Case Analysis & English Learning
案例分析作文模板英语
案例分析作文模板英语Title: Case Study Analysis Essay Template。
Introduction:In this case study analysis, we delve into [briefly introduce the case]. This analysis aims to dissect the key components, identify challenges, propose solutions, and draw conclusions based on the presented scenario.Background:Provide contextual information about the case, including the relevant industry, company, or individuals involved. Outline the main issues or problems presented in the case.Analysis:1. Problem Identification: Clearly state the mainproblem or problems faced by the individual, organization,or industry in the case.2. Factors Contributing to the Problem: Analyze the internal and external factors that contribute to the identified problem(s). This may include market trends, organizational culture, leadership decisions, economic factors, etc.3. SWOT Analysis: Conduct a SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis to understand the internal and external factors affecting the situation.4. Alternative Solutions: Present multiple alternative solutions to address the identified problem(s). Eachsolution should be feasible, realistic, and supported by evidence or theory.5. Evaluation of Alternatives: Assess the pros and cons of each alternative solution. Consider the potential risks, benefits, costs, and implications associated with implementing each option.6. Recommendation: Based on the analysis and evaluation, recommend the most suitable solution(s) to address the problem(s) identified in the case. Justify your recommendation with logical reasoning and evidence.Implementation Plan:Outline a detailed plan for implementing the recommended solution(s). Specify the steps, resources, timeline, and responsibilities required to execute the plan effectively.Evaluation and Monitoring:Describe how you would evaluate the effectiveness ofthe implemented solution(s). Identify key performance indicators (KPIs) and metrics to track progress and success. Discuss strategies for monitoring and adjusting the plan as needed.Conclusion:Summarize the key findings of the case study analysis, including the main problem(s) identified, recommended solution(s), and implementation plan. Highlight the significance of your recommendations and their potential impact on the individual, organization, or industry involved.References:Include a list of all sources cited in the case study analysis, following the appropriate citation style (e.g., APA, MLA).This case study analysis provides a comprehensive framework for understanding, analyzing, and addressing complex problems presented in real-world scenarios. By following this template, analysts can systematically dissect cases, identify key issues, and propose effective solutions to drive positive outcomes.。
橱窗分析法潜在我范文
橱窗分析法潜在我范文英文回答：The showcase analysis method is a powerful tool for evaluating the potential of a product or service. By carefully examining the presentation and display of a product in a store or online, businesses can gain valuable insights into consumer behavior and preferences.One of the key elements of the showcase analysis method is the visual appeal of the product. This includes the design of the packaging, the use of colors and graphics, and the overall presentation of the product. By analyzing these visual elements, businesses can determine how attractive the product is to potential customers and identify opportunities for improvement.Another important aspect of showcase analysis is the placement of the product within the store or on a website. The location of a product can have a significant impact onits sales potential. By analyzing the placement of a product, businesses can determine whether it is being given enough visibility and whether it is being positioned in a way that maximizes its appeal to customers.In addition to visual appeal and placement, showcase analysis also involves evaluating the messaging and information provided about the product. This includes the use of signage, product descriptions, and any other information that is provided to customers. By analyzing the messaging and information, businesses can determine whether it effectively communicates the value and benefits of the product to customers.Overall, showcase analysis is a valuable method for businesses to gain insights into the potential of their products or services. By carefully examining the visual appeal, placement, and messaging of a product, businesses can identify opportunities for improvement and make informed decisions to maximize the success of their offerings.中文回答：橱窗分析法是一种评估产品或服务潜力的强大工具。
长尾理论经典案例分析（Longtailtheory,classiccaseanalysis）
长尾理论经典案例分析（Long tail theory, classic case analysis）Long tail theory, classic case analysisHan letter?You lie?(School of economics, Huazhong Normal UniversityHubei?Wuhan)Summary?The diversification of economy has spawned many new economic ideas, and the long tail theory can be said to be a unique innovation after the "Blue Ocean Strategy"Dimension. A new economic phenomenon growing up in the crack of the mainstream economy. The long tail theory is not a real sense of creation, but it is our own disciplineThe small market which is often overlooked has been pushed to a new stage. Is the classic theory of reverse thinking. This paper focuses on the application of the long tail theory in practical cases.Keywords?Long tail theory?Long tail effect?20/80 ruleAbstract?The, diversity, of, the, economy, many, new, ideas, on, the, economy., The, theory, cretive, ofLong, Tail,, is, said, be, toUnique, innovative, thinking, after, the, BlueOcean., is, a, new, It, Economic, phenomenon., The, theory,, ofLong, is,, not, a, ture, crea?Tive, it, is, a, discovery., This, paper, analyzes, the, long, tail,, in, the, actual, case.Keywords?The, theory, of, long, Tai, l, 20/80rulesThe so-called long tail is actually the distribution of Power, Laws and Pareto in StatisticsA colloquial expression. Long tail terms are also widely used and mathematically. The long tail theoryWas first proposed by ChrisAnderson. It's in the 2004 issue of Wired magazineThe first vocabulary used in the chapter to describe an economic model. Long tail terms are also commonUsed in statistics, as of wealth distribution or vocabulary.The basic principle of the long tail theory is that as long as the channels of storage and circulation are large enough, demandThe market share of products that are not booming or sold poorly can be shared with those fewThe market share of the product is even greater. That is, many small markets convergeMarket power comparable to the mainstream big market. The long tail theory overturns the original 20/80 law. The 20/80 principle emphasizes a small number of important principles, namely, 20% of the populationThe value of 80%, while the long tail theory emphasizes that those behind are considered not to bringLooking for a profit in the tail of profit. The process of the Internet has reached the age of mass customizationCustom made is the mode of production in the agricultural society. Customization is a mass production in an industrial societyOn the contrary, economies of scale, customization, and high re - added in the information societyThe primary mode of production of value. The advantages of customization are obvious: first, the products are rare and customizedThe product often has higher value; second, because of the personal knowledge contained in the valueHigher, customized products are often at the top of the value chain; third, because customized products are not availableThan to avoid competition. Informatization has changed production conditions so that small-scale production can be obtainedIt was only possible to achieve a low cost level by mass production and could even be achievedLower cost.1?In the field of e-commerce, the