...Committee of the Council for the City of Cambridge, Ontario faced a tough decision on how to respond to the recently enacted bylaw that regulated the sale, rental and exchange of adult videos. Adult Only Videos stand to gain or lose its business in this decision and needs to implement strategies ensuring its survival. Key Stakeholders: 1. Ontario Film Review Board: looking to lose its conservative image allowed more explicit videos. Media and public outcry forced the board to review its decision by including community members in process. It was losing credibility as several adult film distributers bypassed it due to lack of enforcement. 2. Police: Increasingly concerned about unregulated adult video stores and increase in sexual assaults. They did not agree with OFRB’s guidelines and worried about public complaints. They lacked resources for crackdown. 3. Public/Community: some justified the ban on videos for demeaning the beauty of sexual intimacy, destroying families and negatively effecting teenagers/young people. Overall, there were mixed reviews concerning social impact of these videos and the need for government regulation. 4. AOV: responded ban would create a black underground market that would prove more dangerous due to lack of regulation on video content and who viewed it. It rebuked the public/community claims by stating that it received responses both supporting and condemning its actions. Further, AOV supported regulating standards in business to avoid crackdown...
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...section 51 | [West Jet: An analysis of Non-Market Strategies] | | Contents History 3 Nonmarket Environment 3 Public perception 4 Private politics 5 Public politics 6 Court or regulatory scrutiny 7 Integrated Strategy 8 Leaders’ Responsibility 9 Conclusion 10 Bibliography 12 History West Jet was founded in 1996 by 5 entrepreneurs who believed they could succeed as a low-cost carrier in the western Canadian market. With a fleet of only three Boeing 737 aircraft and just over two-hundred employees, West Jet served Calgary, Edmonton, Kelowna, Vancouver and Winnipeg. West Jet went public in 1999, allowing for greater access to capital and potential for growth. In 2000 market share was expanded to eastern Canada. By 2004 West Jet began to access the U.S. and in 2006 started international flights. West Jet continues to grow into new markets and is now in position to become a major competitor among international carriers. The low cost “no-frills” service and corporate culture have been the praise of West Jet success. To use market share as a measure, West Jet began with none and now has approximately 33% Canadian market share with plans for this to increase. Nonmarket Environment West Jet has developed a very strong market position in a short period of time. They certainly have a strong marketing strategy and low-cost structure that promotes strong margins. The non-market environment can nullify any market advantages such as price and product attributes...
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...With the introduction of currency, cultures began to implement negative-reciprocity into their economic systems and social organizations. Instead of bartering and creating social bonds, people try to get the most out of a trade/social interaction, while giving up the least of their possessions/money. Different cultures have developed means of using negative reciprocity to their benefit. Many societies have used negative reciprocity in their trade and sharing systems to both strengthen and fight existing relationships as well as ward off foreigners. Negative reciprocity is apparent in the fraternal polyandry that is practiced in Tibetan societies of North Nepal. Lee Cronk’s Reciprocity and the Power of Giving and Melvyn C. Goldstein’s Polyandry: When Brothers Take a Wife support the argument that the different tribes’ methods of integrating negative reciprocity into their everyday lives is both practical and beneficial to the preservation of their cultures. Negative reciprocity is evident in Cronk’s passage when he initially describes that there are “strings attached” (this specific example is about the !Kung people, but is applicable to the other tribes) to exchanges when they take place (140). The ‘strings’ are the very essence of the trade between Indians and Indians as well as Indians and colonists, and upon learning this, the colonists understood the deeper meaning of trade amongst other cultures. The ‘strings’ in other cultures go further than those of our own. One may use...
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...in the surrounding areas outside of the Dallas-Fort Worth segment. Janmar earns a total income of around $12 million dollars a year. As mentioned 50% of this income account for each segment respectively. The 80 retailers in the DFW area earn just as much as the 120 would in the surrounding Non-DFW regions. This should be a concern for Janmar, as they should look to indulge more time into the surrounding areas of DFW, and build up their products overall awareness and status within the market. Not only that, but Janmar’s promotions within these two-segmented areas, could be a big reason why they are more successful in the DFW location. Increase the overall promotional aspect within Janmar. Alternative Identification: * Pull Strategy – Maintain and improve on their promotional pull strategy with retail outlets, by monitoring inventory, order taking, and assisting in in-store displays. * Push Strategy – Increase more awareness with the push strategy, as they call on retailers, not directly on consumers (DIYer’s). * Incorporate both a Push and Pull Strategy Evaluative Criteria: * Market Share – Increasing Janmar’s product standing and overall sales. Being conscious of current market share is extremely important for Janmar’s success. * Sales – Knowing what future and current sales are, will help Janmar predict where they are heading and where they should be in...
