Competitive Profitability Research Articles

Peran Lembaga Keuangan Syariah Dalam Pemberdayaan Usaha Mikro Kecil dan Menengah (Studi Kasus Bank Syariah Mandiri Kantor Cabang Lumajang)

This study aims to describe the role of Islamic financial institutions in the empowerment of micro, small and medium enterprises. This research use desciptive qualitative approach. The results of this study indicate that BSM helps UMKM business progress through financing with competitive profit sharing and supports UMKM business development through programs, such as the blessing of Ramadan with very light profit sharing, year-end programs as well as light profit sharing and also finance the renovation of business premises, procurement merchandise, and procurement of tools and facilities and infrastructure for business.

Pengaruh Harga Saham dan Bagi Hasil terhadap Simpanan Deposito Mudharabah di Bank Panin Dubai Syariah

The study aims to determine the effect of stock prices and profit-sharing, which is likely to affect the mudaraba deposits of Islamic banking and to determine the characteristics of variables that have a dominant influence. The method that is uses an explanatory descriptive method. The data analysis technique uses multiple regression analysis. The results showed that stock price variables have not significant effect on mudaraba deposits, and profit-sharing variables have a significant effect on mudaraba deposits. Profit-sharing ls a variable that has a dominant influence and has a strong relationship with Islamic bank mudaraba time deposits from 2014-2017. The findings of this study contribute to Islamic banks to improve the profit-sharing scheme so that Islamic banks are able to dominate the market share of fundraising in the form of mudaraba deposits by providing competitive profit sharing offers.

MARKETING MANAGEMENT AND ITS FEATURES IN THE ORGANIC SPHERE OF PRODUCTION

The article considers the definition of marketing and marketing management from the standpoint of various scientists. The main tasks of marketing of an enterprise are studied as an integral part of management of marketing activities. The necessity of marketing management is analyzed, and the advantages of its use are outlined. The concept of organic production is studied; an interpretation of marketing management of organic production is proposed, which includes the study of the needs of existing and potential consumers, the development of an appropriate product range, which will be based on the requirements for the production of organic products, taking into account the wishes of consumers, the sale of products by optimally selected sale channels, which will lead to the achievement of better competitive advantages and profit maximization. The article also considers the general requirements for organic production in Ukraine, as well as the list of prohibitions for this production. The features of marketing management in the field of organic production are determined, which include: ensuring the absence of negative impact on the environment by production; compliance with the principles and requirements for the production of organic products; the presence of a transition period of production; the mandatory procedure for annual certification; the presence of special labeling of products, which is agreed with the certification body.

Creation, promotion and classification of private labels

The purpose of this article is to consider the advantages of private labels, the process of their creation and promotion, as well as the classification of private labels. The article discusses the benefits of private labels for their owners and consumers. The classification of private labels is presented and the definition of their types and varieties is given. The process of creating and promoting private labels, as well as the features of their creation in retail trade networks, is considered. It has been established that successful private labels are beneficial for all participants in the distribution channel: manufacturers who receive large orders for the production of goods and their guaranteed sale; retailers whose private labels provide competitive advantages, customer loyalty and high profits. Meanwhile, end consumers have the opportunity to buy goods of proper quality at reduced prices, as well as the confidence that they will not be deceived.

Ultrafast Lignin Extraction from Unusual Mediterranean Lignocellulosic Residues.

