance an organisation’s objectives and resources against needs and opportunities in the global marketplace. The Fourth Edition has changed to reflect marketing’s ever changing challenges. All preview cases, marketing insights and end of chapter cases are revised or completely changed to embrace the growth in e-commerce.

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  • A stakeholder is anyone who has an A stakeholder is anyone who has an expectation regarding the behaviour or expectation regarding the behaviour or performance of an organisation.Strategic management is effective only Strategic management is effective only when resources match stakholders needs when resources match stakholders needs and expectations and change to fit into a and expectations and change to fit into a tubulent environment. tubulent environment.

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  • Effective tourism managers who are able and willing to apply appropriate management techniques are increasingly needed. They should possess an understanding of the specialised management functions such as financial management, human resource management, as well as an appreciation of the structure, economics, and historical development of the tourism industry.

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  • Mobile network operators will meet many challenges in the coming years. It is expected that the number of people connected, wireline and wireless, will reach five billion by 2015. At the same time, people use more wireless services and they expect similar user experience to what they can now get from fixed networks. Because of that we will see a hundred-fold increase in network traffic in the near future. At the same time markets are saturating and the revenue per bit is dropping.

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  • In recent years, the food and beverage industry in the US has viewed children and adolescents as a major market force. As a result, children and adolescents are now the target of intense and specialized food marketing and advertising efforts. Food marketers are interested in youth as consumers because of their spending power, their purchasing influence, and as future adult consumers. Multiple techniques and channels are used to reach youth, beginning when they are toddlers, to foster brand-building and influence food product purchase behavior.

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  • A rich end-user experience has become the hallmark of search marketing. Searchers now receive instant, real-time, personalized and local information. Blended search supports these developments by generating results pages that include not only blue links, but also video, images, news, press releases, customer reviews and real-time social media content. This colorful backdrop of search activity is the setting for MarketingSherpa’s eighth annual benchmark report of search engine marketing.

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  • For additional data collection also international research networks and projects consortia were used. The used networks were the European Forest Institute Mediterranean regional office (EFIMED) and Project Centre INNFORCE, the COST Actions E30 and E51, and others. The included project consortia were the EU FP6 IP EFORWOOD, EU FP6 GoFOR, Erasmus Sokrates IP INNO-FOREST, and the FOPER project (network of research organisation in the Western Balkan region).

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  • The resource-based view of the firm (RBV) is one of the latest strategic management concepts to be enthusiastically em-braced by marketing scholars. This paper argues that the RBV holds much promise as a framework for understanding stra-tegic marketing issues but cautions that, before it is adopted, it needs to be fully understood. Consequently, the paper charts the development of the RBV from its origins in early economic models of imperfect competition, through the work of evolutionary economists to the contributions of strategy and marketing scholars over the past two decades.

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  • The survey was completed in July & August 2006 and is building on similar surveys conducted in 2001 and 2003. In 2006, we organised the survey as a joint initiative with the Czech Institute of Internal Auditors (ČIIA). Our objective is to provide an independent forum to report on key trends, and emerging issues regarding many aspects of the Internal Audit (“IA”) function in various industry segments operating in the Czech Republic.

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  • The firm’s beta ratios, its market value to book value, its current price to earnings ratio and the historical growth rate in earning per share are identified by Moore & Beltz (2002) as possessing strong influence on the equity price of the firm. They also argue that the identified factors have varying effects on the price and the effects vary from time to time, sector to sector and even from firm to firm within the same industry.

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  • This lecture introduces you to some lessons from capital market history. After completing this unit, you should be able to: Know how to calculate the return on an investment, understand the historical returns on various types of investments, understand the historical risks on various types of investments.

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  • Lectures "Marketing management - Chapter 7: Analyzing business markets" provides students with the knowledge: What is organisational buying, participants in the business buying process, the purchasing procurement process, stages in the buying process, managing business to business customer relationships, institutional and Government markets. Invite you to refer to the disclosures.

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  • Lectures "Marketing management - Chapter 20: Introducing new market offerings" provides students with the knowledge: New product options, challenges in new product development, organisational arrangements, the consumer-Adoption process. Invite you to refer to the disclosures.

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  • The goals of this chapter are: Understand the structure and operation of option contracts and the types available, explain the profit and loss payoff profiles of call and put option contracts, describe the structure and organisation of international and Australian options markets, explain the factors affecting the price of options, develop options strategies for hedging price risk, discuss the advantages and disadvantages of option contracts in managing risk.

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  • A Anybody can call themselves an accountant, but a recognised qualification generally guarantees proper training, experience and professional standards. 5 Most accountants work in-house for companies or organisations in the private, public or voluntary sectors. Those employed by accountancy firms, on the other hand, usually specialise in \0 very specific areas, such as auditing, taxation, insolvency or forensic accounting. Naturally, each specialism has different training requirements.

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  • Marketing is the supply of goods or services in order to meet the clients needs. It is the process that combines the company’s capacities with the clients needs. The marketing plan is the instrument for planning and organising the company’s resources and capacities for achieving marketing objectives for the new firm. It has to identify the most promising business opportunities for the company and details how to enter, capture and retain positions in identified markets.

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  • Operations Management is the activity of managing the resources which produce and deliver goods and services (Slack et al., 2010). Operations can be seen as one of many functions (e.g. marketing, finance, personnel) within the organisation. The operations function can be described as that part of the organisation devoted to the production or delivery of goods and services. This means all organisations undertake operations activities because every organisation produces goods and/or services.

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  • Operations Management is the activity of managing the resources which produce and deliver goods and services (Slack et al., 2010). Operations can be seen as one of many functions (e.g. marketing, finance, personnel) within the organisation. The operations function can be described as that part of the organisation devoted to the production or delivery of goods and services. This means all organisations undertake operations activities because every organisation produces goods and/or services.

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  • Marketing plans may be long or short, and they will vary among organisations/regions. Whatever their length of character, they are valued as a tool for effective planning and assessment of productivity. The following are some general guidelines for developing a marketing plan. Your Marketing Plan can be more comprehensive than the example but it should include at least the following chapters.

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  • ‘In my experience a major shortcoming of most “how to” books on leadership and management is that they purport to offer “Silver Bullets” – magical solutions that, once revealed, will enrich and transform the reader and his or her organisation. Regrettably, business life is not that simple. Rather, it is characterised by uncertainty and lack of precedent and complicated by the different wants, needs and motivations of people.

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