long tail effect is prominent. The following are the main basis:1.1?decreasing marginal costIn traditional industries, people usually have all kinds of expenses and expensesMaximum output under demand scale economy. Produce as large as possible on a large scale; make greatFixed costs and sunk costs are apportioned among most goods. Such as large books and notesA supplier of products like CD or a book to sell to 100 thousand flat managementCosts, profits, sales of such a best-selling product may not even be 1%. howeverNot everyone needs a few best-selling books, for non mainstream consumersIt is said that the traditional law of conduct is not applicable. But the long tail theory mainly emphasizes the non - PrincipalThe great value of streaming products, in the network, network products can just be fullFoot needs, an example of online music retailer Rhapsondy, offers over 1 million 500 thousand titlesThe songs, of course, are among the most popular songs, followed by popularity along with the rankingsDecline and fall sharply. But we found out those non popular songs after tens of thousands of yearsThe song still has about 22 million downloads per month -- almost Rhapsondy totalDownloads of 1/4. The repertoire at the end of the long tail may be in any of the traditional retailersYou can't find it there. But almost every capital is being ordered and purchased. These little onesThe need to get together became a great asset.1.2?Expansion of economies of scaleThe traditional large-scale production is the economies of scale of the producer; and the new economy is characterized byDemand side economies of scale. The demand side, economies of scale and creativity are related to creativity and phaseRelated products,Happens to reflect the positive feedback and positive externalities of the most obvious features, and positive andnegativeFeed and positive externalities are the basis of demand side economies of scale. The demand side is different in the networkIn the real life demand side, the virtualization of network products can better integrate the needsResources。
Business Case Analysis
Business Case AnalysisWhat is a Business Case?A business case is a tool used to manage business process improvement activities from inception through implementation. A business case is a document that identifies functional alternatives and presents economical and technical arguments for carrying out alternatives over the life-cycle to achieve stated business objectives or imperatives. Each business case will look different depending on its application. However, essential ingredients remain constant. Essential ingredients include functional process descriptions, technical architecture descriptions, cost projections, action plans, measuresof performance, and risk assessment for each alternative under consideration. Its focus is on process improvement and reengineering, not on technology insertion. Technology's role is to enable or support meaningful process change. To be effective as a management tool, a business case must never begin with any predetermined notions of the outcome or predetermined technological solution. It must be completely and totally unbiased in its conduct and presentation.Do We Need A Business Case?Yes. In most cases, projects are implemented to improve the efficiency of an existing business process, possibly in conjunction with a business process re-engineering effort. Both the costs and benefits are considered when making the financial analysis. Business cases should support the organizations' strategic goals and objectives.This guide's purpose is to bring consistency and understanding to business case development efforts within the SWRO. It highlights the process steps required to produce a simple, straightforward and easy to understand Business Case Model/Analysis (BCA). Its objective is to promote the useand consistent application of business cases as the tool for the evaluationand management of change within the SWRO Garrison Directorates to support the HQ-IMA PIR initiative.What is a PIR?A meeting of leaders, managers, and supervisors within an organization that addresses relevant cost and other performance data that focuses on a process, their relevant cost and performance with the goal of improving a process and driving down cost.Initiatives ConsideredDevelop high-level plans that describe new or different approaches to doing business according to performance targets and business objectives. It islikely that several improvement ideas and plans will be identified. However, not all of them can, or should, be put into place. Find possible ways to do each approach and then parse these into achievable packages of work and results. Project-level groupings of work that produce distinct deliverables are named initiatives. Initiatives can vary in scope and size. There must be a narration of each initiative included in the business case. Describe how strategies will be put into place in terms of specific actions, timeliness, and resources. Evaluate initiatives against demonstrated implementation experience or other's best practices. Identify and assess each candidate initiative's risks and define different paths to abate such risk. Match each candidate initiative to common barriers or characteristics.Barriers to successful implementation refer to those situations that tend to be outside the span of control of those making change, or that have prevented desired outcomes of previous attempts to adopt new ideas or technologies. Similar implementation efforts must find ways to overcome or bypass these barriers to achieve closure. For most individuals, change is difficult. Therefore, resistance may be encountered when gathering accurate information from individuals within the organization. These barriers are overcome with proper communication. Explain why certain questions that are being asked can promote a more open environment for dialog. Sometimes there is nothing to do except document within the business case, any issues relating to the people barrier.Each initiative must reflect progression (including phased achievement) toward affected performance targets. Convert performance targets into provisional performance objectives. These objectives can frame stepped-investment justification and selection decisions, and drive downstream development of the TO-BE process.Providing clearly defined initiatives give the decision-maker an understanding of what the business case is about, because in the end, the business case is about initiatives.How Do I Begin?Establish a dialog among all of the parties involved. Those designated to prepare the business case must know what is important to the decision-maker. They must also understand the initiatives and alternatives to be included in the business case and gain an understanding of how the business case will be used to come to a decision.The decision-maker should identify the critical elements of the decision process for those who will develop the model. Preferences for presentation of alternative comparisons should be discussed, agreed upon, and documented. Specialist and/or training, if any, required to support the process should beidentified and scheduled. Activity modeling, financial analysis and Activity Base Costing (ABC) are areas that are most likely to drive the need for training and or support from specialists. Business cases are about choice. They must present the decision-maker with alternatives and the consequences of those alternatives. In general, not less than three alternatives should be presented. The figure at right provides the general information that should be included for each alternative.What Should My BCA Include?Business cases are about choice. They must present the decision-maker with alternatives and the consequences of those alternatives. In