...of the article. They are investigating “pay-what-you-want pricing” and the consumer. They are, like the companies, trying to figure out how to maximize the firm’s yield while giving consumers the freedom of choice, while choosing their own price. Johnson and Cui do a very good job of uncovering evidence and information on the subject from multiple kinds of businesses, from music, food, and household products. In all honestly I believe that in my personal opinion that the authors are both describing and explaining something. The method of pay-what-you-want is being described and then it is being explained by telling how, individual companies and businesses are using it. The major characteristics here are the consumers who are choosing the prices in the pay-what-you-want pricing, the businesses involved and how they are profiting or not profiting from, and the outcome for the consumers and the companies after the use of the pay-what-you-want pricing method. Also, the pay-what-you-want pricing method is being explained here. Cui and Johnson’s research is showing us exactly how this method works and both sides of the companies profit. Meaning the good and the bad effect that the companies are seeing. The explanation of this pricing method also includes such things as the pressure on consumers and the companies, or lack there of, and the competition that is seen when companies are fighting for business and the consumers are trying to map out the cheapest and or most efficient...
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...Progresso’s soups does. Campbell’s company is consistent with coupons to advertise their new selections of soups. I chose Campbell’s soup as my consumer product because not only does it appeal to me but it appeals to more than half of the population in the U.S. not only because it’s been around since before I was born but it has a variety of flavors and textures to choose from. The picture I’ve seen advertised with Campbell’s Select Harvest Southwestern Soup not only makes your mouth water with anticipation of devouring it but makes you realize all the healthy ingredients put into it. A bowl of soup with a spoon sitting by the bowl with all the vegetables that makes up the soup like celery, beans, corn, and other delicious ingredients and steam rising from the bowl. It makes you think that you would want a bowl of soup on a chilly day. Progresso’s Heart Healthy Southwestern Style Vegetable Soup offers little more than Campbell’s does but our soup is only 50 calories compared to theirs whose is 10 calories more than ours. But Progresso offers a similar but yet better alternative to ours. Their soup offers less potassium, sugar, and sodium and absolutely no MSG as our does. This ad does not pertain to any one race or culture but to a age group instead. Elderly people have more memory of Campbell’s being around than the newer generations today. They are living off of social security and even though they have money they try to be a bit of a penny pincher. So when Campbell’s offers great...
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...Good leaders are made not born; if you have the desire and the will power you can become an effective leader. This simple sentence represents and explains what leadership is all. Goals, values and concepts are the core of great leadership qualities. This paper will describe what leadership styles are effective in organizations, how these styles assist in creating and sustaining a healthy organizational culture, and compare and contrast the leadership styles. A look at how Wal-Mart’s leadership styles impact the fortune 100 company will also be looked at. What is leadership? When examining this question it is important to understand what it means to be a leader within an organization. “A leader is someone who holds a dominant or superior position within his or her field and is able to exercise a high degree of influence over others” (Business dictionary, 2009). Bateman & Snell (2009) states “An outstanding leader combines good strategic substance and effective interpersonal processes to formulate and implement strategies that produce results and sustainable competitive advantage.” Leaders serve people best when they help them develop their own initiative and good judgment, enable them to grow, and help them become better contributors (Bateman & Snell). A leader comes to the forefront when a crisis occurs and is able to think as well as act in creative way during difficult situations (Business dictionary, 2009). “Leadership is an organizational role involving establishing...
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...Target Audience When analyzing the target audience the first thing that came to mind was Mothers between the ages of 28-35. These would be the primary consumers for two of the three products located on the advertisement. This is the primary age range for moms to have babies and toddlers. These mothers are in the middle to upper class. They have a high education level. The thought behind this is that the nature of the product is a little more expensive due to its organic ingredients. The pouches shown are sold individually, making one think that they are a little more expensive, usually what you see out of the Dannon Oikos line. Proposition The proposition was a very lacking in this advertisement. It seemed like the Stonyfield was satisfied with the proposition “Organic is good.” Some hints at this are the lack of creativity on the aesthetic piece of the advertisement. Nothing jumped out as memorable or even hinted at effort of developing a campaign that would draw the audience in. This could be intentional. The idea behind this campaign might be that the audience already knows that organic products are better for them. If the assumption was made that the people in this target are already purchasing and consuming organic products then the use of a freestanding insert with a coupon attached might be effective. When examining the nature of this product this does not seem to be the case. The nature of the packaging tells the story of a healthy snack that is quick and easy. This...
