...Subject: Launch of ‘Aerial’ Dear Sir, This report is an analysis of options available regarding project Aerial and strategy regarding dealing with the emerging competition in the market. Executive Summary The redesigned version of Aerial which includes features like satellite imagery is planned to be launched in the coming holiday season. TerraCog is losing its market share to Posthaste’s BirdsI, a similar product already present in the market and is eager to hit the market with Aerial. But the cost of redesigned Aerial is high ($475) and it is not profitable to price Aerial below $475, which is $75 higher than BirdsI. Also at current set price of $475, company cannot expect sufficient sales due to price sensitive nature of the product. Thus company should delay the launch by six months and should come up with better technology at a lesser price. Contents Sr No | Topic | Page No | 1 | Executive Summary | 03 | 2 | Situational Analysis | 05 | 3 | Problem Statement | 06 | 4 | Options Available | 06 | 5 | Criteria for Evaluation | 06 | 6 | Evaluation of Options | 07 | 7 | Recommendation | 09 | 8 | Action Plan | 09 | Situation Analysis TerraCog specializes in high quality Global positioning system (GPS) and similar products. The firm has built its GPS line for the serious outdoor enthusiasts’ market, and the products are known for their durability and value added features. Even though TerraCog is always not the first one to market new products...
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...Introduction 3 How did Nestle’ come to the conclusion of launching its pasta and sauce? 4 Why did Nestle’ launch its refrigerated pasta and sauce? 4 How did Nestle’ win the battle against Kraft’s Di Giornio pasta and become the market leader? 4 Why should Nestle’ go ahead with introducing its refrigerated pizza? 5 Why should Nestle’ not launch refrigerated pizza? 6 Recommendations 6 Answers to the questions given for the case 7 Calculations: 9 Overview In 1989 after a lot of market research and analysis Nestle’ Refrigerated Foods (NRFC) bought a small company, Lambert, which had competency in manufacturing refrigerated pasta and sauce. Nestle’ rebranded the Lambert pasta as “Contadina pasta”, which was highly appreciated and accepted by the US citizens. Soon the revenue of NRFC jumped from $75 million to $ 150 million in a short span of two years. Taking a cue and inspiration from the success of the pasta, Nestle’ started exploring opportunities to launch its refrigerated pizza. This report will analyse the reasons behind the success of the pasta and conclude whether Nestle’ should diverse into the refrigerated pizza market or not. Introduction Founded in 1866, Nestle by revenue is the worlds’ largest food and beverages company. With its headquarters in Vevey, Switzerland, it has diverse product lines such as: Dairy products, confectionary, refrigerated products, bottled water, pet food etc. Nestle’ through its constant innovation and long term strategy has remained...
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...individuals who he felt had the experience and knowledge in the areas of the work and was vital to the Filtration Unit’s task of product development. Vyas showed trust in his team’s abilities and capabilities by giving them the opportunity to work independently and make decisions to produce a valuable product. He gained the trust of the leadership team by keeping himself updated on all important areas of the project and knew based on his team’s findings that the project was worth pursuing financially. Vyas leadership style and keenness was proven when he hired Janice Wagner to perform market research on the project. Vyas directive and delegating style of leadership as the team leader to Wagner and her six person team proved successful in trying to launch the single new product or concept in the Infiltration Unit. Once Vyas received the information he had complied together with Janice Wagner he reached out to get approval for a third and final time to launch the product under this direction. What leadership style did Vyas’ boss, Cynthia Jackson, exhibit as she considered the proposal? Cynthia Jackson shows more of a consultative style of leadership. This style of leadership deals with a “strong emphasis on the supportive dimension, but there is still a high emphasis on the task itself” (James, 2003, p. 82). Cynthia Jackson was brought on as the new vice...
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...Research Paper ITK 463 TSP (Team Software Process) Index I. Introduction II. What is TSP II. A. The TSP launch process III. Why is TSP used? III. A. TSP improves Quality III B. TSP makes the company work professionally III C. TSP and CMM. IV Overheads due to TSP. V Risks Associated. VI. Does TSP actually work ? VII. Recommendation for the company IV. Annotated Bibliography V. Company Assumptions Introduction As quoted by the CIO journal December 2003 issue, “By the numbers available, the software quality stinks.” The Standish Group reported in 1999 that 74% of all projects were not successful.6 According to a survey by Standish Group in 2002, only 34 % of the software development is successful. Around 38 billion US dollars are lost every annum due to software failure [2] and one of the major reasons for this high failure rate is poor software quality. Typical software projects are often late, over budget, of poor quality, and difficult to track. Engineers often have unrealistic schedules dictated to them and are kept in the dark as to the business objectives and customer needs. They are required to use imposed processes, tools, and standards, and often take shortcuts to meet schedule pressures. Very few teams can consistently be successful in this environment. As software systems get larger and more complex, these problems only get worse. The best projects are an...
