Word: productiveness
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...During downturns, "there are opportunities to really establish your brand," says Peter Steidl, author of Survive, Exploit, Disrupt: Action Guidelines for Marketing in a Recession. When times are tight, customers rethink how they spend, often breaking buying habits and abandoning product loyalties. This offers an opening for companies not only to win new customers, but also "hold on to [their] wins" even after the economy recovers, Steidl says...
...eight hours without recharging yet cost as little as $699. Wang claims these full-featured machines are unique in the market, and that it will take six to nine months for his competition to catch up. "It's not just low price," Wang says. "There is innovation in the product as well." Acer is entering the cell-phone business, and Wang makes no excuses for churning out low-margin netbooks, considered inferior devices by computerati because of their cramped keyboards and limited performance. "Our competitors consider these junk - the more you sell, the more you lose," Wang says...
...income sank 6.1% to $75.8 million. (Wang still expects Acer to match or slightly exceed its 2008 operating profits in 2009.) Bryan Ma, a computer-industry analyst at IDC in Singapore, says Acer risks tarnishing its brand in the long run. But during the recession, Ma says, Acer's product mix will help it outperform. "They're in the right place at the right time," he says...
...There is nothing in the FDA legislation that expressly favors Philip Morris when it comes to innovation and new product development, but the company has far deeper pockets, putting it at a distinct advantage over its competitors. In 2007, the same year that nearly identical FDA legislation was introduced in Congress, Philip Morris opened a 450,000-sq.-ft. (42,000 sq m) research facility in Richmond, Va. The complex is filled with hundreds of employees, including scientists studying new tobacco technologies that Philip Morris is hoping to get through the new FDA approval process...
...from previous health-care-reform efforts (like Bill Clinton's) has been Obama's skill - so far - at keeping potential adversaries at the table. But at a certain point, the President won't be able to remain so (deliberately) vague about what he wants to see in the final product, and the details of the plan will very much determine whether potential opponents will support him in the end. Nowhere is that clearer than on the controversial question of whether the health-care-reform scheme will include a "public option," which would give people the choice of being covered under...