Pretreatment is still the most expensive step in lignocellulosic biorefinery processes. It must be made cost-effective by minimizing chemical requirements as well as power and heat consumption and by using environment-friendly solvents. Deep eutectic solvents (DESs) are key, green, and low-cost solvents in sustainable biorefineries. They are transparent mixtures characterized by low freezing points resulting from at least one hydrogen bond donor and one hydrogen bond acceptor. Although DESs are promising solvents, it is necessary to combine them with an economic heating technology, such as microwave irradiation, for competitive profitability. Microwave irradiation is a promising strategy to shorten the heating time and boost fractionation because it can rapidly attain the appropriate temperature. The aim of this study was to develop a one-step, rapid method for biomass fractionation and lignin extraction using a low-cost and biodegradable solvent. In this study, a microwave-assisted DES pretreatment was conducted for 60 s at 800 W, using three kinds of DESs. The DES mixtures were facilely prepared from choline chloride (ChCl) and three hydrogen-bond donors (HBDs): a monocarboxylic acid (lactic acid), a dicarboxylic acid (oxalic acid), and urea. This pretreatment was used for biomass fractionation and lignin recovery from marine residues (Posidonia leaves and aegagropile), agri-food byproducts (almond shells and olive pomace), forest residues (pinecones), and perennial lignocellulosic grasses (Stipa tenacissima). Further analyses were conducted to determine the yield, purity, and molecular weight distribution of the recovered lignin. In addition, the effect of DESs on the chemical functional groups in the extracted lignin was determined by Fourier-transform infrared (FTIR) spectroscopy. The results indicate that the ChCl-oxalic acid mixture affords the highest lignin purity and the lowest yield. The present study demonstrates that the DES-microwave process is an ultrafast, efficient, and cost-competitive technology for lignocellulosic biomass fractionation.

Spatial characteristics of maize development and competitive profit in west Lombok regency, Indonesia

In addition to its function as the main food, maize has high economic value, so it deserves priority to be developed, including in West Lombok Regency. This study aims to: (1) assess the spatial characteristics of maize development, (2) analyze the competitive profit rate of maize, and (3) analyze the stabilization of maize yields in West Lombok Regency. This study uses descriptive method, with primary data sourced from 75 respondents and secondary data from 2000 to 2016. Data were analyzed by using the analyses of Localization Coefficient, Specialization Coefficient, Location Quotient (LQ), Basic Service Ratio (BSR), Regional Multiplier (RM), and Competitive Profit. The research concluded as follows: (1) The development of maize in West Lombok is not concentrated in certain areas only and does not specialize in maize commodity; (2) Maize has a competitive profit compared to other crops; with the average productivity of 6,190 kg/ha and the price of Rp 3,520/kg; and (3) The level of stability of maize productivity in West Lombok Regency, both for the period of 2000-2010 and 2011-2016 included as low stability.

The U.S. Alkaline AA Battery Market: A Competitive Profile

This paper follows the footsteps of eleven studies that have tried to analyze the competitive profile of U.S. consumer markets: Men’s Shaving Gel, Beer, Shampoo, Shredded/Grated Cheese, Refrigerated Orange Juice, Men’s Razor-Blades, Women’s Razor-Blades, Toothpaste, Canned Soup, Coffee, and Potato Chips.Porter associates high market share with cost leadership strategy which is based on the idea of competing on a price that is lower than that of the competition. However, customer-perceived quality—not low cost—should be the underpinning of competitive strategy, because it is far more vital to long-term competitive position and profitability than any other factor. So, a superior alternative is to offer better quality vs. the competition.In most consumer markets a business seeking market share leadership should try to serve the middle class by competing in the mid-price segment; and offering quality better than that of the competition: at a price somewhat higher to signify an image of quality, and to ensure that the strategy is both profitable and sustainable in the long run. Quality, however, is a complex concept consumers generally find difficult to understand. So, they often use relative price, and a brand’s reputation, as a symbol of quality.For 2008 we chose the Alkaline AA Battery because its sales were $667 million vs. $283 million for AAA. By the same token, we have focused our analysis on AA 4-pack because it was the most popular size with 2008 sales of $190 million.In 2008 the AA 4-pack Alkaline Battery market was quite competitive with 30 brands with sales over $25,000.Using Hierarchical Cluster Analysis, we tested two hypotheses: (1) That the market leader is likely to compete in the mid-price segment, and that (2) Its unit price is likely to be higher than that of the nearest competition.For 2008 the results supported Hypothesis I and II. Both the market leader Energizer, and the runner-up Duracell, were members of the mid-price segment. Moreover, the unit price of Energizer was higher than that for Duracell, as we have hypothesized.For 2007 the results did not support Hypothesis I, because Energizer found it to be a member of the premium segment, even though Duracell maintained its association with the mid-price segment. We found that relative price was a strategic variable, as hypothesized.We also discovered four strategic groups in the industry.

