This document discusses forces of change in the asset management industry, including technology changes, changing customer needs, increased competition, and market maturation in the US. It identifies critical success attributes for asset managers, such as customer focus, superior investment performance, multi-tiered distribution, and economies of scale. The competitive landscape is described as having three tiers - small boutiques, mid-tier firms, and large institutions - but is predicted to become more bifurcated. The presentation promotes Morgan Stanley's business model.
Makalah ini membahas sejarah perkembangan ilmu pengetahuan dari zaman pra-Yunani kuno hingga zaman modern dengan membagi periode perkembangannya. Menguraikan kontribusi tokoh-tokoh penting dari berbagai peradaban seperti Yunani Kuno, Islam, dan Eropa dalam perkembangan ilmu pengetahuan dan teknologi.
Perkembangan ilmu pengetahuan di dunia islam222Kodogg Kritingg
1. Pada masa Daulah Abbasiyah, Baghdad menjadi pusat kemajuan ilmu pengetahuan dan intelektual Islam.
2. Banyak buku diterjemahkan dan ilmuwan berkembang dalam bidang filsafat, matematika, kedokteran, dan lainnya.
3. Periode ini menandai puncak kemajuan pendidikan dan ilmu pengetahuan dalam sejarah peradaban Islam.
The document contains a 20 slide presentation by Morgan Stanley at a financial services conference on May 13, 2002. The presentation discusses Morgan Stanley's sales and trading business, balance sheet, financial instruments, research capabilities, and initial public offering underwriting discipline. Key points include that sales and trading revenues accounted for 37% of Morgan Stanley's revenues in 2001, the balance sheet was concentrated in cash, financing transactions, and financial instruments, and the firm passed on underwriting many internet company IPOs that later suffered large stock price declines.
Unilever at the Deutsche Bank Conference 2014Unilever
The document is a presentation from Unilever's CFO at a Deutsche Bank conference on June 18th, 2014. It discusses Unilever's strategy and outlook. The presentation highlights that Unilever sees continued growth opportunities in emerging markets due to rapid urbanization and the expanding middle class. It also outlines plans to drive growth in developed markets through innovation, improving margins, and shifting its portfolio mix. The CFO states Unilever's priorities are volume growth above its markets, steady margin improvement, and strong cash flow, which will translate to earnings growth over the long run.
This document summarizes a report by TrendsSpotting Market Research analyzing advertising campaigns from 2008 to 2009 during the recession. The report profiles 5 main advertising strategies used during recessions and presents examples of campaigns that exemplified each strategy. It discusses the advantages and risks of the different approaches. The full report provides more in-depth analysis of each strategy and looks at lessons that can be learned from past recessions and experts regarding advertising during an economic downturn.
Formulation and applications of Focus Strategies MUDASSAR AFZAL
The document discusses Apple Inc.'s focus strategy of targeting high-end consumers by offering a small number of best-in-class products and prioritizing profits over market share. It outlines Tim Cook's comments that Apple's objective was never to sell a low-cost phone but rather to provide a great experience. The strategy follows four pillars established by Steve Jobs of focusing on a few high-quality products, the high-end of the market, profits over market share, and creating demand through a halo effect.
Cno financial group, inc. (cno) company profile and swot analysisCompanyProfile123
Companyprofilesandconferences.com glad to promote a new report on "CNO Financial Group, Inc. (CNO) - Company Profile and SWOT Analysis" which contains in depth information and data about the company and its operations alsocontains a company overview, key facts, major products and services, SWOT analysis, business description, company history, key competitors, financial analysis, recent developments, key employees, company locations and subsidiaries as well as employee biographies.
A webinar presented by Santi Burridge, Managing Director of Implemented Portfolios.
Santi covers the following during his presentation:
• What can Australian advisers learn from global trends in financial advice?
• How technology and robo-advice is changing the US market
• Understanding the growth in ETFs and Managed Accounts
• What successful advisers focus on
• What do clients really value?
Makalah ini membahas sejarah perkembangan ilmu pengetahuan dari zaman pra-Yunani kuno hingga zaman modern dengan membagi periode perkembangannya. Menguraikan kontribusi tokoh-tokoh penting dari berbagai peradaban seperti Yunani Kuno, Islam, dan Eropa dalam perkembangan ilmu pengetahuan dan teknologi.
Perkembangan ilmu pengetahuan di dunia islam222Kodogg Kritingg
1. Pada masa Daulah Abbasiyah, Baghdad menjadi pusat kemajuan ilmu pengetahuan dan intelektual Islam.
2. Banyak buku diterjemahkan dan ilmuwan berkembang dalam bidang filsafat, matematika, kedokteran, dan lainnya.
3. Periode ini menandai puncak kemajuan pendidikan dan ilmu pengetahuan dalam sejarah peradaban Islam.
The document contains a 20 slide presentation by Morgan Stanley at a financial services conference on May 13, 2002. The presentation discusses Morgan Stanley's sales and trading business, balance sheet, financial instruments, research capabilities, and initial public offering underwriting discipline. Key points include that sales and trading revenues accounted for 37% of Morgan Stanley's revenues in 2001, the balance sheet was concentrated in cash, financing transactions, and financial instruments, and the firm passed on underwriting many internet company IPOs that later suffered large stock price declines.
Unilever at the Deutsche Bank Conference 2014Unilever
The document is a presentation from Unilever's CFO at a Deutsche Bank conference on June 18th, 2014. It discusses Unilever's strategy and outlook. The presentation highlights that Unilever sees continued growth opportunities in emerging markets due to rapid urbanization and the expanding middle class. It also outlines plans to drive growth in developed markets through innovation, improving margins, and shifting its portfolio mix. The CFO states Unilever's priorities are volume growth above its markets, steady margin improvement, and strong cash flow, which will translate to earnings growth over the long run.
This document summarizes a report by TrendsSpotting Market Research analyzing advertising campaigns from 2008 to 2009 during the recession. The report profiles 5 main advertising strategies used during recessions and presents examples of campaigns that exemplified each strategy. It discusses the advantages and risks of the different approaches. The full report provides more in-depth analysis of each strategy and looks at lessons that can be learned from past recessions and experts regarding advertising during an economic downturn.
Formulation and applications of Focus Strategies MUDASSAR AFZAL
The document discusses Apple Inc.'s focus strategy of targeting high-end consumers by offering a small number of best-in-class products and prioritizing profits over market share. It outlines Tim Cook's comments that Apple's objective was never to sell a low-cost phone but rather to provide a great experience. The strategy follows four pillars established by Steve Jobs of focusing on a few high-quality products, the high-end of the market, profits over market share, and creating demand through a halo effect.
Cno financial group, inc. (cno) company profile and swot analysisCompanyProfile123
Companyprofilesandconferences.com glad to promote a new report on "CNO Financial Group, Inc. (CNO) - Company Profile and SWOT Analysis" which contains in depth information and data about the company and its operations alsocontains a company overview, key facts, major products and services, SWOT analysis, business description, company history, key competitors, financial analysis, recent developments, key employees, company locations and subsidiaries as well as employee biographies.
