Promenade sur le Marché de Beaune

This story takes you for a virtual tour of the gorgeous city of Beaune, and in particular, its marketplace. This is is a fun and lively story, written in intermediate French, and should be relatively easy to understand.   Have you ever been on a French market? If so, I am sure this story will ring a bell, bring up fantastic memories and help you remember the lively and colorful French open-air markets. As with any learn French in Context story, try to guess the French words you dont understand: if needed, look them up in the English translation but try to use the entire English translation as a last resort. Lets follow Steve on the market of Beaune. Strolling the French Open-Air Market of Beaune Nous sommes sortis tà ´t de notre hà ´tel pour aller  au centre-ville de Beaune. Nous à ©tions samedi et nous ne voulions pas rater le grand marchà © en plein air qui a lieu tous les samedis. Nous à ©tions à   l’Hà ´tel des Remparts et, comme son nom l’indique, il est situà © à   deux pas des vieux murs mà ©dià ©vaux, pas loin de la Place de la Halle oà ¹ le marchà © a lieu. We left our hotel early to go into the city center of Beaune. It was Saturday and we did not want to miss the large outdoor market that takes place every Saturday. We were staying at the Hà ´tel des Remparts and, as the name indicates, it is located very close to the old medieval walls, not far from the Place de la Halle where the market is held. Quand on est arrivà ©s à   la Place, on a vu que c’à ©tait dà ©jà   plein d’animation. Ma femme voulait acheter des fruits, et moi j’espà ©rais trouver un chapeau parce que j’avais dà ©couvert que le soleil pouvait taper fort  en Bourgogne! When we arrived at the Place, we saw that it was already full of activity. My wife wanted to buy some fruit, and I was hoping to find a hat because I had discovered that the sunshine could be intense in Burgundy! Il y avait beaucoup de vendeurs et tous les marchands à ©taient occupà ©s dans leurs à ©tals. La varià ©tà © des fruits et des là ©gumes à ©taient saisissante, et tout avait l’air frais et appà ©tissant. There were many vendors and all the merchants were busy in their stalls. The variety of fruits and vegetables was striking, and everything appeared fresh and appetizing. Je Voudrais Acheter des Figues, Sil vous Plat Nous venions d’acheter deux barquettes de belles fraises lorsque ma femme a vu des figues qui semblaient bien mà »res, charnues et juteuses. Elle voulait en acheter plusieurs, peut-à ªtre un quart de kilogramme ou quelque chose comme à §a. Donc, je me suis approchà © du vendeur et j’ai dit  : «Ã‚  Bonjour Monsieur. Je voudrais acheter des figues, s’il vous plait  Ã‚ », ce à   quoi il a rà ©pondu  «Ã‚  Combien  ?  Ã‚ »J’ai dit  «Ã‚  un quart de kilogramme.  Ã‚ » Le vendeur a dit  «Ã‚  Quoi  ?  Ã‚ » et j’ai rà ©pà ©tà © ma requà ªte,  «Ã‚  un quart de kilogramme, s’il vous plait.  Ã‚ » We had just bought two containers of lovely strawberries when my wife saw some figs which seemed ripe, plump and juicy. She wanted to buy several of them, maybe a quarter of a kilogram or something like that. So, I approached the vendor and I said:â€Å"Bonjour Monsieur. I would like to buy some figs, please†, to which he responded â€Å"How many?†Ã‚  I said â€Å"a quarter of a kilogram†. The vendor said â€Å"What?† and I repeated my request, â€Å"a quarter of a kilogram, please†. À ce moment-là  , il a commencà © à   mesurer un kilogramme entier de figues sur la balance. J’ai rà ©pà ©tà © encore une fois ma demande pour un quart de kilogramme mais le vendeur a continuà © à   mettre de plus en plus de figues sur la balance. J’à ©tais dà ©terminà © à   ne pas perdre le contrà ´le de la situation et donc j’ai dit  «Ã‚  Non, Monsieur, juste  deux cent cinquante  grammes  Ã‚ » ce à   quoi il a rà ©pondu, peut à ªtre avec un peu d’agacement,  «Ã‚  Oui, comme vous voulez  Ã‚ » et il a enlevà © l’excà ¨s. At this point, he started to measure a full kilogram of figs on the