...|[pic] |Syllabus | | |College of Social Sciences | | |PSY/322 Version 2 | | |Consumer Psychology and Research | Copyright © 2010, 2009, 2008 by University of Phoenix. All rights reserved. Course Description This course focuses on consumer behavior and marketing research. Topics include the cognitive processes underlying consumer choice, descriptive consumer characteristics, and environmental consumer behavior. This course emphasizes the implications of consumer behavior on domestic and global marketing communications. Policies Faculty and students/learners will be held responsible for understanding and adhering to all policies contained within the following two documents: • University policies: You must be logged into the student website to view this document. • Instructor policies: This document is posted in the Course Materials forum. University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies may be slightly different...
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...views than Mainland China, although they may have similar cultural values (Weber, 2002). Consumers within these two regions may have different preferences and environmental standards. The same could be said for Japan. Therefore, when marketers are trying to enter other regions they must understand the region’s culture and behavior toward a product or service. Marketers must also understand demand factors of that region, such as economic and social. Case one: Japan to Apple’s iPhone: “No Thanks!” Although technology is used all over the world, different countries can provide many challenges when trying to introduce new technologies to them. Apple found this out when trying to introduce the iPhone in Japan. According to Frommer (2010), reasons the iPhone was not successful in Japan was because Apple failed to understand what the Japanese consumer expected of an iPhone and the competitive marketplace. Although the iPhone is successful in the United States, many consumers in Japan believe the phone’s technology is old and inadequate. Some Japanese consumers also believed that the iPhone did not look good and the network subscriptions were too expensive (Chen, 2010). Japanese consumers believe that the technology and many of the iPhone’s features are inadequate because Japan has already had the technology and features for more than two years (Chen, 2010). According to Frommer (2010), many Japanese consumers...
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...Japan to Apple iPhone "No Thanks" and Would Mickey Mouse Eat Shark Fin Soup these two case studies shows what happens when consumer behavior and marketing mix in globalization goes very wrong. These two studies reveal how marketer think they are giving a wonderful product and service in the case of Apple's the iPhone and Disney the Shark's Fin Soup. Understanding the consumer’s behavior and the customs and values of the culture impacted these two campaigns. Apologies good media press and changes in the strategy to get the approval of the consumers. Both case studies points out the impact of technology and how it at first affected the campaigns for bad with negative that changed the reputation of both companys. Apple's dilemma was very embarrassing for the company with negative reports and predictions of how the iPhone was going to sell in Japan. The propaganda was already put out to the media about the Japanese saying No Thanks to Apple concerning the iPhone 3. Apple thought that Japan would be ecstatic with the new product but supposedly the opposite occurred with reports of weak showing of the iPhone3. Of course with Apple being the cutting edge in technology and innovation in the western world Japan did not feel the same way about Apple's iPhone3. First Japan was a hard market to try to get into the for Apple and their competition Nokia, and Motorola, whose attempts to grab Japanese customers were futile. So this was going to be a difficult campaign for Apple. At the...
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...attitude, perceptions, beliefs and motivation. Some cultural factors include basic values, ideals and behavior. When a business is going to “go global”, they need to understand their target audience and interpret their buying behavior. Apple iPhone in Japan case study In 2008, Apple released the latest version of the iPhone. The release of the iPhone did well in most places except in Japan. Apple had estimated on selling a million units there but had later changed that estimate to 500,000. There consumer behavior in Japan was much different from the behaviors of other countries. These other markets were happy to welcome the new iPhone and all of its capabilities, but the people in Japan were not impressed. In the case study of Japan to Apple’s iPhone: “No Thanks”, there was a hard lesson learned by Apple. It is fair to say that they did not do their research on Japan and the need for the iPhone. First there is cultural opposition because Japanese have high, complex standards when it comes to cell phones. The iPhone offered the 3G access which was nothing new to the Japanese. Their existing cell phones already had 3G for quite some time. Another issue is that fact that the people in Japan are heavy into videos and photography, yet the iPhone offered no real benefit in these areas. They also prefer to have a TV tuner built into their phone (Chen, 2009). The...
