...Black and Decker Study Case 1. What is the cause of B&D’s 9% share vs. Makita’s 50%? The brand perception associated with B&D was in the lower half in comparison Makita. People believed B&D provided good products for the consumer but not for the professional. This view of the consumer product translated into the professional segment. Coloration may even have an impact on this as people that used the colors associated with B&D were not taken seriously in the professional segment. Consumers believed that the service behind B&D was good, but felt the quality associated with the Makita brand was superior for the demands of the workplace. B&D was to be used at home, while professionals should only use Milwaukee and Makita brands. In comparison people viewed B&D below Makita as one of the best brands to use. Causes: Negative spillover effect. Price, color, and brand association. 2. How does the buying behavior of the tradesman impact the situation? The buying behavior of the tradesmen impacts the situation by the word of mouth. The poor perception of B&D in the professional segment resulted in B&D being viewed as having an inferior product. Also, if one tradesmen uses products of high quality and status others will want to do the same. If a tradesmen shows up to a job site with equipment that is less superior to what others are using, they may be looked at as unprofessional. Thus, having the best products by your side shows a level...
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...Black and DECKER: power tools Case study Problem Statement Black and Decker has established its brand strength to be among the top ten firms in the United States. By creating the portable power tools business in the early 1990’s and being the world’s largest producer by the end of the decade, the firm has been vouched for offering high quality, differentiated products and excellent service in the Professional-Industrial segment. Powerful brand perception has helped Black and Decker attain the number one position in the Consumer segment. Although Black and Decker has been leading in two of the three segments of the $1.5 billion portable power tools market, it could not make a significant impact in the Professional-Tradesmen segment that was fast growing at 9%. Black and Decker has managed to occupy only 9% with no profitability of the total segment share against Makita and Milwaukee who stand at 50% and 10% respectively. Despite Black and Decker’s success in the Consumer and Professional-Industrial segment, according to surveys conducted of tradesmen, results showed poor quality perception and lack of proud ownership of the tools for the use of job specific applications and instead are perceived to be ideal for home tasks. The low favorability of Black and Decker’s power tools in the Professional-Industrial segment as compared to Makita’s and others may be attributed to (among other factors) the incompetence in product differentiation through the use of color schemes across...
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...For the exclusive use of S. Kaya, 2015. Harvard Business School 9-595-057 Rev. March 30, 2001 The Black & Decker Corporation (A): Power Tools Division Joe, I like you guys. But, look, I give Makita 10 feet of space. I give you 10 feet of space. They outsell you 8 to 1. What are we going to do about that? In January 1991, statements like this no longer surprise Joseph Galli. Black & Decker’s (B&D) vice president of sales and marketing for power tools had heard similar sentiments expressed by many trade accounts. Makita Electric of Japan had practically taken over the professional power tools for tradesmen business since it entered the United States market a decade ago. “Tradesmen” was one of the three major segments of the power tools business—the others being “Consumer” and “Industrial.” “Consumer” represented “at home” use, while both “Tradesmen” and “Industrial” covered professional users. The distinguishing characteristic of the Tradesmen segment was that these buyers, such as a carpenter, bought tools for their own use on a job site. In Industrial, the buyer was generally a corporation purchasing tools for use by employees. By late 1990, Makita’s success in the Professional-Tradesmen segment was such that it held an 80% share in cordless drills, the single largest product category, and a 50% segment share overall. B&D had virtually created the portable power tools business in the United States beginning in the early 1900s. While it maintained the #1 ...
