netrashetty
Netra Shetty
Apollo Group, Inc. (NASDAQ: APOL) is an S&P 500 corporation based in the South Phoenix area of Phoenix, Arizona. Apollo Group, Inc., through its subsidiaries, owns several for-profit educational institutions.
The company owns and operates four higher-learning institutions: the University of Phoenix, Western International University, Axia College (of University of Phoenix), the College for Financial Planning, the Institute for Professional Development. It also owns Insight Schools (Online Public High Schools for Washington, Wisconsin, and other locations), and Olympus High School. As of November 2005, the combined enrollment of the four U.S. domestic universities (UOPX, WIU, Axia, CFFP) was approximately 315,350 students. Of these, nearly 90% attend the University of Phoenix, which Apollo describes as "the nation’s largest regionally accredited private university" [3].
As of September 2008 the company also owns and operates Meritus University (Meritus) in Canada.[4] On January 24, 2011, citing how "enrollment will continue to be insufficient to sustain the required quality academic and student service infrastructure we and our students demand", Meritus University announced its closure, with their last classes taking place on March 14, 2011. Additionally, Apollo Group, Inc is the owner of BPP, and joined forces with Carlyle Group for tactical investments in education to expand student base. Apollo also purchased UNIACC college in Santiago, Chile and ULA college in Mexico
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DUBLIN -- Research and Markets(http://www.researchandmarkets.com/research/23950d/apparel_accessori) has announced the addition of iCD Research's new report "Apparel, Accessories & Luxury Goods Retailing in UK: Market Databook to 2015" to their offering.
Synopsis
ICD Research, Apparel, Accessories & Luxury Goods Retailing in UK: Market Databook to 2015 contains sales value of the Apparel, Accessories & Luxury Goods in UK including sales segmentation by category. Additionally, it also provides historic and forecast sales values of the segments in the Apparel, Accessories & Luxury Goods in UK.
Summary
This report is the result of ICD Research's extensive market research covering the Apparel, Accessories & Luxury Goods in UK. It provides detailed historic and forecast Apparel, Accessories & Luxury Goods sales values, segmented at market and category level. Apparel, Accessories & Luxury Goods Retailing in UK: Market Databook to 2015 provides a top-level overview and detailed category insight into the operating environment for Apparel, Accessories & Luxury Goods market. It is an essential tool for companies active across Apparel, Accessories & Luxury Goods value chain and for new players considering entering the market.
Scope
* Overview of the Apparel, Accessories & Luxury Goods in UK
* Analysis of the Apparel, Accessories & Luxury Goods market and its categories including full year 2010 sales value and forecasts till 2015
* Historic and forecast sales values for the Apparel, Accessories & Luxury Goods for the period 2005 through 2015
* Historic and forecast sales values for all the categories active across Apparel, Accessories & Luxury Goods for the period 2005 through 2015.
Reasons To Buy
* Gives you important figures of Apparel, Accessories & Luxury Goods market in UK
* Gives you knowledge on sales segmentation by category in Apparel, Accessories & Luxury Goods
* Provides key figures on sales value and segmentation by categories for the historic period
* Provides forecast figures for the market along with the segmentation.
Key Topics Covered:
* 1 INTRODUCTION
* What is this Report About?
* Definitions
* Summary Methodology
* APPAREL, ACCESSORIES & LUXURY GOODS CATEGORY GROUP IN THE UK
* Category Group Analysis
* Market Dynamics
* Sales Analysis 2005-10
* Segmentation by Category 2005-10
* Sales Forecast 2010-15
* Segmentation Forecast by Category 2010-15
* Category Analysis Apparel, Accessories & Luxury Goods
* Clothing and Footwear Category Sales Value 2005-10
* Clothing and Footwear Category Sales Value Forecast 2010-15
* Jewelry and Watches Category Sales Value 2005-10
* Jewelry and Watches Category Sales Value Forecast 2010-15
* Luggage and Leather Goods Category Sales Value 2005-10
* Luggage and Leather Goods Category Sales Value Forecast 2010-15
after reaching an acceptable market share position in the primary market is a prudent option. The common strategy is to penetrate with either line extensions or technology applications. It is an acceptable and logical move for a market leader particularly in a flat market. It's only advisable though if sufficient resources are available to penetrate the new segment and, providing sufficient management attention and resources are available to vigorously protect the primary segment (Paley 2006). Otherwise, it may be necessary to pull back from the expansion because resources are spread too thin. Market expansion can be viewed through different means such as market segmentation analysis; product life cycle analysis and new product development, all of which have a foundation of solid marketing intelligence and competitor intelligence (Paley 2006).
