SHOPPING PERCEPTIONS OF OFFLINE SHOPPERS Manouchehr Tabatabaei‚ Georgia Southern University‚ mtabatab@georgiasouthern.edu ABSTRACT Recent advancements in technology have facilitated commerce around the globe. The online medium of commerce has provided and will continue to provide great opportunities for consumers and businesses. However‚ there are a number of issues that need to be addressed before the advantages of online shopping can be fully realized. One significant aspect is consumer perception
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days India is witnessing a change in consumerism. The market is now predominantly Consumer driver. The focus is shifting for product based marketing to need based marketing. Consumer is given many options to decide. Two wheeler segment is no exception to this general trend. An effective market communication is imperative for reaching the target audience. So it is important that we study the consumer perceptions and behavior of the two wheeler owners which with give us feedback on how marketing
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million Net Profits USD million • Commenced operations in 1950s and today ranks in the Top 10 business houses of India with Hero Honda‚ Hero Cycles and Munjal Showa being the top 3 1‚810 137 • Comprises 18 companies CAGR = 29% 829 510 25 39 CAGR = 40% • Two of the group companies are the world’s largest manufacturers of twowheelers (Hero Honda) and bicycles (Hero Cycles) 1997-98 1999-2000 2002-03 1997-98 1999-2000 2002-03 MISSION STATEMENT “We‚ at the Hero
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Risk Factors Risks Relating to Honda’s Industry 1. Honda may be adversely affected by market conditions Honda conducts its operations in Japan and throughout the world‚ including North America‚ Europe and Asia. A sustained loss of consumer confidence in these markets‚ which may be caused by continued economic slowdown‚ recession‚ changes in consumer preferences‚ rising fuel prices‚ financial crisis or other factors could trigger a decline in demand for automobiles‚ motorcycles and power products
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Results (2014) From the industry benchmark report for 2014‚ (appendix) between the year 2013 and 2014 our share value increased from 15.80 to 27.04 placing us ahead of everyone in our world. That is an increase of 172%. From out firm reports (appendix)‚ our net income of 2‚764‚446 unfortunately fell short of our profit forecast. of 3‚501‚014. Even though our share holder’s value was the highest amongst our competitors‚ our profit before taxes was second to Bikes ‘R’Us by a total of $450‚000. They had
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Outperformer FY09 FY10 FY11E FY12E 4‚509.8 66.2% 1‚461.2 795.7 8.1% 7.4 5‚265.7 16.8% 1‚432.5 790.5 -0.7% 7.3 6‚567.4 24.7% 1‚872.5 1‚003.3 26.9% 9.3 8‚793.7 33.9% 2‚507.5 1‚291.6 28.73% 12.0 Source: Company‚ QS Research Investment Positives Largest private player in container rail segment Since obtaining license for operating container rails in 2007‚ GDL has emerged as the largest private player in India only after state run Container Corporation of India
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Internet Tools at Dirt Bikes IT/205 08/05/12 Internet Tools at Dirt Bikes Dirt Bikes’ management is concerned about how much money is being spent on communicating with people inside and outside the organization and obtaining information about developments in the motorcycle industry and the global economy. It has been asked of me to investigate how Internet tools and technology could be used to help Dirt Bikes’ employees communicate and obtain information
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Marcelo Grant Mattiussi Southern States University – Consumer behavior – Professor James Shaw “Vis-à-vis” Consumer Trust between FORD and HONDA websites First of all‚ I choose one auto company from North America (Ford) and one from Asia (Honda)‚ because of their different ways to attract customers. Looking both websites vis-à-vis (face to face)‚ based in the customer trust that the websites try to transmit for the people that visit then‚ searching around for information about their cars
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Introduction The alliance between Honda and Rover from 1981 to 1994 was thought to be a successful case at that moment. However‚ four years after the end of the relationship‚ Rover still just had all those old models in its product portfolio. On the other hand‚ it was said that because of the end of the relationship‚ Honda was put back by four years (Button 2005). This report is divided into two parts. In the first part‚ the Honda-Rover case is discussed in terms of their capacity and incentive
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Contents: Letter to Shareholders 3 Strategies 4 Product Line 7 Production & Operation 12 Socio-economic responsibilities 13 Market Report 14 Appendices 16 The Management Team CEO CMO Stevens Naranjo Adamos Adamou COO
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