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...Buying Behaviour: Black & Decker Case Background Black and Decker (B&D) is a pioneer in portable power tools. In 1991, it is a $5 billion in sales company with 29% of these sales coming from Power Tools and Accessories. B&D is the world's larges producer of power tools and the U.S. market overall leader. Problem Statement B&D has a strong market share in the consumer and industrial markets, but is weak in the P-T market as it is currently experiencing decreased market share. In this segment, B&D is not generating profits and, at the same time, retailers want more advertising allowances and rebates. Analysis The U.S. power tools market is divided into three segments: Consumer (home use buyers), Professional-Tradesmen (P-T) (contractors who purchase their own tools), and Industrial (procuring professional buying in large quantities for industrial usage). The P-T segment is the one experiencing the largest growth potential. B&D is one of the most powerful brands in power tools. Its products are generally regarded to have high quality. B&D currently has 45% of the Consumer and 20% of the Industrial markets. However, in the P-T segment B&D holds only 9% of the market and is in near parity with Milwaukee Electric (10%) and trails Makita, which has captured 50% of the market. 1) What is the cause of B&D’s 9% share vs. Makita ‘s 50% in the Professional segment? Makita was able to grow rapidly in the P-T market as its...
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...The Black & Decker Corporation Household Products Group: Brand Transition 1. How good or bad is the acquisition by Black and Decker? Evaluate the same. The main objective of the acquisition was: * To gain access to house ware buyers * Resolve to develop a family of products that could address wide spectrum of house wares Following were the reasons for Black & Decker acquiring GE House wares division: 1. Black and Decker (B & D) was having slower growth rate in the power tool marker worldwide and at the same time it was the increasing foreign competition. 2. Black and Decker (B & D) saw an opportunity in American housewares market, B&D had expertise in small motor production and cordless appliance technology to produce ‘Dustbbuster’, which was proved with the success of its first product in this market - the rechargeable hand-held vacuum cleaner. 3. B & D had almost 40% sales in the European market, whereas GE had major presence in US market, this would help B & D capture the global market. 4. B & D products were sold only in the hardware market and to penetrate the market B & D had to have presence in the housewares sections of retail chains. The acquisition gave B&D access to housewares buyers 5. GE’s housewares Division was the largest competitor in the US electric housewares market and its products ranked first or second in most of the categories of appliances. Together the firms could trap global...
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...1. What are the reasons underlying Black & Decker’s poor performance in the tradesmen segment? Explain your answer. (20%) a) Competitive intensity: The Professional – Tradesmen segment was highly competitive with a dominant leader - Makita (~50% share) and stacked with other prominent brands– e.g. Milwaukee (~10% share), Ryobi (~9% share). Despite being a broad market in terms of products – 3 primary segments and 9 individual sub-segments, there was strong competition from Makita across the board with leadership position in every sub-segment. b) Poor brand perception: While the strength of the brand had helped B&D establish leadership position in the consumer segment, the same possibly worked against them in the tradesmen segment. There was clearly a strong association of B&D’s popular consumer segment products – e.g. Dustbuster, Spacemaker etc. that was spilling over in to the tradesmen segment. The male-dominated nature of the user base conflicted with the “household” tool perception that B&D had unwittingly acquired. c) Channel Strategy: Despite the “arrogant and dictatorial” perception among channel partners, Makita had a leadership position across channels. Makita had been selling the same products across channels, offering no “channel protection” for its retail partners, whereas B&D stayed away from the discount oriented Membership Club channel. Effectively B&D was choosing to participate in only 90% of the potential overall market...
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...Motherhood, criminal justice system involvement and life occurrences. In a study done by Fleisher and Krienert, O'Neal, Decker, Moule and Pyrooz (2014), stated that 63% of female gang members that were surveyed left the gang due to pregnancy. Yet, these facts are controversial, to another study that found no such factor of motherhood to play a role (O'Neal, Decker, Moule, Pyrooz, 2014). Being part of the criminal justice system, can be a turning factor for female gang members. Being incarcerated can result in a more realistic approach in the life of a gag member (O'Neal, Decker, Moule, Pyrooz,...