When accurate market information pinpoints those market segments that would respond favorably to the company's marketing efforts, then implementing their aggressive strategies should improve their chances for increasing product line profitability (Paley 2006). To enter new markets means that the company has to research about the new market and what product will fit the market. Introducing new products in a new market is a very good way of achieving differentiation and enhancing a retail identity in an over-subscribed retail market, but without corporate support new products may fail or go unnoticed. Although most of the buying decisions are centered on the ability of a product to satisfy a customer need at a price the customer is willing to pay, a business has to ensure that it meets its legal obligations with regard to the products it sells. It also has to consider its long term image in the eyes of the public. It is therefore necessary to ensure that a product conforms to legal standards and provides value for money (Gillooley & Varley 2001). Selecting the right product requires an understanding of the complexity of the modern shopper and an ability to blend product detail in a way that satisfies both the physical and the psychological needs of that shopper (Gillooley & Varley 2001). The marketing information needed includes the buying behavior of the clients, the economic situation in the industry, the US laws on entry of a foreign business, how ABC food retailer’s product would succeed and the rules of competition in that market. This marketing information will be useful in assisting the company in its entry in the new market.
7. Recommendations
The recommendations for ABC food retailer’s are as follows: The first thing that ABC food retailer should do is to continue to improve the services they have by doing so they can have advantage against competitors. The company can also find ways to have competitive prices without having some financial problems. By doing this more clients can be attracted to avail the company’s service. Moreover the company should provide additional knowledge to their employees regarding how to deal with clients. Customer service involves the relationship between the employees and the clients. A healthy relationship between the two helps in giving the company success. The company should focus on the strategic alternative of further improvement to the technologies they use. The advancement in technology will not only make the company competitive, it will make the clients avail the company’s services more often. The different recommendations aim to assist the company in improving its image in the local and the international market. It also helps the company in preparing for the entry in the new market. In reaching the goal of collecting the marketing information required the company can do various things and it includes conducting a simple survey on the buying behavior of clients on the US Market. By doing this the company can have a first hand look of how clients react to certain products. Another thing the company can do is researching and analyzing about the economic situation of the US retailing industry; then the company can research about the US laws on entry of new businesses. The company should then research and compare the company’s product with it’s US and international competitors; and lastly research the rules of competition in the US market.
In reaching the goal of collecting the marketing entry selection criteria, the company can do various things and it includes: Having an analysis of all the available suppliers and determining which one has a good record; analyzing the track record of each supplier and determining which one can satisfy the company’s ideals; scouting possible areas of location for the business and determining which is the best one for the company; comparing the company’s price with the competitors price and checking whether the company can counter the rival’s prices; engaging in trainings and seminars that will enhance the capabilities of the personnel in the new market; providing informative materials to the personnel so that they will have a background on the company. By doing these things the company can know what actions they have to take once they start entering the US market.
The company owns and operates four higher-learning institutions: the University of Phoenix, Western International University, Axia College (of University of Phoenix), the College for Financial Planning, the Institute for Professional Development. It also owns Insight Schools (Online Public High Schools for Washington, Wisconsin, and other locations), and Olympus High School. As of November 2005, the combined enrollment of the four U.S. domestic universities (UOPX, WIU, Axia, CFFP) was approximately 315,350 students. Of these, nearly 90% attend the University of Phoenix, which Apollo describes as "the nation’s largest regionally accredited private university" [3].
As of September 2008 the company also owns and operates Meritus University (Meritus) in Canada.[4] On January 24, 2011, citing how "enrollment will continue to be insufficient to sustain the required quality academic and student service infrastructure we and our students demand", Meritus University announced its closure, with their last classes taking place on March 14, 2011. Additionally, Apollo Group, Inc is the owner of BPP, and joined forces with Carlyle Group for tactical investments in education to expand student base. Apollo also purchased UNIACC college in Santiago, Chile and ULA college in Mexico
Related Articles
Clothing retailers hope for green Christmas
Shoppers treat themselves to lattes and lacy bras
Shoppers treat themselves
Ads By Google
New Business Opportunity
Run Your Own Energy Saving Business Complete Start-Up Pack from $14k
DUBLIN -- Research and Markets(http://www.researchandmarkets.com/research/23950d/apparel_accessori) has announced the addition of iCD Research's new report "Apparel, Accessories & Luxury Goods Retailing in UK: Market Databook to 2015" to their offering.
Synopsis
ICD Research, Apparel, Accessories & Luxury Goods Retailing in UK: Market Databook to 2015 contains sales value of the Apparel, Accessories & Luxury Goods in UK including sales segmentation by category. Additionally, it also provides historic and forecast sales values of the segments in the Apparel, Accessories & Luxury Goods in UK.
Summary
This report is the result of ICD Research's extensive market research covering the Apparel, Accessories & Luxury Goods in UK. It provides detailed historic and forecast Apparel, Accessories & Luxury Goods sales values, segmented at market and category level. Apparel, Accessories & Luxury Goods Retailing in UK: Market Databook to 2015 provides a top-level overview and detailed category insight into the operating environment for Apparel, Accessories & Luxury Goods market. It is an essential tool for companies active across Apparel, Accessories & Luxury Goods value chain and for new players considering entering the market.