A webinar presented by Santi Burridge, Managing Director of Implemented Portfolios.
Santi covers the following during his presentation:
• What can Australian advisers learn from global trends in financial advice?
• How technology and robo-advice is changing the US market
• Understanding the growth in ETFs and Managed Accounts
• What successful advisers focus on
• What do clients really value?
This webinar discusses the future of retail and the impact of emerging technologies. It features a panel of experts including Julian Burnett, CTO of TH_NK, and Vicki Loomes, a senior trend analyst. The webinar will cover topics like the evolving expectations of modern shoppers, the role of personalization, improving brand communications through technology, how brands can appeal to millennial shoppers, and measuring the modern shopper experience. Attendees are invited to ask questions.
Macroeconomic themes 2013 and beyond: normalcy returns
- Global growth will be slow but steady as the world slowly returns to economic fundamentals
- Central banks will continue easing policies but become wary of potential excesses
- Inflation risks remain subdued while corporate earnings and balance sheets remain strong
Key investment themes focus on diversification and exploiting opportunities in international markets, cyclical stocks, and less correlated alternative strategies. Bonds remain important for income and protection from equity volatility.
Core & Main, Inc. distributes water, wastewater, storm drainage, and fire protection products and related services to municipalities, private water companies, and professional contractors in the municipal, non-residential, and residential end markets in the United States.
Based on the Core & Main Inc stock forecasts from 7 analysts, the average analyst target price for Core & Main Inc is USD 29.18 over the next 12 months. Core & Main Inc’s average analyst rating is Strong Buy. Stock Target Advisor’s own stock analysis of Core & Main Inc is Slightly Bearish, which is based on 3 positive signals and 7 negative signals. At the last closing, Core & Main Inc’s stock price was USD 20.71. Core & Main Inc’s stock price has changed by -7.54% over the past week, -4.78% over the past month and 0% over the last year.
Lupin received US FDA approval to market a generic version of Eisai Inc.'s Alzheimer's drug Aricept. Lupin's generic version will be launched in the US market shortly. Aricept had US sales of $52.3 million last year. The analyst recommends buying Lupin shares between Rs. 1862-1875 for a target price of Rs. 1915 with a stop loss of Rs. 1842.
Misha Sulpovar-Bases for Global Market SegmentationADP
Misha Sulpovar- Global Strategy’ is a shorter term that includes three areas: global, multinational and international techniques. Effectively, these three areas refer to those techniques designed to enable an group to achieve its objective of worldwide expansion.
Chapter 1The Information Systems Strategy TriangleMa.docxwalterl4
Chapter 1
The Information Systems Strategy Triangle
Managing and Using Information Systems: A Strategic Approach
by Keri Pearlson & Carol Saunders
Copyright 2006 John Wiley & Sons, Inc.
*
IntroductionHow knowledgeable must a general manager be about IS?What are the ramifications of an improperly implemented IS?Can IS be examined in isolation? Why or why not?What function does IS play in the business strategy of an organization?
Copyright 2006 John Wiley & Sons, Inc.
Copyright 2006 John Wiley & Sons, Inc.
*
Real World ExampleNational Linen Service was facing poor earnings due to increased competition and a weak economy.They created a strategic systems department to increase competitiveness.A new system was implemented, BOSS, that deleted expired customer contracts hurting their bottom line.The unintended consequences of the system were not taken into account.
Copyright 2006 John Wiley & Sons, Inc.
Copyright 2006 John Wiley & Sons, Inc.
*
The Impact of ISThe Information Systems Strategy Triangle is a simple framework for understanding the impact of IS on organizations.Successful firms have an overriding business strategy.This business strategy drives both Organizational and Information strategy.All decisions are driven by the firm’s business objectives.
Copyright 2006 John Wiley & Sons, Inc.
Copyright 2006 John Wiley & Sons, Inc.
*
Figure 1.1 The Information Systems Strategy Triangle
Copyright 2006 John Wiley & Sons, Inc.
Copyright 2006 John Wiley & Sons, Inc.
*
IS Strategy TriangleBusiness Strategy drives all other strategies.Organizational and Information Strategy are then dependent upon the Business Strategy.Changes in any strategy requires changes in the others to maintain balance. IS Strategy is affected by the other strategies a firm uses. IS strategy always involves consequences.
Copyright 2006 John Wiley & Sons, Inc.
BRIEF OVERVIEW OF BUSINESS STRATEGY FRAMEWORKS
Copyright 2006 John Wiley & Sons, Inc.
*
Think About ITWhat is a business strategy?Which factors influences a business strategy?How does a business change its strategy without losing balance within its organization and IS structure?Are there specific events that induce a business to change its strategies and what are they?
Copyright 2006 John Wiley & Sons, Inc.
Copyright 2006 John Wiley & Sons, Inc.
*
Generic Strategies FrameworkMichael Porter describes how businesses can build a sustainable competitive advantage.He identified three primary strategies for achieving competitive advantage:Cost leadership – lowest-cost producer.Differentiation – product is unique.Focus – limited scope.
Copyright 2006 John Wiley & Sons, Inc.
Copyright 2006 John Wiley & Sons, Inc.
*
Figure 1.2 Three strategies for achieving competitive advantage.
Copyright 2006 John Wiley & Sons, Inc.
Copyright 2006 John Wiley & Sons, Inc.
*
Porter’s Competitive AdvantageRemember that a companies overall business strategy will drive all other strategies. Porter defined these comp.
Todd J. Ulrich is a business development and manufacturing operations leader with extensive senior management experience. He has spearheaded initiatives that have generated over $8 million in new sales and reduced inventory costs by 50% through optimization. References and past employers praise Todd's leadership abilities and contributions to award-winning performances in areas of on-time delivery, quality, and profitability.
NIV Intellimedia Technology Group develops, produces, and sells consumer electronics products globally. It has demonstrated excellent revenue growth with revenues primarily from China and Asia. The company has an established brand in China and distributes products globally, with plans to expand its product offerings, partnerships, and global presence.
The document discusses key topics around new product development and diffusion, including challenges in NPD, stages of the NPD process, trajectories of change for companies, and factors that influence the adoption of new products. It provides details on generating new product ideas, screening ideas, and managing the development process. The traditional and an alternate model of industry lifecycles are presented, along with the 5 stages of consumer adoption of new products - awareness, interest, evaluation, trial, and adoption.
The document discusses stock prices and percentage changes for four companies - Apple, Exxon Mobil, Grupo Aeroportuario del Sureste, and Daimler Ag. It provides the closing price, purchase price, and percentage change in stock price for Apple (-5.30%), Exxon Mobil (-3.12%), and Grupo Aeroportuario del Sureste (3.05%). It does not provide the full details for Daimler Ag.
1. Strategic planning involves developing plans for products, pricing, promotion, and delivery. It includes conducting a SWOT analysis and setting objectives and strategies.
2. A marketing plan is part of the strategic plan and describes how a company will reach its product and revenue goals. It is informed by a situation analysis and mission statement.
