The Calculation of Lost Profit Damages Caused by Patent Infringement in the U.S. Patent Law - Focused on Market Share Rule, Foreseeability Rule & Market Value Rule -

Abstract One of the fundamental ways in which an advantage over competitors can be gained in business is to develop real estate portfolios in such a way that will lead to an increase in market share and value for shareholders. This serves as justification for the formulation and implementation of specific real estate strategies regarding the best manner in which to use CRE, make decisions regarding restructuring, and carry out necessary development projects, taking into account the criteria of: location, time, and procurement options. This paper presents the formulation and realization of real estate strategies, focusing on the use of the category of property value. Moreover, the authors formulate a possible classification of CRE, which is useful from the perspective of real estate strategies, in addition to identifying and evaluating different types of property values which can be used for real estate strategies. For the majority of operational properties, these categories differ from market value. The last part of the publication provides a reference of selected valuation methods used to determine the value of CRE in the context of formulating and implementing real estate strategies.

Download Full-text

Institutional Policies and Practices for Admitting, Assessing, and Tracking International Students

Journal of International Students ◽

10.32674/jis.v7i1.241 ◽

2017 ◽

Vol 7 (1) ◽

pp. I-VI

Author(s):

Maureen Snow Andrade

Keyword(s):

International Students ◽

The Netherlands ◽

United Arab Emirates ◽

Market Share ◽

Financial Incentives ◽

The United States ◽

Institutional Policies ◽

The United Kingdom ◽

Comprehensive Information ◽

The U.S

The United States has the largest market share of international students at 22%, followed by the United Kingdom at 11% (Project Atlas, 2015). The U.S. share has decreased from 28% in 2001 although total numbers ofinternational students are increasing (Project Atlas, 2015). Decreased market share may be due to targeted national strategies in other countries to attract international students. These include immigration policies that not only expedite obtaining a student visa, but provide opportunities to work while studying and permanent jobs and residency after graduation (e.g., Canada, the Netherlands, Germany, Sweden) (Lane, 2015). Nations are also actively recruiting, providing databases with comprehensive information about studying in the country, (e.g., the Netherlands), and offering financial incentives (e.g., Germany)(Lane, 2015). In some cases, countries that once sent students to study abroad (United Arab Emirates, Singapore, Malaysia) are now actively recruiting to host students from their regions (Lane, 2015).

Download Full-text

The U.S. Toothpaste Market: A Competitive Profile

Journal of Economics and Public Finance ◽

10.22158/jepf.v6n1p145 ◽

2020 ◽

Vol 6 (1) ◽

pp. p145

Author(s):

Y. Datta

Keyword(s):

Market Share ◽

Strong Support ◽

Hierarchical Cluster ◽

Relative Price ◽

Unit Price ◽

Fundamental Result ◽

Retail Sales ◽

Benefit Segmentation ◽

Market Leader ◽

The U.S

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.

Download Full-text