Recent orders
New Orleans is a city in southern Louisiana
New Orleans is a city in southern Louisiana, located on the Mississippi River. Most of the city is situated on the east bank, between the river and Lake Pontchartrain to the north. Because it was built on a great turn of the river, it is known as the Crescent City. New Orleans, with a population of 496,938 (1990 census), is the largest city in Louisiana and one of the principal cities of the South. It was established on the high ground nearest the mouth of the Mississippi, which is 177 km (110 mi) downstream. Elevations range from 3.65 m (12 ft) above sea level to 2 m (6.5 ft) below; as a result, an ingenious system of water pumps, drainage canals, and levees has been built to protect the city from flooding.
New Orleans was founded in 1718 by Jean Baptiste Le Moyne, sieur de Bienville, and named for the regent of France, Philippe II, duc d’Orleans. It remained a French colony until 1763, when it was transferred to the Spanish. In 1800, Spain ceded it back to France; in 1803, New Orleans, along with the entire Louisiana Purchase, was sold by Napoleon I to the United States. It was the site of the Battle of New Orleans (1815) in the War of 1812. During the Civil War the city was besieged by Union ships under Adm. David Farragut; it fell on Apr. 25, 1862.
And that’s what it say’s in the books, a bit more, but nothing else of interest. This is too bad, New Orleans , as a city, has a wide and diverse history that reads as if it were a utopian society built to survive the troubles of the future. New Orleans is a place where Africans, Indians and European settlers shared their cultures and intermingled. Encouraged by the French government, this strategy for producing a durable culture in a difficult place marked New Orleans as different and special from its inception and continues to distinguish the city today.
Like the early American settlements along Massachusetts Bay and Chesapeake Bay, New Orleans served as a distinctive cultural gateway to North America, where peoples from Europe and Africa initially intertwined their lives and customs with those of the native inhabitants of the New World. The resulting way of life differed dramatically from the culture than was spawned in the English colonies of North America. New Orleans Creole population (those with ancestry rooted in the city’s colonial era) ensured not only that English was not the prevailing language but also that Protestantism was scorned, public education unheralded, and democratic government untried. Isolation helped to nourish the differences.
From its founding in 1718 until the early nineteenth century, New Orleans remained far removed from the patterns of living in early Massachusetts or Virginia. Established a century after those seminal Anglo-Saxon places, it remained for the next hundred years an outpost for the French and Spanish until Napoleon sold it to the United States with the rest of the Louisiana purchase in 1803.
Even though steamboats and sailing ships connected French Louisiana to the rest of the country, New Orleans guarded its own way of life. True, it became Dixie’s chief cotton and slave market, but it always remained a strange place in the American South. American newcomers from the South as well as the North recoiled when they encountered the prevailing French language of the city, its dominant Catholicism, its bawdy sensual delights, or its proud free black and slave inhabitants; In short, its deeply rooted Creole population and their peculiar traditions. Rapid influxes of non-southern population compounded the peculiarity of its Creole past. Until the mid-nineteenth century, a greater number of migrants arrived in the boomtown from northern states such as New York and Pennsylvania than from the Old South. And to complicate its social makeup further, more foreign immigrants than Americans came to take up residence in the city almost to the beginning of the twentieth century.
The largest waves of immigrants came from Ireland and Germany. In certain neighborhoods, their descendants’ dialects would make visitors feel like they were back in Brooklyn or Chicago. From 1820 to 1870, the Irish and Germans made New Orleans one of the main immigration ports in the nation, second only to New York, but ahead of Boston, Philadelphia, and Baltimore. New Orleans also was the first city in America to host a significant settlement of Italians, Greeks, Croatians, and Filipinos.
THE AFRICANS:
African Americans compile about half of the city of New Orleans population to date. How did this come about? Well, during the eighteenth century, Africans came to the city directly from West Africa. The majority passed neither through the West Indies nor South America, so they developed complicated relations with both the Indian and Europeans. Their descendants born in the colony were also called Creoles. The Spanish rulers (1765-1802) reached out to the black population for support against the French settlers; in doing so, they allowed many to buy their own freedom. These free black settlers along with Creole slaves formed the earliest black urban settlement in North America. Black
American immigrants found them to be quite exotic, for the black Creoles were Catholic, French or Creole speakers, and accustomed to an entirely different lifestyle. The native Creole population and the American newcomers resolved some of their conflicts by living in different areas of the city. Eventually, the Americans concentrated their numbers in new uptown neighborhoods. For a certain period (1836-1852), they even ran separate municipal governments to avoid severe political, economic, and cultural clashes. Evidence of this early cleavage still survives in the city’s oldest quarters.
