...Executive Summary Climate change and concerns related to the environment are evident in the increasingly ecologically conscious marketplace in New Zealand. In this context, the new environmental friendly products called Standard Eco-Shack and Urban Eco-Shack invented by Doug and Paul will be launched to penetrate the market. The challenges of marketing strategy will be faced by Doug and Paul because these two owners have no experience on marketing. In order to attract the customer attention and preference, brand positioning and value-based pricing strategy will be used to implement as marketing programs. In the long-run sustainability and growth, Doug and Paul will consider using the loyalty program to keep long term relationship with customers. Table of Contents Executive Summary 1 1.0. Introduction 3 1.1. Purpose 3 1.2. Case Summary 3 1.3. Relevant marketing theory definition and explanation 4 2.0. Problem/Issues Identification 5 3.0. Issue Analysis 6 3.1. Market Segmentation 6 3.2. Targeting consumers 7 3.3. Product positioning and branding strategy 8 3.4. Marketing mix (only pricing strategy focus) 8 3.5. SWOT Analysis 9 4.0. Recommendations/Choices of Solution 10 5.0. Conclusion 11 List of Reference 13 1.0. Introduction 2.1. Purpose Many organizations spend a lot of time, resources, and energy setting up the new business from sustainability to growth. Festus M Epetimehin (2011) stated that although...
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...Customer value-based pricing strategies: why companies resist Andreas Hinterhuber Andreas Hinterhuber is based at Hinterhuber and Partners, Innsbruck, Austria. Introduction Pricing has a huge impact on profitability. Pricing strategies vary considerably across industries, countries and customers. Nevertheless, researchers generally concur that pricing strategies can be categorised into three groups: 1. cost-based pricing; 2. competition-based pricing; and 3. customer value-based pricing. Of these, customer value-based pricing is increasingly recognised in the literature as superior to all other pricing strategies (Ingenbleek et al., 2003). For example, Monroe (2002, p. 36) observes that: ‘‘ . . . the profit potential for having a value-oriented pricing strategy that works is far greater than with any other pricing approach’’. Similarly, Cannon and Morgan (1990) recommend value pricing if profit maximisation is the objective, and Docters et al. (2004, p. 16) refer to value-based pricing as ‘‘one of the best pricing methods’’. Practitioners have also recognised the advantages of value-based pricing strategies. Several companies have successfully adopted such strategies. These include pharmaceutical companies such as Sanofi-Aventis, information technology companies such as SAP and Vendavo, wireless internet service providers such as the Australian company Xone, airlines such as Lufthansa, vehicle manufacturers such as BMW, and biotech companies such as Tigris Pharmaceuticals...
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...glorious future for the e-commerce in the 21st century. The total volume of e-commerce has been growing by 15 to 25 percent every year and will continue to grow. However, there are challenges for e-commerce to grow in future, it will grow but the growth will vary from country to country and affect the online market at various time periods and the main question is how fast will it grow and what will be the scope of its growth in the future 5 years. These are the main questions that will be addressed in this essay, which will focus on three interrelated broad themes that e-commerce involve: society, business and technology. It is a period of reinvention involving the extension of Internet technologies, and the discovery of new business models based on consumer-generated content and social networking. While a variety of definitions of the term e-commerce have been suggested this essay will use the term suggested by Cabinet Office in 1999: ‘E-commerce is the exchange of information across electronic networks, at any stage in the supply chain, whether within an organization, between businesses, between businesses and consumers or between the public and private sector, whether paid or unpaid. ‘ To begin with, lets look at technological factors that provide infrastructure and will define future of e-commerce. Internet, digital computing, communications technology, cloud and mobile computing – the fundamental shifts in the way we...
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...Chapter 1 Introduction Selling process involves making the customer understand what the product is and how can it be beneficial for the consumer. The process basically involves explaining the product feature and showing them the pros and cons. But when it involves selling a concept which hardly has anything tangible to show it turns out to be more troublesome. First understanding what a concept selling process is and then we understand it through an example of a concept called FTWZ (Free trade warehousing Zone) Concept Selling- A type of marketing that uses the idea that consumers left to their own devices are unlikely to purchase a particular product. The concept selling approach is often advanced by a business as a justification for being especially aggressive in their marketing campaigns to promote sales. Concept selling is simply taking a product and selling it on the basis of an idea, making it more palatable to the customer. It is painting a word picture to the prospect, letting them visualize a certain situation. Concept selling vs Product selling. So what is the big difference ! “The number one thing when using Concept selling vs Product selling is that it creates a form of communication that gets the prospects attention. You are communicating an idea that makes more sense for your prospect to understand and relate to. In other words, it becomes more palatable to the prospect.” FTWZ- Fee trade warehousing Zone A Free Trade & Warehousing Zones...
