The Market. PEP acknowledges that it has rights with the Ministry of Education to publish and sell English as a Foreign Language student textbooks, teacher guide books, audio cassettes and other related Products under the new curriculum to be implemented September 2001. These rights include the Grades 1 -12 markets in China on a nation-wide basis. PEP agrees that it will publish and sell Alpha's Products on an exclusive basis for the market defined above with the exception of the current EFL series, published by PEP and originally developed with Longmans, which is being revised.
The Market. Drive software will remain the property of MAS. Data files will be the property of the City.
The Market. In The Netherlands the sales of the Dutch PTT constitutes approximately Nlg 11 billion per annum. Approximately one quarter of that volume is generated through international telecommunication, the target market for MTC. The total amount of calling minutes per annum for all outward international calls for the Western European territory, not including the UK, is approximately 13.99 billion. Considering that on average each minute represents approximately Nlg 2,- in revenue, the international calling volume in Dutch Guilders would therefore be approximately 28 billion per annum (or US$ 17,5 billion). This volume is enormous indeed, and provides the relevant background to MTC WE marketing efforts. Projected sales by MTC WE over 1996 of US$ 5.2 million (approximately Nlg 8 million) would constitute a market share of 0,029%, which is marginal in relative terms. The world-wide market for Call-Hack services was estimated US$ 80 million in 1993, US$ 330 million in 1994, and is expected to grow to approximately US$ one billion within five years. The Call-Back market has been growing, and will continue to grow at an explosive rate. Presently a detailed market study is being conducted in which the important competitors of MTC are being analysed in terms of respective market share, rates, quality of service, and market positioning. However, based on past studies a great deal of information on the competition has already been obtained. From this information, it appears that within the segment of call back providers, MTC occupies a unique position in the market. The direct competitor in this area is Telegroup Inc., an American company that started its services approximately 5 years ago. Telegroup is rivalling MTC in size and sales volume. However, it is evident that the medium and longer term strategy of MTC is stronger and better developed, with clear competitive advantages. Regarding the present situation, MTC has a clear advantage over Telegroup in terms of : . rates, . quality of lines, . reliability of connections, . capacity . time needed to connect a new client to the system, . response time of the call back system. . availability of reliable dialler systems In all of these areas MTC has distinct and quantifiable advantages. The main disadvantage of MTC so far, has been the unavailability of discounts on the intra-European calls. These discounts have been available to Telegroup for nearly a year. However, as of August 1995, MTC has introduced competitive discounts...
The Market. 6.5.1. Define the target market for the future product in Israel and abroad, the existing market segments (customers with similar characteristics), the market distribution on a geographical basis, and the market dynamics. Hebrew English Large market potential in the target markets (United States, Europe and Japan) estimated at 10 thousand mental health institutions and another 100 thousand registered psychiatrists. 240 million people out of the entire world population suffer from depression and 20% are at risk of developing severe depression at some stage in their lives. The depressive segment is the largest of all CNS sufferers and that is the main target market in the first stage of launching the project, although the device’s ability to stimulate deep regions of the brain opens an extremely large variety of additional applications. Various addictions, including drugs, smoking, alcohol — more than 48 million Americans suffer from various addictions. The annual cost of treatment is estimated at 360 billion dollars. Obesity — 80 million Americans suffer from obesity. The annual cost of treatment is estimated at 220 billion dollars.
The Market. The PDA is the owner and/or manager of most of the Pike Place Market Historic District (the "Market") identified in Exhibit A to this agreement Licensee desires to conduct guided walking tours of the Market (“the Tours”).
The Market. The Chiefdoms selected for this project are amongst the least developed in terms of rural poverty. Within the Chiefdom the level of development and poverty vary from community to community. The communities selected for the implementation of this project are the most deprived in terms of development. Any development that has taken place is limited to communities with easy access. The continuation of this trend is a recipe for The Chiefdoms selected for this project are amongst the least developed in terms of rural poverty. conflict as youths, women and the aged are not catered to in some of these development activities. This project will address the needs of fragile communities in these remote and neglected areas. All of the activities in the project will in one way or the other contribute to poverty reduction and consolidation of peace through training and input support. The project will focus on every member of the communities selected. It will specifically focus on the most vulnerable and at times the most volatile groups in the society, which are youth, women, single mothers and the aged. Financial Considerations: Kaddra-Farms will initially finance its growth through investment, to be eventually sustained by cash flow and donations. A participatory monitoring and evaluation approach will be adopted. This will be ensured through the collaboration and free and open flow of information among all relevant parties. Project monitoring and evaluation will be the responsibility of the Kaddra-Farm staff and the participating communities. The parties will organize and monitor materials used to ensure that the desired level quality, standards, timeliness and target date monitoring are met. Results, in the form of written reports, will be distributed to investors on a regular schedule. This will continue throughout the life span of the project. Written quarterly reports accompanied by financial results will be the standard. An end of the year report will be published that will contain the statistics of the beneficiaries, production and sales results, and Best Practices learned. At the end of the project a final report will be published by Kaddra-Farms and the donors. The final report will measure the impact on the community as well as the comments/positions of the direct beneficiaries of the project. Chart: Highlights
The Market. The skin care industry is a multi-billion dollar business, estimated to be worth USD 43 billion per year. It has steadily grown in the past years, and is expected to grow 6.8% more this year. Europe and the US are the biggest markets of the industry, accounting for over 50% of global skin care sales. Much research and marketing are being poured into certain segments of the skin care industry. Recently, there has been a resurgence of natural/herbal products. Men who are becoming more aware about grooming are driving the men's skin care industry, which is rapidly growing as well.