3. Strategic portfolio planning analyzes a company's portfolio of business units using tools like the BCG matrix and GE attractiveness model to allocate resources and make investment decisions.
Todd J. Ulrich is a business development and manufacturing operations leader with extensive senior management experience. He has spearheaded initiatives that have generated over $8 million in new sales and optimized operations, reducing inventory costs by 50%. Ulrich leads by example, delivering production demands on time and on budget, and has received multiple supplier of the year awards. He offers a broad perspective across diverse manufacturing sectors and gains buy-in through high-level negotiations.
The document provides guidance on conducting research on international companies. It discusses the types of information available, such as financial data, news, and background information. Resources recommended include Hoover's, Mergent, company websites, Amadeus, Investext, ISI Emerging Markets, ProQuest, EBSCO Business Source Premier, and journal/magazine articles. The document emphasizes balancing company website information with independent sources and highlights the importance of articles for learning about privately held firms.
Sales forecasting is important for businesses to plan investments, new products, and production capacity. There are two types of forecasts: macro forecasts examine total market demand, while micro forecasts focus on a product's market share. Forecasts are based on customer intentions and past sales data. An effective sales forecast breaks down past sales trends, seasonal factors, erratic events, and marketing responses. Time series analysis is commonly used to smooth data and identify patterns for projecting future revenues.
Kotabe global competitive marketing strategy ch08jcpham
This document discusses global marketing strategies. It begins by explaining how information technology has reduced the relevance of political borders and increased global competition. It then covers developing a global strategy by assessing industry drivers of globalization and competitive structure. Next, it discusses developing a global marketing strategy that balances standardization vs. adaptation and global integration vs. local responsiveness. It also addresses regionalization of marketing strategies. Finally, it discusses using SWOT analysis to evaluate strengths, weaknesses, opportunities, and threats when developing a competitive strategy.
The document summarizes a survey conducted by the Economist Intelligence Unit of 150 senior executives around the world about factors influencing decisions on entering new markets and establishing regional headquarters. Proximity to large markets and the availability of skilled local labor were cited as the two most important considerations. Over 90% said access to global markets was important for growth. While cheap labor was viewed as less important, strong local skills were seen as more vital. Technological skills of the workforce and access to international talent were also highly important technological factors.
This document discusses Nokia's current marketing strategy. It provides information on Nokia's mission, vision, board of directors, and an overview of its market share and competition. It also analyzes Nokia's strengths, weaknesses, opportunities, and threats. Some of Nokia's main weaknesses identified include aiming products at a saturated market and higher costs. The document discusses Nokia's product life cycle and recommends finding a new market segment to target. It provides details on Nokia's current pricing, segmentation, and market research strategies.
This document provides an overview of strategy formulation and analysis. It discusses key learning outcomes around formulating corporate, business, and functional level strategies. It also covers undertaking strategic analysis, which involves analyzing internal strengths and weaknesses as well as external opportunities and threats through tools like SWOT, PESTLE, and market research analyses. Examples are provided on strategic levels at Nokia and Samsung. The document emphasizes that strategic analysis and formulation are important for setting organizational objectives and targets, evaluating performance, and choosing the best strategies and course of action for organizational success.
This document summarizes the Nielsen Breakthrough Innovation Report for Europe in 2014. It identifies 7 innovations that met Nielsen's criteria to be considered breakthrough innovations by generating over €10 million in year-one sales and maintaining 85% of those sales in year two. These innovations are highlighted as examples of success among the over 12,000 new products launched between 2011-2013 in Western Europe. The report aims to understand what enabled these breakthrough innovations and provide lessons that can help others succeed with innovation in challenging economic conditions.
University of North Carolina at Charlotte degree offer diploma Transcripttscdzuip
办理美国UNCC毕业证书制作北卡大学夏洛特分校假文凭定制Q微168899991做UNCC留信网教留服认证海牙认证改UNCC成绩单GPA做UNCC假学位证假文凭高仿毕业证GRE代考如何申请北卡罗莱纳大学夏洛特分校University of North Carolina at Charlotte degree offer diploma Transcript
This webinar discusses the future of retail and the impact of emerging technologies. It features a panel of experts including Julian Burnett, CTO of TH_NK, and Vicki Loomes, a senior trend analyst. The webinar will cover topics like the evolving expectations of modern shoppers, the role of personalization, improving brand communications through technology, how brands can appeal to millennial shoppers, and measuring the modern shopper experience. Attendees are invited to ask questions.
Macroeconomic themes 2013 and beyond: normalcy returns
- Global growth will be slow but steady as the world slowly returns to economic fundamentals
- Central banks will continue easing policies but become wary of potential excesses
- Inflation risks remain subdued while corporate earnings and balance sheets remain strong
Key investment themes focus on diversification and exploiting opportunities in international markets, cyclical stocks, and less correlated alternative strategies. Bonds remain important for income and protection from equity volatility.
Core & Main, Inc. distributes water, wastewater, storm drainage, and fire protection products and related services to municipalities, private water companies, and professional contractors in the municipal, non-residential, and residential end markets in the United States.
Based on the Core & Main Inc stock forecasts from 7 analysts, the average analyst target price for Core & Main Inc is USD 29.18 over the next 12 months. Core & Main Inc’s average analyst rating is Strong Buy. Stock Target Advisor’s own stock analysis of Core & Main Inc is Slightly Bearish, which is based on 3 positive signals and 7 negative signals. At the last closing, Core & Main Inc’s stock price was USD 20.71. Core & Main Inc’s stock price has changed by -7.54% over the past week, -4.78% over the past month and 0% over the last year.
Lupin received US FDA approval to market a generic version of Eisai Inc.'s Alzheimer's drug Aricept. Lupin's generic version will be launched in the US market shortly. Aricept had US sales of $52.3 million last year. The analyst recommends buying Lupin shares between Rs. 1862-1875 for a target price of Rs. 1915 with a stop loss of Rs. 1842.
Misha Sulpovar-Bases for Global Market SegmentationADP
Misha Sulpovar- Global Strategy’ is a shorter term that includes three areas: global, multinational and international techniques. Effectively, these three areas refer to those techniques designed to enable an group to achieve its objective of worldwide expansion.
Chapter 1The Information Systems Strategy TriangleMa.docxwalterl4
Chapter 1
The Information Systems Strategy Triangle
Managing and Using Information Systems: A Strategic Approach
by Keri Pearlson & Carol Saunders
Copyright 2006 John Wiley & Sons, Inc.
*
IntroductionHow knowledgeable must a general manager be about IS?What are the ramifications of an improperly implemented IS?Can IS be examined in isolation? Why or why not?What function does IS play in the business strategy of an organization?
Copyright 2006 John Wiley & Sons, Inc.
Copyright 2006 John Wiley & Sons, Inc.
*
Real World ExampleNational Linen Service was facing poor earnings due to increased competition and a weak economy.They created a strategic systems department to increase competitiveness.A new system was implemented, BOSS, that deleted expired customer contracts hurting their bottom line.The unintended consequences of the system were not taken into account.
