...John’s company currently has a 40% share of a 1 million unit market. The current price for his product is $100, but in a direct attempt to gain market share from a competitor, he is considering lowering the price of his company’s product by 10% in an attempt to increase market share to 50%. Marketing expenses and cost per unit will remain at the level of 15% of sales and $70, respectively. 1. Assuming no competitive response and that the price cut resulted in a market share increase to 50%, what would the impact be on net marketing contribution as a result of this action? Show your work. a) an increase of 12.5% b) a decrease of 20% c) a decrease of 17% d) no net change in net marketing contribution e) not enough information to determine the impact on net marketing contribution C D E F G CASE 1-1 Given Calculation Formula 18 Total Demand $1,000,000.00 19 Market Share 0.4 20 Average Selling Price/case $100.00 21 Variable Selling Price/case $70.00 22 Marketing&Sales Expense $60,000.00 $60,000.00 =(D18*D19)*0.15 23 24 Sales Revenue $40,000,000.00 D18*D19*D20 25 Cost of Goods Sold $28,000,000.00 =D18*D19*D21 26 Percent Margin 0.30 =(E24-E25)/E24 27 Net Marketing Contribution (NMC) $11,940,000.00 =D18*D19*D20*E26-D22 C D E F G Given Calculation Formula 34 Total Demand $1,000,000.00 35 Market Share 0.5 36 Average Selling Price/case $90.00 $90.00...
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...Know how Managing knowledge for competitive advantage An Economist Intelligence Unit white paper sponsored by Tata Consultancy Services Know how Managing knowledge for competitive advantage Acknowledgements Know how: Managing knowledge for competitive advantage is a briefing paper written by the Economist Intelligence Unit and sponsored by Tata Consultancy Services (TCS). The findings and views expressed in this white paper do not necessarily reflect the views of TCS, which has sponsored this publication in the interest of promoting informed debate. The Economist Intelligence Unit bears sole responsibility for the content of the report. The main author was Terry Ernest-Jones and the editor was Gareth Lofthouse. The findings are based on two main strands of research: ● The Economist Intelligence Unit conducted an online survey of 122 senior executives in western Europe, 68 of whom were based in the UK. Participants were selected from large organisations with over $1bn in annual sales revenue, and from a cross-section of industries, with a particular emphasis on financial services, healthcare and pharmaceuticals, telecommunications and professional services companies. ● We also interviewed several senior executives and knowledge-management practitioners on the challenges they face in managing corporate knowledge, and on the strategies they have employed to exploit business information for competitive advantage. Our sincere thanks go to all the interviewees and survey...
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...ASSESSMENT COVER SHEET DECEMBER SUBMISSION Unit Number and Title Assessment Title Course Title Assessment Code Unit 17 – Marketing Intelligence - Level 4 Marketing Intelligence – Market Research HND Business HNDBUS Specialist Unit17/October2013 Hand Out Date 11th October 2013 Hand In Date Fri 20th December 2013 Lecturer(s) Kunal Mehta Eulina Ogiste Donna Guthrie Anand Tomar Internal Verifier Stephen Smith Sources of information 1. Course notes 2. Recommended learning textbooks Marketing Intelligence and Planning (2013) Learning Media BPP, London ISBN:9781445368542 Aaker, D. (2011) Marketing Research, John Wiley and Sons, USA ISBN:9781118321812 Robin, J, Birn. (2004) The Effective Use of Market Research, Kogan Page, London ISBN:9780749442002 3. Web Times100 Case studies Tutor2u To be filled by the student THIS IS MY FINAL SUBMISSION (Delete if necessary) Student Name Lecturer Student ID Group (e.g.) Assessment Requirements • An electronic copy of your assessment must be fully uploaded by the deadline date and time. • You must submit one single PDF or MS Office Word document. Any relevant images or screenshots must be included within the same MS Office Word or PDF document. • The last version you upload will be the one that is marked. Your paper will be marked if you have indicated this as your final submission. • Review the mitigating circumstances policy for information relating to extensions. • The file size must not exceed 20MB. •...