The Market. Water, adequate toilet facilities and electricity will be provided by the Market. The market will operate from 9.00am - 1.30pm on the third Saturday of every month. It will be held at Bellingham Town Hall, Bellingham, NE48 2AA.
The Market. The market for Model-Driven Development solutions is about $500 Million with aerospace/defense, telecommunications and automotive representing the most significant segments. Aerospace & Defense Key benefits for this market are developer productivity, lower cost of quality, reuse of legacy applications, and improved communication between suppliers. • Suppliers can now communicate with graphical models and adhere to Department of Defense requirements for systems and software modeling to be used on large defense contracts. • For avionics systems, the FAA has adopted the DO-178B safety-critical standard, which Green Hills Software supports with its INTEGRITY-178B RTOS. I-Logix offers modeling, simulation, requirements traceability, automatic generation of code, documentation, and test scenarios, all of which contribute to meeting the requirements of safety-critical systems. • The DoD requires the use of an architectural framework called DoDAF (Dept of Defense Architectural Framework). Rhapsody supports the modeling of DoDAF graphical views. Automotive Key benefits in the automotive industry are lowering the cost of quality and development, reduced time to market, and improved communication between OEMs and suppliers through the use of graphical models rather than textual specifications and code. Automotive companies are under significant pressure to deliver new products with much more sophisticated features. These features are typically based on complex software that runs on a growing number of embedded processors called Electronic Control Units (ECUs). With the combination of modeling, simulation, code generation and a powerful IDE, embedded developers can now cope with the growing complexity and ensure the level of quality demanded by consumers. With the ability to model and simulate behavior in a virtual environment, problems can be found much earlier in the development process and chances for recalls are reduced once products are on the market. Additionally, it enables the effective communication of complex specifications between OEMs and suppliers.
The Market. The formal corporate training market has steadily grown as industry and society realize the questionable and outdated education received by most Americans from our school systems. Our companies are being out-produced by foreign competition that can bring new and innovative products to market faster. There are many reasons for this, but the one basic cause is our inability to respond to the training required for the complex and ever-changing technology that drives these new products. In response, corporate training budgets have grown. In 1991, domestic companies with ten thousand or more employees spent $3.2 billion net for training (not including the wages of those being trained). In aggregate, Training magazine has estimated that domestic companies spent $43.2 billion in 1991 for formal training. This number includes $8.7 billion spent on outside vendors for hardware, off-the-shelf and custom training products, and other outside services. (See Figure 4-1.) These outside expenditures are the targeted service market for Oz. Total U.S. Training Market in 1991: $43.2 Billion 5.09% 5.79% 8.33% 6.25% 3.01% SALARIES $30.9B FACILITIES $ 3.6 SEMINARS $ 2.5 HARDWARE $ 2.2 SERVICE $ 2.7 MATERIALS $ 1.3 71.53% Figure 4-1: 1991 U.S. Training Market In addition, the U.S. Department of Defense expenditure for training for the period ending fiscal 1990 was $18.3 billion. Oz will be aiming at this market through established suppliers as an O.E.M. initially and will reevaluate DOD sales distribution at a later date. While specific figures for foreign training expenditures are not currently available, Oz intends to become an exporter of its training products. The VR capability is especially transportable to foreign markets as there is no need to translate "actual" work experiences into a foreign language. Foreign revenues in maturing software application companies compose between 25% to over 50% of their total revenues. Clearly, foreign source revenues offer great potential to Oz. The cost of training per employee varies in terms of the source and quality of training, but the value of training is rarely questioned. For example, a recent survey in Training magazine showed that a third of domestic corporate management felt training increased in value during the last recession, while only 6% of management felt it decreased. Another survey showed that during the recession in 1991, 40% of human resource executives received increases in their training budgets, while only 16% rece...