During the infamous Atlantic slave trade, thousands of Muslims from the Senegambia and Sudan were kidnapped or captured in local wars and sold into slavery. In America, these same Muslims converted other Africans and Amerindians to Islam. As the great Port of New Orleans was a major point of entry for merchant ships, holds bursting with human, African cargo, the Port was also, unbeknownst to many, a major point of entry for captured Muslims (most often prisoners of local wars) who certainly brought with them their only possession unable to be stripped from them by their captors, their religion, Islamic.
The historical record of shipping manifests attests to the fact that the majority of slaving merchant vessels that deposited their goods at the mouth of the Mississippi took on their cargoes from those areas of West Africa with significant Muslim population. As the Islamic belief system forbids suicide and encourages patient perseverance, the middle-passage survival rate of captured African
Muslims was quite high. For example, one such courageous survivor was Ibrahima Abdur Rahman, son of the king of the Fulani people of the Senegambia region, named “The Prince”” by his master Thomas Foster of Natchez
NEW OFFERING AND THE TARGET MARKET AN ADVANCED SMARTWATCH
NEW OFFERING AND THE TARGET MARKET: AN ADVANCED SMARTWATCH
Author
Course
Instructor
Date
The Product
Core Product Description
Smartwatches are becoming popular by the day and many people have accepted this technology and gotten hooked to the idea of a wearable that is as smart as their mobile phone. Some of the greatest features of smartwatches and other wearables is how they are able to monitor pulse rate, record pedometers, track physical activities, monitor the blood pressure, record sleep and sleep patterns, and couple up as time keeping gadgets (Dutot, Bhatiasevi, & Bellallahom, 2019). However, as technology advances, these gadgets have been somewhat slow to adapt new changes. Therefore, the proposed smartwatch will go a step further to include maps, voice-activated commands, full screen picture taking, and video call features to add on to the already amazing features. The idea is to make the smartwatch operate fully like a smartwatch, with the convenience of being hands-free. The problem of having so many smart gadgets can be solved by enabling the smartwatch to have similar features to a smartphone, allowing one to stay without using their mobile phone for some time when at work, in meetings, in class, doing physical exercises, on a plane, driving, and so on. By giving the smartwatch more features, the bulkiness of the smartphone will be avoided. I love the smartwatch and I am addicted to the benefits it presents. As a frequent user, I noticed that sometimes I needed to use my phone mid-activity and wished that my watch had the same capabilities. Upon researching, no company manufactures smartwatches will all of the features mentioned. Therefore, I began with a product I love and considered ways to make it even better.
SWOT Analysis
Strengths
Access to huge amounts of data relevant to one’s health and fitness including nutrition and weather information for purposes of exercising and other outdoor activities. These amounts of data will eventually be used to provide suggestions based on one’s registered weight, height, physical activities, sleep patterns, health and nutrition data, and so on.
Creates a community of individuals with similar fitness, health, nutrition, and other goals via the many apps that show you other people with similar devices around one’s area.
Many designs to choose from in relation to one’s tastes and preferences
Availability of many apps for working out and better features such as navigation, voice activated texting while using other apps, vice command picture taking, and other brilliant features unavailable in the wearables market today
Can be used to call for help for the elderly and children in case of an emergency without the need to physically dial numbers
Low cost of production
Hardware integration with other open systems such as sound systems, smart TVs, and so on.
Language control
Weaknesses
Very new in the market and may not be accepted by users
Very low profit margins
Does not have its own operating software and will need to partner with other third party providers
Inaccuracy may lead to poor decisions because the smartwatch uses sensors and estimates to make recommendations
Striking similarity to a mobile phone may not be appealing to price sensitive consumers
Opportunities
More apps are needed as people begin to embrace the idea of meeting online for comparisons
More accurate measuring apps will be needed in the near future and the use of maps may help to achieve this
Growing demand for smartwatches and other wearables
Changing customer needs and preferences
Growth of a culture of physical exercising and nutrition conscious users
More people getting into sports
Threats
Competition from already established brands such as Samsung and Apple
Acceptance from users who already own reputable brands
Rapid changes in technology
Changing needs of consumers
Desirability of the Wearables Market
The wearables market is one that is changing rapidly due to the advancement of technology versus the changing consumer needs and preferences.
