This document presents an e-firm marketing plan for the upcoming year. It analyzes the current market situation for Markstart, Sonite, and Vodite markets. For the Sonite market, the plan is to launch three new products targeting different segments and increase market share to 35% through expanded sales and advertising. For the Vodite market, the plan is to maintain its leadership position of 70% by growing production capacity and defending against competitive pricing strategies through increased promotions. An analysis of external factors, internal strengths and weaknesses, opportunities, threats, and objectives is provided to inform the strategic recommendations and action plan outlined in the document.
The document summarizes Second Genesis, a non-profit organization that provides substance abuse treatment. It discusses their use of therapeutic communities where individuals help each other through treatment. It highlights their success rates and programs for women and children. The chairman and executive director express gratitude for the support that allows them to provide services and help clients choose a life of recovery.
1. El documento contiene las respuestas de un empleado a una encuesta sobre su trabajo y empresa.
2. El empleado expresa que en general se siente apoyado por sus supervisores y compañeros, y que la empresa se preocupa por el bienestar de los empleados.
3. También menciona que la colaboración entre departamentos es efectiva y que la empresa constantemente busca mejorar sus procesos.
This document provides information about the TradeTech conference happening from February 28th to March 2nd, 2011 in New York City. It discusses the agenda for the conference, which includes panels, presentations, and roundtable discussions on topics related to institutional equity trading. It promotes networking opportunities at the event and lists some of the head traders and senior executives that will be speaking. The document encourages attendees to register for the conference.
This document describes the ST7781R single-chip TFT LCD controller and driver. Key features include:
- 240x320 pixel resolution with 262k colors and 1.38MB of internal frame memory
- Integrated driver circuits for 240 RGB source lines and 320 gate lines
- Programmable pixel color formats of 12-bit, 16-bit, and 18-bit
- Interfaces for 8080-series MCUs with 8-bit, 9-bit, 16-bit, or 18-bit parallel buses
- Additional interfaces include RGB input, SPI, and VSYNC
The study adapted the Autism Spectrum Quotient (AQ) for use with adolescents ages 9.8-15.4 years old. It assessed 52 adolescents with Asperger Syndrome or high-functioning autism, 79 adolescents with classic autism, and 50 typically developing controls. Both clinical groups scored higher than controls on the adolescent AQ, and approximately 90% of those with AS/HFA or autism scored above the clinical cutoff versus none of the controls. The adolescent AQ can rapidly assess autistic traits in adolescents across the autism spectrum.
This document provides an overview of the venture capital industry in the United States. It defines venture capital as professional investment of risk capital that supports innovative new companies, which typically require 5-8 years to launch. Venture capital is an illiquid long-term investment in startup companies. In addition to providing funding, venture capital firms actively work with portfolio companies through board membership and guidance to help them grow and scale up over time through multiple rounds of funding. The document notes that while many startups seek venture funding, very few companies succeed without the active engagement and expertise that venture capital firms provide.
Markstrat web participant-handbook-chap 1 a 3Master MOI
This document provides an overview and instructions for participants in the Markstrat Challenge marketing simulation. It includes:
1) An introduction explaining the participant's role as manager of a marketing department tasked with maximizing share price over several years through strategic decisions.
2) An overview of the simulation world including details on the durable goods products, customers, competitors, and economic environment.
3) Instructions on managing the firm and the types of marketing mix decisions required each round, including production, pricing, advertising, research and development, and productivity gains.
4) Guidance for participants on preparing for the simulation through reading the handbook and practicing the software tools.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/Excel-Model-for-Banking--119
This is a valuation model of Axis bank. This model covers the different valuation types to arrive at the fair value of a stock.
The document summarizes Second Genesis, a non-profit organization that provides substance abuse treatment. It discusses their use of therapeutic communities where individuals help each other through treatment. It highlights their success rates and programs for women and children. The chairman and executive director express gratitude for the support that allows them to provide services and help clients choose a life of recovery.
1. El documento contiene las respuestas de un empleado a una encuesta sobre su trabajo y empresa.
2. El empleado expresa que en general se siente apoyado por sus supervisores y compañeros, y que la empresa se preocupa por el bienestar de los empleados.
3. También menciona que la colaboración entre departamentos es efectiva y que la empresa constantemente busca mejorar sus procesos.
This document provides information about the TradeTech conference happening from February 28th to March 2nd, 2011 in New York City. It discusses the agenda for the conference, which includes panels, presentations, and roundtable discussions on topics related to institutional equity trading. It promotes networking opportunities at the event and lists some of the head traders and senior executives that will be speaking. The document encourages attendees to register for the conference.
This document describes the ST7781R single-chip TFT LCD controller and driver. Key features include:
- 240x320 pixel resolution with 262k colors and 1.38MB of internal frame memory
- Integrated driver circuits for 240 RGB source lines and 320 gate lines
- Programmable pixel color formats of 12-bit, 16-bit, and 18-bit
- Interfaces for 8080-series MCUs with 8-bit, 9-bit, 16-bit, or 18-bit parallel buses
- Additional interfaces include RGB input, SPI, and VSYNC
The study adapted the Autism Spectrum Quotient (AQ) for use with adolescents ages 9.8-15.4 years old. It assessed 52 adolescents with Asperger Syndrome or high-functioning autism, 79 adolescents with classic autism, and 50 typically developing controls. Both clinical groups scored higher than controls on the adolescent AQ, and approximately 90% of those with AS/HFA or autism scored above the clinical cutoff versus none of the controls. The adolescent AQ can rapidly assess autistic traits in adolescents across the autism spectrum.
This document provides an overview of the venture capital industry in the United States. It defines venture capital as professional investment of risk capital that supports innovative new companies, which typically require 5-8 years to launch. Venture capital is an illiquid long-term investment in startup companies. In addition to providing funding, venture capital firms actively work with portfolio companies through board membership and guidance to help them grow and scale up over time through multiple rounds of funding. The document notes that while many startups seek venture funding, very few companies succeed without the active engagement and expertise that venture capital firms provide.
