161,317 research outputs found
Analysis of integrated marketing communication – example of Opel Astra in Croatia
No full textIntegrirana marketinška komunikacija je proces razvoja i primjene različitih oblika persuazivne komunikacije s potrošačima i potencijalnim kupcima u određenom vremenu. Cilj je integrirane marketinške komunikacije utjecati ili izravno usmjeriti ponašanje odabrane publike. Marketinški komunikacijski miks čine oglašavanje, izravna marketinška komunikacija, unapređenje prodaje, osobna prodaja, odnosi s javnošću, publicitet i vanjsko oglašavanje.
Opel je osnovan 1862. godine u Njemačkoj, a od 1929. godine postaje dio međunarodnog poduzeća General Motors. Poduzeće Opel Hrvatska upravlja svim prodajnim, marketinškim i poslijeprodajnim aktivnostima marke Opel na hrvatskom tržištu. Važno je istaknuti da se prodaja osobnih i dostavnih vozila krajnjim kupcima, bilo da se radi o fizičkim ili pravnim osobama, odvija preko mreže ovlaštenih Opel partnera.
Opel vozila su dobitnici mnogih međunarodnih priznanja i nagrada, što je rezultat predanog višestoljetnog kontuiniranog rada i ulaganja u razvoj tehnologije.
Na 66. međunarodnom sajmu automobila u Frankfurtu u rujnu 2015., Opel je predstavio novu Opel Astru. Jedanaesta generacija Opelova automobila iz kompaktne klase lakša je, agilnija i učinkovitija nego ikad prije, ali i dolazi sa značajkama koje su dosad bile rezervirane samo za više segmente. S novom Opel Astrom Opel konkurira u snažnom compact segmentu vozila. Model Astra je za Opelov ključni proizvod, prodan u više od 12 milijuna primjeraka unatrag 25 godina.
Obzirom na zadane prodajne ciljeve, ciljnu skupinu i raspoloživi budžet planirane su slijedeće aktivnosti za lansiranje nove Opel Astre u Hrvatskoj: oglašavanje, izravna marketinška komunikacija, unapređenje prodaje, osobna prodaja, odnosi s javnošću i vanjsko oglašavanje.
Na temelju dubinskog intervjua obavljenog sa menadžerima zaduženim za prodajne i marketinške aktivnosti Opela u Hrvatskoj, zaključeno je kako su ostvareni zadani prodajni i marketinški ciljevi nove Opel Astre.Integrated Marketing Communication is the process of development and implementation of various forms of persuasive communication with customers and potential customers at a given time. The goal is an integrated marketing communications to influence or direct the behavior of the selected target audience. The marketing communication mix is consist of advertising, direct marketing communications, sales promotion, personal selling, public relations, publicity and outdoor advertising.
Opel was founded in 1862 in Germany and since 1929 becomes part of an international company General Motors. The company Opel Croatia manages all sales, marketing and aftersales activities for brand Opel on the Croatian market. It should be noted that sales of passenger cars and commerical vehicles to customers takes place via a network of authorized Opel dealer.
Opel cars are winners of many international awards, what is the result of more than century of dedicated continue work and investments in technology development.
At the 66th International Motor Show in Frankfurt in September 2015, Opel presented the new Opel Astra. The eleventh generation of Opel compact class car lighter, more agile and more efficient at ever before, but it come with features that were reserved only for higher segments. The new Opel Astra Opel competes in the powerful compact vehicle segment. Astra is Opel's key product and it is sold more than 12 million copies back 25 years.
Due to default sales goals, target group and available budget marketing team planned the following activities for the launch of the new Opel Astra on market: advertising, direct marketing communications, sales promotion, personal selling, public relations, and outdoor advertising.
Based on in-depth interviews performed with managers in charge of sales and marketing activities of Opel in business, concluded that the realized that are archieved sales and marketing objectives of the new Opel Astra
Analysis of integrated marketing communication – example of Opel Astra in Croatia
No full textIntegrirana marketinška komunikacija je proces razvoja i primjene različitih oblika persuazivne komunikacije s potrošačima i potencijalnim kupcima u određenom vremenu. Cilj je integrirane marketinške komunikacije utjecati ili izravno usmjeriti ponašanje odabrane publike. Marketinški komunikacijski miks čine oglašavanje, izravna marketinška komunikacija, unapređenje prodaje, osobna prodaja, odnosi s javnošću, publicitet i vanjsko oglašavanje.