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...Clean Edge Razor: Case Analysis Cheryl Lam Professor Linda Reeser MKTG 2030 S Tuesday, March 4, 2014 Executive Summary With the U.S. razor market expanding at such a rapid rate, choosing the right strategy to market a product to consumers is critical. A current market leader in the U.S. razor market, Paramount, is facing some difficulty with deciding which marketing strategy to implement in order to maximize profit. The solution that the company must choose should result in an opportunity for growth for their new line, Clean Edge, with as little loss of sales to their other product lines as possible. In order to do this, the company must use a niche marketing strategy. By doing so, they will be able to reach the growing market that is looking for super-premium razors, an area in which they are not currently targeting, and release a product that competes with the most populated segment within non-disposable razors. By doing this, Paramount will be in line to becoming the market leader, not just in unit sales but also in dollars. Paramount must focus on specifically targeting the social/emotional and aesthetic shavers as they represent a large percentage of non-disposable razor users and have beliefs and values that are in line with the image that Clean Edge is trying to portray. This will result in a more loyal consumer base and create more brand loyalty as consumers will feel as though they have a closer relationship with the company and their needs are being fulfilled. By...
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...Cola Wars Strategy Case Analysis Executive Summary: Together, Pepsi and Coke have historically dominated the carbonated soft drink (CSD) market while competing fiercely with each other for market share in the U.S. Until the late 1990s, CSD consumption in the U.S. grew at a healthy annual rate of 3% - 7%, and both Coke and Pepsi were able to prosper. However, largely due to health issues related to the consumption of soft drinks, consumption of CSDs in the U.S. has been declining since the late 1990s. A five forces analysis of the soft drink industry (Exhibit 1) shows that focusing on the CSD market is not likely to be a highly profitable strategy going forward. I recommend that Pepsi focus on continued innovation and expansion into “non carbs” in both the U.S. and in emerging markets where Coke does not already have a dominant presence. Key Questions/Issues: Pepsi and Coke focused on producing concentrate, or flavor base, for the beverages while leaving the bottling function to nationwide networks of franchisees. The concentrate business was much more profitable than bottling due to lower fixed costs, lower operating costs, and the well-known brands of the concentrate producers. The concentrate industry had a low threat of entry, low bargaining power for suppliers and low to moderate bargaining power for buyers (whereas bottlers faced very high bargaining power from their suppliers—Coke and Pepsi), and a market with healthy levels of growth. In the 1980s...
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...Case Memorandum #1- Personal Watercraft, aka Jet Skis What non-market strategy should a company such as Bombardier adopt? How should it be integrated with its market strategy? The non-market environment of jet ski manufacturers is shaped by the safety concerns that result from difficulties controlling these fast marine vehicles under exceptional circumstances, as well the environmental concerns resulting from high potential water pollution and air emissions from its engines. Since the non-market issues listed above are fairly young and have yet to reach the legislative stage, the non-market strategy of a company such as Bombardier should be focused around establishing conditions that affect further development of the issue. By allowing the company to shape the evolution of the issue, rather than react to it, it would be possible to minimize any further potential impact. Such non-market strategy should include a multipronged approach aimed at leveling the industry playing field by establishing clear rules and legislation, as well as efforts to position the company as a leader on technologies that neutralize, or at least minimize, the concerns listed above. The latter component could be used to integrate the non-market and market strategies, opening opportunities for the company to benefit commercially from its non-market positioning. The specific components of such strategy are identified below: 1. Propose industry wide push for legislation outlawing two-stroke engines...
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...A market value is determined by a large number of buyers and sellers. As things sell, you can determine the market value. What people are willing to pay for a product or service. If the price is set by a government or government-sponsored company, the value is not set by the market. It is set by the government. If you want that product or service , you must pay the mandated price. (if electric service costs $20 monthly for service, you must pay that amount to get service). Companies must employ market and non-market business strategies in order to satisfy stakeholders and be profitable in the workplace environment. In this lesson, you will learn the specific strategies that lead to profits and stakeholders support. Market and Non-Market Environments Ultimately, businesses face a dilemma. They need to make a profit to survive and prosper, but they also have to ensure the satisfaction of their stakeholders. In this lesson, you will learn the difference between market and non-market environments of business. In addition, you will understand the strategies used by each of the different environments. A Big Thrill is a corporation that owns amusement thrill parks across the nation. The company is constantly trying to balance the strategies of their market and non-market business environments. A Big Thrill's market environment consists of their employees, suppliers, customers, owners and competitors. Their non-market environment is made up of society and government, such as social...
