...and increasing the consumer purchase cycle. (Kudler Fine Foods) Kudler Fine Foods continues to grow and gain popularity. With their current growth, Kudler Fine Foods is ready to develop changes to increase revenue and lower costs. This paper will justify the importance of research to the marketing strategy and tactics of Kudler Fine Foods. This paper will also cover competitive intelligence and analysis and explain how it plays an important role in the development of the marketing strategy and tactics. In addition, if Kudler Fine Foods needs any additional areas of research, this paper will identify those as well. Marketing ResearchMarketing research is a type of business study that gathers records and analyzes data about consumers, competitors and the market. Marketing research can help create a business plan, launch a new product or service, expand into new markets, fine tune existing products and services. Businesses use market research to configure which parts of the population will purchase their products based on variables such as age, gender, location and income level. Marketing research finds the characteristics of target markets and plays an important part in an organization’s strategy of expansion. (Kotler, 2006)Marketing research is important to Kudler Fine Foods (Kudlers) since they are expanding their services. Marketing research will help Kudlers develop a plan for their expansion and help them identify their strengths and weaknesses. In addition, marketing research...
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...new plan to offer a five minute oil change for $19.95. The key difference between the two prices is the five minute oil change does not include the twenty point inspection. This sacrifice in service in exchange for faster service fits well into the consumers chief desire for the fastest service possible. Delta Oil has done well to listen to the concerns and needs of their clients. They offer fast reliable service, while also seeing to the customers personal needs. Offering free coffee, news papers and the ability to remain in their vehicle while the service is preformed are all highly regarded amenities in client feedback. WEAKNESSES An issue facing Delta Oil’s business strategy is the lack of differential in services offered. New competitors, such as Wal-Mart, entering the local market and driving prices down to...
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...resides in Sonora, Mexico and has made a living for a number of years creating his own style of furniture. The area of Sonora, Mexico is not only known as a beautiful vacation spot, but it is also large furniture manufacturing location in North America. A good supply of timber is an available in this area that allows Guillermo to have access to a variety of wood to create tables and chairs for his company. For years, Guillermo has had the advantage of inexpensive labor cost and charged a premium for the quality of his handcrafted pieces of furniture (Guillermo’s Furniture Store, 2011). Guillermo eventually faced a challenge during the 1990s when two obstacles caused a dent in his business. The first obstacle was the entrance of a competitor located overseas into the furniture market. The second obstacle was the opening of a large retailer causing an expansion of an inexpensive housing market, plenty of development along with population growth that brought new jobs to the community of Sonora, Mexico. These changes raised the cost of living and Guillermo soon witnesses a decrease in the profit margin because of falling prices and rising cost. There will be an observation of three concepts that includes four...
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...restrictions, a JV was formed with Escorts for selling the construction equipments in India. JCB was reluctant to give away the technical know-how of their machines to the Escorts. The JCB did not have a majority stake in the JV as the law did not permit such an arrangement. The JCB was afraid that Escort would eventually become a competitor to them if they lose their competitive advantage in the technological capability. The JV had limited the expansion capabilities of JCB to a great extent. Product innovation and cutting edge manufacturing capabilities are the strengths of JCB. They were not ready to share this technology to an outsider which had greatly limited their future growth. Even if they license the Escorts to use their technology, JCB estimated that the Escorts could develop into a potential competitor if they have access to the technology. After 2005, the laws have been relaxed which helped JCB to acquire Escorts and gained full control over its operations in India. They have opened a second factory in China to help its expansion in India and China. Their expansion has helped them to gain advantage over the competition from other global competitors like Caterpillar and Volvo. The drawback for the strategy if any for JCB is that being a pioneer to the Indian market, they must use their resources to rapidly develop a stronghold in India. They must capitalize on their experience in the country with their long vintage in the...
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...Marinelle Briones June 16, 2012 S38-Markma Using the SPADE method, analyze Giordano Holdings Limited, Inc. Case I. SITUATION Jimmy Lai was born into poverty in Guandong, China. He was exposed to many western retail businesses that encouraged him to join the retail market himself. He thought of using a pizza parlor name to open his own clothing chain. Lai founded Giordano in Hong kong in 1981. Giordano’s success is measured by the company’s relentless focus on its five corporate business values of quality, knowledge, innovation, simplicity and service. The company has its own apparel manufacturing division where many of its own clothing styles are produced. Giordano is also renowned for its basic and practical men’s, women’s and children’s T-shirts and trousers, especially denims. In comparison, Giordano is very similar to the American based retailer The Gap. The product is sold under the brands of “Giordano”, “Giordano Concepts”, “Giordano Junior” and “Giordano Ladies”.[1] Giordano’s first beginnings were gloomy. It originally targeted the upscale market of Hong Kong and sold exclusively only men’s casual apparel and with too high prices, as a result, they were unsuccessful. However, this does not hinder Lai to continue his dream and transform the company. Combining what he learned from other successful internationally acclaimed brands such as United Colors of Benetton, McDonalds and Marks and Spencers, Lai created and centered his attention...