Six Forces of Competition
Threat of New Entrants
The threat of new entrants into the wearables industry is high. There are many players entering the market including small startup companies to global giants like Samsung and Apple. The money is open to all players. The Chinese manufacturers have also flooded the market with cheap alternatives making it easier for new entrants to penetrate the market. The number of new entrants are increasing due to the growth of the wearables market (Nasiri, 2019). As such, more companies will continue to enter as technology improves and the cost of production remains low.
Rivalry among Existing Firms
Competition is low for the top-tier wearables including products with many features. However, for mid-level products with basic fitness and health features, the competition is very high. The changing technological advancements have made the industry very unpredictable (Ferreira et al., 2021). As a result, heavy investments into wearables are only made by well established companies. Other players invest in low cost production for the mid-level market.
Threat of Substitute Products
Threat from substitutes is very low because of the newness of products relating to smartwatches and other smart designs. Apart from mobile phones, no other gadget comes close to replacing smartwatches in the wearables industry. However, as more companies continue to enter the market, the alternatives will flood the industry (Singh & Majumdar, 2018). At that moment, the substitute products will be a major threat. Currently, issues relating to regulations, technological limitations, battery technology issues, acceptable weight, and the operating systems will dictate whether new products will reach their target markets.
Bargaining Power of Buyers
The bargaining power of buyers is at a medium level currently because of the uncertainty of new technology and the economic impact of buying another gadget with limited features compared to the smartphone. At the moment, the bargaining power of buyers is highest for wearable sin niche markets such as health and fitness tracking as well as medical monitoring (Singh & Majumdar, 2018). The industry is battling several challenges such as the accessibility of pricing, uniqueness, specialization, operating system competitiveness, battery supply, and other issues. As such, buyers are finding ways to leverage their bargaining capacity.
Bargaining Power of Suppliers
The bargaining power of suppliers is very low. The entry of more players into the wearables industry and market and the gradual entry of more products has led to the loss of their bargaining power (Singh & Majumdar, 2018). As more companies enter the market, the suppliers have also flooded the market, meaning more choices for the buyer and a loss of leverage.
Power of other Major Stakeholders
The main stakeholders include governments, the public, and the shareholders. Government have power to impact every other force (Chatfield & Reddick, 2018). Through regulations, taxation, and other legal issues, governments can directly and indirectly affect the industry, both positively and negatively. The public also dictates direction of technology through needs and preferences. Lastly, shareholders are becoming more active participants in decision making, with the potential to change the direction of the industry.
The Target Market and Positioning of the Product
For the smartwatch, the market will be segmented according to income, age, and other devices used. The product relies on the user already having a smartphone that supports it in terms of the extra features such as messaging, video calling, navigation, and infotainment. Therefore, the target market for the product will include millennials aged between 18 and 33 years in age because as noted by Dash, Kiefer, & Paul (2021), they are one of the largest groups of smartphone owners and users. However, the said group is not in the income group that favors the pricing strategy of the product. Millennials are largely low-income earners and have been classified as discount/deal shoppers (Anshari et al., 2019). Therefore, the target market will further include another group of older individuals of working class health and fitness enthusiasts looking for a device that applies for physical activities and can also be used at the office because of its convenience.
As noted above, the millennials group is worth pursuing because of how they fit the criteria of a large group of smartphone users. The segment brings huge numbers and influence on social media and other e-word of mouth avenues. The older working class fitness and health enthusiast category is chosen for the financial capability to afford the higher end models. They bring high disposable income. Combined, these two segments will create a culture and influence others to buy the product.
For the target market, the positioning of the product is based on the features available and the benefits it brings to users. The product is positioned as a time teller, a travel companion, a device to help find other gadgets, good fitness and health trackers, a nutrition companion, easy to make calls and reply messages while doing other things, a multitasking accessory, beauty and aesthetics, notifications on the user’s wrist, navigation, vice command, and full connectivity everywhere.
