Dynamic Planning and Management in the Securities Industry: Staying Competitive in a Changing Market PlaceNew York Institute of Finance, 1987 - 284 páginas |
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Página 32
... Merrill Lynch ) were considerably worse than the strongest regional firms ( such as A.G. Edwards and D.A. David- son ) . The key difference seems to be that large firms built up too large a fixed - cost base , whereas some regional ...
... Merrill Lynch ) were considerably worse than the strongest regional firms ( such as A.G. Edwards and D.A. David- son ) . The key difference seems to be that large firms built up too large a fixed - cost base , whereas some regional ...
Página 153
... Merrill Lynch in mid - 1984 made it clear that they would reorganize around narrow market segments , producing ... Merrill Lynch's specific markets , is the product of a two - year developmental study of the company's markets , products ...
... Merrill Lynch in mid - 1984 made it clear that they would reorganize around narrow market segments , producing ... Merrill Lynch's specific markets , is the product of a two - year developmental study of the company's markets , products ...
Términos y frases comunes
account executives achieve actions advertising analysis analyzed areas basic branch manager broad brokerage firms budgets bull market capital chapter clear clients companies competition competitors create crucial culture customers deal decisions detailed develop economies of scale effective entity evaluation example executive committee firm's strategy fixed costs focus focused growth highly human resource implementation important individual investment involved issues larger firms long-term major managerial market research market segment market share marketing managers marketing plan marketing program marketing strategy Merrill Lynch objectives organization organizational Philip Kotler planning approach planning model planning process position problems Procter & Gamble product manager profits recruiting regional firms revenues sales force securities industry selling skills smaller firms sophisticated statement step strategic business units strategic plan structure task top management usually viable virtually