scale. I repeated once more my request for a quarter of a kilogram but the vendor continued to put more and more figs on the scale. I was determined to not lose control of the situation and so I said â€Å"No, Monsieur, just  two hundred fifty grams† to which he responded, maybe with a bit of annoyance, â€Å"OK, as you wish†, and he removed the excess. J’ai pensà © que c’à ©tait probablement mon accent qui avait causà © le problà ¨me, mais plus tard,  pendant nos leà §ons par Skype,  Camille  m’a dit que ce n’à ©tait pas le problà ¨me. En fait, on ne commande pas les fruits au gramme. Vous pouvez commander un ou plusieurs kilos (et gà ©nà ©ralement on dit juste  «Ã‚  kilo  Ã‚ », peut à ªtre un demi-kilo, mais jamais un quart de kilo). Il est courant d’utiliser  «Ã‚  une livre  Ã‚ », donc environ 500 grammes, ou bien peut à ªtre une barquette entià ¨re si c’est vendu comme à §a, et puis sinon, pour des fruits plus gros ou assez chers comme les figues, vous demandez le nombre de fruits que vous voulez. I thought that it was probably my accent which had caused the problem, but later, during our lessons via Skype,  Camille  told me that that was not the problem. In fact, one does not order fruit by the gram. You can order one or several kilograms (and generally one just says â€Å"kilo†, maybe a half-kilo, but never a quarter of a kilo). It is common to use â€Å"a pound†, so around 500 grams, or maybe a full container if it is sold like that, and if not, for larger or quite expensive fruits like figs, you ask for the number of pieces that you want. Donnez-moi Une Grosse Grappe de Raisin Camille m’a dit   aussi que pour du raisin par exemple, les Franà §ais ne vont pas demander un poids exact, mais vont voir plus  la quantità ©Ã‚  : « donnez-moi une grosse grappe  ». Et puis, si la grappe est trop petite, alors  «Ã‚  mettez-en une autre petite, s’il vous plaà ®t  Ã‚ », ou si elle est trop grosse, alors  :  «Ã‚  oh non, c’est trop : c’est juste pour moi. Vous en avez une plus petite  ?  Ã‚ » Et c’est comme à §a qu’on raconte sa vie sur les marchà ©s  ! Camille also told me that, for example with grapes, the French are not going to ask for an exact weight, but are going to view it more like a quantity: give me a large bunch. And if the bunch is too small, then â€Å"another small one, please†, or if it is too big then: â€Å"oh no, that is too much, it’s just for me. Do you have a smaller one?†. And that’s how you end up telling your life story at the marketplace! En revanche, l’achat d’un chapeau à ©tait plus facile. À cause de sa grande taille, le marchà © s’à ©tait à ©tendu sur les rues qui à ©taient tout à   cà ´tà © de la Place de la Halle, comme les tentacules d’une pieuvre. À un bout d’un des  «Ã‚  tentacules  Ã‚ » du marchà ©, il y avait un vendeur qui à ©tait debout derrià ¨re plusieurs tables couvertes de chapeaux de toutes formes, tailles et  couleurs.  Les chapeaux à ©taient empilà ©s selon le style de chapeau. J’ai trouvà © une pile de chapeaux de paille que j’aimais bien. Le vendeur, un homme de grande taille lui-mà ªme avec un sourire encore plus grand, m’a demandà ©  «Ã‚  Quelle taille  prà ©fà ©rez-vous ?  » et j’ai dit  «Ã‚  La moyenne  Ã‚ » ce à   quoi il a rà ©pà ©tà © en anglais  «Ã‚  So then, medium  Ã‚ ». Et ce chapeau m’a bien servi pendant le reste de mon voyage  ! On the other hand, the purchase of a hat was much easier. Thanks to its large size, the market had extended into the streets close to the Place de la Halle, like the tentacles of an octopus. At the end of one of the â€Å"tentacles† of the  market  there was a vendor who was standing behind several tables covered in hats of all shapes,  sizes  and colors. The hats were stacked according to the hat style. I found a pile of straw hats that I liked. The vendor, a large man with an even larger smile, asked me â€Å"What size do you prefer?† and I said â€Å"medium† to which he repeated in English â€Å"so then, medium†Ã¢â‚¬â„¢. And that hat served me well for the remainder of my trip!

