netrashetty
Netra Shetty
The Goodyear Tire & Rubber Company was founded in 1898 by Frank Seiberling. Goodyear manufactures tires for automobiles, commercial trucks, light trucks, SUVs, race cars, airplanes, and heavy earth-mover machinery.
Although the company was not connected with him, it was named in honor of Charles Goodyear. Goodyear invented vulcanized rubber in 1839. The first Goodyear Tires became popular because they were easily detachable and low maintenance.
Goodyear is very famous throughout the world because of the Goodyear blimp. The first Goodyear blimp flew in 1925. Today it is one of the most recognizable advertising icons in America. The company is the most successful tire supplier in Formula One history, with more starts, wins, and constructors' championships than any other tire supplier. They pulled out of the sport after the 1998 season.
Goodyear is a former component of the Dow Jones Industrial Average.
Research proposes basic expectations and differentiators for fan pages
Millward Brown and Dynamic Logic in co-operation with the World Federation of Advertisers (WFA) have researched what people around the world gain by becoming fans of brands, what global marketers expect from social media and what drives most value for both groups.
Value of a Fan suggests 10 key factors as driving a stronger response to fan pages. It splits these into five basic expectations from fans, which apply to all brand pages, and five proposed differentiators, which can help pages standout but may not all be appropriate to all brands.
The five health checks identified in the report are regular posts, trustworthy brand news, new product information, contests and special offers while brands that can also deliver either a sense of fun, variety, innovation, interactivity or community will stand out from other pages and see a stronger brand response.
Value of a Fan suggests that successful pages deepen both brand equity and engagement. The research notes that the pages generating the strongest brand response were not necessarily those with the largest number of fans.
The report also identifies the perceived value that social media delivers for marketers. Of the participating WFA members, 85% regard fan pages as a means of securing additional insight and increasing loyalty, while 80% cited the opportunity to increase advocacy.
Of those participating WFA members, 96% are spending more in this area and 27% are finding that running fan pages takes more time and money than anticipated.
Despite increased time and money being invested, 50% of the WFA members who participated were unsure of their return on investment, 23% thought they were getting a good return but 27% regarded payback as just average or poor.
Value of a Fan is based on interviews with 24 multinationals in WFA membership and online questionnaires with 3,687 of their fans. The fan pages selected included brands from the confectionery, alcoholic and non-alcoholic drinks, personal care and telecommunications sectors.
Although some pages were global, others were specifically targeted at consumers in Australia, France, Germany, Sweden, the UK or the US.
Duncan Southgate, Global Innovation Director at Millward Brown, said:
“Fan expectation of brands in the social media space is increasing all the time and Value of a Fan seems to demonstrate that marketers only get out what they put in. Marketers that don’t regularly add new and interesting content to their fan pages and embrace what their fans want from the page are missing out on an opportunity to build loyalty among some of their most important consumers.”
Robert Dreblow, Marketing Communications Director at the WFA said:
“Many marketers are asking the question ‘what is the value of a fan’? This project is a great first step towards creating a dashboard of learning to enable companies to answer that question for their own brands. We welcome further work in this area."
In partial catering service, it is important to maintain the balance between being equipment and people focused, because orders must be taken from the customers, produced in the headquarters of the firm, with accordance to the fixed menu and then deliver it to the site and set up. In addition, the length of customer contact time is considered as low, because the catering firm is only involve in the delivery of the foods and preparation of buffet. Furthermore, the degree of customization is also considered as low because commonly catering firms tend to create their own menu, where in the customers can choose from or ask for some changes in the ingredients or process if possible, but still the degree of adjustment made to respond to the customers is not that high that it will affect the standard procedures and process of the company.
Consolidation among major aerospace and defense companies has proceeded more rapidly in the United States than it has in other regions of the world, such as Europe. After numerous mergers and acquisitions, three very large companies — the Boeing Company, Lockheed Martin Corporation, and the Raytheon Company — have come to dominate the U.S. aerospace sector. This consolidation has placed enormous pressure on aerospace component suppliers. As those suppliers reposition themselves, they are being forced to improve economies of scale and reduce costs. Recent mergers among major suppliers include Honeywell–AlliedSignal and Hamilton–Sundstrand. Consolidation has been a two-edged sword. On the one hand, it has boosted the U.S. aerospace industry’s international competitiveness, better enabling U.S. companies to win contracts overseas. On the other hand, it has increased pressure to eliminate duplicative jobs. Several merged companies have announced layoffs.
Consolidation of the European aerospace industry is accelerating as national governments and aerospace manufacturers acknowledge the need to integrate their defense and commercial aerospace sectors to reduce operating costs and become more competitive with their U.S. counterparts. European aerospace companies are adopting strategies to streamline processes and increase their flexibility in outsourcing aircraft components.
