51 research outputs found

    Product Differentiation Costs and Global Competition

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    The growing competitive intensity on the markets determines the emergence of competition costs that are expressed at a corporate level and have implicit repercussions for the supply system. This type of costs makes it possible to identify a close link between competition costs and supply differentiation costs. Classification by competitive intensity presupposes that the analysis performed identifies the classification of company costs as the discriminating element, in terms of the competitive pressure of the context in which the firm operates. The emergence of competition costs is linked to an attempt to squeeze them as an aspect of vertical, or more specifically, horizontal cooperation strategies.Product Differentiation; Differentiation Costs; Over-Supply; Global Competition; Marketing; Market-Driven Management; Global Corporations; Global Markets DOI:http://dx.doi.org/10.4468/2005.1.06garbelli

    Giant magnetoresistance of multiwall carbon nanotubes: modeling the tube/ferromagnetic-electrode burying contact

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    We report on the giant magnetoresistance (GMR) of multiwall carbon nanotubes with ultra small diameters. In particular, we consider the effect of the inter-wall interactions and the lead/nanotube coupling. Comparative studies have been performed to show that in the case when all walls are well coupled to the electrodes, the so-called inverse GMR can appear. The tendency towards a negative GMR depends on the inter-wall interaction and on the nanotube le ngth. If, however, the inner nanotubes are out of contact with one of the electrodes, the GMR remains positive even for relatively strong inter-wall interactions regardless of the outer nanotube length. These results shed additional light on recently reported experimental data, where an inverse GMR was found in some multiwall carbon nanotube samples.Comment: 5 pages, 5 figure

    Do Global Brands Benefit from a Unique Worldwide Image?

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    The trend towards increased globalisation had a major impact on the branding strategies of international companies. Next to important economies of scale that a global brand can bring to the company, the advantage of benefiting from a unique worldwide image across markets is considered by managers as an important advantage to manage brands on a global basis. Companies have traditionally followed two types of strategies to create their global brands. One strategy has consisted of expanding successful local brands on international markets. The second strategy has consisted of creating global brands from the start. These brands are launched on a worldwide basis quasi at the same time

    Market-Driven Management in Fashion and Luxury Industries

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    The Market-Driven Management requires that the continuous attention to customers is combined to constant and direct competition in all reference markets. The Market-Driven Management, in the specific context of companies competing in the fashion and luxury industries can be traced back to three main factors: a growing attention to brand equity; the reinforcement of the direct relationships with final consumers; the improvement of the information flow management system

    Strategic Marketing Revisited after September 11

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    Within the globalised economy, strategic marketing remains the best mechanism to adjust demand to supply, but it also triggers a virtuous circle of economic and social development, reinforced today by the social, cultural and technological changes observed in the market. These evolutions in the interconnected global economy create grounds for optimism in that they are contributing to a more democratic and transparent market economy, based on new values. In this new environment, national and supranational authorities have a key role to play: to monitor and to control the initiatives taken to meet emerging needs in order to reconcile market efficiency with the imperatives of a social vision
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