The pharmaceutical industry is a domain of great innovations, which unfortunately has witnessed many an innovative drug faltering due to sheer laxity of marketers who fail to communicate the critical differentiating features and the related benefits to the right customers. Added to this is the complacency which sets in with the initial success of the product. The study presented herein looked into the various market related aspects of the pharmaceutical industry and the importance of innovation in the same. Also, it investigated the reasons for the waning of Merck KGaA’s innovative drug-Glucovance in the US market. It provides ample evidence for the possible reasons aforesaid for the failure of innovative products.
The greatest contrast between the two brains lies in the frontal lobes. In microcephalics, the brain is underdeveloped. A skeptic scientist Jim Phillips says ”What is important is the brain and eye-hand coordination and the idea of making something. You have to select the specific kind of raw material; you have to prepare, really prepare this core or this pebble before you even begin knocking off the blades... And a 400-c.c. brain, in my opinion, is not going to be able to produce, repeatedly, a tradition both of blade and flake technology.” But another scientist Dean
The Apogee company could have a few unprofitable field offices. In which case, closing or relocating the least profitable offices would dramatically increase the company’s profitablility. Secondly, there is no evidence that the market for the Apogee Company's goods and services is worse than it was in the past. There's not even any evidence of what the Apogee Company does! If markets for Apogee's goods and services exist in multiple locations, having one office hardly makes sense.
Recently, Wiretime ran an advertisement in a well-known industry magazine blasting BUGusa by stating that their products are inferior and have a very limited lifespan. This would be classified as an intentional tort because these statements “have the potential to impact business relationships and operations” (Melvin, 2011). This particular case would be listed as defamation and categorized further as trade libel. To be considered trade libel the “statement needs to be (1) a clear and specific reference to the disparaged party or product (e.g., using the actual brand name of the product), (2) made with either knowledge that the statement was false or reckless disregard for the truth, and (3) communicated to a third party (similar to defamation)” (Melvin, 2011). References Melvin, S. P. (2011).
In fact, those “growing” companies are not truly “growing” because that even if they are still making profit, they are losing consumers and market at the same time. Especially those companies who owns irreplaceable resource and products for now, they should have a clear cognition that no product is indispensable forever. In addition, companies always narrow themselves to a limited area so that it is hard to have extraordinary improvement in their products. In order to keep their competitiveness in this rapidly developing age, asking for trouble is necessary so that companies will be pushed to develop products to reach higher level of consumer satisfaction. It is important to focus on customers and customers’ needs instead of just persuading customers to make the exchange.
1. Analysis of the Competitive Forces of the US LCD TV Industry Threat of entry can hold down profitability. Within the LCD television industry in the United States, there exists high barrier to new entrants, largely due to the efforts of established Korean and Japanese consumer-electronics makers who have spent substantial amounts of money “developing and marketing their own technology,” or in other words, contributing to supply-side economies of scale, which puts smaller startups at a huge disadvantage. Also, as we can see, capital requirements have the potential to hinder the growth of startups like Vizio, which has sought a new round of funding to build inventories. According to its competitors, Vizio stands at a disadvantage due to its lack of in-house and manufacturing development resources that many incumbents enjoy independent of their size.
They acquired local joint ventures and set-up a decentralized sales organization under their Matrix. On one side the National Organization (NOs) in charge of financial, legal and administrative issues and on the other side the Product Development (PDs) related to the development, the production and the distribution. The problem was that NOs had a higher power on decisions than PDs and consequently those 2 entities couldn’t be efficient in order to be competitive. And this was shown at the moment when Philips realized that they were late in innovation faced to the others competitors, such as Matsushita, because they couldn’t respond to the demand. At the beginning Matsushita was as successful as Philips on its local market (Japan).
Williamson D.D. Williamson had trouble managing projects that were successful, so they took a step back and pinpointed the cause of the issues. They found the cause to be the lack of project prioritization. There were projects of great importance being pushed to the side while less important projects were being started. As a result, projects went over budget and there was a great chance of missed opportunities due to their disorganization.
About the most respectable aspect of the article is that the author does not attempt to make any ethical claims (ethos) against the largely correct observation that computers and digital information have indeed transformed much of human society. In fact, if anything, the ethical perspective might be among the strongest arguments against the author’s premise. The author’s first logical argument is that the notion of an “information age” is an inaccurate characterization simply because information can never replace “stuff.” Similarly, the author explicitly rejects what he claims are the three main arguments for the characterization of computers as giving rise to a new age by virtue of (1) their capacity to create, store, and deliver information; (2) to overcome geographic distance; and (3) to act intelligently. With respect to the first two, the author is clearly wrong, because the capacity of computers to create, store, and deliver information has revolutionized everything from advertising and supply chain management to social networking, dating, and warfare. With
• Weaknesses: Lacking hardware and software manufacture. • Opportunities: To add quality to low cost production offered. Compaq was the market leader in fault-tolerant computing and industry standard servers • Threats: Struggling with the organic growth. Board wants a merger to achieve greater market share. Need more research and development funding.