anjalicutek
Anjali Khurana
Abbott Laboratories (NYSE: ABT) is a pharmaceuticals health care company. It has 72,000 employees and operates in over 130 countries.[3] The company headquarters are in Abbott Park, North Chicago, Illinois. The company was founded by Chicago physician, Dr. Wallace Calvin Abbott in 1888. In 2008, Abbott had over $29 billion in revenue.
In 1985, the company developed the first HIV blood screening test. The company's drug portfolio includes HUMIRA, a drug for rheumatoid arthritis, psoriatic arthritis, ankylosing spondylitis, Crohn's disease, moderate to severe chronic psoriasis and juvenile idiopathic arthritis; Norvir, a treatment for HIV; Depakote, an anticonvulsant drug; and Synthroid, a synthetic thyroid hormone. Abbott also has a broad range of medical devices, diagnostics and immunoassay products as well as nutritional products, including Ensure, a line of well known meal replacement shakes, and EAS, the largest producer of performance based nutritional supplements.
Abbott's in vitro diagnostics business is a world leader in immunoassays and blood screening. Abbott's broad range of medical tests and diagnostic instrument systems are used worldwide by hospitals, laboratories, blood banks, and physician offices to diagnose and monitor diseases such as HIV, hepatitis, cancer, heart failure and metabolic disorders, as well as assess other important indicators of general health. Abbott Point-of-Care manufactures diagnostic products for blood analysis to provide health care professionals critical diagnostics information accurately and immediately at the point of patient care. Abbott also provides point-of-care cardiac assays to the emergency room.
Moreover, competitive advantage is outcome of strategy capable of helping UK telecom business to maintain and sustain favorable market position and translated into higher profits compared to those obtained by competitors operating in the same industry. The implementation of telecom strategy develops consistent system of strategic objectives, adopting complex of coherent functional policies. Then, the system of objectives and policies must be kept consistent with the external conditions of the market in deciding strategies and policies. Nevertheless, UK telecom adaptation to industrial environment requirements has to be seen in dynamic form, in which there constantly adapts its action to external and internal changes in changing pattern. Furthermore, there intends to replicate past strategies in a sort of cycle whereby inertia and lag mechanisms operate to maintain the same conduct, beyond and sometimes in opposition to pay-off evaluation results. In this sense, firms can be locked-in or locked-out of some strategy choices, losing the opportunity of being more flexible in their decision process. In this way, telecom industry should recognize when it would be better to change strategy and when to continue the strategic process (Toh and Hu, 1990). Furthermore, the need for segmentation understanding of market resources and competencies into a useful approach does improve service quality image by communicating market attributes done efficiently.
Furthermore, formulating effective market approaches for achieving segment in such market survey application wherein certain marketing objectives are deemed possible. (Doganis 2001) Aside, market approach in line to Porter's theory that there can be ideal strategies; UK telecom can adopt to achieve marketing advantage over others such as the following:
- Cost leadership wherein UK telecom seeks to be the lowest cost producer by selling standard, mass products
- Differentiation where telecom industry introduce unique dimension that is considered to be important to the market
- Focus that involves targeting certain segment of the market and to be adopted by the UK telecom
The UK telecom should have detailed plan for their strategic moves in the market and be able to provide good customer services to the customers like by having discounted flights and value promotion to keep the competitive advantage at stable mode within its competitors and will need to focus more on the core competencies that allow business to practically and wisely design suitable airline operations within the bracket of their marketing network services in a market standard-based perspective.
The need to be goal oriented and must not stop to rejuvenate and change their marketing plan strategies from time to time in order to re-invent the performance process upon the upgrading of rules and regulations for segmentation of the market leading to stable market sales and profit (Doganis 2001). UK telecom need to segment customers using value-based and needs-based approaches and must be proactive in pursuing initiatives that respond to the needs of their customers and also provide high rate of return also, the need to pursue an organizational design allowing value-based segmentation to satisfy every customer (Cited from, Elliot, 1990 p. 28). The dynamism of telecom industry makes it a challenge for any one player to respond to various market innovations as possible. UK telecom will have to continue their efforts to build complete and integrated market strategy planning and decision support software solution combining the major revenue and cost drivers and the proficiency coupled with a strong knowledge based service offering as it can be essential to any idea of expansion of services.
