Customer to customer

important to present BNP Paribas in a few words. Thus, with three principal activities namely retail banking in France and in international, bank financing and investment, and Asset Management and services with asset management activities. Today, with the AA rating, revalued in 2010 to AA-following a deterioration of asset quality in 2009, BNP Paribas has confirmed its position within the club of the strongest banks in the world. INTERNAL ANALYSIS ← At first, it seems important to make a SWOT

General informations Company: Group (if ): Adress: Town: Country: Tel : . . . . . . . . . . - Fax: . . . . . . . . . . Email: @ Quality Manager (if other function, please notice): |Turn Over k € |Total TO |T.O. for X Group |% total|T.O. for X |% total | |2 0 . . | | | |

their policy is despite it has headquarter’s in Switzerland; It is to adapt its business to a different regional circumstances, situations and mentalities. The company wants by decentralizing operational responsibility to generate strength and flexibility, as a result people have a possibility to solve different problems and support the idea of the quest for new challenges in a local environment, decision makers can become in a key to success in each country. Largely policies and decisions concerning

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Investor Conference 2010 in Beijing Sales Performance and Outlook Marketing Campaigns and New Model Launch Network Strategy Training Strategy and Customer Satisfaction Programs BlueMotionTechnologies and Think Blue Campaign Page 2 China has been the key region for the Volkswagen Brand worldwide for decades Regional distribution of deliveries to customers by brand Toyota 5% 28% 17% 1% 23% 12% 2% 26% 14% 34% 5% 9% 0% 26% 9% 1% 16% CY2009 US China Germany Japan Rest of Europe Ford 33%

when "companies invent new products and set high initial prices to "skim" revenues layer by layer from the market" (Kotler 270). There are three conditions that are necessary for market skimming to make sense and actually work. The product's quality has to match the price and customers have to be willing to pay the price, the costs of producing a smaller volume won't end up hurting the producer, and it must be hard for competitors to enter into the market and under price the product (Kotler 271).

through an international network, Etam benefit from a robust additional expertise in the profession by the feminine fashion (Clothes, accessories…) In 1965, Etam develops what comes to be known as permanent automatic restocking, a "just-in-time" supply technique allowing for supply to be adjusted permanently to customer demand. B) Actual Situation Etam possess 709 stores in France and an average of 10 employees by stores.With a network of more than 3800 selling points in more than 40 countries

Introduction to the study Introduction: “The Twentieth Century was the century of manufacturer brands. Consumers moved from no-name products […] to branded products from global manufacturers led by Coca-Cola, Disney […] Private Label are growing rapidly in the first decade of the twenty first century.” (Kumar & Steenkamp (2007) pp 1-5) In the United Kingdom in the food market a product sold on two is a private label brand or own retailer’s brand. Europe has the biggest market

Promotion 7 Target Customer 8 SWOT analyses 9 • Strengths 9 • Weaknesses 10 • Opportunities 11 • Threats 12 Recommendations 14 Conclusion 15 References 16 INTRODUCTION We started these study case with a lunch at the Hippopotamus Les Halles the Monday October 19th. It was necessary for us to discover their universe before working on their restaurant chain. The choice was quickly made because all of us wanted to try a new segment that

warehouses that supplied around 2000 retail grocery outlets with a comprehensive range of mainly food goods categorised in market goods (25% of turnover), provisions (15%) and propriety goods (60%). Many of the retailers were small grocery shops (customers for more than forty years) but Wragg also supplied large independent grocery retailers. Critical issues A huge issue concerned the warehouse management. There was no common pattern of management or organisation which means that there was little