The number of aerospace manufacturing establishments decreased during the period 1997 to 2002. This was a consolidation period for industry players and occurred during the slump after the events of 9/11.
Although the company was not connected with him, it was named in honor of Charles Goodyear. Goodyear invented vulcanized rubber in 1839. The first Goodyear Tires became popular because they were easily detachable and low maintenance.
Goodyear is very famous throughout the world because of the Goodyear blimp. The first Goodyear blimp flew in 1925. Today it is one of the most recognizable advertising icons in America. The company is the most successful tire supplier in Formula One history, with more starts, wins, and constructors' championships than any other tire supplier. They pulled out of the sport after the 1998 season.
Goodyear is a former component of the Dow Jones Industrial Average.
Research proposes basic expectations and differentiators for fan pages
Millward Brown and Dynamic Logic in co-operation with the World Federation of Advertisers (WFA) have researched what people around the world gain by becoming fans of brands, what global marketers expect from social media and what drives most value for both groups.
Value of a Fan suggests 10 key factors as driving a stronger response to fan pages. It splits these into five basic expectations from fans, which apply to all brand pages, and five proposed differentiators, which can help pages standout but may not all be appropriate to all brands.
The five health checks identified in the report are regular posts, trustworthy brand news, new product information, contests and special offers while brands that can also deliver either a sense of fun, variety, innovation, interactivity or community will stand out from other pages and see a stronger brand response.
Value of a Fan suggests that successful pages deepen both brand equity and engagement. The research notes that the pages generating the strongest brand response were not necessarily those with the largest number of fans.
The report also identifies the perceived value that social media delivers for marketers. Of the participating WFA members, 85% regard fan pages as a means of securing additional insight and increasing loyalty, while 80% cited the opportunity to increase advocacy.
Of those participating WFA members, 96% are spending more in this area and 27% are finding that running fan pages takes more time and money than anticipated.
Despite increased time and money being invested, 50% of the WFA members who participated were unsure of their return on investment, 23% thought they were getting a good return but 27% regarded payback as just average or poor.
Value of a Fan is based on interviews with 24 multinationals in WFA membership and online questionnaires with 3,687 of their fans. The fan pages selected included brands from the confectionery, alcoholic and non-alcoholic drinks, personal care and telecommunications sectors.
Although some pages were global, others were specifically targeted at consumers in Australia, France, Germany, Sweden, the UK or the US.
Duncan Southgate, Global Innovation Director at Millward Brown, said:
“Fan expectation of brands in the social media space is increasing all the time and Value of a Fan seems to demonstrate that marketers only get out what they put in. Marketers that don’t regularly add new and interesting content to their fan pages and embrace what their fans want from the page are missing out on an opportunity to build loyalty among some of their most important consumers.”
Robert Dreblow, Marketing Communications Director at the WFA said:
“Many marketers are asking the question ‘what is the value of a fan’? This project is a great first step towards creating a dashboard of learning to enable companies to answer that question for their own brands. We welcome further work in this area."
In partial catering service, it is important to maintain the balance between being equipment and people focused, because orders must be taken from the customers, produced in the headquarters of the firm, with accordance to the fixed menu and then deliver it to the site and set up. In addition, the length of customer contact time is considered as low, because the catering firm is only involve in the delivery of the foods and preparation of buffet. Furthermore, the degree of customization is also considered as low because commonly catering firms tend to create their own menu, where in the customers can choose from or ask for some changes in the ingredients or process if possible, but still the degree of adjustment made to respond to the customers is not that high that it will affect the standard procedures and process of the company.
Consolidation among major aerospace and defense companies has proceeded more rapidly in the United States than it has in other regions of the world, such as Europe. After numerous mergers and acquisitions, three very large companies — the Boeing Company, Lockheed Martin Corporation, and the Raytheon Company — have come to dominate the U.S. aerospace sector. This consolidation has placed enormous pressure on aerospace component suppliers. As those suppliers reposition themselves, they are being forced to improve economies of scale and reduce costs. Recent mergers among major suppliers include Honeywell–AlliedSignal and Hamilton–Sundstrand. Consolidation has been a two-edged sword. On the one hand, it has boosted the U.S. aerospace industry’s international competitiveness, better enabling U.S. companies to win contracts overseas. On the other hand, it has increased pressure to eliminate duplicative jobs. Several merged companies have announced layoffs.
Consolidation of the European aerospace industry is accelerating as national governments and aerospace manufacturers acknowledge the need to integrate their defense and commercial aerospace sectors to reduce operating costs and become more competitive with their U.S. counterparts. European aerospace companies are adopting strategies to streamline processes and increase their flexibility in outsourcing aircraft components.
The number of aerospace manufacturing establishments decreased during the period 1997 to 2002. This was a consolidation period for industry players and occurred during the slump after the events of 9/11.
Last edited: