The study critically analyzes strategic moves made by Morrison PLC,based in United Kingdom (UK), in terms of its merger, environment, and marketing mix. First chapter documents differences in culture, structure, and leadership before and after merger and its impact on firm's performance by using McKensy 7S Framework. In second chapter, Michael Porter Five Forces Model, SWOT analysis, Value Chain are applied to analyze the macro environment, internal and external analysis, and to understand where the company is performing better (core competencies) respectively. Finally, marketing mix which is also known as 4Ps (Product, Price, Place and Promotion) and the firm's fit with market needs are documented followed by important lessons and implications. After thorough analysis, poor management, overconfidence, different customer base, culture imposition, positioning strategy and low stakeholder confidence are found to be responsible for the poor performance of the Morrison after merger.
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This paper presents the simulated results for the possible effects that hand-ring jewellery may have on the relative levels of the energy absorbed in the human head with cellular phone devices. A homogenous SAM phantom head and hand model was used to understand the related mechanism with the representative sources of PIFA at 900 and 1800 MHz. The jewellery items of same size were modeled as conducting objects and positioned at different fingers of the hand phantom for comparison purposes. The metallic jewellery attached with hand models have achieved 3.8% reduction of the initial SAR value for the case of 1g SAR at 900 MHz while at 1800 MHz it is increased by 2.9%. It was found small but still significant differences in 1g and 10g SAR in the head. The SAR enhancement was clear at 1800 MHz especially when the ring was positioned close to radiating source while at 900 MHz, SAR was reduced. However, rings of small size like hand ring jewellery was not enough to cause resonance effect thus give smaller impact on SAR in the human head.
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Purpose–The paper seeks evaluate to the comparative progress of Asda in the UK since its surprise takeover by Wal-Mart in 1999. Wal-Mart expected to become the number 1 retailer in the UK and many commentators saw massive problems ahead for local retailers. These expectations were not met; this paper investigates why.
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International Journal of Retail & Distribution Management
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