Market Penetration

Awareness and promotion are interlinked as when Willmott carry out promotions they want customers to become aware of their business. This is so that the customers are aware of the business and also the work that they carry out. Availability – Place The company information needs to be available as access to the place of business is important. This is so that they customers can get in touch with the Willmott Dixons different business streams.

Affordability – Price Affordability is important for majority of the clients, it is important for Willmott Dixon to provide an affordable service to their clients. Acceptability – Product It is important that Willmott Dixon provides products that are needed. It is essential to consider the acceptance of the client. Appendix 5 Porters 5 Forces of Competitiveness – Willmott Dixon Group Five Forces Analysis helps the marketer to contrast a competitive environment. It has similarities with other tools for environmental audit, such as PEST analysis, but tends to focus on the single, stand alone, business or SBU (Strategic Business Unit) rather than a single product or range of products.

Threat of Entry Taking into account the state of the UK economy at present, the threat of new entrants appears to be low. In this economic downturn it seems that more of Willmotts Dixon competition is actually going out of business. To enter the market in the current climate could be seen as a risk, as banks are extremely reluctant to invest or lend at this point of time. The construction industry is generally regarded as being one of the worst when it comes to surviving a recession, as the amount of work decreases rapidly. Willmott Dixon are currently are a key player in the industry however need to concentrate on companies such as Balfour, Carillion, Kier etc and not worry too much about threat of entry.

Power of Suppliers The cost of supplies has a significant impact on Willmott Dixon profit. In recent years the construction industry has been in some what of a boom, leading to competition amongst suppliers being fierce. However the recent economic downturn has lead to a change in this, while the economic downturn has affected Willmott Dixon in many ways, the barging power of its suppliers has not, for example because Willmott Dixon work with the same group of suppliers constantly they tend to get fair and competitive prices.

Power of Buyers  Due to the global recession the power of the buyer is currently high. This is mainly because of the fierce competition for the decreasing amount of construction work available. This all leads to Willmott Dixon taking a more realistic approach regarding its performance while the recession continues. Threat of SubstitutesClients may decide to refurbish existing offices rather than build new facilities which will mean the loss of potential work for Willmott Dixon capital woks.

Competitive Rivalry Willmott Dixon main competitions are Kier, BAM Nuttall and Carillion. But the most immediate threat is from BAM Nuttall as they have a better profit margin. Ansoff Matrix – Willmott Dixon GroupThe Ansof matrix was used to help decide Willmott Dixons product and market strategy. From looking at the options the company has for its future is best for the company to adapt the Market penetration strategy. The reason for this that the company know there market and products well so why not become the best at what they do.

Market Penetration Market Development ï¿½ Maintain or increase the market share of current products – this can be achieved by a combination of competitive pricing strategies, advertising, sales promotion and perhaps more resources dedicated to personal selling Secure dominance of growth markets Restructure a mature market by driving out competitors; this would require a much more aggressive promotional campaign, supported by a pricing strategy designed to make the market unattractive for competitors

Increase usage by existing customers – for example by introducing loyalty schemes A market penetration marketing strategy is very much about “business as usual”. The business is focusing on markets and products it knows well. It is likely to have good information on competitors and on customer needs. It is unlikely, therefore, that this strategy will require much investment in new market research.

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Flow Cytometry Market will Reach

Allied Market Research today published a new market research report titled “Flow Cytometry Market (Products, Application, Technology, and users) – Current Trends, Opportunities, Industry Analysis, Size, Share and Global Forecast, 2012-2020”. As per the study, the flow cytometry market valued $3 billion In 2012 Is further expected to reach $6. 5 billion by 2020 growing at a CAGR of 30. 9%.

Increasing needs to enhance precisions and produce faster results as well as need for compact devices are compelling the clinical and diagnostic organization to adopt innovative technologies. Though popularity has been gained in the application field of life science industry, the cost ot the instrument is impeding the growth. Due to this, many researchers are still reluctant in adopting this technology in their research work. Moreover, advancing technologies that has brought complex instrumentation requires highly skilled personals to operate these instruments.