Istraživanje dokaza eksaptacije u kliničkim istraživanjima u kreiranju farmaceutskih inovacija

Exaptation is a process that is characterized by the evolution of characteristics, its evolution for other usages, and later coopted for their current role. In the pharmaceutical industry, innovations have high potential in terms of competitive advantage and profit but are also connected with high risks associated with costs, time, and uncertainty. To minimize risks, companies frequently choose the strategy of exaptation in terms of redeveloping compounds for use in a different disease. The intention of this research is to provide analysis and quantification (measurement) of drugs that have been exaptated through the process of drug reposition. Results indicate that on level of 6098 clinical studies Phase I, we have observed a total of 659 drugs/substances (~11%) that have been used in more than one clinical research for the same or different indication showing the level of exaptation use in clinical research.

Recent Advancements in Design, Application, and Simulation Studies of Hybrid Solar Drying Technology

Hybrid solar drying technology for food products is a clean and cost-effective replacement of highly energy intensive thermal dryers employed in agri-food processing chain. This involves the amalgamation of “only solar dryer” with various other energy harvesting systems like, biogas, heat pump, and thermal storage materials. This paper reviews the significance of hybrid solar dryers in terms of withstanding varied climatic and uncontrolled environmental conditions and their impact on drying characteristics of food products. From the appraisal, heat pump hybrid solar dryers proved to be more efficient, having wide range of drying temperature, and is suitable for heat-sensitive products. On the other hand, the advantages of biomass hybrid solar dryer lies in its ability to utilize cheap local resources for assisting the energy requirements and have low constructional cost. However, the state of art indicated that sanitary aspects of solar drying have not been explored much and should be encouraged. The presented review also explores the research scenario of relevant virtual platforms, applicable for simulating the dryer design and drying parameters. The important findings on modeling aspects of dryer design and thick layer drying of food products in solar dryer are also discussed. The economic assessment of presently available hybrid solar dryers showed competitive profitability metrics and equipment cost. Moreover, it is suggested for the promotion of energy-efficient hybrid solar dryers and its environmental benefits in the future to provide a benchmark for drying applications in food processing industries.

The U.S. Coffee Market: A Competitive Profile

This paper follows the path of nine studies of U.S. consumer markets: Men’s Shaving Gel, Beer, Shampoo, Shredded/Grated Cheese, Refrigerated Orange Juice, Men’s Razor-Blades, Women’s Razor-Blades, Toothpaste, and Canned Soup.Porter associates high market share with cost leadership strategy which is based on the idea of competing on a price that is lower than that of the competition. However, customer-perceived quality—not low cost—should be the underpinning of competitive strategy, because it is far more vital to long-term competitive position and profitability than any other factor. So, a superior alternative is to offer better quality vs. the competition.In most consumer markets a business seeking market share leadership should try to serve the middle class by competing in the mid-price segment; and offering quality better than that of the competition: at a price somewhat higher, to signify an image of quality, and to ensure that the strategy is both profitable and sustainable in the long run. Quality, however, is a complex concept consumers generally find difficult to understand. So, they often use relative price, and a brand’s reputation, as a symbol of quality.In 2008 the U.S. retail sales for the Coffee market were $3.78 Billion. The market featured five varieties of coffee: Ground, Soluble (Instant), Whole Bean, Liquid, and Flavored. We have focused our analysis on Ground Coffee which had a 70% share in 2008.In 2008 the Ground Coffee market leader was the Folgers brand family with a market share of 21.8%, followed by the Maxwell House brand with 11.6%. The pack sizes varied from 1.3- to 52oz, with the 10-13 oz packs being the most popular. So, we have focused cluster analysis on this pack.The Ground Coffee market was highly competitive. In 2008 it had 450 brands.Using Hierarchical Cluster Analysis, we tested two hypotheses: (1) That the market leader is likely to compete in the mid-price segment, and that (2) Its unit price is likely to be higher than that of the nearest competition. Employing U.S. retail sales data—for both 2008 and 2007—we found that the results did not support our hypothesis that the market leader would be a member of the mid-price segment. Instead, the results show that both the market leader, the Folgers flagship brand—and the runner-up Maxwell House—were members of the economy segment, although Folgers’ unit price was higher than that of Maxwell House, as we have hypothesized.This implies that both Folgers and Maxwell House were following the cost leadership strategy based on lower price than better quality, and treated coffee as a commodity to gain market share. This is truly a stunning result! In all similar nine studies preceding this one, not a single market leader—or runner-up—competed in the economy segment! The spectacular success of Starbucks demonstrated in no uncertain terms that the consumers were no longer content to treat coffee as a run-of-the mill drink—but rather something special—that deserved to be relished, and for which they were willing to pay a premium price.Finally, we discovered five strategic groups in the industry.

