Marketing budgets

The objective of any exploration venture is to find new volumes of hydrocarbons at a low cost and in a short period of time. Exploration budgets are in direct competition with acquisition opportunities. If a company spends more money finding oil than it would have had to spend buying the equivalent amount in the market place there is little Incentive to continue exploration. Conversely, a company which manages to find new reserves at low cost has a significant competitive edge since it can afford more exploration, find and develop reservoirs more profitably, and can target and develop smaller prospects. 

Multiple chent studies have proliferated on a world basis since the first generally recognized study of this type done in 1952 on polyethylene by the Roger Wdhams organization. There are directories of available multiple cHent studies that can direct the researcher to a source, eg, FINDex—The FirectoTy of Market Research Keports, Studies, and Surveys. Multiple chent studies can have budgets of 50,000 to 250,000 and can require the equivalent of several work years by the researchers. 

Equipment—client may not have the equipment required to manufacture a specific product. It may be that available capital and installation time are limited such that they simply can not design, acquire, install and test the process equipment to reach the desired capacity within the available budget and time. If a product is in the early stages of its life cycle, the capital required may be hard to justify. This could be based upon the low initial volume anticipated while developing the market or the need to take advantage of a time-sensitive business opportunity. Tolling can provide a means to safely produce introductoiy, short-term, or small volume products that would otherwise be uneconomic. 

The way many companies identify resource requirements is to solicit resource budgets from each department covering a 1 to 5 year period. However, before the managers can prepare budgets they need to know what requirements they will have to meet. They will need access to the corporate plans, sales forecasts, new product development plans, marketing plans, production plans, etc. as well as the quality policies, objectives, and procedures. 

The non-resmirce inputs to the treatment or care process, these being the influences on the achievement of effectiveness which do not have an identifiable price because they are not marketed, and do not have an opportunity cost which can sensibly be calculated. They are not outcomes in their own right, nor are they resources to be purchased from existing budgets. Examples are biosocial influences, environmental adversity, the attitudes of the professionals delivering services, and the backgrounds and characteristics of patients. 

For two decades, the Ethyl Corporation had controlled the worldwide market for the tetraethyl lead additive discovered by Thomas Midgley, Jr. (Chapter 6). Ethyl s 2 million annual advertising budget identified tetraethyl lead with baseball, football, and the American Way of Life. The company funded almost all the research about tetraethyl lead s effect on human health. As a result, research on tetraethyl lead had focused on safety in the factory workplace rather than on the health of the general population. 

In order to analyse the balance in view of the threat of exclusion from public financing, the author devises a demand equation with a two-stage budget allocation. The first step is to choose a therapeutic group, and the second is to choose the differentiated products. The co-payment acts as the price. The main conclusion is that when the product is included in public financing the health service can receive a discount if the political decisions are price-sensitive and the fixed cost of market entry in the event of inclusion is lower than the fixed cost of exclusion. In his study of price-cap regulation, the author insists that the mechanism should be continued in the long term, and that therefore it is necessary to account for the entire lifetime of the product and consider a discount factor. All this takes as its point of departure Abbott s 1995 model. 

When considering the purchase of an automated IHC staining system, the challenge is that there are so many options from which to choose. How does one find the right system that best meets the needs (and the budget) for your unique laboratory Potential buyers in the market for an IHC automated staining system are encouraged to contact the individual vendors and ask them for an on-site laboratory demonstration of their equipment. The volume of... 

Many formats of DNA arrays are currently available in today s market. These formats include microarrays, oligonucleotide arrays, macroarrays, and microelectronic arrays. Choice of usage of any one of these formats would be very much dependent on the users research applications and budget. The different array formats can be differentiated by the... 

Unlike the FDA, the EMEA itself does not directly undertake appraisals of drug dossiers submitted to support marketing authorization applications under the centralized procedure. Instead (as discussed in detail below), they forward the dossier to selected national EU regulatory bodies, who undertake the appraisal, and the EMEA makes a recommendation to approve (or not) the application based upon the national body s report. The overall role of the EMEA is thus to coordinate and manage the new system. The EMEA s annual budget is of the order of 120 million. The key objectives of the EMEA may be summarized as ... 

The following equilibrium conditions constitute the essential parts of the model (i) zero profit conditions for all production sectors (under the assumption of perfect competition), (ii) market clearance on all markets (perfectly adjusting prices) and (iii) exhaustion of the representative consumer s budget through consumption purchases and savings. 

Recovery of costs by successful marketing of products is essential in order to maximise shareholder return. As R D costs continue to increase by between 8% and 11% per annum, and sales turnover increases by between 5% and 7% per annum, R D takes up an increasing proportion of the pharmaceutical budget, and for the largest pharmaceutical companies it is about 17% of turnover. 

The marketing of a product should begin from an understanding of the customers, their reasons for buying, their characteristics and habits, and their budget. Since the customers have other ways to satisfy their needs, there must also be an assessment of all the competing products in the market, and their strong and weak points. 

When we receive these test results from laboratory and field testing, we reconsider the entire slate of designer waters to see whether there are some other options that we should explore. When we are finally satisfied wifh our investigations, or run out of time and budget, we begin the process of evaluations and assessment of all of these options, and see whether there are one or more options to recommend. The candidate should have the properties of a potential market niche with defined cusfomers, a defined process technology to make the product, and a financial plan tiiaf would make a suitable profit. 

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