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David Cotton - One of the best experts on this subject based on the ideXlab platform.
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Market Leader intermediate business english course book
2008Co-Authors: David Cotton, David Falvey, Simon KentAbstract:* Learn from stimulating authentic materials such as the world-renowned Financial Times * Enhance language and business skills through case study tasks. Based on realistic business scenarios, these tasks give students an opportunity to practice * Tailor your lessons to the individual needs of your students with the wide range of components and specialist titles available.
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Market Leader elementary business english course book
2007Co-Authors: David CottonAbstract:Market Leader is the major business English course for tomorrow's business Leaders. Incorporating material from the Financial Times(c), it bring business right into the classroom. All the Course Books have self-study CD-ROMS which include video material and interactive case studies. Challenge your students with 'Case Studies' that range from planning a project to choosing the best supplier * Practise the skills needed to carry out real business tasks such as taking part in meetings * Listening texts are based on interviews with real business people * New Self-Study Multi-ROMs include a wide range of activities including interactive case studies and video
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Market Leader upper intermediate business english course book
2001Co-Authors: David Cotton, David Falvey, Simon KentAbstract:* Learn from stimulating authentic materials such as the world-renowned Financial Times * Enhance language and business skills through case study tasks. Based on realistic business scenarios, these tasks give students an opportunity to practice * Tailor your lessons to the individual needs of your students with the wide range of components and specialist titles available.
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Market Leader intermediate business english teacher s resource book
2000Co-Authors: Erica Hall, Bill Mascull, David Riley, David CottonAbstract:The Teacher's Resource Book provides a general introduction to the course, detailed teaching notes, the business background to each unit, a text bank of extra reading texts and a Resource Bank of photocopiable communication activities for classroom use. Teachers can tailor their lessons to the individual needs of their students with the wide range of components and specialist titles available. A new edition of the Intermediate level is now available.
Christine Mitter - One of the best experts on this subject based on the ideXlab platform.
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rising like a phoenix from bankruptcy to Market Leader
Journal of small business and entrepreneurship, 2014Co-Authors: Stefan Mayr, Christine MitterAbstract:This paper investigates how the most severe form of corporate crisis – bankruptcy – can be an opportunity to (re)gain competitive advantage. Based on a single-case study of a medium-sized firm that overcame bankruptcy and is now the Market Leader in its industry segment, we analyzed the factors that helped it to initiate a strategic renewal and to restructure the firm for the better. The case study illustrates the transformation process of the organization into the current Market Leader with clear competitive advantages. In particular, both the role of the entrepreneur and the activities and resources crucial to this process are analyzed. The case study highlights that the transformation required an entrepreneurial Leader who brought forth an idea for strategic renewal grounded in leveraging the firm's existing resources as well as proactive, innovative, and Market-oriented development of new capabilities and that all of these dimensions were crucial for sustainable reorganization.
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sustainable entrepreneurship vom insolvenzfall zum marktfuhrer sustainable entrepreneurship from bankruptcy to Market Leader
Social Science Research Network, 2014Co-Authors: Stefan Mayr, Christine MitterAbstract:German Abstract: Schafft es ein Unternehmen, aus den Fehlern der Vergangenheit zu lernen und daraus Anderungen zur nachhaltigen Umstrukturierung des Unternehmens anzustosen, konnen existenzbedrohende Krisen zur unternehmerischen Wertschopfung beitragen. Welche Faktoren und Ressourcen fur einen nachhaltigen Turnaround erforderlich sind bzw. die Wiedererlangung von Wettbewerbsvorteilen forcieren, wurde bisher jedoch noch wenig untersucht und ist Gegenstand des vorliegenden Beitrags. Basierend auf einer Einzelfallstudie eines mittelstandischen Unternehmens, das die Insolvenz uberwand und mittlerweile sehr erfolgreich tatig ist, wird untersucht, wie es dem Unternehmen gelang, die Insolvenz als Chance zum Neustart und (Re-)Trans-formation in ein wettbewerbsfahiges Unternehmen zu nutzen. English Abstract: Corporate crisis does not necessarily lead to the death of a firm, but may offer a chance to restart and an opportunity to redesign and restructure a faulty system and turn it into a better one. There is a paucity of information about how SMEs manage crisis events and achieve the turnaround. Based on a case study from a medium sized company it is shown how the company transformed out of bankruptcy into a competitive enterprise.