The complete report is available at httpwwww. alliedmarketresearch. com/flow- cytometry-market “Flow cytometry market Is In developing phase. Enhancing precision In results and resence of numerous flow cytometry techniques such as multicolor and multi- parameter flow cytometry has acted as a strong foothold, assisting the market growth in majority of the developed economies and foresees high potential In the emerging economies such as Asia Pacific and Africa.

These economies have high demand for better health care techniques at an affordable cost. Increasing aged population who need better healthcare, increase in chronic disease and need for better diagnosis and treatment are few driving factors that are impacting the flow cytometry market” tate AMR analysts Debbie Shields and Rohlnl Patll_ Immunotyplng and signal transduction, for example, have been playing a significant role in medical diagnostics.

However, conventional technologies used, have limited the accuracy and impacted the result deliverance time of the diagnosis performed. Improving therapeutic scenario is equally attracting focus on early diagnostic tools. Currently, many cancer types have various treatment options; however, this depends on the time of diagnosis and the stage of the cancer. Flow cytometry has been one of he most prevalent technologies which offer solutions for most of the problems discussed above.

Key factors restraining the market include high instrument costs and size, lack of awareness among probable users and need for trained personnel. Most of the users are not aware of the advanced development in the flow cytometry technology and believe that the instruments are space consuming, complex in use and are of high cost, thus affecting the market growth. ‘OF2 I ne glooal market Tor now cytometry Is alvlaea Into segments sucn as products, technology, end users, and applications.

Instruments market accounts for the largest share of revenue in the flow cytometry market at present and is expected to remain as the highest revenue generator in 2020. Increase in modularity, accessibility, incorporation of imaging capabilities, availability of wavelengths and targets and size reduction are few of the significant trends in the market assisting in adoption of the instruments by the end users. On the other hand, reagents market is expected to experience the highest growth rate of CAGR 12% during the analysis period.

Primary eason escalating this segment is availability of several types of reagents that find diverse usability depending on specific applications like diagnostics, drug discovery, Two technologies are implemented in flow cytometry based research and diagnosis, namely cell based and bead based technologies. In the present scenario as well as throughout the analysis period, cell based technique is leading the market in terms of revenue generation. However, bead based technique is expected to beat this technology in terms of adoption rate by 2020. North America accounted for the argest share of revenue i. . 43. 5% of the overall Global flow cytometry market at $1. 2 billion in 2011. The region is further expected to attain a market size of $2. 8 billion by 2020 growing at a CAGR of 10. 1%. The company profile in this includes: Advanced analytical Technologies, Inc. , Merck Millipore, Becton, Dickinson ; co, Beckman Coulter, eBioscience, Partech, Life technologies corp. , Luminex Corp, Amnis Corp. , Morphosys AG. The primary strategy employed by key players of the market is products launch which is due to demand for newer, faster, and high through put achines that deliver better results.

About Us: Allied Market Research (AMR) is a full-service market research and business consulting wing of Allied Analytics LLP based in Portland, Oregon. Allied Market Research provides global enterprises as well as medium and small businesses with unmatched quality of “Market Research Reports” and “Business Intelligence Solutions”. AMR has a targeted view to provide business insights and consulting to assist its clients to make strategic business decisions and achieve sustainable growth n their respective market domain.

We are in professional corporate relations with various companies and this helps us in capturing most accurate market data and confirms utmost accuracy of our market forecasts. Each and every data presented in the reports published by us is also extracted through primary interviews with top officials from leading companies of domain concerned. Our secondary data procurement methodology includes deep online and offline research and discussion with knowledgeable professionals and analysts in the industry.

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Company Introduction, Market Segmentation

Market Segmentation, and Product Positioning Keenan Pierson Dry. Steven Englander Marketing October 28, 2013 A. The Company Smart Option e-cigarette Is a metal rechargeable electric cigarette brand, Glenn smokers an alternative smoking option to conventional tobacco products. Smart Option takes pride in putting an emphasis on making its e-cigarette as close as possible to the weight, size, feel, flavor and inhalation of real cigarettes. Targeting seasoned smokers, Smart Option e-cigarettes produce non-disposable smoking products.

