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 94
... market growth vs. the firm's capability or segment profitability vs. the firm's current resource allocation ) . It is also at this phase that one of the most valuable " products " that can emerge from any business research may surface ...
... market growth vs. the firm's capability or segment profitability vs. the firm's current resource allocation ) . It is also at this phase that one of the most valuable " products " that can emerge from any business research may surface ...
Página 123
Staying Competitive in a Changing Market Place Donald F. Howard. PRODUCT OR MARKET SEGMENT INVESTMENT STRATEGIES Growing out of the product portfolio concept , a number of basic product or market segment ( ideally product / market ...
Staying Competitive in a Changing Market Place Donald F. Howard. PRODUCT OR MARKET SEGMENT INVESTMENT STRATEGIES Growing out of the product portfolio concept , a number of basic product or market segment ( ideally product / market ...
Página 175
... marketing programs are much easier to develop . Family Life Cycles . There are many other ways to segment markets . Appendix D shows nine major buying behaviors in the family life cycle , along with the typical buying patterns and the ...
... marketing programs are much easier to develop . Family Life Cycles . There are many other ways to segment markets . Appendix D shows nine major buying behaviors in the family life cycle , along with the typical buying patterns and the ...
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