Chapter Notes on Marketing Management by Philip Kotler 10th Edition
MARKETING MANAGEMENT Chapter 1 Marketing in the 21st century Chapter 2 Building Customer Satisfaction Value and Retention Chapter 3 Winning Markets: Market Oriented Strategic Planning Chapter 4 Gathering Information and measuring market demand Chapter 5 Scanning the Marketing Environment Chapter 6 Analyzing Consumer markets & Buying Behavior Chapter 7 Analyzing Business markets and Business Buying Behavior Chapter 8 Dealing with the Competition Chapter 9 Identifying Market Segments and Selecting Target Markets Chapter 10 Positioning the Market Offering Through the Product Life Cycle Courtesy: Marketing Management by Philip Kotler 10th Edition Chapter 1 Marketing in the 21st century Scope of Marketing Marketing people are involved in 10 types of entities: * Goods like eggs, steel, cars (Maruti!!!! Wow) * Services like airlines, hotels, barbers * Experiences like Walt Disney world's magic kingdom, at planet Hollywood * Events like Olympics, trade shows, sports events * Persons like celebrity marketing by making major film star as brand ambassador etc. * Places like cities, states, nations to attract tourists, factories, company headquarters, and new residents, like we use TAJ or say Nainital * Properties like real state owners market properties or agent markets securities * Organizations thru' Corporate identity ads like by using tag line 'Lets make
General Management - organisation, leadership and theories.
Guga Lucian GENERAL MANAGEMENT 2007 Edituversitatii Transilvania din Brasov ISBN (10) 973-635-852-6; ISBN(13) 978-973-635-852-4 CONTENTS 1. Introduction to management 3 1.1. The definition of management. 3 1.1.1. The four management functions 4 1.1.2. Management types 11 1.1.3. Management skills 14 1.2. Scientific management 22 1.3. The organizational environment 37 1.3.1. The international environment 37 1.3.2. The external environment 39 1.3.3. Internal environment 40 1.4. Managerial ethics 45 1.4.1. Managerial culture influence 45 1.4.2. Ethic codes 46 1.4.3. Managerial responsibility 47 1.4.4. Rules of managerial ethics 50 1.4.5. Types of companies according to managerial ethics 51 2. Managerial goals setting and planning 53 2.1. Overview of goals and plans 53 2.2. Goal characteristics 58 2.3. Develop a career plan 64 2.4. Managerial decision making 67 2.4.1. Management problem 67 2.4.2. Types of decisions and problems 69 2.4.3. Decisions making models 73 3. Organizing 85 3.1. Fundamentals of organizing 85 3.2. Achive strategic objectives 90 3.3. Departmentalization 98 3.4. Innovation and change 108 3.5. The management of investments 120 4. Leadership in organizations 134 4.1. Leading 134 4.1.1. The nature of leadership 134 4.1.2. Concepts of leadership 136 4.1.3. Principles of leadership 137 4.2. How to create leaders 159
PERCEIVED FAIRNESS OF AND SATISFACTION WITH EMPLOYEE PERFORMANCE APPRAISAL
PERCEIVED FAIRNESS OF AND SATISFACTION WITH EMPLOYEE PERFORMANCE APPRAISAL A Dissertation Submitted to the Graduate Faculty of the Louisiana State University and Agricultural and Mechanical College in partial fulfillment of the requirements for the degree of Doctor of Philosophy in The School of Human Resource Education and Workforce Development by Marie Burns Walsh B.S., Louisiana State University, 1981 Master of Engineering, Louisiana State University, 1985 December, 2003 ACKNOWLEDGEMENTS My sincere thanks are given to each of my committee members for their participation in my academic efforts. Through the years I have learned from them and appreciated the opportunity they have afforded me in pursuing this degree. I am particularly thankful to Dr. Michael Burnett for his unfailing patience and guidance during the research and preparation of this dissertation. He shared his love of knowledge and research with me along with his time to help ensure successful completion of my academic journey. My family has offered me unconditional love and support through the years that it has taken me to complete this degree. My children, Catharine, Elizabeth and Matthew, have endured late meals, countless frozen pizzas and learned the fine arts of housekeeping and laundry while I attended night classes and worked on my research. I have been blessed with my husband, Michael,
Innovation For Business Success. It is possible to be innovative in both large and small companies in Australia, and to derive significant business success from that innovation.
