BlackRock is the largest global investment management firm headquartered in New York City. It is one of the most prominent financial institutions in the US.[3] The company acquired Barclays Global Investors in December 2009 under the BlackRock name, making it the largest money manager in the world.[4]
As of December 31, 2010, BlackRock’s assets under management total $3.56 trillion across equity, fixed income, alternative investments, real estate, and advisory strategies. Through BlackRock Solutions, it offers risk management, strategic advisory, and enterprise investment system services to a broad base of clients with portfolios totaling approximately $9 trillion[5].
Founded in 1988 initially offering fixed income products, BlackRock has become a financial powerhouse while remaining out of the public eye. According to Ralph Schlosstein, CEO of Evercore Partners, a NY-based investment bank: “BlackRock today is one of, if not the, most influential financial institutions in the world.”[6]
BlackRock serves clients in 60 countries, maintaining a major presence in North America, Europe, Asia-Pacific, and the Middle East. It has offices in San Francisco, Chicago, Los Angeles, Dallas, Princeton, Wilmington, London, Zurich, Paris, Frankfurt, Sao Paulo, Tokyo, Beijing, Sydney, Dubai, and various other cities.[7] Blackrock has approximately 8,400 employees, including more than 700 investment professionals worldwide.

Methodology

The companies which perform segmentation studies in their marketing and research departments, the principal companies working in this field are market research through telecoms as there covers survey questionnaire/interviews and from the interviews there is qualitative information about segmentation research design. There are two main objectives first, to assess the level of evaluation and selection of segments tasks of UK telecom market segmentation process. Second, to discover frequency with which the industry assess and select segments and the research methods used. The interviews were required to indicate the degree of difficulty they found in the performance of the different stages of the process. The possible answers were structured following a five-point Likert scale (1 = very low level of difficulty; 5 = very high level of difficulty). Aside, it is very important to make use of management support systems, which allow the identification and evaluation of alternative segments (Reeder et al., 1987). The full co-operation of all the company departments involved in segmentation study and strategy is fundamental. The evaluations must be able to detect deviations and discordances between the detected segment characteristics and the objectives of the market segmentation strategy.

The telecommunication industry has undergone considerable restructuring for many years now thus, involving mobile telecoms success in UK telecoms have become opportunistic seekers within the mobile business and its market stance. The marketing environment is becoming competitive, international market is expanding and telecoms are returning to profit valuation wherein costs are considered and market segments are applied within ideal grounds (Betts, 1994; Skapinker, 1995). Then, market opportunity implies better market context wherein access to customers and market chain solutions are adopted as well as executed with emphasis on strategy formulation such as providing ample market base for market mix and segmentation (Driver, 1999).

Moreover, competitive advantage is outcome of strategy capable of helping UK telecom business to maintain and sustain favorable market position and translated into higher profits compared to those obtained by competitors operating in the same industry. The implementation of telecom strategy develops consistent system of strategic objectives, adopting complex of coherent functional policies. Then, the system of objectives and policies must be kept consistent with the external conditions of the market in deciding strategies and policies. Nevertheless, UK telecom adaptation to industrial environment requirements has to be seen in dynamic form, in which there constantly adapts its action to external and internal changes in changing pattern. Furthermore, there intends to replicate past strategies in a sort of cycle whereby inertia and lag mechanisms operate to maintain the same conduct, beyond and sometimes in opposition to pay-off evaluation results. In this sense, firms can be locked-in or locked-out of some strategy choices, losing the opportunity of being more flexible in their decision process. In this way, telecom industry should recognize when it would be better to change strategy and when to continue the strategic process (Toh and Hu, 1990). Furthermore, the need for segmentation understanding of market resources and competencies into a useful approach does improve service quality image by communicating market attributes done efficiently.



