Competitive Analysis

the policemen. Today everything’s good to make money. We need more regulation but a new form of regulation is difficult to set up. Money war It’s a sort of competitive devaluation (ex:€/$) : fiscal dumping and social dumping because of it because if money isn’t competitive countries have to find another way to be competitive. What economists can do?/ what’s the utility of an economist? They make models to understand or to forecast. There are two big things which might paralyze

activités de soutien se réalisent à travers la plate-forme Leading e-commerce Platform « les 5 Forces de Michael PORTER » Figure 3.6 Five forces analysis Potential entrants Threat of entrants Suppliers Bargaining power COMPETITIVE RIVALRY Buyers Bargaining power Threat of substitutes Substitutes Source: Adapted from M. E. Porter, Competitive Strategy, Free Press, 1980, p. 4. Copyright by The Free Press, a division of Macmillan Publishing Co., Inc. Reproduced with permission. Nouveaux entrants

. . 52 2.2 Measuring Efficiency : Theoretical Framework . . . . . . . . . . . . 57 2.2.1 Stochastic Frontier Models . . . . . . . . . . . . . . . . . . . 57 2.2.2 Data Envelopment Analysis . . . . . . . . . . . . . . . . . . 59 Model specification and Data . . . . . . . . . . . . . . . . . . . . . 61 2.3.1 Frontier Analysis . . . . . . . . . . . . . . . . . . . . . . . . 61 v 2.3 2.4 2.5 2.6 2.7 2.3.2 DEA Specification . . . . . . . . . . . . . . . . . . . . . . . 63 Estimation Results . .

entails the systematic and proactive management of relationships as they move from beginning (initiation) to end (termination),with execution across the various customer-facingcontact channels. This necessitates both information generation through the analysis of customer and prospect needs and behavior and action on this information, contingent on the customer's value and life-cycle stage. We attemptto capturethe multidimensionalcomponents(life-cycle stage, customerevaluation, and interaction)in a multilevel

Proactiveness »). Deux autre attributs ont été rajoutés par Lumpkin et Dess (1996). Le premier renvoie directement aux derniers mots de la citation de Miller (« beating competitors to the punch »). Lumpkin et Dess (1996) suggèrent que l’agressivité compétitive (« Competitive aggressiveness ») est également une dimension importante de l’orientation entrepreneuriale. Enfin, se référant notamment aux travaux de Burgelman pour lequel « the motor of corporate entrepreneurship resides in the autonomous strategic initiative

students who participate in market trading as buyers and sellers come away impressed with the strong pressures to trade at a uniform price. This reaction is then mixed with surprise when they later discover that the observed price standard is the competitive price determined by the intersection of supply and demand functions constructed from information that was not available to any single trader. Even when standard theories fail, they can fail in interesting ways, e.g. when trading prices for assets

II. Situation analysis a. Internal environment b. External environment i. Perfume market France is often considered all over the world as the country of perfume. The perfumery industry is a mattering sector in France with an outcome of 16,3 billion euros in 2007. (es-tu sure ?) It is the second exporting sector of the French industry in 2008 behind the aeronautics[1]. The French perfume and cosmetic market consists of three big segments: cares (54 % of sales 2008), perfumes (28 %) and make-up

client, d’une part, et les coûts associés au produit ou service, d’autre part. La valeur se situe donc principalement à l’intersection de la relation client- produit- processus. L’analyse de la valeur permet d’identifier quelle est la marge compétitive (competitive edge) où l’entreprise réalise des activités cruciales en terme de valeur et d’y concentrer les ressources nécessaires pour que cette chaîne d’activités soit réalisée plus efficacement que chez les compétiteurs, par exemple à meilleur prix

Company: 8 Legal structure: 9 The location: 9 The employees: 10 IV/ Marketing analysis: 11 The target: 11 Market study: 11 The French shoe market: 11 The potential and real market: 12 The competition: 13 The promotion: 13 The prices: 14 The SWOT analysis: 14 V/ Financial plan: 15 The opening: 16 The first year: 17 Sales estimation: 17 Expenses: 17 Second and third year: 21 Financial analysis: 22 V/ The future development: 23 Appendix 1: 24 Appendix 2: 25 Appendix 3:

sophisticated, enterprise-wide strategy. Multiple departments within a company now use segmentation initiatives for customer acquisition, product development, cross-selling, up-selling, customer relationship management, media planning, site location analysis and merchandising. But to reap such gains, the organization has to embrace a segmentation framework as a way to build customer loyalty and increase revenue. Only by deepening the relationship with its best customers from multiple touch-points will