Answer:
Primary reasons a company would decide to expand internationally are as follows:
- Expanding markets and increasing sales are one of the primary reasons.
- Companies get globalized in order to become a market leader.
- The company may choose to enter into international market in order to diversify a company's product line.
- Markets and investments would be protected by companies once they enter into international market and get engaged in an international business.
- Controlling the expenses is again one of the most important reasons. Company would buy the resources to gain cost advantage.
- For example, the company which is located in Canada gets most of their resources from China; the company would look forward to get situated near China.
- Another reason would be, to get protected from their competitors or to gain advantage over them; the company would decide to expand internationally.
The three motivational factors that induce a company to go global are as follows:
- Economies of Scale — The advantage that a company gain through mass production to achieve the lowest possible production cost per unit.
- Economies of scope — The advantage that a firm gains by producing different varieties of products and services and at different regions.
- Low-Cost Production Factors — It is an opportunity to purchase the resources at the lower possible cost.
Jaguar Land Rover decided to manufacture cars outside the UK for the first time. In recent years, it has rapidly expanded in its home UK and the company is planning to go to Brazil and implement the strategies that they had implemented in India.
Jaguar Land Rover moves to other countries to gain the opportunity of producing at a lower price and to gain economies of scale.
Marketing is the study and management of exchange relationships. It is the business process of creating relationships with and satisfying customers.
Answer:
Explanation:
1. Ticket location is the most important attributes in the overall purchase decision. It is with a 39.49% of the general choice weight.
2. Verily, the conjoint assessment results are important in choosing assessing decisions. Ticket cost contained 38% of the examination. From the data, we can conclude fans are increasingly loath to purchase $60 tickets. By joining this ticket cost with various characteristics with higher utility scores, we can deliver a group that will be impressively all the more addressing the fans. The proportionate should be conceivable with the other evaluating decisions to make various group offers .The Portland Trail Blazers' NBA foundation was in a terrible position. Fans were spilling out the door, and the players couldn't find the bushel. The gathering wore a 22-36 record and advance managers presently ran its home, the Rose Garden after its owners had proclaimed money related indebtedness. The gathering's guide had been ended for sure. The field had been a sellout just three years earlier, and the gathering had been dear by Portland. However, starting in the 2003 season, interest began to fall pointedly by more than 15 percent by 2005. In the midst of a comparative time, 42 of 70 indulgence suites sat void in the midst of the period. More Portland crowd individuals viewed the atmosphere by then Blazers' amusements.
3. Yes there could be more than one.
By looking at the conjoint assessment and other data open from the survey, I believe that the Portland Trail Blazers the officials should offer two unmistakable packs. One being either six or ten redirections for each group. Disregarding the way that organization lean towards the six preoccupation pack, giving fans the decisions to buy for ten diversions will empower the gathering to sell more tickets. Regarding seating, they should offer the mid 300 court seats, averaging between $40-50
Answer:
The correct answer is b. chain of command
Explanation:
A chain of command is a system of sending information characteristic of organizations with strong, vertical and authoritarian hierarchical structures, such as political-party and military organizations, where orders, rewards and penalties flow from the tip of the pyramid organizational to the base, and where it is expected that only the required information, entrusted activities and tasks flow to the top of it.