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...How Costa Coffee would benefit and create additional value for their coffee store clients by using elements of Starbucks marketing strategy? Contents Introduction 3 Coffee Market in the UK 3 Market Leading Coffee Shops in the UK 4 Costa Coffee 4 Identifying competition 6 Starbucks 6 Conclusions 8 Recommendations 9 References 11 Appendix 1 13 Appendix 2 14 Appendix 3 15 Introduction Competitive marketing strategy is described by Kotler and Armstrong (2012) as a strategy which positions company against competition giving it the strongest possible strategic advantage. I have chosen Costa Coffee as it currently is the market leader in terms of most coffee retail outlets in the United Kingdom as demonstrated on appendix 1. Kotler and Armstrong (2012) point out that competitor analysis includes assessing competitions objectives, strategies, strengths and weaknesses, reaction patterns and selecting which competitors to attack or avoid. For he purposes of this assignment, I have identified competition based on the market share and customer view. Competitive marketing strategy is selected on the basis of it creating further value for the customer. Blythe (2009) concludes that competitive advantage is the outcome of effective...
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...CHAPTER 4 Managing Marketing Information to Gain Customer Insights This chapter looks at how companies develop and manage information about important marketplace elements. This chapter is an examination of marketing information systems designed to assess the firm’s marketing information needs, develop the needed information, and help managers to use the information to gain actionable customer and market insights. Marketing Information and Customer Insights Companies use such customer insights to develop competitive advantage. To gain good customer insights, marketers must effectively manage marketing information from a wide range of sources. The real value of marketing research and marketing information lies in how it is used—in the customer insights that it provides. Customer insights group collect customer and market information from a wide variety of sources. A marketing information system (MIS) consists of people and procedures for assessing information needs, developing the needed information, and helping decision makers to use the information to generate and validate actionable customer and market insights. (Figure 4.1) Assessing Marketing Information Needs A good marketing information system balances the information users would like to have against what they really need and what is feasible to offer. Sometimes the company cannot provide the needed information, either because it is not available or because of MIS limitations. ...
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...like Wal-mart, BP, Circle-K, and Exxon Mobil, Phillips 66 and many other retail chains like yours often results in competition operating across the street from one another. So in this type of industry that has a saturated market of convenience, how do you make profit and retain customer loyalty through business strategies that differentiate you from the competition? Does it begin in the gas price? Perhaps it begins with the sale of milk with cookies? No, I think it begins with business intelligence that tells you the customer sees the lower gas price, stops in to pay for and sees the coffee and donut deal that further lowers his cost of gas. How does all that happen? According to an Oracle White paper “Daily Business Intelligence requires an information delivery environment that offers advanced analytics that are easy to use.”(Mirani, Jagdish) This business intelligence often filters through many departments before it ever reaches the executive decision makers, which ultimately leads marketing ploys like the coffee and donut special that gives 2 cents off the gallon. However this filter is often produced of cross functional teams and smaller internal department groups. Groups and teams that handle granular objectives that are often critical to the end result. This is where a lack of communication and real time development of business objectives between groups could be fatal to...
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...Running head: MKTG522 INVISIBLE LEASH 1 MKTG522 Invisible Leash Marketing Plan -- Final Draft Mike Mateja Keller Graduate School of Management MKTG522 INVISIBLE LEASH Table of Contents 2 1.0 Executive Summary .................................................................................................................. 3 2.0 Situation Analysis ..................................................................................................................... 5 2.1 Market Summary ................................................................................................................... 5 2.2 SWOT Analysis..................................................................................................................... 7 2.3 Competition ........................................................................................................................... 8 2.4 Product (Service) Offering .................................................................................................. 10 2.5 Keys to Success ................................................................................................................... 12 2.6 Critical Issues ...................................................................................................................... 12 3.0 Marketing Strategy.................................................................................................................. 13 3.1 Mission ....................................