The Smart Option e-cigarette kit comes with an atomized plus a cartridge tit a flavor enhancer. Consumers enjoy the brand’s option of varied flavor enhancers but is popular, more so, because Smart Option Is known for its longer- lasting batteries. Popular, trendy and well-established, the Smart Option brand desires to expand to Include the Smarts compatible rechargeable cartridges and chargers. Smart Option was established In 2010 and Is headquartered In Atlanta.

Keenan Pierson Is the SSP of Product Development, spearheading the brand’s technological advance. Smart option’s strategic mission statement Is “To provide a great price for the sophisticated smoker, focusing on quality and increased accessibility. ” Foreign Market Cigarette use is the largest segment of the tobacco market In Russia, accounting for 98 percent of the market’s total value (Russia, 2013). E-cigarette use in Russia is a means for controlling smoking (“Popularity,” 2011), and its popularity is growing there as well.

Smart Option consumers primarily are based in the United States, but Smart Option sees an opportunity to expand the brand as it prepares to launch the Smarts component. Currently, the majority of electric cigarettes enter the Russian market from China (Research and Markets, 2012). Increasing exports will help grow the brand. With Smarts compatible rechargeable cartridges and chargers, the goal Is to pioneer and capture significant market share through a sense of necessity from consumers in the U. S. And abroad, creating brand loyalty. B. Marketing Plan smoker.

It has the look of classic cigarettes with an excellent nicotine delivery system. Consumers enjoy its variety of forms, its battery life and ease of use. The Smart Option e-cigarette brand is the solution for the long-term consumer seeking a premium product. While priced slightly higher than competitors selling disposable reduces, the Smart Option e-cigarette kit is equivalent to receiving up to three packs of conventional cigarettes above the standard two. Smarts compatible rechargeable cartridges and chargers will be for consumers looking for the longer investment in the e-cigarette.

Smarts will provide the best and most technologically-advanced electronic cartridges and compatible chargers in the industry. All e-cigarette brands are battery operated. Presently, consumers of e-cigarettes have to be loyal to their brand because rechargeable cartridges and chargers are not versatile, meaning that chargeable cartridges are not compatible with each other. There are so many electric cigarettes available that it may be difficult – and expensive – for the consumer to determine which brand satisfies their tastes.

The consumer also must find the store that sells their preferred brand. With Smart Option’s Smarts compatible rechargeable cartridges and chargers, consumers no longer have to commit. The product and the service component of the Smarts compatible rechargeable cartridges and chargers will drive sales. Smarts will be bundled with the existing Smart Option products and sold separately to attract users of competing eggs. Like most cartridges, the Smarts compatible rechargeable cartridges include miniature lithium batteries. Smarts is unique because its 4. -volts also contain a small universal adapter for compatibility with other brands, creating an “android” mechanism for use across all brands of e-cigarettes. A unique feature of the Smarts compatible rechargeable cartridges includes longer-life batteries, which has made Smart Option popular among consumers. As an enhancement, the Smarts battery will automatically go into standby mode when not in use to preserve its life. The product and the Smarts compatible rechargeable cartridges and chargers will be expensed through vending machines and will be widely available at gas stations and convenience stores.

Consumers will see the cost savings over time, enjoying the versatility of the Smart compatible rechargeable cartridges and chargers, making the overall product and its service even more attractive. A report from the Centers of Disease Control and Prevention finds that one-fifth of Americans – about 46 million – are still smoking (“The Electric Cigarette,” 2010). Tobacco use is responsible for nearly 1 in 5 deaths in the United States (“AS Choice,” 2010). Users of conventional cigarette make are responding to the rise in health risk awareness, using e-cigarettes as a healthier alternative.