general, not less than three alternatives should be presented. The following table provides the general information that should be included for each alternative.Who Should Prepare a Business Case and What Should They Know?The most important requirement is to be thoroughly versed in the organization's processes and activities, and corresponding goals and objectives as they relate to the business case. Know what is important to the decision-maker. Activity modeling and financial analysis skills are also required or alternatively, specialists may be used to assist in these areas. Use of specialists, when available, is highly recommended. They can significantly reduce the time required to prepare a business case.What Should the Decision-Maker Know?The decision-maker must have an understanding of how to use the business case and how it will apply to the expected change. The decision-maker does not need to understand the detailed analysis techniques; however, he or she should have a basic knowledge in financial areas such as return on investment and discounted cash flow. Matter-of-course knowledge of business process reengineering topics, such as activity modeling, aids in using the model to make good decisions.Business Case OutlineThe table displayed provides the recommended outline that all business cases should follow. Each outline element is briefly discussed to provide an understanding of needed content.2.0 Business Case Analysis2.1 Goals and ObjectivesAll business cases should support strategic goals and objectives. Business cases should support implementation of the TO-BE State identified within the Service or Agency vision, mission, goals, and objectives. Explain why the business case is being prepared. Identify sponsoring and funding organizations. This explanation of why the business case was done can reinforce the idea of aiding in the transition to a performance-based organization. The starting point for identifying the business case subject is usually a proposed or planned action, but the business case's subject ultimately is defined in terms of objectives.2.2 Functional Performance and MetricsPerformance measurement is the assessment of effectiveness and efficiency of activities, operations, and processes in support of achievement of an organization's missions, goals, and quantitative objectives through application of outcome-based, measurable, and quantifiable criteria, compared against an established baseline.There are four classes of performance measures used in both functional and economic analysis:1. An outcome measure assesses actual results, effects, or impacts of a program activity compared to its intended purpose.2. An output measure describes goods or services produced and the actual level of activity recorded or effort that was realized.3. An efficiency measure is a ratio of outputs to inputs.4. An effectiveness measure should identify critical characteristics of the output that meet customer requirements.Discuss what organizational performance measures are being used and how they are influenced by the initiatives.A performance indicator is a factor used to assess speed or responsiveness, quality, or cost of a process, input, output, or outcome. In effect, it is the unit of measure for a performance measure. Indicator definitions can be used to compare projected outcomes of each alternative, as well as how the indicator will be maintained for continued feedback into the success or failure of the selected alternative once implemented. A brief discussion on the costs and benefits of collecting this monitoring information should be included, especially if a method of collection must be set up to facilitate the new metric.2.3 Baseline/Alternatives ConsideredThe objective of functional process improvement is to achieve the objectives. Because each initiative considers only one or a few areas for improvement, analyze combinations of initiatives to address each goal. It is unreasonable to study all combinations, because there will be too many. A more practical method is to combine logical packages of initiatives that work well together or portfolios of a set of initiatives with common objectives or goals to form alternatives. As a rule, initiatives sharing common critical performance measures or objectives make the best business case for being put in one portfolio versus another. However, each set of related initiatives must put into place changes that handle the same predicted level of process workload within the planning horizon. Another point to consider is the decision-maker's focus on the business case and the corresponding emphasis to place on each element of analysis across all alternatives. Look at tuning the business case's emphasis in the same way the settings are adjusted on a sound system's graphic equalizer.The reference for measurement is the status quo, or the baseline. Baseline cost and performance provide threshold values for the cost and performance of alternatives. AS-IS costs and performance measurements revised to reflect any approved changes not yet implemented would provide this baseline. The business case should include at least three alternatives,including the status quo. Each alternative must give functional management a complete view of financial and operational impacts of proposed changes.Develop total investment cost flow and total anticipated process cost savings flow for each alternative. Quantify total risk assessments based on probability and consequence of failure for each principal initiative activity. Develop an action plan for each alternative, and assemble as a total package for review by the approval authority. Pre-test any controversial ideas with the approval authority or his or her peers.2.4 Key AssumptionsAssumptions are necessary in a business case because they are explicit statements used to describe present and expected future behavior upon which the business case is based. Since no one knows what the future holds, assumptions must be used to set boundaries for painting the business case. Example assumptions include future workload, estimated useful life of an investment or system, and the period over which alternatives will be compared.Summarize key economic indicators used for each alternative assessment; also briefly discuss what non-quantitative issues need consideration. Employ a sensitivity analysis or another method and focus on assumptions that are thought or historically demonstrated to cause the greatest amount of variation in costs and performance.2.5 AS-IS Activity ModelThe current process-flow of that piece of the organization that is being considered in the business case must be detailed to a level where all stakeholders can support conclusions drawn from the analysis. It also must be developed enough to understand areas affected by proposed initiatives. Finally, it must be detailed enough to assign costs and link performance measures. This step is also considered developing the baseline or baselining. It provides the picture of what is being changed that will be used to compare with the alternatives.3.0 Discussion of Alternatives3.1 Alternative 13.1.1 Functional Process DescriptionFunctional Analysis is about what is done. This should describe significant outcomes, outputs, measures, and inputs involved in executing this process. It must focus on efficiency (best use of inputs), effectiveness (best delivery of outputs and outcomes), and productivity (output over input). Sometimesthese differences in TO-BE versions tend to be very subtle, and this may require a greater focus on change in flows than on the processes themselves. Another approach is to build higher-level context models. These show how the change impacts upstream or downstream activities (that is, the outcome difference may not be within the scope of the activity