Tube in China Marketing Audit and Competitive Market Analysis China represents one of the fastest growing economies in the world that has an enormous population. Although the total number of internet users per capita is far less than can be found in the advanced nations, a smaller percentage of internet penetration coupled with the gigantic population represents an enormous market for online service provider. Unfortunately, China's online world does not operate

5% of assets to 24.6%, with a corresponding reduction in liabilities. This has been achieved with a slight reduction in the company's borrowings from 42.65% of assets to 42.03%. While deferred taxes have increased, the company has seen its post-retirement benefits liabilities reduced. With respect to the structure of Diageo's assets, non-current assets have been reduced slightly. Non-tangible assets (primarily intellectual property) did not change significantly in value. Diageo was

FedEx Applying Strategic Market Planning to FedEx Marketing Foundations FedEx (NYSE: FDX) is one of the leading providers of global logistics services to the Business-to-Business (B2B) and Business-to-Consumer (B2C) marketplaces globally. FedEx is particularly strong in the U.S. where 73% of total revenues in their latest fiscal year were generated (FedEx, 2010). FedEx's approach to marketing is to accentuate the role of trusted advisor in shipping, 3rd party logistics (3PL), and supply chain

In assessing knowledge management at Nike, the strengths inherent in their culture and putting a high value on tacit and implicit knowledge sharing are shown in how well integrated new product development, innovation, marketing and supply chain at the corporate level are. Yet the company falters in the areas of supply chain knowledge management and knowledge transfer into retail channels. These two areas of the greatest weakness to Nike require

A. (RECOPE, S.A), based on Costa Rica. There is also the Columbian nationalized oil conglomerate operating under the name Empresa Colombiana de Petroleos (ECOPETROL). Both of Chevron's largest global competitors are nationalized by the nations they operate in, which make pricing and market execution strategies in these specific countries difficult. In addition, there are significant cultural differences between the U.S. And these countries as well. As a result, there continues

Bargaining power of customers: Our main question here is whether Wal-Mart customers can walk away from buying a product at Wal-Mart and find it cheaper elsewhere. For the most part, the answer is no. Wal-Mart has built its reputation by providing products at a considerably lower price than its competitors (Is Wal-Mart good, 2005). Certainly, customers can try to find lower prices at other retailers; and the proliferation of the