...As I get further and further along in this simulation, I have noticed that I am beginning to understand what it takes as a marketing manager in order to be successful. Careful considerations must be made to be sure that the right decisions benefit both Minnesota Micromotors, Inc., and our customers. Our success comes from our customers’ success and loyalty that they have with this company. In finding ways to incorporate the important factors that matter most to our customers is what will bring in new customers and keep our existing ones around for the long hall. My strategy for Minnesota Micromotors, Inc. that I have entered into the simulation game for 2015 Q2 were based on similar factors that I had used in the previous quarters. Like in prior quarters, I tend to base my decision strategy on the customers satisfaction of the overall product and pricing. I also find that it is important to base my decisions on the income statement from prior quarters as well to see where I could adjust things to work in my favor. I am still having issues discovering what needs to change in order to increase the weak areas and to find what is lacking to get this issue resolved. In 2015 Q2, I chose to change my sales force from 26% on Segments A and B down to 25% and increase Segments C and D from 24% to 25%. I think by giving all segments the same percentage may in fact even things out. I then made the decision to increase the power to size ratio from $47K up to $100K, and...
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...1. Introduction The marketing simulation requires our team to assume the role of Chief Executive Officer of Minnesota Micromotors, Inc. (MM) and design the company’s marketing strategy. MM manufactures the Orthopower Micromotor™ used in orthopaedic medical devices. MM had just turned a modest profit after several years of losses. However, it faced challenges in recent potential market share loss and a decline in revenue in the most recent quarter. 2. Market Assessment The segment of the motor industry in which MM operated was highly competitive, with over 100 participants. With MM’s significant investment in the product line’s power-to-size and efficiency — the two features cited most often by original equipment manufacturers (OEMs) as sources of differentiation for MM’s medical motors – MM’s motors delivered the highest efficiency among all miniature direct current motors. Over 70% of MM’s revenues were generated from customers that placed large-volume orders. In particular, Segment A placed a premium on the motor’s power-to-size ratio and contributed to approximately 33% of MM’s revenues. However, MM’s market share of Segment A had fallen from 24% to 19% over the three quarters preceding the simulation. The relationship between MM and its customers was a close one, involving a constant dialogue between many participants. The quality of these relationships and the benefits gained by both sides were critically important to MM. However, customer interviews suggested...
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