Product Pricing Justification
The product will have three distinct prices for the two target markets identified above: the entry level price for the basic model going for $62-$70, the mid-level model going for $94-$170, and the top tier model going for $180-$300. The first prices are for the larger market of millennials looking to own the popular gadgets but do not have enough money to buy the high end models. It is also a competition-based price aimed at penetrating the market and creating a following (Sammut‐Bonnici & Channon, 2015). The mid prices are for both the younger and older target markets with the ability to own the high end brands but are price sensitive due to income and other issues such as uncertainty. This price uses the cost-plus pricing strategy to create profits in the long term (Guilding, Drury, & Tayles, 2005). The last category of prices is for the price insensitive individual with high disposable income. Here, prestige pricing is used to create an image and capture value for the long term needs of the company (Kumcu & McClure, 2003). These strategies will ensure that the product is acceptable in the target markets.
References
Anshari, M., Alas, Y., Razzaq, A., Shahrill, M., & Lim, S. A. (2019). Millennials Consumers’ Behaviors between Trends and Experiments. International Journal of Cyber Behavior, Psychology and Learning (IJCBPL), 9(4), 45-60.
Chatfield, A. T., & Reddick, C. G. (2018). The role of policy entrepreneurs in open government data policy innovation diffusion: An analysis of Australian Federal and State Governments. Government Information Quarterly, 35(1), 123-134.
Dash, G., Kiefer, K., & Paul, J. (2021). Marketing-to-Millennials: Marketing 4.0, customer satisfaction and purchase intention. Journal of Business Research, 122, 608-620.
Dutot, V., Bhatiasevi, V., & Bellallahom, N. (2019). Applying the technology acceptance model in a three-countries study of smartwatch adoption. The Journal of High Technology Management Research, 30(1), 1-14.
Ferreira, J. J., Fernandes, C. I., Rammal, H. G., & Veiga, P. M. (2021). Wearable technology and consumer interaction: A systematic review and research agenda. Computers in Human Behavior, 106710.
Guilding, C., Drury, C., & Tayles, M. (2005). An empirical investigation of the importance of cost-plus pricing. Managerial Auditing Journal, 20(2), 125-137.
Kumcu, E., & McClure, J. E. (2003). Explaining prestige pricing: an alternative to back-bending demand. Marketing Education Review, 13(1), 49-57.
Nasiri, N. (2019). Introductory Chapter: Wearable Technologies for Healthcare Monitoring. Wearable Devices: the Big Wave of Innovation, 3.
Sammut‐Bonnici, T., & Channon, D. F. (2015). Pricing strategy. Wiley Encyclopedia of Management, 1-3.
Singh, R. R., & Majumdar, S. K. (2018). Wearable internet of things (WIoT): Opportunities, challenges and business models for digital entrepreneurs. International Journal on Recent Trends in Business and Tourism (IJRTBT), 2(4), 43-52.
New Instruction for Car Production
New Instruction for Car Production
This business simulation is for student to practice business. We use CESIM, An on-line simulation designed for strategy and international business studies. It develops students’ understanding of the complexity of global business operations in a dynamic, competitive environment.
For my assignment, my product for this case study is Mobile phone. We are set as a team consists of 3 members and will have to compete with other 3 teams in our classroom. There are 6 rounds and each round I will have different role. First and Fourth round I will act as head of marketing department which has to be responsibility for Production and R&D
But after 4th round is finished there will be a results and I have to write this Critical Appraisal Report 1
Read all contents!!!!
Table of Contents
TOC o “1-3” h z u 1. Instructions of my report PAGEREF _Toc263352737 h 1
2.Report requirement structures PAGEREF _Toc263352738 h 2
Example report note that content is different from my group PAGEREF _Toc263352739 h 5
Review theories and concept to your decision area2 PAGEREF _Toc263352740 h 8
1. Instructions of my report
Study market outlook / Result of round / Example report
Access to the CESIM.com / cesim handbooks
ID. Paknikop@culcuni.coventry.ac.ukPW. 123456
Go to decision topic and study each topic from left to right Start from suggested steps – decision checklists
Study the result from the round available in attached file(result) there’ll be all group results in the the CESIM.com ID. Paknikop@culcuni.coventry.ac.uk PW. 123456
For the result of each round click RESULTS on the top of the page and choose the latest round It will show result of each group, my group named: CRIT
Use the sources from the required reference lists files only (see attached file) There is an online libraly of my university
http://locate.coventry.ac.uk/primo_library/libweb/action/search.do?dscnt=1&fromLogin=true&vid=LON_VU1&fromLogin=truePlease log-in to read the textbook for research
ID. Paknikop
PW. P123456!
