<p>The background to this paper is that that many new founded companies have a problem to achieve such a growth rate that they manage to stay alive their first five years. Only a few of the new started company is able to achieve a rapid growth rate in their early lives. Why is this? And can a vision be the answer? The answer to this is yes, a vision can be the answer. But how shall the vision be implemented in the organization in order to work? With this back ground a question were formulated:</p><p>“How do small, high growth companies work with their vision?”</p><p>The study is a case study of a small company in Sweden; company Alpha, who has had a growth rate of over 100 percent per year over the last six years. The company was chosen because of its size and its almost unique way of achieving a high growth rate. </p><p>From several theoretical references a model were created. This model focuses on four different dimensions that are important in order to work and use a vision within a company. These four aspects were; vision development, vision articulation, and vision communication and vision implementation. </p><p>The conclusion of the paper is that rapid growth companies work with visions as a tool to attract personal, and stakeholders. They also work with it in a way that the vision becomes a management tool, used for controlling and showing the direction to the employees, making their work, and decision-taking easier. This is a way to make the employees more secure in both their own actions and what to expect of the company. The paper also shows that companies’ works with smaller visions, department visions, in order to easier implement the vision in the day-to-day work.</p>

<p>Our study deals with the concept of regional trade blocs or open borders (Nordic Region) and their impact on the Marketing Mix Strategies of the firm. The purpose of our study is to analyze the regionalization concept as company point of view and then its impact on the marketing mix strategies of a company operating in Nordic Region. To get the appropriate data for this, we studied a telecommunication company based in Norway and operating in Denmark and Sweden as well. We adopted the inductive approach and case study method, and our study is based on our research findings, on the basis of which we developed our own model. The model discusses certain variables and factors which influence the marketing mix decisions of the company.</p><p>The study results show that company felt the reality of open market and trying to get the advantages of this opportunity by modifying or reorganizing its marketing mix strategies according to the open market conditions. Innovation and product development according to the customer demands in different markets forced the company to take attention about their product line and product components. Competition in local and regional market forced the company and they based their price strategy on competition so competition became a driving force for the company’s price strategy. Open borders gave a number of alternatives to position the products and Telenor is using different distribution channels which vary from market to market and country to country. Company adopted trans-border strategy for the easiness of their end consumers and used different brand names in different markets but with single logo at all.</p>

Thesis (Ph. D.)--Washington State University, May 2007. / Includes bibliographical references.

Thesis (Ph. D.)--University of Texas at Austin, 2006. / Vita. Includes bibliographical references.

Thesis (Ph. D.)--Texas A&M University, 2005. / "Major Subject: Marketing" Title from author supplied metadata (automated record created on Feb. 23, 2007.) Vita. Abstract. Includes bibliographical references.

Our study deals with the concept of regional trade blocs or open borders (Nordic Region) and their impact on the Marketing Mix Strategies of the firm. The purpose of our study is to analyze the regionalization concept as company point of view and then its impact on the marketing mix strategies of a company operating in Nordic Region. To get the appropriate data for this, we studied a telecommunication company based in Norway and operating in Denmark and Sweden as well. We adopted the inductive approach and case study method, and our study is based on our research findings, on the basis of which we developed our own model. The model discusses certain variables and factors which influence the marketing mix decisions of the company. The study results show that company felt the reality of open market and trying to get the advantages of this opportunity by modifying or reorganizing its marketing mix strategies according to the open market conditions. Innovation and product development according to the customer demands in different markets forced the company to take attention about their product line and product components. Competition in local and regional market forced the company and they based their price strategy on competition so competition became a driving force for the company’s price strategy. Open borders gave a number of alternatives to position the products and Telenor is using different distribution channels which vary from market to market and country to country. Company adopted trans-border strategy for the easiness of their end consumers and used different brand names in different markets but with single logo at all.

The background to this paper is that that many new founded companies have a problem to achieve such a growth rate that they manage to stay alive their first five years. Only a few of the new started company is able to achieve a rapid growth rate in their early lives. Why is this? And can a vision be the answer? The answer to this is yes, a vision can be the answer. But how shall the vision be implemented in the organization in order to work? With this back ground a question were formulated: “How do small, high growth companies work with their vision?” The study is a case study of a small company in Sweden; company Alpha, who has had a growth rate of over 100 percent per year over the last six years. The company was chosen because of its size and its almost unique way of achieving a high growth rate. From several theoretical references a model were created. This model focuses on four different dimensions that are important in order to work and use a vision within a company. These four aspects were; vision development, vision articulation, and vision communication and vision implementation. The conclusion of the paper is that rapid growth companies work with visions as a tool to attract personal, and stakeholders. They also work with it in a way that the vision becomes a management tool, used for controlling and showing the direction to the employees, making their work, and decision-taking easier. This is a way to make the employees more secure in both their own actions and what to expect of the company. The paper also shows that companies’ works with smaller visions, department visions, in order to easier implement the vision in the day-to-day work.

Abstract With the developement of Taiwan economy brings the modernized managing enviroment to Buddhism groups which makes their map can stretch to the global stage.At present, Taiwan large-sacle Buddhism groups¡¦ managing modes are all closed to the pop civilization.This research only takes two of Taiwan Buddhism groups for example to confer how they choose their own target market and how to orientate themselves in the market. By analysing two successful marketing Buddhism groups as an illustration, we can comprehend how Buddhsim groups can leap from charitable managing mode and practice worked marketing policies to reach the organization developing goal. Further researcher may add object numbers or to proceed quantification study for exploring on separation of market, situation of market orientation and generally developing trend of normal NPO. According to the conclusion and the analysis from this research,we can derive some discovery¡G 1. Group leader has his own characteristics and acquaints with social pulse. 2. To condense centripetal force from self-orientation. 3. Opportunity and Threatening¡G ¡]1¡^ Supply beyond need. ¡]2¡^ Problem of generation replacement. ¡]3¡^ Problem of internal management.