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...WASEDA BUSINESS & ECONOMIC STUDIES 2009 NO.45 Luxury Brand Strategy of Louis Vuitton - Details of Marketing Principles by Shin'ya Nagasawa* Abstract: By systematicallybreaking down the strategy of the single Louis Vuitton luxury brand into the four Ps (Product, Price, Place, and Promotion), our aim in this paper is to extract the rules or principles of its brand marketing that differ from that of general consumer goods. In other words, the object is to distill the rules and principles of success strategies for luxury brands as well as to derive a business model for success. Showing that the current rise of Louis Vuitton is not a coincidence but rather something achieved through strategy will surely be of interest to firms struggling with lack of brand power or those looking to boost brand power. 1. Introduction Consumers like brand items, while researchers like brand theory. Although scholars also use the word "brand" to refer to the likes of Coca-Cola and McDonald's, there is a vast gulf between these brands and the luxury brands we explored in the previous book. In researchers' brand management theories, one rarely finds mention of representative luxury brands like Louis Vuitton or Dior, or of LVMH. Based on this awareness, we carefully scrutinized the ecology of the unique LVMH firm, considering the nature of the brand as distinct from commodity markets, although * Shin'ya Nagasawa is a professor of MOT (Management of Technology) at...
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...| | [uber] – HOW A TECHNOLOGY FIRM IS changing the traditional transportation model | | By Mark Boeckel, Brent Sprunger, Kevin Smith, and Emily WorkMarch 6th, 2012 | Executive Summary Uber is an App-Powered on-demand car service provider for smart phones. Notwithstanding its very unique name, investors have begun to take note of Uber during the past year as it has stolen market share from traditional transportation companies. We will analyze the value proposition of its technology and examine the differentiation Uber creates to stay ahead of both potential competition and the various cab laws and regulations across the United States and Europe. Based upon this analysis, we will provide detail to investors about various strategic choices the company should pursue in both the short and long-term. We will address the short-term roadblocks of government regulation as well as what future benchmarks the company should pursue to maintain its position as the leading car service app. The goal of this analysis is to provide current and potential investors with the necessary tools to assess an investment strategy in this startup. What is Uber? über [ü-bər]- being a superlative example of its kind or class Imagine you are a MBA student at work in downtown Chicago who just got off an endless two hour conference call at 5:30pm and realize that you are most likely going to be late for a midterm which starts at 6:00pm unless you can get a cab. However, you know...
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...| | [uber] – HOW A TECHNOLOGY FIRM IS changing the traditional transportation model | | By Mark Boeckel, Brent Sprunger, Kevin Smith, and Emily WorkMarch 6th, 2012 | Executive Summary Uber is an App-Powered on-demand car service provider for smart phones. Notwithstanding its very unique name, investors have begun to take note of Uber during the past year as it has stolen market share from traditional transportation companies. We will analyze the value proposition of its technology and examine the differentiation Uber creates to stay ahead of both potential competition and the various cab laws and regulations across the United States and Europe. Based upon this analysis, we will provide detail to investors about various strategic choices the company should pursue in both the short and long-term. We will address the short-term roadblocks of government regulation as well as what future benchmarks the company should pursue to maintain its position as the leading car service app. The goal of this analysis is to provide current and potential investors with the necessary tools to assess an investment strategy in this startup. What is Uber? über [ü-bər]- being a superlative example of its kind or class Imagine you are a MBA student at work in downtown Chicago who just got off an endless two hour conference call at 5:30pm and realize that you are most likely going to be late for a midterm which starts at 6:00pm unless you can get a cab. However, you know...
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...Business in 1840 • Conditions of Business in 1840: Life Without a Modern Infrastructure Example 1.1: The Emergence of Chicago 3) The World in 1910 • Doing Business in 1910 Example 1.2: Responding to the Business Environment: The Case of American Whaling • Business Conditions in 1910: A "Modern" Infrastructure Example 1.3: Evolution of the Steel Industry 4) The World Today • Doing Business Today • The Infrastructure Today Example 1.4: Economic Gyrations and Traffic Gridlock in Thailand 5) Three Different Worlds: Consistent Principles, Changing Conditions, and Adaptive Strategies Example 1.5: Infrastructure and Emerging Markets: The Russian Privatization Program Example 1.6: Building National Infrastructure: The Transcontinental Railroad 6) Chapter Summary 7) Questions Chapter Summary This chapter analyses the business environment in three different time periods: 1840, 1910 and the present. It looks at the business infrastructure, market conditions, the size and scope of a firm’s activities and a firm’s response to changes. This historical perspective shows that all successful businesses have used similar principles to adapt to widely varying business conditions in order to succeed. Businesses in the period before 1840 were small and operated in localized markets. The size of a business was restricted by the lack of production technology, professional managers, capital and large-scale distribution...