Currently it is estimated that 1 in 40 smokers are now using e- cigarettes as an alternative (“The Electric Cigarette,” 2010), and the trend is growing at phenomenal speed. E-cigarettes have three basic components: a battery, an atomized and a mouthpiece cartridge. E-cigarettes deliver nicotine without the harmful toxins found in tobacco smoke yet creates the same hand-to-mouth experience. Instead of lighting up, an electric cigarette has a cartridge that resembles a filter that heats nicotine into a vapor. An LED light glows at the tip during the inhale, simulating the glowing tip of a regular cigarette.

It is a safer alternative to smoking, and reduces secondhand smoke exposure since they do not produce smoke. E-cigarettes are sum, e-cigarettes are a smarter smoking solution. E-cigarette users are “vamping” rather than smoking. The sale of e-cigarettes is a niche business that is a growing segment of the tobacco industry, although no tobacco exists in eggs. Created in 2003 by a Chinese pharmacist, the segment is emerging, and it is estimated that about a million people used electric cigarettes (Seltzer, 2011).

Word about the product is spreading as consumers are becoming educated about the dangers of tobacco use and about the availability of smoke-free alternatives. Increased accessibility and universality will help the industry continue to grow. The Smart Option e-cigarette tastes like a real cigarette and offers a variety of cigarette flavor enhancers, including a nicotine-free version. Smart Option focus groups revealed that consumers are attracted to the brand’s Smart LED and the option of purchasing higher capacity batteries but expressed frustration over their inability to use e-cigarettes interchangeably.

Smart Option’s answer is a universal battery-operated rechargeable atomized cartridge and charger. Smarts compatible rechargeable cartridges and chargers will offer various charging options such as car chargers. Consumers have found problems with the taste and reliability in their search for the preferred e- cigarette. Neither cartridges nor chargers are interchangeable, making it difficult – and expensive – for the consumer to determine which brand satisfies their tastes.

Smarts compatible rechargeable cartridges and chargers will provide consumers with a plethora of options and alternatives to enjoy the brand of their choice. No other brand or innovation currently exists to cater to e-cigarette users who want that versatility. There are different sizes of batteries in varying brands of e-cigarettes. The convenience and instant gratification of purchasing the Smart Option e-cigarette and/or purchasing the Smarts compatible rechargeable cartridges and charger is effective to drive growth and will strengthen market share.

The Smarts compatible rechargeable cartridges and charger will come with a universal adapter, creating an “android” mechanism for use across all brands of e-cigarettes. Consumers also will enjoy the system’s longer-life rechargeable cartridges, eliminating the hassle of purchasing several devices in search of the desired taste and nicotine strength. Getting buy-in from the skeptical consumer will be a challenge to overcome since a weakness from competitors is weaker battery performances.

The widespread smoking prohibition, not to mention the increase in taxes, and growing social stigma of conventional cigarette smoke creates opportunities for the e-cigarette market. Convenience stores have seen a reduction in retail sales, resulting in lower profit margins from selling conventional cigarettes. Unlike conventional cigarettes, tobacco taxes do not exist because there is not tobacco in the product, making it an affordable alternative for consumers. Electric cigarettes offer convenience stores lower taxes and much higher profit margins.

Imposing additional cigarette-specific taxes on the sale of e-cigarette products would be a threat as it would lessen the number of consumers willing to buy the products. Smart Option e-cigarette brand is plentiful and diverse, and the goal is for the Smarts compatible rechargeable cartridges and chargers to be as well. Consumers experience a relaxing and licensable feeling with each Smart Option smoke that they perceive as positive and satisfying. The aim is to position the product and service as more than an e-cigarette this push will come in the form of heavy promotional spending.

New technologically- savvy vending machines will be Smart Option’s way to sell the product, making it a standout brand. Each vending machine will have an online hub with up-to-date e- cigarette Smart Option brand information as an example of such marketing. APS accessible from smart mobile phones will support consumers’ need to get the latest reduce information, including GAPS capability to provide nearest locations. The Smart Option e-cigarette brand has a reliable website with an easy-to-use menu for online transactions by credit or debit.

