Factor analysis

retailers as reliable merchants. In light of this, a comprehensive model describing the factors that drive consumers to accept e-commerce and on-line transactions would be useful for both academicians and practitioners, in that it would help them to better understand consumer on-line behavior in the emerging B2C e-commerce environment. In order to provide a solid theoretical basis for selecting influential driving factors, this paper integrates two important streams of literature under the nomological structure

Research in International Business and Finance 21 (2007) 222–237 Factors influencing the profitability of domestic and foreign commercial banks in the European Union Fotios Pasiouras a,b,∗ , Kyriaki Kosmidou a,c b Financial Engineering Laboratory, Department of Production Engineering & Management, Technical University of Crete, University Campus, 73100 Chania, Greece Department of Economics, Finance & Accounting, Faculty of Business, Environment & Society, Coventry University, Priory Street

goods 3. A strong department store, abundant capital III. Analysis A. Political factors 1. Political situation: stable in recent years 2. Attractive FDI policy: no discriminatory treatment, all factors are open, automatic approval for investment, free zones 3. Industry strategy: selected as an emerging national industry, duty-free industrial parks or financial support B. Economical factors 1. Stable economic growth: 4.8% in past 45years 2. Agreement:

Costing (ABC) is the perfect cure for the problem of assigning overheads to products and services within organisations”. This paper will critically evaluate this statement by answering the following questions: 1- Why is ABC costing needed? What factors led to the development of this costing model? 2- When do companies decide to use ABC? 3- What are the weaknesses and the limitations of the model? 4- What are the solutions to cope with those lmitations? WHY DO WE NEED ABC: A RESPONSE

© Academy of Management Journat 1982, Vol.25, No. 3, 510-531. Strategic Attributes and Performance in the BCG Matrix— A PIMS-Based Analysis of Industrial Product Businesses^ DONALD C. HAMBRICK IAN C. MacMILLAN DIANA L. DAY Columbia University This paper empirically explores the performance tendencies and strategic attributes of businesses in the four cells of the Boston Consulting Group product portfolio matrix. Businesses differed in their performance and strategic attributes, according to

| |Week 2 |Basic Tariff Analysis | |Week 3 |Other Instruments of Trade Policy | |Week 4 |International Factor Movements | |Week

………………………………………………3 II- Environmental analysis…….……………………………………………..……………………………4 II-a) Market trends……..…………………………………………………………………………………..4 II-b) Customer analysis…………………………………………………………………………………...4 II-c) Competitors analysis (Porter 5 forces)..……………………………………………………5 II-d) Current position of Bionade (SWOT)..……………………………………………………10 III- Strategic concerns…….………………………………...…..………………….……………………11 III-a) ANSOFF Matrix….………………………………………………………………………………...11 III-b) PESTL analysis.….…………….…………………………………………………………………

Duncan, Peter M. Gintei, and Linda E. Swayne Executive Overview It is generally agreed in the strategic management literature that internal organizational assessment is less developed theoretically and practically than other areas of situation analysis. This paper presents a four stage approach to analyzing a firm's internal strengths and weaknesses and illustrates how the technique can facilitate strategy formulation through the integration of value chain concepts and the incorporation of the

PROJET MARKETING FERRERO Table of Contents THE SITUATION ANALYSIS 3 1.1. The environment (Demographic, Economical, Natural, Technological, Political, Cultural, Legal forces) ……………………………………………………………………………………………………………………………………………..3 1.2. The industry 4 1.2.1. Rivalry among existing competitors 4 1.2.2. Threat of new entrants 4 1.2.3. Threat of substitute products 4 1.2.4. Bargaining power of suppliers 4 1.2.5. Bargaining power of buyers 4 1.3. The firm 4 1.3.1. The company

internationalisation strategy of competitor X can be a KIT. The appropriate KIQ is: What are the activities announced and implemented by competitor X last year which support its internationalisation? The implementation of a „CI Audit“ has been de facto established, where the actual information needs and accumulated knowledge are ascertained within the enterprise. The most suitable method for this are face-to-face conversations; written surveys are inadvisable/not recommended. 3. Data Collection