The Boeing Company (pronounced /ˈboʊ.ɪŋ/) is an American multinational aerospace and defense corporation, founded in 1916 by William E. Boeing in Seattle, Washington. Boeing has expanded over the years, merging with McDonnell Douglas in 1997. Boeing Corporate headquarters has been in Chicago, Illinois[2] since 2001. Boeing is made up of multiple business units, which are Boeing Commercial Airplanes (BCA); Boeing Defense, Space & Security (BDS); Engineering, Operations & Technology; Boeing Capital; and Boeing Shared Services Group.
Boeing is among the largest global aircraft manufacturers by revenue, orders and deliveries, and the third largest aerospace and defense contractor in the world based on defense-related revenue.[3] Boeing is the largest exporter by value in the United States.[4] Its stock is a component of the Dow Jones Industrial Average.



Both pure navigation devices and mobile phones with navigation features will continue to hold their own in the future. Consumers tend to opt for whichever device is best suited to the intended use.
These are the findings of a survey on the use of navigation devices, which was conducted by GfK Retail and Technology in Germany, France and the UK.

In competition with integrated solutions, portable navigation devices have largely dominated the market to date. However, the market is becoming increasingly saturated and a wide range of navigation solutions are now on offer for mobile phones.

The results of the GfK survey show that pure navigation devices – which include portable products and devices that are permanently integrated into a vehicle – score points with the size of the screen and the variety of different map formats. Consequently, 89% of respondents in the three countries surveyed clearly prefer these two types of device to mobile phones for car journeys.

In fact, almost 70% of those who currently use only a mobile phone navigation system would prefer to use a portable or permanently integrated navigation system in the car. Respondents take the view that pure navigation devices meet their requirements significantly better than mobile phones, particularly for longer journeys at the weekend or on vacation.

Just under 80% declare themselves satisfied with portable or in-built devices for vacation trips, whereas only 66% say the same for mobile phones.

However, for some time now the topic of navigation has no longer been limited to cars. For example, electronic orientation aids are becoming increasingly popular as city guides or location finders.

Around 70% of all respondents would prefer to use portable navigation solutions via their mobile phones as pedestrians, and almost 60% of those who currently only use a portable navigation device would prefer to be guided by a mobile phone with a navigation feature when on foot.

Different types of device find their niches
At present, the superiority of portable navigation devices to mobile phone applications is clearly affirmed by users. However, 53% of respondents in Germany envisage that mobile phones with new navigation features might compete with portable devices for market dominance in future. In the UK, 48% of consumers take this view, and 39% in France are of the same opinion.

In order for portable navigation devices to remain appealing in the long term, they must attract young customers, who tend to be more drawn towards mobile phone navigation systems. Features that enable internet access – "location-based services” – are very promising in this respect.

The introduction of alternative payment models, whereby customers receive the device free of charge but pay for the services or maps they use, is another possibility. For example, 39% of respondents in the UK, 27% in France and 21% in Germany can imagine schemes of this nature being introduced in due course.

For the near future, GfK Retail and Technology is forecasting that neither pure navigation devices nor mobile phone solutions will occupy a dominant position in the market, but that all three types of device will hold their own in their particular niches. Contrary to the assumption of digital convergence – the merging of different functions in one device – it seems that in the field of navigation, consumers are using the devices in parallel, depending on the situation.

The survey
This survey on the use of navigation devices was conducted by GfK Retail and Technology in November 2010 in Germany, France and the UK. More than 2,000 users of navigation systems took part, revealing their preferences, usage patterns and requirements. The survey also identified areas of potential in the market.


The selling era has the shortest period of dominance of the three philosophies. It began to be dominant around 1930 and stayed in widespread use until about 1950. The selling philosophy holds that an organization can sell any product it produces with the use of marketing techniques, such as advertising and personal selling. Organizations could create marketing departments that would be concerned with selling the goods, and the rest of the organization could be left to concentrate on producing the goods.

The reason for the emergence of the selling philosophy was the ever-rising number of goods available after the Industrial Revolution. Organizations became progressively more efficient in production, which increased the volume of goods. With the increased supply, competition also entered production. These two events eventually led to the end of product shortages and the creation of surpluses. It was because of the surpluses that organizations turned to the use of advertising and personal selling to reduce their inventories and sell their goods. The selling philosophy also enabled part of the organization to keep focusing on the product, via the product philosophy. In addition, the selling philosophy held that a sales or marketing department could sell whatever the company produced.

The Ford Motor Company is also a good example of the selling philosophy and why this philosophy does not work in many instances. Ford produced and sold the Model T for many years. During its production, the automobile market attracted more competition. Not only did the competition begin to offer cars in other colors, the styling of the competition was viewed as modern and the Model T became considered as old-fashioned. Henry Ford's sons were aware of the changes in the automobile market and tried to convince their father to adapt. However, Henry Ford was sure that his standardized low-price automobile was what the public needed. Consequently, Ford turned to marketing techniques to sell the Model T. It continued to sell, but its market share began to drop. Eventually, even Henry Ford had to recognize consumer desires and introduce a new model.

