netrashetty
Netra Shetty
Paramount Pictures Corporation is an American film production and distribution company, located at 5555 Melrose Avenue in Hollywood. Founded in 1912 and currently owned by media conglomerate Viacom, it is America's oldest existing film studio; it is also the last major film studio still headquartered in the Hollywood district of Los Angeles. Paramount is consistently ranked as one of the top-grossing movie studios.
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.
International marketing strategies has been defined numerous times as it is discussed numerous times in studies of international businesses. The study of Lim, Acito, and Rusetski (2006, 499) summarised three definitions of the term based on several other works in the international marketing literature. The first definition is based on the “differentiation of the degree of standardisation (vs adaptation) pursued with respect to one or more marketing mix element.” (p499) Basically, this perspective uses the standardisation and adaptation strategies as general characteristics of marketing strategies. The second definition covers the concentration-dispersion perspective. Essentially, this perspective claims that a “multinational firm should seek an optimal geographic spread of its value-chain activities such that synergies and comparative advantages across different locations can be maximally exploited.” (p502) Looking at this claim, this indicates a closer regard on the economic aspect of the strategy. The third perspective looks on the integration-independence point of view. Plainly speaking, this type of perspective attempts to establish “competitive marketing activities across country markets are orchestrated.” (p503)
VI. Importance of Culture
Business studies have consistently pointed out the importance of culture in the construction of plans and other tools used to measure the performance of the organisation. More specifically, studies have constantly cited the work of Hofstede (1980, in Katz, Zarzeski, and Hall 2000, 119) indicating the dimensions of culture that any multinational organisation must recognise. These include “individualism-collectivism, masculinity-femininity, high-low power distance and high-low uncertainty avoidance.” (p. 120) Basically, culture has a considerable effect on the “development and implementation of strategies used to accomplish the firm’s competition goals.” In using the perspective of Hofstede, it shows that the individual’s decision to purchase goods and services are based on the existing norms and standards in their environment. This means that consumer behaves differently in considering the geographical locations. More specifically, the study of Katz, Zarzeski, and Hall (2000, 119) they mentioned that the national culture have a great impact on the manner in which financial analysts interpret the future performance of any organisation. This is apparently the same in the use of advertising as a marketing tool in international business. Basically, studies have indicated that the consideration of language skills and culture tends to establish the level of success that an advertising campaign could achieve. In some other studies, it has been said that consumers from different countries react differently when subjected to a particular brand or to the country of origin of a particular product or service. (Peterson and Jolibert 1995, 883) This show that the consumers have preconceived regard on the quality of the product based on the country on which it was made or even the mere brand name used to sell the product.
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.
International marketing strategies has been defined numerous times as it is discussed numerous times in studies of international businesses. The study of Lim, Acito, and Rusetski (2006, 499) summarised three definitions of the term based on several other works in the international marketing literature. The first definition is based on the “differentiation of the degree of standardisation (vs adaptation) pursued with respect to one or more marketing mix element.” (p499) Basically, this perspective uses the standardisation and adaptation strategies as general characteristics of marketing strategies. The second definition covers the concentration-dispersion perspective. Essentially, this perspective claims that a “multinational firm should seek an optimal geographic spread of its value-chain activities such that synergies and comparative advantages across different locations can be maximally exploited.” (p502) Looking at this claim, this indicates a closer regard on the economic aspect of the strategy. The third perspective looks on the integration-independence point of view. Plainly speaking, this type of perspective attempts to establish “competitive marketing activities across country markets are orchestrated.” (p503)
VI. Importance of Culture
Business studies have consistently pointed out the importance of culture in the construction of plans and other tools used to measure the performance of the organisation. More specifically, studies have constantly cited the work of Hofstede (1980, in Katz, Zarzeski, and Hall 2000, 119) indicating the dimensions of culture that any multinational organisation must recognise. These include “individualism-collectivism, masculinity-femininity, high-low power distance and high-low uncertainty avoidance.” (p. 120) Basically, culture has a considerable effect on the “development and implementation of strategies used to accomplish the firm’s competition goals.” In using the perspective of Hofstede, it shows that the individual’s decision to purchase goods and services are based on the existing norms and standards in their environment. This means that consumer behaves differently in considering the geographical locations. More specifically, the study of Katz, Zarzeski, and Hall (2000, 119) they mentioned that the national culture have a great impact on the manner in which financial analysts interpret the future performance of any organisation. This is apparently the same in the use of advertising as a marketing tool in international business. Basically, studies have indicated that the consideration of language skills and culture tends to establish the level of success that an advertising campaign could achieve. In some other studies, it has been said that consumers from different countries react differently when subjected to a particular brand or to the country of origin of a particular product or service. (Peterson and Jolibert 1995, 883) This show that the consumers have preconceived regard on the quality of the product based on the country on which it was made or even the mere brand name used to sell the product.