...this marketing plan is to present a new category-brand extension product designed by DeWALT Power Tools and manufactured by Calloway Golf. The new DeWALT IronDrive Pro category line of golf clubs will embody the brand reputations of quality, power, top of the line features, superior technology and durability that have made both DeWALT and Calloway leaders within their perspective industries. This product is a specialty niche set of golf clubs packaged in a branded walking golf bag and also will include club head covers, a club towel, and balls to complete the perfect golfing experience. Consumers who purchase this product will enjoy the industry leading golf technology of Calloway and combined with the industry leading power tool features and benefits provided by DeWALT. The target market for this product consists of males 20-65 years old, college educated, makes an annual salary of $40,000 or more, and purchases high end products. The ideal customer lives all across the United States, but in particular resides in the industry’s largest regions of the Mid-Atlantic, New England, East North Central, South Central, and West North Central regions. The customer will have some knowledge of around the house DIY projects and tools to complete the task. The value proposition for the DeWALT IronDrive Pro is a golf club designed with the power, speed, accuracy, and durability of DeWALT Power Tools infused with Callaway technology and control to make even the novice golfer perform like...
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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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...Decker being one among the most powerful brand names in the world and establishing its professional tools to be the highest quality in the industry, B&D failed to make an impact in the Professional-tradesmen segment. B&D was known for offering high quality, differentiated products and excellent service in the Professional-Industrial segment whereas its brand recognition, and image helped it attain the #1 position in the market place for Consumer segment. B&D occupied only 9% of the total share as against Makita who was leading the Professional-Tradesmen segment with 50% market share. Though B&D leads in the other two segments, it could not capture the tradesmen segment due to the following reasons. B&D was branded more as home tools; it lacked in capitalizing one of the most profitable distribution channels (membership clubs) whereas the same channel proved to be very successful for Makita (85%); the unremarkable grey color did not help B&D; and while B&D was focused in three segments, Makita was focused on only one segment of the market. Therefore, Joseph Galli, Vice president of sales and marketing for B&D, has to decide which one of the three marketing strategies must be implemented to take, the market share in the Professional-Tradesmen segment, away from the current leader Makita. Recommendation: I would recommend B&D to use the strategy of Re-branding i.e; using DeWalt name and the color yellow in order to regain Professional-Tradesmen segment market share. The reasons...
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...1.1 Problem Statement: The problem faced by the Black and Decker Corporation (A) is the zero profitability faced by the company in its Power Tools Division’s especially in the ‘Tradesmen” segment. Out of the three segments in this Power Tools Division, B&D was facing immense competition from Makita Electric of Japan which had practically taken oven the professional power tools for tradesmen business since it entered the United States market a decade ago. According to the trade practices the company needs to allow advertising allowances and rebate money on B&D’s Tradesmen products as the profitability in this segment was near to zero. The senior management of the company has resolved to challenge Makita for leadership in this segment and put an end to this “no win” game by developing and gaining corporate support program, but he could realize the sensitivity of the issue of capturing the market, where the B&D is just 9% with near to zero profitability. [->0] 1.2 SWOT Analysis: B&D is the world’s largest producer of power tools; power tools accessories, electric lawn and garden tools and residential security hardware. The company primarily started as a power tool company but gradually moved from ‘garage to the house’ after introducing the most successful hand held vacuum cleaner. This allowed the company to purchase the Housewares Division of General Electric’s for $212 million and use its name on its products but till 1987 only. Another acquisition of Emhart Corporation in...
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...Joseph Galli, the vice president of sales and marketing for power tools in Black & Decker Corporation, is presented with options for the next steps to solve the company’s problem of having low sales in the Professional-Tradesman segment where profitability is practically zero. B&D only holds about 9% of the market share which is shockingly low considering its high quality and its success in its other two segments. Galli is now considering three options: I. Focus on its successful segments (Consumer and Professional-Industrial segments) while trying to harvest any profitability in the Professional- Tradesman segment II. Sub branding to rebuild the B&D name III. Drop the B&D name from the Professional-Tradesman segment, ultimately creating a new brand Before we look at which option(s) is most appropriate, we need to conduct a thorough analysis. Also, it is important to note that this is a decision case, since the company is facing a well-defined problem (which I will go into detail later) with multiple alternatives. The purpose of this paper is to evaluate which alternative(s) are most suitable for B&D SWOT ANALYSIS Strengths The company has an amazing brand strength as it is ranked #7 in the US and #19 in Europe. Among its competition, B&D has the highest awareness at 98%. Furthermore, the company sells quality products at competitive prices (it is 5%-10% lower than its competitors). B&D conducted 2 tests to determine the quality...
