EM not as a capability but as a resource that enables capabilities.
Market turbulence affects market orientation and the strength of market orientation’s effect on performance. No convincing evidence for these relationships was found (Jaworski and Kohli 1993; Slater and Narver 1994). Slater and Narver asserted that market orientation is a product of culture, not external market forces.
METHOD
Sampling Frame and Mailing Procedure
Data for the study come from a direct mail survey of top marketing executives drawn from a nationwide sample of manufacturing and service organizations. The mailing list of 2,000 companies was acquired from Dun & Bradstreet.
The sample was randomly drawn. Half of the sample was specified to be firms with more than $500 million in annual revenue an
product is produced.
Let’s take the vehicle industry as an example. In 1989, Toyota motors concluded that they could not enter the premium market through their brand image of high performance via price. The premium market consisting of Mercedes Benz, Rolls Royce, and Ferrari, required high performance, outstanding service, and foremost, a strong brand name. Hence, Toyota motors used a new bra
1. Introduction of Toyota & History
1933년 도요타 자동직기 제작소 내에 자동차 사업부 설치로 최초로 자동차 사업에 뛰어 듬
1937년 자동차 제조 회사로 독립(도요타 키이치로)
1938년 현재 도요타 시에 공장설립
1950년 ‘크라운’과 ‘코로나’로 성장
1953년 Toyota production system
1959년 대
1. Introduction
As of September 2007, the iPod had sold more than 150 million units worldwide making it the best-selling digital audio player series in history. There’s no one who doesn’t know about the iPod and its service, iTune. We wanted to know what brought this huge success, and how they conducted its extension program to the world market.
2. iPod & iTune
2.1 Product
iPod is a