An Organization Strategic Business Plan - 1284 Words

The prime critical strategy in acquisition of the employee is that there is should be an official human resource plan in context of the organization strategic business plan (Singh, 2003). According to Bernardin (2003) that those organizations that their strategy is well integrated with human resource recruitment and planning, tend to have human resource competitive advantage. In the following part, the discussion would cover the practices recognized in literature in regards to recruitment and selection processes as job analysis, recruitment and selection. in respect to this, it would be reasonable to first, thoroughly explain the recruitment and selection procedure which encompasses a number of inter connected and related steps, and there†¦show more content†¦In the selection stage, the employer perform a robust assessment techniques to identify the most potential candidates for the job. 2.3.1 Job analysis According to (Bratton and Gold, 1999) that job analysis, used to produce job descriptions and personnel specifications, relied too much on judgment to identify key aspects of a job and to identify the important qualities that determine success. According to Machington and Wilkinson (2002) that the primary step in the recruitment process is to perform in depth job analysis to recognize functions going to be undertake by the new recruits, and to collect all the required data about the current job as, what skills are required and which activities are carried out (Foot and Hook, 2005). The concerned information could be acquired from sources as division manager, employees with identical jobs and the all the people who are engaged regarding the position announced. Job analysis is playing a vital role in the recruitment and selection process and this act as backbone of the said activities, and the significant role of job analysis has been mentioned in literature such as strategic human resource management practice which yields to assist the overall performance of the

Changing Paradigms of Rebranding Strategies Free Essays

string(59) " the direction in which it wants to take the organization\." According to the AMA (American Marketing Association), Brand is a name, term, sign, symbol, design, or a combination of all used to uniquely identify a producer’s goods and services and differentiate them from competitors. Specifically, a brand is a name â€Å"yahoo. com† logo, jingle ‘bus 2 minutes’, â€Å"Maggie†, slogan ‘sense and simplicity’, â€Å"PHILIPS†, package design, spokesperson, color Red color,† Vodafone† which consumers associate with a specific product. We will write a custom essay sample on Changing Paradigms of Rebranding Strategies or any similar topic only for you Order Now REBRANDING-WHAT IS IT? Rebranding occurs when a product or service developed with one brand, company or product line affiliation is marketed or distributed with a new and different identity. It is usually more than simply a change in brand’s logo and other superficial changes and should involve radical changes to the brand name, image marketing strategy and advertising themes. In order to complete Rebranding, several areas should be reviewed including positioning, personality, cluster of values, logo, company, identity and vision prior to the building of a brand. Rebranding can take place for a new product, a mature product, or even developing products. In some cases, a total rebrand may not be necessary but rather a partial rebrand. When a brand has been firmly established but may be outdated or needs refreshing due to new products or services, partial Rebranding may be more appropriate. It is critical that the brand value that’s been developed over the years not be eliminated. Subtle changes to update it may be all that is necessary to get the message across and revitalize sales. It is important to differentiate between Rebranding of a product versus repositioning of a product. Repositioning may involve a change in any of the marketing mix elements in an effort to respond to declining sales or market share. The goal in repositioning is to target existing products at new markets or segments. Repositioning may be part of Rebranding campaign. In contrast, Rebranding should involve a total change to fundamental company elements such as mission statements, values and widely recognized logos in an effort to have the company’s brand accurately reflect what it offers. WHEN SHOULD REBRANDING OCCURS: Rebranding is appropriate and essential under several circumstances in order to ensure success in product and service delivery. Often, a company has adapted their products to keep competitive in the marketplace to the extent the company’s brand may no longer accurately reflect what if offers. In this case, a major brand overhaul is necessary. A large quantity of acquisitions or merging of companies may require Rebranding in order to adequately reflect the new, large company. When is Rebranding necessary? DRIVERS OF REBRANDING: The two major reasons of rebranding are: corporate restructuring and modifying the external perceptions. The following text highlights more drivers that call for rebranding exercise: †¢ Outliving the usefulness: Sometimes, a brand might outlive the purpose for which it was created. In such a scenario, it is more suitable to change the name of brand and then continue or prune the product depending upon the market requirement. Values change: Sometimes, the value that promoters want to display to the audience through the brands