by Ho Hoi-keung Elec. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1995. / Includes bibliographical references (leaves 53-54). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iii / INTRODUCTION --- p.1 / COMPANY PROFILE REPORT --- p.4 / PRODUCT PROFILE REPORT --- p.5 / Areas of Use --- p.7 / Supply Situation --- p.11 / Other Substitute Products --- p.11 / SWOT ANALYSIS --- p.14 / Strength --- p.14 / Weakness --- p.16 / Opportunities --- p.18 / Threats --- p.21 / COMPETITIVE ANALYSIS --- p.23 / MARKET PROFILE REPORT --- p.29 / Textile Industry --- p.29 / Electronic Industry --- p.30 / Metal Degreasing Industry --- p.31 / Demographic Consideration --- p.32 / Hong Kong --- p.32 / Shenzhen SEZ --- p.33 / Zhuhai --- p.35 / Xiamen --- p.37 / TARGET GROUP ANALYSIS --- p.39 / MARKET OBJECTIVES --- p.43 / MARKETING STRATEGY --- p.44 / ACTION PLAN --- p.49 / BUDGET CONSIDERATIONS --- p.50 / CONCLUSION & RECOMMENDATIONS --- p.52 / BIBLIOGRAPHY --- p.53

by Chow Yau-lai, Hui Yat-hing, Ip Po-yuen. / Abstract also in Chinese / Bibliography: leaf 151 / Thesis (M.B.A.)--Chinese University of Hong Kong, 1982

Chan Ping-Kong, Lo Yee-Wah, Eva, Chen Chien-Yeh. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1995. / Includes bibliographical references (leaves 52-54). / ABSTRACT --- p.ii / TABLE OF CONTENT --- p.iii / LIST OF TABLES --- p.iii / Hong Kong Economic Indicators --- p.Table2-1 / Taiwan Economic Indicators --- p.Table2-2 / Population in Major Cities in China --- p.Table2-3 / "Retail Sales Growth in Shanghai, Guangdong & Fujian" --- p.Table2-4 / China/ Shanghai Economic Indicators --- p.Table2-5 / Methodology Flowchart --- p.Table4-1 / Chapter / Chapter I --- INTRODUCTION --- p.1 / Chapter 1.1 --- The concept of Greater China and its significance --- p.1 / Chapter 1.2 --- Greater China Regional Strategy of MNCs --- p.2 / Chapter 1.3 --- The Cultural Challenge --- p.2 / Chapter 1.4 --- Culture and Management --- p.3 / Chapter 1.4.1 --- Corporate Culture --- p.3 / Chapter 1.4.2 --- Corporate Culture and Managerial Value --- p.3 / Chapter II --- COUNTRY BACKGROUND --- p.5 / Chapter 2.1 --- Hong Kong --- p.5 / Chapter 2.2 --- Taiwan/Taipei --- p.6 / Chapter 2.3 --- China/Shanghai --- p.7 / Chapter III --- COMPANY BACKGROUND AND MANAGEMENT STYLE …… --- p.9 / Chapter 3.1 --- Johnson & Johnson Corporation --- p.9 / Chapter 3.1.1 --- J&J (H.K.) Ltd.- Consumer Products Division --- p.10 / Chapter 3.1.2. --- J&J( Taiwan) Ltd --- p.11 / Chapter 3.1.3 --- Shanghai J&J Corporation --- p.12 / Chapter 3.2 --- Unilever --- p.13 / Chapter 3.2.1 --- Unilever Hong Kong --- p.14 / Chapter 3.2.2. --- FUIC/ Unilever Taiwan --- p.15 / Chapter 3.2.3 --- Unilever China --- p.15 / Chapter 3.3 --- Janssen Pharmaceuticals Ltd --- p.16 / Chapter 3.3.1 --- Janssen Hong Kong --- p.17 / Chapter 3.3.2 --- Janssen Taiwan --- p.18 / Chapter 3.3.3 --- Janssen Xian --- p.18 / Chapter IV --- METHODOLOGY --- p.20 / Chapter 4.1 --- Design and Approach --- p.20 / Chapter 4.2 --- Procedure and Method --- p.21 / Chapter V --- ANALYSIS --- p.23 / Chapter 5.1 --- Model of Analysis --- p.23 / Chapter 5.2 --- Independent Variables Analysis --- p.24 / Chapter 5.2.1 --- National Culture Analysis --- p.24 / Chapter 5.2.2 --- Development Stage Analysis --- p.26 / Chapter 5.2.3 --- Corporate Culture Analysis --- p.27 / Chapter 5.3 --- Definition of Dependent Variables --- p.31 / Chapter VI --- RESULTS AND DISCUSSION --- p.33 / Chapter 6.1 --- Results Format --- p.33 / Chapter 6.2 --- Results Grouped by Country --- p.34 / Chapter 6.3 --- Patterns of Independent Variables --- p.34 / Chapter 6.3.1 --- National Culture --- p.35 / Chapter 6.3.2 --- Corporate Culture --- p.35 / Chapter 6.3.3 --- Development Stage --- p.35 / Chapter 6.4 --- Relationship of Independent Variables and Dependent Variables --- p.35 / Chapter VII --- CONCLUSION AND RECOMMENDATIONS --- p.38 / Chapter 7.1 --- Leadership Quality --- p.38 / Chapter 7.2 --- Organisational Structure --- p.39 / Chapter 7.2.1 --- Senior Level --- p.39 / Chapter 7.2.2 --- Middle and Junior Level --- p.40 / Chapter VIII --- APPENDIX --- p.41 / Chapter 8.1 --- Summary of Analysis of Presence and Nature of Dependent Variables among Respondents --- p.41 / Chapter 8.2 --- Questionnaires --- p.45 / Chapter IX --- BIBLIOGRAPHY --- p.52 / Chapter X --- ATTACHMENT --- p.55 / Chapter 10.1 --- Contact report of the interviews --- p.55