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...Professor: Wayne Forrester Class: Business 481 Semester: Fall 2012 Section: E Company Report: Costco 1. Dameon Jame Background 2. Chandra Willie Mission/Code of Ethics 3. Brian Sanichar Strategy 4. Gopal Mohan Marketing Strategy 5. Anwar Rahman Financials 6. Airon Melo Financials/Competition 7. Sohani Somai Current Status of Costco 8. Kyle Hecter Recommendations Dameon James Background Costco Wholesale Club wasn’t always the wholesale club company that generated $71 billion dollars in 2008 as well as having 544 warehouses in 40 states; Like any other company, Costco was a blueprint waiting to dominate the wholesale industry. The Person that came up with the membership warehouse concept was Sol Price. The very 1st price club per say was conducted in San Diego California on Morena boulevard at an airplane hangar in 1976. Sole Price started to experiment with discount retailing called Fed-Mart and that is where future CEO Jim Sinegal got his start as he was employed at the fed-mart loading mattresses earning only an abysmal $1.25 an hour while attending San Diego Community College at the same time. Soon after that, Price decided to sell away fed-mart to focus more on his new empire, which was the San Diego Price Store in which Jim Sinegal tailgated with him to help him build that empire. This proved to be a successful move as within the next few years, the Sol Price club stores rose to the top of the list as the number one leader in...
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...TABLE OF CONTENT 1.0 EXECUTIVE SUMMARY……………………………………………………………………. 3 2.0 COMPANY BACKGROUND………………………………………………………………… 4 3.0 SITUATIONAL ANALYSIS………………………………………………………………….. 5 3.1 SWOT Analysis………………………………………………………………………. 5 3.1.1 Strengths……………………………………………………………………. 5 3.1.2 Weaknesses…………………………………………………………………. 5 3.1.3 Opportunities………………………………………………………………... 6 3.1.4 Threats………………………………………………………………………. 6 3.2 Industry Analysis…………………………………………………………………….. 6 3.3 Competitor Analysis………………………………………………………………….. 6 3.4 Company Analysis……………………………………………………………………. 7 3.5 Customer Analysis……………………………………………………………………. 8 4.0 STRATEGIC FOCUS AND PLAN……………………………………………………………. 9 4.1 Mission……………………………………………………………………………….. 9 4.2 Goals………………………………………………………………………………….. 9 5.0 PRODUCT-MARKET FOCUS………………………………………………………………... 10 5.1 Marketing and Product Objectives……………………………………………………. 10 5.1.1 Target Market……………………………………………………………….. 10 5.1.2 Customer Value Propositions……………………………………………….. 10 5.1.3 Points of Difference…………………………………………………………. 11 6.0 Marketing Program……………………………………………………………………………… 12 6.1 Product Strategy………………………………………………………………………. 12 6.2 Price Strategy………………………………………………………………………….. 14 6.3 Promotion Strategy……………………………………………………………………. 14 6.4 Distribution Strategy………………………………………………………………….. 16 7.0 FINANCIAL DATA AND PROJECTION……………………………………………………… 18 7.1 Past Sales Revenue…………………………………………………………………….. 18 7.2 Five-years Sales Projection……………………………………………………………...
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...Management Principles for Continuous Innovation 2 This section is about global changes—why they are bigger, come more often, and are becoming more difficult to predict. It’s also about what companies have done, and are doing, in order to take advantage of the opportunities and avoid the threats embedded in these ever accelerating changes. Certain changes are products of shifting technologies. One established technology is replaced by something new. We’ve seen this before. Steam engines were replaced by internal combustion engines and electricity, electricity grew into electronics, landlines are being replaced by mobile telephones, and newspapers and paper books are increasingly being supplied as digital files for tablets and e-book readers. These changes also affect how people live their lives. Even when they are staying home with their sick child, they are now expected to be accessible by phone and to answer your e-mail. Some experience this as a source of stress, while others find greater freedom. Most of us experience both these feelings as a result of the changes that follow in the wake of innovations. When something new appears, whether a technological solution or a change in social norms, things generally start manageably. As the innovation gains adherents, development accelerates, and finally, when the change has become widespread, the rate of change tapers off. Subsequently, a new innovation appears, and the process begins again. We often depict this process as an S-curve...
