Biotechnology Industry, a global new shining star in twenty first century, particularly in reagent inspection, has being paid more and more attention due to its low investment in research and development and barrier of entry requirement but easy to payback comparing to other Industries. Besides, strong sense of disease precaution and health care of people makes Reagent inspection market have more potential sine then as well. Medical diagnosis hitherto has seventy percent occupation of the whole reagent inspection market. Hospital and inspection center has shared seventy five percent of medical diagnosis reagent market; pharmacy and family consumer on the other hand is estimated to have thirteen percent annual growth in the future. Reagent for medical diagnosis use therefore has become essentially vital and the competition has been fierce. This study is divided into two parts. The first part applies much literature to assist to analyze current reagent inspection market for medical diagnosis use. Five Force analysis, Diamond theory and SWOT has been employed to inspect present competition mode of reagent inspection industry for medical use. The second part is the arrangement of interview that is the main aim of this thesis. To understand key managers¡¥ thinking of medical diagnosis reagent inspection industry through face to face interview to have more idea how to arrange and operate the business and comply with future competition. Finally, figure out the best strategy for medical diagnosis reagent industry by utilizing comparison of data and thesis. The direction guide is there for reference.

Approximately 52% of food and accommodation businesses survive 5 years or more. Small business restaurant owners face greater challenges in marketing and sustainability than larger and well-established chain restaurants. The purpose of this multiple case study was to explore the successful marketing strategies of small business restaurant owners who sustained their businesses 5 years or more. The population was small business restaurant owners in Eugene, Oregon. The conceptual framework for this study was Porter's 5 forces. Data collection included semistructured interviews with 4 business owners, and data analysis consisted of coding and thematically analyzing interview data and data collected from the business and marketing documents of research participants. Five themes emerged: adherence to fundamental restaurant marketing principles; migration of restaurant promotions to websites and social media; innovation and flexibility in marketing; diner loyalty, reputation, and relationship marketing; and marketing evolution from hospitality experience. Each research participant emphasized the importance of food and service quality, flexibility in marketing, budgeting, and relationships with diners as marketing strategies for sustainability. Each restaurateur recognized the prohibitive costs of traditional television, radio, and print marketing and disclosed how social media and word of mouth were effective promotional channels with minimal costs. Findings may be used by small business restaurateurs to increase opportunities for duplicable and predictable sustainability and to increase revenues, job growth, and funds for environmental and philanthropic programs.

As one of the top four IC revenue contributed countries, Taiwan is getting higher and higher weight in the world. With the highest density of 12-inch factory per area in the world, Taiwan is in the first tier of semiconductor equipment buyers. In year 2006, for an example, there was about eight billion US dollars spent in this island for her semiconductor manufacturing capacity expansion, which weighted 18.7% in the worldwide semiconductor equipment capital spending in 2006. It was only second to Japan. For a 12-inch fab, that will cost it 75% more in its whole capital spending. However, it is less than 1% spent in local equipment companies. That is no doubt we should pay more attention on this missing part of Taiwan semiconductor supply chain. After millennium, the center of semiconductor manufacturing has been migrating toward to Great Asia, the most promising and emerging area in the world. For the semiconductor equipment capital expense, according to Gartner Dataquest survey results, great Asia including Japan is the number one expense area in more than 50% weight in the world after year 2000. And the great Asia except Japan has been becoming the highest growing area in the expense of semiconductor equipment. Furthermore, its CAGR from 2005 to 2011 is estimated more than 11% which is 3% higher than the worldwide average at the same period. In the trend of this migration of semiconductor equipment market to Great Asia, especially the great China area, it¡¦s definitely a good opportunity for Taiwan to be prepared and ready to this era and try to play an important role in it. In this study, with the analysis of industrial environment in Porter¡¦s five competitive forces structure, a case study of company X is carried out as a successful example of global competitive strategy practice based on the methodology of Yip (2003) Global Strategy Levels. From a higher perspective on corporate strategy level, it intends to demonstrate the possibility to enhance the competitive advantage of Taiwan semiconductor industry in leverage of global strategy.

