Selling contrasted with marketing

Promiscuity dropped to 5% in a subset of 132 most often prescribed and top selling drugs ( Top selling ). This contrasts with the 31% promiscuity found in the Novartis clinical candidates (CCs) which were discontinued. The most recent Novartis development candidates (DCs) on the other hand were very com parable to the best selling marketed drug set. 

Municipalities are responsible for separate collection of WEEE from private households that have not been returned under the old for new rule, and must also estabUsh facilities where suppliers can deliver products taken back from households. In addition, municipalities have the duty to accept irreparable equipment that consumers have left with repair companies, if the latter require so. Repair companies have the same options as suppliers, i.e., sell the product to a third party, return it to the manufacturer, or importer, or to the municipality. In contrast with the proposed WEEE Directive, the Decree does not fix a target for separately collected WEEE. Further disposal of WEEE is the responsibility of manufacturers and importers that have the duty to take back and dispose end-of-life products that they placed on the market in the Netherlands. Also, municipalities and repair companies must return to the manufacturer any equipment bearing its brand, i.e., individual responsibility for brand-related products. 

First, let us recall the shortcomings of the sales concept in face of information asymmetries. As stated in section 2, the traditional selling of chemicals, firstly, does not prevent over-consumption. In a competitive market it is rather the aim of the sales concept to sell as much commodities as possible to increase the profits of the sellers. A sales contract consequently provides no incentives to reduce such adverse effects of chemicals on human health and the environment that are related to the quantity of chemicals in use. Secondly, the sales concept provides no incentives for transferring accurate knowledge on the efficient application of the chemical, as this lowers the profits of the sellers. In contrast, Chemical Leasing business models are capable to effectively deal with problems of information asymmetries. Based on the findings of Ohl and Moser (2007), both models introduced above (A and B) show comparative advantages as follows ... 

The processes for manufacturing methanol by synthesis gas reduction and ethanol by ethylene hydration and fermentation are very dissimilar and contribute to their cost differentials. The embedded raw-material cost per unit volume of alcohol has been a major cost factor. For example, assuming feedstock costs for the manufacture of methanol, synthetic ethanol, and fermentation ethanol are natural gas at 3.32/GJ ( 3.50/10 Btu), ethylene at 0.485/kg ( 0.22/lb), and corn at 0.098/kg ( 2.50/bu), respectively, the corresponding cost of the feedstock at an overall yield of 60% or 100% of the theoretical alcohol yields can be estimated as shown in Table 11.12. In nominal dollars, these feedstock costs are realistic for the mid-1990s and, with the exception of corn, have held up reasonably well for several years. The selling prices of the alcohols correlate with the embedded feedstock costs. This simple analysis ignores the value of by-products, processing differences, and the economies of scale, but it emphasizes one of the major reasons why the cost of methanol is low relative to the cost of synthetic and fermentation ethanol. The embedded feedstock cost has always been low for methanol because of the low cost of natural gas. The data in Table 11.12 also indicate that fermentation ethanol for fuel applications was quite competitive with synthetic ethanol when the data in this table were tabulated in contrast to the market years ago when synthetic ethanol had lower market prices than fermentation ethanol. Other factors also... 

FASTER TIME TO MARKET A firm can intrcxluce a new product much more quickly onhne as compared with doing so via physical channels. A firm that sells electronics through physical channels must produce enough units to stcx k the shelves at its distributors and retailers before it starts to see revenue from the new product. A firm selling onhne, in contrast, makes a new product available onhne as soon as the first unit is ready to be prcxluced. This is evident at Wahnart. com, where larger new TVs go on sale well before they are sold at Wahnart stores. 

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