netrashetty
Netra Shetty
Morgan Stanley is a global financial services firm headquartered in New York City serving a diversified group of corporations, governments, financial institutions, and individuals. Morgan Stanley also operates in 36 countries around the world, with over 600 offices and a workforce of over 60,000.[1] The company reports US$779 billion as assets under its management.[2] It is headquartered in Midtown Manhattan, New York City.[3]
The corporation, formed by J.P. Morgan & Co. employees Henry S. Morgan (grandson of J.P. Morgan), Harold Stanley and others, came into existence on September 16, 1935. In its first year the company operated with a 24% market share (US$1.1 billion) in public offerings and private placements. The main areas of business for the firm today are Global Wealth Management, Institutional Securities and Investment Management.
The company found itself in the midst of a management crisis in the late 1990s[4] that resulted in a loss of a number of the firm's staff [5] and ultimately saw the firing of its then CEO Philip Purcell in 2005.
place. Nations has become virtually a partition demarcating certain geographical areas of an enormous community. The business sector may well be the foremost area which is influenced by the increase in proximity among nations. Commerce has become a transnational affair. Along with these developments, the major principles of business are also taken into consideration. More importantly, the context of marketing has to undergo changes in order to fit the demands of international businesses. This paper will be taking a close look on the importance of international marketing for organisation seeking to operate in the international setting. In the same manner, the study will be covering the areas on which international marketing influences. Specifically, a look in international marketing environment, dynamics of domestic and international marketing, international marketing strategies, implications of culture differences, international market research, the operations of small and medium sized enterprises (SMEs) in the international market, types of market entry, and the typically employed market communications initiatives in the international setting. The observations and arguments used in the following discussions are to be based on the journals and academic articles that deal directly with international marketing and international marketing theories.
II. International Marketing
Trading internationally is a phenomenon that dates back in the ancient civilisations when galleons and junks were the foremost modes of transportation to send out merchandise from one country to another. In recent times, international trade is driven by “market, cost, government, competition and other factors.” (Stone and McCall 2004, 3) In looking at this definition, it appears that a lot is laid on the line for every company who seeks to operate in an international level. Any wrong decision or any indiscretion that the company may undertake could spell success and failure of the international venture. Thus, the need to understand and become well acquainted with the international market is a key ingredient in every company’s pursuit to eliminate the possibility of failure. In looking at this claim, it appears that the environment holds the answer for company who seeks to enter the international market. As mentioned in the work of Rao (1998, 256) “the international environment directly affects the firm's strategic options.” This therefore reinforces the importance of knowing the minutiae of the international environment before taking on initiatives towards operating in an international level. In this regard, any company that seeks to indulge on its international operations would have to make their strategy fit every aspect of the environment. (p 256) Taking this into consideration, it appears that planning is an essential part of the process. As Stone and McCall (2004, 221) mentioned in their work, the process of international marketing involves more that the basic elements of planning. More specifically, international marketing entails “careful planning to achieve the organization's strategic goals.
Industry Definition
Companies in this industry sell new cars and other light motor vehicles to end consumers. Wholesalers that sell directly to fleet markets are included in this industry. Vehicles sold include: passenger cars, SUVs, jeeps, specialised vehicles (such as ambulances) and any other vehicles weighing less than 3.5 tons. The sale of used vehicles is not included in this industry.
Report Contents
The About this Industry chapter provides general information about the scope of the industry such as an industry definition and a list of the main activities of the industry.
The Industry at a Glance chapter provides a brief snapshot of the key indicators of the industry such as industry revenue and forecast growth rate.
The Industry Performance chapter covers the following: Executive Summary, Key External Drivers, Current Performance, Industry Outlook and Industry Life Cycle. The Executive Summary section is a brief summary of the overall chapter. The Key External Drivers section looks at the key factors outside the control of an individual business that determine the industry's performance. The Current Performance section provides analysis for the industry over the past five years with key performance indicators discussed. The Industry Outlook section is a key analysis section of the report and outlines expectations for the key industry indicators over the next five year period, including forecasts. The Industry Life Cycle section provides a discussion of where the industry is at in its life cycle and how that is affecting industry performance.
The Products & Markets chapter covers the following: Supply Chain, Products & Services, Major Markets, Globalisation & Trade and Business Locations. The Supply Chain section lists the key buying and key selling industries associated with this industry. The Products & Services section lists the products and services the industry provides including percentage breakdowns by key segment. The Major Markets section gives an analysis of the markets for the industry's products and how these markets may have changed over time. The Globalisation & Trade section provides a discussion of the level of globalization and the importance of trade to the industry. The Business Locations section highlights where the industry operates and why.
The Competitive Landscape chapter is a discussion of the characteristics of an average operator in the industry and who controls the market for the products of the industry. It includes the following sections: Market Share Concentration, Key Success Factors, Cost Structure Benchmarks and Barriers to Entry. The Market Share Concentration section discusses the level of concentration of the industry. The Key Success Factors section looks at the key internal factors that contribute to the success of an operator in the industry. The Cost Structure Benchmarks section discusses the average costs faced by operators in the industry. The Barriers to Entry section looks at the factors preventing new companies from entering the industry.
The Major Companies chapter analyses the companies that have the most substantial influence on the industry. Market Share figures and a discussion of the major companies operations within the industry are given where possible.
The Operating Conditions chapter covers the following: Structural Risk Index and Investment Requirements. The Structural Risk Index section provides an indicator of the level of risk faced by operators in the industry. The Investment Requirements section is an analysis of the level of capital investment required to operate in the industry.