Copyright 2006 John Wiley & Sons, Inc.
Copyright 2006 John Wiley & Sons, Inc.
*
The Impact of ISThe Information Systems Strategy Triangle is a simple framework for understanding the impact of IS on organizations.Successful firms have an overriding business strategy.This business strategy drives both Organizational and Information strategy.All decisions are driven by the firm’s business objectives.
Copyright 2006 John Wiley & Sons, Inc.
Copyright 2006 John Wiley & Sons, Inc.
*
Figure 1.1 The Information Systems Strategy Triangle
Copyright 2006 John Wiley & Sons, Inc.
Copyright 2006 John Wiley & Sons, Inc.
*
IS Strategy TriangleBusiness Strategy drives all other strategies.Organizational and Information Strategy are then dependent upon the Business Strategy.Changes in any strategy requires changes in the others to maintain balance. IS Strategy is affected by the other strategies a firm uses. IS strategy always involves consequences.
Copyright 2006 John Wiley & Sons, Inc.
BRIEF OVERVIEW OF BUSINESS STRATEGY FRAMEWORKS
Copyright 2006 John Wiley & Sons, Inc.
*
Think About ITWhat is a business strategy?Which factors influences a business strategy?How does a business change its strategy without losing balance within its organization and IS structure?Are there specific events that induce a business to change its strategies and what are they?
Copyright 2006 John Wiley & Sons, Inc.
Copyright 2006 John Wiley & Sons, Inc.
*
Generic Strategies FrameworkMichael Porter describes how businesses can build a sustainable competitive advantage.He identified three primary strategies for achieving competitive advantage:Cost leadership – lowest-cost producer.Differentiation – product is unique.Focus – limited scope.
Copyright 2006 John Wiley & Sons, Inc.
Copyright 2006 John Wiley & Sons, Inc.
*
Figure 1.2 Three strategies for achieving competitive advantage.
Copyright 2006 John Wiley & Sons, Inc.
Copyright 2006 John Wiley & Sons, Inc.
*
Porter’s Competitive AdvantageRemember that a companies overall business strategy will drive all other strategies. Porter defined these comp.
Todd J. Ulrich is a business development and manufacturing operations leader with extensive senior management experience. He has spearheaded initiatives that have generated over $8 million in new sales and reduced inventory costs by 50% through optimization. References and past employers praise Todd's leadership abilities and contributions to award-winning performances in areas of on-time delivery, quality, and profitability.
NIV Intellimedia Technology Group develops, produces, and sells consumer electronics products globally. It has demonstrated excellent revenue growth with revenues primarily from China and Asia. The company has an established brand in China and distributes products globally, with plans to expand its product offerings, partnerships, and global presence.
The document discusses key topics around new product development and diffusion, including challenges in NPD, stages of the NPD process, trajectories of change for companies, and factors that influence the adoption of new products. It provides details on generating new product ideas, screening ideas, and managing the development process. The traditional and an alternate model of industry lifecycles are presented, along with the 5 stages of consumer adoption of new products - awareness, interest, evaluation, trial, and adoption.
The document discusses stock prices and percentage changes for four companies - Apple, Exxon Mobil, Grupo Aeroportuario del Sureste, and Daimler Ag. It provides the closing price, purchase price, and percentage change in stock price for Apple (-5.30%), Exxon Mobil (-3.12%), and Grupo Aeroportuario del Sureste (3.05%). It does not provide the full details for Daimler Ag.
1. Strategic planning involves developing plans for products, pricing, promotion, and delivery. It includes conducting a SWOT analysis and setting objectives and strategies.
2. A marketing plan is part of the strategic plan and describes how a company will reach its product and revenue goals. It is informed by a situation analysis and mission statement.
3. Strategic portfolio planning analyzes a company's portfolio of business units using tools like the BCG matrix and GE attractiveness model to allocate resources and make investment decisions.
Todd J. Ulrich is a business development and manufacturing operations leader with extensive senior management experience. He has spearheaded initiatives that have generated over $8 million in new sales and optimized operations, reducing inventory costs by 50%. Ulrich leads by example, delivering production demands on time and on budget, and has received multiple supplier of the year awards. He offers a broad perspective across diverse manufacturing sectors and gains buy-in through high-level negotiations.
The document provides guidance on conducting research on international companies. It discusses the types of information available, such as financial data, news, and background information. Resources recommended include Hoover's, Mergent, company websites, Amadeus, Investext, ISI Emerging Markets, ProQuest, EBSCO Business Source Premier, and journal/magazine articles. The document emphasizes balancing company website information with independent sources and highlights the importance of articles for learning about privately held firms.
Sales forecasting is important for businesses to plan investments, new products, and production capacity. There are two types of forecasts: macro forecasts examine total market demand, while micro forecasts focus on a product's market share. Forecasts are based on customer intentions and past sales data. An effective sales forecast breaks down past sales trends, seasonal factors, erratic events, and marketing responses. Time series analysis is commonly used to smooth data and identify patterns for projecting future revenues.
Kotabe global competitive marketing strategy ch08jcpham
This document discusses global marketing strategies. It begins by explaining how information technology has reduced the relevance of political borders and increased global competition. It then covers developing a global strategy by assessing industry drivers of globalization and competitive structure. Next, it discusses developing a global marketing strategy that balances standardization vs. adaptation and global integration vs. local responsiveness. It also addresses regionalization of marketing strategies. Finally, it discusses using SWOT analysis to evaluate strengths, weaknesses, opportunities, and threats when developing a competitive strategy.
The document summarizes a survey conducted by the Economist Intelligence Unit of 150 senior executives around the world about factors influencing decisions on entering new markets and establishing regional headquarters. Proximity to large markets and the availability of skilled local labor were cited as the two most important considerations. Over 90% said access to global markets was important for growth. While cheap labor was viewed as less important, strong local skills were seen as more vital. Technological skills of the workforce and access to international talent were also highly important technological factors.
This document discusses Nokia's current marketing strategy. It provides information on Nokia's mission, vision, board of directors, and an overview of its market share and competition. It also analyzes Nokia's strengths, weaknesses, opportunities, and threats. Some of Nokia's main weaknesses identified include aiming products at a saturated market and higher costs. The document discusses Nokia's product life cycle and recommends finding a new market segment to target. It provides details on Nokia's current pricing, segmentation, and market research strategies.
This document provides an overview of strategy formulation and analysis. It discusses key learning outcomes around formulating corporate, business, and functional level strategies. It also covers undertaking strategic analysis, which involves analyzing internal strengths and weaknesses as well as external opportunities and threats through tools like SWOT, PESTLE, and market research analyses. Examples are provided on strategic levels at Nokia and Samsung. The document emphasizes that strategic analysis and formulation are important for setting organizational objectives and targets, evaluating performance, and choosing the best strategies and course of action for organizational success.
This document summarizes the Nielsen Breakthrough Innovation Report for Europe in 2014. It identifies 7 innovations that met Nielsen's criteria to be considered breakthrough innovations by generating over €10 million in year-one sales and maintaining 85% of those sales in year two. These innovations are highlighted as examples of success among the over 12,000 new products launched between 2011-2013 in Western Europe. The report aims to understand what enabled these breakthrough innovations and provide lessons that can help others succeed with innovation in challenging economic conditions.