(a minimum list of 10 sources including 5 academic textbook and 5 academic journal in subject area under review presented in CU Harvard style)
Note: If there is additional sources you need to write, please make sure it is academic textbook and journal and it is available online for everyone to access.
2.Report requirement structures
Please cover all required elements
1.Background
1.1 Justification of your department role – minimum 100 words
my role is which response for Production and R&D director which is responsible for Investment of plants / capacity allocation/ investment in R&D please see CESIM handbook
explain what is this role / how this role is important in this business
Position analysis (environmental analysis) 150 words
covering three dimension which is Micro analysis Micro analysis and Internal firm analysis in position analysis- (study from market outlook below: and answer
Macro- whats market environment is like? ( from market outlook)
Micro- analysis of micro position such as details what competitor is like and needed / life cycle of stage /SWOT
Market outlooks
Demand
The war in Oilistan is over and oil exports have returned to normal levels. There are however other news impacting the demand of handsets: It has already become a standard that passengers can freely use mobile phones on airplanes. Now there has been a suspicious case regarding an airplane crash in southern China. The plane had crashed immediately after taking off, but luckily the amount of casualties was rather limited. Some of the survivors said that they had seen a mobile handset exploding while a passenger was using it intensely for video-conferencing. This event was widely published all over the world and it has tamed the markets for new handsets. In the USA the demand for handsets is expected to decrease by about 3% and in Asia by about 7%. European demand is expected to remain unchanged.
Costs
Transportation costs diminish by approximately 6% as the price of oil takes corrective downward action. Production costs are expected to remain constant. Outsourcing capacity continues to rise: expected capacity is 13% in USA and 19% in China. As a result, outsourcing costs have fallen 4-6%.
Finance
Once again the corporate tax-rate in Asia is raised. It is now up to 22%. Concerns about the competitiveness of the Chinese economy results in the Central Bank of China selling a large amount of Rmb into the FX market. Consequently Rmb falls nearly 10% against USD. The Euro rebounds. Interest rates are up half a percentage point in China, and up a quarter in the USA. European interest rates are down a quarter.
2. Critical review of academic literature (theories, concept and frameworks) appropriate and relevant to your department/decision area/operation focus. (minimum 1000 words)
Make sure you cover all these
how these stategies relate to this business
how it will effect on the business simulation decision
how these strategy/theories will apply to the business
( must include figures n tables graphs – see example page 5 for guideline you can use same flame work as example just analysis in you own words)
Minimum 3 theories
Required theories are!!!!!!!!!!!!
Ansoff’s matrix theory:
Product life cycle
References
(a minimum list of 10 sources including 5 academic textbook and 5 academic journal in subject area under review presented in Harvard style)
Use the sources from the required reference lists files only (see attached file) There is an online libraly of my university
http://locate.coventry.ac.uk/primo_library/libweb/action/search.do?dscnt=1&fromLogin=true&vid=LON_VU1&fromLogin=truePlease log-in to read the textbook for research
ID. Paknikop
PW. P123456!
(a minimum list of 10 sources including 5 academic textbook and 5 academic journal in subject area under review presented in CU Harvard style)
Note: If there is additional sources you need to write, please make sure it is academic textbook and journal and it is available online for everyone to access.
Example report note that content is different from my groupResource-Based Theory
This is the theory that related to achieve competitive advantage (Barney and Clark, 2007). There are five factors to strategy analysis as following:
Resources – identify and classify the organisation’s resources. Appraise strengths and weaknesses of the organisation.
Capabilities – identify the organisation’s capabilities: what can it do more effectively or efficiently than its competitors?
Competitive advantage – appraise the potential of resources and capabilities in terms of their potential to lead to sustainable competitive advantage and immediate return.
Strategy – Select strategy which best exploits organisation resources and capabilities relative to external opportunities.