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...Strategic Marketing Management MBA5320 E Fall 2013 Professor Office Telephone E-Mail Office Hours Class Location Class Hours Simin Foster, Ph.D., MBA Desmarais 5140 Contact via e-mail simin.foster@uottawa.ca By appointment (confirm via e-mail) Desmarais 4170 Thursday 4:00 pm - 7:00 pm Weight on Final Grade 15% 15% 10% 15% 20% 25% Course Deliverable Case 1 – Black & Decker (A) Case 2 - Marketing Simulation Case 3 – A Case for Brand Loyalty Case 4 – Online Marketing at Big Skinny Peer-to-Peer Learning Experience Final exam Due Date September 19 Part A: September 26 Part B: October 3 Par November 14 November 21 A. February 7 To be assigned To be announced Please note that all assignments must be submitted via Turnitin™ in addition to hard copy. COURSE DESCRIPTION The objectives of this course are to demonstrate the role of marketing in the company; to explore the relationship of marketing to other functions; and to show how effective marketing builds on a thorough understanding of buyer behavior to create value for customers. Using lectures, case studies, and class discussions, students learn how to control the elements of the marketing mix—product policy, channels of distribution, communication, and pricing—to satisfy customer needs profitably. The Telfer MBA distinguishes itself by training students to Lead High Performance Organizations. Successful firms are those that integrate the objectives and resources of the organization with the needs and opportunities...
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...female experience into theories formulated for males. Female roles in gangs were viewed as unimportant, and when they were studied, it was only in relation to their male counterparts (Campbell, 1990). Because the female experience is so much different from the male experience in a wide array of ways, it is important to take into consideration the different factors that may lead girls and women to pursue the gang life and join gangs. It is estimated that between 8-and-32% of gang members are female. That number has been disputed by several surveys, but as one researcher clarified, 32% of the jurisdictions surveyed did not even consider females as gang members “as a matter of policy (Curry and Decker, 2000).” Numbers vary greatly according to which methodology was used in the study, who was being asked, etc. Girls join gangs primary for the sense of affirmation and friendship. Their home life backgrounds vary from males in that they have a very increased likelihood of having experienced sexual trauma or abuse. The numbers on this...
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...African Management: West Africa (1950s to 1970s) and South Africa (1990-2000s) Stephanie Decker sdecker@hbs.edu Abstract The colonial legacy in Africa has determined the development of management on the continent, as the comparison between the historical case of Africanisation in Ghana and Nigeria in the 1950s, 1960s and 1970s with South Africa in the 1990s and 2000s highlights. Despite the fact that Ghana and Nigeria were not settler colonies, when white managers were replaced with blacks (who previously only occupied subordinate positions in the colonial or Apartheid systems), most companies in Africa faced similar problems. In the quest for legitimacy in the eyes of local elites and the international community companies were tempted to resort to ineffectual window-dressing, or failed to develop the talent of black staff who face disapproval not only from white but also from less successful black colleagues. In case of successful promotion of black managers, skilled white personnel was often driven away by the lack of opportunities, while capable black staff was frequently poached with better offers by competitors. The creation of a black elite with significantly higher income than the majority population was also frequently divisive and undermined corporate social responsibility claims. Keywords: Black Economic Empowerment, Affirmative Action, Africanisation, South Africa, Ghana, Nigeria Black Economic Empowerment (BEE) and Employment Equity in South Africa are rarely seen in...
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...racist prejudices on a civilian while making decisions. It is hypothesized that racial minorities of a population are judged prior to knowing details about the case due to the color of their skin. There are numerous researchers who have provided enough information in order to prove that racial profiling is still an issue for either juror, policeman or any other figure of legal status. Studies show that minorities are treated unfairly in court and on the roads since the first gun law. Introduction The following dissertation will be discussing the issue of unequal distribution of law enforcement in correlation to racism. It is an atrocity that a horrible mentality created centuries ago is still being used against ethnicities in the 21st century. All races should be considered as equal to one another, whether white, black, yellow or even purple. We, humans, share the same planet. Under our skin, we share identical functioning. Somewhere between our pigmentation and our culture we have lost our rationality. For some reason, the media exposes more crime from minorities, creating prejudice. It is important to take this problem under consideration because tons of people may be wrongfully accused or even imprisoned every year because of racial profiling. In order to further explain this topic, several researchers have studied cases in which race has interfered with lawful decision making in important figures such as jurors or traffic police. After the articles are thoroughly understood...