model). Give attention to those actions that will eliminate or reduce excess and delay.3.1.2 Performance Impact and MetricsProvide the projected metrics that is expected to result from each alternative and indicate how the metrics compares to the baseline. At this level, we are talking about how mission requirements, strategic goals, expected outcomes, and expected performance will be met by this alternative. A conscious, focused effort should be made at each stage of the process to recognize and document the relationship of each requirement to the accomplishment of a higher-level goal or objective.3.1.3 Cost Projections (Economic Analysis)Economic Analysis is about the costs and benefits of how something is and will be done.The business case places emphasis on future economic benefit rather than on period costs, and on "value-added" as opposed to "cost savings." This section must focus on what investment option should produce the best use of investment capital.It should focus on productivity, and describe how it mitigates both initiative-fulfillment risk and organizational uncertainty stemming from the intended changes. It should offer the decision-maker multiple cash flow calculations.Underscore that there is no one right answer, only one best answer. The best course of action should blend the total cost of involved processes, output performance, and outcome impacts prevailing over all sub-optimal choices.The organizing backbone of the business case is a time line extending across months or years.This provides a framework for showing management how they can work to help put financial tactics into place: reduce costs, increase gains, and accelerate gains.The business case is not a budget, not a management accounting report, and not a financial reporting statement. This distinction is meaningful for deciding which kind of cost and benefit data go into the business case: incremental values or total cost and benefit figures. Incremental values are probably the right choice in decision support situations, notably where both costs and benefits will enter the business case.Cost Projections - InvestmentsThese costs should be the complete and total costs necessary to have the alternative turned into a reality. This includes training and needed purchases. Provide an aggregate, initiative-level mapping that would help view required cash flows over time as they relate to each alternative. This would also linkto activities that an alternative affects. At the heart of this mapping is a high-level course of action used to frame when and how a TO-BE state becomes operational. This is called an action plan. This should enable the decision-maker to see how cash spending increases until some point at which operations costs start decreasing.Prepare an action plan that specifies what needs to be done and when. A solid and complete action plan has each of the following characteristics:∙Each component action has a specific beginning and ending point.∙ A specific person or group of people does each component action.∙Responsible parties have authority, capability, and obligation to get the job done.∙Each component action has a tangible, clear result. Afterward, it is possible to know whether it was done or not.Cost Projections - OperationalAt a minimum, the business case should reflect the AS-IS cost of doing the whole activity, coupled with a targeted reduction percentage that can be applied over time (tied to its initiatives). This will show expected TO-BE activity costs once changes are put into place. Moving it to the next level of output costing, or better yet outcome costing would be desirable, because this is what most people can relate to.ABC relates cost of resources to activities that consume them. At a minimum, this information provides insight for calculating future out-year resource requirements and costs. ABC can provide calculations that will depict activity levels through the planning horizon. These costs should be ongoing operation costs directly contributing to activities defined within the activity model mentioned in the functional analysis.3.2 Risk AssessmentThis must be discussed with or without having quantifying information. Even with these categories, it cannot be assumed that some standard mitigation routine can be applied to every one of that type. Each identified risk needs to be separately looked at and handled. To avoid paralyzing the decision-making processes, rank these factors and address the most ominous of them.A proper study of risk should be addresses in any business case, but risk is perhaps the most difficult area to figure out. Risk should be viewed as “a n undesirable implication of uncertainty.” Risk can be quantified in terms of odds (probabilities) or remain non-quantified (uncertainty). In situations involving risk, probabilities of various outcomes are known. Under uncertainty, there is no knowledge of the probabilities of various outcomes are known. We can classify different categories of risk: Business Risk, Process Risk, and Organizational Risks.Recognizing risk does not have to hit an exact number, but instead distinguish one alternative from another by the degree of risk that separates them. This recognizes that not every decision carries an equal degree of failure or success. It allows the decision-maker to recognize the fact that estimates have varying degrees of becoming reality.3.3 Comparison of Alternatives - FunctionalDescribe the TO-BE activity models for each alternative and describe how they address performance measures vis-à-vis the AS-IS activity model. These TO-BE models should represent a different future state in line with each alternative. This should also point out why the alternative would achieve a distinctly different manner of doing business, rather than continuing with the AS-IS, or baseline. Annotate differences between each TO-BE diagram and the AS-IS diagram, and among TO-BE diagrams. These diagram comments can depict organizational and other resource volumes as well as volumes represented by the flow arrows. Tying initiatives to both AS-IS and TO-BE activities illustrates intended changes and helps visualize necessary project work.3.3.1 Comparison of Alternatives - CostsAs stated earlier, the organizing backbone of the business case is a time line extending across months or years, as the figure suggests. A graph of total investment and operational costs for the baseline and each alternative should be provided, as well as any other presentation helpful to the decision-maker.3.3.2 Comparison of Alternatives - Investment CostsCost measures gauge the number of investment dollars needed to achieve a particular milestone or activity level. For example, a performance measure can be the dollars necessary to move an effort through one phase. Thegranularity of a performance result is not as important as tying the investment of dollars to the achievement of some result. This task is decidedly different from measuring whether budgeted dollars were spent in a particular fiscal year. Schedule measures gauge the amount of time necessary to obtain a particular performance result. As stated above, a performance measure can be the amount of time needed to move an effort through a phase or the amount of time to do part of a phase. What is important is that the schedule measure is tied to the same performance result as the cost measure. Investment project baselines should contain major events that impact the effort. Achieving these events on time may demonstrate satisfactory progress. For each effort, establish a target date that is based upon contractual requirements or the need to complete an event before another can start. Thresholds for these events can be set by policy (e.g., 90 days beyond target) or by absolute need when there is no slack in the schedule.3.3.3 Comparison of Alternatives - Operational Cost SavingsExploit Activity Based Costing capabilities in the business case by assigning projected costs to various activities affected by each initiative. The change in activities from the AS-IS activity model to the TO-BE activity model should make up cost savings realized by that initiative. The TO-BE activity model should always represent increased value-added to the organization.4.0 Conclusions, Recommendations, and IssuesThis section should be prepared at the end of the business case development. Make an initial conclusion and recommendation to the decision-maker based on the findings. Conclusions, recommendations, and issues should be documented as an amendment to the business case as provided by the decision-maker.。