change, and that is why they decide to change the brand name as well. †¢ Mergers and acquisitions: Cases like the merger and acquisitions force the corporates to dawn a new identity for themselves, as it was seen in the case of Air Deccan and Kingfisher. However, while conducting the rebranding exercise, the companies should conduct a thorough analysis of the values and the attributes for which the br and name of the merging companies stand for and then only a new name should be adopted or the old one should be changed. Confused brands: In the case of UTI bank which changed its name to Axis bank, the brand UTI was associated with many other instituted in different streams financial strength, had to go for rebranding. CONSIDERATIONS FOR REBRANDING: †¢ Through analysis of the target market: A company indulging in a rebranding exercise will not like to indulge into the exercise at the cost of its existing customers. Therefore, a thorough analysis of the profile of the existing customers is warranted. The rebranding exercise may attract new segments of the market but should not drive away the existing segments being served by the market. Nature of brand equity: A thorough analysis of brand equity and the nature of its standing in the eyes of its stakeholders should be conducted before going for dropping an already well established name, because if the new name fails to live up t o the expectations of the stakeholders, it may result in a huge loss in terms of the sales and goodwill of the firm and through these two elements, on the value of the firm. †¢ Project Management: It is generally the marketing department who takes up the leadership role in implementing the rebranding exercise and tries to seek out and surmount the challenges ahead. However, in many cases, it is the board of directors with the external ad agency who decide upon the rebranding exercise and implement it. †¢ Staff Involvement : The staff involvement is seen at various levels of the organization and they are basically consulted to suggest and brain storm on the new brand name and the like. †¢ Customer Involvement: Though not many organizations go for customer feedback before rebranding themselves, feedback is sought in a more subtle and discreet way from the customers. Since confidentially is a concern for such an exercise, the rebranding campaign was not made more broad based. OBSTACLES: †¢ Time consuming: Most of the organizations found brand building time consuming and they failed to estimate the exact time for conducting the exercise. †¢ Internal Resistance: Employee morale is greatly affected by the attitudes associated with the organization they work with, so many a times a change in brand name greatly affects their motivation and willingness to work for their responses. PREREQUISITES OF A SUCCESSFUL REBRANDING EXERCISE. †¢ Clear Vision: The top management should have a clear vision about the organization and the direction in which it wants to take the organization. You read "Changing Paradigms of Rebranding Strategies" in category "Essay examples" It also should have a fair idea as to what does it want to achieve through the rebranding exercise. †¢ Engagement of staff: The staff should be engaged at all levels across the organization to have a feeling or unanimity and oneness towards the entire exercise. †¢ Thorough Planning: The rebranding exercise should be thoroughly planned and if need be, contingency plans should be prepared for any crisis. Rebranding is a difficult exercise to execute and it requires a lot of planning and a very minute detailed setting of goals and milestones in the execution phase to ensure the smooth implementation of the rebranding exercise. Adequate Resources: Adequate resources should be provided to the organization in terms of manpower, money and other resources. The complexity in execution; especially in the communication process calls for expert intervention in the entire process and the dispassionate observation and wide knowledge of the experts becomes a necessary in such projects. â € ¢ Communication: The communication with the stake holders should be consistent, clear and multilateral to win their confidence towards the entire exercise. Impact on the Financial Markets: A firm exists for the maximization of shareholders wealth and it is therefore very important for the organization, to study the short term impact of the rebranding exercise on the financial markets and the organization should plan as to how it is going to deal with the short term impacts on the stock market prices of the rebranding exercise. TYPES OF REBRANDING EXERCISE: 1) Reiterating: These companies need not change their brand name, their names are strong enough and the brand essence has not changed over a period of years. ) Renaming: Some companies may go for renaming themselves to display the change in the ownership structure and to reflect the new owner’s identity in the name or the logo of the company. 3) Redefining: Some companies may go for redefining the qualities and attribut es attached to it. It is done to give the company a new direction and also convey to the stake holders a change in the ownership pattern and the new direction of the company. 