Innovation For Business Success Acknowledgements My sincere gratitude goes to the many people whom I have spoken to and learned from over the past year, on the subject of innovation capability. This clearly includes the many people who are running hard with innovation in our case study set, who gave their time willingly to allow me to interview them and learn how they achieved and sustained their innovation capability. Thanks in particular are due to Michele Hamdorf of GRLmobile, Gus Balbontin of Lonely Planet, Heather Box from Toyota, Daniel Liepnik of Specialty Textiles, Andrew Logan of Newcrest, Tony Ward from Microsoft, Syd Schneider of Stetchtex, Christopher Janssen from GPC Electronics, Phil Butler of Textor, and Steve Plarre from Ferguson Plarre who were my primary contacts and interviewees in the case study companies included in this study. Thanks also to their many colleagues, too numerous to mention, who I was also privileged to talk to and learn from. Your personal innovation efforts and your organisations' achievements in systematic innovation capabilities are in my view nothing short of heroic. These efforts and their outcomes collectively demonstrate and indeed prove that firms in Australia can successfully do more than just be an ordinary source of raw materials for the world, and that even in that endeavour, that innovation can be a real differentiator! You
Leadership Theories - this review seeks to determine which theoretical perspectives, theories and schools of thought have thus far underpin our understanding about leadership development. Recognizing the origins that form our current knowledge on leadersh
CONTENTS Abstract 3 Contents 4 Table of Figures 8 Table of Tables 9 CHAPTER I: INTRODUCTION 10 Aim of the Review 11 Structure of the Paper 12 CHAPTER II: POSITIONING THE FIELD OF INQUIRY 14 Leadership 16 The Heterogeneousness of Leadership: Myriad of Theories, Defintions and Concepts 16 The Intricateness of Leadership 20 Summary 27 Leadership Development 28 The Science and Practice of Leadership Development 29 Leadership Development = Adult Development? 29 Summary 32 Self and Identity 32 How the Self Changes? 33 Self and Leadership 34 Summary 35 Conclusions and Review Questions 35 Systematic Review Questions 37 CHAPTER III: METHODOLOGY 38 The Systematic Review Process 39 Consultation Panel 39 Search Strategy 40 Databases 41 Other Sources of Information 41 Keywords 42 Search String 43 Results from the Search Strategy 43 Selection Criteria 44 Selection Criteria for Titles and Abstracts 44 Selection criteria for Full Text Papers 45 Quality Appraisal 47 Final Selection of Publications 48 Data Analysis 49 Synthesis 50 CHAPTER IV: CONCEPTUAL FINDINGS 51 Defining Theoretical Perspectives 52 Developing Categories of Perspectives 54 The Perspectives 55 Personal Growth Perspective 56 Psychodynamic Perspective 57 Cognitive Perspective 59 Competence-based Perspective 61 Critical Theory Perspective 63 Systems perspective 65 Strategic
BUSINESS PLAN FOR ESTABLISHMENT OF
COURSEWORK BUSINESS PLAN FOR ESTABLISHMENT OF A DOG HOTEL "AMIGOS" IN BOJURISHTE VILLAGE, BULGARIA Course code: EMBA108 Course Title: STRATEGY FORMULATION AND BUSINESS DECISIONS Instructor's Name STELIOS KEHAGHIAS Programme: EBMA Word count: 16 455 Group: Elena Bocheva (Reg. No. EX28105) Lyuben Nanov (Reg. No. EX28108) Lyubomir Iliev (Reg. No. EX28055) Petia Dombalova-Sechenska (Reg. No. EX28061) Alexander Ivanov (Reg. No. EX28104) September 2009 EXECUTIVE SUMMARY The aim of this work is to present a winning strategy for business development of a hotel for dogs in Sofia, under the name AMIGOS. We pursue a thorough analysis of the company's market positioning, growth prospects, resource planning and competitive advantages. Initially, we shape our mission and vision and critically observe both the external and internal environment. We begin with PEST analysis, which enables us to understand better company's macro surrounding, and afterwards continue with the industry analysis, based on Porter's five forces. Further, we outlay the company's competitive positioning and derive driving forces to change, as well as key success factors. Moreover, determining strategic and financial objectives, we can define the desired market position through growth strategy and generic strategy. The main marketing objectives along with a thorough
I...LAMI BNKING IN UK