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...these philosophies has reflected the economic environment of its time. From the early years of the country into the late 1920s, businesses had limited production capacity and continuous demand for their products. Under those circumstances, it was inevitable that the prevailing philosophy would be "produce as much as you can and it will sell." Business goals based on that belief naturally focused on production. Marketing concerns were limited to order taking and product distribution. With the introduction of mass production in the late 1800s, the gap between production and the demand for goods and services began to narrow. By the 1930s, production capacity had caught up with and, in many areas, exceeded demand. In order to maintain or regain production and sales levels, businesses adopted a sales oriented philosophy. This philosophy held that "if you do enough advertising, promotional activities, and direct selling, you can convince the market to buy all of your output." Initially, companies capitalized on the emergence of the radio as an advertising vehicle and the employment of large sales forces to reach prospective customers in new markets. In the 1940s, the introduction of television enabled them to expand sales efforts even...
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...c MARKETING 7E People real Choices This page intentionally left blank MARKETING 7E People real Choices Michael R. SAINT JOSEPH S SOLOMON ’ U OLLINS NIVERSITY Greg W. MARSHALL R C STUART OLLEGE Elnora W. THE UNIVERSITY OF SOUTH CAROLINA UPSTATE Prentice Hall Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo Editorial Director: Sally Yagan Editor in Chief: Eric Svendsen Acquisitions Editor: Melissa Sabella Director of Editorial Services: Ashley Santora Editorial Project Manager: Kierra Bloom Editorial Assistant: Elisabeth Scarpa Director of Marketing: Patrice Lumumba Jones Senior Marketing Manager: Anne Fahlgren Marketing Assistant: Melinda Jensen Senior Managing Editor: Judy Leale Project Manager: Becca Richter Senior Operations Supervisor: Arnold Vila Creative Director: Jon Christiana Senior Art Director: Blair Brown Text and Cover Designer: Blair Brown Media Project Manager, Production: Lisa Rinaldi Media Project Manager, Editorial: Denise Vaughn Full-Service Project Management: S4Carlisle Publishing Services Composition: S4Carlisle Publishing Services Printer/Bindery: Courier/Kendalville Cover Printer: Courier/Kendalville Text Font: Palatino Credits and acknowledgments borrowed from other sources and reproduced, with permission, in this textbook...
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...S O N SOUTH-W ES TE THO M RN MBA series in ’s Eco n o mi cs Managerial Economics A Problem Solving Approach Luke M. Froeb Vanderbilt University Brian T. McCann Purdue University Australia Brazil Canada Mexico Singapore Spain United Kingdom United States Managerial Economics: A Problem-Solving Approach Luke M. Froeb VP/Editorial Director: Jack W. Calhoun Editor-in-Chief: Alex von Rosenberg Sr. Acquisitions Editor: Mike Worls Sr. Content Project Manager: Cliff Kallemeyn Brian T. McCann Art Director: Michelle Kunkler Sr. First Print Buyer: Sandee Milewski Printer: West Group Eagan, MN Marketing Manager: Jennifer Garamy Marketing Coordinator: Courtney Wolstoncroft Technology Project Manager: Dana Cowden COPYRIGHT ª 2008 Thomson South-Western, a part of The Thomson Corporation. Thomson, the Star logo, and SouthWestern are trademarks used herein under license. Printed in the United States of America 1 2 3 4 5 09 08 07 06 ISBN-13: 978-0-324-35981-7 ISBN-10: 0-324-35981-0 ALL RIGHTS RESERVED. No part of this work covered by the copyright hereon may be reproduced or used in any form or by any means—graphic, electronic, or mechanical, including photocopying, recording, taping, Web distribution or information storage and retrieval systems, or in any other manner—without the written permission of the publisher. For permission to use material from this text or product, submit a request online at http://www.thomsonrights...
