This includes all factors that can influence an organization, but that are out of their direct control. There may be aggressive competition and rivalry in a market and the threat of substitute products and new entrants through globalisation. The wider environment is also ever changing, and the marketer needs to compensate for changes in culture, politics, economics and technology. To assess the external factors that influence the organisation, the marketing department should execute a PESLTLE analysis, which is the acronym for: Ø Political Ø Economic Ø Social Ø Technical Ø Environmental Ø Legal Political Factors The political arena has a huge influence upon the regulation of businesses, and the spending power of consumers and other businesses. Organisation seeking to internationalise typically investigates factors in the county such as: Ø The stability of the political environment.
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6.0 References CIM1- CIM; http://www.cim.co.uk, Accessed (15th December 2003) Hannagan T. (2002), Management Concepts and Practices, FT Prentice Hall Gilbert D. (1999), Retail Marketing Management, FT Prentice Hall Thomas B. & Housden M. (2002), Direct Marketing in Practice, Heinemann Westwood J. (1998), The Marketing Plan: A Practitioner's Guide, Koban Page Ltd 7.0 Bibliography ---------------- 1. Hannagan T. (2002), Management Concepts and Practices, FT Prentice Hall 2. Gilbert D. (1999), Retail Marketing Management, FT Prentice Hall 3.
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Walker, M. (October 23, 2000). Deutsche Bank Plans to Make Its Retail Unit A Stock Outlet. The Wall Street Journal (pg A29-30) This article is about Deutsche Bank AG tried to sell its retail business in order to concentrate on corporate and investment banking six month ago and it is now working on a plan to change its retail unit into a pan-European outlet for stocks, mutual funds and other investment products. Today, top executives of the world's largest bank by assets, Deutsche Bank, are going to present their new ideas to their supervisory board. The board planned to consider the management proposals earlier this year before big steps were taken.
23% of all acquisitions earn their internal rate of return. Only about 50% of all Mergers & Acquisitions transactions actually tend to create value for the acquirers. Those statistics, generalised to the global Mergers & Acquisitions (from now on, M&A) trade, support a fundamental evidence of the M&A nature: the percentage of acquisitions that not succeed in deliver a considerable value to the acquirer exceeds the 50% of the totality of the deals; furthermore, the effects of the transactions have, the most of the time, a negative impact in terms of value created for the shareholders. However, although the number of M&A operations concluded in the world in 2012 has fallen if compared with 2011 (28.500 versus 30.000 in the previous year, with a overall decrease in value of 13%), the choice to undertake a strategic decision in this direction is still very popular. The European market, with the set of problems that characterize it, is the most significant example.
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