A Smart Car site for the US
Another Smart Car site for America:
What Wikipedia has to say about the Smart Car:
Nice little article on the Smart car:
Smart Car: How Smart Is It?
Smart Car, Dumb Marketing
Tuesday, November 18, 2008
Global-supply management requires integrated, inclusive, real-time technology
Supply Siders
By Bob Evans
InformationWeek
January 13, 2003 12:00 AM (From the January 13, 2003 issue)
Archimedes, a guy who bought into leverage way before the concept became fashionable, reportedly summed up the power of the idea this way: "Give me a lever long enough and a fulcrum on which to place it, and I shall move the world."
A couple of thousand years later, businesses of all sizes--from global corporations to small specialty manufacturers--are trying to redefine their relationships with their suppliers to lower costs, raise quality, increase speed, and reduce risk. In so doing, they're applying some Archimedean thinking as they attempt to move beyond the tactical realms of purchasing, procurement, and sourcing and into the more strategic area some analysts and observers are referring to as global-supply management.
More of the article:
http://www.informationweek.com/news/software/development/showArticle.jhtml?articleID=6500177
By Bob Evans
InformationWeek
January 13, 2003 12:00 AM (From the January 13, 2003 issue)
Archimedes, a guy who bought into leverage way before the concept became fashionable, reportedly summed up the power of the idea this way: "Give me a lever long enough and a fulcrum on which to place it, and I shall move the world."
A couple of thousand years later, businesses of all sizes--from global corporations to small specialty manufacturers--are trying to redefine their relationships with their suppliers to lower costs, raise quality, increase speed, and reduce risk. In so doing, they're applying some Archimedean thinking as they attempt to move beyond the tactical realms of purchasing, procurement, and sourcing and into the more strategic area some analysts and observers are referring to as global-supply management.
More of the article:
http://www.informationweek.com/news/software/development/showArticle.jhtml?articleID=6500177
Wednesday, November 12, 2008
Is it time for a globally standardized price?
SourceESB
September 6, 2006
Is it Time for Global Standard Pricing on Components?
Do the prices you pay for components change when you shift production from North America to Asia? This is apparently a common and frustrating experience for component buyers. A product that is designed in North America or Europe often gets shifted to Asia for volume production. But if the price of the components changes as the production shifts across the world, the economic validity of the product might be in jeopardy.
A number of large component buyers and distributors have started voicing concerns about global pricing. Their request? They want the components industry to standardize the price for the parts wherever they are purchased around the world. “Sometimes we have trouble getting the same costs when production moves around the globe,” says George Richter, VP of SSG product management for Arrow Electronics Inc. in Melville, N.Y. “If a customer is bidding on my contract, I want to be able to tell that customer they will have the same cost when they move to Asia.”
Without standardized global pricing, the cost of components can be a mystery as the manufacturing of a product shifts to Asia. “Sometimes we have to wait until the production actually moves to Asia before we get answers about pricing,” says Richter. “So we have trouble giving our customer seamless, unified pricing. If there was a consistent pricing strategy from the supplier, we could assure our customer we can support the product with the same price.”
More at http://www.sourceesb.com/configurable/article20060906.html
Should there be a standardized prize for products?
September 6, 2006
Is it Time for Global Standard Pricing on Components?
Do the prices you pay for components change when you shift production from North America to Asia? This is apparently a common and frustrating experience for component buyers. A product that is designed in North America or Europe often gets shifted to Asia for volume production. But if the price of the components changes as the production shifts across the world, the economic validity of the product might be in jeopardy.
A number of large component buyers and distributors have started voicing concerns about global pricing. Their request? They want the components industry to standardize the price for the parts wherever they are purchased around the world. “Sometimes we have trouble getting the same costs when production moves around the globe,” says George Richter, VP of SSG product management for Arrow Electronics Inc. in Melville, N.Y. “If a customer is bidding on my contract, I want to be able to tell that customer they will have the same cost when they move to Asia.”
Without standardized global pricing, the cost of components can be a mystery as the manufacturing of a product shifts to Asia. “Sometimes we have to wait until the production actually moves to Asia before we get answers about pricing,” says Richter. “So we have trouble giving our customer seamless, unified pricing. If there was a consistent pricing strategy from the supplier, we could assure our customer we can support the product with the same price.”
More at http://www.sourceesb.com/configurable/article20060906.html
Should there be a standardized prize for products?
Global Brands
When you hear the term global brands what do you think of?? Leave your responses and I'll tally them and see if there are any patterns
Friday, November 7, 2008
Building A Global Brand - Janine Allis, Boost Juice
Janine Allis' Boost Juice chain of juice and smoothie outlets was already successful but still growing five years ago when she first appeared on Business Essentials. These days, it has more than 150 stores across Australia but the growth now is in international markets. Boost Juice is in five countries and expanding further.
Best Global Brands
Best Global Brands
How the BusinessWeek/Interbrand Top 100 companies are using their brands to fuel expansion
Not long ago, Motorola saw itself the same way its customers did: as a tech-driven seller of products, not a brand. The success of the RAZR changed all that. By ringing the consumer's bell, the hot-selling mobile phone validated a new strategy, internally dubbed MOTOME. Suddenly Motorola (MOT ) was a company that had rediscovered its identity as a major consumer brand.
The key, says global marketing head George Neill, who came to the company last year from Apple (AAPL ), was to think of the brand as providing experiences to consumers, not just hardware. "We're focused on giving access to what people want -- music, video, Internet -- wherever customers roam." That translated into an 18% gain in the company's global brand value on this year's BusinessWeek/Interbrand Annual Ranking of the 100 Top Global Brands. The phonemaker, adds Interbrand Group CEO Jez Frampton, is "redefining the place people make for the Motorola brand in their lives."
This year's list is brimming with hot brands such as Motorola that are crafting new and surprising ways to branch into entirely new product arenas. Hyundai is launching a premium sedan. Google (GOOG ) is wading into selling ad time on the radio. Others are revving up their brand's goodwill value to dodge problems, as McDonald's (MCD ) is doing with its health and fitness marketing to counter concerns about junk food.
Article continued:
http://www.businessweek.com/magazine/content/06_32/b3996410.htm
Access to top 100 list
How the BusinessWeek/Interbrand Top 100 companies are using their brands to fuel expansion
Not long ago, Motorola saw itself the same way its customers did: as a tech-driven seller of products, not a brand. The success of the RAZR changed all that. By ringing the consumer's bell, the hot-selling mobile phone validated a new strategy, internally dubbed MOTOME. Suddenly Motorola (MOT ) was a company that had rediscovered its identity as a major consumer brand.
The key, says global marketing head George Neill, who came to the company last year from Apple (AAPL ), was to think of the brand as providing experiences to consumers, not just hardware. "We're focused on giving access to what people want -- music, video, Internet -- wherever customers roam." That translated into an 18% gain in the company's global brand value on this year's BusinessWeek/Interbrand Annual Ranking of the 100 Top Global Brands. The phonemaker, adds Interbrand Group CEO Jez Frampton, is "redefining the place people make for the Motorola brand in their lives."
Article continued:
http://www.businessweek.com/magazine/content/06_32/b3996410.htm
Access to top 100 list
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