Markstrat web participant-handbook-chap 1 a 3Master MOI
This document provides an overview and instructions for participants in the Markstrat Challenge marketing simulation. It includes:
1) An introduction explaining the participant's role as manager of a marketing department tasked with maximizing share price over several years through strategic decisions.
2) An overview of the simulation world including details on the durable goods products, customers, competitors, and economic environment.
3) Instructions on managing the firm and the types of marketing mix decisions required each round, including production, pricing, advertising, research and development, and productivity gains.
4) Guidance for participants on preparing for the simulation through reading the handbook and practicing the software tools.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/Excel-Model-for-Banking--119
This is a valuation model of Axis bank. This model covers the different valuation types to arrive at the fair value of a stock.
The document provides an overview of Arezzo&Co's financial results for the third quarter of 2014, including a 12.2% increase in gross revenue to R$379 million, a 7.6% rise in gross profit to R$124.9 million, and a 14.3% growth in net income to R$33.6 million. It also discusses the company's expansion efforts through new store openings and renovations, as well as its capital expenditures and conservative indebtedness levels.
The document provides a quarterly report and analysis of Infosys Ltd. for the quarter ending December 31, 2011. Some key highlights include:
- Revenues grew 14.8% quarter-over-quarter and 30.8% year-over-year in Indian Rupee terms, ahead of guidance and expectations. EBITDA margin improved 265 basis points quarter-over-quarter to 33.7%.
- The company added 49 new clients during the quarter, including 6 Fortune 500 companies. Europe showed strong growth of 14% while the US and rest of the world were flat.
- The report maintains a "Buy" recommendation on Infosys with a target price of Rs. 3,142
- Sales decreased 2% in Q2 2016 versus Q2 2015 to $249.5 million, due to an 11% decrease in the Delta USA segment which was partially offset by increases in other business segments.
- Operating profit decreased 7% in Q2 2016 due to lower profits in the Delta USA and Schiesser segments, while other segments improved.
- For the first half of 2016, revenues were relatively stable compared to the same period last year while operating profit decreased 5% due to higher depreciation expenses from investments for future growth.
The document provides an overview of a company's results for the first quarter of 2016. Some key highlights include:
- Sales were up 2% to $256.7 million while organic sales remained unchanged.
- Operating profit increased 17% excluding currency impacts but decreased 3% as reported. EBITDA rose 18% excluding currencies or 3% as reported.
- Net income and diluted EPS grew 13% after excluding currency effects, though reported net income fell 12% and diluted EPS declined 11%.
sonic automotive SAHStephens20June20Conference20Presentationfinance43
This document contains forward-looking statements by a company and its management regarding future performance. These statements are predictions and not guarantees. Readers are cautioned that actual results may differ from projected results due to various risks and uncertainties. Historical financial data is also presented regarding the company's revenues, profits, expenses, capitalization, and same-store sales growth. The company's strategic plans to improve performance through initiatives regarding used vehicles, parts and service, marketing, associate training, and financial management are summarized.
sonic automotive SAHStephens20June20Conference20Presentationfinance43
This document contains forward-looking statements by a company regarding its future performance. These statements are predictions and not guarantees. The document cautions readers that actual results may differ from projections due to various risk factors. It provides the company's revenue breakdown by division and lists initiatives in used vehicles, parts/service/collision repair, finance/insurance, associate training, and marketing.
ABC-Mart, Inc. is a major Japanese retailer of shoes and clothing with 700 stores across Japan and subsidiaries in Korea and Taiwan. The 3-sentence summary is:
ABC-Mart has grown significantly since its founding in 1985 through store expansion and brand partnerships, with revenue increasing over 10% annually and high profit margins. While the domestic shoe market has declined slightly, ABC-Mart has focused on global expansion and private brands to continue growing profitably. A DCF valuation of ABC-Mart estimates its current stock value at 5,870 yen per share based on projected revenue growth of over 10% annually through 2017 and a stable growth rate thereafter.
Human strategists often choose bad strategies due to biases in their thinking and tools. Simulations and war games help overcome these biases by accounting for competitors' actions and considering multiple possible outcomes. In one example, a sales manager claimed their industry sells on price and needs full production, but a simulation revealed that competitors could not afford to lower prices or keep factories full, exposing flaws in the manager's assumptions. Overall, simulations capture complex competitive dynamics better than human intuitions alone.
The document provides an overview and highlights of Delta Galil Industries' results for the second quarter (Q2) of 2019. Some key points:
- Q2 2019 sales increased 10% to $374 million compared to the previous year. EBIT increased 13% to $17 million. Operating cash flow increased by $11 million.
- By segment, DGUSA sales were down 10% and EBIT down 83% due to a product return and weakness in activewear. Global Upper Market sales increased 26% and EBIT 74% with improvements in seamless and socks.
- Eminence contributed $20.8 million to sales. Delta Premium Brands sales fell 2% due to weakness in
Patent Connect aims to connect intellectual property owners with companies that can commercialize innovations. Their mission is to create profits for both sides by brokering patent licensing and royalty agreements. The business plan projects rapid revenue growth from $50,000 in year 1 to $15 million in year 5, with net profits increasing from losses to $9.5 million in year 5. Patent Connect requires $1 million in initial funding to launch operations connecting university patent portfolios with interested industries.
The document provides a marketing plan for Salon Praba in 2011, including a situational analysis of the market, customers, competitors and the salon's finances and strengths/weaknesses. It sets objectives to increase profits and customer base. The plan recommends strategies around segmentation, targeting, positioning and the marketing mix to help achieve the objectives and enhance the salon's performance.