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...Strategy Formulation and Implementation MBA 980 Spring, 2009 Professor Jay Dial Office 860 Fisher Hall Email dial.12@osu.edu Phone 292-5438 Reading packet There is a required reading packet available at Uniprint-Tuttle Park that includes course readings, cases and lecture notes for classroom discussion. This is copyrighted material and each student must purchase an individual copy of the reading packet. Additional highly recommended readings will be selected from Management Skills: A Jossey-Bass Reader (ISBN # 0-7879-7341-6). It is available from both BarnesandNoble.com and Amazon.com. Course Overview This course is about the creation and maintenance of long term value for the organization. It is concerned with both the determination of the strategic direction of the firm and the management of the strategic process. The course builds on prior studies of functional areas while recognizing that most real business problems are inherently multi-functional in nature. Thus, this course employs an explicitly integrative approach in which we adopt the role of the general manager who has the responsibility for the long-term health of the entire organization. The course would be taught primarily through the case method of instruction. Course Objectives 1. Understand the nature of strategic competitiveness and develop the ability to analyze the competitive environment facing a firm, assess the attractiveness of the industry and isolate potential...
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...Strategy Formulation and Implementation MBA 980 Spring, 2009 Professor Jay Dial Office 860 Fisher Hall Email dial.12@osu.edu Phone 292-5438 Reading packet There is a required reading packet available at Uniprint-Tuttle Park that includes course readings, cases and lecture notes for classroom discussion. This is copyrighted material and each student must purchase an individual copy of the reading packet. Additional highly recommended readings will be selected from Management Skills: A Jossey-Bass Reader (ISBN # 0-7879-7341-6). It is available from both BarnesandNoble.com and Amazon.com. Course Overview This course is about the creation and maintenance of long term value for the organization. It is concerned with both the determination of the strategic direction of the firm and the management of the strategic process. The course builds on prior studies of functional areas while recognizing that most real business problems are inherently multi-functional in nature. Thus, this course employs an explicitly integrative approach in which we adopt the role of the general manager who has the responsibility for the long-term health of the entire organization. The course would be taught primarily through the case method of instruction. Course Objectives 1. Understand the nature of strategic competitiveness and develop the ability to analyze the competitive environment facing a firm, assess the attractiveness of the industry and isolate potential...
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...MANAGERIAL ECONOMICS Suggested Practice Problems • All multiple choice problems in Chapters 21, 22, and 23 • Individual problems: 21.2, 21.3, 22.5, 23.3, 23.5 • Answers (Click Here) Complete Final Exam. The exam must be completed by Sunday at 11:59 p.m. ET. Exam covers Weeks 5, 6, 7, and 8. Chapter 21 – Getting Employees to Work in the Firm’s Best Interests Chapter 22 – Getting Divisions to Work in the Firm’s Best Interests Chapter 23 – Managing Vertical Relationships Managerial Economics, 3rd Edition Luke M. Froeb; Brian T. McCann; Michael R. Ward; Mikhael Shor http://en.wikipedia.org/wiki/Managerial_economics / http://www.coursehero.com/sitemap/schools/501-FIT/courses/1467122-ECONBUS-5421/ http://www.coursehero.com/sitemap/states/Massachusetts/ Managerial economics is the "application of the economic concepts and economic analysis to the problems of formulating rational managerial decisions".[1]It is sometimes referred to as business economics and is a branch of economics that applies microeconomic analysis to decision methods of businesses or other management units. As such, it bridges economic theory and economics in practice.[2] It draws heavily from quantitative techniques such as regression analysis, correlation and calculus.[3] If there is a unifying theme that runs through most of managerial economics, it is the attempt to optimize business decisions given the firm's objectives and given constraints imposed by...
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...Marketing DeMystified A Self-Teaching Guide Donna Anselmo New York Chicago San Francisco Lisbon London Madrid Mexico City Milan New Delhi San Juan Seoul Singapore Sydney Toronto Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved. Except as permitted under the United States Copyright Act of 1976, no part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written permission of the publisher. ISBN: 978-0-07-173718-0 MHID: 0-07-173718-9 The material in this eBook also appears in the print version of this title: ISBN: 978-0-07-171391-7, MHID: 0-07-171391-3. All trademarks are trademarks of their respective owners. Rather than put a trademark symbol after every occurrence of a trademarked name, we use names in an editorial fashion only, and to the benefit of the trademark owner, with no intention of infringement of the trademark. Where such designations appear in this book, they have been printed with initial caps. McGraw-Hill eBooks are available at special quantity discounts to use as premiums and sales promotions, or for use in corporate training programs. To contact a representative please e-mail us at bulksales@mcgraw-hill.com. This publication is designed to provide accurate and authoritative information in regard to the subject matter covered. It is sold with the understanding that neither the author nor the publisher is not engaged in rendering legal,...
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