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Microsoft Competing on Talent B 2001

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The article was published on Business 2001, an industry-leading magazine, with an impact factor of 2.0, the highest in the B2B publication world, where the journal is ranked by Thomson Gale. The article was published on 19 October, the 24th of October, and the 31st of October. This made it appear in all issues published during the period. The article received 109 views, and it reached 944 links and shared links. The article is a case study

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In 2001, Microsoft had a major marketing challenge to face: how to re-invigorate their brand image and their strategy, which had been weakened by years of bad press and a poor public image. Here were the reasons: 1. Competition: Microsoft’s main competitor was IBM, which had more than ten times more market share than Microsoft in the 1980s. Today, IBM is IBM, and Microsoft is Redmond. This means that for Redmond to attract and retain top-quality employees, it

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The Emami Group Branding Dilemma

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The Emami Group, one of the most successful manufacturing companies in the country, is facing a branding dilemma. They have been selling the same product across all their outlets and regions for the past few years. The brand was created to distinguish them from their competitors, and it has worked well for them. However, they started noticing that their customers are not buying the product because they think it’s a high-end brand, which is not in line with their value proposition. It has created a brand loyalty gap. They have recently conducted a

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The Emami Group is one of the most successful and leading Indian FMCG companies. Over the last few years, they have made significant changes in their branding strategies to make their brand more effective. As a result, they have now faced a dilemma where they want to differentiate themselves further from their competitors, yet they want to retain their brand equity. The reason for this dilemma is their product portfolio, which consists of three well-known brands – Emami Soya, Emami Bread and Emami Fibre. They have

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Emami’s branding has been plagued by challenges in the past, including: – A decline in brand recognition – An overemphasis on generic product features (rather than differentiating features) – A lack of creativity and marketing strategies to leverage the brand to a wider audience – A lack of a distinct personality or image that reflects the core values and identity of the brand The following are my recommendations for Emami’s branding efforts: 1. Brand Recognition – a)

Genzyme The SynviscOne Investment Decision

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Genzyme (GNCY) is a U.S. Based company, that operates in the biotechnology sector. They are best known for the gene therapy, Syndromic Synovitis disease. The company has recently made an investment decision in the biotechnology sector. The investment decision: In the third quarter of 2004, the company invested in the development and commercialization of SynviscOne for use in treating arthritis, rheumatoid arthritis, and

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Genzyme (GS) is a biopharmaceutical company that makes innovative therapies for rare diseases and rare cancers. They focus on neurological disorders with two key drugs in development. SynviscOne (GSGNS) was their most innovative product, a joint venture with Schering. SynviscOne is the first product from the Genzyme/Schering combination, and it represents an exciting breakthrough in rare disease treatments. SynviscOne was the culmination of Genzyme

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In the third quarter, Genzyme’s investment in Synvisc One, a dry eye disease treatment, was in full swing. However, the drug is not making much progress and has a very low market capitalization at present, and investors may not be interested in this product any longer. To summarize, Synvisc One is a dry eye disease treatment that is expected to receive FDA approval in the next few months. However, it has not shown the expected progress in development, and investors are not interested in this product for the foreseeable future

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“In the 1990s, Genzyme had already become one of the world’s largest gene therapy companies, developing treatments for inherited diseases like sickle cell anemia and cystic fibrosis. But the company wasn’t able to compete with big pharmaceutical companies in the market of rare diseases. That is why Genzyme decided to invest its resources in SynviscOne, a small, over-the-counter pain medication that promised to offer a new and potentially more valuable approach to rare diseases. Visit This Link

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Genzyme was a pioneer in the development of recombinant human growth hormone (rhGH), which had already been granted a marketing authorization in Europe in 1986. The marketing authorization was issued for the use in a variety of children, such as children with acromegaly, growth disorders, and GH deficiency. In the following years, Genzyme was one of the leaders in the growth hormone market, selling approximately 120 million doses worldwide, while it had made about $10 billion

Valuing the EarlyStage Company

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Google in 2014 Abridged

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Pearce Pearce MetricStrategy Misalignment in a Professional Service Firm

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United Technologies Are the Parts Worth More Than the Whole

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Getting the Most out of a Financial Statement Audit

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Barbie Reviving a Cultural Icon at Mattel

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Mattel’s Barbie is a cultural icon. Mattel created it over 60 years ago to cater to young girls between 4 to 14 years old. The first doll (Mary Walker Barbie in 1959) aimed to appeal to girls’ interest in science, fashion, and sports. This has now become an iconic doll, worn by many girls all over the world. With this iconic doll, many successful fashion and movie franchises have been created. These are Barbie’s 10 years of success stories.

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