The selling philosophy assumes that a well-trained and motivated sales force can sell any product. However, more companies began to realize that it is easier to sell a product that the customer wants, than to sell a product the customer does not want. When many companies began to realize this fact, the selling era gave way to the marketing era of the marketing concept and philosophy.

MARKETING PHILOSOPHY.

The marketing era started to dominate around 1950, and it continues to the present. The marketing concept recognizes that the company's knowledge and skill in designing products may not always be meeting the needs of customers. It also recognizes that even a good sales department cannot sell every product that does not meet consumers' needs. When customers have many choices, they will choose the one that best meets their needs.

MARKET CONCEPT AND PHILOSOPHY

The marketing concept and philosophy states that the organization should strive to satisfy its customers' wants and needs while meeting the organization's goals. The best way to meet the organization's goals is also by meeting customer needs and wants. The marketing concept's emphasis is to understand the customers before designing and producing a product for them. With the customer's wants and needs incorporated into the design and manufacture of the product, sales and profit goals are far more likely to be met.

With the customer's satisfaction the key to the organization, the need to understand the customer is critical. Marketing research techniques have been developed just for that purpose. Smaller organizations may keep close to their customers by simply talking with them. Larger corporations have established methods in place to keep in touch with their customers, be it consumer panels, focus groups, or third-party research studies. Whatever the method, the desire is to know the customers so the organization can better serve them and not lose sight of their needs and wants.

The idea of keeping close to the organization's customers seems simple. In reality, it is very easy to forget the customer's needs and wants. Sometimes the management is so involved with the product that their own desires and wants begin to take dominance, even though they have adopted the marketing concept.

Yet it is easy for managers to forget the marketing concept and philosophy. For example, many years ago—before there was a Subway on every corner—a college student opened a small submarine sandwich shop near his university's campus. The sub shop was an immediate success. By using the marketing concept, the young entrepreneuer had recognized an unmet need in the student population and opened a business that met that need.

Unfortunately, the story does not end at this point. The sub shop was so successful that it began to outgrow its original location after about three years. The shop moved to a larger location with more parking spaces, also near the university. At the new sub shop, waiters in tuxedos met the students and seated them at tables with tablecloths. Besides the traditional subs, the shop now served full meals and had a bar. Within a few months the sub shop was out of business. The owner of the shop had become so involved with his business vision that he forgot the customers' needs and wants. They did not want an upscale restaurant—there were other restaurants in the area that met that need, they just wanted a quick sub sandwich. By losing sight of the customers' wants and needs, the owner of the sub shop lost his successful business
 
The Boeing Company (pronounced /ˈboʊ.ɪŋ/) is an American multinational aerospace and defense corporation, founded in 1916 by William E. Boeing in Seattle, Washington. Boeing has expanded over the years, merging with McDonnell Douglas in 1997. Boeing Corporate headquarters has been in Chicago, Illinois[2] since 2001. Boeing is made up of multiple business units, which are Boeing Commercial Airplanes (BCA); Boeing Defense, Space & Security (BDS); Engineering, Operations & Technology; Boeing Capital; and Boeing Shared Services Group.
Boeing is among the largest global aircraft manufacturers by revenue, orders and deliveries, and the third largest aerospace and defense contractor in the world based on defense-related revenue.[3] Boeing is the largest exporter by value in the United States.[4] Its stock is a component of the Dow Jones Industrial Average.



Both pure navigation devices and mobile phones with navigation features will continue to hold their own in the future. Consumers tend to opt for whichever device is best suited to the intended use.
These are the findings of a survey on the use of navigation devices, which was conducted by GfK Retail and Technology in Germany, France and the UK.

In competition with integrated solutions, portable navigation devices have largely dominated the market to date. However, the market is becoming increasingly saturated and a wide range of navigation solutions are now on offer for mobile phones.

The results of the GfK survey show that pure navigation devices – which include portable products and devices that are permanently integrated into a vehicle – score points with the size of the screen and the variety of different map formats. Consequently, 89% of respondents in the three countries surveyed clearly prefer these two types of device to mobile phones for car journeys.

In fact, almost 70% of those who currently use only a mobile phone navigation system would prefer to use a portable or permanently integrated navigation system in the car. Respondents take the view that pure navigation devices meet their requirements significantly better than mobile phones, particularly for longer journeys at the weekend or on vacation.

Just under 80% declare themselves satisfied with portable or in-built devices for vacation trips, whereas only 66% say the same for mobile phones.

However, for some time now the topic of navigation has no longer been limited to cars. For example, electronic orientation aids are becoming increasingly popular as city guides or location finders.

Around 70% of all respondents would prefer to use portable navigation solutions via their mobile phones as pedestrians, and almost 60% of those who currently only use a portable navigation device would prefer to be guided by a mobile phone with a navigation feature when on foot.

Different types of device find their niches
At present, the superiority of portable navigation devices to mobile phone applications is clearly affirmed by users. However, 53% of respondents in Germany envisage that mobile phones with new navigation features might compete with portable devices for market dominance in future. In the UK, 48% of consumers take this view, and 39% in France are of the same opinion.

