You are about to learn how to market your business, online or offline, new or established, to attract qualified leads and paying customers by leveraging the full power of influencers!Making it in business is all about marketing; you may have the perfect product or service, but if the right people don’t know about it, one thing is sure: It will fail!On the flip side, you may have a "normal" or "boring" business, product, or service, but if you market it right, you could make a fortune. Just think of something as boring as neck pillows. Marketing is the reason the same neck pillow or any other product, sold by different people using different marketing strategies, will have wildly different revenue amounts.I know you know all this.I also know that you understand that not all marketing strategies will work for different products or businesses.But you’ve heard about influencer marketing - the many good things such as the fact that it yields far more returns on investment than paid ads, email marketing, and organic marketing, and the fact that it can transform your business literally overnight!Think about it....Just one tweet, pin, share, or post from the right person can literally change your business, from struggling to get sales to having more orders than you can manage.The reason you are reading this is perhaps because you want to know:How to find the right influencer for your business, product, or serviceWhat factors you should consider to narrow down on an influencerWhere you should look for the right influencerHow to measure influencer’s performanceHow to determine what’s fair pricingHow to make it sustainableLucky for you, this audiobook covers all that and much more!In it, you will learn:How to brand yourself so that you can leverage the full power of influencers 1. Language: English. Narrator: Lucas Johnson. Audio sample: http://samples.audible.de/bk/acx0/170520/bk_acx0_170520_sample.mp3. Digital audiobook in aax.
Indian Railways, the world's third largest network and one among the largest employers, has been contributing to the industrial, economic and social development of the country. It faced a severe financial crisis in 2001 which resulted in abnormal hike in freight rate. This coupled with lack of customer oriented services, led to giving up of its market share to roadways. However, certain measures taken to control cost and increase revenue brought IR from the acute financial crisis to a noticeable success which is technically known as 'turnaround'. The present study was undertaken in a situation where there has been a disagreement in respect of factors that contributed to turnaround. Research, being a fact finding enquiry, concentrates on identifying these factors.SR, the fifth largest zone in IR, with its lines spread over the southern states of Kerala and Tamil Nadu, stood an exception to the general phenomenon of increased surplus. So, the researcher makes an attempt to study to what extent the turnaround measures have improved the financial performance in SR. The book is a must read for academicians, administrators, beaurocrats, policy-makers and aspiring researchers.
This case study focuses on the company Let's Gowex SA and the accounting fraud committed by its CEO. By analysing the company's financial statements from 2009 to 2013 with popular fraud ratios as well as examining several qualitative factors, it seeks to find recommendations on how to better protect investors and other stakeholders in the future. The objective of the analysis is to find a valid manipulation detection strategy that could prevent big-scale fraud scandals by detecting manipulations earlier. On the basis of these findings, we recommend to automatize the comparison among the performance measures of different publically listed companies. The use of the Beneish M-Score as well as the Z-value developed by Bladu et al. to assess the general risk that a company could be a manipulator is recommended. In addition to that, general performance measures of the industry should be collected and publically traded companies should be compared to their peer group regarding revenue growth, depreciation rate and share price development in a standardized way. If that analysis gives reason for concern, an in-depth analysis of qualitative signals should be conducted.