This document summarizes the financial performance of PDG Realty in the fourth quarter and full year of 2006. Some key points:
- In Q4 2006, net revenue increased 201.8% to R$102.4 million and EBITDA grew 135.4% to R$22.9 million compared to Q4 2005.
- For full year 2006, net revenue increased 140% to R$198.4 million, EBITDA grew 109.4% to R$51.3 million, and net income increased 105.73% to R$42.8 million compared to 2005.
- In 2006, PDG participated in launches totaling R$761.7 million in
Shoppers stop result update 4 qfy2010 040510Angel Broking
Shoppers' Stop reported a 23.1% year-over-year growth in net sales to Rs388.8 crore for the fourth quarter of FY2010. Operating margins expanded substantially by 490 basis points to 6.2% due to cost rationalization measures. Net profit was Rs12.6 crore compared to a loss of Rs24.5 crore in the prior year quarter. For the full year FY2010, net sales grew 11.4% while operating margins improved 600 basis points and the company reported a profit versus a loss in the previous year. While growth prospects remain positive, the analyst recommends a Neutral rating given rich valuations.
This document provides a BCG matrix analysis of four Apple products: iPhone, MacBook, iPod, and Apple TV. The analysis examines each product's 2014 market share and growth rate to determine their position in the BCG matrix. The iPhone is classified as a star due to its high market share (15.4%) and growth rate (27%). The MacBook is a cash cow with a large market share (9.3%) but low growth (2%). The iPod is labeled a dog with declining market share (5%) and growth (-5%). Apple TV is a question mark with low market share (1.05%) but high growth (17%). The report recommends growth, maintain, harvest, and divest
RIM is a Canadian telecommunications company best known for its BlackBerry smartphones. While it faces strong competition, RIM has strong brand recognition and loyal customers. A financial analysis shows that RIM has good fundamentals like solid profit margins and liquidity. The document recommends investing in RIM due to its unique position in the market and promising future prospects.
NIIT reported a 1.9% decline in consolidated net revenues for the fourth quarter of fiscal year 2010 but net income grew 40.2% due to a 400 basis point increase in EBITDA margins. While the company's school learning services and corporate learning services businesses saw revenue declines, its individual learning solutions segment grew revenues by 13.9% driven by growth in the IT and formal training management sectors. Strong margin expansion and improved performance in the individual learning segment helped boost profits despite currency headwinds.
This document provides a market plan analysis for E-Firm, focusing on several key areas:
1) Buyer preferences for E-Firm's two product lines, Sonite and Vodite, are analyzed across different customer segments.
2) A SWOT analysis identifies opportunities in market growth but also threats from declining segments. Strengths include market leadership but weaknesses in product coverage.
3) Competitors are assessed on success factors with U and O groups having some strengths.
4) E-Firm's current strategy is to hold segments like professionals.
5) Future plans include maintaining shares while growing in new segments, achieving leadership in the new Vodite market, and meeting sales
1) Foreign direct investment and foreign institutional investment are both types of cross-border investment but differ in nature. While FDI involves direct ownership in a business located in another country, FII refers to foreign investment in the stock markets of another country.
2) FDI provides greater control rights and is a longer term commitment, whereas FII is more short-term in nature and does not provide control over operations.
3) Both FDI and FII can provide benefits like increased capital flows and investment, but FII is more prone to being "hot money" that leaves quickly.
This document appears to be a slide presentation on international business given by Dr. Magdy Abdelsattar. The presentation covers various topics related to international business including: components of globalization, analyzing political, economic, social, and cultural environments; approaches to internationalization; international trade theories; foreign exchange; and international business strategy formulation. The presentation contains over 40 slides and touches on many fundamental concepts in international business.
The document discusses 7 predictions for business intelligence trends in government for 2017:
1. Modern BI with self-service analytics will become the new normal for government agencies.
2. The era of open data in government will arrive as more government entities release data to the public.
3. Collaborative analytics using shared dashboards and data will move from niche to essential in government.
The document provides an overview of Arezzo&Co's financial results for the third quarter of 2014, including a 12.2% increase in gross revenue to R$379 million, a 7.6% rise in gross profit to R$124.9 million, and a 14.3% growth in net income to R$33.6 million. It also discusses the company's expansion efforts through new store openings and renovations, as well as its capital expenditures and conservative indebtedness levels.
The document provides a quarterly report and analysis of Infosys Ltd. for the quarter ending December 31, 2011. Some key highlights include:
- Revenues grew 14.8% quarter-over-quarter and 30.8% year-over-year in Indian Rupee terms, ahead of guidance and expectations. EBITDA margin improved 265 basis points quarter-over-quarter to 33.7%.
- The company added 49 new clients during the quarter, including 6 Fortune 500 companies. Europe showed strong growth of 14% while the US and rest of the world were flat.
- The report maintains a "Buy" recommendation on Infosys with a target price of Rs. 3,142
- Sales decreased 2% in Q2 2016 versus Q2 2015 to $249.5 million, due to an 11% decrease in the Delta USA segment which was partially offset by increases in other business segments.
- Operating profit decreased 7% in Q2 2016 due to lower profits in the Delta USA and Schiesser segments, while other segments improved.
- For the first half of 2016, revenues were relatively stable compared to the same period last year while operating profit decreased 5% due to higher depreciation expenses from investments for future growth.
The document provides an overview of a company's results for the first quarter of 2016. Some key highlights include:
- Sales were up 2% to $256.7 million while organic sales remained unchanged.
- Operating profit increased 17% excluding currency impacts but decreased 3% as reported. EBITDA rose 18% excluding currencies or 3% as reported.