Opel je osnovan 1862. godine u Njemačkoj, a od 1929. godine postaje dio međunarodnog poduzeća General Motors. Poduzeće Opel Hrvatska upravlja svim prodajnim, marketinškim i poslijeprodajnim aktivnostima marke Opel na hrvatskom tržištu. Važno je istaknuti da se prodaja osobnih i dostavnih vozila krajnjim kupcima, bilo da se radi o fizičkim ili pravnim osobama, odvija preko mreže ovlaštenih Opel partnera.
Opel vozila su dobitnici mnogih međunarodnih priznanja i nagrada, što je rezultat predanog višestoljetnog kontuiniranog rada i ulaganja u razvoj tehnologije.
Na 66. međunarodnom sajmu automobila u Frankfurtu u rujnu 2015., Opel je predstavio novu Opel Astru. Jedanaesta generacija Opelova automobila iz kompaktne klase lakša je, agilnija i učinkovitija nego ikad prije, ali i dolazi sa značajkama koje su dosad bile rezervirane samo za više segmente. S novom Opel Astrom Opel konkurira u snažnom compact segmentu vozila. Model Astra je za Opelov ključni proizvod, prodan u više od 12 milijuna primjeraka unatrag 25 godina.
Obzirom na zadane prodajne ciljeve, ciljnu skupinu i raspoloživi budžet planirane su slijedeće aktivnosti za lansiranje nove Opel Astre u Hrvatskoj: oglašavanje, izravna marketinška komunikacija, unapređenje prodaje, osobna prodaja, odnosi s javnošću i vanjsko oglašavanje.
Na temelju dubinskog intervjua obavljenog sa menadžerima zaduženim za prodajne i marketinške aktivnosti Opela u Hrvatskoj, zaključeno je kako su ostvareni zadani prodajni i marketinški ciljevi nove Opel Astre.Integrated Marketing Communication is the process of development and implementation of various forms of persuasive communication with customers and potential customers at a given time. The goal is an integrated marketing communications to influence or direct the behavior of the selected target audience. The marketing communication mix is consist of advertising, direct marketing communications, sales promotion, personal selling, public relations, publicity and outdoor advertising.
Opel was founded in 1862 in Germany and since 1929 becomes part of an international company General Motors. The company Opel Croatia manages all sales, marketing and aftersales activities for brand Opel on the Croatian market. It should be noted that sales of passenger cars and commerical vehicles to customers takes place via a network of authorized Opel dealer.
Opel cars are winners of many international awards, what is the result of more than century of dedicated continue work and investments in technology development.
At the 66th International Motor Show in Frankfurt in September 2015, Opel presented the new Opel Astra. The eleventh generation of Opel compact class car lighter, more agile and more efficient at ever before, but it come with features that were reserved only for higher segments. The new Opel Astra Opel competes in the powerful compact vehicle segment. Astra is Opel's key product and it is sold more than 12 million copies back 25 years.
Due to default sales goals, target group and available budget marketing team planned the following activities for the launch of the new Opel Astra on market: advertising, direct marketing communications, sales promotion, personal selling, public relations, and outdoor advertising.
Based on in-depth interviews performed with managers in charge of sales and marketing activities of Opel in business, concluded that the realized that are archieved sales and marketing objectives of the new Opel Astra
Variations on the Author
No full text“Variations on the Author” discusses two of Eduardo Coutinho’s recent films (Um Dia na Vida, from 2010, and Últimas Conversas, posthumously released in 2015) and their contribution to the general question of documentary authorship. The director’s filmography is characterized by a consistent yet self-effacing form of authorial self-inscription: Coutinho often features as an interviewer that rather than express opinions propels discourses; an interviewer that is good at listening. This mode of self-inscription characterizes him as an author who is not expressive but who is nonetheless markedly present on the screen. In Um Dia na Vida, however, Coutinho is completely absent form the image, while Últimas Conversas, on the contrary, includes a confessional prologue that moves the director from the margins to the center of his films. This article examines the ways in which these works stand out in the filmography of a director who offers new insights into the notion of cinematic authorship
Mergers and acquisition failure the Magna-Opel Saga
No full textThroughout time companies have been faced with real conflicts of interest or competing demands between shareholders and stakeholders. Nowadays the same paradigm exists. Opel and Magna real-life case study aims to understand, what factors affect the failure of M&A which looked liked having all the necessary ingredients to be a successful one. Specifically regarding firms, the economic role of M&A is to assist in achieving or maintaining their competitive advantage by anticipating and adjusting to change. (Weston, Mitchell, & Mulherin, 2004). The study of these cases is an excellent path to have a thoughtful realistic visualization with the objective of trying to understand what could be learned from the process to management role of firms and strategic goals. A composition was made with the effort of integrating both starting points of literature concerning Corporate Governance, more specifically Cross-Border M&A, but also data and facts concerning the case from online newspapers and specific context readings concerning the specificity of the industry.