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...MKT 571 Complete Class NEW – Recent Work – NO FINAL To Buy This material Click below link http://www.uoptutors.com/MKT-571-NEW/MKT-571-Complete-Class-Guide MKT 571 Week 1 DQ 1 MKT 571 Week 1 DQ 2 MKT 571 Week 1 DQ 3 MKT 571 Week 1 Individual Marketing Environment Simulation and Summary MKT 571 Week 1 Quiz MKT 571 Week 2 DQ 1 MKT 571 Week 2 DQ 2 MKT 571 Week 2 DQ 3 MKT 571 Week 2 DQ 4 MKT 571 Week 2 DQ 5 MKT 571 Week 2 Learning Team New Product Launch Marketing Plan, Part I MKT 571 Week 2 Quiz MKT 571 Week 3 DQ 1 MKT 571 Week 3 DQ 2 MKT 571 Week 3 DQ 3 MKT 571 Week 3 Individual Segmentation and Target Market Paper MKT 571 Week 3 Learning Team Bottled Water MKT 571 Week 3 Quiz MKT 571 Week 4 DQ 1 MKT 571 Week 4 DQ 2 MKT 571 Week 4 DQ 3 MKT 571 Week 4 DQ 4 MKT 571 Week 4 DQ 5 MKT 571 Week 4 Learning Team New Product Launch Marketing Plan, Part II MKT 571 Week 4 Quiz MKT 571 Week 5 DQ 1 MKT 571 Week 5 DQ 2 MKT 571 Week 5 DQ 3 MKT 571 Week 5 DQ 4 MKT 571 Week 5 Individual Integrated Marketing Communication Plan MKT 571 Week 5 Learning Team Deliverable State Branding MKT 571 Week 5 Quiz MKT 571 Week 6 DQ 1 MKT 571 Week 6 DQ 2 MKT 571 Week 6 DQ 3 MKT 571 Week 6 Learning Team New Product Launch Marketing Plan, Part III MKT 571 Week 6 Quiz For more Assignments visit...
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...conquer other markets. This analysis helps in understanding the current position of the cell phone manufacturer in comparison to the market and the competitors. Apple is a leading brand of mobile phones with revolutionary products that appeal to the global market. SWOT Analysis i. Strengths • Exclusivity • Brand recognition • Good reputation • Financial stability and backing • Stable and self-developed platforms ii. Weaknesses • Product prices • Diversity and versatility • Compliance with other developers • Limited and pricy apps for the handheld devices • Compatibility concerns iii. Opportunities • Mergers with other players • Joint development • Diversity of product to suit different market niches • Brand re-launching • Freebies and promotions iv. Threats • New and cheaper competitor products • Unionization of software and apps developers, such as android • Introduction of new entrants in the market such as Google • Fierce competition from existing competitors Porter’s Forces i. Threat of New Entrants Apple, as well as other mobile phone companies, are facing a continuous threat of new entrepreneurs in the industry. Companies such as Motorola, Nokia, Samsung, Alcatel, Sony, and many others have...
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...* The brand reached an amazing market share of 10% by the following year of the launch, despite its 23% price premium compared to other brands in France. * The biggest problem at that time was to keep up with the demand in France. * Impressed by the massive success in France, Global Marketing Group in New York saw it a good idea to look for other markets for the brand. * French-speaking Quebec in Canada seemed like the obvious choice. * There were mixed feelings in Canada about the entry of Cleopatra there, some managers found it a good idea and that the formula will be just as successful in France. While some believed that Canada needed a more “national” brand, and Cleopatra was not. * Two types of research methods were conducted in Toronto to answer the following question “Is there a reasonable certainty that Cleopatra would be accepted by consumers in Quebec?” * The first type of research was conducted on a group of “super women” who were chosen and grouped together to be exposed to the product, price and advertising. The research concluded with positive results regarding the soap and it’s concept. * The second type was conducted on typical consumers and 50% stated they would buy it. And 64% said they would buy it as a result of using the product for a week at home. * Following the overall positive results of the research, plans began immediately for a launch the following year. * Avoidance of a price-war in the market was a key objective to the...