Denna uppsats visar, med en kvantitativ undersökningsmetod, hur försäljningen hos Telenor Sveriges butiker påverkades beroende på om butikerna var placerade i kluster eller inte, i gatuläge eller gallerior, samt med hänsyn till vilka konkurrenter som fanns i närheten. Studiens slutsats tyder överlag på att det, för försäljningen, var bäst att finnas i ett kluster, helst i kombination med en butiksplacering i en galleria. / With a quantitative method, this study shows how Telenor Sweden’s selling of mobile phone subscriptions tended to be affected by the locations of their stores. Whether the stores were placed in clusters or not and whether they were placed in street locations or in shopping malls were considered. Consideration was also taken to which competitors in the same business that was located nearby the stores, to examine if they had an effect on the selling. The conclusion of the study indicates that, with respect to the selling, it was best to have a store in a cluster and preferably in a cluster in a shopping mall.

The insurance industry in Taiwan has been more open and geared to the international standards during the recent years. At the same time, the Taiwanese and international financial industry has gone through drastic changes. Interest rate dropped and cost of material and human resource went up, leading to increased operation cost for insurance companies. In addition, the popularity of internet and elevated consumer awareness have challenged insurance companies¡¦ traditional marketing model ¡V direct sales force. Therefore, in order to cut down operation cost and expand the market, insurance companies started to develop diversified marketing channels, such as tele-marketing, bank insurance marketing, internet, TV direct sales, etc. New sales channels such as insurance agency and insurance broker also emerged at the same time. Every insurance company has different resources and competitive advantages, and hence created different marketing and operation models. Insurance companies hope to sell insurance through insurance brokers in order to lower operation cost. However, to avoid increasing bargaining power of insurance brokers, insurance companies are reluctant to overly rely on one or two insurance brokers. Insurance brokers, on the other hand, oftentimes recruit sales force from insurance companies to lower training cost. Such competition-cooperation relationship with insurance companies has shaped insurance brokers¡¦ operation model. This research is to analyze the industrial value chain within the insurance industry and to explore the potential operation models for insurance brokers via the five-force analysis of company L.

Made available in DSpace on 2015-03-05T19:14:41Z (GMT). No. of bitstreams: 0 Previous issue date: 27 / Nenhuma / Esta pesquisa examina se as organizações utilizam os Sistemas de Informação para prover aos seus gestores, de maneira compartilhada, as informações ambientais qualitativas e quantitativas, de forma a possibilitar a estruturação do Planejamento Estratégico, sob a perspectiva das Cinco Forças Competitivas de Porter. Para atingir o objetivo proposto, efetuou-se uma survey do tipo questionário por Internet, com um conjunto de questões fechadas e pontuadas pela escala Likert. Este foi respondido por 127 controllers de empresas constantes na revista Exame S/A, edição Maiores e Melhores, ano de 2006. Consideraram-se seis Blocos na elaboração do questionário, que serviram de base para a posterior análise dos dados, a saber: Controladoria e Tecnologia da Informação, Clientes, Fornecedores, Rivalidade, Produtos Substitutos e Novos Entrantes. A pesquisa, de natureza aplicada, utilizou-se de uma abordagem quantitativa que compreendeu as estatísticas descritiva e inferencial (correlação de Spearman), a análise multivariad / This research aimed to determine if the organizations make use of Information Systems to provide their managers, within the knowledge sharing concept, with qualitative and quantitative environmental information in order to outline the the strategic planning, in the perspective of Porter’s Five Competitive Forces. In order to accomplish this objective, a survey was carried out via internet, with a group of closed questions ranked by Likert’s scale. This research instrument was answered by 127 controllers working at companies selected in 2006’s Maiores e Melhores edition of Exame S/A Magazine. Six Factors were taken into consideration in the conception of the questionnaire, for later data analysis: Controllership and Information Technology, Customers, Suppliers, Competitive Rivalry, Substitute Products, Entry of New Competitors. For being an applied research, a quantitative approach was implemented to support the qualitative study, which covered the descriptive and inferential (Spearman’s correlation), multiv