Resources – Identify resource gaps which need to be filled. Invest in replenishing, augmenting and upgrading the resource base of the organisation.
This theory can identify the resources that the organisation focused on competitive advantage which make an organisation more successful than other in a competitive environment.
Ansoff’s matrix theory
Figure 9: Ansoff’s Matrix
Source: Aburto, t. (2010)
Ansoff’s matrix theory can define about the market growth strategy in term of product and market (Ansoff, 1965). There are four criteria to identify in this theory such as market penetration, product development, market development and diversification (Figure 9). In this round, I expected to use the market penetration criteria to analyse the business focuses on selling existing products in the existing markets. There are many solutions to maintain and increase more market share of current products. First, I can use the competitive pricing strategy to set and dumb the selling price to beat and gain more sales revenue. Advertising and sales promotion can help the organisation to attract the customer for purchasing more on our products due to the interested in features and image of organisation. Moreover, restructure a mature market by driving out competitor can be the difference strategy that will drive the organisation look difference from the other. I can use the promotional campaign and supported by pricing strategy to gain more attractiveness. I can use this theory to analyse R&D department to develop more features and make attractive to the customer.
Product Life Cycle
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Figure 9: Product Life Kotler and Keller (2012)
According to Zolfani et al. (2012), they pointed out the concept of Sakai et al. (2003) and Chen et al. (2006) that Product Life Cycle (PLC) could describe the possible product policies in different stages of PLC as well as helps the enterprise to compare its product with the former similar product to estimate the performance of the products that would be introduced to the market. Kotler and Keller (2012) divided the PLC into four main stages included introduction, growth, maturity and decline. The PLC was appropriated approach to help me define the stage of product in the overall market. As illustrated in figure 9, there was no sale for introduction and decline stages. Tech 3 and 4 were decided to place into growth stage and tech 1 and 2 were placed into maturity stage by based on the analysis of last round.
BCG matrix
The Boston Consulting Group or BCG matrix was useful tool to determine the attractiveness and balance of business portfolio under market share and market growth criteria (Johnson et al. 2012). It was relevance to estimate the growth demand of each product in order to expand capacity properly. As described in figure 10, tech 4 was in stars stage, which had a highest market share (94.75%) in a growing market from last round. The company needs heavy investment to sustain or raise the market share of product in this stage. Tech 2 and tech 3 had high market growth but did not have high market share yet. Tech 1 had a high market share in a mature market that less investment needed.
4419600
Figure 10: The Portfolio Analysis (BCG matrix) during round 6 adapted from Johnson et al. (2011)
Review theories and concept to your decision area2As Roth et al have indicated that significant of competitive advantage of the manufacturing function as the cost, delivery, flexibility, and the quality and the significant relation of the function and the company’s business strategy which the function will support business successfully (Roth et al, 1989). This contributes to the developmental strategy of company according to the situation analysis.
Initially, the simple way to generate the strategic direction of the company from the four aspects is Ansoff Matrix strategy (Johnson et al, 2011). The company developed strategy as market penetration to the exiting market with existing product as the product with low growth according to the situation analysis and product development as adding feature to the growth product. The based situation analysis of the company conduct the cooperate strategy of the company according to the product category and geographic (See figure5).
Figure 5: Anoff Matix
In additional, the market share and market growth of the company are determined the business portfolio of BCG matrix (Johnson et al, 2011). As the main four aspects in BCG matrix, as the star defined as the tech 4 of company in both Europe and USA due to the continually high growth of this product as well as high market share. Importantly, the tech 1, especially in Asia, is cash cow as the first position in the market of the company and it is the highest profitably product of the company (See figure6).
Figure 6: BCG Matix
As well as, the Product lifecycle demonstrate the stage of the product in the market from the introduction, which product is high and rapidly grow to the market to the decline stage (Kotler et al, 2009). Due to the situation analysis, there are an obvious product stages which emphasized to the developmental strategy of the product such as the promotion to ensure the increased of demand of customers towards the company.
Figure 7: Product lifecycle
Although the above framework are supporting the business strategy in perspective of demand and production in this round, the law of demand and supply are examined. Basically, there is an increased of price due to demand higher that supply, meanwhile, there is a decreased of price, if supply over than demand as its call surplus (Peterson, 1986). There is also the essential of equilibrium point, which encourage the company to balancing the demand and supply (See figure8). As Fisher mentioned that the company has first step of demand consideration before contrive the supply of the company (Fisher, 1997).