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...these traits have been considered. Failure to do so could result in a lack of profits at best and a negative hit to a brand name at worst. Two case studies give examples of companies attempting to market and sell their products and services in new cultures. Case One: Japan to Apple’s iPhone: “No Thanks!” When Apple unveiled its much anticipated iPhone to the United States the response was overwhelming. The iPhone broke new ground in smartphone technology with its touch display, 3G data network capability and internet-based applications and utilities. Apple enjoyed huge sales and revenue in the United States. Similar success was enjoyed when the iPhone was released in other countries around the world as well. Overall, the feedback was very positive. So when it came time to release the iPhone in Japan, analysts estimated a million sales. Revised estimates after the release, however, were a staggering 50% lower at 500,000 units sold. There was initially much confusion as to why actual sales were so much lower than what was initially anticipated due to the fact that Japan is a very technologically savvy country and previous Apple products such as the iPod and Apple computers were very successful in Japan. As it turned out, one of the very factors that Apple was counting on for high Japanese sales turned out to be the reason sales failed to meet expectations. The Japanese are in fact a very...
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...all of these traits have been considered. Failure to do so could result in a lack of profits at best and a negative hit to a brand name at worst. Two case studies give examples of companies attempting to market and sell their products and services in new cultures. Case One: Japan to Apple’s iPhone: “No Thanks!” When Apple unveiled its much anticipated iPhone to the United States the response was overwhelming. The iPhone broke new ground in smartphone technology with its touch display, 3G data network capability and internet-based applications and utilities. Apple enjoyed huge sales and revenue in the United States. Similar success was enjoyed when the iPhone was released in other countries around the world as well. Overall, the feedback was very positive. So when it came time to release the iPhone in Japan, analysts estimated a million sales. Revised estimates after the release, however, were a staggering 50% lower at 500,000 units sold. There was initially much confusion as to why actual sales were so much lower than what was initially anticipated due to the fact that Japan is a very technologically savvy country and previous Apple products such as the iPod and Apple computers were very successful in Japan (Q-3 2011). As it turned out, one of the very factors that Apple was counting on for high Japanese sales turned out to be the reason sales failed to meet expectations. The Japanese are in fact a very technologically savvy...
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...Case One: Japan to Apple’s iPhone: “No Thanks!” The new version of Apple’s iPhone has generally been a strong seller worldwide, except in Japan. While some analysts had estimated that Apple would sell a million units of its latest iPhone in Japan, revised estimates put the number at more like 500,000 phones. So what’s the problem? The phone uses the faster 3G network and offers a touch screen. And Apple iPods and computers are popular in Japan. Well, it turns out that Apple iPhone’s use of the 3G network is not a big deal in Japan, because 3G access has been a standard feature on Japanese cell phones for several years. And as far as the touch screen is concerned, some Japanese consumers feel that they would have problems getting used to it. Perhaps the biggest hurdle facing Apple, however, is what the iPhone doesn’t have. Remember, Japanese consumers enjoy some of the world’s most technologically advanced cell phone features, such as “a high-end color display, digital TV-viewing capability, satellite navigation service, music player and digital camera.” Another “must have” feature in Japan, lacking in the iPhone, is “emoji,” which is clip art that can be inserted into sentences to make e-mails more attractive. In addition, many mobile phones in Japan allow their users to use their phones as debit cards or train passes. Source: Yukari Iwatani Kane, “Apple’s Latest iPhone Sees Slow Japan Sales,” Wall Street Journal, September 15, 2008, B3. Case Two: Would Mickey Mouse...
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...Case One: Japan to Apple’s iPhone: “No Thanks!” The new version of Apple’s iPhone has generally been a strong seller worldwide, except in Japan. While some analysts had estimated that Apple would sell a million units of its latest iPhone in Japan, revised estimates put the number at more like 500,000 phones. So what’s the problem? The phone uses the faster 3G network and offers a touch screen. And Apple iPods and computers are popular in Japan. Well, it turns out that Apple iPhone’s use of the 3G network is not a big deal in Japan, because 3G access has been a standard feature on Japanese cell phones for several years. And as far as the touch screen is concerned, some Japanese consumers feel that they would have problems getting used to it. Perhaps the biggest hurdle facing Apple, however, is what the iPhone doesn’t have. Remember, Japanese consumers enjoy some of the world’s most technologically advanced cell phone features, such as “a high-end color display, digital TV-viewing capability, satellite navigation service, music player and digital camera.” Another “must have” feature in Japan, lacking in the iPhone, is “emoji,” which is clip art that can be inserted into sentences to make e-mails more attractive. In addition, many mobile phones in Japan allow their users to use their phones as debit cards or train passes. Source: Yukari Iwatani Kane, “Apple’s Latest iPhone Sees Slow Japan Sales,” Wall Street Journal, September 15, 2008, B3. Case Two: Would Mickey Mouse...