Executive Summary In the complex world of today with customers as well as suppliers scattered around the world the inevitable outcome is complexity. Going back to the early days of industrialism companies to a large extent owned the whole chain from supplies to sales of the final products. An example is Ford, the company controlled almost the entire chain, they even established their own rubber plantation. During the last decades companies have switched to a more intense focus on their core competences leaving supporting services, raw material and components to others. Again, the manufacturing industry, using Ford as an example, uses sub-suppliers for components and material. Partly this is because today there is a far broader variety in what is produced according to customer’s different demands. Earlier people simply bought a car but today people have varying needs as well as a desire to express themselves by choosing model, color, rims et cetera. Today these companies are to a larger extent characterized as devel-opers-designers-assemblers. The choice was to investigate FläktWoods Jönköping, a Swedish company, part of FläktWoods Group. The company has been producing climate control equipment since 1918 as is considered as one of the world leaders in its line of business. Some of this company’s customer and product categories have been investigated together with relevant competition and relationships. An investigation regarding some of FläktWoods supplier categories and the related issues competition and relationships has also been performed. This has been done in order to understand how these matters are connected and affect each other as well as develop guidelines to handle these matters. In-terviews with different managers in the company have been conducted and the results were compared to related scientific literature. By studying FläktWoods certain patterns of internal as well as external relationships were found. It became clear that with an increased customer perceived complexity of products sold as well as complexity of components purchased by FläktWoods the importance and complexity of internal as well as external relationships increased. Also, with less competi-tion relationships also increased in importance. The outcome of these patterns is a framework structured in a number of steps that helps in forming these relationships by considering the nature of the products, components and competition. This can be seen as a tool for FläktWoods and potentially for other manufac-turing companies when forming different relationships.

ABSTRACT Title: The Internet and Marketing: A case study of SmartGuy AB. and PostNord AB. Level: D-Level Final Master Thesis in Business Administration Authors: Naa A. Allotey and Ashenafi T. Degefie Supervisor: Professor Akmal Hyder Date: 2013 June Aim: Technology has changed the way businesses are being done specifically in the internet marketing. Even though the growth & development of internet marketing is rapid, many new firms doing e-business are increasing. To make use of this ever increasing opportunity many companies without adequate knowledge and lack of concepts about internet marketing enter into this business that leads into failure. This study examines how businesses use the internet as an effective marketing tool in order to increase business efficiency and survive in the competitive business. The study also identifies the various problems that are affecting the internet marketing business and review possible strategies. Method: The study adopted a qualitative method through a deductive approach. Research questions were developed to gather the data. A semi structured interview was conducted with personnel from Nordpost and SmartGuy. The data was analysed and linked with the theory to provide answers to the research questions. To enhance the richness of the study secondary data sources has been employed in a form of scientific articles, literature, annual reports from the case companies and online sources.  Results and Conclusions: The result of this study shows that the rapid development of online marketing makes it imperative for businesses to seriously consider the internet as a marketing tool in order to remain competitive. There is no specific strategy to adopt but firms could develop internet marketing strategies depending on the nature of their business in order to cope up with the ever changing environment. It also identified the difficulties traditional marketers face when integrating internet marketing. The conclusion is that businesses can overcome the barriers affecting Internet marketing if they take time to identify their micro and macro environments and adopt appropriate strategies. Suggestions for future research: Although this study identified that there are some factors affecting the internet marketing and suggested key elements in developing e-marketing strategy, the results of this study and conclusion, to some extent have some limitations.  Firstly there are only two case companies investigated which makes it hard to generalize the outcomes. Secondly, current literatures in the area of study were very limited showing that researchers are not really giving time to this all important topic.  Thus future research could look more into this subject area, broaden the scope of the investigation to more companies and could also concentrate in the areas where there is a need for a unique strategy development for different internet companies. Future researchers could also look at how the transition from traditional to internet marketing could be made very simple. Contribution of the thesis: The study provides significant insights into the factors affecting internet marketing and e-business strategies that can be adopted to make it an effective marketing tool, a topic often overlooked by published material. Even though there are no specific e-marketing strategies to directly copy or implement, the study suggests specific areas a business should take into consideration while developing the strategy. For businesses, the question of using the internet as a marketing tool should be one of ‘when, why and how’. A well-structured and well thought out business plan which is still applicable is the backbone of any company who is going to be successful in the e-commerce industry.

