In the case of pollution and carbon emissions, it is very hard to actually measure the level of carbon emissions being produced from a company. And even if you can it will be very costly, which means there is an opportunity cost of implimenting the law of how much carbon emissions can be produced. Realistically, all regulation can hope to achieve is a reduction in environmental damage and a movement towards the optimum level of output. A second difficulty with regulation is that the government must have the correct information, and therefore know the optimum level of output. This requires the perfect information which is rarely even achieved.
As the costs of consuming Petrol and Diesel are not fully taken into account by the consumer, the difference between the social costs and private costs results in a negative externality. Negative Externalities occur when an economics activity affects third parties; those not directly involved in the making of a decision. As producers are only interested in maximising profits; they only take into account private costs and benefits that arise from their decisions. Therefore they would supply a higher amount than optimum that would result in an overproduction at Q1. As the producer creating the externality does not take it into account and the consumer does not fully pay for the resulting externalities, market inefficiencies result in the form of market failure.
The new organization forced country managers to be concerned with diversity of other countries' tastes and needs in developing and marketing of new products. This was a distinct contrast to the previous culture. Coping with this diversity across countries to create a Pan European brand was difficult. Internal frustrations at Unilever created barriers of communication as country managers were frustrated by their loss of autonomy and an increased burden of international coordination of strategies. A global approach to a new product kept development and country managers from focusing on consumer variances in consumption habits.
However, in Russia these powerful weapons did not contribute to success to their military. Russia and Japan came to conflict resulting in the Russo-Japan War. Japan winning caused Russia to re-think their military tactics and industrialize more efficiently. In Japan, the invention of new weapons added to their success. After their win in the Russo-Japan War Japan began to try to expand their once isolated country.
What’s more, even among the branded products, CleanSpitze has a relatively high price, which makes situation worse. 2.2. Customers They have an increasing concern in environmental friendly green product. Purchasing motivation: --price sensitive: lower price will
The economy would affect them both, but most of the items listed above would affect them both different since they are in such different markets. They would be related in ecological though with the green movement I feel. Since Home Depot is pretty well diversified in their store they would be able to weather the storms of bad sales better than Ford. Ford is in a Market with lots of competition and regulations from government and what they can and can’t sell. 2.
Tucker Graphics, INC. wanted to develop new technologies and client base. Tucker was facing bankrupt issue during the period. Thus, Tucker met a Japanese company, Nihon Ichinan Technology. In Nihon Ichinan views, they wanted to develop a new market into the United States. In Tucker views, they would like to develop new technologies.
The demand of these markets are a low cost bike which Harley will need to address if they want to succeed in these competitive markets, while there already exists a big presence of low cost competitors such as Honda, Suzuki and Yamaha as well as counterfeiters. In order to address this issue they face the risk of changing their brand image of quality with a large price tag which could have a snow ball effect in other markets demanding cheaper bikes as well. Another risk Harley faces is one which can be observed by a similar mistake Cadillac made in the past.
These opposing viewpoints include if we are using too much of them, the availability of them and how reliable they are. First of all, the first opposing viewpoint of this issue is if we are using up too much of our resources and how bad we are handling these issues. Here in America, we just resort to using our fossil fuels as our primary source of energy, but that has raised a lot of eyebrows and caused a lot of opposition. People of opposition did not like the fact of how these fossil fuels were being handled and how fast they were being used. Knowing that we have renewable resources, the opposing voices argued that we need to use less fossil fuels and more of the renewable resources.
2) Communication Strategy: The question was whether or not unifies the positioning of Xerox and how to communicate this internally in the company and externally in the market. Whatever communicated internally could not be in contradiction to the message to the customers. 3) Customer Acceptance: It was unknown how the customers would respond to the new product categorization. Although the concept of green was revolutionary and would allow Xerox to capitalize on being first in the market with this concept but if the things went wrong it also exposed the company with the public dismay and unknown liabilities. 4) National regulations: Language differences created terminology problems.