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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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...and Bosch The U.S Market for Power Tools The power tools industry in United States generates approximately $8.6 billion in boost growth and profit margin. The U.S. power tools industry is dominated by these major companies: Black & Decker that posses 9.3% market share., China’s TTI, Bosch., DeWalt and Craftsman . Thanks to all largest home centers these manufactures dominated the model of supply structure of this power tool market. Power tools as drills, saws, routers, and lathes with motor attachment that helps to reduce the work charge that are difficult to perform if you are using your hands. Black & Decker and Craftsman are the most popular brands among equipment owners, Black & Decker report 72% owning Sears Craftman brand. Far Away we can position Dewalt in the list owning 32%. Bosch increase in the year 2007 their global sales, but the company stated that the power tool sales fell in United States all of this due to the economic crisis. Bosch still the cordless strongest seller in this division. In the United States mostly 64 % of the people own some power tool equipment. These people share certain characteristics. The males are the ones that possess the mayor roll in the market of power tools corresponding to them the 68 % , by age between 35-64 posses 68% , race 70% corresponding white people and with a household income above $50K which is the 72% of the power tool owners. In the Market of power tools in terms of profitability the product...
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...TABLE OF CONTENTS Situational Analysis 3 Alternatives 7 Decision Criteria 11 Action Plan 12 In 1910, Black & Decker was founded by two 23 year olds S. Duncan Black, and Alonzo G. Decker in Baltimore. 73 years after receiving its first patent, Black & Decker was the world’s largest producer of power tools, power tool accessories, electric lawn and garden tools, and residential security hardware. The brand has also made its successful foray into households with products such as the DustBuster, and Spacemaker amongst other things. The franchise also holds nearly 30% of market share overall in the US power tools market. With strong segment shares in the professional industrial and consumer market at...
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...Team D-1’s Analysis Of The Black & Decker Corporation in 2000 Executive Summary Black & Decker had always been a market leader in the power tools industry. Many changes took place that helped out in the company in the short run, but hurt in the long run. In 2000 Black and Decker Corporation was still reeling from the financial and strategic problems stemming from the company's acquisition of Emhart Corporation in 1989. In late 1998 Black & Decker management celebrated the completion of an almost decade-long effort to divest nonstrategic business gained through its 1989 acquisition of Emhart Corporation and expected the company to enter a long-awaited period of growth as its entire management refocused its attention on its core power tools, plumbing, and security hardware business. Archibald believed that "This portfolio restructuring will allow us to focus on core operations that can deliver dependable and superior operating and financial results." However the portfolio restructuring did little to improve the market performance of the company's securities. Yet Archibald and the management continued to express confidence that the company's streamline portfolio would allow Black & Decker to achieve revenue and earnings growth that the market would find impressive. So far the 1998 divestitures have not produced steady increases in the company's stock price, but look promising for the future due to the efforts to refocus efforts on the successful power tools line. Strategic...
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...R1 R1 CEBU INSTITUTE OF TECHNOLOGY – UNIVERSITY College of Engineering and Architecture ------------------------------------------------- Department of Architecture A PROPOSED IT PARK RESORT IN CORDOVA Basalo, Jhane Diane L. Cantal, Cheque L. Doron, Angelie G. Ar. Alyckhine De la Torre Technical Advisor Ar. Leonida De Vera Thesis Coordinator Chapter 1 The Problem and Its Scope 1.1 Introduction The world is constantly changing through the widespread availability of information and communication technologies that led to utmost capacity for dissemination of knowledge and information. The IT revolution has improved the economic growth and productivity thus, increasing demand for the business process outsourcing (BPO) industry drove the establishment and infrastructure of many IT parks and centres. IT parks in the Philippines are solid indicators of progress, both in the technological and economic spheres, because of their competitive workforce and multilingual abilities that most multinational companies would prefer to reach out. The Department of Science and Technology-Information and Communications Technology office (DOST-ICT) together with the private sector, like Farlis Development Corporation, is pushing for the improvement of the industry in the country by working together to attract other companies to engage in offshore outsourcing in the country. Cordova is a municipality located in the 6th district of Cebu Province in the Philippines...