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...European Journal of Marketing 29,1 8 Received June 1994 Information systems in marketing Identifying opportunities for new applications Jari M. Talvinen Helsinki School of Economics and Business Administration, Helsinki, Finland Introduction Over the past three decades, subtle changes in the theory and practice of marketing have been fundamentally reshaping companies. These changes have also been evident in marketing and management related information systems. More and more, companies are faced with the need to control an ever larger and rapidly changing marketing environment. The information processing requirements of companies are expanding as their competitive environments become more dynamic and volatile[1]. To handle the increasing external and internal information flow and to improve its quality, companies will need to take advantage of the opportunities offered by modern information technology (IT) and information systems (IS). Managing marketing information by means of IT has become one of the most vital elements of effective marketing. By collecting and sharing marketing information and by using it to promote corporate and brand image, IS offer new ways of improving internal efficiencies of the firm. Information systems allow dynamic marketing communication between personnel in corporate planning, accounting, advertising and sales promotion, product management, channels of distribution and direct sales. Information technology-based marketing information systems...
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...Jacob Moore GBA 673 Business Intelligence Jacob Moore GBA 673 Dr. Lara Preiser-Houy, CDP August 20th, 2013 1|Page Jacob Moore GBA 673 Table of Contents Abstract ....................................................................................................................................................... 3 Introduction ............................................................................................................................................... 3 Background ................................................................................................................................................ 4 Conceptualization ..................................................................................................................................... 4 BI 1.0 ......................................................................................................................................................... 4 BI 2.0 ......................................................................................................................................................... 5 BI 3.0 ......................................................................................................................................................... 5 Opportunities ............................................................................................................................................ 6 Challenges ........................................
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...Dash Board Camera Marketing Plan 2013 Parrot SA Table of Contents 1. 1.1. 1.2. 1.3. 1.4. 1.5. Introduction ....................................................................................................................................................................................... 5 History........................................................................................................................................................................................................ 5 Location ..................................................................................................................................................................................................... 5 Number of employees ............................................................................................................................................................................ 5 Revenue and profitability ..................................................................................................................................................................... 5 Parrot Group's key appointments chart ........................................................................................................................................... 5 Company Analysis .......................................................................................................................................................................... 6 Positioning ............
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...Over the past few decades, Malaysia has experienced both growth and decline economically. Relying mainly on exports, this country is predicted to experience a more stable growth period between the years 2011-2015. GDP is predicted to increase in the future years and investments in the country will be the main factor of this economic growth (Economic Forecast, 2011). With a population of 28.3 million and an expected population growth rate of 1.7%, this country provides an excellent opportunity for exporters looking to invest in another country by way of goods and services (Profile, 2011). In order for exports in Malaysia to be successful however, one must understand the values and subcultures Malays possess in order to market to them appropriately. This report will focus on the influences of these concepts on the behaviour of Malaysian consumers in comparison to Australian consumers. This report will also highlight the importance of understanding certain cultural differences and their implications for marketers if Australia is to export goods and services to Malaysia. Religious Subcultures The concept of subcultures, more specifically religious subcultures, is an important aspect of consumer behaviour to consider. Strongly held religious beliefs and customs can exert a significant influence upon the values people hold. These values may include choosing to adopt a simple and humble existence devoid of materialism or choosing to lead a lifestyle that balances simplicity and materialism...
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...AN ANALYSIS OF THE PRACTICE AND APPLICATION OF "STEALTH MARKETING” THROUGH CUSTOMER RELATIONSHIP MANAGEMENT & THE FRONTIER OF COMPETITIVE DIFFERENTIATION (GRAMEENPHONE PERSPECTIVE) By Tarannum Binte Shaheed ID: 081 044 030 An Internship Report Presented in Partial Fulfillment of the Requirements for the Degree Bachelor of Business Administration Fall 2012 NORTH SOUTH UNIVERSITY February 2013 1 AN ANALYSIS OF THE PRACTICE AND APPLICATION OF "STEALTH MARKETING” THROUGH CUSTOMER RELATIONSHIP MANAGEMENT & THE FRONTIER OF COMPETITIVE DIFFERENTIATION (GRAMEENPHONE PERSPECTIVE) Submitted to: Dr. Jashim Uddin Ahmed Internship Supervisor Director & Lecturer, School Of Business BUS 498: Internship Submitted By: Tarannum Binte Shaheed ID # 081 044 030 Bachelor of Business Administration (Fall 2012) NORTH SOUTH UNIVERSITY 2 LETTER OF TRANSMISSION February 15, 2013 To Dr. Jashim Uddin Ahmed Director & Lecturer School of Business North South University Bangladesh Subject: Submission of Internship Report Dear Sir, It is my great honor to submit the report of my 3 months long Internship Program in Grameenphone Ltd. The report titled ―An analysis of the practice and application of Stealth Marketing through Customer Relationship Management & The frontier of Competitive Differentiation (Grameephone‘s Perspective)‖ is the final outcome of successful completion of my internship program at the company. It has been a joyful and enlightening experience for me to work in an organization...
