...front office manager of hotel Empire. He is facing a situation that a family is looking for two rooms for just one night. They are 4 persons. Parents are regular business traveller but now them with their two kids. They are not as business traveller that night. They are paying for one room $160 but hotels rack rate is $220. We advise Larry to reject the family booking to considering following points, Market Positioning: - Hotel Empire is a very famous hotel in that market. Hotels market position is very high. As they are mention the picked up six walk-in guests and three of them are walked from the Hotel The Astor. This hotel is competitor of Hotel Empire. Maintain loyalty of clients for future is very important for market positioning. Hotel is really having very much goodwill. As case stated the downtown hotels are evidently filling up tonight that means the market demand is there. To maintain Market positioning we must follows the target market and pricing principle. So Larry Tan must be reject this booking if they are not ready to convinced to maintain the market positioning. Target Market: - As mention in case Hotel Empire is nearby to full occupancy. Only two rooms are remained. Hotel has chances to be perfect fill but hotel have most clients...
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...operational effectiveness. But in this way, they move further away from viable competitive positions which can only be achieved by an appropriate strategy. Positioning which was once the way to go about beating competition is now rejected, since its too static. Rivals can easily copy the market position and competitive advantage. However, that is not entirely true as hypercompetition is a self-inflicted wound. It is important to watch out for what your competitors are doing, but improving operational effectiveness alone is not enough, and that cannot be your only strategy. Operational effectiveness and strategy are both important for superior performance which is what a firm aims for. A company can beat rivals if it can stand out, establish a difference it can preserve. Basically a company can either provide greater value to customers or comparable value at low prices, or both. Delivering greater value means higher unit prices, greater efficiency means lower unit costs. Cost arises from performing activities and cost advantage comes from performing activities more efficiently than your competitors. This can be in the choice of the activity or how the activity is performed. So activities are what creates competitive advantage. Operational effectiveness means performing similar activities better than rivals. Strategic positioning means performing different activities or similar activities in a different way. Productivity frontier is the sum of all existing best practices at...
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...UNIT-IV Product positioning concept Although there are different definitions of Brand Positioning, probably the most common is: identifying a market niche for a brand, product or service utilizing traditional marketing placement strategies (i.e. price, promotion, distribution, packaging,and competition). Also positioning is defined as the way by which the marketers creates impression in the customers mind. Positioning concepts More generally, there are three types of positioning concepts: 1. Functional positions o Solve problems o Provide benefits to customers o Get favorable perception by investors (stock profile) and lenders 2. Symbolic positions o Self-image enhancement o Ego identification o Belongingness and social meaningfulness o Affective fulfillment 3. Experiential positions o Provide sensory stimulation o Provide cognitive stimulation Perceptual mapping Perceptual mapping provides answers to these vital questions: • What is your market position relative to your competitors? • What are your strengths and weaknesses? • Where are there gaps in the market? • How do you measure up to the “ideal?” • What strategies will improve your competitive position so that you are both relevant to the market and differentiated from competitors? The process includes developing the attributes—either functional, emotional, or both. Survey respondents rate the client brand and competitive brands on each of the attributes, and attribute importance and ideal...
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...Assignment #1 1. What symptoms exist to suggest that something has gone wrong? There are a few key observerable symptoms that things had gone wrong when Syd Gilman (Vice President of Marketing) was speaking with Rochelle Beauport. The “red flags” that I found in this case are: * Syd failed to recognize Rochelle’s reaction to the news as he was too focused on the belief/expectation that Rochelle would perceive the marketing research coordinator position as a career advancement; * As a result of Syd’s expectation of how Rochelle would respond to the new position, he misinterpreted her negative reaction as a positive “surprised” reaction; * Rochelle viewed the new position offered as a “backroom” job and believed it was due to her visible minority and her gender; * She believed that she was getting sidelined and removed from the company’s bottom-line activities; * She believed that the position of marketing research was not the route to top management; * Syd assumed that Rochelle’s surprised reaction was because of the great career opportunity he was presenting to her when in reality Rochelle perceived this offer in the completely opposite way; * Exit – Rochelle felt dissatisfaction with her previous employer that ultimately lead her to leaving the company, and is now starting to feel the same dissatisfaction and is considering leaving Hy Dairies Ltd.; * Voice - after some reflection she is now contemplating whether or not to talk to Syd...