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...Company: Activision Blizzard, INC. (ATVI) PESTLE 1. Political Pg. 10 – Our products are sold internationally on a direct-to-retail basis, through third-party distribution and licensing arrangements, and through our wholly-owned European distribution subsidiaries. We conduct our international publishing activities through offices in the United Kingdom ("U.K."), Germany, France, Italy, Spain, Norway, the Netherlands, Sweden, Australia and Ireland. • Activision Blizzard Inc. is an internationally traded company and most of its revenue is generated from foreign trade. Therefore it is subject to various foreign and domestic laws. Fluctuations in these laws such as increased tariffs, duties, transportation costs and instabilities in the currency exchange rates can adversely impact company’s operations in the foreign market. 2. Economic Pg. 13 – Our products involve discretionary spending on the part of consumers. Consumers are generally more willing to make discretionary purchases, including purchases of products like ours, during periods in which favorable economic conditions prevail. • Consumers purchasing trends have a direct relationship with economic condition. Therefore, current economic condition and global recession is likely to reduce consumer spending on the products which can have a negative impact on company’s operations and financial position. 3. Socio-cultural Pg. 10 –We often seek to maximize our worldwide revenues and profits by releasing high-quality...
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...Household Products Limited Q1. No, the company should launch nationally. The data to support this is as follows: The actions we suggest for this product are: i) Change the fragrance – jasmine is so been there done that ii) Maybe target those segments where Jaimala is not a leader iii) Use the non-animal fat appeal in a different way; appeal to the animal conservationists, the self-styled Maneka Gandhis and those who have an issue with rubbing animal products all over themselves. Q2. Process followed to introduce the new product 1) Idea generation a. High price sector b. More profitable, faster growth 2) Concept development a. Perfume section selected out of soaps with medical benefits, perfumed soaps and soaps with cosmetic appeal b. Jasmine has connotations of luxury c. New added benefit- Purity- made from pure vegetable oil 3) Business Analysis a. Feasibility report b. Pricing- Rs. 7.50 per cake 4) Product & Advertising development a. 2 different jasmine perfumes developed b. Product test- Comparison with each other and with Jaimala, 3 panels of consumers consisting of women in the age group of 18-35 years chosen. One of the perfumes was found to be superior to the other and marginally more preferable than Jaimala’s. This perfume was chosen. c. Advertising campaign- focus on purity and luxury 5) Test marketing a. Indore and Hyderabad...
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...9-201-023 REV: MARCH 25, 2003 RICHARD S. RUBACK Merck & Company: Evaluating a Drug Licensing Opportunity Rich Kender, Vice President of Financial Evaluation & Analysis at Merck, was working with his team to decide whether his company should license Davanrik, a new drug with the potential to treat both depression and obesity. The small pharmaceutical concern that developed the drug, LAB Pharmaceuticals, lacked the resources to complete the lengthy approval process, manufacture the compound, and market the drug. LAB had approached Merck with an offer to license the compound. Under this agreement, Merck would be responsible for the approval of Davanrik, its manufacture, and its marketing. The company would pay LAB an initial fee, a royalty on all sales, and make additional payments as Davanrik completed each stage of the approval process. Merck In 2000, Merck & Co., Inc. was a global research-driven pharmaceutical company that discovers, develops, manufactures and markets a broad range of human and animal health products, directly and through its joint ventures, and provides pharmaceutical benefit management services (PBM) through Merck-Medco Managed Care. Since 1995, Merck had launched 15 new products including Vioxx™ for the treatment of osteoarthritis, Fosamax™ for the treatment of osteoporosis and Singulair™ for treating asthma. The Company earned $5.9 billion on 1999 sales1 of $32.7 billion, about a 20% increase from 1998. Exhibits 1 and 2 contain Merck’s Income...
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...E V: M A R C H 25, 2003 RI CH A R D S. R U B A CK Merck & Company: Evaluating a Drug Licensing Opportunity Rich Kender, Vice President of Financial Evaluation & Analysis at Merck, was working with his team to decide whether his company should license Davanrik, a new drug with the potential to treat both depression and obesity. The small pharmaceutical concern that developed the drug, LAB Pharmaceuticals, lacked the resources to complete the lengthy approval process, manufacture the compound, and market the drug. LAB had approached Merck with an offer to license the compound. Under this agreement, Merck would be responsible for the approval of Davanrik, its manufacture, and its marketing. The company would pay LAB an initial fee, a royalty on all sales, and make additional payments as Davanrik completed each stage of the approval process. Merck In 2000, Merck & Co., Inc. was a global research-driven pharmaceutical company that discovers, develops, manufactures and markets a broad range of human and animal health products, directly and through its joint ventures, and provides pharmaceutical benefit management services (PBM) through Merck-Medco Managed Care. Since 1995, Merck had launched 15 new products including Vioxx™ for the treatment of osteoarthritis, Fosamax™ for the treatment of osteoporosis and Singulair™ for treating asthma. The Company earned $5.9 billion on 1999 sales1 of $32.7 billion, about a 20% increase from 1998. Exhibits 1 and 2 contain Merck’s Income...
