Wireless networking

Introduction Philips Gerard Philips and Frederik (Gerard Philips’ father) started a small factory of light bulbs in 1892 in Eindhoven, Holland. The company focused on three areas i.e. Healthcare, Consumer Lifestyle, and Lighting. Around 1895, Anton joined Philips. Anton was Gerard’s brother. He was an excellent manager and a salesman. He was an engineer and had a big contribution in business ideas. Due to his involvement and ideas, in 1900, Philips soon began to expand and became the third…

Healthcare accessibility at “Bottom of the Pyramid”: A study of scope of eHealth in India Introduction According to World Health Organization (WHO) World Health Statistics 2013, India has a ratio of 6.5 doctors, 10 nurses and 9 beds per 10,000 people compared to the global average is of 13.9 doctors, 29 nurses and 30 beds. In order to meet the healthcare requirement of its population of 1.25 billion, India needs an additional 1.54 million doctors, 2.4 million nurses and 2.6 million beds. At the…

-1 INTRODUCTION BRAND The word “Brand” owes its origin to the Norwegian word “brand” which means to burn. Farmers used to put some identification mark on the body of the livestock to distinguish their possession. Products are what companies make, but customers buy brands. Therefore marketers resorted to branding in order to distinguish their offeringsfrom similar products and services provided by their competitors. Additionally, it carries an inherent assurance to the customers…

On the opposite spectrum from supplier bargaining power is the bargaining power of buyers. These buyers do not just represent the end user consumer who purchases a PC, laptop computer, or other computer accessory, but represent the buyers all along the entire supply chain from concept and research and development to manufacturing, customization, packaging, transportation, sales, and delivery and in some cases, after the sale customer service. Their overall buying power as a group is considered…

Unfortunately, some companies have mismanaged their greatest asset—their brands. This is what befell the popular Snapple brand almost as soon as Quaker Oats bought the beverage marketer for $1.7 billion in 1994. Snapple had become a hit through powerful grassroots marketing and distribution through small outlets and convenience stores. Analysts said that because Quaker did not understand the brand’s appeal, it made the mistake of changing the ads and the distribution. Snapple lost so much…