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...A TRIBUTE TO OLIVER WILLIAMSON: Institutions, Politics, and Non-Market Strategy Rui J. P. de Figueiredo, Jr. liver Williamson is best known for his contributions to economics, and particularly to our understanding of how private firms are defined, operate, and change. Williamson’s primary application addressed the question of why some economic transactions were organized within a private firm, while others took place outside of a firm, in the market. Despite this focus, Williamson’s reach and impact has extended far beyond the domain of private firms and markets. Certainly suitable for a scholar who has been so vocally interdisciplinary in his approach to the study of institutions and organizations, Williamson’s work has also made critical contributions to the understanding of political institutions specifically, and politics more generally. O From Transaction Cost Economics to Transaction Cost Politics At its heart, Williamson’s deep analysis of organization through the “lens of contract” is not restricted to private firms competing for economic profits. The theory and empirical analysis outlined and developed by Williamson, and those working through the framework he provides, focus on issues of governance more broadly: how activities, exchanges, or transactions are appropriately (or at times inappropriately) organized to minimize transaction costs. Put another way, one of Williamson’s signal contributions was to note that the way in which social activity is organized...
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...Business Case 180 degrees: Jones Blair Kenneth De Smet 1. Which are the main characteristics of the U.S. painting products market The U.S. painting products market is a maturing industry with industry sales in 1996 slightly over 13 billion dollars. With average annual dollar sales growth forecasted to approximate the general rate of inflation through 2000. Further more it is divided into three broad segments: - Architectural coatings: this consists out of general-purpose paints. It holds 43 percent of the total industry dollar sales. - Original equipment manufacturing coatings: industrial buyer specifications are applied to original equipment during manufacturing (think automobiles, trucks….). It holds 35 percent of total industry dollar sales. - Special-purpose coatings: for special applications or environmental conditions. It holds 22 percent of total industry dollar sales. Jones Blair is specialised in architectural coatings. 2. How would you segment this local market Architectural coatings segmentation: By end-user: do-it-yourself painters versus professional painters By use: Interior paints versus exterior paints Geographic: DFW (eleven county Dallas-Fort Worth) & non-DFW 3. What is the attractiveness of your identified segments and what are their specific needs and wants? - Do-it-yourself painters: Account for 50 percent of architectural coatings dollar sales. They typically buy in Whse H.C. Home Center and membership clubs. Consumer...
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...RUNNING HEAD: ECONOMICS FOR MANAGERIAL DECISION MAKING: MARKET STRUCTURES Economics For Managerial Decision Making: Market Structures Samuel Cole ECO/GM561 International Economics Dr Leo Stevens Feb 7, 2011 CERTIFICATE OF ORIGINALITY: I certify that the attached paper is my original work. I affirm that I have not submitted any portion of this paper to any previous course, and neither has anyone else. I confirm that I have cited all sources from which I used language, ideas, and information, whether quoted verbatim or paraphrased. Any assistance I received while producing this paper has been acknowledged in the References section. I have obtained written permission from the copyright holder for any trademarked material, logos, images from the Internet, or other sources. I further agree that my name typed on the line below is intended to have, and shall have, the same validity as my handwritten signature. Samuel Cole In the present global market, firms compete for market share and the demand from consumers using many strategies and systems. There is a significant difference between price competition and non-price competition. “Price competition can involve discounting the price of a product to increase demand (cost-plus, predatory and limit pricing). Non-price competition focuses on other strategies for increasing market share (advertising and sales promotion policies, and collusion and cartels,” (Margetts, 2010). Quasar...