Figure 8: Demand and supply graph
Despite of the underlying of demand, the “just in time” model are applied to emphasized effectiveness of manufacturing of the company as leads to zero wasted, and zero inventory which impact the cost (Proctor, 2012). Meanwhile, the economic of scale, which there is a dominant of relation of the average cost and produced units, contribute the to cheaper unit cost (Spencer, 1974)
– References)
Aburto, T. (2010) Ansoff’s Matrix For Marketing Objectives [online] available from http://taydeaburto.com/ansoff-matrix-for-marketing-objective/ [4 June 2013]
Ansoff, I. (1965) Corporate Strategy. New York: McGraw-Hill
Avadhani, V. (2010) Investment management. Mumbai: Himalaya Pub. House.
Barney, J. and Clark, D. (2007) Resource-based theory. Oxford: Oxford University Press.
Brooks, R. and Barnett, S. (2006) IMF Working Papers : What’s Driving Investment in China? Washington: International Monetary Fund (IMF)
Cesim (2013) Ratio and key financial indicators [online] available from http://sim.cesim.com/results/gc/AreaReportGlobalPage?51 [16 June 2013]
Grant, R.M., “The resource-based theory of competitive advantage: implications for strategy formulation”, California Management Review, Vol. 33 No. 3, Spring 1991, pp. 114-35.
Reid, P., P. and Schriesheim, A. (1996) Foreign Participation in U.S. Research and Development: Asset or Liability? Washington: National Academies Press
Becker, B.E. and Olson, C.A. (1992) Union and firm profit. Industry relation, 31.
Cesim, (2013) [online] Available at: http://sim.cesim.com/results/gc/FinancialStatementsGlobalPage?82 [Accessed: 4 Mar 2013].
Douglas, D. and Raghuram, R. (2001) Liquidity Risk, Liquidity Creation, and Financial Fragility: A Theory of Banking. journal of Political Economy, 109 (2).
Johnson, G., Whittington, R. and Scholes, K. (2011) ‘Exploring Strategy’
Kotler et al, (2012) Marketing Management, 2ed edition, 2009, Pearson Education Limited, Essex, England
Lumby, S. (1988) Investment Appraisal and Financing Decision, third edition, VNR Co. Ltd, Berkshire, England.
Masulis, R.W. (1983) The impact of capital structure change on firm value: some estimates. Journal of Finance, 38.
Mcmanus, I. et al. (2006) Payment history, past returns and the performance of UK zero dividend stocks. Managerial Finance, 23 (6).
Merton, R.C. (1974) On the Pricing of Corporate Debt: The Risk Structure of Interest Rates. Journal of Finance, 29.
Mello, A.S. and Parsons, J.E. (1992) Measuring the agency cost of debt. Journal of Finance 47(5),
Proctor, R. (2012) Managerial Accounting: Decision Making and Performance Management. English: Pearson Education Limited
Rozeff, M.S. (1982), ‘‘Growth, beta, and agency costs as determinants of dividend payout ratios’’ The Journal of Financial Research, Vol. 5,
Shetty, A. and Manley, J. (2006) Analysis of currency impact on international investment. Managerial Finance, 32 (1), p.5.
Smith, F., Puleo, V. and Casey, K.M. (2008), ‘‘Dividend policy and corporate governance: a research note’’, Corporate Ownership and Control Journal, 5 (3)
Tauringana, V. and Clarke, S. (2000) The demand for external auditing: managerial share ownership, size, gearing and liquidity influences. Managerial Auditing Journal, 15 (4).
Watts, R.L. (1977), “Corporate financial statements, a product of the market and political process”, Australian Journal of Management.
Wessels, W. J. (2000) Finance. 4th edition, Barron’s Educational Series Inc, New- York, U.S.A
Wood, A. (1975) A Theory of Profits. Cambridge University Press. London.
Zelgalve, E. and Berzkalne, I. (2011) Role of Financial Manager in the Provision for Effective Capital Structure of an Enterprise. Management of Organizations: Systematic Research, (57), p.16.