市场调查分析案例（MarketResearchandanalysiscase）
市场调查分析案例（Market Research and analysis case）Case 1At the beginning of 1980s, although Coca-Cola is still in a leading position in the soft drinks market, but due to the Pepsi Co through the years of promotional campaign, to try to show that the consumer tastes more love than sweet taste of pepsi cola beverages, and misappropriation of a Coca-Cola market. To this end, the Coca Cola Co to change the taste of Coca-Cola to deal with Pepsi Cola market misappropriation.The research and development of the new flavor Coca-Cola beverage, Coca Cola Co spent more than two years, invested about 4000000 U.S. dollars of funds, and eventually developed a New Cola formula. In the development of the New Cola formula, the Coca Cola Co carried out a taste test of nearly 200 thousand people, and only the final formula was tested by 30 thousand people. In the experiment, the researchers do not add any logo of the case, the comparison test of new and old Coke, new coke and Pepsi, the test result is: between the old and new coke, 60% of people choose new coke; between new coke and Pepsi, 52% of people choose new coke. Judging from the results of this pilot study, the new flavor Cola should be a successful product.By May 1985, the Coca Cola Co had put the sweet new coke on the market and gave up the original formula. Listed on the new coke at the beginning of a good market, but soon sales flat, starting from angry consumers and the company received more than 1500 calls and a lot of letters every day, a claim to the original coke drinkers held protests, and threatened to restore the original taste of coke or unless submitted to the formula.Otherwise it will propose collective action.Under the original coke consumer pressure, in mid July 1985, two months after the launch in the new coke, the Coca Cola Co to recover the original taste of cola in the market to new coke and coke coexist, but the original coke sales is far greater than the new coke sales.Question: (1) what are the main problems in the marketing research of the new flavor Cola formula?(2) what aspects of market research should be included in the New Cola formulation?1) the main problems of marketing research new coke formula is: first, the research time is short, the audience cannot test lasting preference for new coke formula; second, public research customers often due to the herd mentality and not express a true heart in mind.2) the content of the new flavor cola market research should include: product research, customer research, sales research, promotion research.3) Coca-Cola only stay in the investigation of the flavor of the products and did not see many Americans love Coca-Cola not because of his good taste but because he for many Americans the taste of Coca-Cola on behalf of the American spiritCase twoA company manufacturing products for many years, the past has been policy protection, operation is very smooth, turnover increased steadily, the yield is still good. In recent years, as the market internationalization, diversification of consumer spending habits, resulting in the company in the existing industry market competition into retreat. In addition, the existing operating burden is very heavy, increasing the pressure on the operation. Therefore, in addition to actively carrying out the overall management and improving the physique, the company will actively seek diversification of enterprises and seek new opportunities for enterprises.In many diversification projects, after several extracts, the "land use and development" as a priority plan. However, there are many ways to effectively develop land, such as land sales, construction of buildings, development of recreational industries, construction of large shopping centers, and so on.The company in a metropolitan area has a lot of land has been included in the urban plan, now the company top management decision "building on the land: a large shopping center" with future consumer buying habits of diversified business behavior; the two can generate significant cash flow, increase operating turnover capacity of the company; three continue to maintain ownership of land, the land value-added benefits, before the final decisions, the company decided to conduct a large shopping center market survey ", to help the highest decision-making authority for final decision.Analysis: what are the key points of the market research target of the shopping mall?1. characteristics of consumer groups2. competition in the surrounding environment3. shopping center positioningCase threeThe domestic suit market has many brands and fierce competition, but for the new brand, the market opportunity still exists. Founded in 1996, baoxiniao group for 6 consecutive years has entered the national sales revenue down 10 suits, the leading brand of Angelo was recognized as "famous trademark China". China has become a big country in clothing, but it is not a powerful country in clothing industry. It is mainly manifested in the large number of manufacturers and large output,At the same time, the lack of strong brands, low prices. With the formation of the buyer's market, the strategy of clothing enterprises relying on quantity and quality to dominate the market is no longer effective. Angelo group formed after the creation of the brand has become an urgent task. Brand competition in domestic suit market is fierce. International well-known brands such as BOSS and Zegna occupy the high-end; domestic brands such as YOUNGOR, Shanshan at the end; some regional brands occupy the low-end.After market research, Angelo Mister Wu Zhize said: "men preferred apparel fabrics, imported famous brand new style to attract high-income groups, but low-income groups can notafford to buy, and some strong brand products with first-class quality to win their own consumer groups, but in the tone selection and design change is still it is difficult to meet the high income groups in the pursuit of fashionable male consumers. "From the point of view of segmentation, the price of more than 1800-2000 yuan in the end of the market, there are few people involved. From this point of view, we can avoid the positive competition with the strong domestic brands, and this is also a profitable market.At that time, Angelo well-known in the national market is low. The key to the success of using a star as a brand spokesperson is to select the right spokesperson and make it a carrier for conveying the connotation of the brand through planning activities. Angelo believes that the star endorsement brand, can be delivered to the target consumer brand connotation through personalized communication, establish a well-dressed example. At the same time, the star is also a news figure, which is very helpful for software publicity.According to the experience of enterprises choose Angelo, brand spokesmen should pay attention to three points: 1, brand spokesperson character taste can meet the brand proposition; 2, brand spokesperson appearance and temperament can reflect the brand image; 3, the