...what Casio calls going from "0" to "1." By creating totally original products, Casio strongly believes that they add fun and convenience to daily life and pioneers new cultural trends. "Demand-creating" products, which Casio’s opinion will create markets of their own, produce economic and technological ripple effects. Strategic advantages of Casio in product development are realized by focusing on the following two core areas: 1. Superb product planning driven by accurate assessments of people's needs 2. Superior technologies to make products that meet those needs Competitive strategy in the luxury watchmaking industry: Per Michael Porter, the three fundamental competitive strategies for outperforming competitors in a long term perspective in luxury watch market are (i) differentiation, (ii) overall cost leadership and (iii) focus. These strategies are defined using the criteria of strategic advantage and strategic target. In order to implement these strategies correctly, companies need to develop different skills, gather particular resources and have an adequate organization of the company as in the following figure. Each of these strategy provide defense against the Porter’s five forces. Companies usually set one of these strategies as their primary target, but it is rare to find these strategies totally “pure” and free from any influence of the two others. CASIO uses differentiation followed by cost leadership as its strategy. For example, Casio exploded...
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...Different people have different conceptions of common sense – Common sense changes in time – Common sense is not well-formulated and clearly stated Adam Smith 1723 – 1790 Father of modern economics The industrial revolution altered working conditions and created large organizations. Focus was on improving processes. 1759 – first work The Theory of Moral Sentiments. The main idea of the book was to explain formation of moral judgments, despite of man’s natural inclination to behave according to self-interest 1776 – The Wealth of Nations - invisible hand “when an individual pursues his self-interest, he indirectly promotes the good of society” - Deepening the division of labor – (under competition) it leads to lowered prices and extended markets IMPORTANT – although capitalism as we know it largely quotes Adam Smith’s “The Wealth of Nations” and his ideas of self-interest leading to common good and division of labor, he himself would despise current system. As also written in the book, division of labor turns people into stupid ignorant creatures. 1 2/13/2014 Emergence of manager Late 19th Century Business taught in high schools/commercial schools = bookkeeping + secretarial skills 1902 – Dartmouth College in New...
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...Casio Watches - Market Analysis, Research Methodology and Customers CASIO IN LUXARY WATCH INDUSTRY Market Analysis The mission of Casio's product development is to create something where there was nothing before - what Casio calls going from "0" to "1." By creating totally original products, Casio strongly believes that they add fun and convenience to daily life and pioneers new cultural trends. "Demand-creating" products, which Casio’s opinion will create markets of their own, produce economic and technological ripple effects. Strategic advantages of Casio in product development are realized by focusing on the following two core areas: 1. Superb product planning driven by accurate assessments of people's needs 2. Superior technologies to make products that meet those needs Competitive strategy in the luxury watchmaking industry: Per Michael Porter, the three fundamental competitive strategies for outperforming competitors in a long term perspective in luxury watch market are (i) differentiation, (ii) overall cost leadership and (iii) focus. These strategies are defined using the criteria of strategic advantage and strategic target. In order to implement these strategies correctly, companies need to develop different skills, gather particular resources and have an adequate organization of the company as in the following figure. Each of these strategy provide defense against the Porter’s five forces. Companies usually set one of these strategies as their...
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...today’s marketplace demand that brands continuously innovate and reinvent themselves to maintain their relevance and market position. In this context, brand repositioning and other revitalization strategies have become a business imperative for battling brand erosion. The appeal of brand repositioning is further heightened by the rising costs and high risk associated with launching a new brand. Brand repositioning has received little attention in the marketing literature and has mostly been treated as a variation of brand positioning. Biel, for example, has defined brand positioning as “building (or rebuilding) an image for a brand”. The goal of positioning and repositioning strategies relates to the management of consumers’ perceptions. However, positioning focuses on the creation of band association – consumers’ perceptions of the attributes that differentiate the brand from competitive offers – while repositioning also implies managing existing brand associations. The unique challenge of a repositioning strategy thus lies in rejuvenating the brand image to make it relevant in an evolving environment, while honoring the brand equity heritage. Repositioning can be required as the market changes and new opportunities occur. Through repositioning the company can reach customers they never intended to reach in the first place. If a brand has been established at the market for some time and wish to change their image they can consider repositioning, although one of the hardest actions...
