netrashetty
Netra Shetty
Arch Coal (NYSE: ACI) is an American coal mining and processing company. The company mines, processes, and markets bituminous and sub-bituminous coal with low sulfur content in the United States. Arch Coal is the second largest supplier of coal in the U.S. behind Peabody Energy. [3] The company supplies 16% of the domestic market. [4] Demand comes mainly from generators of electricity.[5]
Arch Coal operates 21 active mines and controls approximately 3.1 billion tons of proven and probable coal reserves, located in Central Appalachia, the Powder River Basin, and the Western Bituminous regions.[6] The company operates mines in Colorado, Kentucky, Utah, Virginia, West Virginia and Wyoming, and is headquartered in St. Louis, Missouri.[7] The company sells a substantial amount of its coal to producers of electric power, steel producers and industrial facilities.
integration of business tasks that are disseminated geographically. Thus, this paper will respond to the next queries:
With reference to business management, do business performance appraisal and management development of Mobile Phone Service Company significantly affect its progress?
What are the variables that significantly affect the perception of the respondents regarding global integration of Mobile Phone Service Company?
Does global integration significantly affect the progress of Mobile Phone Service Company?
What are the recommended solutions to the problems of Mobile Phone Service Company in accordance to global integration?
Hypothesis
With respect to the research questions, this project works out on the following hypotheses:
Ø Global integration has no significant effect to the marketing process of Mobile Phone Service Company.
Marketing involves activities related to notifying current and potential customers of the product and services and inducing them to purchase it. Such activities include promotion, advertising, branding, market research, pricing, and channel selection.
With the pressure of integration, Jain (1989) justified that the activities of marketing need to be connected across borders through information flows and communications to enhance global marketing innovation and learning. Basically, information systems can satisfy this need (Carpano & Rahman, 1998). Information technology can efficiently transport information on market trends, pricing, competitor behaviour, sales trends, and changes of regulations and local laws, and can be a significant means of impersonal communications. Nevertheless, without mutual understanding and trust, managers are less willing to accept and/or less able to attach meaning to the information transferred from other units. Hence, as in R&D and manufacturing, shared strategic objectives, shared values and norms, and trust-building among members through socialization are desirable for effective integration of marketing worldwide.
For businesses like Mobile Phone Service Company operating in integrated global industries, unifying important decision issues in marketing such as brand names, product positioning, packaging, and pricing is effective (Laroche et al., 2001). The business head office, with a broader picture of worldwide processes, can make more organized marketing decisions. For instance, central coordination of service allocation and positioning permits for the transfer of a service that has been tested in other markets. Ultimately, the method of performing promotion seems to be comparatively amorphous because it engages subjective judgment, trial and error, and various contingencies. This recommends that it tends to be complex to codify its procedure into well-specified measures, policies and manuals. Therefore formalization is likely to be moderately less efficient in integrating marketing actions globally.
veral Likert scale questions were positioned between introductory travel related questions and respondent demographics. The scale ranged from 1, which denoted strong preference toward transport mode A, to 9, which indicated a strong preference for mode B. Each respondent was shown three transportation pairs. Four combinations of tradeoff pairs were then randomly distributed across the airport and rotated by day parts (morning, midday and evening hours).
At an appropriate time during the interview, the respondent was shown a characteristics grid (Figure 3 at bottom) displaying information about each transportation mode. As can be seen, an attempt was made to provide the respondent with an unbiased set of features for each mode.
The study's result is based on 400 completed interviews, 100 per pair combination set. Quotas were set for both inbound and outbound respondent type, and the final dataset was weighted to overcome disparities. The data were also adjusted for the seasonal variation between vacation and business traffic.
Beyond basic descriptive statistics, the study used the Student's t test to identify significant differences about the Likert scale centroid. The conjoint methodology identified a favorable fare structure and its elasticity. Factorial analysis was used to discern if clustering existed among variables such as: reason for being in Orlando, method of transportation to/from the hotel, attitude toward automatic baggage transfer, likelihood of taking an advanced technology transport, attitude toward the maglev train as an attraction, and select demographics. Regression analysis also was helpful in understanding the relationship among variables.
The airport intercept research developed the ridership preference/likelihood grid (Fig. 4). The grid resulted from a series of crosstabulations using the set of trade-off questions and an "educated" ridership opinion question asked at the end of the survey.
FIGURE 4 Preference/Likelihood Grid
$21 Fare $16 Fare $12 Fare
Combination
Strong & Very Likely 12% 17% 20%
Moderate & Very Likely 9% 8% 9%
Neutral & Very Likely 1% 3% 1%
Based on the data illustrated in the grid, 12 percent of respondents indicated that they had a strong preference for maglev compared to the alternative mode presented at a $21 fare, and they were very likely to take the maglev train, regardless of fare. Moreover, 20 percent had a strong preference at a $12 fare and were very likely to use the train. Well over half (59 percent) had a neutral to strong preference for maglev, and were at least somewhat likely to use it from the airport to International Drive.
The study's data then was used as input for two models that provided ridership estimates. The first, a trend & cycle model, was based on analysis of linear and cyclical times series at various lag times. This model used historic airport statistics to project inbound traffic (domestic and international) through the year 2000. The second model was for actual ridership. The ridership model combined elements of the preference/ likelihood grid and the trend & cycle projections to estimate market size then ridership at various fare levels for several points in time.
