...Product; Promotion; Place and Price. Product - Product variety: Besides concentrating on the main core of segment, this firm also interested in many other kind of market in order to expanse their influence and to adapt the standard model the government guided. - Design: Because of tie down law, and contracts requirement, generally the firm has to obey the design dossier. But in term of construction organization, HACC1 should be flexible in design to improve their ability, this plays a key role to reduce cost and time, increase quantity. - Feature: High quality product, economical, on-time - Brand: Perennial prestige; High financial-technological-human resources; Built high quality and similar buildings; Warranty of progress. Promotion: - Advertise: HACC1 should send direct ads to investors, entrepreneur. Or they can use ads panels around construction sites. - Sale force: Professional bidding and finalization staff should be well-educated and trained to increase the probability of winning contracts - Public relations: Improve safety and environmental protection activities, to limit noise, dust, impact to neighbors and to protect company’s image. Before building, the firms should hear the voice of public to avoid many troubles in the future. - Direct marketing: Though functional departments Place Although distribution channel is not important for the select segments, but HACC1 should not think little of it - Channels: The firms should focus on close relationship with old...
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...Marketing mixes for two different segments in consumer markets? EDIT Marketing mix is an essential tool that can be used to market our products. Sony Audio and visual system is one of the new innovations in the market and is in demand. But that is not enough as we need to be the market leader. It is important to place the product in the minds of our customers. Therefore we need to make it unique from the other products in the market. It is best that we concentrate on mainly on the youth and the house holds as market research has shown us that the most number of this product are bought by them. At present our prices compared to the competitors are higher. Our Sales are coming down, as similar products are available at cheaper price. Hence I would like to revise the prices or go for a promotion to increase the sales. The youth buy more iPods to listen to music and watch visual videos hence we can increase the sales buy having a sales promotion at our outlets. The households are interested in the hifi audio and visual systems with the large screen and more sounds affects. The sale of this particular product is constant but needs to be kept an eye on the price as to what LG, sharp and Panasonic is doing. It has come to my attention that the large audio and visual system is not available at some of our outlets. Hence it is important to place them in each and every outlet and shopping malls. As customers ask for the product and is not available with the outlets they will...
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...Scenario 1 | Scenario 2 | Scenario 3 | Exhibit 5: Financials | | | | | | Revenue | | | | | | Ad Sales | $230.630.400 | $230.630.400 | $249.080.832 | $322.882.560 | $345.945.600 | Affiliate Fees | $80.000.000 | $81.600.000 | $81.600.000 | $81.600.000 | $81.600.000 | Total Revenue | $310.630.400 | $312.230.400 | $330.680.832 | $404.482.560 | $427.545.600 | | | | | | | Expenses | | | | | | Cost of Operations | $70.000.000 | $72.100.000 | $72.100.000 | $72.100.000 | $72.100.000 | Cost of Programming | $55.000.000 | $ 55.000.000 | $ 55.000.000 | $ 70.000.000 | $ 75.000.000 | Ad Sales Commissions | $6.918.912 | $6.918.912 | $7.472.425 | $9.686.477 | $10.378.368 | Marketing & Advertising | $45.000.000 | $60.000.000 | $60.000.000 | $60.000.000 | $60.000.000 | SGA | $40.000.000 | $41.200.000...
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...BizLabs – Student Manual Business Strategy Simulation Table of Contents 1 INTRODUCTION ................................................................................................................................................ 4 1.1 COMPANY DEPARTMENTS ......................................................................................................................... 4 1.1.1 RESEARCH & DEVELOPMENT (R&D) ........................................................................................................................ 4 1.1.2 MARKETING ..................................................................................................................................................................... 4 1.1.3 PRODUCTION ................................................................................................................................................................... 4 1.1.4 FINANCE ........................................................................................................................................................................... 4 1.1.5 HUMAN RESOURCES ........................................................................................................................................................
