U-boat is the anglicised version of the German word U-Boot [ˈuːboːt] , a shortening of Unterseeboot, literally “undersea boat”. While the German term refers to any submarine, the English one (in common with several other languages) refers specifically to military submarines operated by Germany, particularly in the Firstand Second World Wars. Although at times they were efficient fleet weapons against enemy naval warships, they were most effectively used in an economic warfare role (commerce raiding), enforcing a naval blockadeagainst enemy shipping. The primary targets of the U-boat campaigns in both wars were the merchant convoys bringing supplies from Canada, the British Empire, and the United States to the islands of the United Kingdom and (during the Second World War) to the Soviet Union and the Allied territories in the Mediterranean.
The Liberty ship was a class of cargo ship built in the United States during World War II. Though British in conception, the design was adapted by the U.S. for its simple, low-cost construction. Mass produced on an unprecedented scale, the now iconic Liberty ship came to symbolize U.S. wartime industrial output.
The class was developed to meet British orders for transports to replace those torpedoed by German U-boats. The vessels were purchased both for the U.S. fleet and lend-lease deliveries of war materiel to Britain and the Soviet Union. Eighteen American shipyards built 2,710 Liberty ships between 1941 and 1945, easily the largest number of ships produced to a single design.
Their production mirrored on a much larger scale the manufacture of the Hog Islander and similar standardized ship types during World War I. The immensity of the effort, the sheer number of ships built, the vaunted role of Rosie the Riveters in their construction, and the survival of some far longer than their original five-year design life, all make them the subject of much continued interest.
Only a handful remain in 2015, two as operational museum ships.
After an important experience as a naval officer, Romano worked on behalf of important international companies (Pirelli, for example) in Italy (his country of origin), Argentina, Brazil, Egypt and Nigeria with full responsibility, in a managerial position.
He actively participated in the start up of new operating units in Italy and abroad;
has been fully involved in the restructuring of companies and the increase in commercial activities. In his various experiences, Romano has led multi-ethnic work teams even in stressful environments.
He lived for over five years in Nigeria, where he had relevant experience as general manager of large industrial groups and in logistics; the current activities still tie him to Africa, in Lagos, as responsible for the development of new strategies in Nigeria for the IVECO, heavy vehicles company.
Romano has never neglected professional updating by continuously following courses at qualified universities.
The form of your product or service and the makeup of your prospect base will influence how you structure your promotion. If you are offering an improved version of the same product or service to the same customer/prospect base then no changes should be required. On the other end of the spectrum, a new product or service going to a new prospect base calls for a new and innovative approach to promotion. In between circumstances require a more subtle approach to promotional changes.
Characterize Your Enterprise
An expert will position your enterprise on a chart based upon your description of:
You can trace through the supporting analysis and its conclusions, adjusting your input until you are satisfied your description accurately characterizes your enterprise.
Analysis of Your Enterprise Position:
The product remains the same, but is now offered to a new market. There will be new competitors and a new marketing mix. Product Repositioning
The product is changing, and is now offered to a new market. There will be a new appearance, new features and benefits and new competitors. Innovation
This is the most complex change. New technology, new price, new promotion, and new competitors call for new strategy. Re-market
The product remains the same, but the marketing mix, price, and promotion are re-blended. Re-launch
Change the name, appearance, costs and the marketing mix. Obvious Substitution
The new product appears in a conspicuous manner drawing attention to new technology and materials. Change the name, appearance, costs and the marketing mix. No change
Neither the product or market is changing. Maintain the status quo.
No change in marketing, but changes in the product must provide greater competitive advantage. Quiet Substitution
No change in marketing. The new product creeps quietly into the market without fanfare.
you have to come up with progressively more absurd, but just about conceivable, marketing ideas.
Why not sell tea cosies with the school logo? Couldn’t we write and record a School Song? What if we had a special offer for pregnant women (foetuses attend free)? Why don’t we force all the teachers to participate in a semi-spontaneous Fun Happening in the shopping plaza car park?
In the end you settle on the leaflets, which the secretaries will have to thrust at passersby in the rain.
Le regole del Fantasy Marketing sono semplici:
devi inventare idee di marketing progressivamente più assurde, ma quasi immaginabili.
Perché non vendere bustine di tè con il logo della scuola? Non potremmo scrivere e registrare una canzone della scuola? E se avessimo un’offerta speciale per le donne in gravidanza (i feti frequentano gratuitamente)? Perché non obblighiamo tutti gli insegnanti a partecipare a un Happ Happening semi-spontaneo nel parcheggio della piazza dello shopping?
Alla fine ti accontenti dei volantini, che i segretari dovranno distribuire ai passanti sotto la pioggia.