Acompanhando a evolução dos meios de comunicação, as marcas da indústria ganharam força e popularidade, conquistando a confiança dos consumidores. Assim, as marcas de fabricantes consolidaram-se durante o século XX, simbolizando qualidade e status. Enquanto a indústria fortalecia a imagem das suas marcas junto aos consumidores, o poder de negociação do varejo decaía. No entanto, durante a década de 1970 o varejo iniciou um processo de transformação. Sua consolidação e internacionalização contribuíram para o aumento do seu poder de barganha frente às grandes indústrias. Em razão dos grandes volumes negociados o grande varejo passou a ser o principal veículo de distribuição dos produtos fabricados pela indústria. Inicia então uma relação de rivalidade entre a indústria e varejo. Diversas estratégias foram colocadas em prática pelo varejo de alimentos com o objetivo de ganhar competitividade frente aos concorrentes. O desenvolvimento de marcas próprias merece destaque em função da sua abrangência e disseminação no mundo. Diante desse cenário, o trabalho propõe um estudo sobre o desenvolvimento de marcas próprias, sob a perspectiva dos diversos agentes envolvidos: varejo supermercadista, indústria e consumidores. Logo, seu principal objetivo é apresentar informações atualizadas sobre o setor de marcas próprias no Brasil e no mundo, identificar os fatores que podem motivar ou restringir o seu desenvolvimento, analisar os possíveis efeitos e impactos da estratégia de marcas próprias sobre os seus agentes e identificar as forças competitivas envolvidas na indústria de marcas próprias. A Europa é a região onde as marcas próprias têm maior desenvolvimento e mantêm a sua participação consolidada no varejo. Um dos fatores que contribuem para a grande participação das marcas próprias no faturamento das redes supermercadistas instaladas na Europa é a alta concentração de mercado. Conforme as escalas sugeridas Bain (1968) e pelo governo dos Estados Unidos, no Horizontal Mergers Guidelines, de 1992, a concentração do setor supermercadista brasileiro calculada para o ano de 2010 é moderada. De acordo com último estudo de marcas próprias publicado pela Nielsen, a participação das marcas próprias representou 4.8% do faturamento das redes em 2010. Utilizando informações publicadas em trabalhos anteriores foram identificados os efeitos e impactos do desenvolvimento de marcas próprias, distinguidos como verticais e horizontais. Os impactos verticais envolvem os fornecedores, indústria e consumidores. Os impactos horizontais envolvem o varejista que desenvolve marcas próprias e as redes concorrentes. De acordo com literatura consultada foi possível identificar que os fatores motivadores para o desenvolvimento de rótulos privados são tão representativos para o varejo quanto para as empresas fabricantes. No entanto, em função do poder que as grandes redes exercem sobre a indústria, os reflexos negativos da estratégia de marcas próprias podem representar um risco muito maior para os fabricantes de marcas próprias do que para os varejistas. / Following the media evolution, industry brands gained strength and popularity, winning the confidence of its consumers. Manufacturer brands were consolidated during the twentieth century, symbolizing quality, reliability and status to its consumers. While the industry strengthened the image of their brands with consumers, the retail negotiation power crumbled. However, during the 1970s retailers began a transformation process. Their consolidation and internationalization have contributed to the increase in their bargaining power with large industries. Because of the large volumes traded the large retailers became the main distribution vehicle for products manufactured by the industry, starting a rivalry relationship between industry and retail. Several strategies were put in place by food retailing in order to gain a competitive edge against its competitors. The development of their own brands is noteworthy in light of its scope and spread throughout the world. In this scenario, the paper proposes a study on the development of private label brands, also called own brands, from the perspective of the various actors involved: retail, industry and consumers. Therefore, its main objective is to present updated information on the private label brands sector in Brazil and worldwide; to identify factors that may motivate or constrain their development, analyze potential effects and impacts of the own brands strategy on the actors and identify the competitive forces involved in the own brands industry. Europe is the region where private label brands have greater development and maintain their participation consolidated in the retail. One of the factors that contribute to the large share of private label brands in the revenues of supermarket chains based in Europe is the high market concentration. As the scales suggested by Bain, 1968 and the U.S. government, in the Horizontal Mergers Guidelines, 1992, the Brazilian supermarket sector concentration calculated for the year 2010 is moderate. According to the latest study on own brands published by Nielsen, the share of private label brands accounted for 4.8% of the chains revenues in 2010. Using data published in previous works we have identified the effects and impacts of the development of own brands, distinguished as vertical and horizontal. The vertical impacts involve suppliers, industry and consumers. The horizontal impacts involve the retailer that develops its own brands and competing chains. According to the literature, we found that the motivating factors for the development of private label brands are so representative for retail companies as they are for the manufacturers. However, due to the power that the major chains have on the industry, the negative effects of the strategy of own brands can represent a much higher risk for private label brands manufacturers than for retailers.