The U.S. Canned Soup Market: A Competitive Profile

This paper follows the path of eight studies of U.S. markets: Men’s Shaving Cream, Beer, Shampoo, Shredded/Grated Cheese, Refrigerated Orange Juice, Men’s Razor-Blades, Women’s Razor-Blades, and Toothpaste.Porter associates high market share with cost leadership strategy which is based on the idea of competing on a price that is lower than that of the competition. However, customer-perceived quality—not low cost—should be the underpinning of competitive strategy, because it is far more vital to long-term competitive position and profitability than any other factor. So, a superior alternative is to offer better quality vs. the competition.In most consumer markets a business seeking market share leadership should try to serve the middle class by competing in the mid-price segment; and offering quality better than that of the competition: at a price somewhat higher, to signify an image of quality, and to ensure that the strategy is both profitable and sustainable in the long run. Quality, however, is a complex concept that consumers generally find hard to understand. So, they often use relative price, and a brand’s reputation, as a symbol of quality.In 2008 the U.S. retail sales for the Canned Soup market were $3.44 Billion. The market leader Campbell had a commanding share of 52.5%, followed by a far-distant second Progresso with a share of 17.8%. A notable feature of this market was the tremendous variety of soups, albeit many with minor variations, that equaled the unbelievable figure of 1011!We focused our attention on the two best-selling varieties of soup: (1) Chicken Broth canned, the market leader, with 11.1% market share, and (2) Chicken Noodle Soup canned, with a 7.4% share. Within each variety we chose the can-size range with the highest sales.Using Hierarchical Cluster Analysis, we tested Hypotheses I that a market leader is likely to compete in the mid-price segment. Employing U.S. retail sales data for 2008 and 2007, we found that for both Chicken Broth and Chicken Noodle Soup—for 2008 and 2007—the market leader Campbell was a member of the mid-price segment.For Hypothesis II we wanted to test the proposition that the unit price of the market leader would be somewhat higher than that of the nearest competition. For Chicken Broth we could not test this hypothesis because Progresso, the runner-up, could not be included in this analysis.However, for Chicken Noodle Soup the results did not support the hypothesis because Progresso happened not to be a part of the mid-price, but that of the premium segment.Finally, we discovered four strategic groups in the industry.

The U.S. Toothpaste Market: A Competitive Profile

This paper follows the path of seven studies (see below). However, it is different in one important respect: it also offers a benefit segmentation profile of the U.S. Toothpaste Market.Porter associates high market share with cost leadership strategy which is based on the idea of competing on a price that is lower than that of the competition. However, customer-perceived quality—not low cost—should be the foundation of competitive strategy, because it is far more vital to long-term competitive position and profitability than any other factor. So, a superior alternative is to offer better quality vs. the competition.In most consumer markets a business seeking market share leadership should try to serve the middle class by competing in the mid-price segment; and offering quality better than that of the competition: at a price somewhat higher, to signify an image of quality, and to ensure that the strategy is both profitable and sustainable in the long run. Quality, however, is a complex concept that consumers generally find difficult to understand. So, they often use relative price, and a brand’s reputation as a symbol of quality.In 2008 retail sales in the U.S. were $1.27 Billion for the Toothpaste Market. The market leader Crest had a market share of 34.7%, closely followed by Colgate with a share of 33.5%. We focused on the most popular pack-size—5.8-6.5oz—which had a 45.3% share. Employing Hierarchical Cluster Analysis, we tested two hypotheses: (1) That a market leader is likely to compete in the mid-price segment, and (2) That the unit price of the market leader is likely to be somewhat higher than that of the nearest competition. Employing U.S. retail sales data for 2008 and 2007, we found that, for both 2008 and 2007, the market leader in the U.S. Toothpaste market—Crest—was a member of the mid-price segment. Furthermore, the unit price of Crest was somewhat higher than that of Colgate, the runner-up, which was also a member of the mid-price segment.Thus, the results fully supported both Hypothesis I and II—for 2008 and 2007.We also found strong support for the idea, that relative price is a strategic variable, as we have hypothesized.We discovered five benefit segments. The most fundamental result of this analysis is that it revealed an avalanche of various brands of toothpaste that not only whitened teeth, but were also helpful in preventing tooth decay, as before.Finally, we discovered four strategic groups in the industry.