Nowadays, the world is confronted with financial crises, which was started in 2007.
A combination of several years of declining automobile sales and the problems which has risen from the economic situation faced, led into a widespread crisis in the United States auto industry in 2008 and 2009.
General Motors Company is one of the US based automaker felt the impacts of this new climate. Being unable to change the levels of debt and confronted with problems of management, GM initiated the bankruptcy process. Facing a bad internal situation and given the external economic atmosphere one of the solutions found by the GM owners was to sell one of their “crown jewels”: Opel. In this process, Magna was the chosen partner. After being selected, Magna joined in a consortium with Sberbank had been put to a withdrawal from GM.
The main question is why the unexpected withdrawal after months of negotiation? Many were the key topics followed and there are some key points that might be connected to the output.
As to what concerns the motivation for the collapse, the outlook which I can extract from the process is connected to the press release made by GM on 3rd November 2009. GM argued that there was an improving business environment over the few months before the drawback from the sale of Magna, and the importance of Opel//Vauxhall to GM’s global strategy maintaining a good environment between the USA and EU was the best path. Having this in mind the cancelation of the negotiations was the way to drive the decision.
But many more situations have become clear with the end of the negotiation. One of the major points that have to be focused is the stakeholders’ interests. This is a case in which interests drove the way stakeholders dealt with the case from the first moment. Given the paths followed, each main or secondary player tried to fight for their own welfare.
Trying to bring together the case study, it can be seen that this is a case which supports the idea of the conflicts between shareholders and stakeholders views, as it could be seen during the process of acquisition several interests were at table. The problem was that the interest was divergent and that leaded to different perspectives of the need for the deal and the expected and wanted outputs. When, in the deal, the private investors were substituted by the US Government, the atmosphere changed from a maximizing profits view, into a more political one. By this point the interests were still divergent, but for different reasons.
The Opel and Magna Saga business was not only dependent on shareholders or even the boards of directors. The influence of the stakeholders was clearly one of the most important factors for the failure.Com o passar do tempo as empresas defrontaram-se com conflitos de interesse e competitividade entre shareholders e stakeholders, actualmente este paradigma ainda persiste. Com o estudo do caso da Opel e da Magna pretende-se perceber os motivos que estiveram na causa da sua não aquisição, uma vez que tinha tudo para ser um caso de sucesso. Especificamente em relação a empresas, o papel económico das M&A é de ajudar na realização e manutenção da sua vantagem competitiva através da antecipação e adaptação à mudança (Weston,Mitchell &Mulherin 2004). O estudo destes casos é um excelente caminho para se traçar uma visão realista com o objectivo de tentar perceber o que podemos aprender com este processo na gestão de empresas e os seus objectivos estratégicos. Uma composição foi feita com um esforço de integração entre ambos os pontos referentes a literatura de Corporate Governance, mais especificamente, Cross- Border M&A, mas também datas e factos relacionados com o caso retirados de jornais electrónicos e mais leituras específicas ligadas ao contexto desta indústria.
Actualmente, o Mundo está confrontado com uma crise financeira que teve início em 2007. A combinação de vários anos de declínio de vendas no sector automóvel cresceu com a situação económica, o que levou a uma crise generalizada na indústria automóvel nos Estados Unidos em 2008 e 2009.
A General Motors Company é uma empresa automóvel dos Estados Unidos que sentiu o impacto deste novo clima. Incapaz de alterar os níveis de défice e confrontada com problemas de gestão, a GM iniciou o seu processo de bancarrota. Com uma situação interna instável e com a situação económica externa, uma das soluções encontradas pelos donos da GM foi vender uma das suas jóias da coroa: a Opel. Neste processo, a Magna foi o parceiro escolhido. Depois de ter sido escolhida, a Magna, que desfrutou de um consórcio com a Sberbank, foi confrontada com o afastamento do negócio por parte da GM.
A grande questão que surge então é tentar perceber porque é que a GM desistiu da negociação após tantos meses de negócio? Vários são os tópicos seguidos e muitos são os pontos relacionados com o fecho do negócio.
No que diz respeito às motivações que levaram ao colapso, o output que pode ser extraído do processo está ligado à press release feita pela GM a 3 de Novembro de 2009. Na mesma, a GM justificou a retirada com o argumento de melhoria do clima de negócio automóvel durante os meses que antecederam o fim das negociações. Por outro lado foi também defendida a importância que a Opel//Vauxhall continuaria a ter na estratégia global da GM, bem como a conservação de uma boa ligação e atmosfera entre os EUA e a UE seria o melhor caminho. O cancelamento das negociações foi então da parte da GM o melhor caminho a seguir.