The need for UK telecom to strengthen whatever opportunity that can be found in airline industry through engaging into established process of valuing its marketing strategies and a detailed planning structure helping promote better strategic moves and be able to provide good customer services to the customers like by having discount promotion to keep the competitive advantage at stable mode within competitors and will need to focus more on the core competencies that allow sustainable market operations through online market and communication, UK telecom long-term strategy is to improve its profitability to create substantial shareholder value and to maintain its position and to continue to grow and diversify the business into new markets and maintain flexible, diversified market network for investing better customer service initiatives within the business.
The research methodology and design process would involve such primary as well as secondary sources for bringing about substantial studies that are literature based and theoretically inclined for which such research methods utilized may truly serve its first hand purpose for this study. The primary sources will have to represent original thinking as the core data for the research will have to be in case studies as well as survey questionnaires equipped with suitable statistical data and its measures as it can have direct observation to the research process as undergoing research should be handed in with empirical facets and crucial points gathered by the researcher. The secondary data will then analyze and evaluate information as being found in the primary sources and creates information more accessible to the readers and the parties involved supported by journals, articles and other publication types.
Part 1: Personal Data
Direction: Please fill up in all the necessary information about yourself. Don’t leave any item unanswered.
a. Age ______
b. Gender
Male ( ) Female ( )
c. Civil Status
Single () Married ( ) Separated ( ) Widow/Widower ( )
d. Educational Attainment
Elementary ( ) High School ( ) College ( ) Graduate ()
e. Occupation:_____________
f. Religion:____________________________
g. Number of years in the company:_____
Part 2: Determining better market segments by using appropriate market process in the UK, on a scale of 1 to 5, rate the following statements within certain perception on marketing research as the scales can be: (1=strongly disagree, 2 disagree, 3 uncertain, 4 agree, and 5 strongly agree). Please tick only 1 column.
A. Market Segmentation Issues
1. With regards to market segments, the telecom business in UK is utilising strategic protocol for securing their customers.
5 4 3 2 1
2. Segmentation channels within UK telecom ensure that lack of market segment success can be due to weak management and service of market communication.
5 4 3 2 1
3. Improving the value of telecom industry is vital to the development of information technology within its strategic core for strategic driven mechanism.
5 4 3 2 1
4. In accordance to market research and management, the realization of promotions and other business offers is utilized to ensure better market cycles.
5 4 3 2 1
5. The UK telecom industry marketing sectors created strategies that ensure sales assets and online planning for the success of market segments.
5 4 3 2 1
B. Marketing Opportunity Integration
1. Most of mobile telecom in the UK has qualified and competent personnel to implement effective strategies of marketing
5 4 3 2 1
2. The UK telecom provides effective online marketing promotions planning as related segmentation execution
5 4 3 2 1
3. Sectors of UK telecom industry have ample knowledge in market strategy and how it works effectively.
5 4 3 2 1
4. Marketing reality makes sure that UK telecom understand the importance of segments and market value for growth and success.
5 4 3 2 1
5. The market opportunities are considered ideal in terms of technology usage for customers to appreciate marketing drivers being used.
5 4 3 2 1
C. Market Effectiveness of Telecom industry
1. Marketing networks in the UK telecom design effectiveness of marketing program.
5 4 3 2 1
2. The different industries involved adopt a customer focused marketing model with respect to the implementation of strategy networks design for good customer service.
5 4 3 2 1
3. The telecom industry is handling well consumers’ complaints effectively through effective retention programs like freebies and promotional activities.
