Submitted To: Ma’am Donna Abrina, MBA Submitted By: Lim, Jerick Aplacador, Christine Poblacion, Rochard Asuncion, Thareen
Marketing Management TTh 2:35P – 4:05P C504 January 26, 2016 Relevance to the chapter 30% _______
Problem relevance to chapter 10% _______
Clear and thorough Recommendation and Analysis 30% _______
Cohesion and Detail 20% _______
Cleanliness of Presentation, Grammar and sentence construction 10% _______
I. Background of the case
Upon the end of a Florsheim shoe processing plant in an area of the Midwest that was once home to countless and attire makers, with the larger part of these having shut over the past 30 years because of lower expense of abroad generation, and worried about the proceeding with loss of shoe assembling in the US, a business visionary from Chicago with negligible involvement in the shoe business, went by a Florsheim manufacturing plant preceding its end by Florsheim. In the wake of choosing that the office spoke to excessively profitable an asset, making it impossible to be relinquished, the business person in this manner obtained the shoe plant and named his new pursuit the Cape Shoe Company. Taking into account his worry about losing American fabricating employments, and the conviction that he could deliver an aggressively evaluated item; his arrangement was to create 100 percent Made in America shoes. The intriguing center of this specific case and following exchanges is that the business person has settled on the choice to go ahead with Cape Shoe Company and his 100 percent Made in America subject, despite the fact that having yet to decide target market, rivalry, item separation, showcasing channels, advertising systems, and so forth..
II. Problem
In order for the company to distribute their product to the right market, how will they determine the target audience of Cape Shoe? III. Objectives * To identify a specific target markets in the industry and be able to provide recommendation for Cape Shoe Company. * To learn more about the competition in the shoe industry. * To develop our marketing strategies * To be identify the alternative courses of action * To be able to solve problem of the company
IV. SWOT Analysis
Strength
* Abbey Manufacturing, a plastic embellishment maker, had delivered a line of plastic formed showcase material for the shoe exchange. The achievement Abbey acknowledged in the seriously aggressive plastic embellishment industry was constructing fundamentally in light of offering great item at low costs. * Cape Shoe Company workers an hourly rate which was higher than the privately decided "Living Wage" which was $8.84/hour, furthermore paying full health advantages. Living Wage is characterized as a pay adequate to keep up a group of three over the qualification level for food stamps. * The plant was outfitted with more than eight hundred separate shoe making machines and three sequential construction systems. The building, completely air-conditioned, was intended for all security and well-being related considerations.
Weakness
* The company haven’t decided on their target markets, what kinds, style, and brand of shoe they would produce, how they would promote their products, and what would be their pricing strategy.
Opportunities * There is a lot of loss of American Manufacturing; these could produce a competitively priced product for it is a 100% made in America. * Manufacturing jobs usually pay better wages than growing service related positions because there is a greater value-added component--manufacturing creates more wealth. * The Living Wage contrasts sharply with the federally mandated Minimum Wage of $5.15/hr. with no benefits. Minimum wages are more closely associated with unskilled service jobs, such as those in the retail and food trade.
Threats
* By purchasing low-priced imports, many well paid American manufacturing jobs are lost. In 1965, 31 percent of the U.S. labor force was engaged in manufacturing. Early 21st Century, only 15 percent of U.S. laborers worked in manufacturing. * Third World countries in Asia like China, in particular. As a result, our annual trade deficit with China is expected to approach one hundred billion dollars. This deficit amount is added to the two to three hundred billion-dollar annual trade deficit the U.S. has with Germany and Japan.
