LFE-SPRING 2011-FIVDB CHAPTER 7: RURAL MARKET ANALYSIS TANZINA AHMED CHOUDHURY (0821156) GROUP-07 2|Chapter 7- Rural Market Analysis 1.0 INTRODUCTION This paper has been written as a part of the Group Report on Spring Live-in-Field Experience‚ 2011 in FIVDB Sylhet. For practical understanding of the rural marketing system‚ we were assigned to study the rural market at Chiknagul as a sample. We visited Chiknagul in the evening on Thursday‚ the 23rd December‚ 2010‚ which was a weekly ―Haat-day‖
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Vegetable markets in India are a messy place. The ones that retail the produce are less dirty. The wholesalers leave a lot to be desired. It was my first visit to the Alandur wholesale market and it brought back memories of a similar shopping establishment of my childhood called ‘Monda market’ located far away in the twin cities of Hyderabad and Secunderabad in another state. My wife had asked me if I could help with the weekly purchase and I agreed. The entry to the Alandur market is through a
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Looking around me all I could see was a mass of people pushing‚ shoving and shouting. The heat was unbearable. Squeezing myself through minuscule gaps trying to find some sort of exit however luck wasn’t on my side and it looked like I was stuck here‚ surrounded by the essence of body odor and whatever that abomination of a smell that was wafting from the nearest fish stall. I can’t cope with this whatever convinced me to go to the Market on a mid Saturday afternoon. I have to get out of here or
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the share. The company also became too diversified in producing fourteen (14) different brands even though that strategy established a presence in all market segments and price categories. The Swatch Group lost sight of their positioning in the marketplace trying to be all things to all people‚ and as such‚ needed to focus on the mix of products. The internal reorganization types that were utilized by the Swatch Company in
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Hill framework for Operations Strategy Formulation Hill (2005) provides an iterative framework that links together the corporate objectives; which provide the organizational direction‚ the marketing strategy; which defines how the organization will compete in its chosen markets‚ and the operations strategy; which provides capability to compete in those markets. The framework consists of five steps: 1. Define corporate objectives 2. Determine marketing strategies to meet these objectives
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franchise by investing in our core Marketplaces segment and continuing to build our adjacent Marketplaces businesses”. (2007 Annual Report) As there are three mission statements given in the case study for eBay. We only considered and analysed the latest mission statement which is in 2007. “We intend to continue to work toward our mission of creating the world’s leading commerce franchise (product or service and technology) by investing in our core Marketplaces segment (market and self-cocept)
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1. Why is Elemica described as an example of an industry consortia net marketplace? How does it differ from other types of net marketplaces like ChemConnect? Elemica is not owned by any 3rd party companies. It is actually owned by such members as a consortia net marketplace. Elemica’s objective is planned to offer a long term market place relations to supply direct contributions to the manufacturing process. ChemConnect is opposite of Elemica‚ it is actually privately owned by one person. They
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Snapdeal Snapdeal is one of the fastest developing e-commerce companies in India today with the largest online market place. In only three and half years‚ the organization went from rejecting their gathering coupon business and beginning an online marketplace to become a billion dollar organization. Its year on year development is very nearly 600%. Year 2010‚ Kunal Bahl and Rohit Bansal wanted to begin their own business‚ they chose an offline couponing business and named it Money Saver. 15000 coupons
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The Bypass Strategy Probably the most difficult and failure-prone of all plans‚ the bypass strategy enables attackers to bypass its chief competitors and diversify into unrelated products or markets. From a military perspective‚ this may work as a temporary flanking strategy‚ but in marketing it runs the risk of diluting the core business and central operating strategy‚ extending resources into areas where the company had no business being. Pepsico diluted its core competency—the production and
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1. Why is Elemica described as an example of an industry consortia net marketplace? How does it differ from other types of net marketplaces like ChemConnect? Elemica is described as an example of an industry consortia net marketplace because it is an industry-owned vertical digital market that is open to a select group of suppliers. The company enables one-stop shopping through a single platform so companies can buy and sell chemicals to one another through their own ERP systems‚ or using a Web
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