5 4 3 2 1
4. The current information on marketing approaches within UK telecom offers good market service to the customers.
5 4 3 2 1
5. Effectiveness into the market approaches do enhance the capabilities of mobile users to completely be in serve in a specific time.
5 4 3 2 1
In 1985, the company developed the first HIV blood screening test. The company's drug portfolio includes HUMIRA, a drug for rheumatoid arthritis, psoriatic arthritis, ankylosing spondylitis, Crohn's disease, moderate to severe chronic psoriasis and juvenile idiopathic arthritis; Norvir, a treatment for HIV; Depakote, an anticonvulsant drug; and Synthroid, a synthetic thyroid hormone. Abbott also has a broad range of medical devices, diagnostics and immunoassay products as well as nutritional products, including Ensure, a line of well known meal replacement shakes, and EAS, the largest producer of performance based nutritional supplements.
Abbott's in vitro diagnostics business is a world leader in immunoassays and blood screening. Abbott's broad range of medical tests and diagnostic instrument systems are used worldwide by hospitals, laboratories, blood banks, and physician offices to diagnose and monitor diseases such as HIV, hepatitis, cancer, heart failure and metabolic disorders, as well as assess other important indicators of general health. Abbott Point-of-Care manufactures diagnostic products for blood analysis to provide health care professionals critical diagnostics information accurately and immediately at the point of patient care. Abbott also provides point-of-care cardiac assays to the emergency room.
Moreover, competitive advantage is outcome of strategy capable of helping UK telecom business to maintain and sustain favorable market position and translated into higher profits compared to those obtained by competitors operating in the same industry. The implementation of telecom strategy develops consistent system of strategic objectives, adopting complex of coherent functional policies. Then, the system of objectives and policies must be kept consistent with the external conditions of the market in deciding strategies and policies. Nevertheless, UK telecom adaptation to industrial environment requirements has to be seen in dynamic form, in which there constantly adapts its action to external and internal changes in changing pattern. Furthermore, there intends to replicate past strategies in a sort of cycle whereby inertia and lag mechanisms operate to maintain the same conduct, beyond and sometimes in opposition to pay-off evaluation results. In this sense, firms can be locked-in or locked-out of some strategy choices, losing the opportunity of being more flexible in their decision process. In this way, telecom industry should recognize when it would be better to change strategy and when to continue the strategic process (Toh and Hu, 1990). Furthermore, the need for segmentation understanding of market resources and competencies into a useful approach does improve service quality image by communicating market attributes done efficiently.
Furthermore, formulating effective market approaches for achieving segment in such market survey application wherein certain marketing objectives are deemed possible. (Doganis 2001) Aside, market approach in line to Porter's theory that there can be ideal strategies; UK telecom can adopt to achieve marketing advantage over others such as the following:
- Cost leadership wherein UK telecom seeks to be the lowest cost producer by selling standard, mass products
- Differentiation where telecom industry introduce unique dimension that is considered to be important to the market
- Focus that involves targeting certain segment of the market and to be adopted by the UK telecom
The UK telecom should have detailed plan for their strategic moves in the market and be able to provide good customer services to the customers like by having discounted flights and value promotion to keep the competitive advantage at stable mode within its competitors and will need to focus more on the core competencies that allow business to practically and wisely design suitable airline operations within the bracket of their marketing network services in a market standard-based perspective.
The need to be goal oriented and must not stop to rejuvenate and change their marketing plan strategies from time to time in order to re-invent the performance process upon the upgrading of rules and regulations for segmentation of the market leading to stable market sales and profit (Doganis 2001). UK telecom need to segment customers using value-based and needs-based approaches and must be proactive in pursuing initiatives that respond to the needs of their customers and also provide high rate of return also, the need to pursue an organizational design allowing value-based segmentation to satisfy every customer (Cited from, Elliot, 1990 p. 28). The dynamism of telecom industry makes it a challenge for any one player to respond to various market innovations as possible. UK telecom will have to continue their efforts to build complete and integrated market strategy planning and decision support software solution combining the major revenue and cost drivers and the proficiency coupled with a strong knowledge based service offering as it can be essential to any idea of expansion of services.