Ex anteandEx postSubcontracting between Two Competing Bidders

We consider a first-price sealed-bid procurement auction between two capacity constrained bidders. Either bidder, due to the capacity constraint, is unable to fulfill the auctioned project from a buyer. We consider two formats of capacity cooperation between the two competing bidders: ex ante subcontracting and ex post subcontracting. In the former case, two bidders first bargain over the capacity cooperation contract and then compete with each other by bidding for the buyer’s project. In the latter case, two bidders first submit bids to the buyer and then bargain over the capacity cooperation contract. With ex ante or ex post subcontracting, two bidders have the so-called co-opetition relationship: they compete to win the auction but cooperate through subcontracting. We find that bidders’ subcontract timing has a fundamental impact on their competitive bidding behavior and profits. Both bidders will benefit from the ex ante subcontracting, and submit higher equilibrium bid prices, compared to the case without subcontracting. The ex post subcontracting, however, will lower the equilibrium bid price and may hurt the bidder with capacity advantage when bidders’ relative bargaining power is not consistent with the relative capacity advantage.

Формирование механизма управления промышленными предприятиями в условиях ограничительных мер

The article presents current problems faced by industrial enterprises related to the impact of the coronavirus epidemic. Difficulties arising from the production of industrial products, which are directly related to restrictive measures, are disclosed. The key directions of companies in the field of processing are defined, namely: creation of a corporate information management system, improvement of the cash management system, introduction of such mechanisms as” implementation of remote office “and” promotion of production automation. Currently, many manufacturing companies have urgent needs for remote collaborative task management, project management, workflow management, and other software. At the same time, they pay more attention to the practical application of BI, big data analysis, and artificial intelligence. The key advantages of processes for automation and intelligent modernization of fixed assets are identified. It is proved that integration of remote control, intelligent equipment and a high level of automation into production and management processes of industrial enterprises will contribute to development in the short and long term. The main task of the presented research is to determine the key features and relationships of the elements of the management mechanism of industrial enterprises among themselves. At the same time, it was possible to form a conceptual management model based on them. To do this, it is necessary to determine the role of the industrial enterprise management mechanism in the management system. The General structural model of the industrial enterprise management mechanism in the conditions of remote control of divisions is formed. The main goal of integrating the management mechanism of an industrial enterprise is to increase competitive advantages and increase profits

The U.S. Women’s Razor-Blade Market: A Competitive Profile

This paper follows the path of six studies: the U.S. Men’s Shaving Cream, the U.S. Beer, the U.S. Shampoo, the U.S. Shredded/Grated Cheese, the U.S. Refrigerated Orange Juice, and the U.S. Men’s Razor-Blade markets.Porter associates high market share with cost leadership strategy which is based on the idea of competing on a price that is lower than that of the competition. However, customer-perceived quality—not low cost—should be the foundation of competitive strategy, because it is far more vital to long-term competitive position and profitability than any other factor. So, a superior alternative is to offer better quality vs. the competition.In most consumer markets a business seeking market share leadership should try to serve the middle class by competing in the mid-price segment; and offering quality better than that of the competition: at a price somewhat higher, to signify an image of quality, and to ensure that the strategy is both profitable and sustainable in the long run. Quality, however, is a complex concept consumers generally find difficult to understand. So, they often use relative price, and a brand’s reputation as a symbol of quality.In 2008 sales in the U.S. were $83 million for the Women’s Razors, and $192 million for the Women’s Blades. In both markets there were two major players. In the Women’s Razors market P&G’s Gillette had a 58% market share, followed by Schick, a distant second, with a 31% share. Likewise, in the Women’s Blade market, Gillette had a 61% share, and Schick a 35% share.We tested two hypotheses: (1) That a market leader is likely to compete in the mid-price segment, and (2) That the unit price of the market leader is likely to be somewhat higher than that of the nearest competition. Employing U.S. retail sales data for 2008 and 2007, we found that for 2008 the market leader in the Women’s Razor market—Gillette Venus Embrace—was not a member of the mid-price segment, but the super-premium segment. Likewise, in the Women’s Blade market, the market leader—Gillette Venus Original (Note 1)—was part of the premium segment, not the mid-price segment.Several arguments can be offered to explain this deviation: (1) There is not much competition in this market with only two major players, (2) The technology of producing Razors and Blades has become more complex and consequently more expensive, (3) Producers are now offering many more new feature—and benefits—than ever before that further raise the cost of production, and (4) For many American women, having smooth armpits and legs is an important social norm they must observe for which they are willing to pay a premium price.Based on Gillette Fusion, the first men’s five-blade Razor, Gillette introduced Venus Embrace, a first five-blade Razor for women. Whereas Gillette had positioned itself as a premium brand in the past, it moved up the ladder and placed Venus Embrace in the super-premium segment in 2008.We also found strong support for the idea, that relative price is a strategic variable.Finally, we discovered three strategic groups in the industry.