two sides can very good cooperation in brand promotion activities.Simon Yam has been named Hongkong's ten outstanding men dressed as models, clothing has unique taste, full of modern men's charm. Efforts to build and Angelo is the pursuit of fashion and aesthetic connotation of the brand. Together, strengthen thetarget consumers is a certain taste, cause the relative success, strong economic strength in the sense of belonging to the brand of choice for angelo.The star effect established visibility is fragile, if not continuously transmitted to the outside world brand connotation, strengthen the brand image in the minds of consumers firmly occupy a space for one person, everything will come to naught. Angelo taken according to the brand development stage need to constantly for brand endorsement activities into the new connotation of practice:1, "star + teacher"". In 1999, after the start of brand awareness, enterprises noted that the gap between international brands is mainly reflected in the nuances of product technology. Previously, Angelo millions of annual salary to recruit Italy teacher Antonio as chief technologist. Thus Simon Yam and Antonio such a combination of brand promotion activities, Angelo display image and the quality of both the connotation of the brand.2, "star + supermodel"". In 2000, after upgrading the quality, enterprises noted that the endorsement of fashion taste should become a brand new proposition. By participating in professional clothing Expo, held a large fashion trends conference, conference and so on, the establishment of Angelo fashion avant-garde image, convey the "East West rhyme, the ancient new law" brand culture style.In the communication channel integration, Angelo with target readers targeted civil aviation magazine, sponsored around thetelevision fashion program, unified the store's appearance, POP and assistant working procedure, also set up a brand website. In terms of advertising, advertising film Angelo has launched 5 versions of the new height will rise to the brand competition style competition, cultural competition.Angelo after enable star Amoy first pot of gold, the domestic garment enterprises to emulate, heavily invited Emil Chau, Tony Leung, Bresnan and other international superstars even Hong Kong stars do brand spokesperson. Big and small "stars" of the established routine constitutes interference angelo. Where's the new excitement? In 1999, Angelo publicly announced a unified national price is not discounted. At this time, the domestic apparel market discounted wind received a revolt, discounts become conventional weapons of the brand competition. Discount pressure is very strong, to accept discounts, and even become a domestic apparel brands into the necessary premises of the mall. Under such pressure, some brands have adopted virtual pricing. Angelo adopt cost pricing strategy, Angelo discounts based on the following considerations:1, the locking role of specific consumer groups. China clothing market is large, Angelo lock is willing to pay the corresponding price to reflect the brand of personal taste groups, rather than by price, the amount of the occupation of the market.2, the role of hedging. In Angelo consumption, gifts consumption accounts for about 10% of the proportion, the customer value is the value of the brand;Marriage market occupies 20% of the proportion, customers valueis rich national festival brand name. It is understood that 20% of the customers are directed to the Angelo do not discount. If the discount, the offending will be the old customers.3, to ensure high quality products. High quality requires great investment. Enterprises have invested 150 million yuan for technical transformation, the current comprehensive equipment level has entered the country's top three. No discount can guarantee the brand's continuous promotion ability.4, to prevent cuanhuo. The unified national price is a cornerstone of regulating the chain system. 430 franchise stores throughout the country more than 200 City, forming a chain monopoly system of domestic menswear enterprises the largest and most standardized management."Take the customer as the center", unremittingly do relationship marketing, and constantly improve the brand loyalty of consumers, establish strong emotional bonds between the brand and the consumer, the brand is a strategic choice to get rid of the price war.Wu Zhize believes that consumers are emotional attachment to the brand. Only by building strong invisible links between brands and consumers can we go beyond price wars. Support do not discount the commitment, the launch of CS Angelo (customer satisfaction) project". This is the ultimate goal of customer satisfaction, service as a means, based on fast information channels.One of the most important initiatives of CS project is toprovide personal volume customization projects, which will give full play to customers' inherent temperament, connotation and the greatest strengths of amateurs, and embody the charm of personality to the greatest extent. The amount of personal Angelo made no additional cost to the customer, but to the enterprise, increase the cost of. According to statistics, the annual Angelo custom clothing reached more than 10 thousand sets. Angelo believes that this could hold back.Angelo promised to launch a new product. With strong design power, enterprises continue to introduce new styles of suits, soft suit, non adhesive lining, suits and other new products, and constantly lead the trend, giving consumers the greatest value. In 2001, the formation of Angelo fashion club, the club is one of a family of communication organizations and consumers to "lead the fashion, heart service" for the purpose, to provide more perfect and meticulous service for consumers. Members can enjoy actual rights, including gifts, souvenirs, fashion information, etc. on birthdays and holidays, and have the opportunity to participate in all kinds of fashion exchanges. At present, the club has exceeded 5000 members. On the basis of club member's personal data, enterprises begin to establish "CRM" (customer relationship management system), and database marketing has become the next focus of development.Please answer the following questions according to the above materials.1, Angelo group in the early operation of stage to what variables? What are the characteristics of the market segmentation variables adopted?2, in the process of practice, baoxiniao group market segmentation and market positioning is different? And explain the basis for no difference or difference.3, from the early business practice, what is the essence of marketing ideas held by Angelo group?4, in 1999, baoxiniao group taken price strategy if the success of what conditions?5, in the business development process, the marketing strategy of baoxiniao group what changes? What does this change mean for understanding the management of the market?。
《商法(英文)》business law -Case analysis 1 (2)