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... [*]Established brand name [*]Cost advantage [*]Asset leverage [*]Innovation [*]Loyal customers [*]Market share leadership [*]Strong management team [*]Supply chain [*]Unique products ] | Weaknesses * Bad communication * Diseconomies to scale * Over leveraged financial position * Low R&D * Low market share * Not diversified * Poor supply chain * Weak management team * Weak, damaged brand | Opportunities [*]Acquisitions [*]Financial markets (raise money through debt, etc) [*]Emerging markets and expansion abroad [*]Innovation [*]Product and services expansion | Threats * Competition * Economic slowdown * External changes (government, politics, taxes, etc) * Lower cost competitors or imports * Maturing categories, products, or services * Doesn't have any shops * Lawsuits | WESTJET Strengths * 36% and 11% share of the Canadian domestic and International transborder market respectively * Cheerful, lively and highly motivated employees also known as WestJetters who often carried out tasks that were outside their job * Absence of a union. Instead, WestJet had a Pro-Active Communication Team (PACT), an employee association * Irreverent corporate culture. Work culture was fun, casual, friendly and customer oriented. * Low, attractive and competitive fares. Customers also had an option of advance flight booking * Upbeat commercials and customer oriented advertising themes *...
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...international market it is important to understand how our company measures success. Our two measures of success will be based on quantitative data. These two measures are, 1) the percentage of market share we control in the countries we operate in, and 2) net contribution margin. All Smile will focus on various key performance indicators (KPIs) which have five mutual qualities: they are specific, measurable, achievable, realistic, and timely. KPIs will help our company measure the total effectiveness of our manufacturing and distribution tactics. Our company strives to align our corporate goals with our performance measures. We understand that when our goals align with our KPIs our effectiveness and efficiency will be greater than our competitors and will give All Smile a competitive advantage. Our corporate mission is to increase profitability for All Smile shareholders while building a reputable brand image in the newly emerging Asian market and serving customers with the best price and quality available. We hope to achieve our mission through the development of our SKU’s in new markets, maximizing profit margins through manufacturing cost reduction, and increasing our market share through aggressive advertising campaigns and offering sufficient product variations. We are currently positioned in the Chinese market, and we strive to continue our growth and within the next 2-3years be able to successfully integrate into other regionally markets such as India, Thailand, Philippines...
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...competitive environment and holds a distinct advantage from it's competitors. Most of ECCO's competitors are "branded marketers", who do not produce most of their offerings, they brand and market them. These competitors include Clarks, Geox, and Timberland, along with indirect competitors such as Nike and Adidas. ECCO is not a branded marketer, but uses a fully integrated vertical value chain where they produce many of their own materials. ECCO makes nearly all of their own products in different countries, but in their own facilities unlike competitors. ECCO produces high-quality footwear that is mainly in the casual category. In the last decade, ECCO has entered the golf shoe market which has gained them one large competitor in Nike. ECCO used greater technology in production to maintain a higher level of quality over its competitors. The many aspects of their production put in quality to their shoes that made creating a similar shoe very hard for competitors. ECCO can make changes in the industry more efficiently than their competitors because they produce their own supply. If a major change takes place, they can simply stop producing a current item, instead of having to cancel outsourcing contracts like their competitors. Close competitor Clarks at one time had many plants in the United Kingdom but has closed all but one to cut labor costs. With producing their own material, ECCO is prepared better than their competitors to adapt to changes in the industry. ECCO's value chain...
