Dynamic Planning and Management in the Securities Industry: Staying Competitive in a Changing Market Place |
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Page 32
... regional firm can spend $ 2 to $ 3 million a year in postage . And if new , more extensive marketing programs call for mass mailings , that sum can easily be doubled or tripled . In short , firms are spending money in many new areas ...
... regional firm can spend $ 2 to $ 3 million a year in postage . And if new , more extensive marketing programs call for mass mailings , that sum can easily be doubled or tripled . In short , firms are spending money in many new areas ...
Page 203
... regionals , however , have the resources needed even to consider this option . For most regional firms , a more specialized , limited position is preferable or even a necessity . It is not a simple task to scale back from being a major ...
... regionals , however , have the resources needed even to consider this option . For most regional firms , a more specialized , limited position is preferable or even a necessity . It is not a simple task to scale back from being a major ...
Page 226
... firms , requires a maximum of current investment , but runs the lowest risk of being technologically preempted . It ... Regional firms are saying that in the past large firms spent millions , made all the mistakes , and finally developed ...
... firms , requires a maximum of current investment , but runs the lowest risk of being technologically preempted . It ... Regional firms are saying that in the past large firms spent millions , made all the mistakes , and finally developed ...
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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