The thesis deals with the topic of pharmaceutical marketing. Pharmaceutical marketing uses many usual marketing techniques, but it has also its typical characteristics. The thesis focuses on those specifics. It deals with the various tools of marketing and communication mix and their specific characteristics in relation to the pharmaceutical marketing. The thesis summarizes the theoretical literature, which relates to the topic, and explains the Czech legislation that regulates significantly all marketing activities in pharmaceutical industry. The analytical part of the thesis solves two real existing marketing problems on the example of the Belupo company. It analyses why the Simbela product has failed on the Czech market and proposes a go-to-market strategy for the new Belohair product.

ABSTRACT The tourism and technology have the highest potential among all the industries for the 21st century. The tourism (services) industry is an industry without chimney which can replace the traditional industry. The city and county governments of Taiwan are using ¡§City marketing¡¨ to promote the tourism by combining the tourism resources and city activities in order to establish the ¡§city image / brand¡¨ and create the brand value. A strong brand value can accumulate reputation and loyalty for the city services by the confirmation of consumers. This paper will study the cultural city ¡§Tainan¡¨ which is developed earliest in Taiwan. With abundant historic relics, Tainan don¡¦t have unique advantages when comparing with Yilan county of northern Taiwan and Pingtung county of southern Taiwan. This study, The Strategy of Tourism Marketing for Tainan, will analyze (a) the tourism and city activities of Tainan, (b) the tourism of Taiwan, (c) the foreign visitor statistics, (d) the successful cases of domestic and foreign promotions in order to investigate the hobbies of touring and visitors. This study will adopt ¡§city marketing¡¨, ¡§bench marketing¡¨, and ¡§ basic theory of SWOT¡¨. For the ¡§city marketing¡¨, we will promote Tainan as a product. The advantages of ¡§bench marketing¡¨ are the learning of the outstanding strategy or process from the other business of tourism marketing which can verify the self executing conditions and the problems. The ¡§ basic theory of SWOT¡¨ can analyze the existing resources of Tainan and understand the ¡§Strengths/Opportunities¡¨ and ¡§Weaknesses/Threats¡¨ in order to verify the target and self-position. A 4P strategy will be set for the ¡§differentiated marketing¡¨ of the target strategy. Keywords: City marketing, Bench marketing, Differentiated marketing, SWOT

In Taiwan, the business of fishery and its related industries always rely on every kind of fish for living. Once the fishery has faced a difficult situation, catch limited and vessels reduced, it will affect against the business. The oceanographic satellite information system is a tool which can help in fishing, if it also faced the same difficult situation. The current study assists this industry to understand Taiwan Far Ocean Fishery¡¦s demand on what kinds of oceanographic satellite data, the way in retrieving data, and purchase behavior. Finally, it analyzes the current situation for the products. With these found data, to think up the strategies and write a marketing plan for the oceanographic satellite data.

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This report constitutes an exploratory study into the concept of accountable marketing in order to investigate the extent to which it is understood and has been implemented by members of a local business association. Accountable Marketing is a further natural development in the total marketingnconcept beginning with the traditional marketing concept and then developing through the addition of tested assumptions over time. The societal marketing concept is based on three implicit assumptions namely: - consumers' wishes do not always coincide with their long term interests or those of society. - consumers prefer organisations that show real concern for their satisfaction and well-being as well as the collective well-being. - the most important task of the organisation is to adapt itself to the target market in such a way as to generate not only satisfaction, but also individual and collective well-being, in order to attract and keep customers. Two key issues distinguish the societal marketing concept from the classical marketing concept and these are: - marketing must be concerned with the well-being of customers and not simply with the satisfaction of their short-term needs and; - a firm must consider the side-effects of its economic and industrial activity to ensure the long term well-being of society as a whole. Accountable marketing is a natural development from the concept of societal marketing. It can be viewed as the marketing concept practised in such a way that it enhances the total well being of society. The consumerist and environmentalist movements have forced some marketing theoreticians to widen their classical marketing concept, putting the emphasis on the necessity to develop increased consciousness of the socio-cultural side-effects of the economic and marketing activities. Broadly speaking, accountable marketing differs from societal marketing through the addition of the following two elements: Corporate ethical behaviour. o Consideration of the environment and related issues. The research consists of surveys done amongst the members of a local business association. It was found that whilst members of the association stated that they had implemented the accountable marketing concept, they had in effect implemented societal marketing. The increasing effects of globalisation continue to put pressure on South African companies to conduct business or produce products to the same high standards (including health and safety) as that of the rest of the world. South African businesses are faced with the dilemma of whether to be pro-active with regard to these latest developments in marketing or whether to become reactive and only move forward as and when any pressure is applied. It is felt that the benefits of being pro-active far out-weight any negative aspects and can eventually result in a firm becoming the acknowledged leader in its field and being recognized accordingly. / Thesis (MBA)-University of Natal, Pietermaritzburg, 2002.

Muestra el ejemplo de un sistema de comisiones que incentiva y premia tanto el trabajo individual como el grupal

Hochsch., Diplomarbeit, --Mittweida, 2004.