- Net income and diluted EPS grew 13% after excluding currency effects, though reported net income fell 12% and diluted EPS declined 11%.
sonic automotive SAHStephens20June20Conference20Presentationfinance43
This document contains forward-looking statements by a company and its management regarding future performance. These statements are predictions and not guarantees. Readers are cautioned that actual results may differ from projected results due to various risks and uncertainties. Historical financial data is also presented regarding the company's revenues, profits, expenses, capitalization, and same-store sales growth. The company's strategic plans to improve performance through initiatives regarding used vehicles, parts and service, marketing, associate training, and financial management are summarized.
sonic automotive SAHStephens20June20Conference20Presentationfinance43
This document contains forward-looking statements by a company regarding its future performance. These statements are predictions and not guarantees. The document cautions readers that actual results may differ from projections due to various risk factors. It provides the company's revenue breakdown by division and lists initiatives in used vehicles, parts/service/collision repair, finance/insurance, associate training, and marketing.
ABC-Mart, Inc. is a major Japanese retailer of shoes and clothing with 700 stores across Japan and subsidiaries in Korea and Taiwan. The 3-sentence summary is:
ABC-Mart has grown significantly since its founding in 1985 through store expansion and brand partnerships, with revenue increasing over 10% annually and high profit margins. While the domestic shoe market has declined slightly, ABC-Mart has focused on global expansion and private brands to continue growing profitably. A DCF valuation of ABC-Mart estimates its current stock value at 5,870 yen per share based on projected revenue growth of over 10% annually through 2017 and a stable growth rate thereafter.
Human strategists often choose bad strategies due to biases in their thinking and tools. Simulations and war games help overcome these biases by accounting for competitors' actions and considering multiple possible outcomes. In one example, a sales manager claimed their industry sells on price and needs full production, but a simulation revealed that competitors could not afford to lower prices or keep factories full, exposing flaws in the manager's assumptions. Overall, simulations capture complex competitive dynamics better than human intuitions alone.
The document provides an overview and highlights of Delta Galil Industries' results for the second quarter (Q2) of 2019. Some key points:
- Q2 2019 sales increased 10% to $374 million compared to the previous year. EBIT increased 13% to $17 million. Operating cash flow increased by $11 million.
- By segment, DGUSA sales were down 10% and EBIT down 83% due to a product return and weakness in activewear. Global Upper Market sales increased 26% and EBIT 74% with improvements in seamless and socks.
- Eminence contributed $20.8 million to sales. Delta Premium Brands sales fell 2% due to weakness in
Patent Connect aims to connect intellectual property owners with companies that can commercialize innovations. Their mission is to create profits for both sides by brokering patent licensing and royalty agreements. The business plan projects rapid revenue growth from $50,000 in year 1 to $15 million in year 5, with net profits increasing from losses to $9.5 million in year 5. Patent Connect requires $1 million in initial funding to launch operations connecting university patent portfolios with interested industries.
The document provides a marketing plan for Salon Praba in 2011, including a situational analysis of the market, customers, competitors and the salon's finances and strengths/weaknesses. It sets objectives to increase profits and customer base. The plan recommends strategies around segmentation, targeting, positioning and the marketing mix to help achieve the objectives and enhance the salon's performance.
This document summarizes the financial performance of PDG Realty in the fourth quarter and full year of 2006. Some key points:
- In Q4 2006, net revenue increased 201.8% to R$102.4 million and EBITDA grew 135.4% to R$22.9 million compared to Q4 2005.
- For full year 2006, net revenue increased 140% to R$198.4 million, EBITDA grew 109.4% to R$51.3 million, and net income increased 105.73% to R$42.8 million compared to 2005.
- In 2006, PDG participated in launches totaling R$761.7 million in
Shoppers stop result update 4 qfy2010 040510Angel Broking
Shoppers' Stop reported a 23.1% year-over-year growth in net sales to Rs388.8 crore for the fourth quarter of FY2010. Operating margins expanded substantially by 490 basis points to 6.2% due to cost rationalization measures. Net profit was Rs12.6 crore compared to a loss of Rs24.5 crore in the prior year quarter. For the full year FY2010, net sales grew 11.4% while operating margins improved 600 basis points and the company reported a profit versus a loss in the previous year. While growth prospects remain positive, the analyst recommends a Neutral rating given rich valuations.
This document provides a BCG matrix analysis of four Apple products: iPhone, MacBook, iPod, and Apple TV. The analysis examines each product's 2014 market share and growth rate to determine their position in the BCG matrix. The iPhone is classified as a star due to its high market share (15.4%) and growth rate (27%). The MacBook is a cash cow with a large market share (9.3%) but low growth (2%). The iPod is labeled a dog with declining market share (5%) and growth (-5%). Apple TV is a question mark with low market share (1.05%) but high growth (17%). The report recommends growth, maintain, harvest, and divest
RIM is a Canadian telecommunications company best known for its BlackBerry smartphones. While it faces strong competition, RIM has strong brand recognition and loyal customers. A financial analysis shows that RIM has good fundamentals like solid profit margins and liquidity. The document recommends investing in RIM due to its unique position in the market and promising future prospects.
NIIT reported a 1.9% decline in consolidated net revenues for the fourth quarter of fiscal year 2010 but net income grew 40.2% due to a 400 basis point increase in EBITDA margins. While the company's school learning services and corporate learning services businesses saw revenue declines, its individual learning solutions segment grew revenues by 13.9% driven by growth in the IT and formal training management sectors. Strong margin expansion and improved performance in the individual learning segment helped boost profits despite currency headwinds.
This document provides a market plan analysis for E-Firm, focusing on several key areas:
1) Buyer preferences for E-Firm's two product lines, Sonite and Vodite, are analyzed across different customer segments.
2) A SWOT analysis identifies opportunities in market growth but also threats from declining segments. Strengths include market leadership but weaknesses in product coverage.
3) Competitors are assessed on success factors with U and O groups having some strengths.
4) E-Firm's current strategy is to hold segments like professionals.
5) Future plans include maintaining shares while growing in new segments, achieving leadership in the new Vodite market, and meeting sales
1) Foreign direct investment and foreign institutional investment are both types of cross-border investment but differ in nature. While FDI involves direct ownership in a business located in another country, FII refers to foreign investment in the stock markets of another country.