University of North Carolina at Charlotte degree offer diploma Transcripttscdzuip
办理美国UNCC毕业证书制作北卡大学夏洛特分校假文凭定制Q微168899991做UNCC留信网教留服认证海牙认证改UNCC成绩单GPA做UNCC假学位证假文凭高仿毕业证GRE代考如何申请北卡罗莱纳大学夏洛特分校University of North Carolina at Charlotte degree offer diploma Transcript
Fabular Frames and the Four Ratio ProblemMajid Iqbal
Digital, interactive art showing the struggle of a society in providing for its present population while also saving planetary resources for future generations. Spread across several frames, the art is actually the rendering of real and speculative data. The stereographic projections change shape in response to prompts and provocations. Visitors interact with the model through speculative statements about how to increase savings across communities, regions, ecosystems and environments. Their fabulations combined with random noise, i.e. factors beyond control, have a dramatic effect on the societal transition. Things get better. Things get worse. The aim is to give visitors a new grasp and feel of the ongoing struggles in democracies around the world.
Stunning art in the small multiples format brings out the spatiotemporal nature of societal transitions, against backdrop issues such as energy, housing, waste, farmland and forest. In each frame we see hopeful and frightful interplays between spending and saving. Problems emerge when one of the two parts of the existential anaglyph rapidly shrinks like Arctic ice, as factors cross thresholds. Ecological wealth and intergenerational equity areFour at stake. Not enough spending could mean economic stress, social unrest and political conflict. Not enough saving and there will be climate breakdown and ‘bankruptcy’. So where does speculative design start and the gambling and betting end? Behind each fabular frame is a four ratio problem. Each ratio reflects the level of sacrifice and self-restraint a society is willing to accept, against promises of prosperity and freedom. Some values seem to stabilise a frame while others cause collapse. Get the ratios right and we can have it all. Get them wrong and things get more desperate.
Enhancing Asset Quality: Strategies for Financial Institutionsshruti1menon2
Ensuring robust asset quality is not just a mere aspect but a critical cornerstone for the stability and success of financial institutions worldwide. It serves as the bedrock upon which profitability is built and investor confidence is sustained. Therefore, in this presentation, we delve into a comprehensive exploration of strategies that can aid financial institutions in achieving and maintaining superior asset quality.
Optimizing Net Interest Margin (NIM) in the Financial Sector (With Examples).pdfshruti1menon2
NIM is calculated as the difference between interest income earned and interest expenses paid, divided by interest-earning assets.
Importance: NIM serves as a critical measure of a financial institution's profitability and operational efficiency. It reflects how effectively the institution is utilizing its interest-earning assets to generate income while managing interest costs.
5 Tips for Creating Standard Financial ReportsEasyReports
Well-crafted financial reports serve as vital tools for decision-making and transparency within an organization. By following the undermentioned tips, you can create standardized financial reports that effectively communicate your company's financial health and performance to stakeholders.
Vicinity Jobs’ data includes more than three million 2023 OJPs and thousands of skills. Most skills appear in less than 0.02% of job postings, so most postings rely on a small subset of commonly used terms, like teamwork.
Laura Adkins-Hackett, Economist, LMIC, and Sukriti Trehan, Data Scientist, LMIC, presented their research exploring trends in the skills listed in OJPs to develop a deeper understanding of in-demand skills. This research project uses pointwise mutual information and other methods to extract more information about common skills from the relationships between skills, occupations and regions.
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
Independent Study - College of Wooster Research (2023-2024)
Merincsfbslides
1. Managing
Multiple Products & Multiple Platforms
Mitchell M. Merin
President & Chief Operating Officer
Morgan Stanley Investment Management
2. Forces Of Change
NOTICE: This slide is part of a presentation by Morgan Stanley and is intended to be viewed as part of that presentation. The presentation is based on information
generally available to the public and does not contain any material, nonpublic information. The presentation has been prepared solely for information purposes,
is not a solicitation of an offer to buy or sell any security or instrument and has not been updated since it was originally presented June 26, 2001.
3. Asset
Management
Industry
ForcesForces
TechnologyTechnology
Forces Of Change
NOTICE: This slide is part of a presentation by Morgan Stanley and is intended to be viewed as part of that presentation. The presentation is based on information
generally available to the public and does not contain any material, nonpublic information. The presentation has been prepared solely for information purposes,
is not a solicitation of an offer to buy or sell any security or instrument and has not been updated since it was originally presented June 26, 2001.
4. Asset
Management
Industry
TechnologyTechnology
ChangingChanging
CustomersCustomers
Forces Of Change
ForcesForces
NOTICE: This slide is part of a presentation by Morgan Stanley and is intended to be viewed as part of that presentation. The presentation is based on information
generally available to the public and does not contain any material, nonpublic information. The presentation has been prepared solely for information purposes,
is not a solicitation of an offer to buy or sell any security or instrument and has not been updated since it was originally presented June 26, 2001.
5. Asset
Management
Industry
TechnologyTechnology
ChangingChanging
CustomersCustomers
Forces Of Change
U.S. MarketU.S. Market
MaturationMaturation
ForcesForces
NOTICE: This slide is part of a presentation by Morgan Stanley and is intended to be viewed as part of that presentation. The presentation is based on information
generally available to the public and does not contain any material, nonpublic information. The presentation has been prepared solely for information purposes,
is not a solicitation of an offer to buy or sell any security or instrument and has not been updated since it was originally presented June 26, 2001.
6. Asset
Management
Industry
TechnologyTechnology
ChangingChanging
CustomersCustomers
IncreasedIncreased
CompetitionCompetition
Forces Of Change
U.S. MarketU.S. Market
MaturationMaturation
ForcesForces
NOTICE: This slide is part of a presentation by Morgan Stanley and is intended to be viewed as part of that presentation. The presentation is based on information
generally available to the public and does not contain any material, nonpublic information. The presentation has been prepared solely for information purposes,
is not a solicitation of an offer to buy or sell any security or instrument and has not been updated since it was originally presented June 26, 2001.
7. Asset
Management
Industry
ChangesChanges
Power Shifting to DistributorsPower Shifting to Distributors
Losing Control of the CustomerLosing Control of the Customer
Greater Mobility of AssetsGreater Mobility of Assets
Ubiquity of Products & ServicesUbiquity of Products & Services
Performance TransparencyPerformance Transparency
Price TransparencyPrice Transparency
Commodization of the Mutual FundCommodization of the Mutual Fund
Slower Organic GrowthSlower Organic Growth
Increased Pressure On MarginsIncreased Pressure On Margins
Forces Of Change
TechnologyTechnology
ChangingChanging
CustomersCustomers
IncreasedIncreased
CompetitionCompetition
U.S. MarketU.S. Market
MaturationMaturation
ForcesForces
NOTICE: This slide is part of a presentation by Morgan Stanley and is intended to be viewed as part of that presentation. The presentation is based on information
generally available to the public and does not contain any material, nonpublic information. The presentation has been prepared solely for information purposes,
is not a solicitation of an offer to buy or sell any security or instrument and has not been updated since it was originally presented June 26, 2001.