The need for UK telecom to strengthen whatever opportunity that can be found in airline industry through engaging into established process of valuing its marketing strategies and a detailed planning structure helping promote better strategic moves and be able to provide good customer services to the customers like by having discount promotion to keep the competitive advantage at stable mode within competitors and will need to focus more on the core competencies that allow sustainable market operations through online market and communication, UK telecom long-term strategy is to improve its profitability to create substantial shareholder value and to maintain its position and to continue to grow and diversify the business into new markets and maintain flexible, diversified market network for investing better customer service initiatives within the business.
The research methodology and design process would involve such primary as well as secondary sources for bringing about substantial studies that are literature based and theoretically inclined for which such research methods utilized may truly serve its first hand purpose for this study. The primary sources will have to represent original thinking as the core data for the research will have to be in case studies as well as survey questionnaires equipped with suitable statistical data and its measures as it can have direct observation to the research process as undergoing research should be handed in with empirical facets and crucial points gathered by the researcher. The secondary data will then analyze and evaluate information as being found in the primary sources and creates information more accessible to the readers and the parties involved supported by journals, articles and other publication types.
Part 1: Personal Data
Direction: Please fill up in all the necessary information about yourself. Don’t leave any item unanswered.
a. Age ______
b. Gender
Male ( ) Female ( )
c. Civil Status
Single () Married ( ) Separated ( ) Widow/Widower ( )
d. Educational Attainment
Elementary ( ) High School ( ) College ( ) Graduate ()
e. Occupation:_____________
f. Religion:____________________________
g. Number of years in the company:_____
Part 2: Determining better market segments by using appropriate market process in the UK, on a scale of 1 to 5, rate the following statements within certain perception on marketing research as the scales can be: (1=strongly disagree, 2 disagree, 3 uncertain, 4 agree, and 5 strongly agree). Please tick only 1 column.
A. Market Segmentation Issues
1. With regards to market segments, the telecom business in UK is utilising strategic protocol for securing their customers.
5 4 3 2 1
2. Segmentation channels within UK telecom ensure that lack of market segment success can be due to weak management and service of market communication.
5 4 3 2 1
3. Improving the value of telecom industry is vital to the development of information technology within its strategic core for strategic driven mechanism.
5 4 3 2 1
4. In accordance to market research and management, the realization of promotions and other business offers is utilized to ensure better market cycles.
5 4 3 2 1
5. The UK telecom industry marketing sectors created strategies that ensure sales assets and online planning for the success of market segments.
5 4 3 2 1
B. Marketing Opportunity Integration
1. Most of mobile telecom in the UK has qualified and competent personnel to implement effective strategies of marketing
5 4 3 2 1
2. The UK telecom provides effective online marketing promotions planning as related segmentation execution
5 4 3 2 1
3. Sectors of UK telecom industry have ample knowledge in market strategy and how it works effectively.
5 4 3 2 1
4. Marketing reality makes sure that UK telecom understand the importance of segments and market value for growth and success.
5 4 3 2 1
5. The market opportunities are considered ideal in terms of technology usage for customers to appreciate marketing drivers being used.
5 4 3 2 1
C. Market Effectiveness of Telecom industry
1. Marketing networks in the UK telecom design effectiveness of marketing program.
5 4 3 2 1
2. The different industries involved adopt a customer focused marketing model with respect to the implementation of strategy networks design for good customer service.
5 4 3 2 1
3. The telecom industry is handling well consumers’ complaints effectively through effective retention programs like freebies and promotional activities.
5 4 3 2 1
4. The current information on marketing approaches within UK telecom offers good market service to the customers.
5 4 3 2 1
5. Effectiveness into the market approaches do enhance the capabilities of mobile users to completely be in serve in a specific time.
5 4 3 2 1