2) FDI provides greater control rights and is a longer term commitment, whereas FII is more short-term in nature and does not provide control over operations.
3) Both FDI and FII can provide benefits like increased capital flows and investment, but FII is more prone to being "hot money" that leaves quickly.
This document appears to be a slide presentation on international business given by Dr. Magdy Abdelsattar. The presentation covers various topics related to international business including: components of globalization, analyzing political, economic, social, and cultural environments; approaches to internationalization; international trade theories; foreign exchange; and international business strategy formulation. The presentation contains over 40 slides and touches on many fundamental concepts in international business.
The document discusses 7 predictions for business intelligence trends in government for 2017:
1. Modern BI with self-service analytics will become the new normal for government agencies.
2. The era of open data in government will arrive as more government entities release data to the public.
3. Collaborative analytics using shared dashboards and data will move from niche to essential in government.
Magdy Abdelsattar outlines a sales plan to launch new handset mobile sales in Egypt. The objectives are annual sales growth, new client acquisition, increased product sales and profit margins. The plan targets Egypt's population segments C, D and E which make up 86% of the population and have household incomes below $3,500/month. The go-to-market strategy will use retail outlets, wholesalers, key accounts and telecom operators to sell Eurostar tablets and smartphones. The management team structure includes directors for sales, marketing, finance and logistics, as well as area and branch managers.
There are several reasons to leave a job, including a mismatch between the job requirements and an employee's skills, the job or workplace not meeting expectations, and lack of growth opportunities or recognition. Other reasons are insufficient training, coaching or performance evaluations, loss of trust in management, and stress from overwork or poor work-life balance.
1. Talk to your boss to open lines of communication without seeming desperate. Discuss your day-to-day work but avoid insisting on discussions about your future. Ask for constructive feedback to show you are improving.
2. Look for opportunities to join new teams if you no longer see eye to eye with your boss or if your department faces layoffs. Find teams with growing budgets.
3. Get involved in essential projects core to the company's reputation to improve your chances of avoiding layoffs.
The document outlines 7 reasons not to apply for a job: 1) lacking the required skills or qualifications, 2) insufficient experience in the required areas, 3) failing to meet the educational requirements, 4) the job or company culture not being a good fit, 5) living in a different location than the job, 6) not being able to work the scheduled hours including nights, weekends and holidays, and 7) lacking the necessary connections or client base for some jobs like sales. The document advises only applying if you meet or can demonstrate equivalents for most of the stated requirements.
An employer can generally cut an employee's pay or reduce their hours without cause as long as it is not done discriminatorily. This is because most employees are "at-will" and do not have formal employment contracts or union protections. However, pay cannot be cut below minimum wage and employees must be notified of any pay reductions. While pay cuts are legal, changing an employee's job description or targeting reductions based on protected attributes like race would be considered illegal discrimination.
The document lists 10 potential reasons why someone may not have received a raise at their job. These include: poor timing of the request, lack of company resources to provide raises, lack of strong performance to warrant a raise, failing to properly lay the groundwork by promoting accomplishments, making the request about personal finances rather than value provided, skipping preparation for the discussion, being a difficult employee, employers fearing setting a precedent, salary already being at market rate, and simply not asking for a raise.
The 10 step document outlines a process for successfully changing careers. It begins with evaluating current job satisfaction and assessing interests, values, and skills. Alternative careers are then considered by researching options and discussing with contacts. Several potential fields are evaluated in depth by learning about job options, conducting informational interviews, and job shadowing. New skills are developed through volunteering, classes, and training. The process concludes by considering a new job in the same industry that utilizes existing experience.
This document discusses top e-commerce website builders and what you need to know before launching an online store. It provides an overview of key considerations like available storage space, payment security features, and easy-to-use design. The three most important factors for a successful online shop are to choose a builder with sufficient storage and bandwidth, strong safety protocols like SSL encryption, and a user-friendly site design.
The document discusses the sales management process. It involves setting goals for staff, providing sales support and training, creating or updating the sales strategy, and monitoring results. If goals are not being met, the sales manager will work with other departments like production and marketing to determine the root cause, such as issues with the product, pricing, manufacturing, or customer service. The sales manager will also ensure that proper training and support were provided to sales staff and may provide additional coaching or terminate an employee if needed. It is important for sales managers to recognize top performers and retain high performing employees.
The document discusses push and pull strategies for marketing products. Push strategies involve tactics that get third parties like distributors or retailers to stock a company's products, like trade shows, sales visits, or point-of-sale displays. Pull strategies use tactics that create customer demand for a product, such as advertising, viral marketing, or social media. The push strategy works best for manufacturers seeking to promote products through distributors, while the pull strategy is more effective for service businesses marketing directly to customers. Both strategies have advantages and disadvantages, so a combination may be needed for business growth.
1) Egypt has one of the fastest growing e-commerce markets in the Middle East, with its market expected to reach $2.7 billion by 2020, nearly doubling from $1.4 billion in 2014.
2) Egypt has the largest number of online shoppers in the Arab world at 15.2 million, however other countries like the UAE and Kuwait have higher online shopping rates relative to their population.
3) The largest demographic of Egyptian online shoppers is males between 26-35 years old, who make up about 50% of purchases, while cash remains the most popular payment method.
There are four main types of economic systems. A traditional economy relies on custom and ritual to make choices. A market economy relies on individual consumption choices. A command economy has the government make all decisions. A mixed economy incorporates some government involvement into a market-based system. All economies must deal with the basic scarcity of resources and prioritize how to allocate limited income, time, and resources.