1.H (D) was the president of a golf club (P) from 1971 to 1990. In 1979, a real estate brokerinformed H (D) that property adjoining the golf course was for sale. H (D) bought the property in her own name, disclosing this information to the Club’s (P) board after the transaction was completed. Subsequently, H (D) obtained other adjoining property and eventually sought to develop homes on these properties. The Club’s (P) of directors opposed this development and asked H (D) to resign. The Club (P) then filed suit against H (D) for breaching her fiduciary duty by taking a corporate opportunity without disclosing it to the board. The trial court ruled for H(D), holding that acquiring properly was not in the Club’s line of business. The Club (P) appealed.Issue: Must corporate officers and directors disclose all relevant information prior to taking personal advantage of any potentially corporate opportunity?Key points: Yes, corporate officers and directors must disclose all relevant information prior to taking personal advantage of any potentially corporate opportunity. Corporate officers bear a duty of loyalty to their corporation. This duty must be discharged in good faith with a view toward furthering the interests of the corporation. And the director may take advantage of a corporate opportunity only after meeting a strict requirement of full disclosure. In the present case, the case mus t be remanded to develop the factual record with regard to the “fulldisclosure” principle.2.Guaranty Trust Company was a chartered trust company whose board of directors includedMeek (D), who was chairman of the board of directors and president of the company, his wife, his son, who ran the day-to-day operations of the company, and three outside directors. When Meek (D) took on fewer duties and semi-retired, his son began investing in GovernmentNational Mortgage Association certificates on a highly leveraged basis. Guaranty sustained increasing losses on this investment as interest rates rose, and finally was forced to file for bankruptcy. When Meek (D) was held to be have breached his duty of care as a director, and to be liable under the statute, he appealed, claiming that his son had made the initial investment decision and that his duty of care should be lessened because he was semi-retired.Issue: will a director be liable under the business judgment rule by failing to be diligent and careful in performing the duties he has undertaken including improper delegation of authority and insufficient supervision over increasing exposure to risk?Key points: Yes, a director may be liable under the business judgment rule by failing to bediligent and careful in performing the duties he has undertaken including improper delegation of authority and insufficient supervision over increasing exposure to risk. Directors and officers are charged with knowledge of those things which it is their duty to know and ignorance is not a basis for escaping liability. Where suspicions are aroused, or should be aroused, it is thedirector’s duty to make the necessary inquiries. Meek (D) had a duty to keep abreast ofGuaranty’s investments. His breach of duty resulted from both his delegation of authority to his son without adequate supervision and his failure to avert Guaranty’s continued exposure toincreasing indebtedness.3.Smith(P) and other shareholders of Trans Union Corporation (D) brought a class action suit torescind a cash-out merger that had been approved by Van Gorkom (D) and other members of the board of directors and ultimately approved by an overwhelming majority of the stockholders.After listening to the evidence, the court held that the business judgment rule applied to raise the presumption that the action taken by the board was an informed one made in good faith in the honest belief it was in the corporation’s best interests. Renewed allegations that the board of directors acted without sufficient information and that the stockholders were also notsufficiently informed prior to their vote of approval formed the basis of the appeal by Smith (P).Issue: Must a decision made by the board of directors be an informed one in order for it to be protected by the judgement rule?Key points: Yes, the business judgment rule affords protection for informed decisions made by a board of directors. The concept of gross negligence is the proper standard for making thatdetermination. Here, it is evident the board did not make a deliberate determination whether to approve the merger. A director cannot abdicate his duty by leaving the decision to theshareholders alone, and even they were not adequately informed.4.After several of the directors of the Kirby Foundation, a nonstock charitable corporation, suedFred Kirby (D) for breach of fiduciary duty to the corporation, Oberly (P), the attorney General, intervened on behalf of the beneficiaries of the charity. Oberly (P) alleged that the directors of the Kirby Foundation(D) had breached their fiduciary duties to the corporation by voting to approve the transaction between the Foundation and Allegheny Corporation, because all four Foundation directors(D) held large blocks of Allegheny stock and therefore had an interest in the transaction. The court of chancery upheld the fairness of the Allegheny exchange. The attorney general (P) appealed, alleging that the Allegheny transaction should be judged under principles of trust law, rather than corporate law.Issue: do the interested directors bear the burden of proving the intrinsic fairness of aninterested transaction by showing the entire fairness of the transaction in all its aspects,including both the fairness of the price and the fairness of the directors’ dealings?Key points: Yes, the interested directors bear the burden of proving the intrinsic fairness of an interested transaction by showing the entire fairness of the transaction in all its aspects,including both the fairness of the price and the fairness of the directors’dealings. As long as agiven transaction is fair to the corporation, and no confidential relationship is betrayed, it may not matter that certain corporate officers will profit as the result of it. The key to an adequate evaluation of the fairness of a transaction is reliable and complete information. Several factors supported the decision of the Foundation’s directors (D) not to seek alternatives to theAllegheny transaction. This court finds that both the negotiations and the price were fair. Although the law requires that corporate directors evaluate the propriety of a given transaction on the basis of a full complement of information, it does not require that they seek a formal fairness opinion. In light of the high cost of a fairness opinion, we do not believe that the directors (D) in failing to seek one.。
for example such as 题目
for example such as 题目For example, such as a case analysisCompanies around the world face numerous challenges in today’s competitive business environment. In order to stay ahead, they must constantly innovate and adapt to changing market trends. This article will explore the importance of case analysis as a tool for companies to gain insights, identify opportunities, and make informed decisions.1. IntroductionIn today’s fast-paced business world, companies need to make strategic decisions quickly and effectively. Case analysis provides a structured framework for evaluating business situations and identifying potential solutions. By examining real-life examples, companies can learn from both the successes and failures of others.2. The Importance of Case AnalysisCase analysis allows companies to understand the factors that contribute to the success or failure of a particular business strategy. Through careful examination of case studies, companies can gain valuable insights that can be applied to their own unique situations. For example, by studying companies that have successfully entered new markets, a company can identify key strategies for expansion.3. Identifying OpportunitiesOne of the key benefits of case analysis is the ability to identify opportunities for growth and improvement. By analyzing successful businesscases, companies can determine what factors contributed to their success and apply similar strategies to their own operations. Conversely, by studying cases of business failure, companies can learn from the mistakes of others and avoid similar pitfalls.4. Making Informed DecisionsCase analysis helps companies make informed decisions by providing a comprehensive understanding of the factors at play. Through thorough examination of a case, companies can assess the potential risks and benefits associated with different courses of action. This allows them to make decisions based on evidence, rather than relying on instinct or intuition.5. Applying Case Analysis in PracticeTo effectively apply case analysis in practice, companies should follow a structured approach. This includes identifying the key issues or challenges, conducting a thorough analysis of the relevant facts and data, and developing potential solutions based on the information gathered. Companies should also consider the potential risks and benefits associated with each solution before making a final decision.6. ConclusionIn conclusion, case analysis is an essential tool for companies to gain insights, identify opportunities, and make informed decisions. By studying real-life examples, companies can learn from the successes and failures of others and apply these lessons to their own unique situations. By following a structured approach, companies can effectively use case analysis to drive growth and success in today’s competitive business environment.。