Grape (Vitis vinifera) is one of the major fruit crops grown in India and accounted for about 2.5 percent of total fruit production. A substantial quantity of production is subjected to post-harvest loss at various stages of marketing. The quantum of loss is influenced by several factors like extent of perishability, method of harvesting, packing and transportation etc. Grape being a high value commercial crop, any loss could result in significant revenue loss and deprives its availability to a large population and causes huge economic loss to the nation. Another area of research in marketing and post-harvest losses of grapes which requires more attention is the estimation procedures of marketing margins and marketing costs. The present procedure for estimating the marketing margins and marketing costs do not explicitly include the losses during marketing as a separate item, which could significantly alter the profit margins. An attempt is made to develop a methodology for quantifying the post-harvest losses in physical and value terms at various stages of marketing. Further, the extent of impact of post-harvest losses on producers' net share, marketing margins and marketin
Project Report from the year 2012 in the subject Communications - Public Relations, Advertising, Marketing, Social Media, grade: GPA 3.4 (1,7), University of Applied Sciences Bielefeld, language: English, abstract: The purpose of this project paper is to summarize the "key factors for success in e-commerce" for anyone who thinks of stepping into the online-business branch. This can be used as a guideline to save time, verify the usefulness and/or the attainability of the desired results.Since the first appearance of the Internet to the public mass in the early 1990s, many enterprises and entrepreneurs tried to use this technology for the advantage of their own business. What was seen as a revolutionary step in business management is now a daily part of managing a business. The use of the Internet has grown significantly in a short period of time, to be more specific in numbers, the number of users from 1995 till 2011 has grown approximately from 16 million to 2.251 million users and is still growing. That is a significant growth of 14068.75%.Since then the web presentation has evolved from a simple text into a much more complex information tool. Users of the Internet are now able to communicate, interact and share information with each other. This development has opened up many opportunities for entrepreneurs. To name a few advantages: gaining new customers, generating contacts, introducing your brand and products and of course increasing your revenue and profit has become fairly easy.This kind of practice could also be defined under the term "electronic commerce" also known as e-commerce and e-comm. To define it more correctly, the term e-commerce is the buying and selling of products, services and information over electronic systems such as the Internet.Even though this very useful information tool is available to us, the Internet doesn't always mean success and profit gains. On the contrary, introducing your company brand, services and or products in an improper and unprofessional way could lead to reputation loss, which also can lead to revenue and profit loss. Sometimes it can even lead into losing your most loyal customers. Furthermore the rivalry between businesses on the Internet is so immense that if your brand is not introduced correctly, visitors may prefer your rivals. Just to name a few bad e-commerce examples: citydeli.com, rzent.co.nr, arngren.net, and lingscars.com.
In the airline industry, the formation of highly integrated strategic alliances started during the 1990’s. Thereby, Star Alliance became the first global player when passenger airlines faced deregulation, and wanted to support their growth and expansion in international markets. For cargo companies, this type of integration came around later, namely in the beginning of 2000. As a result of the increased co-operation, major alliances were formed with the launch of SkyTeam Cargo and WOW. In the dawn of the new century, these alliances should lay the cornerstone for the achievement of a long term success through synergy effects, and higher competitiveness in terms of the individual and the group. A decade later, WOW and SkyTeam Cargo have evolved in different directions but, not all members or ex-members are pleased about the results. Strategic alliances in air transport have been studied widely but, most of the recent publications only cover the passenger side in this business. There are a lot of information and statements about the benefits that alliances can bring to its members. But, the review of the literature shows that research is very sparse when it comes down to the evaluation of the actual impact of alliance integration on air cargo carriers’ standing. The objective of this book is to analyze and interpret the impact of a strategic alliance on cargo airlines’ revenue-tonne-kilometres key figures (provided by Airline Business 1998-2010), and market share developments. The author’s aim is on the one hand, to answer the question if air cargo operators did profit from alliance integration, and on the other hand, to give the reasons for this development. Besides, the book gives an overview about the market’s environment, the characteristics of air freight, and the history of WOW and SkyTeam Cargo. Further, the additional questions are discussed in detail: • How did carriers react to the challenges and opportunities in the market? • What are the main benefits or disadvantages for alliance members?• What major challenges do (prospective) members face in an alliance?• What are the core arrangements and prerequisites for alliance integration?• Is there a common success, are there stability factors and why do alliances fail?• What alternatives are there to alliance formation