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...Positioning Strategy: By creating product, service, channel, people and image differentiation Nestle reach the consumer touch point more effectively & efficiently in comparing with their competitors in the highly competitive food processing sector. Product Differentiation: Nestle brings a lot of product for target customers. They provide 25 types of minerals in Nido for children. It also provides Cerelac and Lactogen1 &3 for newly born baby exclusively. Now the doctors prescribe these products for babies to their parents for high nutrition Nescafe is a product which contains 4 types of categories. They offer Nescafe ice for hot weather, classic for all 3 in 1 for those who are busy. They provide Maggi including Maggi instant; Maggi 2 minutes which contain various minerals, vitamins and nutritions.Maggi also provide magi healthy soup and Maggi corn soup but charge the same price. Channel Differentiation: Nestle reach their products to the customers through their expert market salesman and transportation. So that their products are much available to their respective customers. Image differentiation: Nestlé’s logo is totally different from its competitors that are greatly accepted by its customers. For that reason customer easily identify them in the market which is another effective advantage for Nestle. People differentiation: Nestle has a large number of employees that are highly educated and trained. In Bangladesh, 400 employees are working in market Company chairman;...
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...also respond to the questions listed below. • Strategy, mode of entry • Organizational structure • Marketing, sourcing strategies(650s), logistics • International and local staffing policy. ??? DRS defines strategy as “Management’s idea on how to best attract customers, operate efficiently, compete effectively, and create value. Guides building and sustaining the company’s competitive position within its industry” (DRS, p. 809). What factors led to the disappointing performance of Hong Kong Disneyland? Factors leading to Hong Kong Disneyland’s poor performance include: high prices for tickets and food; small park size; inconvenient location too far from primary business and residential areas, product offering, product positioning, cultural gaps, staff issues, bad press, and overcrowding led to the disappointing performance of Hong Kong Disneyland. The case study also adds “lack of unique features, insufficient appeal to adults and missing Chinese elements (Farhoomand, p. 1) as possible reasons for the park’s lackluster performance. Marketing mix = product, price, promotion, brand, and distribution. DRS p. 623 Why did the management team repeatedly offend local people despite its awareness of the importance of observing local culture and customs? Why have the remedial actions taken by management been unsuccessful in revising the Park? What more do you think the Park can do to achieve a successful turnaround? What are some possible arguments for...
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...successfully launching a national brand of fresh Italian sausage could provide the needed profit to meet company objectives. Market Research: Target Market: Themes (emerged from focus groups): 1. Family connection 2. Clever cooking 3. Confidence 4. Appreciation 5. Quick & easy 6. Tradition Concepts (developed based on themes and consumer values) * “Family Connection” * “Clever Cooking” * “Balancing Act” * “Labor of Love” Italian Sausage “Brand Ladder”: Takeaways: Market research tells us who to target for market positioning, but it does not tell us any quantitative numbers to determine any sort of profitability numbers, such as costs and Saxonville/competitor average pricing. 2) Key Issue in the Case: Need successful launch of Italian sausage brand to achieve target profits for following fiscal year, but they need to determine a brand positioning, strategy, and name for launching their Italian sausage segment in the national retail sausage market. 3) Alternatives: a) Launch Vivio brand name nationally with Family Connection...