In order for portable navigation devices to remain appealing in the long term, they must attract young customers, who tend to be more drawn towards mobile phone navigation systems. Features that enable internet access – "location-based services” – are very promising in this respect.

The introduction of alternative payment models, whereby customers receive the device free of charge but pay for the services or maps they use, is another possibility. For example, 39% of respondents in the UK, 27% in France and 21% in Germany can imagine schemes of this nature being introduced in due course.

For the near future, GfK Retail and Technology is forecasting that neither pure navigation devices nor mobile phone solutions will occupy a dominant position in the market, but that all three types of device will hold their own in their particular niches. Contrary to the assumption of digital convergence – the merging of different functions in one device – it seems that in the field of navigation, consumers are using the devices in parallel, depending on the situation.

The survey
This survey on the use of navigation devices was conducted by GfK Retail and Technology in November 2010 in Germany, France and the UK. More than 2,000 users of navigation systems took part, revealing their preferences, usage patterns and requirements. The survey also identified areas of potential in the market.


The selling era has the shortest period of dominance of the three philosophies. It began to be dominant around 1930 and stayed in widespread use until about 1950. The selling philosophy holds that an organization can sell any product it produces with the use of marketing techniques, such as advertising and personal selling. Organizations could create marketing departments that would be concerned with selling the goods, and the rest of the organization could be left to concentrate on producing the goods.

The reason for the emergence of the selling philosophy was the ever-rising number of goods available after the Industrial Revolution. Organizations became progressively more efficient in production, which increased the volume of goods. With the increased supply, competition also entered production. These two events eventually led to the end of product shortages and the creation of surpluses. It was because of the surpluses that organizations turned to the use of advertising and personal selling to reduce their inventories and sell their goods. The selling philosophy also enabled part of the organization to keep focusing on the product, via the product philosophy. In addition, the selling philosophy held that a sales or marketing department could sell whatever the company produced.

The Ford Motor Company is also a good example of the selling philosophy and why this philosophy does not work in many instances. Ford produced and sold the Model T for many years. During its production, the automobile market attracted more competition. Not only did the competition begin to offer cars in other colors, the styling of the competition was viewed as modern and the Model T became considered as old-fashioned. Henry Ford's sons were aware of the changes in the automobile market and tried to convince their father to adapt. However, Henry Ford was sure that his standardized low-price automobile was what the public needed. Consequently, Ford turned to marketing techniques to sell the Model T. It continued to sell, but its market share began to drop. Eventually, even Henry Ford had to recognize consumer desires and introduce a new model.

The selling philosophy assumes that a well-trained and motivated sales force can sell any product. However, more companies began to realize that it is easier to sell a product that the customer wants, than to sell a product the customer does not want. When many companies began to realize this fact, the selling era gave way to the marketing era of the marketing concept and philosophy.

MARKETING PHILOSOPHY.

The marketing era started to dominate around 1950, and it continues to the present. The marketing concept recognizes that the company's knowledge and skill in designing products may not always be meeting the needs of customers. It also recognizes that even a good sales department cannot sell every product that does not meet consumers' needs. When customers have many choices, they will choose the one that best meets their needs.

MARKET CONCEPT AND PHILOSOPHY

The marketing concept and philosophy states that the organization should strive to satisfy its customers' wants and needs while meeting the organization's goals. The best way to meet the organization's goals is also by meeting customer needs and wants. The marketing concept's emphasis is to understand the customers before designing and producing a product for them. With the customer's wants and needs incorporated into the design and manufacture of the product, sales and profit goals are far more likely to be met.

With the customer's satisfaction the key to the organization, the need to understand the customer is critical. Marketing research techniques have been developed just for that purpose. Smaller organizations may keep close to their customers by simply talking with them. Larger corporations have established methods in place to keep in touch with their customers, be it consumer panels, focus groups, or third-party research studies. Whatever the method, the desire is to know the customers so the organization can better serve them and not lose sight of their needs and wants.

The idea of keeping close to the organization's customers seems simple. In reality, it is very easy to forget the customer's needs and wants. Sometimes the management is so involved with the product that their own desires and wants begin to take dominance, even though they have adopted the marketing concept.

Yet it is easy for managers to forget the marketing concept and philosophy. For example, many years ago—before there was a Subway on every corner—a college student opened a small submarine sandwich shop near his university's campus. The sub shop was an immediate success. By using the marketing concept, the young entrepreneuer had recognized an unmet need in the student population and opened a business that met that need.

Unfortunately, the story does not end at this point. The sub shop was so successful that it began to outgrow its original location after about three years. The shop moved to a larger location with more parking spaces, also near the university. At the new sub shop, waiters in tuxedos met the students and seated them at tables with tablecloths. Besides the traditional subs, the shop now served full meals and had a bar. Within a few months the sub shop was out of business. The owner of the shop had become so involved with his business vision that he forgot the customers' needs and wants. They did not want an upscale restaurant—there were other restaurants in the area that met that need, they just wanted a quick sub sandwich. By losing sight of the customers' wants and needs, the owner of the sub shop lost his successful business

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