Scope
* Overview of the Apparel, Accessories & Luxury Goods in UK
* Analysis of the Apparel, Accessories & Luxury Goods market and its categories including full year 2010 sales value and forecasts till 2015
* Historic and forecast sales values for the Apparel, Accessories & Luxury Goods for the period 2005 through 2015
* Historic and forecast sales values for all the categories active across Apparel, Accessories & Luxury Goods for the period 2005 through 2015.
Reasons To Buy
* Gives you important figures of Apparel, Accessories & Luxury Goods market in UK
* Gives you knowledge on sales segmentation by category in Apparel, Accessories & Luxury Goods
* Provides key figures on sales value and segmentation by categories for the historic period
* Provides forecast figures for the market along with the segmentation.
Key Topics Covered:
* 1 INTRODUCTION
* What is this Report About?
* Definitions
* Summary Methodology
* APPAREL, ACCESSORIES & LUXURY GOODS CATEGORY GROUP IN THE UK
* Category Group Analysis
* Market Dynamics
* Sales Analysis 2005-10
* Segmentation by Category 2005-10
* Sales Forecast 2010-15
* Segmentation Forecast by Category 2010-15
* Category Analysis Apparel, Accessories & Luxury Goods
* Clothing and Footwear Category Sales Value 2005-10
* Clothing and Footwear Category Sales Value Forecast 2010-15
* Jewelry and Watches Category Sales Value 2005-10
* Jewelry and Watches Category Sales Value Forecast 2010-15
* Luggage and Leather Goods Category Sales Value 2005-10
* Luggage and Leather Goods Category Sales Value Forecast 2010-15
after reaching an acceptable market share position in the primary market is a prudent option. The common strategy is to penetrate with either line extensions or technology applications. It is an acceptable and logical move for a market leader particularly in a flat market. It's only advisable though if sufficient resources are available to penetrate the new segment and, providing sufficient management attention and resources are available to vigorously protect the primary segment (Paley 2006). Otherwise, it may be necessary to pull back from the expansion because resources are spread too thin. Market expansion can be viewed through different means such as market segmentation analysis; product life cycle analysis and new product development, all of which have a foundation of solid marketing intelligence and competitor intelligence (Paley 2006).
When accurate market information pinpoints those market segments that would respond favorably to the company's marketing efforts, then implementing their aggressive strategies should improve their chances for increasing product line profitability (Paley 2006). To enter new markets means that the company has to research about the new market and what product will fit the market. Introducing new products in a new market is a very good way of achieving differentiation and enhancing a retail identity in an over-subscribed retail market, but without corporate support new products may fail or go unnoticed. Although most of the buying decisions are centered on the ability of a product to satisfy a customer need at a price the customer is willing to pay, a business has to ensure that it meets its legal obligations with regard to the products it sells. It also has to consider its long term image in the eyes of the public. It is therefore necessary to ensure that a product conforms to legal standards and provides value for money (Gillooley & Varley 2001). Selecting the right product requires an understanding of the complexity of the modern shopper and an ability to blend product detail in a way that satisfies both the physical and the psychological needs of that shopper (Gillooley & Varley 2001). The marketing information needed includes the buying behavior of the clients, the economic situation in the industry, the US laws on entry of a foreign business, how ABC food retailer’s product would succeed and the rules of competition in that market. This marketing information will be useful in assisting the company in its entry in the new market.
7. Recommendations
The recommendations for ABC food retailer’s are as follows: The first thing that ABC food retailer should do is to continue to improve the services they have by doing so they can have advantage against competitors. The company can also find ways to have competitive prices without having some financial problems. By doing this more clients can be attracted to avail the company’s service. Moreover the company should provide additional knowledge to their employees regarding how to deal with clients. Customer service involves the relationship between the employees and the clients. A healthy relationship between the two helps in giving the company success. The company should focus on the strategic alternative of further improvement to the technologies they use. The advancement in technology will not only make the company competitive, it will make the clients avail the company’s services more often. The different recommendations aim to assist the company in improving its image in the local and the international market. It also helps the company in preparing for the entry in the new market. In reaching the goal of collecting the marketing information required the company can do various things and it includes conducting a simple survey on the buying behavior of clients on the US Market. By doing this the company can have a first hand look of how clients react to certain products. Another thing the company can do is researching and analyzing about the economic situation of the US retailing industry; then the company can research about the US laws on entry of new businesses. The company should then research and compare the company’s product with it’s US and international competitors; and lastly research the rules of competition in the US market.
In reaching the goal of collecting the marketing entry selection criteria, the company can do various things and it includes: Having an analysis of all the available suppliers and determining which one has a good record; analyzing the track record of each supplier and determining which one can satisfy the company’s ideals; scouting possible areas of location for the business and determining which is the best one for the company; comparing the company’s price with the competitors price and checking whether the company can counter the rival’s prices; engaging in trainings and seminars that will enhance the capabilities of the personnel in the new market; providing informative materials to the personnel so that they will have a background on the company. By doing these things the company can know what actions they have to take once they start entering the US market.
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