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...Marketing Communication Memo PSY/322 January 21, 2014 Jeremy Pope Case Study # 1 Japan to Apple’s iPhone: “No Thanks!” What’s incorrect with the iPhone, from a Japanese viewpoint and outlook? Nearly everything: the excessive once-a-month statistics strategies that go with it, its lack of features, the depleted feature camera, the old-fashioned design and the fact that it’s not Japanese. In an attempt to improve business, Japanese shippers and transporters unleashed the iPhone for every person promotion, which offers away the 8-GB replica of the iPhone 3G if consumers come to an agreement to a two-year commitment. The valuing and pricing has been entirely out of whack with advertised realism, in respect to Apple’s iPhone amounts worldwide. I feel that Apple and its associates abroad are in the progression of changing and altering to local conditions. Apple’s iPhone is inarguably fashionable somewhere else: CEO Steve Jobs broadcasted that the earpiece and receiver pushed Apple to develop into the third-largest successful merchant in the planet, after marketing 10 million components in 2008. Nevertheless, even beforehand the iPhone 3G’s was propelled in Japan, market analyst were foreseeing the handset would collapse to fracture the Japanese marketplace. Japan has been traditionally argumentative toward western products as well as Nokia and Motorola, whose endeavors to snatch Japanese clients were unsuccessful. Above and beyond traditional...
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...Apple, and its iPhone are very established brand names in the smart phone industry in today’s US market. As the early leader and innovator in the smart phone market, Apple was able to stay ahead of its competitors by releasing new iPhone versions every year, and software updates whenever necessary. Expansion internationally was not as fast as domestically, thanks to heavy competition from industry giants like Nokia, the world’s biggest producer of cell phones. Currently iPhones are being sold in over 88 countries, though Apple still controls the manufacturing process for all iPhones shipped worldwide. Apple retail stores are only present in 35 of those countries, with Apple product presence in other parts of the world being represented by third parties. Singapore is one of the countries that does not have an Apple Store, and as recommended in my last report, intensifying penetration into that market can generate more revenues and lead to better strategies being tested for when the market in China matures enough that entrance is viable. People in Singapore are not avid Apple consumers as the company does not have a presence in the country yet, and as far as the iPhone goes, there are options that suit the needs of the population interested in smart phones better. Marketing Export Marketing should be used in order to gain entry into the Singaporean market. Using the same strategies and marketing mix that were used in the United States and Europe will not allow Apple to gain any...
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...introduction of Apple’s IPhone which was considered as genius products in some parts of the world. On the same note, the paper will focus on how Hong Kong consumers received the conservative shark’s fin soup. IPhone in Japan While introducing the product (IPhone) to the Japanese market, Apple, the company banked on the success stories of other products that had performed relatively well in that country. These were IPods and computers. Furthermore, projections had placed the sales at more than a million products. However, that did not happen. The products were not positively received in the country despite good features that manufacturer thought would suit the Japanese market (Kane, 2008). One of the biggest mistakes made by Apple was the reliance on the 3G platform that the product had. Japan conventionally had been accustomed to phones that offer 3G internet. This meant that all other phones in the market had been installed with the 3G internet and IPhone did not amuse them. Another flop was evident in the touch screen concept installed in the IPhone. According to Japanese consumers, that feature was cumbersome to use. The reality within the Japanese market was that most of the phones sold in the market had some of the most sophisticated inputs and technology. This is due to the fact that Japan is one of the most techno savvy countries in the world. Apple had the question, “What the IPhone did not have that Japanese wanted?” and not, “What the IPhone really had? Apple could...