The U.S. Men’s Razor-Blade Market: A Competitive Profile

This paper follows the footsteps of five studies: the U.S. Men’s Shaving Cream, the U.S. Beer, the U.S. Shampoo, the U.S. Shredded/Grated Cheese, and the U.S. Refrigerated Orange Juice markets.Porter links high market share with cost leadership strategy which is based on the idea of competing on a price that is lower than that of the competition. However, customer-perceived quality—not low cost—should be the underpinning of competitive strategy, because it is far more vital to long-term competitive position and profitability than any other factor. So, a superior alternative is to offer better quality vs. the competition.In most consumer markets a business seeking market share leadership should try to serve the middle class by competing in the mid-price segment; and offering quality better than that of the competition: at a price somewhat higher, to signify an image of quality, and to ensure that the strategy is both profitable and sustainable in the long run. Quality, however, is a complex concept consumers generally find difficult to understand. So, they often use relative price, and a brand’s reputation as a symbol of quality.In 2008—and 2007—the Gillette brand dominated the U.S. Men’s Razor-Blade market like a colossus, with a 90%, and 78% share, respectively, in Blades and Razors in 2008. In 2008 sales for the U.S. were $111 million for Men’s Razors, and $591 million for Men’s Blades.We tested two hypotheses: (1) That a market leader is likely to compete in the mid-price segment, and (2) That the unit price of the market leader is likely to be somewhat higher than that of the nearest competition. Employing U.S. retail sales data for 2008 and 2007, we found that for both 2008 and 2007 the market leader in the Razor market was not a member of the mid-price segment, but the premium segment. Likewise, in the Blade market the leader was part of the premium segment, not the mid-price segment.Several arguments can be offered to explain this deviation: (1) Gillette had a virtual monopoly of the industry because it was pursuing “First to market” strategy of innovation and on-going improvement, (2) The technology of producing Razors and Blades has become more complex and consequently more expensive, (3) Producers are now offering many more new feature—and benefits--than ever before that further raise the cost of production, and (4) Many men regard shaving an important part of personal grooming which they regard an “affordable luxury”.Whereas Gillette had positioned itself as a premium brand in the past, it stepped up the ladder and placed Fusion Blades in the Super-premium segment in 2007 and 2008.We also found strong support for the idea, that relative price is a strategic variable.Finally, we discovered three strategic groups in the industry.

Profits Under Centralized Negotiations: The Efficient Bargaining Case

AbstractMaking use of a Conjectural Variation model, the present note re-examines the subject of the firms’ profits ranking under different degrees of market competition in a unionized duopoly with industry-wide Efficient Bargaining (EB). It is shown that, while Cournot-like competition profits are always larger than Bertrand-like ones with separated wage negotiations, an uniform wage bargaining can lead to the appearance of the reversal.