Acompanhando a evolução dos meios de comunicação, as marcas da indústria ganharam força e popularidade, conquistando a confiança dos consumidores. Assim, as marcas de fabricantes consolidaram-se durante o século XX, simbolizando qualidade e status. Enquanto a indústria fortalecia a imagem das suas marcas junto aos consumidores, o poder de negociação do varejo decaía. No entanto, durante a década de 1970 o varejo iniciou um processo de transformação. Sua consolidação e internacionalização contribuíram para o aumento do seu poder de barganha frente às grandes indústrias. Em razão dos grandes volumes negociados o grande varejo passou a ser o principal veículo de distribuição dos produtos fabricados pela indústria. Inicia então uma relação de rivalidade entre a indústria e varejo. Diversas estratégias foram colocadas em prática pelo varejo de alimentos com o objetivo de ganhar competitividade frente aos concorrentes. O desenvolvimento de marcas próprias merece destaque em função da sua abrangência e disseminação no mundo. Diante desse cenário, o trabalho propõe um estudo sobre o desenvolvimento de marcas próprias, sob a perspectiva dos diversos agentes envolvidos: varejo supermercadista, indústria e consumidores. Logo, seu principal objetivo é apresentar informações atualizadas sobre o setor de marcas próprias no Brasil e no mundo, identificar os fatores que podem motivar ou restringir o seu desenvolvimento, analisar os possíveis efeitos e impactos da estratégia de marcas próprias sobre os seus agentes e identificar as forças competitivas envolvidas na indústria de marcas próprias. A Europa é a região onde as marcas próprias têm maior desenvolvimento e mantêm a sua participação consolidada no varejo. Um dos fatores que contribuem para a grande participação das marcas próprias no faturamento das redes supermercadistas instaladas na Europa é a alta concentração de mercado. Conforme as escalas sugeridas Bain (1968) e pelo governo dos Estados Unidos, no Horizontal Mergers Guidelines, de 1992, a concentração do setor supermercadista brasileiro calculada para o ano de 2010 é moderada. De acordo com último estudo de marcas próprias publicado pela Nielsen, a participação das marcas próprias representou 4.8% do faturamento das redes em 2010. Utilizando informações publicadas em trabalhos anteriores foram identificados os efeitos e impactos do desenvolvimento de marcas próprias, distinguidos como verticais e horizontais. Os impactos verticais envolvem os fornecedores, indústria e consumidores. Os impactos horizontais envolvem o varejista que desenvolve marcas próprias e as redes concorrentes. De acordo com literatura consultada foi possível identificar que os fatores motivadores para o desenvolvimento de rótulos privados são tão representativos para o varejo quanto para as empresas fabricantes. No entanto, em função do poder que as grandes redes exercem sobre a indústria, os reflexos negativos da estratégia de marcas próprias podem representar um risco muito maior para os fabricantes de marcas próprias do que para os varejistas. / Following the media evolution, industry brands gained strength and popularity, winning the confidence of its consumers. Manufacturer brands were consolidated during the twentieth century, symbolizing quality, reliability and status to its consumers. While the industry strengthened the image of their brands with consumers, the retail negotiation power crumbled. However, during the 1970s retailers began a transformation process. Their consolidation and internationalization have contributed to the increase in their bargaining power with large industries. Because of the large volumes traded the large retailers became the main distribution vehicle for products manufactured by the industry, starting a rivalry relationship between industry and retail. Several strategies were put in place by food retailing in order to gain a competitive edge against its competitors. The development of their own brands is noteworthy in light of its scope and spread throughout the world. In this scenario, the paper proposes a study on the development of private label brands, also called own brands, from the perspective of the various actors involved: retail, industry and consumers. Therefore, its main objective is to present updated information on the private label brands sector in Brazil and worldwide; to identify factors that may motivate or constrain their development, analyze potential effects and impacts of the own brands strategy on the actors and identify the competitive forces involved in the own brands industry. Europe is the region where private label brands have greater development and maintain their participation consolidated in the retail. One of the factors that contribute to the large share of private label brands in the revenues of supermarket chains based in Europe is the high market concentration. As the scales suggested by Bain, 1968 and the U.S. government, in the Horizontal Mergers Guidelines, 1992, the Brazilian supermarket sector concentration calculated for the year 2010 is moderate. According to the latest study on own brands published by Nielsen, the share of private label brands accounted for 4.8% of the chains revenues in 2010. Using data published in previous works we have identified the effects and impacts of the development of own brands, distinguished as vertical and horizontal. The vertical impacts involve suppliers, industry and consumers. The horizontal impacts involve the retailer that develops its own brands and competing chains. According to the literature, we found that the motivating factors for the development of private label brands are so representative for retail companies as they are for the manufacturers. However, due to the power that the major chains have on the industry, the negative effects of the strategy of own brands can represent a much higher risk for private label brands manufacturers than for retailers.