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This study aims to examine the empirical evidence on the relationship between price and quantity/demand relation in the hot yoga market in Taipei. While doing so, this study also tries to generate awareness on the importance of price policy and market segmentation to maximize industry profitability and market share. The primary research undertaken in this study has carried out direct survey of Taipei consumers via questionnaire and applied SPSS statistical analysis, to find out the most accepted price band consumers are willing to pay and the major factors participating in their decision processes. Attrition and membership turnover is endemic in the fitness industry. One of the largest studies undertaken on the topic of membership retention rate, was conducted in the UK and found that the attrition varied from 11 to 62 percent. After 12 months, the best clubs lost one member out of every ten and the worst were losing more than six out of ten per year. Termination of membership appear closely related to cost dissatisfaction (FIA, 2001). Understanding the underlying factors to influence cost dissatisfaction can serve as basic information to increase membership retention rate and essential reference information for new entrant’s price policy and marketing programs. / Abstract This study aims to examine the empirical evidence on the relationship between price and quantity/demand relation in the hot yoga market in Taipei. While doing so, this study also tries to generate awareness on the importance of price policy and market segmentation to maximize industry profitability and market share. The primary research undertaken in this study has carried out direct survey of Taipei consumers via questionnaire and applied SPSS statistical analysis, to find out the most accepted price band consumers are willing to pay and the major factors participating in their decision processes. Attrition and membership turnover is endemic in the fitness industry. One of the largest studies undertaken on the topic of membership retention rate, was conducted in the UK and found that the attrition varied from 11 to 62 percent. After 12 months, the best clubs lost one member out of every ten and the worst were losing more than six out of ten per year. Termination of membership appear closely related to cost dissatisfaction (FIA, 2001). Understanding the underlying factors to influence cost dissatisfaction can serve as basic information to increase membership retention rate and essential reference information for new entrant’s price policy and marketing programs.

<p><strong>Frågeställning: </strong>Hur skiljer sig lågprisflygbolagens strategier jämfört med de traditionella, vilken är den vinnande strategin?</p><p><strong>Huvudsyfte: </strong>Genom utvalda teorier<strong> </strong>och nyckeltal jämföra och se skillnader mellan flygbolagens strategier och hur det påverkar lönsamhet och utveckling<strong>.</strong></p><p><strong>Metoder: </strong>En jämförande studie baserad på sekundärdata på fem stora flygbolag för att hitta olikheter i strategier. Främst används bolagens årsredovisningar, vetenskapliga artiklar och relevanta teorier för insamlandet av data.</p><p><strong>Slutsatser: </strong>Biljettpriset inom flygindustrin blir en allt viktigare faktor att anpassa sig efter för överlevnad på marknaden. Lågprisflygen har genom kostnadsreduceringar genom enklare bokningssystem, mindre personalstyrka, avlägsna flygplatser och enhetlig flotta kunnat sätta lägre priser än de traditionella. Detta innebär att effektiviteten har ökat och detta sätter press på de traditionella flygbolagen att kostnadsreducera och utveckla servicen ytterligare för att ha en chans att klara konkurrensen. Marginalerna har blivit mindre vilket pressar ner lönsamheten inom industrin. Traditionella flygbolag behöver anpassa sig efter de nya kraven och omstruktureringar är nödvändigt.</p> / <p><strong>Problem formulation:  </strong>How does the low price airlines strategies differ from the traditional airlines strategy, which is the winning strategy?</p><p><strong>Main purpose: </strong>With chosen theories and key figures see the differences between airlines strategy and how it affects profitability and development.</p><p><strong>Method: </strong>A comparing study based on secondary data from five big airlines in order to find differences in strategy. Mostly the companies' annual reports, scientific articles and relevant theories are used for the collection of data.</p><p><strong>Conclusions: </strong>It is becoming more important to adjust the ticket price on air travelling to survive on the aviation-market. Low-price airlines have been able to lower the ticket price through cost reductions with easier booking systems, smaller workforce, less attractive airports and a uniform fleet. This productivity increase is forcing the traditional airlines to reduce their costs and improve their service to deal with the competition. The marginal's are getting smaller and profitability is getting lower. Traditional airlines have to adjust after the new demands and restructures are needed.</p>

Frågeställning: Hur skiljer sig lågprisflygbolagens strategier jämfört med de traditionella, vilken är den vinnande strategin? Huvudsyfte: Genom utvalda teorier och nyckeltal jämföra och se skillnader mellan flygbolagens strategier och hur det påverkar lönsamhet och utveckling. Metoder: En jämförande studie baserad på sekundärdata på fem stora flygbolag för att hitta olikheter i strategier. Främst används bolagens årsredovisningar, vetenskapliga artiklar och relevanta teorier för insamlandet av data. Slutsatser: Biljettpriset inom flygindustrin blir en allt viktigare faktor att anpassa sig efter för överlevnad på marknaden. Lågprisflygen har genom kostnadsreduceringar genom enklare bokningssystem, mindre personalstyrka, avlägsna flygplatser och enhetlig flotta kunnat sätta lägre priser än de traditionella. Detta innebär att effektiviteten har ökat och detta sätter press på de traditionella flygbolagen att kostnadsreducera och utveckla servicen ytterligare för att ha en chans att klara konkurrensen. Marginalerna har blivit mindre vilket pressar ner lönsamheten inom industrin. Traditionella flygbolag behöver anpassa sig efter de nya kraven och omstruktureringar är nödvändigt. / Problem formulation:  How does the low price airlines strategies differ from the traditional airlines strategy, which is the winning strategy? Main purpose: With chosen theories and key figures see the differences between airlines strategy and how it affects profitability and development. Method: A comparing study based on secondary data from five big airlines in order to find differences in strategy. Mostly the companies' annual reports, scientific articles and relevant theories are used for the collection of data. Conclusions: It is becoming more important to adjust the ticket price on air travelling to survive on the aviation-market. Low-price airlines have been able to lower the ticket price through cost reductions with easier booking systems, smaller workforce, less attractive airports and a uniform fleet. This productivity increase is forcing the traditional airlines to reduce their costs and improve their service to deal with the competition. The marginal's are getting smaller and profitability is getting lower. Traditional airlines have to adjust after the new demands and restructures are needed.

The target of this diploma thesis is an evaluation of company's financial health. The diploma thesis is divided into two parts - theoretical and practical. The theoretical part presents theoretical findings, which are apllied in the financial analysis. These findings are applied in the practical part to the transport and forwarding company JIPOCAR TRANSPORT, s.r.o. The result of the financial analysis is compared with average values in the industry.

The goal of this thesis is to analyze the emerging trends in the cross-border agrochemical distributors' network in Central and Eastern Europe. It aims to answer three research hypotheses and uses desk research methodology to reach this goal. The thesis studies five distributors of agrochemicals considered as pioneers in the industry and assumes their behavior as a proxy for the whole industry behavior. It verifies the first hypothesis that there is an ongoing cross-border consolidation of the distribution network. On the other hand, due to the industry stage and the agrochemicals' market growth it rejects the second hypothesis that there is a pressure on industry profitability. At last, it confirms the third hypothesis that suppliers should consider a change to cope with cross-border customers. In addition, it suggests two areas how to create additional value for the distributors and their suppliers.