8. Critical Success Attributes
NOTICE: This slide is part of a presentation by Morgan Stanley and is intended to be viewed as part of that presentation. The presentation is based on information
generally available to the public and does not contain any material, nonpublic information. The presentation has been prepared solely for information purposes,
is not a solicitation of an offer to buy or sell any security or instrument and has not been updated since it was originally presented June 26, 2001.
9. NOTICE: This slide is part of a presentation by Morgan Stanley and is intended to be viewed as part of that presentation. The presentation is based on information
generally available to the public and does not contain any material, nonpublic information. The presentation has been prepared solely for information purposes,
is not a solicitation of an offer to buy or sell any security or instrument and has not been updated since it was originally presented June 26, 2001.
Critical Success Attributes
Customer Focus / SegmentationCustomer Focus / Segmentation
10. NOTICE: This slide is part of a presentation by Morgan Stanley and is intended to be viewed as part of that presentation. The presentation is based on information
generally available to the public and does not contain any material, nonpublic information. The presentation has been prepared solely for information purposes,
is not a solicitation of an offer to buy or sell any security or instrument and has not been updated since it was originally presented June 26, 2001.
Customer Focus / SegmentationCustomer Focus / Segmentation
Quality Investment Manufacturing / Superior PerformanceQuality Investment Manufacturing / Superior Performance
Critical Success Attributes
11. NOTICE: This slide is part of a presentation by Morgan Stanley and is intended to be viewed as part of that presentation. The presentation is based on information
generally available to the public and does not contain any material, nonpublic information. The presentation has been prepared solely for information purposes,
is not a solicitation of an offer to buy or sell any security or instrument and has not been updated since it was originally presented June 26, 2001.
Customer Focus / SegmentationCustomer Focus / Segmentation
Quality Investment Manufacturing / Superior PerformanceQuality Investment Manufacturing / Superior Performance
Multi-Tiered DistributionMulti-Tiered Distribution
Critical Success Attributes
12. NOTICE: This slide is part of a presentation by Morgan Stanley and is intended to be viewed as part of that presentation. The presentation is based on information
generally available to the public and does not contain any material, nonpublic information. The presentation has been prepared solely for information purposes,
is not a solicitation of an offer to buy or sell any security or instrument and has not been updated since it was originally presented June 26, 2001.
Customer Focus / SegmentationCustomer Focus / Segmentation
Quality Investment Manufacturing / Superior PerformanceQuality Investment Manufacturing / Superior Performance
Multi-Tiered DistributionMulti-Tiered Distribution
Strong Brand IdentityStrong Brand Identity
Critical Success Attributes
13. NOTICE: This slide is part of a presentation by Morgan Stanley and is intended to be viewed as part of that presentation. The presentation is based on information
generally available to the public and does not contain any material, nonpublic information. The presentation has been prepared solely for information purposes,
is not a solicitation of an offer to buy or sell any security or instrument and has not been updated since it was originally presented June 26, 2001.
Customer Focus / SegmentationCustomer Focus / Segmentation
Quality Investment Manufacturing / Superior PerformanceQuality Investment Manufacturing / Superior Performance
Multi-Tiered DistributionMulti-Tiered Distribution
Strong Brand IdentityStrong Brand Identity
Economies of ScaleEconomies of Scale
Critical Success Attributes
14. TTHEHE CCOMPETITIVEOMPETITIVE LLANDSCAPEANDSCAPE
Small Boutiques
Mid-Tier Firms
Large Institutions
Today’s Asset Management Industry
Three Tiers Of Competitors
NOTICE: This slide is part of a presentation by Morgan Stanley and is intended to be viewed as part of that presentation. The presentation is based on information
generally available to the public and does not contain any material, nonpublic information. The presentation has been prepared solely for information purposes,
is not a solicitation of an offer to buy or sell any security or instrument and has not been updated since it was originally presented June 26, 2001.
15. R I
P ?
TTHEHE CCOMPETITIVEOMPETITIVE LLANDSCAPEANDSCAPE
Small Boutiques
Mid-Tier Firms
Large Institutions
Tomorrow’s Asset Management Industry
More And More Bifurcated
NOTICE: This slide is part of a presentation by Morgan Stanley and is intended to be viewed as part of that presentation. The presentation is based on information
generally available to the public and does not contain any material, nonpublic information. The presentation has been prepared solely for information purposes,
is not a solicitation of an offer to buy or sell any security or instrument and has not been updated since it was originally presented June 26, 2001.
16. Our Business Model
NOTICE: This slide is part of a presentation by Morgan Stanley and is intended to be viewed as part of that presentation. The presentation is based on information
generally available to the public and does not contain any material, nonpublic information. The presentation has been prepared solely for information purposes,
is not a solicitation of an offer to buy or sell any security or instrument and has not been updated since it was originally presented June 26, 2001.
17. A Quick History
Morgan Stanley acquires Van Kampen (1996)Morgan Stanley acquires Van Kampen (1996)
Dean Witter acquires InterCapital (1977)Dean Witter acquires InterCapital (1977)
Morgan Stanley Asset Management founded (1975)Morgan Stanley Asset Management founded (1975)
Morgan Stanley acquires MAS (1996)Morgan Stanley acquires MAS (1996)
Morgan Stanley merges with Dean Witter (1997)Morgan Stanley merges with Dean Witter (1997)
MSDW Asset Management formed (1999)MSDW Asset Management formed (1999)
MSIM formed (2000)MSIM formed (2000)
NOTICE: This slide is part of a presentation by Morgan Stanley and is intended to be viewed as part of that presentation. The presentation is based on information
generally available to the public and does not contain any material, nonpublic information. The presentation has been prepared solely for information purposes,
is not a solicitation of an offer to buy or sell any security or instrument and has not been updated since it was originally presented June 26, 2001.
18. MORGAN STANLEY DEAN WITTER ASSET MANAGEMENTMORGAN STANLEY DEAN WITTER ASSET MANAGEMENT
InvestmentsInvestments
Sales & MarketingSales & Marketing
OperationsOperations
TechnologyTechnology
InvestmentsInvestments
Sales & MarketingSales & Marketing
OperationsOperations
TechnologyTechnology
InvestmentsInvestments
Sales & MarketingSales & Marketing
OperationsOperations
TechnologyTechnology
MAS
MILLER
ANDERSON
& SHERRERD, LLP
InvestmentsInvestments
Sales & MarketingSales & Marketing
OperationsOperations
TechnologyTechnology
Our Old Organization
NOTICE: This slide is part of a presentation by Morgan Stanley and is intended to be viewed as part of that presentation. The presentation is based on information
generally available to the public and does not contain any material, nonpublic information. The presentation has been prepared solely for information purposes,
is not a solicitation of an offer to buy or sell any security or instrument and has not been updated since it was originally presented June 26, 2001.