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...There is an extensive study of the effectiveness of the Exclusionary Rule (LaFave& Remington, 1965; McGarr, 1961; Oaks, 1970). The literature under this cannon agrees that it si the responsibility of police departments to set standards of conduct and enforce the standards (Igleburger & Schubert, 1972; Davis, 1969; Goldstein, 1967). Wilson (1968) disagrees with the effectiveness of internal sanctions, a standard enforced by police department. Uelmen (1973) studies the effectiveness of policies against police misconduct in the context of excessive and deadly force. He reinforces the idea of “policing the police” through externalizing process and that the institution is responsible for holding law enforcement officers accountable. Specific guide lines have been created on an administrated level. Uelmen tracks his data through administrative reports of policing in the Los Angeles area. Uelmen concludes that “simply changing policy internally may not significantly affect police behavior”...
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...RightNow PAGE 3 LESSONS IN CONTACT CENTER LEADERSHIP eGain PAGE 6 DOING MORE WITH LESS IN CUSTOMER SERVICE: Strategies and Best Practices Kana PAGE 7 HOW TO MAKE EVERY CUSTOMER CONVERSATION INTELLIGENT Oracle PAGE 8 TRANSFORMING SERVICE IN THE AGE OF THE CUSTOMER Verint PAGE 9 THE POWER OF WHY Astute Solutions PAGE 10 ENSURING CONSISTENT, ACCURATE AND TIMELY INFORMATION DELIVERY ACROSS ALL CHANNELS SYKES PAGE 11 INSIGHT TO CUSTOMER LOYALTY Using Customer Support to Observe Customers in Motion Convergys PAGE 12 LISTENING TO CUSTOMERS AND PROFITING FROM THEIR ADVICE Best Practices in VPI Voice Print Int’l PAGE 13 Contact Center FIVE PROVEN WAYS TO PROACTIVELY DELIVER AN EXCEPTIONAL CUSTOMER EXPERIENCE SOLUTIONS Produced by: CRM Media, LLC Autonomy etalk PAGE 14 UNSTRUCTURED AND UNDISCOVERED: Enabling the Intelligent Contact Center to Tap into a Hidden Wealth of Information 2 April 2007 Sponsored Content CRM magazine Best Practices Series: Contact Centers... The Heart (and Eyes and Ears) of CRM Multichannel contact centers are at the heart of one of the most exciting transformations in the way organizations communicate with their customers. It is this collaboration between people, process, and technology that promises to bring the best customer service to users, while enabling a crucial feedback channel to host organizations. We’re all familiar with the reasons why superior customer...
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...CHAPTER 1 INTRODUCTION 1.1 GENERAL OVERVIEW The Greek alphabet Sigma (σ) has become the statistical symbol and metric of process variation. The sigma scale of measurement is perfectly correlated to such characteristics as defects-per-unit, parts-per-million defectives, and the probability of a failure. A company’s performance is measured by the sigma level of their business processes. Traditionally companies accepted three or four sigma performance levels as the norm, despite the fact that these processes created between 6,200 and 67,000 defects per million opportunities The Six Sigma standard of 3.4 defects per million opportunities is a response to the increasing expectations of customers and the increased complexity of modern products and processes (Thomas Pyzdek) Six sigma is reportedly easier to apply than many other quality management programs because it provides information about the change needed and the programs to execute the change. The strategy it uses is a five-step improvement process: define, measure, analyse, improve and control (DMAIC). This process is deeply integrated with the overall goals of the organization and, as such, requires top down implementation. Six sigma is more intense, focused and detailed than any other quality improvement techniques (Sawant and Patasker 2014). DMAIC framework is a Integration of several techniques such as CTQ (Critical to quality), Process Mapping (SIPOC), DPMO (defects per million), and FMEA (failure mode and effects analysis)...
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