ANALISIS STRATEGI PEMASARAN TABUNGAN MABRUR DI BANK SYARIAH MANDIRI KCP PANDAAN PASURUAN

The Hajj is the fifth pillar of Islam that must be fulfilled by Muslims for those who are able to finance and physically. The waiting list for the Hajj pilgrimage in Indonesia can now reach 20 years or more, with it awakening many Muslims who then plan the Hajj from an early age by opening a Hajj and Umrah savings account at Bank Syariah Mandiri.
 This study used qualitative research with primary data sources. Customers using Mabrur Savings products at Bank Syariah Mandiri Pandaan, Customer Service, Branch Operation Supervisor, Sales Force, other employees who served in Bank Syariah Mandiri KCP Pandaan. While secondary data sources come from books and other literature. Data collection techniques are carried out in 3 ways, namely: Observation, Interview and Documentation.
 This study found that Marketing Mix in Mabrur Savings products, namely 1. Product Strategy: Based on sharia principles with mudharabah muthlaqah contract, competitive profit sharing based on the ratio determined by the bank, payments can be made using the ABATANA (auto debit) system from a savings account BSM for monthly deposits, the Validation Process is very fast and can be awaited, in collaboration with KBIH (Hajj Guidance Group) which is officially registered with the Department of Religion. 2. The Price Strategy consists of: a light initial deposit of IDR 100,000. 3. Strategy Place: The strategic location of Bank Syariah Mandiri with a minimalist yet modern design. 4. Strategy Promotion: Through websites, brochures, and various advertisements, Opening outlets or stands, Door to door, Bank Syariah Mandiri has an image as a Hajj Bank.

AN IMPROVED SIMULATED ANNEALING FOR THE CAPACITATED VEHICLE ROUTING PROBLEM (CVRP)

In the industrial sector, in order to increase the company's competitive profit and ratio, must be able to suppress as much expenditure as possible. Product distribution is one of the logistics processes in the industry which consumes the most costs. Products must be distributed to customers in different locations and also with varying requests. The problem belongs to Capacitated Vehicle Routing Problem (CVRP) that is considered as one of the complex combinatorial optimization problems included in the NP-Hard Problem category, which is a problem that requires difficult computation and a lot of time along with the increasing size of the problem data. So, in this study improvisation will be carried out in the form of modifying the simulated annealing method to solve the combinatorial problem so that the optimal distance in the case of distribution will be obtained. In addition, in this study a comparison will be made between basic simulated annealing and also improved simulated annealing. Based on the results of the research it is proven that Improved Simulated Annealing can provide a better solution.

The U.S. Refrigerated Orange Juice Market: A Competitive Profile

<p><em>Porter links high market share with cost leadership strategy which is based on the idea of competing on a price that is lower than that of the competition. But, customer-perceived quality—not low cost—should be the foundation of competitive strategy, because it is far more vital to long-term competitive position and profitability than any other factor. So, a superior alternative is to offer better quality vs. the competition.</em></p><p><em>In most consumer markets a business seeking market share leadership should try to serve the middle class by competing in the mid-price segment; and offering quality better than that of the competition: at a price somewhat higher, to signify an image of quality, and to ensure that the strategy is </em><em>both profitable and sustainable in the long run. </em><em></em></p><p><em>Quality, however, is an intricate concept consumers generally find difficult to understand. So, they often use relative price and a brand’s reputation as a symbol of quality.</em></p><p><em>Total U.S. Refrigerated Orange Juice retail sales for 2008 were $2.6 Billion. </em><em>There were ten package sizes ranging all the way from 6 oz to 128 oz. Of these the 64- and 59-oz size captured about two-thirds of the market at 66%.</em></p><p><em>It is a very competitive market with 142 brands in 2008. However, we have focused analysis on 32 brands whose 64oz- or 59oz-pack sales were over $1Million.</em></p><p><em>We tested two hypotheses: (1) That a market leader is likely to compete in the mid-price segment, and (2) That the unit price of the market leader is likely to be somewhat higher than that of the nearest competition. Employing U.S. retail sales data for 2008 and 2007, we found that the results supported both hypotheses for 2008, as well as 2007.</em></p><p><em>We also found strong support for the idea, that relative price is a strategic variable.</em></p><p><em>We compared the results of this project with four similar studies: the U.S. Men’s Shaving Cream market, the U.S. Beer market, the U.S. Shampoo market, and the U.S. Shredded/Grated Cheese market. We found the results to be very similar, indicating a pattern emerging for consumer markets.</em><em></em></p><p><em>Finally, we discovered five strategic groups in the industry.</em></p>