Dynamic Planning and Management in the Securities Industry: Staying Competitive in a Changing Market Place |
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Page 23
... difficult , the market is becoming more difficult also . In this chapter we discuss some of the changing factors in the marketplace : loss of the historic bases of business ; industry concentration brought on by the entry of giant firms ...
... difficult , the market is becoming more difficult also . In this chapter we discuss some of the changing factors in the marketplace : loss of the historic bases of business ; industry concentration brought on by the entry of giant firms ...
Page 83
... difficult to measure progress , much less to decide what actions are needed to get back on track if midterm results ... difficult to quantify . Despite the difficulty , a strong effort must be made to find a means 83 Approach A ...
... difficult to measure progress , much less to decide what actions are needed to get back on track if midterm results ... difficult to quantify . Despite the difficulty , a strong effort must be made to find a means 83 Approach A ...
Page 102
... difficult to quantify . Despite the difficulty , a concerted effort must be made to find a means of quantifying every objective . Experience has shown that , with sufficient work , almost any objective can be quantified . Actions ...
... difficult to quantify . Despite the difficulty , a concerted effort must be made to find a means of quantifying every objective . Experience has shown that , with sufficient work , almost any objective can be quantified . Actions ...
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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