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in japan, it was exclusive to "nissan bluebird shop" locations, where it was called the nissan terrano (in chilean) as a smaller companion to the larger nissan safari.
نیسان پت‌فایندر (nissan pathfinder) خودرویی است که از سال ۱۹۸۶ تا کنون تولید شده‌است.طراحی آن موتور جلو، توزیع نیروی پیشران، خودرو چهار چرخ محرک بوده است.
and so you can start reading on your ipad in your living room and then pick up where you left off on the iphone.
و در نتیجه می توانید در اتاق نشیمن روی آی پد خود شروع به خواندن نمایید و سپس در ادامه از همانجاییکه مطالعه را قطع کرده بودید روی آی فون ادامه بدهید
strategy complementarity. we define strategy complementarity as the synergy among different strategies adopted by an organization. the concept of complementarity can be traced back to microeconomics. goods or services are considered complements if they increase consumer utility only when consumed together. strategy complementarity refers to the enhancing effect of one strategy on another to improve organizational performance (e.g., milgrom and roberts 1990). further, strategy complementarity is associated with but is distinct from the notion of strategic fit (e.g., miles and snow 1978). research on strategic fit has distinguished among four generic strategies, namely, prospecting (innovative and exploratory), defending (narrow and focused), reacting (waiting for environmental cues), and analyzing (a mix of prospecting and defending). the focus of strategic fit is the alignment of internal factors, such as organizational structure and business processes, with the environmental factors and the chosen positioning strategy. however, strategy complementarity goes beyond alignment and focuses on the enhancing effect of one strategy on another in improving business performance (e.g., milgrom and roberts 1990). this enhancing effect has been conceptualized as the synergistic gains in organizational performance generated from complementary strategies and has been studied in different disciplines (e.g., aaker and keller 1990, black and boal 1994, milgrom and roberts 1990). in the economics literature, milgrom and roberts (1990, 1995) suggested that complementarities among technology innovation, marketing, and other strategies, such as supply chain management, can generate positive effects, i.e., mutually enhancing or synergistic effects, on firm performance. for instance, the complementarity between the flexible multiproduct manufacturing technology that facilitates product innovation (i.e., production strategy) and marketing strategies that aim to satisfy customer needs in a timely and efficient manner increases firms’ profits to a greater extent than when each type of strategy is adopted alone (milgrom and roberts 1995). research on strategic management has also identified the role of interdependence between strategic factors, such as the enhancing effect of one type of strategic resource on another, in achieving sustainable competitive advantage (e.g., black and boal 1994). in the marketing literature, individual consumers have also been found to be able to perceive and evaluate the synergy of brand extensions (shine et al. 2007), which refer to the strategic use of an established brand name to enter a new market (aaker and keller 1990). for instance, iphone and ipad are brand extensions of the established apple brand in the mobile device market. research has found evidence of the mutually beneficial effects between the established brand and its extensions (keller and aaker 1992) and between two complementary brand extensions (shine et al. 2007). likewise, in is research, complementarities have been identified across the hierarchy from hardware to services (see xu et al. 2010). this line of research supports the synergistic effects of branding strategies on individual consumers’ brand evaluation and subsequent decision making. we adapt the notion of strategy complementarity to the individual consumer level in the context of ict service innovation. specifically, we propose that when ict service innovation is complemented by technology leadership and customization-personalization control, as perceived by consumers, synergistic effects on the customer-based brand equity will be achieved that in turn influences customer loyalty
ما رهبری فناوری را به عنوان درک مصرف کنندگان از تلاشهای نوآوری در فن آوری ارائه دهنده خدمات ict تعریف می کنیم. بطور کلی نوآوری خدمات با توسعه و معرفی فن آوری های اصلی جدید به عنوان بستر خدمات پشتیبانی می شود (گاور و کوسمانو 2002 ، مایر و دی تیور 2001). در زمینه mds ، برخی از نمونه های نوآوری های فناوری پلتفرم شامل تکامل شبکه ارتباطی موبایل از 2g به 4g و تکامل ورودی کاربر تلفن های همراه int
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