Worst-CaseAnalysis
Gauss Trick - How can you compute the sum of all numbers from 1 to 100?Write down the numbers first in ascending order and then in descending order as follows:Ascending :1234 (99100)Descending:10099989721 Sum:101101101101101101The sum of all numbers in a given column will be equal to 101 (the sum of the first and the last number in our sequence). We have 100 sums (as many as the numbers in our sequence) of 101 for twice the sequence. Therefore, the sum of the numbers in [1, 100] is: 100 * 101 / 2.In general, we can always compute the sum of all n elements in a given arithmetic progression as n times the arithmetic mean of the first and last item in that progression.Insertion Sort – Worst Case Analysis1. What is the worst case?We've established in class that the worst case for insertion sort, the one which will cause insert(L, i) to perform the most number of steps is when L[i] < min(L[:i]). In other words, when the element we are trying to insert in the sorted part of our list L[:i], is smaller than all the elements in L[:i].2. In the worst case on pass i of insertion sort, how many assignment statements are executed?A single pass i of insertion sort corresponds to a single call to insert(L, i). Please note that a single pass of insertion sort can involve multiple iterations of a while-loop. The term “pass” is not equivalent to the term “iteration” here.There are two statements within the while loop in the body of insert(L, i) function:•L[i ] = L[i – 1]•i = i – 1The number of times these two statements execute depends on the number of iterations of this while-loop. In the worst case scenario, the item to insert belongs at the front of the list. We can express this formally as L[i] < min(L[:i]). In that case, the second loop condition (L[i – 1] > value) will never be False. It will be the first condition (i > 0) that will eventually become False and cause the loop to terminate. Therefore, in this worst case, there will be i iterations of this while loop and as a result these two assignments will be executed 2 * i times.The total number of assignment statements is: 2 * i + 2The + 2 accounts for the two assignment statements outside the while loop:•value = L[i]•L[i] = value3. For the call insertion_sort(L), in the worst case, how many comparisons are made during all the calls to insert? We assume that the list L contains n items.For a given call to insert(L, i) there are 2 * i + 1 comparisons. We do two comparisons per iteration, plus one extra (i > 0) to realize that this while loop condition now evaluates to False. This is also the case if i is equal to 0, in which case we only do a single comparison due to Python's lazy evaluation. Here's a breakdown of comparisons for each value of i:•i = 0 => 2 * 0 + 1 comparisons•i = 1=> 2 * 1 + 1 comparisons•i = 2=> 2 * 2 + 1 comparisons•...•i = n – 1 => 2 * (n – 1) + 1Let us sum all these up:Sum = 2 * (0 + 1 + 2 + ... + (n – 1)) + n * 1 = 2 * gauss_sum + n = n * nWe used the trick from Gauss to compute the sum of that arithmetic progression:gauss_sum = 0 + 1 + 2 + ... + (n – 1) = n * 1/2 * (0 + (n-1)) = n * (n – 1) / 2Having n to the power of two comparisons dominates complexity, and so insertion sort has quadratic running time.Insertion Sort – Best Case Analysis1. What is the best case?We've established in class that the best case for insertion sort, the one which will cause insert(L, i) to perform the fewest number of steps is when L[i] >= max(L[:i]). Since the sublist L[:i] is sorted, the requirement becomes L[i] >= L[i-1].In other words, the best case scenario arises when the element we are trying to insert in the sorted part of our list, L[:i], is greater than or equal to the last element in L[:i].2. In the best case on pass i of insertion sort, how many assignment statements are executed?In the best case scenario, there will be zero iterations of the while loop, as the second condition (L[i – 1] > value) will evaluate to False the very first time the loop condition is checked.Only the two assignment statements outside the loop will execute.3. For the call insertion_sort(L), in the best case, how many comparisons are made during all the calls to insert? We assume that the list L contains n items.For a given call to insert(L, i) there will be 2 comparisons. The only exception would be when i is equal to 0 in which case, a single comparison suffices due to Python's lazy evaluation.Here's a breakdown of comparisons for each value of i:•i = 0 => 1 comparisons•i = 1=> 2 comparisons•i = 2=> 2 comparisons•...•i = n – 1 => 2 comparisonsLet us sum all these up:Sum = 2 * (n – 1) + 1 = 2 * n – 1For the best case, insertion sort has linear running time.。
tanhuobin_uml05[1].Use-Case+Analysis
行为都是由相应的类来完成的 因此这些行为必须被分配到类中
分析阶段就是对这个过程的第一次尝试 这是一个从“无”到“有”的跨越
用例分析：对于每个用例实现
查找分析类
为分析类分配职责
构造参与类类图
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分析类：达成目标的第一步
用例分析
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什么是分析类
分析类代表了“系统中必须具备职责
用例分析流程
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构架分析
构架分析的过程就是定义系统高层组
织结构和核心构架机制的过程
1.定义系统高层组织结构—备选构架
2.确定系统通用构架机制—分析机制
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1.定义备选构架
RUP中的“定义备选构架”
创建系统
构架的初始草图 初步定义一组在构架方面具有重要意义的元素，
层之间建立依赖关系
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2.构架机制
构架机制是对通用问题的决策、方针
和实践
构架机制描述了针对一个经常发生的问
题的一种通用解决方案 作为系统构架的一部分，构架机制常常 集中和定位在系统的非功能需求上
三类构架机制
分析机制（概念） 设计机制（具体） 实现机制（实际）
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为什么使用分析机制
删除多余候选 删除不清楚的候选 删除执行者(系统外) 删除实现构造 删除属性 删除操作
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示例：候选实体类
“学生选课”用例基本路径中的候选
实体类
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示例：总结：分析类
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总结：从用例中查找分析类
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实例-旅店预订系统中查找分析类
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2.2将用例行为分配给类
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MVC备选构架示意图B-C-E
边际效益案例分析英语作文
边际效益案例分析英语作文Title: Case Analysis of Marginal Benefits in Economics。
Introduction:In the realm of economics, the concept of marginal benefits plays a crucial role in decision-making processes. This essay delves into the analysis of marginal benefits through a series of case studies to illustrate its significance in various economic scenarios.Case Study 1: Consumer Purchasing Behavior。
Consider a scenario where a consumer is contemplatingthe purchase of a new smartphone. The marginal benefit of acquiring the smartphone is assessed against its marginal cost. The consumer evaluates factors such as enhanced features, improved performance, and added convenience against the price of the smartphone. If the marginalbenefit derived from these features outweighs the marginalcost, the consumer is likely to make the purchase, thereby maximizing utility.Case Study 2: Production Optimization。