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...Genzyme Memo Genzyme is interested in a joint venture with Geltex to market GelTex’s first product, RenaGel. GelTex was an early-stage biotech research company with two products in its pipeline. GelTex had neither the capital nor the marketing organization to launch RenaGel. Therefore, the company had been looking for a partner that would contribute cash and marketing expertise in exchange for a share of profits in a joint venture. Genzyme had revenues of $518 million in 1996, and had grown rapidly through the innovative use of joint ventures and alliances. In addition to the benefit of increasing earnings through the sale of RenaGel, the joint venture would represent an excellent fit for Genzyme’s specialty therapeutics and allow the firm to tap new markets. Also, building a strong partnership with GelTex might enable Genzyme to strike the same kind of deal for GelTex’s second product, CholestaGel, which was targeting a much larger segment, the multibillion-dollar market of anticholesterol drugs. Overall, the joint venture was very attractive for Genzyme which would lead the firm in capturing a larger market share and capitalizing on the synergies associated with this venture. A joint venture is a partnership between two or more companies which is usually for strategic reasons or to combine capabilities which is beyond the realm of each individual company. On the other hand, an acquisition involves one company buying a controlling interest in the securities of another...
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...Model and Strategic Plan Part I: Conceptualizing a New Product of an Existing Business Stephanie Crossman BUS/475 12/11/15 Darrell Costello Table of Contents I. Title Page II. Table of Contents III. Executive Summary IV. Business Model and Strategic Plan Part I: * Conceptualizing a New Product of an Existing Business V. Conclusion VI. Reference Page * * * * * * * * * * * * * * * * * Executive Summary * This report is providing information on the future of profitability of SanDisk in regards to a new product launch. SanDisk is proud to announce our new product launch and partnership with Sony Electronics. Their latest and greatest 4K Televisions will now also be equipped with a built-in SanDisk Memory Card. The memory card will be accessed through the record button on the remote control. This new launch and partnership is going to change not only our industry, but the cable and satellite industry as well. Our innovation will replace the need for a DVR. * * New Product Mission Statement * The new Built-in Memory Cards endeavor of SanDisk and Sony is a very innovative division for both our companies. It is initialling going to be geared toward enhancing the viewers home entertainment experience. As time passes, we will be able to build on the consumers’ experience by combining more features to make this product compatible with Cloud...
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...9-201-023 REV: MARCH 25, 2003 RICHARD S. RUBACK Merck & Company: Evaluating a Drug Licensing Opportunity Rich Kender, Vice President of Financial Evaluation & Analysis at Merck, was working with his team to decide whether his company should license Davanrik, a new drug with the potential to treat both depression and obesity. The small pharmaceutical concern that developed the drug, LAB Pharmaceuticals, lacked the resources to complete the lengthy approval process, manufacture the compound, and market the drug. LAB had approached Merck with an offer to license the compound. Under this agreement, Merck would be responsible for the approval of Davanrik, its manufacture, and its marketing. The company would pay LAB an initial fee, a royalty on all sales, and make additional payments as Davanrik completed each stage of the approval process. Merck In 2000, Merck & Co., Inc. was a global research-driven pharmaceutical company that discovers, develops, manufactures and markets a broad range of human and animal health products, directly and through its joint ventures, and provides pharmaceutical benefit management services (PBM) through Merck-Medco Managed Care. Since 1995, Merck had launched 15 new products including Vioxx™ for the treatment of osteoarthritis, Fosamax™ for the treatment of osteoporosis and Singulair™ for treating asthma. The Company earned $5.9 billion on 1999 sales1 of $32.7 billion, about a 20% increase from 1998. Exhibits 1 and 2 contain Merck’s...
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...Vistakon, a high profile business in Johnson & Johnson (J&J) professional segment, has become a market leader in the contact lens industry due to the development and launch of Acuvue, the first one week disposable extended wear lens, and of Surevue, a two week disposable daily wear contact lens. Vistakon’s key success factor lies in the company’s strong technological advantage. Acuvue’s revolutionary manufacturing process (“stabilized soft molding”) allowed Vistakon to produce lens with improved optics and superior comfort to patients, whilst also keeping production costs (and prices) low. The technological leadership and continued innovation was also made possible by J&J. On the one hand, the highly decentralized organizational structure provided an ideal entrepreneurial environment which fostered change and innovation. On the other hand, the parent company provided Vistakon with the financial resources needed to attack a mature and competitive market. The latter two elements will prove to be crucial in creating a sustainable competitive advantage based on technological superiority and fast go-to-market (first mover advantage). In fact, although Vistakon’s current manufacturing technology will likely be matched and surpassed by competitors, Vistakon’s continuous search for innovation, coupled with J&J’s strong financial support will ultimately guarantee a constant technological leadership. In 1993 Vistakon is considering launching 1 Day Acuvue, the first daily...
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