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Casual Articles - Your Low Cost Competitors Want To Eat Your Lunch
At some point, usually at the conclusion of the interview, you may be asked, "Do you have any questions?" A common answer to this question is, "No, I think you've covered everything very well." This is the wrong answer! You have passed up your opportunity to ask some critical questions that may make a difference as to whether you want to work for this company.Here are some rules and basic questions to consider asking when asked if you have questions:Rule #1 - Ask questions. This is a critical time for you to find out insider information about the company or pos
Johnson and Johnson the health-care multi-national company also faces stiff competition and a long wait for the next drug blockbus
The clich? says that if you don’t toot your own horn, nobody else will. Unfortunately, this is quite often true. Of course, occasionally we might garner unexpected praise for an accomplishment or a success. But the truth is that most of your successes occur in the smaller arenas, but they pave the way for the high profile successes of your department and your organization.How can you bring attention to your skills and accomplishments without coming across as an attention-seeker or brownie-points-gatherer? Here are some ideas:1) Present your idea or accomplish
Many industry leaders are faced with a sea of changes in the marketplace, particularly the onslaught of many low cost competitors. They are minnows and will grow to become sharks if they are not nipped in the bud. Examples abound on the proliferation of the Chinese products in the world market.
The way to handle these manufacturers is to try to nip them in the bud. It is like war. You must not allow your competitions to establish a beachhead. For once they succeed in doing so, it will be so much harder to dislodge them. You want to knock them out in the waters where they are most vulnerable. When customers try the low cost products and they like them, it will be very difficult and expensive to entice them to switch back to your products. If you cannot beat the low cost competitors in the price game everything else being equal, then better to identify another premium niche.
Johnson and Johnson the health-care multi-national company also faces stiff competition and a long wait for the next drug blockbust
What's Your Job Situation? If Bad, Is It Bearable or Unbearable?Money isn't the only motivator or de-motivator for employees. Lack of appreciation for your contributions can cause the same effect. It's not that you expect to get a pat on the back every time you do some little thing; it's that you quickly begin to resent being taken for granted when you're doing a lot more than that, and this can make you start thinking in terms of launching a job search to find a new or better job somewhere else.A tough job market or economy can definitely mak
The way to handle these manufacturers is to try to nip them in the bud. It is like war. You must not allow your competitions to establish a beachhead. For once they succeed in doing so, it will be so much harder to dislodge them. You want to knock them out in the waters where they are most vulnerable. When customers try the low cost products and they like them, it will be very difficult and expensive to entice them to switch back to your products. If you cannot beat the low cost competitors in the price game everything else being equal, then better to identify another premium niche.
Johnson and Johnson the health-care multi-national company also faces stiff competition and a long wait for the next drug blockbus
Do you have any idea how much time and money you are spending on your employer? Most people I have run into have absolutely no idea what it costs them to go to work everyday for someone else. Below, I will illustrate what the typical employee spends on their employer each yearFor this article, we have to make certain assumptions on which we can base our calculations. You can adjust these assumptions to fit your situation and come up with your own calculations. I created a little Excel spreadsheet to make the calculations, but you can do it by hand too.Here a
Johnson and Johnson the health-care multi-national company also faces stiff competition and a long wait for the next drug blockbus
Betty made a giant leap forward in her career when she landed a new position as Director of Marketing for a major division of a multi-billion dollar corporation. She would go from supervising one employee to managing 27 men and women. Her annual budget would increase dramatically. She would be expected to breathe new life into a lackluster marketing staff that had fallen behind the pace expected in the hard-driving corporation.She came to me for advice on how to make the most of the opportunity.Here’s the sense of what I told her.The biggest chal
Johnson and Johnson the health-care multi-national company also faces stiff competition and a long wait for the next drug blockbus
Quality is the key to branding success. If quality is in place, it is likely that performance is also in place. Some brands tell you immediately that there is quality or at least they advertise themselves that way. Maytag is a good example of quality. Their ads boast of the bored service person because their product is of such a quality that repair is not necessary. Maytag stands for quality. Those that purchase the product have an expectation that they are buying quality. Quality is often measured in terms of dollars. It seems the higher the quality, the higher the price. Cons
Johnson and Johnson the health-care multi-national company also faces stiff competition and a long wait for the next drug blockbuster. As part of its strategies to hold off competition, it has gobbled up 34 companies in the past 5 years and will keep acquiring. Johnson and Johnson also put existing drugs to new uses – epilepsy drug Topomax now treats migraine. Workers are made to cross the divisional lines to develop products and drug-delivery systems including treatments for stroke, diabetes and schizophrenia.
Teamwork between pharma and device divisions led to the billion-dollar coronary stent. Cost-cutting on the 200-plus units, merger of the back-office operations and centralized purchasing helped to save $1 billion in two years – funds that it will use in the development of badly needed new pharmaceuticals.
On the other hand, Hoover, which makes vacuum cleaners since 1907, has shrunk its unionised staff strength from 1,800 just over 1,500 in 1994. The Chinese competitors have been selling cheap vacuum cleane
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