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...Christin Walth Jenessa Carder, Chia-Ying Chen, Fango Lin, Yi-Hsuan Su, Ya-Ling (Claire) Wang, Winette Yee May 5, 2010 Swatch: The Global Watch The IMC Plan in Brazil, Japan, and Switzerland 1 Statement of Purpose Swatch (‗Swiss‘ + ‗watch‘) watches, created under the management of Nicolas Hayek, are fashion statements and pop-culture icons. They feature witty, outlandish designs that use intense colors and are youthful, provocative, stylish, and unpredictable. The mission of the IMC campaign is to tie the brand image with creative art in order to tell the brand story, strengthen Swatch‘s brand identity among the target audience (young students or professionals, aged 18-25) globally, and consistently incorporate different and relevant mediums (print ad, website, MTV – user-generated content, and online communities) to reach the target audience. The multi-country marketing analysis of The Swatch Group will aid in developing the IMC strategy and campaign for Swatch‘s CreArt (‗creativity‘ + ‗art‘) Collection in the following three countries: Brazil, Japan and Switzerland. When reading this, please be aware that Swatch did not impose an integrated marketing campaign in Brazil; rather, they only held one event and communicated to customers through Twitter. Therefore, the Brazil section is composed mostly of what The Swatch Group should do in order to meet their objectives. Furthermore, the cultural dimensions and components that will affect consumers shopping intention in each country...
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...the word strategy is used in many different ways, reflecting the fact that it consists of multiple facets or dimensions. Progress on understanding the accounting and control issues requires that we share a common understanding of the term and its various dimensions. The purpose of this essay is therefore to provide you with an understanding of strategy, if only at an introductory level. After reading and thinking about the material in this reading you should understand: the vocabulary used in the strategy literature so that you can feel comfortable talking to people about strategy; how choosing a strategy represents an attempt to achieve a fit between the firm and its external or business environment; a firm’s value proposition to its customers; generic value propositions (strategies); Michael Porter’s key principles underlying competitive strategy and how it differs from operational excellence; and the strategic management cycle and a beginning of an appreciation of the role accounting information plays in it (strategic management accounting). Corporate Strategy versus Business Strategy In order for an organization to earn...
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...easier on the eyes. They are available in a wider range of screen sizes than CRT and plasma displays, and since they do not use phosphorus, they cannot suffer image burn-in. LCDs are more energy efficient and offer safer disposal than CRTs. Its low electrical power consumption enables it to be used in battery-powered electronic equipment. It is an electronically-modulated optical device made up of any number of pixels filled with liquid crystals and arrayed in front of a light (backlight) or reflector to produce images in colour in 1983. By 2011, worldwide sales of televisions with LCD screens had surpassed the sale of CRT units or monochrome. The earliest commercially made LCD TV was the Casio TV-10 made watches, calculators, and telephones. LCDs have displaced Cathode Ray Tube (CRT) CASIO T10 1 1.2: ABOUT LED TV: LED refers to light emitting diode. An LED-backlight LCD television is an LCD TV that uses LED backlighting instead of the CCFL (Cold Cathode Fluorescent Lamp) used in traditional LCD televisions. It is not a true LED display but is called backlighting has a dramatic impact, resulting in a thinner panel, less power consumption and better heat dissipation, and a brighter display with better contrast levels. "LED TV" by all companies who manufacture LED-backlight LCD TV. The use of LED...
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...Marketing Management, 14e (Kotler/Keller) Chapter 1 Defining Marketing for the 21st Century 1) Which of the following statements about marketing is true? A) It is of little importance when products are standardized. B) It can help create jobs in the economy by increasing demand for goods and services. C) It helps to build a loyal customer base but has no impact on a firm's intangible assets. D) It is more important for bigger organizations than smaller ones. E) It is seldom used by nonprofit organizations. Answer: B Page Ref: 4 Objective: 1 Difficulty: Easy 2) ________ is the art and science of choosing target markets and getting, keeping, and growing customers through creating, delivering, and communicating superior customer value. A) Marketing management B) Knowledge management C) Operations management D) Strategic management E) Distribution management Answer: A Page Ref: 5 Objective: 2 Difficulty: Easy 3) Identify the correct statement about marketing management. A) It is primarily concerned with the systematic gathering, recording, and analysis of data about issues related to marketing products and services. B) It focuses mostly on monitoring the profitability of a company's products and services. C) It focuses solely on attaining an organization's sales goals in an efficient manner. D) It is defined as the field that deals with planning and managing a business at the highest level of corporate hierarchy. E) It occurs when at least...