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...Table of Contents 1 Overview 2 General environmental analysis 3 Industry Analysis 3.1 Industry Structure - U.S. soft drink market share of concentrate producers - Suppliers within the carbonated soft drink industry 3.2 Market Structure - U.S. Liquid Consumption Trend (gallons/capita) - U.S. non-alcoholic refreshment beverage volume 2009 - U.S. soft drink market share – soft drink brands 3.3 Marketing Channels 3.4 Porter’s five forces 4 5 4 2 2 2 2 4 Competitive / corporate strategies of Coke and Pepsi 5 SWOT Analysis 6 Questions 6.1 How has the competition between Coke and Pepsi affected the industry’s profit? 6.2 If it has been such a profitable industry, why have so few firms successfully entered this business over the last century? What are the barriers? Why have Coke and been so successful in launching their products? 6.3 Why, historically, has the soft drink industry been so profitable? 6.4 Compare the economics of the concentrate business to that of the bottling business: Why is the profitability so different? 6.5 How can Coke and Pepsi sustain their profits in the wake of flattening demand and the growing popularity of non-CSDs? 7 9 11 Exam Case Study Cola Wars Continue: Coke and Pepsi in 2010 1 Overview (Power Point Page (PPP) 2) For more than a century, Coke and Pepsi compete for market share within the world’s beverage market. The most intense battles were fought over the $74 billion carbonated soft drink (CSD) industry in the United States that...
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...Define the type of organisation and the industry in which it operates. • Established by a group of enterprising pharmacists in 1937 • listed in ASX in year 1996 • industry, product segments / markets? ◦ Second largest competitors in non-alcoholic beverages ◦ product for non-alcoholic including SCD soft drinks, fruit juices, snack food markets ◦ to various distribution channel e.g. supermarket, convenience stores, hospitality • current life cycles was growth, ◦ demonstrated by the consistently increasing growth in revenue of revenue in the industry shown in Table 4 and increasing growth in bottled water consumption shown in Table 3. 2. PEST external environment |Factor |Issue |Nature of impact |Assessment of impact| | | |(positive or |on future industry | | | |negative) |growth (low, medium,| | | | |high) | |Political |Threat of imports due to the high volume and low unit value of water. |Positive |Low | | |Import tariff 5 %...
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...2010 Table of Contents 1 Overview 2 General environmental analysis 3 Industry Analysis 3.1 Industry Structure - U.S. soft drink market share of concentrate producers - Suppliers within the carbonated soft drink industry 3.2 Market Structure - U.S. Liquid Consumption Trend (gallons/capita) - U.S. non-alcoholic refreshment beverage volume 2009 - U.S. soft drink market share – soft drink brands 3.3 Marketing Channels 3.4 Porter’s five forces 4 5 4 2 2 2 2 4 Competitive / corporate strategies of Coke and Pepsi 5 SWOT Analysis 6 Questions 6.1 How has the competition between Coke and Pepsi affected the industry’s profit? 6.2 If it has been such a profitable industry, why have so few firms successfully entered this business over the last century? What are the barriers? Why have Coke and been so successful in launching their products? 6.3 Why, historically, has the soft drink industry been so profitable? 6.4 Compare the economics of the concentrate business to that of the bottling business: Why is the profitability so different? 6.5 How can Coke and Pepsi sustain their profits in the wake of flattening demand and the growing popularity of non-CSDs? 7 9 11 Exam Case Study Cola Wars Continue: Coke and Pepsi in 2010 1 Overview (Power Point Page (PPP) 2) For more than a century, Coke and Pepsi compete for market share within the world’s beverage market. The most intense battles were fought over the $74 billion carbonated soft drink (CSD) industry in the United States that lasted...
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...retail outlets closed at an alarming rate of 25%. The investment in golf course real estate and development sector also fell down over 40%. The sales shifted from on-course pro-shops to off-course retailers. USGA was aware of this and to halt this trend aimed at making golf more accessible. Altius Golf was an undisputed leader in the golf ball manufacturing market in spite of a long term decline in the number of golfers and huge drop in sales resulting from financial crisis. Due to lack in innovation and high priced products, the company has been losing market share to its rivals. The CEO, therefore, wants to launch a new product called Elevate to foster the next generation of golfers. With Elevate, the firm will introduce 4 balls that are more forgiving and easier to drive for distance and offer it at a price 40% below the company's flagship brand. It has now become necessary for Altius to relook into its strategy and come up with the “Elevate Strategy” to regain its market. However the question at hand is, is the Elevate strategy really necessary? Is it okay for Altius to maintain status quo? Altius Golf lost market share – should it maintain status quo? Due to the financial crisis of 2008, USA went under recession which affected the spending habits of the Americans. People started adopting austerity measures, started cutting down expenses due to which, among all the activities,...
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