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...Executive Program in Marketing Management Information Myntra.com has very clearly sorted the information element on its sight, where the each segment has been covered very clearly in its landing page or home page. This covers a large portion of the information that a customer would look for while shopping online. Myntra has covered from the most basic information to more complex information that advanced customers would look for. The below are listed as basic information 1) Information on apparels based on gender 2) Information on discounts 3) Information on sale The more advanced information like 1) Designer ware 2) Beauty tips 3) Fashion trends 4) Information on designers 5) Information on new launches from brands It also carries information on all that the customer would want to know on what are the current trends. The information on the site is elaborate with regard to the fashion and apparel, and one more advantage of the information on Myntra is that it is much sorted and the customer does not have to look for in sub pages. This makes the experience on Myntra easy to navigate and a pleasure. It also covers information on shipping, tracking the consignment, cancellation and returns Price Like all other .com organizations the price is very clearly displayed on Myntra for each and every product and if compared to the market it is competitive. The price range displayed is vast which gives every segment an opportunity to feel...
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...audience. However, the Lifetime audience is 63% women between 18-34 years old; that means that TFC has older viewers than Lifetime. Another interesting figure is that CNN has the greater number of men with 45%, mostly between 35-40 years old. Given these figures, it’s clear that Dana Wheeler is focusing on attracting a younger segment of women to TFC, competing directly with Lifetime. She is not interested in reaching the male segment. TFC dedicates more broadcast time to fashion programming than any other network. However, TFC’s fashion programs rank lower in the ratings than its competitors’ shows. That negatively affects TFC because lower-rated shows are less attractive to advertisers, resulting in lower income from commercials. According to a study conducted by GFE Associates, people who are interested in fashion can be divided into four segments: Fashionistas (serious fashion followers), who represent 18% of this population; Planners and Shopers (less serious fashion followers), with 35%; Situationalists (people who are interested in fashion only once in a while), with 30%; and Basics (people with no interest in fashion), with 20%. In this last segment...
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...HOW TO DEVELOP A MEASUREMENT FRAMEWORK THAT DELIVERS BUSINESS INTELLIGENCE A SIMPLE STEP BY STEP GUIDE TO BUILDING REPORTS THAT ACTUALLY ALLOW BUSINESSES TO MAKE ACTIONABLE INSIGHTS PAGE 1 INTRODUCTION HOW OFTEN HAVE YOU LOOKED FOR REPORTING AND ANALYTICS TO GET BUSINESS INTELLIGENCE AND HAVE END UP WITH MOUNDS OF DATA ON EXCEL SPREADSHEETS? MORE OFTEN THAN NOT, YOU FIND YOURSELF WITH AN ENDLESS SUPPLY OF REPORTS BUT ARE STILL UNABLE TO GET ANSWERS TO YOUR MOST CRITICAL BUSINESS QUESTIONS? DON’T WORRY – YOU’RE NOT ALONE. Many companies are faced with the same exact issues that you are. It’s very likely these companies have one or more of the following foundational problems: ›› They don’t tie business results back to business objectives or measure against a set of key goals THE 6 STEPS FOR BETTER REPORTING Instead of diving right in and building another report, I’m going to recommend that you take a step back to outline a measurement framework using the following steps: ›› They lack a cohesive strategy to measure 01 IDENTIFY BUSINESS OBJECTIVES ›› They tend to build reports from the 02 DETERMINE KPIs 03 DEFINE KPI GOALS 04 IDENTIFY SUPPORTING METRICS 05 DETERMINE REPORTING DIMENSIONALITY 06 ORGANIZE INTO A FRAMEWORK their efforts across the entire business ground up and overload their end-users with pages of data and metrics with few next steps or optimization suggestions DO YOU...