In the airline industry, the formation of highly integrated strategic alliances started during the 1990&#8217;s. Thereby, Star Alliance became the first global player when passenger airlines faced deregulation, and wanted to support their growth and expansion in international markets. For cargo companies, this type of integration came around later, namely in the beginning of 2000. As a result of the increased co-operation, major alliances were formed with the launch of SkyTeam Cargo and WOW. In the dawn of the new century, these alliances should lay the cornerstone for the achievement of a long term success through synergy effects, and higher competitiveness in terms of the individual and the group. A decade later, WOW and SkyTeam Cargo have evolved in different directions but, not all members or ex-members are pleased about the results. Strategic alliances in air transport have been studied widely but, most of the recent publications only cover the passenger side in this business. There are a lot of information and statements about the benefits that alliances can bring to its members. But, the review of the literature shows that research is very sparse when it comes down to the evaluation of the actual impact of alliance integration on air cargo carriers&#8217; standing. The objective of this book is to analyze and interpret the impact of a strategic alliance on cargo airlines&#8217; revenue-tonne-kilometres key figures (provided by Airline Business 1998-2010), and market share developments. The author&#8217;s aim is on the one hand, to answer the question if air cargo operators did profit from alliance integration, and on the other hand, to give the reasons for this development. Besides, the book gives an overview about the market&#8217;s environment, the characteristics of air freight, and the history of WOW and SkyTeam Cargo. Further, the additional questions are discussed in detail: &#8226; How did carriers react to the challenges and opportunities in the market? &#8226; What are the main benefits or disadvantages for alliance members? &#8226; What major challenges do (prospective) members face in an alliance? &#8226; What are the core arrangements and prerequisites for alliance integration? &#8226; Is there a common success, are there stability factors and why do alliances fail? &#8226; What alternatives are there to alliance formation
Research Paper (undergraduate) from the year 2010 in the subject Business economics - Operations Research, grade: 1,3, University of applied sciences, Munich, language: English, abstract: Today Dell is a huge global player in the information technology (IT) industry and offers a wide product range from personal computers (PC), notebooks, monitors, printers, scanner, plasma and LCD TVs, projectors, storage and server systems. Dell provides their products and services for individual customers and businesses. Over the last years Dell had enormous grow rates and could compete their competitors. But the international competition becomes stronger today and Dell has to stand against different competitors in all business segments. Can Dell therefore continue its success story and beat its competition? This assignment tries to present an answer. In this assignment the internal and external factors which are effecting Dell's business are analyzed. Further the leadership qualities of Michael Dell and Dell's strategy will be evaluated. In addition Dell's strengths, weaknesses, opportunities, threats, the competitive environment and the financial performance will be analysed to come up with the development of a suitable strategy to help the company to improve its strengths and to beat out the competition. Dell's position in the competitive environment was evaluated and it was shown that Dell has all possibilities to beat out its competition. Dell exhibited an outstanding financial performance over the period of 1998-2006. For the future Dell should apply following strategies: continuously improvement of existing core elements to keep the competitive advantage; try other distribution channels to reach broader customer base; the development and product innovation in PC, server and storage area needs to be pushed to be competitive; Dell should intensify the strategic alliances further and should try to boost acquisition of small companies or rivals to strengthen competitive capability; expansion of the service group should be pursued and Dell should look for possibilities to optimize the two manufacturing plants in China to gain market share and revenue increase.
Research Paper (undergraduate) from the year 2008 in the subject Business economics - Business Management, Corporate Governance, grade: 1,0, University of applied sciences, Munich, language: English, abstract: HP is an international giant in the information technology industry. The company offers a wide product portfolio from personal computers (PC), notebooks, serves, storage, printers, scanners, and digital camera to IT services. The company features a phenomenal growth history and has developed from a 'garage' with a working capital of $538 in 1938 to a leading global provider with $100 billion revenue. However the global competition becomes fiercer today and HP has to face with different competitors in all business segments. Can HP continue its success story and beat the global competitors? This question will be tried to answer in the present study. In this study the internal and external environment factors effecting HP's business are analyzed. Thereby industry's economic features and competitive environment, e.g. market segments, market size and growth, trends, competition, and driving forces are studied. Moreover, the SWOT of HP and its biggest global competitors as well as financial performance of HP over the last three business years (2005 - 2007) are analyzed. The diversified business portfolio of HP is evaluated using the Nine Cell Matrix and concrete recommendations for the senior management board of HP are provided. It could be shown that despite fierce competition HP could remain its pole position in the world market. HP is worldwide No. 1 in the printing, PC, and server market and No. 2 in storage business. HP exhibited an impressive financial performance in the last 3 years. For the future HP should intensify strategic alliances and partnerships and boost the acquisition to strengthen competitive capability and to gain market share quickly. The company should follow strategies like rapid expanding into new geography markets, rapid product development and push the product innovation, penetration also in low-end market segments, expanding into online sale and business, and offering complete solution based on broad portfolio in order to meet customer needs. Moreover HP should improve its supply chain management, optimize manufacturing cost, and strengthen the effective marketing and channel partnership to boost the completive strengths.