The Key Statistics chapter provides the key indicators for the industry for at least the last three years. The statistics included are industry revenue, industry value added (or gross product), establishments, enterprises, employment, exports, imports, wages, domestic demand and any relevant industry-specific data where appropriate.
The corporation, formed by J.P. Morgan & Co. employees Henry S. Morgan (grandson of J.P. Morgan), Harold Stanley and others, came into existence on September 16, 1935. In its first year the company operated with a 24% market share (US$1.1 billion) in public offerings and private placements. The main areas of business for the firm today are Global Wealth Management, Institutional Securities and Investment Management.
The company found itself in the midst of a management crisis in the late 1990s[4] that resulted in a loss of a number of the firm's staff [5] and ultimately saw the firing of its then CEO Philip Purcell in 2005.
place. Nations has become virtually a partition demarcating certain geographical areas of an enormous community. The business sector may well be the foremost area which is influenced by the increase in proximity among nations. Commerce has become a transnational affair. Along with these developments, the major principles of business are also taken into consideration. More importantly, the context of marketing has to undergo changes in order to fit the demands of international businesses. This paper will be taking a close look on the importance of international marketing for organisation seeking to operate in the international setting. In the same manner, the study will be covering the areas on which international marketing influences. Specifically, a look in international marketing environment, dynamics of domestic and international marketing, international marketing strategies, implications of culture differences, international market research, the operations of small and medium sized enterprises (SMEs) in the international market, types of market entry, and the typically employed market communications initiatives in the international setting. The observations and arguments used in the following discussions are to be based on the journals and academic articles that deal directly with international marketing and international marketing theories.
II. International Marketing
Trading internationally is a phenomenon that dates back in the ancient civilisations when galleons and junks were the foremost modes of transportation to send out merchandise from one country to another. In recent times, international trade is driven by “market, cost, government, competition and other factors.” (Stone and McCall 2004, 3) In looking at this definition, it appears that a lot is laid on the line for every company who seeks to operate in an international level. Any wrong decision or any indiscretion that the company may undertake could spell success and failure of the international venture. Thus, the need to understand and become well acquainted with the international market is a key ingredient in every company’s pursuit to eliminate the possibility of failure. In looking at this claim, it appears that the environment holds the answer for company who seeks to enter the international market. As mentioned in the work of Rao (1998, 256) “the international environment directly affects the firm's strategic options.” This therefore reinforces the importance of knowing the minutiae of the international environment before taking on initiatives towards operating in an international level. In this regard, any company that seeks to indulge on its international operations would have to make their strategy fit every aspect of the environment. (p 256) Taking this into consideration, it appears that planning is an essential part of the process. As Stone and McCall (2004, 221) mentioned in their work, the process of international marketing involves more that the basic elements of planning. More specifically, international marketing entails “careful planning to achieve the organization's strategic goals.
Industry Definition
Companies in this industry sell new cars and other light motor vehicles to end consumers. Wholesalers that sell directly to fleet markets are included in this industry. Vehicles sold include: passenger cars, SUVs, jeeps, specialised vehicles (such as ambulances) and any other vehicles weighing less than 3.5 tons. The sale of used vehicles is not included in this industry.
Report Contents
The About this Industry chapter provides general information about the scope of the industry such as an industry definition and a list of the main activities of the industry.
The Industry at a Glance chapter provides a brief snapshot of the key indicators of the industry such as industry revenue and forecast growth rate.
The Industry Performance chapter covers the following: Executive Summary, Key External Drivers, Current Performance, Industry Outlook and Industry Life Cycle. The Executive Summary section is a brief summary of the overall chapter. The Key External Drivers section looks at the key factors outside the control of an individual business that determine the industry's performance. The Current Performance section provides analysis for the industry over the past five years with key performance indicators discussed. The Industry Outlook section is a key analysis section of the report and outlines expectations for the key industry indicators over the next five year period, including forecasts. The Industry Life Cycle section provides a discussion of where the industry is at in its life cycle and how that is affecting industry performance.
The Products & Markets chapter covers the following: Supply Chain, Products & Services, Major Markets, Globalisation & Trade and Business Locations. The Supply Chain section lists the key buying and key selling industries associated with this industry. The Products & Services section lists the products and services the industry provides including percentage breakdowns by key segment. The Major Markets section gives an analysis of the markets for the industry's products and how these markets may have changed over time. The Globalisation & Trade section provides a discussion of the level of globalization and the importance of trade to the industry. The Business Locations section highlights where the industry operates and why.
The Competitive Landscape chapter is a discussion of the characteristics of an average operator in the industry and who controls the market for the products of the industry. It includes the following sections: Market Share Concentration, Key Success Factors, Cost Structure Benchmarks and Barriers to Entry. The Market Share Concentration section discusses the level of concentration of the industry. The Key Success Factors section looks at the key internal factors that contribute to the success of an operator in the industry. The Cost Structure Benchmarks section discusses the average costs faced by operators in the industry. The Barriers to Entry section looks at the factors preventing new companies from entering the industry.
The Major Companies chapter analyses the companies that have the most substantial influence on the industry. Market Share figures and a discussion of the major companies operations within the industry are given where possible.
The Operating Conditions chapter covers the following: Structural Risk Index and Investment Requirements. The Structural Risk Index section provides an indicator of the level of risk faced by operators in the industry. The Investment Requirements section is an analysis of the level of capital investment required to operate in the industry.
The Key Statistics chapter provides the key indicators for the industry for at least the last three years. The statistics included are industry revenue, industry value added (or gross product), establishments, enterprises, employment, exports, imports, wages, domestic demand and any relevant industry-specific data where appropriate.