Datta Y. - One of the best experts on this subject based on the ideXlab platform.
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The U.S. Canned Soup Market: A Competitive Profile
'Scholink Co Ltd.', 2020Co-Authors: Datta Y.Abstract:This paper follows the path of eight studies of U.S. Markets: Men’s Shaving Cream, Beer, Shampoo, Shredded/Grated Cheese, Refrigerated Orange Juice, Men’s Razor-Blades, Women’s Razor-Blades, and Toothpaste.Porter associates high Market share with cost Leadership strategy which is based on the idea of competing on a price that is lower than that of the competition. However, customer-perceived quality—not low cost—should be the underpinning of competitive strategy, because it is far more vital to long-term competitive position and profitability than any other factor. So, a superior alternative is to offer better quality vs. the competition.In most consumer Markets a business seeking Market share Leadership should try to serve the middle class by competing in the mid-price segment; and offering quality better than that of the competition: at a price somewhat higher, to signify an image of quality, and to ensure that the strategy is both profitable and sustainable in the long run. Quality, however, is a complex concept that consumers generally find hard to understand. So, they often use relative price, and a brand’s reputation, as a symbol of quality.In 2008 the U.S. retail sales for the Canned Soup Market were $3.44 Billion. The Market Leader Campbell had a commanding share of 52.5%, followed by a far-distant second Progresso with a share of 17.8%. A notable feature of this Market was the tremendous variety of soups, albeit many with minor variations, that equaled the unbelievable figure of 1011!We focused our attention on the two best-selling varieties of soup: (1) Chicken Broth canned, the Market Leader, with 11.1% Market share, and (2) Chicken Noodle Soup canned, with a 7.4% share. Within each variety we chose the can-size range with the highest sales.Using Hierarchical Cluster Analysis, we tested Hypotheses I that a Market Leader is likely to compete in the mid-price segment. Employing U.S. retail sales data for 2008 and 2007, we found that for both Chicken Broth and Chicken Noodle Soup—for 2008 and 2007—the Market Leader Campbell was a member of the mid-price segment.For Hypothesis II we wanted to test the proposition that the unit price of the Market Leader would be somewhat higher than that of the nearest competition. For Chicken Broth we could not test this hypothesis because Progresso, the runner-up, could not be included in this analysis.However, for Chicken Noodle Soup the results did not support the hypothesis because Progresso happened not to be a part of the mid-price, but that of the premium segment.Finally, we discovered four strategic groups in the industry
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The U.S. Toothpaste Market: A Competitive Profile
'Scholink Co Ltd.', 2020Co-Authors: Datta Y.Abstract:This paper follows the path of seven studies (see below). However, it is different in one important respect: it also offers a benefit segmentation profile of the U.S. Toothpaste Market.Porter associates high Market share with cost Leadership strategy which is based on the idea of competing on a price that is lower than that of the competition. However, customer-perceived quality—not low cost—should be the foundation of competitive strategy, because it is far more vital to long-term competitive position and profitability than any other factor. So, a superior alternative is to offer better quality vs. the competition.In most consumer Markets a business seeking Market share Leadership should try to serve the middle class by competing in the mid-price segment; and offering quality better than that of the competition: at a price somewhat higher, to signify an image of quality, and to ensure that the strategy is both profitable and sustainable in the long run. Quality, however, is a complex concept that consumers generally find difficult to understand. So, they often use relative price, and a brand’s reputation as a symbol of quality.In 2008 retail sales in the U.S. were $1.27 Billion for the Toothpaste Market. The Market Leader Crest had a Market share of 34.7%, closely followed by Colgate with a share of 33.5%. We focused on the most popular pack-size—5.8-6.5oz—which had a 45.3% share. Employing Hierarchical Cluster Analysis, we tested two hypotheses: (1) That a Market Leader is likely to compete in the mid-price segment, and (2) That the unit price of the Market Leader is likely to be somewhat higher than that of the nearest competition. Employing U.S. retail sales data for 2008 and 2007, we found that, for both 2008 and 2007, the Market Leader in the U.S. Toothpaste Market—Crest—was a member of the mid-price segment. Furthermore, the unit price of Crest was somewhat higher than that of Colgate, the runner-up, which was also a member of the mid-price segment.Thus, the results fully supported both Hypothesis I and II—for 2008 and 2007.We also found strong support for the idea, that relative price is a strategic variable, as we have hypothesized.We discovered five benefit segments. The most fundamental result of this analysis is that it revealed an avalanche of various brands of toothpaste that not only whitened teeth, but were also helpful in preventing tooth decay, as before.Finally, we discovered four strategic groups in the industry
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The U.S. Men’s Razor-Blade Market: A Competitive Profile
'Scholink Co Ltd.', 2019Co-Authors: Datta Y.Abstract:This paper follows the footsteps of five studies: the U.S. Men’s Shaving Cream, the U.S. Beer, the U.S. Shampoo, the U.S. Shredded/Grated Cheese, and the U.S. Refrigerated Orange Juice Markets.Porter links high Market share with cost Leadership strategy which is based on the idea of competing on a price that is lower than that of the competition. However, customer-perceived quality—not low cost—should be the underpinning of competitive strategy, because it is far more vital to long-term competitive position and profitability than any other factor. So, a superior alternative is to offer better quality vs. the competition.In most consumer Markets a business seeking Market share Leadership should try to serve the middle class by competing in the mid-price segment; and offering quality better than that of the competition: at a price somewhat higher, to signify an image of quality, and to ensure that the strategy is both profitable and sustainable in the long run. Quality, however, is a complex concept consumers generally find difficult to understand. So, they often use relative price, and a brand’s reputation as a symbol of quality.In 2008—and 2007—the Gillette brand dominated the U.S. Men’s Razor-Blade Market like a colossus, with a 90%, and 78% share, respectively, in Blades and Razors in 2008. In 2008 sales for the U.S. were $111 million for Men’s Razors, and $591 million for Men’s Blades.We tested two hypotheses: (1) That a Market Leader is likely to compete in the mid-price segment, and (2) That the unit price of the Market Leader is likely to be somewhat higher than that of the nearest competition. Employing U.S. retail sales data for 2008 and 2007, we found that for both 2008 and 2007 the Market Leader in the Razor Market was not a member of the mid-price segment, but the premium segment. Likewise, in the Blade Market the Leader was part of the premium segment, not the mid-price segment.Several arguments can be offered to explain this deviation: (1) Gillette had a virtual monopoly of the industry because it was pursuing “First to Market” strategy of innovation and on-going improvement, (2) The technology of producing Razors and Blades has become more complex and consequently more expensive, (3) Producers are now offering many more new feature—and benefits--than ever before that further raise the cost of production, and (4) Many men regard shaving an important part of personal grooming which they regard an “affordable luxury”.Whereas Gillette had positioned itself as a premium brand in the past, it stepped up the ladder and placed Fusion Blades in the Super-premium segment in 2007 and 2008.We also found strong support for the idea, that relative price is a strategic variable.Finally, we discovered three strategic groups in the industry
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The U.S. Shampoo Market: A Competitive Profile
'Scholink Co Ltd.', 2018Co-Authors: Datta Y.Abstract:Porter associates high Market share with cost Leadership strategy which is based on the idea of competing on a price that is lower than that of the competition. But, customer-perceived quality-not low cost-should be the foundation of competitive strategy, because it is far more important to long-term competitive position and profitability than any other factor. So, a superior alternative is to offer better quality vs. the competition.In most consumer Markets a business seeking Market share Leadership should try to serve the middle class by competing in the mid-price segment: and offering quality better than that of the competition: at a somewhat higher price to connote an image of quality, and to ensure the strategy is both profitable and sustainable in the long run. Quality, however, is a complex concept, consumers generally find difficult to comprehend. So, they often use relative price and a brand’s reputation as a symbol of quality.The U.S. Shampoo Market is very competitive and consists of a large number of brands. Most brands are sold at superMarkets, drug stores, discount stores, and department