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...the common tools used to analyze competitive intelligence such as Porter’s Five Forces Model, the three generic strategies for choosing a business focus and the value chain analysis. We will also discuss why and how data, information, business intelligence and knowledge are important to Apple. This analysis will also include how Apple identified areas where it achieved a competitive advantage using management information systems and why competitive advantages are temporary. Introduction Apple was launched April 1, 1976 by Steve Jobs, Ronald Wayne and Steve Wozniak and is considered to be one of the most innovative technologies companies in the world. The company is responsible for products and services such as the Macintosh desktop and laptop computers, iTunes, iPod, iPhone, iTouch, iPad, Apple TV, and iCloud. Apple also develops its own software to run on its computers, its philosophy “has always been to create products that consumers find easy to use and marry innovative technology to work productivity and personal entertainment” (Mallin & Finkle, p.49, 2011). This accomplished company faces constant challenges from a competitive market to a technology lifecycle that is continuously being shortened and thus must make key decisions on which products to build or discontinue in order maintaining its competitive edge. This analysis will look at several analytical tools that can be used to evaluate Apple’s competitive intelligence. The tools are; The Five Forces Model, the...
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...common tools used to analyze competitive intelligence such as Porter’s Five Forces Model, the three generic strategies for choosing a business focus and the value chain analysis. We will also discuss why and how data, information, business intelligence and knowledge are important to Apple. This analysis will also include how Apple identified areas where it achieved a competitive advantage using management information systems and why competitive advantages are temporary. Introduction Apple was launched April 1, 1976 by Steve Jobs, Ronald Wayne and Steve Wozniak and is considered to be one of the most innovative technologies companies in the world. The company is responsible for products and services such as the Macintosh desktop and laptop computers, iTunes, iPod, iPhone, iTouch, iPad, Apple TV, and iCloud. Apple also develops its own software to run on its computers, its philosophy “has always been to create products that consumers find easy to use and marry innovative technology to work productivity and personal entertainment” (Mallin & Finkle, p.49, 2011). This accomplished company faces constant challenges from a competitive market to a technology lifecycle that is continuously being shortened and thus must make key decisions on which products to build or discontinue in order maintaining its competitive edge. This analysis will look at several analytical tools that can be used to evaluate Apple’s competitive intelligence. The tools are; The Five Forces Model, the...
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...Marketing Plan of “Fast & Fresh - 24 hours – Hot Dog” Vending Machines in Barcelona Introduction and Overview: A normal vending machine only offers cold snacks or beverages, which is nothing outstanding. In contrast the “Fast and Fresh 24 h Hot Dog” uses a State-of-the-art microprocessor technology to control all function, as a result the vending machine automatically cooks a fresh hot dog in less than 1 minutes. This service will be provided 24 h 7 days per week in the central of Barcelona in areas where human traffic is constant. The Hot dog Gourmet will be best suited next to night clubs, as restaurant and other places are closed during the night and there are always hungry people. Brand identity: The used logo easy identifies the strategy; “24 h” recognize every customer that hot dogs are always available. The words “fast & fresh” describe the short waiting times and the high standard of quality. The buns and sausages come from well known and established food manufactures in Spain. The logos of these manufactures are also found on the vending machines to create trust. Business model: Cost of machine (one-off payment) ( low fix cost ( niche strategy ( Benefits ( Revenue ( Profit Swot analysis: According to Evans, N. et al, 2003 we analysed the Strengths, Weakness, Opportunities and Threats: |INTERNAL |STRENGTHS |WEAKNESS | | |- Strategic location...
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