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...Apple Inc. Company Overview: Apple Inc. is an American multinational corporation that designs and sells consumer electronics, computer software, and personal computers. The company's best-known hardware products are the Macintosh line of computers, the iPod, the iPhone and the iPad. Its software includes the Mac OS X operating system; the iTunes media browser; the iLife suite of multimedia and creativity software; the iWork suite of productivity software; Aperture, a professional photography package; Final Cut Studio, a suite of professional audio and film-industry software products; Logic Studio, a suite of music production tools; the Safari web browser; and iOS, a mobile operating system. As of July 2011, Apple has 364 retail stores in thirteen countries, and an online store. It is the largest publicly traded company in the world by market capitalization, as well as the largest technology company in the world by revenue and profit, more than Google and Microsoft combined. As of September 24, 2011, the company had 60,400 permanent full-time employees and 2,900 temporary full-time employees worldwide; its worldwide annual revenue in 2010 totaled $65 billion, growing to $108 billion in 2011. Headquarter: The Apple Campus is the headquarters of Apple Inc., a consumer electronics and PC corporation, located in Cupertino, California. The facility is referred to as a campus because its design resembles the campus of a university, with the buildings arranged around green spaces...
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...Doing Business in Japan Japanese Leading Brands Vs. US Winning Japan Market MBA Iris 2012 Business with Japan January 26, 2013 Overview The Case Study Only a half decade ago the portable computer-laptops industry had thrive with the variable sizes, multifunctions, different weight, thickness and colors, manufactured by different vendors. (DELL, HP, Sony, Samsung, LG, Asus ...) Early 2007 when Apple introduced the first iPhone to the US market, there were already many kind of Smartphones in the market (HTC, Palm, Samsung..) but non of them created such a customer experience as the iPhone did. The iPhone became the ultimate portable office in the pocket of its owner. Sending and receiving emails and instant messages became easier, browsing content at the internet and navigation as well plenty application and capabilities. Everyone realized that the man with the iPhone will win – the iPhone became a big advantage for any business man. In addition, the leisure culture starts changing. The ease of browsing internet content with the iPhone anywhere, accessing Facebook and reading emails was significant. Playing gaming at you free time with the iPhone became an addiction to everyone. Apple with great precision has read the map and introduces the first iPad on 2010 which became a game change in the portable PC industry. With a larger screen size, the iPad was the ultimate entertainment...
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...PRODUCT ASSESMENT Tiffany Burke Professor Farrar MKT 100 July 28, 2013 Product Assessment Decline stage is defined as the product life-cycle; in which a product’s sales decline to low or negative growth rate in sales. During this stage of any product, sales are diminished and consumers’ taste shifts to a newer or better offering. Eventually what happens is profits fall and it makes not profitable to produce the product anymore. As a number of other companies dominate the market, it becomes increasing difficult for the company in question to maintain its level of sales. This is something in the case of digital music players like the Apple IPod. Profitability will fall, eventually to the point where it is no longer profitable to produce, and production will stop. As a number of companies start to dominate the market, it becomes increasingly difficult for the company in question to maintain its level of sales. Consumer tastes also change, as do new technologies which may make the product become ultimately obsolete (as in the case of CDs and DVDs, and now Blu-Ray).Profitability will fall, eventually to the point where it is no longer profitable to produce, and production will stop. As a number of companies start to dominate the market, it becomes increasingly difficult for the company in question to maintain its level of sales. Consumer tastes also change, as do new technologies which may make the product become ultimately obsolete (as in the case of CDs and DVDs, and now...
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...Conclusion: Innovation Challenges in Established Firms Carolyn French Student ID: 5911458 American Sentinel University September 1, 2013 Instructor: Dr. Jacqueline Gilliard Abstract This research document explores several case points as outline in the introduction paragraph covering this weekly assignment exerted from the ASU Moodle web site and from some selected books and articles that are listed on the reference page. Also there is a series of case points under examination in the context of this research that are relate to these learning objectives which helps the reader to appreciate how some of today's most respected high-tech companies rose to prominence, then reinvented themselves once or more; to review the evolution of the personal computer industry, to obtain a glimpse of Intel's likely future as well as the future of the semi-conductor industry, and to outline approaches for building "learning organizations and lastly to appreciate the challenge of developing a complex-strategic-integration (CSI) capability through Intel and Apple Inc. case study reviews. Keywords: Innovation challenges in established firms, Intel and Apple Case Studies, Learning organizations Conclusion: Innovation Challenges in Established Firms Introduction In accordance with the Module 8 reading requirements and the textbook coverage’s from Strategic Management in Technology Innovation, Part Five on pages 1108 -1182. This research document will address specific questions that...
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