Furthermore, formulating effective market approaches for achieving segment in such market survey application wherein certain marketing objectives are deemed possible. (Doganis 2001) Aside, market approach in line to Porter's theory that there can be ideal strategies; UK telecom can adopt to achieve marketing advantage over others such as the following:

- Cost leadership wherein UK telecom seeks to be the lowest cost producer by selling standard, mass products

- Differentiation where telecom industry introduce unique dimension that is considered to be important to the market

- Focus that involves targeting certain segment of the market and to be adopted by the UK telecom
 
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BlackRock is the largest global investment management firm headquartered in New York City. It is one of the most prominent financial institutions in the US.[3] The company acquired Barclays Global Investors in December 2009 under the BlackRock name, making it the largest money manager in the world.[4]
As of December 31, 2010, BlackRock’s assets under management total $3.56 trillion across equity, fixed income, alternative investments, real estate, and advisory strategies. Through BlackRock Solutions, it offers risk management, strategic advisory, and enterprise investment system services to a broad base of clients with portfolios totaling approximately $9 trillion[5].
Founded in 1988 initially offering fixed income products, BlackRock has become a financial powerhouse while remaining out of the public eye. According to Ralph Schlosstein, CEO of Evercore Partners, a NY-based investment bank: “BlackRock today is one of, if not the, most influential financial institutions in the world.”[6]
BlackRock serves clients in 60 countries, maintaining a major presence in North America, Europe, Asia-Pacific, and the Middle East. It has offices in San Francisco, Chicago, Los Angeles, Dallas, Princeton, Wilmington, London, Zurich, Paris, Frankfurt, Sao Paulo, Tokyo, Beijing, Sydney, Dubai, and various other cities.[7] Blackrock has approximately 8,400 employees, including more than 700 investment professionals worldwide.

Methodology

The companies which perform segmentation studies in their marketing and research departments, the principal companies working in this field are market research through telecoms as there covers survey questionnaire/interviews and from the interviews there is qualitative information about segmentation research design. There are two main objectives first, to assess the level of evaluation and selection of segments tasks of UK telecom market segmentation process. Second, to discover frequency with which the industry assess and select segments and the research methods used. The interviews were required to indicate the degree of difficulty they found in the performance of the different stages of the process. The possible answers were structured following a five-point Likert scale (1 = very low level of difficulty; 5 = very high level of difficulty). Aside, it is very important to make use of management support systems, which allow the identification and evaluation of alternative segments (Reeder et al., 1987). The full co-operation of all the company departments involved in segmentation study and strategy is fundamental. The evaluations must be able to detect deviations and discordances between the detected segment characteristics and the objectives of the market segmentation strategy.

The telecommunication industry has undergone considerable restructuring for many years now thus, involving mobile telecoms success in UK telecoms have become opportunistic seekers within the mobile business and its market stance. The marketing environment is becoming competitive, international market is expanding and telecoms are returning to profit valuation wherein costs are considered and market segments are applied within ideal grounds (Betts, 1994; Skapinker, 1995). Then, market opportunity implies better market context wherein access to customers and market chain solutions are adopted as well as executed with emphasis on strategy formulation such as providing ample market base for market mix and segmentation (Driver, 1999).

Moreover, competitive advantage is outcome of strategy capable of helping UK telecom business to maintain and sustain favorable market position and translated into higher profits compared to those obtained by competitors operating in the same industry. The implementation of telecom strategy develops consistent system of strategic objectives, adopting complex of coherent functional policies. Then, the system of objectives and policies must be kept consistent with the external conditions of the market in deciding strategies and policies. Nevertheless, UK telecom adaptation to industrial environment requirements has to be seen in dynamic form, in which there constantly adapts its action to external and internal changes in changing pattern. Furthermore, there intends to replicate past strategies in a sort of cycle whereby inertia and lag mechanisms operate to maintain the same conduct, beyond and sometimes in opposition to pay-off evaluation results. In this sense, firms can be locked-in or locked-out of some strategy choices, losing the opportunity of being more flexible in their decision process. In this way, telecom industry should recognize when it would be better to change strategy and when to continue the strategic process (Toh and Hu, 1990). Furthermore, the need for segmentation understanding of market resources and competencies into a useful approach does improve service quality image by communicating market attributes done efficiently.



Furthermore, formulating effective market approaches for achieving segment in such market survey application wherein certain marketing objectives are deemed possible. (Doganis 2001) Aside, market approach in line to Porter's theory that there can be ideal strategies; UK telecom can adopt to achieve marketing advantage over others such as the following:

- Cost leadership wherein UK telecom seeks to be the lowest cost producer by selling standard, mass products

- Differentiation where telecom industry introduce unique dimension that is considered to be important to the market

- Focus that involves targeting certain segment of the market and to be adopted by the UK telecom

Well netra, thanks for sharing the information on BlackRock and i am sure it would be useful for many students for their research work. BTW, i also uploaded a document where people can find more useful information on BlackRock.
 

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