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ABSTRACT Taiyen Biotech co., Ltd. privatized from government in November 14, 2003, when the ¡§salt policy regulation¡¨ of monopolizing umbrella was cancelled. The sale of salt product was liberalized. The market becomes the perfect competition immediately. Taiyen Biotech co., Ltd. conforms for the privatization policy to invest in ¡§biotechnology¡¨ industry. Collagen ¢º, the product of biotechnology, originally is applied for trauma caused by labor. Because Bureau of National Health Insurance pays low and it requires safety testing, they changed it to be the raw materials for cosmetics. It built up own brand, ¡§Lumiel¡¨ and the ¡§brand marketing¡¨ succeeded. Because ¡§Lumiel¡¨ sold fast through inappropriate planning, there were a lot bad consequences. Particularly the different costs of product of channels, violation rules offer goods and market overlap, and prices cutting were most serious. In addition, such big companies as Formosa Plastics Group¡BTaiwan Sugar Corporation also created their own cosmetics brand and joined the competition separately in same way, so the turnover fell by a wide margin. The main purpose of this research is to determine the order of strengthening sale throughout the channel members by assessing the sale performance and to achieve the sales peak again. The research objects are for Taiyen Biotech co., Ltd. in 1993 and 1994, ¡¨shop allied¡¨, ¡¨systematic distributors¡¨, ¡¨ Key Accounts¡¨ and ¡§network distributors¡¨¡X four kinds of marketing channels. The study analyzes their sales performances of the products of Taiyen Biotech co., Ltd. from ¡§financial performance¡¨ and ¡§the performance of marketing¡¨. The financial performance includes ¡¨the turnover¡¨, ¡¨rate of increase¡¨ and ¡§on sale throughout the expenses¡¨. The performance of marketing includes ¡§customer¡¦s demand for the products and service¡¨, ¡§customer¡¥s required term of payment and condition¡¨, ¡¨ convenient way of purchase¡¨, ¡§the situation of repeating buy¡¨, ¡§the customer's satisfaction about the price, value of the products and service¡¨. The reason and conclusion of the declined performance of channels¡G 1.When the life cycle of a product brand reaches mature period, no matter which kind of sale it utilizes, the improvement to uplift the marketing share is limited. Therefore it needs to assess the ¡§strengthening and packaging¡¨ the brand surtax value to create another wave of peak, or to invest money in developing a second brand separately. 2.Marketing strategy and price strategy of a company need cooperation with channel members. Before the strategies are stipulated, it is necessary to understand the demands and differences of each cannel member in order to fully coordinate and communicate with one another. Thus, it is unlikely to take care of to one thing and lose sight of another, which causes unfair competition and conflicts and injures the image of the brand. 3. The range between the purchase price and the end price should not be too large for the shop allied to replace the way of annual bonus to encourage marketing. This can reduce the space which destroys the uniform price. Besides, as the purchase prices of the shop allied to sell systematically are different, packaging of the products should be separate. 4. Beauticians and sales force's knowledge of products and marketing will of the shop allied determine success or failure of the trade and sales amount. Training, wages, and bonus of these personnel are under the care of shop allied at present, which disable unable marketing way to obtain professional knowledge and unity. 5. Systematic distributors get the price lower than stock price that the company gives to the shop allied by the purchase price of Taiyen Biotech co., Ltd. too much, which result in that the shop allied to the systematic distributor to stock up indirectly, causing the thorough channel disorderly, thereby reducing the incomes of Taiyen Biotech co., Ltd. 6. Advertising intention of the products is not strong, which can't cause desire to buy and sympathetic response. Besides, the publishing time has not planned to cooperate with marketing, which loses the marginal benefit. 7. Promoting plan is not done well ahead, causing incomplete promotion, or causing channel member's unequal treatment and the phenomenon of lacking supply. This makes kindness and effect a great discount. 8. Marketing path of cosmetic and health care products belongs to the complicated one, ¡§distributing the system in the multiple paths¡¨. To draft and integrate price strategy is very important. To do the thing right will get twice effect, sales amount, producer and profit of channel members will increase. On the contrary, it also causes the disorderly phenomenon of price war, market. Therefore, they should try to choose a leader of channel members to promote the cooperation of channel members and to solve the conflict of channel members. 9.The leader of channel members should promote the cooperation of channel members, solve the conflict of channel members, offer proper encouragement and give suitable power. The source of power is from channel members' self- personality characteristics as well as the award right, forcing right and information right that authorized by producers. Taiyen Biotech co., Ltd. has not cultivated a good channel members¡¦ leader. It is not good to interact with suggestion leader in the channel members again which makes the disorderly phenomenon of price war worsen even more. 10. The keeping of product cost, setting-up of the market orders will be carried out by the channel members. The different products should choose different channel members who are suitable for. Taiyen Biotech co., Ltd. has not assessed the products carefully, but chosen to sell the salt products passively by channel members, the main reason is that the knowledge of channel members of product market is insufficient.