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...Student Name | [Research Methodology Assignment] | This research specifies information needed, issues addressed, methods and a design of collecting information, how data collection has been managed and implemented, analyzed and lastly communicates the results and findings and their implications with Literature and evidence. | Table of Contents Background 2 Literature Review 2 Overview of the Marketing Research Procedure 2 Stages of Marketing Research Procedure 2 Stage 1: Purpose of Market Research 2 Stage 2: Research Objective 3 Stage 3: Estimation of value of research 4 Stage 4: Research Design 4 Exploratory research 4 Data Analysis 4 Questionnaire, Sampling and Sampling size designing 4 Stage 5: Data Collection 6 Stage 6: Data Analysis 6 Stage 7: Result and Presentation 7 Marketing Research Process of Tesco goes to China Analysis 7 Background 7 Stage 1 Research Purpose 7 References 8 Background The reason behind choosing the Market research is because as stated by Philip Kotler (2007), it defines the first step of economic process. And it links to the consumers, public to marketer, customers and lets you identify, define and analyse marketing opportunities and issues pertinent to the marketing. The process of market research renders researcher scope to evaluate process, generate, refine and define marketing current actions. It helps to monitor market performances, and also enables a clear picture of understanding the marketing process. It is noted that market...
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...A Business Plan Presented to the Faculty Institute of Accounts Business and Finance Management Far Eastern University ------------------------------------------------- Sampaloc, Manila ------------------------------------------------- In Partial Fulfillment Of the Requirements of the Degree of ------------------------------------------------- Business Administration Major in Business Management ------------------------------------------------- Submitted by: Ligan, Jones Caleb Lacerna, AiraJamela Marquez, Maricar Mon-Alon, Levi Prado, Austin Carl Valila, Philiam Submitted to: Mr. Sofronio C. Dulay March 2015 Amberland Plaza, Jade Dr, Ortigas Center, Pasig, 1605 Metro Manila 0935-162-3078 / 0933-596-2984 www.serviFIX.com.ph For more info/details contact: Levi Mon-Alon at 09061152343 Date Prepared: March 2015 Confidentiality Disclaimer The information in this document is confidential to the person to whom it is addressed and should not be disclosed to any other person. It may not be reproduced in whole, or in part, nor may any of the information contained therein be disclosed without the prior consent of the directors of ServiFIX Corporation. A recipient may not solicit, directly or indirectly (whether through an agent or otherwise) the participation of another institution or person without the prior approval of the directors of the Company. Any form of reproduction, dissemination, copying, disclosure, modification, distribution and or...
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...2010/12/03 The Global Innovation 1000: How the To… Home Magazine About Store Log In / Register Business Literature Financ e Global Perspec tive Innovation Marketing, Media & Sales Operations & Manufac turing Organizations & People Rec ent Researc h Strategy & Leadership Sustainability Thought Leaders ARTICLE TOOLS Auto, Airlines & Transport Consumer Produc ts Energy Healthc are Tec hnology MOST READ MOST E-MAILED adv ertisement strategy+business on Facebook Like Chinmay Sohoni and 15,215 others like this. SHA RE PDF E-MA IL R EPR IN TS PRIN T 1. Current s+b Issue 2. The Power of the Post-recession … Best Business Books 2010 15 Y ears, 50 Classics The Global Innovation 1000: How … Best Business Books 2010: Innova… 3. 4. 5. Sign up for free s+b email new sletters Subsc ribe to s+b Advertise in s+b ONLINE INNOVATION PROFILER For a new assessment tool from Booz & Company, designed to help evaluate your company’s R&D strategy and the capabilities required, visit: www.booz.com/innovation-profiler. RESOURCES Barry Jaruzelski and Kevin Dehoff, “Profits Down, Spending Steady: The Global Innovation 1000,” s+b, Winter 2009: Last year’s study showed that most companies were sticking with their innovation programs in the early stages of the recession — and many were boosting spending to compete in the upturn. Barry Jaruzelski and Kevin Dehoff, “Beyond Borders: The Global Innovation 1000,” s+b, Winter 2008: This study revealed for...
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...CONTENT I- Introduction...................................................................................2 1- Background.........................................................................................2 2- Rationale..............................................................................................3 3- Aims & objectives................................................................................3-4 4- Research questions...............................................................................4 5- Hypothesis...........................................................................................5 II- Literature review............................................................................5 1- Strategy in the retailing sector......................................................5-7 2- Asda and its marketing strategies.................................................7-8 3- ASDA strategies and the main features of the UK retailing industry.............................................................................................8 III- Research methodology.....................................................................9 1- Types of research....................................................................9-10 2- Research methods..................................................................10-11 3- Population.....................................................................
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