This will provide the best possible option for delivery for the Smarts compatible rechargeable cartridge and charger. Wide accessibility in brick-and-mortar stores such as gas stations, convenience stores, grocery stores, drug stores and big box retailers, will help diversify and increase sales distribution. Smart Option e-cigarette and the Smarts compatible rechargeable cartridges will be the best option for the lowest price possible. The brand and supporting devices will deliver more enriched quality and versatility to consumers.

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The Ipl Was Well Marketed

Table of contents

In 2008 the Board of Control for Cricket India, initiated the Indian Premier League (IPL) -a professional league for Twenty20 cricket format competition. But even before its start the IPL was in the news for its altercation between the Indian Cricket League (ICL) started by Subhash Chandra of Zee Telefilms Ltd. The BCCI used many tactics (including threatening players who joined ICL that they would not be picked up for national team, raising prize money, inviting celebrities… to eventually crush the ICL format that had started almost a year before.

It was Integrated Marketing communication at its best, no channel no mode of communication was left: TV, newspaper, internet, mobiles, every communication was uniform in promoting IPL during its launch and its subsequent seasons. Following is what IPL did right and did differently: 1. The Twenty20 Format It was new, innovative and short (2. 5 hour). What was initially being thought of as a big gamble eventually paid out and many who thought it almost blasphemous to change the format of the “gentleman’s game” were finally forced to embrace the new format .

It changed the feeling of cricket itself, made it fast paced, exciting and appealing.

Cricket + Entertainment= great combination

There is no doubt that cricket is synonymous with entertainment when it comes to sports, however the IPL form of entertainment brought with it new elements such as Cheerleaders, star studded opening ceremony, loud party music between shots… that made it lot more than just sports. IPL became synonymous with Glitz and glamour both on and off field, matches were even screened in movie halls

Celebrities

Apart from the celebrity players, the owners and even the brand ambassadors of various teams were flamboyant and contributed to the secondary associations of IPL. There was no dearth of big names as one after the other all famous personalities were roped in to represent the teams. These include Anil Kapoor, Saif Ali Khan, Kareena Kapoor, Hrithik Roshan, Shilpa Shetty, Elizabeth Hurley, Abhishesk Bacchan, Rahul Bose, Katrina Kaif, Deepika Padukone, Saina Nehwal, Farah Khan, Shah Rukh Khan, Preity Zinta, Daler Mehendi, Ila Arun, Juhi Chawla, Karan Johar, Arjun Rampal, Akshay Kumar. . IPL Player Auction Never in history of Indian television had such numbers been rolled out for public viewing. The auction format, wherein players were to be “auctioned” had considerable shock value for Indian viewers, but it also gave an indication of the big money that was involved in cricket and specially IPL. There was some negative publicity as well like when Saurav Ganguly was not sold off in the auction, but it just added to the ongoing publicity of IPL.

Until 2010, IPL also had the Icon Player concept wherein one player in each team earned 15% more than the next highest player in the team. This concept was added as there were some players who if played in some other team would have caused huge disappointment to their fans, like if Sachin Tendulkar played for some other team than Mumbai Indians it wold crush the Mumbai fans. But this was later n removed as it was considered not fair to the icon players.

Packaging of the event

In 2010, Google (the company which runs You Tube) wanting to grow the online video market in India, knew that it had to try to grab a share of the TV eyeballs and therefore IPL became the first sporting event ever to be broadcast live on YouTube in association with Indiatimes.

Players from all over the world played alongside Indian players and BCCI made sure that the event got the international recognition and provided the financial backing it needed. The television rights for IPL are with Sony Entertainment television network and World Sport Group (Singapore), they broadcasted the matches the auction etc well. * The media hype was maintained throughout and there were a number of creative ads which popularized the promo of IPL every season. The ads covered different segments of people and had a tinge of humor but they all conveyed the single thought of cricket entertainment to all segments.

  • Complete use of social media: YouTube, twitter, FaceBook, Wikipedia and online page.