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...caters to the three major segments of the power tools business namely, Industrial, Tradesmen, and Consumer. D&B’s market share is almost the same as Milwaukee and Makita in the Industrial and Consumer segment but with regards to the Tradesmen segment, B&D is behind. Despite its major presence in the industry, it faces a problem in the Tradesmen segment which only holds about a 9% share. This problem has been caused by a bad perception of the tradespeople regarding B&D due to its expansion into the Consumer segment shown by its successful Dustbuster® hand-held vacuum. D&B’s expansion to the Consumer segment has proved to be successful but it has also affected D&B’s image with the tradesmen who worked on residential construction. One tradesman stated, “. . . Black & Decker makes a good popcorn popper, and my wife just loves her Dustbuster, but I’m out here trying to make a living. . .” Tradesmen such as, electricians, plumbers, framers, roofers and etc are workers who are expected to show up to work with their own tools and this segment usually purchase their tools from home centers; and they regularly purchase tools for replacement basing their choices on conversations between co-workers at the job site. The fact that the households of these tradesmen use D&B as house appliances makes them think that D&B products won’t hold up in the work place making them choose other brands that focused more on the tradesmen segment. D&B looked for...
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...An operating segment is defined as a component of a business that engages in business activities, earns revenues, and incurs expenses. Other characteristics of operating segments include results being regularly reviewed by the entity’s decision maker, which the title may vary from entity to entity. This is done to allocate resources and assess performance. Financial information must also be available to the public for review. After reviewing the case, Sell-It Products Inc. has a total of seven operating segments that are in accordance with the information listed about operating segments. The seven segments include Shampoo, Cosmetics, Diapers, Paper Towels, Jazzy Juice, Blasto Energy Drink, and Fruit & Granola Snack. According to ASC 280-10, a reportable segment is an operating segment or an aggregation of two or more segments that exceeds certain quantitative thresholds. In regards to Sell-It Products Inc., there are four reportable segments which include Cosmetics, Paper Towels, Blasto Energy Drink, and Jazzy Juice Juice and Fruit & Granola Snack. The threshold test that was performed was the revenue test which means that the segments revenue must be at least 10 percent of combined revenue of all segments. Although Jazzy Juice and Fruit & Granola Snack did not pass the revenue test, I made an exception for them because they have similar characteristics when compared to each other. I categorized them as aggregated. Together, they meet the threshold for the revenue and are now...
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...raise the debt-to-capital ratio to 55% to 60%. If they leave the problem unaddressed, they might risk bankruptcy in the future. Analysis: Both of Champion and Cameron Iron Works were in related industries, automotive and petroleum equipment, which were profitable businesses. Cooper Industries was already doing those two businesses. For the opportunities identified in the case have to do with the purchase of Champion and Cameron Iron Works, both of them have a strategic fit with Cooper Industries’ long-term plans. For example, Champion has a poor management, old technology, and failures at diversification. But Cooper Industries is good at this field. Cameron Iron Works had a biggest Compression and Energy Business Segment until 1981. But it was the smallest segment of Cooper Industries. Moreover, Cameron Iron Works is a strong competitor of Cooper Industries. By buying its Cameron Iron Works, Cooper Industries would only have major competitor. Also, it would help Cooper Industries to manage its Five Forces, such as avoids high entry barriers and eliminates a competitor. Recommendation: In my point of view, Cooper Industries should buy both Champion and Cameron Iron Works. First of all, Cooper...
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...The cafe serves meals, drinks, salads, desserts, snacks and sandwiches. The students are paying for the meals through students cards via an electronic payment process within the campus area. During the summit time, the waiting time creates difficulties for the students. The cafe is facing trouble of waiting time and students have already started looking for an alternative of the cafe. Mah is one of the students who is searching a way to solve the issue in order to suggest to the management of the campus so that they have noticed this issue. These service supervisors come under the oversight of manager that serves all the home services segments. The services segment has its own two levels that include the home advisers along with assistant home supervisor. However, ARM and RA who is the full-time supervisor met to talk about the issues with the home. Nottingham Hall and Cambridge Hall are sharing a number of services so that is resulted in a single supervisor that is supervising both of the residencies. RA’s and ARM are met bi-weekly to talk about the issues of Nottingham Hall residencies and Cambridge Hall. The cafeteria was designed in the manner that it has three waiting lines such as L1, L2, and L3. Line 1 is devoted to precook meals and there is the record of serving food things. Line 2 is dedicated for the interactional cooking station where students are select the key ingredients for their meals. However, line 3 is dedicated for payment of the meals. These...