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...1. What is a brand? Why does Unilever what fewer of them? 2. What was Dove’s market position in the 1950’s? What is it positioning in 2007? 3. How did Unilever organize to do product category management and brand management in Unilever before 2000? What was the corresponding structure after 2000? How was brand meaning controlled before 2000 and how is it controlled at the time of the case? 4. Spend a little time searching blogs, to get a sense of what people are saying about Dove today. What does this discussion contribute to the meaning of the brand? 5. Footnote 1 of the case leads you to a blogger who asks, with reference to the age of YouTube advertising, “Is marketing now cheap, fast and out of control?” Footnote 2 refers to Dove as having started a conversation “that they don’t have control of.” In “When Tush comes to Dove,” Seth Stevenson writes about the “risky bet that Dove is making.” Do you see risks for the Dove brand today? By using YouTube for distributing advertisements, Dove found a cheap way to advertise. Moreover, for people it is a very easy way to watch the advertisements so Dove its way of reaching people is good chosen. On the advertisements there can be placed a reaction directly and some of the results are mentioned below. Some people trust the brand more after the campaign, some people distrust. The distrust comes forth out of the idea that maybe Photoshop and a lot of make-up is used to make the women appear better in front...
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...In marketing, positioning has come to mean the process by which marketers try to create an image or identity in the minds of their target market for its product, brand, or organization. Brand positioning process Effective Brand Positioning is contingent upon identifying and communicating a brand's uniqueness, differentiation and verifiable value. It is important to note that "me too" brand positioning contradicts the notion of differentiation and should be avoided at all costs. This type of copycat brand positioning only works if the business offers its solutions at a significant discount over the other competitor(s). Generally, the brand positioning process involves: Identifying the business's direct competition (could include tertiary players that offer your product/service amongst a larger portfolio of solutions) Understanding how each competitor is positioning their business today (e.g. claiming to be the fastest, cheapest, largest, the #1 provider, etc.) Documenting the provider's own positioning as it exists today (may not exist if startup business) Comparing the company's positioning to its competitors' to identify viable areas for differentiation Developing a distinctive, differentiating and value-based brand positioning statement, key messages and customer value propositions. Product positioning process Generally, the product positioning process involves: Defining the market in which the product or brand will compete (who...
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...3:People who are of mid-level income , they don’t want to perform surgery since expensive and want a substitute with is of same quality but at a more acceptable cost. | Targeting Evaluate market segments and choose the target segment.Market attractiveness criteria (segment size, segment growth, segment profitability etc.):Business strength criteria (resources, skills and competencies etc.):How would you rank the segments based on the market attractiveness and business strength (you are not going to use any sophisticated tools at this stage, simply rely on your experience and understanding): * Highest potential: segment x * Medium potential: segment x * Lowest potential: segment xYour target segment (one of the three): | Positioning Think about how you are going to position your product/service. Are you going to...
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...Strategic Option for Industry Leaders Industry Leaders need to use strategies to compete successfully in the market. To continue to stay on top and enjoy the status and income or profit potential, they must be always on the alert. Thomson and Strickland suggest that these companies need to pursue the following strategic moves: a) Stay on the offensive strategy. This attitude means that the business organization must continuously pursue offensive strategies. The following should be done: i) Be a first mover, leading industry change; ii) Best defense is a good defense; iii) Relentlessly pursue continuous improvement and innovation iv) Force rivals to scramble to keep up; v) Launch initiatives to keep rivals off balance; and vi) Grow faster than industry, taking market share from rivals. b) Fortify and defend the strategy. Relates to sealing off areas or cracks that may invite other competitors to attack or challenge the company. i) Increase advertising and research and development ii) Provide higher levels of customer service iii) Introduce more brands to match attributes of rivals iv) Add personalized services to boost buyer loyalty v) Keep prices reasonable and quality attractive vi) Build new capacity ahead of market demand vii) invest enough to remain cost competitive viii) Potent feasible alternative technologies ix) Sign exclusive contracts with best suppliers c) Do muscle Flexing. Muscle flexing...