Conclusion

Purists may say that IPL is not cricket, and they may be right. For IPL marketed as the ‘Entertainment ka Baap’ is not just cricket but glamour, fun, sports and experience all rolled into one and for once the promise was delivered.

References

  1. http://blog. abhinav. com/dlf-ipl-%E2%80%93-a-lesson-in-marketing-and-branding/
  2. http://en. wikipedia. org/wiki/Indian_Premier_League#History
  3. http://marketerskaleidoscope. com/2010/03/the-real-story-about-why-youtubes-streaming-the-ipl-cricket-tournament/
  4. http://marketingteacher. com/swot/indian-premier-league-swot. html

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Market Trend

They do this not only because they are extremely unconcerned about the safety of their children but also since most first time parents generally have no idea what the differences are between products. So these first time parents are going to be easy Influenced -In the baby product market, these customers when choosing baby products information are more influenced by products that are logic and fact -centered and are more influenced by emotion oriented aspects.

They also appear to be more concerned with how the product looks, feels, and appears to other people than whether the item is ultimately safe and worth the money they are paying for their children. These days, people willing to have less children in their family including Thai society. Thai people prefer to have fewer children than their predecessors. The birth rate of Thailand in 2013 showed at 12. 66 per 1,000 population and 12. 81 in 2012 which show the birth rate is become slower.

The birth rate is expected to decline more because Thai consumers mainly plan to focus on their career while push back their marriage and childbirth. With the lower birth rate In 2013, consumers were also more devoted to their children and wanting to give them the best. Also, the average age of parents across the nations has also increased in past few years. Higher aged parents are considered to be financially more stable and have more money to spend on their baby’s care and convenience.

Therefore, they were increasingly willing to invest in baby and child-specific products to enhance their children’s wellbeing. With new higher education levels of Thailand, new young parents have more awareness about the benefits of baby and child-specific products made with natural and/or organic ingredients. There is rising concerns of harmful chemicals on hillside’s skin, which are causing parents to purchase naturally positioned or organic baby and child-specific products.

Parents perception of such products are safer for their child as the products are believed to be free from harmful chemicals. Products positioned to be mild on skin have seen strong demand in the baby products market of Thailand. These days, there are increasing number of women in the workforce globally which can lead to increase the disposable income of each family. Baby care products are generally purchased by middle and high income earners. So, there will be rising expenses on products that are better quality and specific to their family needs.

Most purchased baby products are Baby hair, skin and products and baby toiletries are popular in Thailand last few years, but given the growing awareness of the dangers of sunlight, parents are becoming remarkably cautious about using baby sun care products. Specialist baby care brands were available in chemists/pharmacies, and typically have small sales shares in the market. However, as baby care products started making their way into supermarkets and hypermarkets, brand awareness of hose products have gradually increased.

So, consumers can easily get the baby products in the market these days. Premium care baby products are still struggle in Thailand baby care product market because of many competitive cheap brands which are national brands with moderate quality of the products. As Johnson and Johnson, Pampers. In Thailand, Baby skin care and toiletries are major segments of baby care market with high market share and will continue increasing in the future. Secondly, baby hair care segment has moderately market penetration, however is expected to grow argue in near future.

Baby sun care segment is relatively small market, as parents always concern of taking their baby into direct sunlight often. Increasing trend of using shower gel as preferred bath product for babies is creating positive consumption of the baby care products. In addition, there will be many new entrants as Thailand baby care product is attractive in the global market. Environmental Analysis According to a related survey, the baby product market is one of the fastest growing industries, the capacity of the domestic baby product market is expected to increase o 300 billion ARM within the next 30 years.

Such a prediction is by no means a fantasy. From the perspective of baby skincare industry, its sales profits have reached more than 11% over the past three years, higher than any other skincare industries. Baby skincare products mainly refer to essential goods used in daily care. According to function, it can be divided into: bathing goods, cleaning supplies, washing care products, special effect supplies and urine prevention supplies. Among which, bathing goods and washing care products are high consumables, and account for the most prominent sales performance.