4) Restarting: These organizations feel a need not only to change the attributes attached to their brands but also the brand names ltogether. This happens when an existing brand departs from or enters into a new product line. 5) Abstract Brand Name: Companies normally go for an abstract brand name, because their abstraction lends them the flexibility of getting associated with other products also. Moreover, it is also seen that service organizations prefer more abstract names as they want to convey more complex messages than the product based organizations. REBRANDING SUCCESS: Several well-known companies have attempted Rebranding in recent years. In some cases the Rebranding effort has been all encompassing for the company and in other cases a few changes were all that were necessary in order to ensure success. Hindustan Unilever limited: Hindustan Lever, a 51. 6 per cent subsidiary of Unilever plc formed in 1956, is the largest FMCG Company in India. It operates in two segments — home and personal care products such as soaps, detergents, oral care products, hair care products, skin care products, cosmetics, deodorants and fragrances, and food and beverages such as tea, coffee, wheat flour, salt, ice creams and culinary products. With a turnover of over US$ 2200 million in 2003, HLL employs over 40,000 people across the country. Coca-Cola India: Coca-Cola is a leading player in the Indian beverage market with a 60 per cent share in the carbonated soft drinks segment, 36 per cent share in fruit drinks segment and 33 per cent share in the packaged water segment. In 2004, Coca-Cola sold 7 billion packs of its brands to more than 230 million consumers across 4,700 towns and 175,000 villages. The company has doubled its volumes and trebled its profits between 2001 and 2004. Coca-Cola continues to re-affirm its commitment to India through active ‘Citizenship Efforts. All its plants in India partner with local NGOs to alleviate local community issues in numerous small ways. It boasts of impeccable credentials on quality. Coca-Cola has succeeded in spite of an extremely price-sensitive consumer with entrenched beverage consumption habits – tea, nimbu-paani (lemonade) and a fragmented and geographically d ispersed retail market, and a high tax environment. Intel India: Intel India was established in 1988 in Bangalore, and has now grown to include the maximum number of Intel divisions in any country outside the United States. India’s increasing IT and engineering talent pool, has ensured that the majority of work done at Intel India is software and hardware engineering; and has also established the Intel India Design Centre, as Intel’s largest non-manufacturing site internationally. Intel has over 2,000 employees, of whom 1,200 work at the development centre. Significant market development groups include education and Intel Capital, which helps Intel make strategic investments in technology and online start-ups. Intel has invested US$ 60 million in infrastructure in India. REBRANDING FAILURES: For every successful Rebranding story, there is at least one corresponding failure. The example given below outlines some of the reasons why Rebranding does not always succeed. New Coke: One of the most infamous rebranding failure stories in history is that of New Coke. On April 23, 1985, Coca-Cola Company took one of its biggest risks by announcing it was changing the formula for the world’s most popular soft drink. The outcry which followed was heard around the world. The motivation behind the formula change was a shrinking market share which the company believed to be the results of its arch rival Pepsi-Cola. During the 1970’s, the â€Å"Pepsi Challenge† campaign seemed to erode the coke market even further. The company felt compelled to do something as it appeared consumers; particularly the baby boomer market, had a preference for sweeter drinks. Coke experimented with a new sweeter formula and market tests indicated the new formula was preferred overwhelmingly to both regular Coke and Pepsi. A first hint of pending disaster was when focus groups indicated indignation upon finding out they were tasting a possible new Coca-Cola and threatened to stop drinking coke altogether. Nevertheless, the company relied heavily on the market analysis and research and launched new coke in April of 1985. Initial results were promising but the backlash that followed almost took the company down. The company did not factor in the rich, cultural history tied to the original coke. Even though taste tests continued to indicate a preference for the sweeter drink, brand loyalty was staunch for the classic coke and consumers boycotted the new coke as a result. With in 3 months, coca-cola was forced to bring back classic coke, which resulted in a resurgence of sales to bring coca-cola to the fore front once again. Eventually, New Coke became Coke II and is virtually unavailable in distribution today. So what went wrong? Research was extensive, leadership supported the rebranding and an extensive advertising campaign was launched. Perhaps the company should have listened to that minority segment in the focus groups who were offended that Coca-Cola would even think about changing its formula(which it actually did any way when it changed from a sugar sweetness to a more inexpensive high fructose corn syrup sweetener). This was a hint of the cultural backlash that would result, particularly from the southern U. S. where coke was a part of the regional identity. Perhaps the launch was not successfully implemented. Pepsi was able to strategically maneuver advertising by claiming they had won the cola wars prior to the official launch of New Coke. In addition, Coca-Colas CEO was unprepared for the â€Å"launching news conference resulting in alienation of reporters. He could not answer simple questions about the taste change. What