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...relationship management reverse marketing strategic partners total quality management (TQM) value analysis 78 Sales environment 3.1 DIFFERENCES BETWEEN CONSUMER AND ORGANISATIONAL BUYING There are a number of important differences in emphasis between consumer and organisational buying that have important implications for the marketing of goods and services in general and the personal selling function in particular. Fewer organisational buyers Generally, a company marketing industrial products will have fewer potential buyers than one marketing in consumer markets. Often 80 per cent of output, in the former case, will be sold to perhaps 10–15 organisations, meaning that the importance of one customer to the business to business marketer is far in excess of that to the consumer marketing company. However, this situation is complicated in some consumer markets where the importance of trade intermediaries, for example, supermarkets, is so great that, although the products have an ultimate market of many millions of people, the companies’ immediate customers rank alongside those of important organisational buyers. Close, long-term relationships...
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...A PROJECT REPORT ON SOCIAL ENTREPRENEURSHIP SUBMITTED BY APOORV CHITNIS FOR THE DEGREE OF THE BACHELOR OF MANAGEMENT STUDIES UNIVERSITY OF MUMBAI UNDER THE GUIDANCE OF PROF. BHUMIKA MORE SIES COLLEGE OF ARTS, SCIENCE AND COMMERCE, NERUL, NAVI MUMBAI-400706 ACADEMIC YEAR 2011-2012 DECLARATION I, APOORV CHITNIS, studying in T.Y.B.M.S, of S.I.E.S COLLEGE OF ARTS, SCIENCE AND COMMERCE, NERUL hereby declare that I have completed the project on SOCIAL ENTREPRENEURSHIP in the year 2011 – 2012 as per the requirements of Mumbai University as a part of Bachelor in Management Studies (B.M.S) programme. DATE: PLACE: NAVI MUMBAI __________________ APOORV CHITNIS CERTIFICATE I, BHUMIKA MORE hereby certify that APOORV CHITNIS student OF S.I.E.S COLLEGE OF ARTS, SCIENCE AND COMMERCE, NERUL has completed his field work project on the topic of “SOCIAL ENTREPRENUERSHIP” in the Academic Year 2011-12. The project is based on bonafide information. _________________ _______________ ______________ Prof. Bhumika More Prof. Smita. R Dr. Rita Basu (Project Guide) (BMS Coordinator) (Principal) ________________ External Examiner ACKNOWLEDGEMENT My thanks to my project guide, Prof. Bhumika More for assisting me in every way possible and gently steering...
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...a plastic guitar-shaped controller. Players press colored buttons along the guitar neck to match a series of dots that scroll down the TV in time with music from a famous rock tune, such as the Ramones’ “I Wanna Be Sedated” and Deep Purple’s “Smoke on the Water.” Players score points based on their accuracy. In November 2007, Harmonix released Rock Band, adding drums, vocals, and bass guitar options to the game. Rock Band has sold over 3.5 million units with a $169 price tag (most video games retail at $50 to $60). In 2006, Harmonix’s founders sold the company to Viacom for $175 million, maintaining their operational autonomy while providing them greater budgets for product development and licensing music for their games. Harmonix’s success, however, did not come overnight. The company was originally founded by Alex Rigopulos and Eran Egozy in 1995, focused around some demo software they had created in grad school and a company vision of providing a way for people without much musical training or talent to experience the joy of playing and creating music. The founders believed that if people had the opportunity to create their own music, they would jump at the chance. Their software, which they eventually dubbed The Axe, provided basic music composition tutorials and allowed participants to use a joystick to improvise solos along to popular music tracks. They attempted to market their creation through an interface with Japanese karaoke machines, a demo package deal with Intel...
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...multi-brand retail to go ahead,TNN (TIMES OF INDIA) Govt says committed to multi-brand retail FDI FE BUREAU Aviation FDI: Cautious, Centre set to take allies on board, BUSINESS STANDARD India has been ranked at the third place in global foreign direct investments in 2009 and will continue to remain among the top five attractive destinations for international investors during 2010-11, according to United Nations Conference on Trade and Development (UNCTAD) in a report on world investment prospects titled, 'World Investment Prospects Survey 2009-2011' released in July 2009. A report released in February 2010 by Leeds University Business School, commissioned by UK Trade & Investment (UKTI), ranks India among the top three countries where British companies can do better...
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...a plastic guitar-shaped controller. Players press colored buttons along the guitar neck to match a series of dots that scroll down the TV in time with music from a famous rock tune, such as the Ramones’ “I Wanna Be Sedated” and Deep Purple’s “Smoke on the Water.” Players score points based on their accuracy. In November 2007, Harmonix released Rock Band, adding drums, vocals, and bass guitar options to the game. Rock Band has sold over 3.5 million units with a $169 price tag (most video games retail at $50 to $60). In 2006, Harmonix’s founders sold the company to Viacom for $175 million, maintaining their operational autonomy while providing them greater budgets for product development and licensing music for their games. Harmonix’s success, however, did not come overnight. The company was originally founded by Alex Rigopulos and Eran Egozy in 1995, focused around some demo software they had created in grad school and a company vision of providing a way for people without much musical training or talent to experience the joy of playing and creating music. The founders believed that if people had the opportunity to create their own music, they would jump at the chance. Their software, which they eventually dubbed The Axe, provided basic music composition tutorials and allowed participants to use a joystick to improvise solos along to popular music tracks. They attempted to market their creation through an interface with Japanese karaoke machines, a demo package deal with Intel...
