Car Industry Analysis

Renault External analysis Political Positive | Negative | * Security standard | French government wants to preserve employment in France | * Ecological standard | * End of reprise a la case | * | * Law against car in city center | Economic Positive | Negative | * | * Global recession, less credit to by new car | * | * High penetration rate in developing country | | * Fluctuation in oil price | | * Cost of raw material |

Case Analysis – Saturn Corporation in 1998 Current situation In 1990, Saturn was born in Springhill, Tennessee. General Motors (GM) had dreamed of creating a new brand that would be an example of corporate innovation and a learning laboratory for GM’s other divisions. The most advanced techniques and ideas in the industry were implemented at Saturn. To facilitate the implementation of the new practices, the Saturn division was given extensive freedom from GM in comparison to the other divisions

20 pow alf 2007 and chaired by Gordon Edge, British Wind Energy Association (BWEA). and The The Offshore Wind Industry Group (OWIG) members are: Gordon Edge, BWEA, Chair Gor Loïc Blanchard, EWEA Loï Carlos Gascó Travesedo, Iberdrola energias renovables Car Claudia Grotz, German Wind Power Association / Bundesverband WindEnergie Cla Martin Huss, A2Sea Ma Jakob Lau Holst, Danish Wind Industry Association / Vindmølleindustrien Jak Raul Manzanas Ochagavia, Acciona Energia Rau Bo Mørup, Vestas Offshore

Industry Analysis The company OPODO is an online travel agency. In order to be more efficient a company must know its environment whether this is in the online or offline world. It is a step very important to do because it permits the company where are its strengths and opportunities on the market and try to overcome the difficulties and be the best. In this way, we will analyse the external environment of the company OPODO, to do so we will use an external analysis and the Michael Porter 5

strategy has been to reposition them into a new category called ‘the Fast-casual’. In other words, according to the consumer’s needs and preferences, they have created a category where fast service and high quality match. 4 What does a SWOT analysis of Panera Bread reveal about the overall attractiveness of its situation? Does the company have any core competencies or distinctive competencies? THE STRENTGHS Panera Bread Company’s main objective is to sell high-quality, healthy and hand-crafted

concurrentielles parmi les actions concurrentielles de la firme. Ensuite pour prendre en compte le poids de la distribution de chaque typologie d’actions initiées, ces ratios ont été élevés au carré. Enfin, nous avons calculé la somme des moyennes des carrés obtenus, ce qui nous donne la complexité des actions concurrentielles de la firme.   ∑  N a / NTL  2     Na= Nombre d’actions concurrentielles de la firme dans la ième catégorie d’actions concurrentielles NTL = Activité Concurrentielle

MADADE Amal SHOUBAKI Hashem KABBAJ Yassine BENJELLOUN Abdelmajid January 2008 Marketing Management Marketing Plan ENERGIA Energy Drink Table of Contents Part I: Executive Summary………………………………………………………………..5 Part II: Situation Analysis…………………………………………………………...........6 A. Internal Environment……………………………………………………………...6 a. Review of current goals and objectives…………………………………..6 b. Current marketing strategy and performance…………………………….6 c. Current

SM103U ASSESSMENT B: Individual Essay Discuss the significance of the hospitality industry to the regional, national and global economies. Describe, with clear reference to a range of sources, how the hospitality industry may be classified into different sub sectors. Choose one sector of the industry from your classification above: * Demonstrate how your chosen area contributes to the hospitality industry as a whole. * Discuss some of the major players and their contribution to this sector

AMOUCHAL Mohammed CHUC Anh-Linh ROSEMAIN Samuel Content I. Introduction II. Slogan and Philosophy of Airbus III. The company history IV. Airbus worldwide V. Airbus products VI. The aerospace company VII. External analysis : PESTEL VIII. SWOT IX. Airbus’ competitors X. PORTER’s 5 forces XI. Keys of success XII. The gamble of the company XIII. What did Airbus since 2002 XIV. Conclusion : Challenger to Leader XV. Recommendations 1.

........................................................................................4 MISSION, OBJECTIVES AND STRUCTURES...............................................................................................5 MARKETING AND PRODUCT ANALYSIS............................................................6 ENVIRONMENT (PESTL)................................................................................................................6 PORTER'S FIVE FORCES, ............................