stores. However, many premium and super-premium brands—called salon brands—are sold by beauty salons.The salon shampoo segment had captured 11.4% of Market share in 2008.Most of the shampoos covered in this study are general-purpose shampoos—with the exception of five anti-dandruff and two psoriasis brands. Almost all are aimed at women. However, three are for men, one for babies, and four for kids.One characteristic of this Market is the proliferation of bottle sizes that ranged all the way from 1 to 42 oz. These can be classified into three broad size groups. By far the largest is the medium group (11.6-15.4 oz) with a Market share of 52%; next is the large group (22.5-25.4 oz) with a 17% Market share; and small (8-11.5 oz) with a Market share of 14%. We tested two hypotheses: (1) That a Market Leader is likely to compete in the mid-price segment, and (2) That the unit price of the Market Leader is likely to be somewhat higher than that of the nearest competition. Employing U.S. retail sales data for 2008 and 2007, we found that Procter and Gamble’s (P&G) Pantene, the overall Market Leader, was a member of the mid-price segment for both years—and for all three bottle-size groups.However, the results did not support the second hypothesis. This is because the runner-up happened to be P&G’s Head & Shoulders anti-dandruff shampoo: a type of specialty shampoo that is generally priced higher than general-purpose shampoos.Another notable result is that we found strong support for the notion that relative price is a strategic variable. Finally, we discovered four strategic groups in the industry
Luis M B Cabral - One of the best experts on this subject based on the ideXlab platform.
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we re number 1 price wars for Market share Leadership
Management Science, 2017Co-Authors: Luis M B CabralAbstract:I examine the dynamics of oligopolies when firms derive subjective value from Market Leadership. In equilibrium, prices alternate in tandem between high levels and occasional price wars, which take place when Market Leadership is at stake. The stationary distribution of Market shares is typically multimodal; that is, much of the time, there is a stable Market Leader. Even though shareholders do not value Market Leadership per se, a corporate culture that values Market Leadership may increase shareholder value. The online appendix is available at https://doi.org/10.1287/mnsc.2017.2725. This paper was accepted by Bruno Cassiman, business strategy.
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we re number 1 price wars for Market share Leadership
Research Papers in Economics, 2014Co-Authors: Luis M B CabralAbstract:I examine the dynamics of oligopolies when firms derive subjective value from being the Market Leader. In equilibrium, prices alternate in tandem between high levels and occasional price wars, which take place when Market shares are similar and Market Leadership is at stake. The stationary distribution of Market shares is typically multi-modal, that is, much of the time there is a stable Market Leader. Even though shareholders do not value Market Leadership per se, a corporate culture that values Market Leadership may increase shareholder value. From a competition policy point of view, the paper implies that price regime change dynamics and parallel pricing are consistent with competitive behavior -- in fact, hyper-competitive behavior.
Mohammad Mahdi Tavakoli - One of the best experts on this subject based on the ideXlab platform.
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mesoscopic oxide double layer as electron specific contact for highly efficient and uv stable perovskite photovoltaics
Nano Letters, 2018Co-Authors: Mohammad Mahdi Tavakoli, Fabrizio Giordano, Shaik M Zakeeruddin, Michael GratzelAbstract:The solar to electric power conversion efficiency (PCE) of perovskite solar cells (PSCs) has recently reached 22.7%, exceeding that of competing thin film photovoltaics and the Market Leader polycrystalline silicon. Further augmentation of the PCE toward the Shockley–Queisser limit of 33.5% warrants suppression of radiationless carrier recombination by judicious engineering of the interface between the light harvesting perovskite and the charge carrier extraction layers. Here, we introduce a mesoscopic oxide double layer as electron selective contact consisting of a scaffold of TiO2 nanoparticles covered by a thin film of SnO2, either in amorphous (a-SnO2), crystalline (c-SnO2), or nanocrystalline (quantum dot) form (SnO2-NC). We find that the band gap of a-SnO2 is larger than that of the crystalline (tetragonal) polymorph leading to a corresponding lift in its conduction band edge energy which aligns it perfectly with the conduction band edge of both the triple cation perovskite and the TiO2 scaffold. Th...