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...companies Index List of Figures Figure 1.1 Figure 2.1 Figure 3.1 Figure 4.1 Figure 5.1 Figure 5.2 Figure 5.3 Figure 5.4 Figure 5.5 Figure 6.1 Figure 6.2 Figure 6.3 Figure 6.4 Figure 7.1 Figure 7.2 Figure 7.3 Figure 8.1 Figure 8.2 Figure 8.3 Figure 9.1 The Breakout Strategy Cycle Companies Getting on the Fast Track Companies Staying Out Front Types of Capital and the Capital Accumulation Process The Vision Wheel State Transition for Harley-Davidson: Organization State Transition for Harley-Davidson: Culture State Transition for Harley-Davidson: Relationships State Transition for Harley-Davidson: Markets The Six Pillars of a Value Proposition Leveraging up the Apple Value Proposition Reconciling Different Value Propositions Leveraging up Samsung Electronics’ Value Proposition Components of a Business Model Aligning the Business Model and Value Proposition Business Model Needs Analysis Delivering Strategy System Balance and Strategy Delivery at CEMEX Organizational Culture and Cultural Reproduction Breakout Leadership Capabilities Chapter 1 Breakout Strategy ______________________________________________ We all want to identify the essential ingredient that makes for outstanding business success, the decisive factor that differentiates exceptional companies from those that are just plain average. Sadly, like the elixir of...
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...CROSSING THE CHASM. Copyright © 1991 by Geoffrey A. Moore. All rights reserved under International and Pan-American Copyright Conventions. By payment of the required fees, you have been granted the non-exclusive, non-transferable right to access and read the text of this e-book on-screen. No part of this text may be reproduced, transmitted, downloaded, decompiled, reverse engineered, or stored in or introduced into any information storage and retrieval system, in any form or by any means, whether electronic or mechanical, now known or hereinafter invented, without the express written permission of PerfectBound™. PerfectBound ™ and the PerfectBound™ logo are trademarks of HarperCollins Publishers. Adobe Acrobat E-Book Reader edition v 1. October 2001 ISBN 0-06-018987-8 The original hardcover edition of this book was published in 1991 by HarperBusiness, a division of HarperCollins Publishers. 10 9 8 7 6 5 4 3 2 1 To Marie Contents PREFACE TO THE REVISED EDITION FOREWORD ACKNOWLEDGMENTS PART I Discovering the Chasm INTRODUCTION If Bill Gates Can Be a Billionaire 1 High-Tech Marketing Illusion 2 High-Tech Marketing Enlightenment PART II Crossing the Chasm 3 The D-Day Analogy v vi Contents 4 5 6 7 Target the Point of Attack Assemble the Invasion Force Define the Battle Launch the Invasion CONCLUSION Getting Beyond the Chasm About the Author Credits About the Publisher Front Cover Preface to the Revised Edition “Obiwan Kenobi,” says Sir...
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.............................................................................................. 7 Chapter 1: Operations and processes.................................................................................................................... 8 Chapter 2: Operations strategy ........................................................................................................................... 12 Chapter 3: Supply network design...................................................................................................................... 19 Chapter 4: Process design 1 – positioning.......................................................................................................... 22 Chapter 5: Process design 2 – analysis ............................................................................................................... 26 Chapter 6: Product and service design processes ............................................................................................... 31 Chapter 7: Supply chain management ................................................................................................................ 34 Chapter 8: Capacity management....................................................................................................................... 37 Chapter 9: Inventory management ..................................................................................................................... 42 Chapter 10: Resource planning...