19. Proprietary Retail
Proprietary Institutional
Non-Proprietary Retail
Non-Proprietary Institutional
Non-U.S.
MSDW Advisors
MSDW Investment Mgmt.
Miller Anderson & Sherrerd
Van Kampen Investments
MSDW Investment Mgmt.
Miller Anderson & Sherrerd
Van Kampen Mgmt.
MSDW Investment Mgmt.
MSDW Family of Funds
MSDW Institutional Funds
MAS Funds
Van Kampen Funds
Universal Funds
MAS Funds
Van Kampen Institutional
Morgan Stanley
Dean Witter
Client Segment Organization Brand
Our Old Branding Strategy
NOTICE: This slide is part of a presentation by Morgan Stanley and is intended to be viewed as part of that presentation. The presentation is based on information
generally available to the public and does not contain any material, nonpublic information. The presentation has been prepared solely for information purposes,
is not a solicitation of an offer to buy or sell any security or instrument and has not been updated since it was originally presented June 26, 2001.
20. Our Old Distribution Approach
MORGAN STANLEY DEAN WITTER ASSET MANAGEMENTMORGAN STANLEY DEAN WITTER ASSET MANAGEMENT
MAS
MILLER
ANDERSON
& SHERRERD, LLP
High NetHigh Net
WorthWorth
Full-ServiceFull-Service
Self-ServiceSelf-Service
Proprietary
Retail
BanksBanks
Non-Proprietary
Retail
Broker-DealersBroker-Dealers ConsultantsConsultants
Public PlansPublic Plans
CorporationsCorporations
Institutional
InvestmentInvestment
AdvisorsAdvisors
NOTICE: This slide is part of a presentation by Morgan Stanley and is intended to be viewed as part of that presentation. The presentation is based on information
generally available to the public and does not contain any material, nonpublic information. The presentation has been prepared solely for information purposes,
is not a solicitation of an offer to buy or sell any security or instrument and has not been updated since it was originally presented June 26, 2001.
21. SERVICE
Call
Centers
Traditional
Broker
eAdvice
High
Net Worth
Morgan
Stanley
Individual Investor Group
Morgan
Stanley
Individual Investor Group
IIS
IAS
PW
M
C
O
S
T
We Were Not Harnessing Our Collective PowerWe Were Not Harnessing Our Collective Power
To Meet The Divergent Needs Of Our CustomersTo Meet The Divergent Needs Of Our Customers
NOTICE: This slide is part of a presentation by Morgan Stanley and is intended to be viewed as part of that presentation. The presentation is based on information
generally available to the public and does not contain any material, nonpublic information. The presentation has been prepared solely for information purposes,
is not a solicitation of an offer to buy or sell any security or instrument and has not been updated since it was originally presented June 26, 2001.
22. MORGAN STANLEY DEAN WITTER ASSET MANAGEMENTMORGAN STANLEY DEAN WITTER ASSET MANAGEMENT
InvestmentsInvestments
Sales & MarketingSales & Marketing
OperationsOperations
TechnologyTechnology
InvestmentsInvestments
Sales & MarketingSales & Marketing
OperationsOperations
TechnologyTechnology
InvestmentsInvestments
Sales & MarketingSales & Marketing
OperationsOperations
TechnologyTechnology
MAS
MILLER
ANDERSON
& SHERRERD, LLP
InvestmentsInvestments
Sales & MarketingSales & Marketing
OperationsOperations
TechnologyTechnology
Our Old Organization
NOTICE: This slide is part of a presentation by Morgan Stanley and is intended to be viewed as part of that presentation. The presentation is based on information
generally available to the public and does not contain any material, nonpublic information. The presentation has been prepared solely for information purposes,
is not a solicitation of an offer to buy or sell any security or instrument and has not been updated since it was originally presented June 26, 2001.
24. InvestmentsInvestments
Sales & MarketingSales & Marketing
OperationsOperations
TechnologyTechnology
Our New Organization
NOTICE: This slide is part of a presentation by Morgan Stanley and is intended to be viewed as part of that presentation. The presentation is based on information
generally available to the public and does not contain any material, nonpublic information. The presentation has been prepared solely for information purposes,
is not a solicitation of an offer to buy or sell any security or instrument and has not been updated since it was originally presented June 26, 2001.
25. Our New Organization = The Keys To Success
The Critical Success AttributesThe Critical Success Attributes
InvestmentsInvestments
Sales & MarketingSales & Marketing
OperationsOperations
TechnologyTechnology
Customer Focus / SegmentationCustomer Focus / Segmentation
Quality Investment Manufacturing /Quality Investment Manufacturing /
Superior PerformanceSuperior Performance
Multi-Tiered DistributionMulti-Tiered Distribution
Strong Brand IdentityStrong Brand Identity
Economies of ScaleEconomies of Scale
NOTICE: This slide is part of a presentation by Morgan Stanley and is intended to be viewed as part of that presentation. The presentation is based on information
generally available to the public and does not contain any material, nonpublic information. The presentation has been prepared solely for information purposes,
is not a solicitation of an offer to buy or sell any security or instrument and has not been updated since it was originally presented June 26, 2001.
26. The Power of All Products & Services Under One RoofThe Power of All Products & Services Under One Roof
TraditionalTraditional
InvestmentInvestment
ProductsProducts
Mutual FundsMutual Funds
SeparatelySeparately
ManagedManaged
AccountsAccounts
Non-U.S. FundsNon-U.S. Funds
Mutual FundMutual Fund
Wrap ProgramsWrap Programs
VariableVariable
AnnuitiesAnnuities
Unit InvestmentUnit Investment
TrustsTrusts
AlternativeAlternative
InvestmentsInvestments
Hedge FundsHedge Funds
Fund-of-FundsFund-of-Funds
ConsultingConsulting
Private EquityPrivate Equity
ManagedManaged
FuturesFutures
Real EstateReal Estate
RetirementRetirement
ServicesServices
DefinedDefined
ContributionContribution
Defined BenefitDefined Benefit
AdviceAdvice
FinancialFinancial
PlanningPlanning
Asset AllocationAsset Allocation
ServicesServices
Trust ServicesTrust Services
Estate PlanningEstate Planning
OtherOther
Transfer AgencyTransfer Agency
Section 529Section 529
PlansPlans
Donor-AdvisedDonor-Advised
FundFund
Life InsuranceLife Insurance
NOTICE: This slide is part of a presentation by Morgan Stanley and is intended to be viewed as part of that presentation. The presentation is based on information
generally available to the public and does not contain any material, nonpublic information. The presentation has been prepared solely for information purposes,
is not a solicitation of an offer to buy or sell any security or instrument and has not been updated since it was originally presented June 26, 2001.
27. Morgan Stanley Funds
Morgan Stanley
Institutional Funds
Van Kampen Investments
TBD
Morgan Stanley
Client Segment Organization Brand
Proprietary Retail
Proprietary Institutional
Non-Proprietary Retail
Non-Proprietary Institutional
Non-U.S.