From the analysis of user age group, products for O to 3-year-old babies have a more eye-catching sales performance, because as children grow older, their skin resistance will gradually improve, so they rely less on the product’s special function, and spent less on buying the product accordingly. Especially in recent years, under the stimulus of e-commerce and maternal and child stores, shopping mall and supermarket have created special counters for baby skincare products to attract consumers. Since, the channel began to emerge as a hot seller which continued to penetrate into the market.

Maternal and child channel focuses wholly on selling baby products. Its specificity creates a professional image and distinguishes it from other channels; besides sales performance, most maternal and child stores provide professional guidance and impressive product experience for consumers; its one-stop sales service, has largely facilitated consumers’ shopping demands and gradually won widespread favor and trust. Although maternal and child channel’s penetration in Thailand is still fall far behind shopping mall and supermarket, Judging from its penetration rate in the short term, it shows promising sales potential.

Nowadays when it comes to the development of channels, the rise of e-commerce is the hottest topic. Not only in the baby product industry, e-commerce blows a strong wind that shakes the traditional channels in various industries and countries. Currently, the major consumer groups of baby skincare products are parents born in the sass and sass; also, people’s dependence on the Internet has been increasingly high since the sass and sass. There is no doubt that the rise of the Internet has changed the way people live, of course including consumer behavior.

E-commerce is free from the restriction of time and space. As long as the Internet is available, consumers can purchase products anywhere anytime. Taking advantage of this opportunity, many well-known baby skincare brands launch official website and online flagship store to meet the consumer trends. It can be said that e-commerce is a must route to improve competence. On the other hand, baby product market could be a “battlefield” where players really need quality and innovation to win, so companies should concentrate efforts on technology research and investment. Core technology advantages are seen as priceless.

Hence, a complete legal environment on the protection of intellectual repertory is more conducive to the development of outstanding enterprises and brands, helping to create a good atmosphere for industry development and also restricting some enterprises in act of copyright theft. Similarly, with regard to the environment a test for companies and brands are taken. Whether they can pass the test relies on their insight into the changes and their ability to respond. However, within an industry, the same brand environment does not mean all companies and brands should take the same strategy, it needs to match the brand’s own condition and resource.

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Market Bureaucracies and Clans by William G. Ouchi

Lack of standard management can cause problems in business when using this control system because employees may take advantage, or shrug responsibility without guidelines. This control system is advantageous to business and management because it can also encourage employees to take initiative and increase knowledge and skills. After this conclusion Couch describes the market failure framework. In some circumstances no contractual market relationship is feasible.

He shows this in table 1 where he describes the unman factors: bounded rationality and opportunism as main factors and the environmental factors: uncertainty/complexity and the problem with small numbers at transactions. He argues that bureaucracies can fail when the ambiguity of performance evaluation becomes significantly greater than that which brings about market failure. When tasks become unique the bureaucratic mechanism will fail. This is in my opinion the most negative aspect of the bureaucracy mechanism. It is inflexible and works only in economically weaker regions.

Also Couch mentions, that he Clan mediation succeeds by minimizing goal incongruence and tolerating high levels if ambiguity in performance evaluation. He names the Clan as obverse of the market relation. It achieves efficiency under the opposite conditions: high performance ambiguity and low opportunism due solidarity and teamwork. There is one aspect, which Couch sin ‘t considering. In my opinion the Clan mediation is mostly established in countries where opportunism is already very low in case of the tradition there.

Obviously the Clan system will lower opportunism, but maybe it is hat low because of the where this system is mostly established. Summarizing Couch determines, that bureaucratic mechanism of surveillance and control have increased, but the for example the transactional cost in the United states increased in the past 10 years. So I am asking myself if the bureaucratic surveillance is the most effective strategy under present social conditions. I also don ‘t think Clans could be implemented well in the United States. So in my opinion a solution should be searched to lower the transaction cost of organizations.