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...Case 1 Issue 1: Identify the Operating Segments for SPI According to ASC 280-10-50-1 an operating segment is a component of a public entity that has all of the following characteristics: • It engages in business activities from which it may recognize revenues and incur expenses (including revenues and expenses relating to transactions with other components of the same public entity). • Its operating results are regularly reviewed by the public entity's chief operating decision maker to make decisions about resources to be allocated to the segment and assess its performance. • Its discrete financial information is available. According to these rules SPI has 7 operating segments, they include the following: shampoo, cosmetics, diapers, paper towels, Jazzy Juice, Blasto Energy Drinks, and fruit and granola snacks. Issue 2: Determination of Reportable Segments — Based on the information provided, identify the facts that are useful and develop initial thoughts as to which of SPI’s operating segments can be aggregated. Provide support for your initial thoughts regarding aggregation of operating segments and identify additional information that may be needed in order to reach a conclusion. According to ASC 280-10-50-(11-13) Two or more operating segments may be aggregated into a single operating segment if they are similar in the following areas: • The nature of the products and services • The nature of the production processes • The type or class of customer for their...
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...services to satisfy the consumer. In particular PetSmart has been able to provide products for US customers’ pets in which other countries would not find necessary. During the past two years, PetSmart’s services segment grew from $300 million per year to $525 million per year. Today, the services segment represents approximately 10% of total revenues.PetSmart is focusing on growing its services segment. If the services segment continues to grow at the same rate in the next two years as it did in the past two years, and if total sales remain “flat”, what percent of total sales will be from the services segment by the end of the 2nd year going forward? Services segment for the past 2 years grows at a rate of $300 million to $525 million. Growth percentage = (525 million)/(300 million) = 1.75% for past 2 years. Services segment growth for the next 2 years =1.75% ($525 million) = $919 million. If the total sales remain “flat” at $5 billion in overall sales, the percent of services segment will be ($919 million)/($5 billion) = 18%. If the services segment does grow as indicated in #1, I think there is justification for a projection of overall sales to grow beyond the $5.1 billion level. The 8% growth of services segment accounts for $394 million in sales for the services segment alone. The $394 million...
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...passion for food, traditional family values and the customized services they offered to the SLF residents. Frank was named CEO of the company over his other siblings including his sister Jennifer Calveta who was more suited for the job, now Frank was left with the option of expanding their business by acquiring Great South West Dining (GSD) or to enter into the hospital segment and diversify their business and at least try and come close to meeting his promise to his father. Analysis The United States Census Bureau’s survey showed that only 25% of the total SLF’s in USA had contracted to food services, this survey alone shows that there is a great potential for growth in the SLF’s segment and therefore it would have been meaningful for Frank to buy Great South West Dining but the eye popping debt figures that came before him alone are sufficient to say that it would not be a feasible solution and it would be much better decision for Frank to diversify Calveta Dining Services by extending to other segments, like providing food services to the hospitals. Few reasons why Frank should extend to other segments are....
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...passion for food, traditional family values and the customized services they offered to the SLF residents. Frank was named CEO of the company over his other siblings including his sister Jennifer Calveta who was more suited for the job, now Frank was left with the option of expanding their business by acquiring Great South West Dining (GSD) or to enter into the hospital segment and diversify their business and at least try and come close to meeting his promise to his father. Analysis The United States Census Bureau’s survey showed that only 25% of the total SLF’s in USA had contracted to food services, this survey alone shows that there is a great potential for growth in the SLF’s segment and therefore it would have been meaningful for Frank to buy Great South West Dining but the eye popping debt figures that came before him alone are sufficient to say that it would not be a feasible solution and it would be much better decision for Frank to diversify Calveta Dining Services by extending to other segments, like providing food services to the hospitals. Few reasons why Frank should extend to other segments are. 1. Frank considered moving into the Education Sector, ad...
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