Strong advantage
The study's results coincided very closely to the qualitative research. Both were conclusive: The maglev concept has merit and usability. Based on this research, a maglev train has strong competitive advantage against its main competition, the rental car. When taking into account the upper fare limit (from the fare elasticity findings), its position remains especially strong if there is seamless transfer of baggage from the airport to the visitor's hotel.
Arch Coal operates 21 active mines and controls approximately 3.1 billion tons of proven and probable coal reserves, located in Central Appalachia, the Powder River Basin, and the Western Bituminous regions.[6] The company operates mines in Colorado, Kentucky, Utah, Virginia, West Virginia and Wyoming, and is headquartered in St. Louis, Missouri.[7] The company sells a substantial amount of its coal to producers of electric power, steel producers and industrial facilities.
integration of business tasks that are disseminated geographically. Thus, this paper will respond to the next queries:
With reference to business management, do business performance appraisal and management development of Mobile Phone Service Company significantly affect its progress?
What are the variables that significantly affect the perception of the respondents regarding global integration of Mobile Phone Service Company?
Does global integration significantly affect the progress of Mobile Phone Service Company?
What are the recommended solutions to the problems of Mobile Phone Service Company in accordance to global integration?
Hypothesis
With respect to the research questions, this project works out on the following hypotheses:
Ø Global integration has no significant effect to the marketing process of Mobile Phone Service Company.
Marketing involves activities related to notifying current and potential customers of the product and services and inducing them to purchase it. Such activities include promotion, advertising, branding, market research, pricing, and channel selection.
With the pressure of integration, Jain (1989) justified that the activities of marketing need to be connected across borders through information flows and communications to enhance global marketing innovation and learning. Basically, information systems can satisfy this need (Carpano & Rahman, 1998). Information technology can efficiently transport information on market trends, pricing, competitor behaviour, sales trends, and changes of regulations and local laws, and can be a significant means of impersonal communications. Nevertheless, without mutual understanding and trust, managers are less willing to accept and/or less able to attach meaning to the information transferred from other units. Hence, as in R&D and manufacturing, shared strategic objectives, shared values and norms, and trust-building among members through socialization are desirable for effective integration of marketing worldwide.
For businesses like Mobile Phone Service Company operating in integrated global industries, unifying important decision issues in marketing such as brand names, product positioning, packaging, and pricing is effective (Laroche et al., 2001). The business head office, with a broader picture of worldwide processes, can make more organized marketing decisions. For instance, central coordination of service allocation and positioning permits for the transfer of a service that has been tested in other markets. Ultimately, the method of performing promotion seems to be comparatively amorphous because it engages subjective judgment, trial and error, and various contingencies. This recommends that it tends to be complex to codify its procedure into well-specified measures, policies and manuals. Therefore formalization is likely to be moderately less efficient in integrating marketing actions globally.
veral Likert scale questions were positioned between introductory travel related questions and respondent demographics. The scale ranged from 1, which denoted strong preference toward transport mode A, to 9, which indicated a strong preference for mode B. Each respondent was shown three transportation pairs. Four combinations of tradeoff pairs were then randomly distributed across the airport and rotated by day parts (morning, midday and evening hours).
At an appropriate time during the interview, the respondent was shown a characteristics grid (Figure 3 at bottom) displaying information about each transportation mode. As can be seen, an attempt was made to provide the respondent with an unbiased set of features for each mode.
The study's result is based on 400 completed interviews, 100 per pair combination set. Quotas were set for both inbound and outbound respondent type, and the final dataset was weighted to overcome disparities. The data were also adjusted for the seasonal variation between vacation and business traffic.
Beyond basic descriptive statistics, the study used the Student's t test to identify significant differences about the Likert scale centroid. The conjoint methodology identified a favorable fare structure and its elasticity. Factorial analysis was used to discern if clustering existed among variables such as: reason for being in Orlando, method of transportation to/from the hotel, attitude toward automatic baggage transfer, likelihood of taking an advanced technology transport, attitude toward the maglev train as an attraction, and select demographics. Regression analysis also was helpful in understanding the relationship among variables.
The airport intercept research developed the ridership preference/likelihood grid (Fig. 4). The grid resulted from a series of crosstabulations using the set of trade-off questions and an "educated" ridership opinion question asked at the end of the survey.
FIGURE 4 Preference/Likelihood Grid
$21 Fare $16 Fare $12 Fare
Combination
Strong & Very Likely 12% 17% 20%
Moderate & Very Likely 9% 8% 9%
Neutral & Very Likely 1% 3% 1%
Based on the data illustrated in the grid, 12 percent of respondents indicated that they had a strong preference for maglev compared to the alternative mode presented at a $21 fare, and they were very likely to take the maglev train, regardless of fare. Moreover, 20 percent had a strong preference at a $12 fare and were very likely to use the train. Well over half (59 percent) had a neutral to strong preference for maglev, and were at least somewhat likely to use it from the airport to International Drive.
The study's data then was used as input for two models that provided ridership estimates. The first, a trend & cycle model, was based on analysis of linear and cyclical times series at various lag times. This model used historic airport statistics to project inbound traffic (domestic and international) through the year 2000. The second model was for actual ridership. The ridership model combined elements of the preference/ likelihood grid and the trend & cycle projections to estimate market size then ridership at various fare levels for several points in time.
Strong advantage
The study's results coincided very closely to the qualitative research. Both were conclusive: The maglev concept has merit and usability. Based on this research, a maglev train has strong competitive advantage against its main competition, the rental car. When taking into account the upper fare limit (from the fare elasticity findings), its position remains especially strong if there is seamless transfer of baggage from the airport to the visitor's hotel.
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