The document provides an overview of the e-commerce sector in Egypt, outlining major trends, players, and challenges. Some of the key challenges facing e-commerce growth in Egypt include a lack of banking options, mistrust of online purchases, and outdated regulations. However, factors such as rising internet and smartphone penetration, as well as Egyptians' enthusiasm for online shopping, make Egypt an appealing market. The document also profiles major e-commerce players in Egypt across various sectors and payment options available.
This document provides a business plan for self-service machines (cash collection machines) in the Middle East and North Africa region from 2012-2014. It includes a market analysis showing strong projected growth in mobile payments in the region from $53.3 billion in 2009 to $75.7 billion in 2014. The business model proposes a turnkey solution for supplying and maintaining self-service machines, with customized software interfaces and cash collection processes for service providers. Financial projections estimate the company can achieve a monthly profit of $4.25 million with a 20% market share of the region's 260 million mobile users.
A distribution strategy identifies how a company will get its products to customers through various distribution channels. The strategy involves 5 steps: 1) Evaluate end-users, 2) Identify potential intermediaries like agents, wholesalers, retailers, and resellers, 3) Research intermediaries, 4) Select the most profitable channels like intensive, selective, or exclusive distribution, and 5) Manage channels to maximize return on investment. The distribution strategy outlines the details of moving products efficiently to generate the best financial returns.
The document discusses the differences between CVs and resumes. It notes that CVs are longer documents that provide more details about one's entire career and accomplishments, while resumes are shorter summaries tailored for specific jobs. The document also outlines common usage of CVs and resumes in different countries and regions, such as the UK preferring CVs, the US preferring resumes, and Australia using both terms interchangeably.
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1. Rennes International School of Business
ESC RENNES
Executive Master of Business Administration
EMBA
COHORT 1 (2003 - 2004)
Marketing Management
Conducted by:
Dr. Rod McCOLL
E-Firm Marketing Plan
By
Magdy A. Sattar
Abed El-Hamid Mohamad
January, 2003
Cairo, Egypt
3. 1. EXECUTIVE SUMMARY
The marketing department at E-Firm is preparing the annual marketing plan for the
year 09 for both the Sonit and Vodite markets. We will introduce three products for
Sonite market SEMI, SELF, and SEXY, and one product VEST for the Vodite
market. For the Sonite market, as we are facing a various and intense competition, we
will benefit from our financial position and being the second largest market share to
enlarge our production and targets one brand per segment. We will reposition SEMI
to attack the Hi segment, SELF to attack Si segment, and SEXY to attack the Ot
segment. Through increasing our sales force and advertising we belief that this will
guaranty at least 30 % of the Sonite market. As for the Vodite market we belief that
there is no threats of new entries for next year 09, and the existing two competitors
will go for price-cut strategy to harm us(the market leader). We will benefit from our
financial strength as market leader to enlarge our production to obtain the current
position through increasing our sales force and advertising, we belief that this will
guaranty at least 70 % of the Vodite market.
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4. 2. REPORT OBJECTIVE.
The purpose of this report is to submit a Market plan for “E-Firm” being E-Firm
marketing manager, focusing on external analysis, internal analysis, SWOT analysis,
and financial analysis, objectives, strategic alternatives, strengths and weaknesses of
“E-Firm”, and competitor analysis. The objective for me and my team partner is to
build our analytical skills and develop our ability to work effectively in a team
situation.
3. MISSION STATEMENT.
The marketing department mission is to insure a secure position for E-Firm among
the wealthiest firms, through market share of 35 %, highest contribution margin, and
ROE indicator of 4.5, by selling what the consumer wants to buy and exceeding his
needs expectations.
4. OBJECTIVES.
Achieve 35 % market share of the total markstart market for the next
period.
Achieve the highest contribution margin with average of 55 % of the
total revenue for the next period.
Achieve ROE indicator of 4.5 for the next period.
Achieve the sales target for the next period.
Achieve the share of each targeted segment for the next period.
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8. The current situation for Markstart market tells us that U-Firm is the
market leader with more than 30 % of the market, despite the fact that
the firm is facing vicious competition in the Vodite market.
Both E-Firm and A-Firm are the challengers with average of 25 % and
18 % for each as market share, both trying to cope up with the leader,
and E-Firm is doing better in this direction.
The O-Firm and I-Firm are the market followers sharing an average of
25 % of the market, but O-Firm is an aggressive follower, and its
performance could be a threat.
E-Firm is doing much better with Vodite market, and it performs
poorly with the Sonite market.
6. SITUATIONAL ANALYSIS.
6-1 External analysis.
Macro-environment.
Factors
For the factors such as social, cultural, demographic, political, and
Technological there are no major changes that could affect the business
environments, also for the economical factor, the GNP growth rates and the
inflation rate change is zero.
Actors
Consumers:
The markstart market is divided into two major kinds of consumers relative to the
products type, whether its Sonite products consumers, or Vodite products consumers.
In each kind we have variance segments. There are five main segments for the Sonite
market (Buffs, Singles, professionals, high earners, and others), and three main
segments for the Vodite market (Innovators, Early adopters, and Followers).
Competitors
For macro-perception only five firms are competing in producing and marketing
fourteen Sonite brands and three Vodite brands, with the expectation of introducing, a
new, or modifying one brand per firm per year.
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9. Micro-environment.
Industry & Market.
Threat of intense segment rivalry
There is a strong competition with a very Low switching cost, no major
differentiations between the rival products along with the low exit barrier.
Threat of new entrants:
There is no threat of new entrants in the market because there are only five companies
but the threat is the producing of new brands from the existing companies.
Threat of buyers- growing- bargaining power:
The bargaining powers of buyers, distribution channels can be considered high
especially in departmental stores where the business is controlled by 15 chains and
Mass Merchandiser where the business is controlled by 8 chains and low switching
cost.
Consumers.
Segmentation size and growth rates
The market studies shows (annex 1) that 68 % of the market
consumers are Sonite products consumers and the remaining 32 % are
Vodite products consumers.