Mas mais questões ficaram claras com o fim das negociações. Um dos pontos mais importantes que têm de ser focado é os conflitos de interesses. Este é um caso no qual o interesse dos stakeholders guiou todo o processo desde o primeiro momento. Dado o seguimento de todo o procedimento, cada jogador, primário ou secundário deste caso tentou centrar a sua posição e lutar à volta dos seus interesses e objectivos.
Tentando interligar o caso Opel e Magna, pode ser concluído que a ideia de conflicts between shareholders and stakeholders views era o problema em cima da mesa. A dificuldade foi que os interesses eram divergentes e essa situação levou a diferentes perspectivas das necessidades, expectativas e resultados que estavam ligadas ao negócio. Quando no negócio se assistiu à substituição dos investidores privados pelo Governo dos EUA, devido a todo o processo de falência, a atmosfera da estratégia do acordo mudou de maximização do lucro, para uma questão mais política. Nesse momento os interesses continuaram divergentes, mas por razões distintas.
O case study do negócio Opel e Magna, não esteve apenas dependente de shareholders ou mesmo do boards of directors. A influência de todos os stakeholders foi claramente um dos factores mais importantes para o cancelamento do negócio
Going Beyond Counting First Authors in Author Co-citation Analysis
No full textThe present study examines one of the fundamental aspects of author co-citation analysis (ACA) - the way co-citation
counts are defined. Co-citation counting provides the data on which all subsequent statistical analyses and mappings
are based, and we compare ACA results based on two different types of co-citation counting - the traditional type that
only counts the first one among a cited work's authors on the one hand and a non-traditional type that takes into
account the first 5 authors of a cited work on the other hand. Results indicate that the picture produced through this non-traditional author co-citation counting contains more coherent author groups and is therefore considerably clearer. However, this picture represents fewer specialties in the research field being studied than that produced through the traditional first-author co-citation counting when the same number of top-ranked authors is selected and analyzed. Reasons for these effects are discussed
Elementos para o estudo de um caso de sucesso na montagem automóvel em Portugal: a Opel Portugal
No full textThe interest to study this factory of GM group in Portugal is due to the facto of being one of the oldest assembly lines of the automotive sector still operating in Portugal (it was founded in 1963). Besides that, it went recently across a very intensive technological change, and then would be interesting to know the organisation of work model chose. The Opel factory occupies at the moment the former one that belonged to Ford Lusitana. There it has being under production some modules that feed the assembly line on JIT and in sequence. Although there were severe difficulties to implement the case study at Opel, this report could be done using secondary information and several interviews at the factory and initial visits. This Opel factory was recently closed down in the frame of a GM European strategy for re-structuring
Larry O. Spencer, Conference Author Presentation
No full textGen. Larry O. Spencer, USAF (Ret.), author of Dark Horse: A Journey from the Horseshoe to the Pentago
Dispelling the Myths Behind First-author Citation Counts
No full textWe conducted a full-scale evaluative citation analysis study of scholars in the XML research field to explore just how different from each other author rankings resulting from different citation counting methods actually are, and to demonstrate the capability of emerging data and tools on the Web in supporting more realistic citation counting methods. Our results contest some common arguments for the continued
use of first-author citation counts in the evaluation of scholars, such as high correlations between author rankings by first-author citation counts and other citation
counting methods, and high costs of using more realistic citation counting methods that are not well-supported by the ISI databases. It is argued that increasingly available digital full text research papers make it possible for citation analysis studies to go beyond what the ISI databases have directly supported and to employ more
sophisticated methods
Kampf des Protestantismus und des Katolicismus im Stift Halberstadt 1612 bis 1620 / von J. O. Opel
No full textVorlage des Erscheinungsvermerks: Berlin, 1870. Druck von E. S. Mittler und Sohn, Wilhelmstraße 122
Prerada cestovnog automobila u natjecateljsko vozilo na primjeru Opel Astre
No full textU ovom radu obrađuje se prerada cestovnog automobila u natjecateljsko vozilo. Rad obuhvaća modifikacije učinjene na vozilu Opel Astra iz 1992. godine s bogatom natjecateljskom poviješću. Sve preinake na vozilu napravljene su po pravilima tehničke komisije hrvatskog auto i karting saveza ili propisima FIA-e. Kao dokaz tome, ovaj rad prati „Priručnik TKAS 2020.“ (priručnik tehničke komisije odbora za auto sportove HAKS-a 2020.) prema kojem je napravljena provjera ispravnosti i legalnosti svake trkaće preinake na vozilu, bilo da se radi o nadogradnji pogonskog sklopa vozila ili sigurnosnim aspektima
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