I?LAMI? B?NKING IN UK I?LAMI? B?NK OF BRITAIN - ?A?E ?TUDY Ab?tra?t Thi? paper aim? to ?tudy the ?tatu? of I?lami? B?nking ?nd it? emergen?e in UK. The ?a?e of I?lami? B?nk of Britain will be ?tudied in thi? paper. Modern b?nking ?y?tem wa? introdu?ed into the Mu?lim ?ountrie? at a time when they were politi?ally ?nd e?onomi?ally at a low ebb, in the late 19th ?entury. The main b?nk? in the home ?ountrie? of the imperial power? e?tabli?hed lo?al br?n?he? in the ?apital? of the ?ubje?t ?ountrie? ?nd they ?atered mainly to the import export requirement? of the foreign bu?ine??e?. The b?nk? were generally ?onfined to the ?apital ?itie? ?nd the lo?al population remained largely untou?hed by the b?nking ?y?tem. The lo?al trading ?ommunity avoided the "foreign" b?nk? both for nationali?ti? a? well a? religiou? rea?on?. However, a? time went on it be?ame diffi?ult to engage in trade ?nd other a?tivitie? without making u?e of ?ommer?ial b?nk?. Even then m?ny ?onfined their involvement to tr?n?a?tion a?tivitie? ?u?h a? ?urrent a??ount? ?nd money tr?n?fer?. Borrowing from the b?nk? ?nd depo?iting their ?aving? with the b?nk were ?tri?tly avoided in order to keep away from dealing in intere?t whi?h i? prohibited by religion Table of ?ontent? Introdu?tion 5 I?lami? B?nk 5 ?hariah Advi?ory ?oun?il 6 I?lami? Mortgage 6 I?lami? Bu?ine?? Fin?n?e 7 I?lami? law? on Trading 7
Service quality in museums, a case study - cambridge and county folk museum
UNIVERSITY OF BRIGHTON ABSTRACT SCHOOL OF SERVICE MANAGEMENT MA IN TOURISM MANAGEMENT DISSERTATION TOPIC: SERVICE QUALITY IN MUSEUMS, A CASE STUDY: CAMBRIDGE & COUNTY FOLK MUSEUM By Eleutheria Kendristaki This study investigates service quality in the museum sector. Service quality has become a central issue in service industries for many years. However, it has only recently been discussed and its importance emphasised in museums. As competition increases in the leisure sector, quality service is an advantage that increases the number of new and repeat users. This dissertation includes a detailed literature review of service quality in general service industries and the issues of applying service quality to the museum sector. The case study-investigates whether or not the Cambridge & County Folk Museum delivers quality of service to external customers. The Folk Museum, like many major independent museums, faces decreasing visitor numbers due to changes in leisure patterns and public tastes. The service quality of the Museum needs to be reviewed, as it is preparing for a period of major redevelopment. This research project includes several surveys. Potential audience and current visitor questionnaires are used to assess the Folk Museum's quality of service from the point of external customers through ten determinants of service quality. Staff and receptionists
Project on Mutual funds
EXECUTIVE SUMMARY EXECUTIVE SUMMARY In the early days, savings were essentially diverted to the banks, post offices, national savings schemes, etc, as these instruments were considered safe and sound instead they had low return. There were no other options available which were safe, as safety was of primary concern to the investor. With the increase in salaries and surplus fund available in the hands of the people, the risk appetite of the people also underwent a sea change. People started looking for better options to invest their surplus fund even if it meant taking little risk. The urgency with which returns are expected led to people flocking the stocks market even without understanding the basics of such investment. The results were catastrophic with two stock scams destroying the hard earned savings of the people and shaking the confidence in the institution of stock market. This led to the development of the new concept of wealth management in India. In the early stages, mutual funds were not treated as an investment option. Some of the funds which were in existence did not have the required clientele base and couldn't showcase their capabilities. However, with the advancement of the concept of wealth management, mutual fund has become an important investment option for the people. The mutual fund industry in India started in 1963 with the formation of Unit trust
Blue Nile pestel analysis. Blue Nile is a publicly traded company. The company was established in 1999 and is headquartered in Seattle, WA and is one of leading online retailers of diamonds and fine jewelry.
Final paper Lars Isaksaetre, Henrik Oiseth, and Jason Casey BUSA 499, Section One Professor Pham May 13, 2009 Table of contents Executive summary........................................................................ page 2 Company profile.............................................................................. page 3 Overview of the jewelry industry....................................................... page 4 External environment.................................................................. page 5 Industry analysis........................................................................ page 10 Jewelry supply chain................................................................... page 16 Industry value chain, Jewelry Retail.................................................. page 19 Company analysis........................................................................ page 24 SWOT....................................................................................... page 46 Financial ratios.............................................................................. page 50 Strategies.................................................................................... page 53 Preferred strategy.......................................................................... page 60
