Every Single Minute

  The economy is presently encountering a bit of a turbulence . Since fuel prices have skyrocketed due to the Ukrainian crisis , a shortage of fuel is leading to inflation . My reading is that excess money supply in the economy is not leading to this , as there is a school of thought which believes that drop in interest rates during COVID led to this , which was primarily meant to kick start the economy .   Since mass sentiments have changed rapidly to hike in interest rates by 40 bps , many folks are moving money out of the stock market and into fixed interest instruments . This is leading to drop in the prices of many bluechip companies , which is helping these to be available now at very affordable rates. This may be a good opportunity to invest in these great companies available now at very attractive valuations.   You can invest in large cap funds like Franklin or SBI Blue Chip or their equivalent or buy straight into equities like Hindustan Unilever , Nestle , HDFC Bank , ICICI B

This is a real story about how a group of highly innovative and highly committed employees sought to rescue a failing telecom giant while they thought AT&T still had its chance. The signs of radical change in the telecom industry were in the air. The management did not seem to be able to come to terms with industry deregulation, the Internet, or the declining revenues from long-distance telephony. The group’s reaction to emerging strategy failure, described in detail in this article, was more than an effort to create new strategy: it was motivated by the need to find meaning beyond the often irrational corporate realities they were faced with. It was an effort to stay sane in strategically mad(dening) times. http://www.strategos.com/articles/ODD_StrategyCreation.PDF

For loving sports and fashion people, Adidas and Nike should be familiar. These two brands Adidas and Nike compete head-to-head in the sports apparel field. In 2003, Nike acquired Converse. Later Adidas merged with Reebok. Even with this posturing, Nike leads the market with a 47% market share. Reebok follows with 16% and Adidas with 26%. Even though Nike has the marketing clout, the Adidas-Reebok merger poses unique challenges. The merger has significantly improved Adidas’s market share in the U.S. http://media.angelfire.lycos.com/3200437/1710180.pdf

The author does a SWOT Analysis , scans the environment and does a reasonably good analysis of the future outlook for Google http://www.dailyspeculations.com/google-paper-ellison.html

Many cosmetic brands are popping up recently, perhaps, due to the increasing consumers of products that beautify and enhance the physical appearance of a person. Even though the market is already full of the said cosmetic brands, the company L’Oreal Groups could still be considered as the leading supplier of cosmetics and hair-color. This studyis a brief overview of the marketing concepts and strategy of the said company. The company profile will be presented to be able to give a clearview of the market to which the company belongs to. An internal and external (SWOT) analysis of the company will also be provided inthis paper. Another area will be specifically devoted to the implementation of the marketing strategy of the company as well as the ethical issues raised by these marketing strategies To read further please visit  http://loreal.exteen.com/20080805/swot-analysis-l-oreal

Coke Resizes, Broadens Less-Is-More Strategy http://www.brandchannel.com/home/post/Coca-Cola-Resizes-091911.aspx American brands are starting to use some disturbing history as pretense for what kinds of marketing tactics they believe may work in a troubled U.S. economy. Coca-Cola has been doing that lately by offering a greater variety of small beverages sizes and lower price points in the American market — an idea with its origins in the success of a similar gambit in Mexico in the wake of its 1994 peso devaluation and economic crisis. Coke   plans to announce   this week the launch of a 12.5-ounce, 89-cent bottle, broadening its menu of smaller alternatives to its traditional 20-ounce single-serve bottle, according to the   Wall Street Journal. Last year, Coke rolled out a 16-ounce, 99-cent alternative to the 20-ounce size. The company also plans on slashing prices of its existing 7.5-ounce "mini" cans in supermarkets by about 20 percent, to $2.99, the report adds. The smal

In 1978, after years of state control of all productive assets, the government of China embarked on a major program of economic reform. In an effort to awaken a dormant economic giant, it encouraged the formation of rural enterprises and private businesses, liberalized foreign trade and investment, relaxed state control over some prices, and invested in industrial production and the education of its workforce. By nearly all accounts, the strategy has worked spectacularly. While pre-1978 China had seen annual growth of 6 percent a year (with some painful ups and downs along the way), post-1978 China saw average real growth of more than 9 percent a year with fewer and less painful ups and downs. In several peak years, the economy grew more than 13 percent. Per capita income has nearly quadrupled in the last 15 years, and a few analysts are even predicting that the Chinese economy will be larger than that of the United States in about 20 years. Such growth compares very favorably to th