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...1 of 83 file:///D:/000004/Buy__ology.html 08/08/2009 10:45 2 of 83 file:///D:/000004/Buy__ology.html CONTENTS TITLE PAGE FOREWORD BY PACO UNDERHILL INTRODUCTION 1: A RUSH OF BLOOD TO THE HEAD The Largest Neuromarketing Study Ever Conducted 2: THIS MUST BE THE PLACE Product Placement, American Idol , and Ford’s Multimillion-Dollar Mistake 3: I’LL HAVE WHAT SHE’S HAVING Mirror Neurons at Work 4: I CAN’T SEE CLEARLY NOW Subliminal Messaging, Alive and Well 5: DO YOU BELIEVE IN MAGIC? Ritual, Superstition, and Why We Buy 6: I SAY A LITTLE PRAYER Faith, Religion, and Brands 7: WHY DID I CHOOSE YOU? The Power of Somatic Markers 8: A SENSE OF WONDER Selling to Our Senses 9: AND THE ANSWER IS… Neuromarketing and Predicting the Future 10: LET’S SPEND THE NIGHT TOGETHER Sex in Advertising 11: CONCLUSION Brand New Day APPENDIX ACKNOWLEDGMENTS NOTES BIBLIOGRAPHY ABOUT THE AUTHOR COPYRIGHT FOREWORD PACO UNDERHILL It was a brisk September night. I was unprepared for the weather that day, wearing only a tan cashmere sweater underneath my sports jacket. I was still cold from the walk from my hotel to the pier as I boarded the crowded cruise ship on which I was going to meet Martin Lindstrom for the first time. He had spoken that day at a food service conference held by the Gottlieb Duttweiler Institute, the venerable Swiss think tank, and David Bosshart, the conference organizer, was eager for us to meet. I had never heard of Martin ...
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...1 of 83 file:///D:/000004/Buy__ology.html 08/08/2009 10:45 2 of 83 file:///D:/000004/Buy__ology.html CONTENTS TITLE PAGE FOREWORD BY PACO UNDERHILL INTRODUCTION 1: A RUSH OF BLOOD TO THE HEAD The Largest Neuromarketing Study Ever Conducted 2: THIS MUST BE THE PLACE Product Placement, American Idol , and Ford’s Multimillion-Dollar Mistake 3: I’LL HAVE WHAT SHE’S HAVING Mirror Neurons at Work 4: I CAN’T SEE CLEARLY NOW Subliminal Messaging, Alive and Well 5: DO YOU BELIEVE IN MAGIC? Ritual, Superstition, and Why We Buy 6: I SAY A LITTLE PRAYER Faith, Religion, and Brands 7: WHY DID I CHOOSE YOU? The Power of Somatic Markers 8: A SENSE OF WONDER Selling to Our Senses 9: AND THE ANSWER IS… Neuromarketing and Predicting the Future 10: LET’S SPEND THE NIGHT TOGETHER Sex in Advertising 11: CONCLUSION Brand New Day APPENDIX ACKNOWLEDGMENTS NOTES BIBLIOGRAPHY ABOUT THE AUTHOR COPYRIGHT FOREWORD PACO UNDERHILL It was a brisk September night. I was unprepared for the weather that day, wearing only a tan cashmere sweater underneath my sports jacket. I was still cold from the walk from my hotel to the pier as I boarded the crowded cruise ship on which I was going to meet Martin Lindstrom for the first time. He had spoken that day at a food service conference held by the Gottlieb Duttweiler Institute, the venerable Swiss think tank, and David Bosshart, the conference organizer, was eager for us to meet. I had never heard of Martin ...
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...Media History Contents 1 Introduction 1.1 Mass media . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1.1.1 1.1.2 1.1.3 1.1.4 1.1.5 1.1.6 1.1.7 1.1.8 1.1.9 Issues with definition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Forms of mass media . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Purposes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Professions involving mass media . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . History . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Influence and sociology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Ethical issues and criticism . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Future . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . See also . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 1 1 2 6 6 7 8 10 10 10 10 11 11 12 12 12 12 16 16 17 17 17 17 17 17 18 19 20 21 21 21 1.1.10 Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1.1.11 References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1.1.12 Further reading . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1.1.13 External links . . . . . . . . ....
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