ever the reason New Coke is now history and coke classic with other coke products maintain a lead in overall sales. Volume for the classic brand has risen 24 percent since 1984 making it the No. 1 soft drink in the land since 1987. It is interesting how loyal consumers can be to a brand once you take it away temporarily. The rebranding failure actually led to revitalization of the existing brand and a newfound respect by company leadership for the â€Å"culture† surrounding the original Coca-Cola product. MISTAKES MADE WHEN REBRANDING: †¢ Lack of True Change: It is important to remember that rebranding signals change. Your brand is more than your logo or corporate colors. Simply repacking the goods and providing some new designs will not get results you need. Putting a new cover on an old book doesn’t make it new. Brands include every thing from customer perception and experience to quality, look and feel, customer care and retail and web environments. Make sure the changes instilled are all encompassing or customers will catch on quick and make a fast departure. †¢ Lack of Quality Research: Research is required in order to be able to establish a plan for rebranding. Current and prospective customers must be involved when creating solutions. Knowing customer attitudes and desires is essential in order to deliver the product they want in the way they want it delivered. In addition, research should be interpreted currently or the rebranding efforts can take a wrong direction. Coca-cola performed extensive research but discounted a portion of it which ultimately became very important foreshadowing of things to come. †¢ Ignoring Brand Equity: By ignoring existing brand equity when rebranding, a company faces the risk of alienating and subsequently losing existing loyal customers. This was evident during the attempted rebranding of coke. The company assumed all customers would like and want the taste of new coke because they didn’t understand the extent of the current brand loyalty. AT T took this into consideration after merging with Southwestern Bell to ensure customers were comfortable and unconcerned about any loss of service. †¢ Basing Rebranding on Advertising: Just as rebranding is not simply repacking the product, neither is it simply the advertising campaign. Brand strategy should be the core item leading advertising; advertising should not lead brand strategy. Interestingly, some rebranding efforts may not include traditional advertising. Make sure the rebranding campaign is more than advertising or nothing will change for the company. †¢ Inability to Analyze the Positioning: The literature revealed that ‘Repositioning’ is one of the most important drivers for rebranding. Positioning is not what company does with the product; it’s all about what they do with the mind of the target audience, and what customers think about the company. So, it is vital for rebranding to clarify and refine the positioning. Both the present as well as desired positioning of the company should be apparent. †¢ Lack of Top Level Support: Even though the rebranding may be born in the marketing department, it should be owned and supported by the top level managers especially the CEO. The CEO (Chief Executive Officer) is the only authority who can drive change in all the functional areas across the organization. The CEO needs to set the vision and lead rebranding to ensure that Product, Service People are aligned and determined to deliver the implied promises through rebranding. CONCLUSION: As branding trends continue to evolve, rebranding success seems to depend on the ability to adapt to the rapidly evolving media environment and taking advantage of new opportunities to reach the target audience. In order to remain competitive, companies will need to embrace â€Å"hot† media to spread the message to younger and techsavvy customers. New methods include blogs, pod casts, mobile phone-based programming, and social networks. However, a balance must be maintained with traditional methods of media in order to reach and retain the existing customer base. In order to rebrand successfully, key steps need to be taken in the process. Companies who embrace the elements of rebranding usually are able to obtain their goals. Companies who fail to address all of the elements of rebranding often make mistakes and succumb to failure. So does rebranding work? Yes, and NO. It works when it is based on quality information, has the support of leadership and employees, is well-planned, provide adequate training, is integrated throughout the whole company, has a well-balanced multi-media advertising campaign that communicates the brand message consistently across multiple platforms, is customer driven, and is evaluated on an on-going basis to determine if alterations are need. When these elements are not present, the chance of rebranding success diminishes rapidly. EXHIBITS |IBM | |Old |New | |[pic] |[pic] | Hindustan Lever Limited |Hindustan Unilever Limited | |Old |New | |[pic] |[pic] | Indian post | |Old |New | |[pic] |[pic] | [pic] [pic] [pic] PHILIPS | |Old |New | |[pic] |[pic] | |COMPAQ | |Old |New | |[pic] |[pic] | HUTCH |Vodafone | |Old |New | |[pic] |[pic] | |APPLE | |Old |New | |[pic] |[pic] | KFC | |Old |New | |[pic] |[pic] | | AIWA | |Old |New | |[pic] |[pic] | KODAK | |Old |New | |[pic] |[pic] | |SATYAM |MAHINDRA SATYAM | |Old |New | |[pic] |[pic] | VIDEOCON | |Old |New | |[pic] |[pic] | |CANARA BANK | |Old New | |[pic] |[pic] | |JET AIRWAYS | |Old |New | |[pic] |[pic] | BANK OF BARODA | |Old |New | |[pic] |[pic] | RELIANCE | |Old |New | |[pic] |[pic] | [pic] BIBLIOGRAPHY: †¢ Kotler, Keller, Koshy, Jha. â€Å"Marketing Management†, 13th Edition, Pearson Education. YLR Moorthi, â€Å"Brand Management, The Indian Context†,2006, Vikas publishing house pvt ltd. †¢ Bhavishya, The journal of futuristic managers, Jan-Mar 2008. †¢ Dr. M. A. Azeem, Prof. T. Venkat Ram Raj, December-2008,†Rebranding – A business imperative†, Indian Journal of Marketing, Page no: 15-21. †¢ M. Saeed, Ravinder vinayek, Narender kumar, September-2008, â€Å"Rebranding: An emerging brand marketing strategy (Trends, Issues and challenges)†, Indian Journal of Marketing, Page no: 3-10. WEBLIOGRAPHY: †¢ http://blong. styleapple. com †¢ http://images. google. co. in/imgres? imgurl=http://remade. files. wordpress. com/2008/01/canarabankbeforeafter. jpg †¢ http://www. mobilepandit. com/2005/12/07/rebranding-reliance-infocom †¢ www. thehindubussinessline. com ———————– Change in Service Name Change Change in Product Acquisitions Mergers Change in market Place New Product Launch Rebranding How to cite Changing Paradigms of Rebranding Strategies, Essay examples

Entrepreneurship in IT for Social Media -myassignmenthelp.com

Question: Write about the Entrepreneurship in IT for Social Media Advertisement. Answer: This product is an application that has been developed for students of Australia. Students can post their queries regarding their various subjects and find appropriate answers. Therefore, this is a portal where students can share their idea and post their question from different fields. Therefore, the product can be launched on the Google with proper censorship (Viio Nordin, 2015). This helps in registering portal on the Google. The developer might put an easy AdWords for application (Wang Shaver, 2016). This helps in increasing traffic on application and more and more students can post their ideas and questions in portal. The product has good criteria and message for users in the Australia. The developer have to follow steps including in product launch by visualizing concept of application. The developer have to target students and advertise application overInternet. The social media advertisement might play an important role in launching product over Internet (Guinot Evans Badar, 2016). This helps in gaining attention of a large number of students at a time. The increase in traffic of the students helps in gaining popularity of application over market. The requirement of feedbacks is necessary for developer regarding services provided by application. The student can update and post their question of any field in portal and are acknowledged with appropriate answers. After launching of product, the investment on product is important to make it more efficient. The investment on product can be done by any investment fund company or educational institution including universities (Bhargava, 2014). The developer can reach to different universities and present the product in front of them. The developer have to convince them with helps of making them understood about benefits and features of project. The product has good criteria and message for the users in the Australia. The developer have to follow steps including in product launch by visualizing the concept of application. The developer have to target students and advertise application over Internet. The social media advertisement might play an important role in launching the product over Internet. The benefits of product requires being practical. The social media advertisement might play an important role in launching product over Internet. The benefits of the product to respective universities ne eds to be transferred clearly (Roberts, Hughes Candi, 2017). How the product will help students of university needs to be cleared to officials of university. The developer have to follow steps including in product launch by visualizing concept of the application This helps in creating trust factor with them and they might invest in application for making it more efficient. A both way communication between the developer and university channelizes ideas of developer to officials of university (Randhawa et al., 2017). Therefore, a proper presentation of product in front of them helps in convincing them to invest product for betterment of their students in university. The product has good criteria and message for users in the Australia. The developer have to target students and advertise application over Internet. References Bhargava, H. K. (2014). Platform technologies and network goods: insights on product launch and management.Information Technology and Management,15(3), 199-209. Guinot, J., Evans, D., Badar, M. A. (2016). Cost of quality consideration following product launch in a present worth assessment.International Journal of Quality Reliability Management,33(3), 399-413. Randhawa, P., Kirca, A. H., Talay, M. B., Akdeniz, M. B. (2017). Interactive Effects of Product and Brand Portfolios on Firm Value. InCreating Marketing Magic and Innovative Future Marketing Trends(pp. 95-98). Springer, Cham. Roberts, D., Hughes, M., Candi, M. (2017). Leveraging social network sites for new product launch. Viio, P., Nordin, F. (2015). When does implementation of relationship orientation in new product launch matter?.Industrial Marketing Management,45, 47-48. Wang, R. D., Shaver, J. M. (2016, January). Responding to Competition: Repositioning and New Product Launch. InAcademy of Management Proceedings(Vol. 2016, No. 1, p. 16414). Academy of Management.