For the Sonite consumers 61.4 % are the Others` segment and the
forecasted growth to this segment for the next five years is 74.3 %,
also we have 25.7 % of the consumers are the Singles` segment with
forecasted growth for the next five years 38.1 %.
For the Vodite consumers 91.5 % are the Followers segment with
forecasted growth for the next five year 1113 %.
Shopping habits
The market studies shows (annex 2) that, for the Sonite market 40.5 %
of the consumers prefers to do their shopping through mass
merchandise stores, 33.7 % of them prefer department stores,
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10. and 25.9 % of them prefer the specialty stores. For the Vodite market 43.2
% of the consumers prefer to do their shopping through the specialty
stores, 27.7 % of them prefer department stores, and 29.1 % prefer mass
merchandise stores.
For the Others` segment almost 86.5 % of them prefer shopping
through mass merchandise and department stores, and for the Singles
we do not detect what they prefer.
For the Follower, which is the biggest segment, almost 80 % of them
prefer shopping through mass merchandise and department stores.
Purchase intentions
The market studies shows various demands for the different brands in
the market (annex 3).
The Others segment demand for SUSI is 48.9 %, for SARA is 28.4 %,
and for SEXY is 15.8 %.
The singles segment demand for SOWH is 22 %, for SONO 17.2 %,
and SARA is 12.2 %.
The Followers’ segment demand for VEST is 92.5 %.
The Adopters’ segment demand for both VEST and VULI is
considered equal.
SELF is highly demanded by the Buffs` segment.
SEMI is highly demanded by the high earners segment.
Brand awareness by segment.
The market studies show (annex 4) that the Others` segment is highly
aware of SUSI brand and fairly aware of SARA brand, but their
awareness of SEXY brand is weak.
Although the SULI brand has the highest awareness 68 % by the
Singles segment, the SOWH and SONO are higher in demand.
The VEST brand even with the poor awareness, 37.6 % by the
Followers segment still is the highest demand, 92 %, for this segment.
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11. All the consumers segments are highly aware of all the U-firm
products both Sonite and Vodite.
Brand volume market share per consumers’ panel.
The market studies (annex 5) show that the volume market share per
consumers’ panel is the results of brands demand per segments.
Brand volume market share per distribution panel (annex 6).
For specialty stores, the brands SUSI, SOLD, and SARA have the
highest share of the Sonite products, and VULI brand have the highest
share of the Vodite products.
For department stores, the SUSI, and SARA brands have the highest
share of the Sonite products, and VEST brand have the highest share
of the Vodite products.
For mass merchandise stores, the SUSI, and SARA brands have the
highest share of Sonite products, and VEST brand have the highest
share of Vodite products.
Distribution panel coverage (annex 7).
For specialty stores, the brands SULI and SAUD have the highest
coverage of the Sonite products, and VULI brand have the highest
coverage of the Vodite products.
For department stores, the SUSI, SULI, and SARA brands have the
highest coverage of the Sonite products, and VEST brand have the
highest coverage of the Vodite products.
For mass merchandise stores, the SUSI and SARA brands have the
highest coverage of Sonite products, and VEST brand have the highest
coverage of Vodite products.
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13. Our market studies ratings of competitors on key success factors.
Competitor Market Net Stock price Return on Distribution Brand Sales and Purchase
Name Capitalization Contribution index investment coverage by Awareness Market intention
channel shares
E group G G G E G G G E
U group E E E G E E E E
O group F F P F F G F F
I group P P P P F F P P
A group F F P F G F F F
Where E = excellent, G = good, F = fair, P = poor
Competitors Strengths
Good distribution coverage influences their brand awareness and
encourages the increase of buyers purchasing intention.
Competitors Weakness
Bad management of firm capital reduces net contribution of the
products; witch affects their financial position and increases the risks.
6-2 Internal analysis.
Performance
PLCs
350000
300000
250000 units
200000 value
150000 after
100000 before
50000
0
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr
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14. 120000
100000
80000 units
60000 value
40000 after
20000 before
0
-20000 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr
200000
150000 units
value
100000
after
50000 before
0
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr
The product life-cycle of E-firm brands shows the following:
SEXY and SELF brands are still in the growth stage.
SEMI brand is in his decline stage.
For the Vodite brand VEST is in the growth stage.
BCG Matrix
As shown below that for Si segment both SELF & SEMI brands need to be
repositioned in order to increase their market share. For the Ot segment SEXY brand
also need to be repositioned in order to gain more market share. SEMI brand is a
cash cow for the firm for the Hi segment. For the Vodite market VEST brand is a star
for the followers, which is the biggest growing segment in the coming five years.
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16. Marketing mix
Products
For SEXY, SELF, and VEST brands we need to be more innovative
and increase the brands variation.
For SEMI no need to improve brand quality or features.
Price
For SEXY, SELF, and VEST brands a slight decrease in price will be
more competitive.
For SEMI no need to change price.
Promotion
For SEXY, SELF, and VEST brands introduce big campaign to
increase brand awareness and brand benefits.
For SEMI just the minimum and concentrate the message to the Hi
segment.
Place
For SEXY, SELF, and VEST brands we need to be available through
all channels.
For SEMI increase the availability through the department stores.
Competitive advantages
Good and strong financial position.
Market leader in the Vodite market
Strong competitor (second market share) in Sonite market
7. SWOT ANALYSIS.
7.1 Opportunities.
Economic situation is stable GNP growth rate is stable 2% and
inflation rate is also stable 2%.
Follower segment in Vodite market is expected to have a magnificent
increase in the next five years (1113%) increase.
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17. Single segment in Sonite market is expected to have 38% increases
over the next five periods.
Others segment in Sonite market is expected to have 75% increases
over the next periods.
7.2 Threats.
Starting of price war especially in others segment by the market leader
of this segment (U firm) which affect profitability of this segment.