Our New Branding Strategy
NOTICE: This slide is part of a presentation by Morgan Stanley and is intended to be viewed as part of that presentation. The presentation is based on information
generally available to the public and does not contain any material, nonpublic information. The presentation has been prepared solely for information purposes,
is not a solicitation of an offer to buy or sell any security or instrument and has not been updated since it was originally presented June 26, 2001.
28. High NetHigh Net
WorthWorth
Full-ServiceFull-Service
Self-ServiceSelf-Service
Proprietary Retail Broker-DealersBroker-Dealers
BanksBanks
InvestmentInvestment
AdvisorsAdvisors
Non-Proprietary Retail
ConsultantsConsultants
Public PlansPublic Plans
CorporationsCorporations
Institutional
Our New Distribution Approach
NOTICE: This slide is part of a presentation by Morgan Stanley and is intended to be viewed as part of that presentation. The presentation is based on information
generally available to the public and does not contain any material, nonpublic information. The presentation has been prepared solely for information purposes,
is not a solicitation of an offer to buy or sell any security or instrument and has not been updated since it was originally presented June 26, 2001.
29. High NetHigh Net
WorthWorth
Full-ServiceFull-Service
Self-ServiceSelf-Service
Proprietary Retail Broker-DealersBroker-Dealers
BanksBanks
InvestmentInvestment
AdvisorsAdvisors
Non-Proprietary Retail
ConsultantsConsultants
Public PlansPublic Plans
CorporationsCorporations
Institutional
Our New Distribution Approach
NOTICE: This slide is part of a presentation by Morgan Stanley and is intended to be viewed as part of that presentation. The presentation is based on information
generally available to the public and does not contain any material, nonpublic information. The presentation has been prepared solely for information purposes,
is not a solicitation of an offer to buy or sell any security or instrument and has not been updated since it was originally presented June 26, 2001.
30. Our New Organization = The Keys To Success
The Critical Success AttributesThe Critical Success Attributes
InvestmentsInvestments
Sales & MarketingSales & Marketing
OperationsOperations
TechnologyTechnology
Customer Focus / SegmentationCustomer Focus / Segmentation
Quality Investment Manufacturing /Quality Investment Manufacturing /
Superior PerformanceSuperior Performance
Multi-Tiered DistributionMulti-Tiered Distribution
Strong Brand IdentityStrong Brand Identity
Economies of ScaleEconomies of Scale
NOTICE: This slide is part of a presentation by Morgan Stanley and is intended to be viewed as part of that presentation. The presentation is based on information
generally available to the public and does not contain any material, nonpublic information. The presentation has been prepared solely for information purposes,
is not a solicitation of an offer to buy or sell any security or instrument and has not been updated since it was originally presented June 26, 2001.
31. Superior PerformanceSuperior Performance
65 Funds Rated
4- or 5-Stars by Morningstar
Source: Morningstar Principia, May 2001
NOTICE: This slide is part of a presentation by Morgan Stanley and is intended to be viewed as part of that presentation. The presentation is based on information
generally available to the public and does not contain any material, nonpublic information. The presentation has been prepared solely for information purposes,
is not a solicitation of an offer to buy or sell any security or instrument and has not been updated since it was originally presented June 26, 2001.
32. 19 Locations & 4,000 Employees World-Wide
West Conshohocken
Chicago
New York London
TokyoMumbai
Singapore
Hong Kong
Sydney
Melbourne
Amsterdam
Milan
Jersey
City
Boston
San Francisco
Houston
Cedar Rapids
Oakbrook Terrace
Kansas City
Strong Global ReachStrong Global Reach
NOTICE: This slide is part of a presentation by Morgan Stanley and is intended to be viewed as part of that presentation. The presentation is based on information
generally available to the public and does not contain any material, nonpublic information. The presentation has been prepared solely for information purposes,
is not a solicitation of an offer to buy or sell any security or instrument and has not been updated since it was originally presented June 26, 2001.
33. Strong Brand IdentityStrong Brand Identity
NOTICE: This slide is part of a presentation by Morgan Stanley and is intended to be viewed as part of that presentation. The presentation is based on information
generally available to the public and does not contain any material, nonpublic information. The presentation has been prepared solely for information purposes,
is not a solicitation of an offer to buy or sell any security or instrument and has not been updated since it was originally presented June 26, 2001.
34. Strong Brand IdentityStrong Brand Identity
NOTICE: This slide is part of a presentation by Morgan Stanley and is intended to be viewed as part of that presentation. The presentation is based on information
generally available to the public and does not contain any material, nonpublic information. The presentation has been prepared solely for information purposes,
is not a solicitation of an offer to buy or sell any security or instrument and has not been updated since it was originally presented June 26, 2001.
35. Economies of ScaleEconomies of Scale
Rationalizing Expenses Across The BusinessRationalizing Expenses Across The Business
NOTICE: This slide is part of a presentation by Morgan Stanley and is intended to be viewed as part of that presentation. The presentation is based on information
generally available to the public and does not contain any material, nonpublic information. The presentation has been prepared solely for information purposes,
is not a solicitation of an offer to buy or sell any security or instrument and has not been updated since it was originally presented June 26, 2001.
36. Economies of ScaleEconomies of Scale
Rationalizing Expenses Across The BusinessRationalizing Expenses Across The Business
Driving-Home Our #4 Commission RankingDriving-Home Our #4 Commission Ranking
NOTICE: This slide is part of a presentation by Morgan Stanley and is intended to be viewed as part of that presentation. The presentation is based on information
generally available to the public and does not contain any material, nonpublic information. The presentation has been prepared solely for information purposes,
is not a solicitation of an offer to buy or sell any security or instrument and has not been updated since it was originally presented June 26, 2001.
37. Economies of ScaleEconomies of Scale
Rationalizing Expenses Across The BusinessRationalizing Expenses Across The Business
Driving-Home Our #4 Commission RankingDriving-Home Our #4 Commission Ranking
Vendor RelationshipsVendor Relationships
NOTICE: This slide is part of a presentation by Morgan Stanley and is intended to be viewed as part of that presentation. The presentation is based on information
generally available to the public and does not contain any material, nonpublic information. The presentation has been prepared solely for information purposes,
is not a solicitation of an offer to buy or sell any security or instrument and has not been updated since it was originally presented June 26, 2001.
38. Rationalizing Expenses Across The BusinessRationalizing Expenses Across The Business
Driving-Home Our #4 Commission RankingDriving-Home Our #4 Commission Ranking
Vendor RelationshipsVendor Relationships
TechnologyTechnology
Economies of ScaleEconomies of Scale
NOTICE: This slide is part of a presentation by Morgan Stanley and is intended to be viewed as part of that presentation. The presentation is based on information
generally available to the public and does not contain any material, nonpublic information. The presentation has been prepared solely for information purposes,
is not a solicitation of an offer to buy or sell any security or instrument and has not been updated since it was originally presented June 26, 2001.
39. Managing
Multiple Products & Multiple Platforms
Mitchell M. Merin
President & Chief Operating Officer
Morgan Stanley Investment Management