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...Global Strategy – Analysis and Practice BUSI 1271 This Lecture’s Focus & corresponding Learning Objectives The exploring Strategy model Moving from Strategic Analysis to Strategic Choice 4–3 Sources of Superior Profitability Basic Objective: Survival!!! RATE OF PROFIT ABOVE THE COMPETITIVE LEVEL INDUSTRY ATTRACTIVENESS Where to compete? CORPORATE STRATEGY How do we make money? COMPETITIVE ADVANTAGE How should we compete? BUSINESS STRATEGY 4–4 Business Level Strategy Definition Competitive advantage is to be attained by achieving a strategic fit between an organisation’s internal capabilities & its external environment. In order to maintain strategic fit organisations will need to constantly scan their environment & adjust their internal capabilities in order to exploit opportunities as they arise. Key Concepts: Generic Strategy (Porter, 1985) The Strategy Clock (Bowman & D’Aveni, 1995) 4–5 The importance of Generic (Business) strategies: Example 1/2 2004 2005 2006 2007 2008 2009 Increase (%) Ryanair EasyJet Lufthansa 26,6 24,3 50,9 33,4 29,6 51,3 40,5 32,9 53,4 49,0 37,2 62,9 57,7 43,7 70,5 65,3 46,1 76,5 145,5% 89,7% 50,3% British Airways Air FranceKLM 36,1 35,7 35,6 33,0 33,2 33,1 -8,3% 48,7 48,2 53,8 56,5 74,8 74,4 52,8% Total number of passengers (in millions) 4–6 The importance of Business strategies: Example 2/2 2004 Av. fare %>...
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...What do your feet have to do with your eyes? Plenty, when you’re talking about determining your natural point of aim. In short, natural point of aim is the most comfortable position you can assume that allows you to accurately and consistently place your shots in the center of your target. As you can imagine, this is a key concept for any handgun shooter, whether it be for target practice, self-defense or competition. And developing it so you’re always on center mass is simple as a step forward or a step back, as Mark Redl demonstrates in the above video. The member of Colt’s competitive shooting team goes over the basics of determining your natural point of aim and then the process to correct it so you’re always on target. This requires...
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...Develop a market positioning We notice a large number of new world producers that are a threat fort Château Margaux. They come from Australia, South Africa and California. Their strengths are: better marketing, lowercosts, modern production techniques and increasingly good quality. Château Margaux has to reinforce its position if it wants to stay one of the leaders on the prestigious market of wines. China seems to be an alternative to Château Margaux. There is a keen interest in food and wine in China. The consumption of wine is massive and the development of the wine industry could be very promising. Indeed, Paul Pontallier, general manager of Château Margaux, said China is the world's fastest ever growing wine market and the company aims to position Château Margaux at the very top. What we plan is to position Château Margaux as a luxurious wine leader in China. For future, what we expect is that China represents Château Margaux’s second largest market the first next year and may become the first one from the two next years. Moreover, Gao Ming, vice president and Shanghai general manager of Ruder Finn Asia, claims that China is looking for prestige and luxury, that’s why Chinese luxury consumers would appreciate such a prestigious brand. (By: Erica Ng, China – Shanghai, Published: Aug 03, 2010) Château Margaux will keep the high quality and wine characteristics that make its famous reputation. It has to keep its French image, so like this it will be associated to French...
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...1. What changes are occurring in the non-disposable razor category? Assess Paramount’s competitive position. What are the strategic life-cycle challenges for Paramount’s current products as well as Clean Edge? The non-disposable razor category has seen changes in the recent years. * Advertising expenditures increased significantly for newer and smaller players to grab the market share whereas established players did not increase it significantly. * Male grooming product seemed to be a bright spot in the industry with the advent of male-specific personal care products that outpaced the growth in women’s beauty market * 5% growth per year from 2007 to 2010, attributed to innovations and product introductions. * Diversified as better margin derived from the product brought in retailers in the form of club stores and other stores. Competitive Position: * Global Consumer Product Giant with over $13 billion in worldwide sales and $7 billion in gross profits for 2009 since its entry into the market in 1962 * Respected brand in non-disposable razor market. * 23.3% market share by volume of overall non-disposable razor unit and market leader in moderate non-disposable razor unit both by volume and dollar. * New players with technologically improved products posing a threat to Paramount. Strategic Life Cycle Challenges: Clean Edge Razor – based on superior technology and 5 blade design would give enormous boost in sales provided the product does not cannibalize the existing...
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