Expected Declining in Hi-earner segment in Sonite market over the
coming five years.
New entrants in Vodite market.
High bargaining power of buyers with low switching costs.
7.3 Strengths.
We have good position in total brands awareness by consumer in
segments (Buffs, Professionals and Hi earners).
Market leader (Dominant) of follower segment in Vodite market with
95% market share.
The best return on investment in period 8 with 5.34% ROE.
7.4 Weakness.
Our sales force is not enough for covering the three distribution
channels, but; we could increase our contribution by 2,605 K$ in
SEMI product and 278 K$ in SELF product if we increased our sales
force by 10 for each channel.
Vest Brand awareness especially for Followers segment is not enough
for the sales of the product in this segment.
Self product does not fit with the targeted segment which is single
even the awareness is acceptable.
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18. 8. FUTURE OBJECTIVES.
Achieve 30 % of the Sonite market.
Achieve 70 % of the Vodite market.
9. STRATEGIES.
Reposition SELF brand for Si segments.
Reposition SEMI brand for Hi segments.
Reposition SEXY brand for Ot segments.
Maintain VEST brand in the current situation.
10. ACTION PLAN & RECOMMENDATION
10.1 Brand management.
Sonite Brands SEMI SELF SEXY
Base R&D project PSEMI PSEL2 PSEXY
Production planning Ku 70 220 500
Inventory soled to trading company Ku
Recommended retail price $ 440 400 240
Advertising budget K$
Advertising research budget K$
Buffs 0 0 0
Singles 0 100 0
Targeted segmentation in % Professionals 0 0 0
High earners 100 0 0
Others 0 0 100
Perceptual objectives
Dimension 1 Performance Economy Economy
Objectives 1 1 10 13
Dimension 2 Convenience Convenience Convenience
Objective 2 5 3 1
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19. Vodite Brands VEST
Base R&D project PVEST
Production planning Ku 400
Inventory soled to trading company Ku
Recommended retail price $ 900
Advertising budget K$
Advertising research budget K$
Innovators 0
Targeted segmentation in % Early adopters 40
followers 60
Perceptual objectives
Dimension 1 Efficacy
Objectives 1 1
Dimension 2 Economy
Objective 2 -6
10.2 Sales force.
Distribution channels Specialty Stores Depart Stores Mass Merchandise
Number of sales people 30 80 90
Sales force effort allocation by brand (%)
SEMI 20 30 0
SELF 20 30 30
SEXY 10 20 40
VEST 50 20 30
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20. 10.3 R&D Project.
No (R & D) plan for this period to be postponed for the result of this period.
10.4 Market studies.
For both Sonite and Vodite market, Market studies are requested for the
following items:
Study Cost (in k$)
Industry benchmarking. 39
Consumer survey. 130
Consumer panel. 219
Distribution panel. 143
Multidimensional scaling. 90
Market forecast. 52
Competitive sales force. 38
10.5 Allocated budget and marketing expenditures.
Detailed Brand Expenditures
Sonite & Vodite Brands Units (in K$) Total SEMI SELF SEXY VEST
Advertising
Expenditure K$ 17,300 2000 3300 6000 6000
Research K$ 1730 200 330 600 600
Sales Force
Operating cost K$ 5,168 775 1,473 1,421 1.499
Hiring and training cost K$ 155 23 44 43 45
Total brand expenditures K$ 2,4353 2,998 5,147 8,064 8,144
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21. Overall Market Budget
Units (in K$) Total Sonite market Vodite market
Advertising
Expenditure K$ 17,300 11,300 6000
Research K$ 1,730 1,130 600
Sales force
Operating cost K$ 5,168 3,670 1,499
Hiring and training cost K$ 155 110 45
Firing cost K$ 0 0 0
Market research studies
Market specific K$ 633 355 278
Other studies K$ 39 0 0
Research and development K$ 0 0 0
Total expenditures K$ 25,025 16,565 8,422
Authorized budget K$ 25,350
Deviation from budget K$ 325
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22. 11. ANNEXES.
Segments Bu. Si. Pr. Hi. Ot. In. Ad. Fo. Total
Size in Ku.
Current situation 131 580 234 201 1,097 64 107 111 2,525
Next period 121 621 215 195 1,231 72 154 285 2,894
Forecasted next five years. 84 801 150 168 1,912 57 67 1,341 4,582
Size in %
Current situation 5.2 % 23 % 9.3 % 8% 43.4 % 2.5 % 4.2 % 4.4 % 100 %
Next period 4.2 % 21.4 % 7.5 % 6.7 % 42.5 % 2.5 % 5.4 % 9.8 % 100 %
Forecasted next five years. 1.8 % 17.5 % 3.3 % 3.6 % 41.8 % 1.2 % 1.5 % 29.3 % 100 %
Forecasted growth rates %
Next period -8.2 % 7.1 % -8.2 % -3.1 % 12.2 % 13.3 % 44.2 % 157.5 % 14.6 %
Total next five years. -36.1 % 38.1 % -36.1 % -16.2% 74.3 % -9.6 % -37.5 % 1113 % 81.4 %
Average next five years. -8.6 % 6.7 % -8.6 % -3.5% 11.8 % -2 % -9 % 64.7 % 16.3 %
(Annex 1)
Segments Specialty Stores Depart. Stores Mass Merchandise.
Buffs 57.3 % 21.8 % 20.9 %
Singles 33.6 % 33.6 % 32.7 %
Professionals 40.5 % 26.8 % 32.7 %
High earners 32.7 % 50 % 17.3 %
Others 13.6 % 33.6 % 52 .8 %
Total 25.9 % 33.7 % 40.5 %
Innovators 69.1 % 19.5 % 11.4 %
Early adopters 50.9 % 26.4 % 22.7 %
Followers 20.9 % 33.6 % 45.5 %
Total 43.2 % 27.7 % 29.1 %
(Annex 2)
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