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...Idioms and Expressions by David Holmes A method for learning and remembering idioms and expressions I wrote this model as a teaching device during the time I was working in Bangkok, Thailand, as a legal editor and language consultant, with one of the Big Four Legal and Tax companies, KPMG (during my afternoon job) after teaching at the university. When I had no legal documents to edit and no individual advising to do (which was quite frequently) I would sit at my desk, (like some old character out of a Charles Dickens’ novel) and prepare language materials to be used for helping professionals who had learned English as a second language—for even up to fifteen years in school—but who were still unable to follow a movie in English, understand the World News on TV, or converse in a colloquial style, because they’d never had a chance to hear and learn common, everyday expressions such as, “It’s a done deal!” or “Drop whatever you’re doing.” Because misunderstandings of such idioms and expressions frequently caused miscommunication between our management teams and foreign clients, I was asked to try to assist. I am happy to be able to share the materials that follow, such as they are, in the hope that they may be of some use and benefit to others. The simple teaching device I used was three-fold: 1. Make a note of an idiom/expression 2. Define and explain it in understandable words (including synonyms.) 3. Give at least three sample sentences to illustrate how the expression is used...
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...MARKETING 7E People real Choices This page intentionally left blank MARKETING 7E People real Choices Michael R. SAINT JOSEPH S SOLOMON ’ U OLLINS NIVERSITY Greg W. MARSHALL R C OLLEGE Elnora W. THE UNIVERSITY OF SOUTH CAROLINA UPSTATE STUART Prentice Hall Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo Editorial Director: Sally Yagan Editor in Chief: Eric Svendsen Acquisitions Editor: Melissa Sabella Director of Editorial Services: Ashley Santora Editorial Project Manager: Kierra Bloom Editorial Assistant: Elisabeth Scarpa Director of Marketing: Patrice Lumumba Jones Senior Marketing Manager: Anne Fahlgren Marketing Assistant: Melinda Jensen Senior Managing Editor: Judy Leale Project Manager: Becca Richter Senior Operations Supervisor: Arnold Vila Creative Director: Jon Christiana Senior Art Director: Blair Brown Text and Cover Designer: Blair Brown Media Project Manager, Production: Lisa Rinaldi Media Project Manager, Editorial: Denise Vaughn Full-Service Project Management: S4Carlisle Publishing Services Composition: S4Carlisle Publishing Services Printer/Bindery: Courier/Kendalville Cover Printer: Courier/Kendalville Text Font: Palatino Credits and acknowledgments borrowed from other sources and reproduced, with permission, in this textbook appear on appropriate page within text. Microsoft®...
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...MARKETING 7E People real Choices This page intentionally left blank MARKETING 7E People real Choices Michael R. SAINT JOSEPH S SOLOMON ’ U OLLINS NIVERSITY Greg W. MARSHALL R C OLLEGE Elnora W. THE UNIVERSITY OF SOUTH CAROLINA UPSTATE STUART Prentice Hall Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo Editorial Director: Sally Yagan Editor in Chief: Eric Svendsen Acquisitions Editor: Melissa Sabella Director of Editorial Services: Ashley Santora Editorial Project Manager: Kierra Bloom Editorial Assistant: Elisabeth Scarpa Director of Marketing: Patrice Lumumba Jones Senior Marketing Manager: Anne Fahlgren Marketing Assistant: Melinda Jensen Senior Managing Editor: Judy Leale Project Manager: Becca Richter Senior Operations Supervisor: Arnold Vila Creative Director: Jon Christiana Senior Art Director: Blair Brown Text and Cover Designer: Blair Brown Media Project Manager, Production: Lisa Rinaldi Media Project Manager, Editorial: Denise Vaughn Full-Service Project Management: S4Carlisle Publishing Services Composition: S4Carlisle Publishing Services Printer/Bindery: Courier/Kendalville Cover Printer: Courier/Kendalville Text Font: Palatino Credits and acknowledgments borrowed from other sources and reproduced, with permission, in this textbook appear on appropriate page within text. Microsoft®...
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