Customer

manufacture, logistics and distribution to its own managed stores. It has a flexible structure and a strong customer focus in all its business areas. The Zara’s business model is unique, comprising each and every stage of the fashion retail business: design, manufacture, distribution and sale of fashion in own-operated stores. The key to this model is the ability to adapt the offer to customer desires in the shortest time possible. For Zara, time is the main factor to be considered, above and beyond

where a buyer’s willingness to pay for a company’s product increases with the number of other buyers who also patronize the company. (online auction participants are attracted to eBay because it offers the most potential trading partners) Customer switching costs. Switching costs are fixed costs that buyers face when they change suppliers. Such costs may arise because a buyer who switches vendors must, for ex-ample, alter product specifi cations, retrain employees to use a new product

up to 1,000,000 customers. The bookstore shall provide password protection for all accounts. The bookstore shall provide the ability to search the master book catalog. The bookstore shall provide a number of search methods on that catalog, including search by author, search by title, search by ISBN number, and search by keyword. The bookstore shall provide a secure means of allowing customers to pay by credit card. The bookstore shall provide a secure means of allowing customers to pay via purchase

by anyone, it has to find a place on a scale of fame” (Pringle, 2004, p. xix). Companies realize that without a brand, an advertisement or a famous reputation, a product will never be sold. The image of a brand is one of the major parts in the customers’ behavior regarding their choice of a product. Actually “consumers view a brand as an important part of a product, and branding can add value to a product” (Kotler, Armstrong, Wang & Saunders, 2008a: 511). Indeed a product without a brand is

| Summary I. PEST 4 A. Political 4 B. Economic 5 C. Social 6 D. Technological 8 E. Environemental 8 F. Legal 9 II. Task Environment 11 A. Suppliers 11 B. Distributors 12 C. Customers 12 D. Competitors 13 E. Partners 14 III. Organisation’s resources and capabilities 16 A. Opportunities 16 B. Threats 16 C. Strengths 17 D. Weaknesses 17 Introduction PEST Political The

Communication, and Customer relationship was created in 1986 by Mr Philippe Détrie. His customers are companies (national and international), as well as local and public authorities. Inergie is a simplified limited liability company in capital of 400 000 €. 41 co-workers group include around three poles of skills: * Management, * Opinion * Customer care. The pole management was created in 1987. In 2003, the pole opinion is born, followed by the pole customer relationship in 2006

offer their products to the most customers as possible. This why the competitive strategies can’t be neither Focused low-cost strategy nor Focused differentiation strategy because they are not concentrated on a narrow buyer segment. Is the Panera Bread Company leading a low-cost strategy or a differentiation strategy? It is obvious that the Panera Bread Company is not a low-cost bakery-cafés, their process of making bread avoid setting low prices. They don’t give customers value for their money. So let’s

5 years of marketing and technical investments and pure phantasm about fast spreading of e-commerce the dot-com bubble bust. Just because of a simple missing : Customers are not here!!! At this time, the market will re-start essentially with new economic models wich brings new services and easy purchase modes. At the same time, customers begin to afford confidence to secured payment systems and include online shopping in their consuming habits. Google launches AdWords wich will become the first advertising

risks linked to the goods from his warehouse to the terminal of delivery, including packing, loading, pre-forwarding, export Customs, Terminal Handling Charges (THC) before the main transport if necessary, the main transport, and THC at the terminal of delivery. All the operations mentionned above are paid by the seller. The purchaser is responsible for the import Customs, post-forwarding and unloading. He must take the goods as soon as they are delivered at the terminal. He is responsible for all

company to make decision whether they should be better off outsourcing or producing its own. The main objective of having strategic sourcing is to have competitive advantages over its competitors by minimizing costs and providing better service to the customers. A company’s competitiveness depends on the capacity to innovate and upgrade. Once a firm achieves competitive advantage through innovation, it needs to sustain it by relentless improvement. Competitors will eventually overtake any company