Alibaba Group

| Valuation BMW Group | BUSM31 – Strategic Financial Management | 2010-10-27 | Group 14 | | | Tutor: Authors: Måns Kjellsson Daniel Hedevåg Jonas Karlsson Mathias Ljungberg Jakob Tuvehjelm Background BMW is one of the ten largest automobile manufacturers in the world, with an annual production of 1.3 million cars (2009). It is furthermore one of the leading manufacturers in the premium car segment. BMW Group brand portfolio includes in addition

Brand Positioning Submitted by: Rishi Dewan PGDM-Marketing (DCP) IMT Ghaziabad Contents Introduction 2 Process of Positioning 3 Strategies of Positioning 5 Positioning by Product attributes 5 Positioning by Quality 5 Positioning by Price 6 Positioning by User Category 7 Positioning by Use 8 Positioning by Competitor 9 Positioning by Celebration 10 Positioning Errors: 11 1. Under-positioning 11 2. Over Positioning 11 3. Confused positioning 12 4

Marketing Home assignment Market research Market research report of the Volkswagen Golf VI. [pic] Table of contents Table of contents 2 Introduction 3 Market research 4 Defining the problem and research objectives 4 Developing the research plan for collecting information 5 Implementing the plan, collecting and analyzing data 7 Interpreting and reporting the findings 8 Conclusion what the market research tell us 8 The application part of the Market Research 9

Executive summary India is a developing country with an emerging automobile sector that grew rapidly over the past few years. It has become Eleventh largest passenger car producer. India is the largest democracy in the world. Recently Indian Government also came up with their ‘Auto Policy’ and the vision of this policy is “To establish a globally competitive automotive industry in India and to double its contribution to the economy by 2010.” The Indian automotive industry has already attained a

1. Introduction: This study attempts to research and analyze both second hand literature as well as first hand observation. The report also plans to discuss the effects of retail image, personality and brand and their interrelations between the supermarkets, Coles and Woolworths in particular at the Westfield Kotara site. 2. Literature Review: Dong-Mo Koo’s study “Interrelationships among Store Images, Store Satisfaction, and Store Loyalty among Korea Discount Retail Patrons” analyses the concept

CORPORATE SOCIAL RESPONSIBILITY (CSR) is a term describing a company’s obligation to be accountable to all of its stakeholder in all its operation and activities. Socially responsible companies consider the full scope of their impact on communities and the environment when making decisions, balancing the needs of stakeholder with their need to make profit. A company’s stakeholders are all those who are influenced by and can influence a company’s decisions and action, both locally and globally. Business

of cultures existing in one of the most heavily populated and concentrated cities in the world. It is characterized by fifty-six ethnic groups, divided only by the history of their origin. The major groups that are referenced throughout the history of Mexico City, and the country as a whole, are known as mestizos, criollos, and Indians. These three prominent groups, derived from the colonial caste system, are defined as those of mixed native and European ancestry, the descendants of the Spaniards,

Wooden notes, ‘differences in pay, occupational status and probability of employment’ between migrants and people of ethnic background, in comparison to Anglo-Saxon Australians ‘reflects differences in the average productive capabilities of the two groups’ (1994, p.220; cited in Ho and Alcorso, 2004, p.239). This emphasises the pre-conceived perception that they are less productive in the workforce and are in turn inferior. Hence, it suggests that they are less likely to achieve employment in the recruitment

Autonomous business unit operations Uniform Policies across the Tata Group SBU’s annual contribution system

CMR Enterprises The budding entrepreneur Sam Marcus along with investor Mr. Walter saw the potential of dynamic growth in Mike’s cabinet making company and purchased a small 25 year old cabinet-making company from its founder 2 year earlier. The company competed in basically two segments, commercial and residential construction markets. Sam envisioned the company to grow to 70 Million in sales by 2007. Though commercial market offered the growth opportunity, the operating cycles were rigid because