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Promoting Products Through New Market Permeation: The Value of Cooperative Marketing

Promoting Products Through New Market Permeation:

The Value of Cooperative Marketing

I am hear today to brief you, dear President, on the information many other great companies are employing in their marketing efforts.  Of course, in the sphere of advertising and public relations, brand awareness is of the utmost importance.  Our sales will definitely see an increase due to the campaign I believe you will agree we should begin here at GGI, that being, cooperative marketing.  After reviewing some of the successes and strategies of companies using this type of marketing, I am surprised that we have not begun to do this already!  Simply put, we need strong partnerships with other reputable and recognized businesses to cooperate in advertising and other ventures, cutting costs and increasing visibility at the same time.

What many of us who specialize in marketing realize is that in line with building brand awareness is building trust.  Before patrons of businesses had the advantage of multimedia exposure to all types of goods and services, there was simply “word of mouth”.  These days that type of trust in a company is difficult to achieve without quality relationships both with clients and other companies.  In cooperative marketing, different techniques may be used to create additional market awareness for two companies in one ad campaign.  This type of marketing is, also, less expensive, obviously and does not need to be restricted to one company or one type of marketing campaign.

Advertising is the biggest venue for cooperative marketing and the biggest asset in terms of saving money.  There are many ways that this can be achieved.  Simple marketing ads can be split 50/50 in newspapers, magazines, and other types of print media with other companies.  Ads can be put on other companies’ websites, as well, in the form of banners and other “clickable” type links routing potential customers to our website.  The company listing our banners, ads, or website links would be compensated for a small percentage of the revenue created from their site.  Some companies will charge for advertising while others will not and instead request the same type of advertising on our own website or those websites of our independent distributors.  Similarly, “dealers” and/or independent distributors of our products could be allotted a budget to advertise based on a percentage of their net profits for the last year (something in the range of 3%).  I believe that getting our products in new stores and offering this incentive will achieve a bigger and better bottom line (of course we would estimate a budget for new dealers of our products and allow them the a smaller amount of an advertising budget than our existing sellers).

Through branching out in advertising through the internet and other companies who wish to “band with us” or we should say “brand with us” with our products, promotions are a great way to generate sales.  A creative way to cooperatively market is to offer incentives to customers of one company to our own.  I think we should concentrate on individuals and families, who are decorating or redecorating and look to other companies, who serve the need of this population.  For example, if we choose a furniture outlet as a partner (assuming that the same clients would be in the market for household goods) they could give a discount coupon to their clients to bring them in to our store.  The relationship would be reciprocal and we would do the same for our customers, as far as referring them to the furniture outlet.  In this way, although we are offering discounted items, we are hoping to build on the initial customer visit with trust and satisfaction so to turn them into repeat customers and those, who will help to generate sales by “word of mouth”.

This project would entail finding suitable partners and I believe that our first phase should involve the aforementioned promotion with a furniture store or other dealer of household appliances and the like.  We should, obviously, not partner with companies, who also sell household goods.  Companies like Home Depot do sell some household type goods and may be a suitable consignor of our products, but not the ideal candidate for our first promotional project.  Similarly, companies like Lowes and Menards may be good candidates to look for to partner in ad campaigns and the like for newspapers and other print media.  An excellent idea for projects down the road would be to look to different internet sites for cities and towns, such as their respective Chamber of Commerce and other such sites where new residents, who are looking to furbish their homes might look to for ideas of where to shop and what products to buy.  The companies already respected and listed in the Chamber would be suitable for internet cooperative marketing ad campaigns.

For the first leg, though, I think we should focus on a pilot project, using a “mom and pop” type furniture store that has a long history and a good reputation.  We will approach them to offer the reciprocal discount program and possibly discuss them consigning our products at some point in time.  When we are comfortable with the success of this type of new program, we can branch out to other smaller furniture companies and begin to advertise with them, as well as consign products and offer discounts to new customers they would be referring.  When our brand awareness nears the level we are aiming for, we can then look to the larger and more widely known companies.

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