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...MARKETING PRESENTATION Team members: Monday, January 20, 14 "How can a company grow? How can marketing help the company to grow? How to take into account competitors and customers?" Monday, January 20, 14 How to grow? What is growth? Monday, January 20, 14 What is growth? Monday, January 20, 14 What is growth? Growth is not just about expansion, because a company can grow smaller in order to focus more on its high added-value product and have more profit. Whereas some companies grow very large and have a big market share, but still report a little profit. Monday, January 20, 14 Growth in general is to make more profit. Monday, January 20, 14 But some companies care more about the profit whereas some companies care not as much. Long-term growth company (family enterprise, state’s pillar industry like Samsung), care more about the development of the company. Short-term growth company (many listed company, small start-up) care more about making its company more worthy or to satisfy and more accurately, surprise the shareholders. Social business: grow to make a better world. Monday, January 20, 14 How to grow? Monday, January 20, 14 It depends. Monday, January 20, 14 We need to now what we want to achieve, exactly. Monday, January 20, 14 Go public Customers Products Profits Services Capital Cash Revenues Market shares Employees Long-standing Monday, January...
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...Michael porter 5 forces analysis As said by Porter (1980), “The collective strength of the forces determines the ultimate profit potential” Therefore, using Michael Porter 5 forces would be more appropriate to evaluate Adidas’s competitions as well as implications in the footwear industry. Threats of new entrants In the footwear industry, Adidas is considered as one of the leading competitors. Thus competitors who want to enter the market would need to think twice before entering, as there might be a loss or a crease in operations as there would be more resources needed to promoting advertisement and increasing brand recognition in order to compete with existing rivals. Especially when Adidas is gaining on Nike by sponsoring the Europeans soccer tournament where there were eventual winners Spain (Torry 2012). Therefore, when it is harder for new competitors to enter the market, the more unfavourable the industry attractiveness is, as the cost of entering to complete might incur greater loss. Threats of substitutes There are little product substitutes to the footwear industry that Adidas is competing in. One example of a substitute could be simply just normal casual footwear; such as Cros, which are covered slip-on shoes that have been very popular in water sports as well as a fashion items. It could be substitutes to customers who do not indulge themselves in sports or light exercise. (Lussier, Kimball) Thus, we believe that the availability of product...
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...I selected several components for two of my target customers. I selected the Workhorse and the Mercedes target groups. I did this to focus on the high-end as well as the low-end of the market spectrum. Although one could argue that all of the top eight customer needs are important, I gave more weight to different components for each of my customers. For the Workhorse computer model, I focused more on the top four components of my product: 1) Brand name, 2) lowest price, 3) office applications and 4) ease of use. As a frugal consumer myself, I feel that if I am getting a good product at a low price with all the features I want, then it will be a good bargain. Focusing on these four common denominators would certainly target the frugal consumer. Conversely, for my top of the line consumer, I focused more on brand features, specifically the name of the product and the company. High end consumers are typically more interested in having the latest technology, something that looks cool and has the brand name behind the product. In China, conformity fuels luxury spending through the concept of “face”, or more specifically, the Chinese notion of “meintzu.” Meintzu is one of two forms of face in Chinese culture and is defined as “a reputation achieved through success and ostentation.” (Ma, 2010) I knew that a high-end consumer, especially one in the Asian market would be more concerned with image. That said, I gave more priority to the following components for the Mercedes...
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...Case study analysis on JUST US! CAFES SUBMITTED TO: - SUBMITTED BY:- Dr. D.D Swain Ajay Pratap Singh Professor (Marketing) PGDM 2012-2014 INTRODUCTION Just Us! (JU) Café is the leading Fair Trade (FT) coffee cooperative, wholesaler and retailer in Nova Scotia, Canada, and United States. JU vision is “to be a leading Fair Trade business that builds on quality, professionalism and innovation for the benefit of all their stakeholders”. JU core differentiation is selling FT and organic model which is social and environmental responsibility, premium quality. As FT market is growing, JU is looking for expanding its current business or developing a new product line to maintain current market share. Meantime, they facing challenges from having compete with several big brands (ie such as Starbuck, Mcdonald, Kraft who also introduce the FT certified coffees, or Rainforest Alliances certified coffees) and small coffee shops to retain its brand recognition of its customers who request an unique and appealing products. Following are the results from this paper: 1. Market for coffee and tea is in growing, which encourage Just Us! to invest more to expand their market share, compare to sugar and cocoa. 2. Our target segment is mostly those young and educated, say college...
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...compensation structure will need to be at least 25 percent above market price based upon external competitiveness to, in turn, ensure that this particular individual is both drawn to the company as well as being highly motivated extrinsically while engaged in his/her duties. Within this particular scenario the pay policy that would be most effective and efficient is the pay-with-competition-policy. This policy strives to ensure that an organizations wage costs are generally equal to those in relation of its overall competitors within its target market as well as having the ability to entice applicants that will be generally equal to its initial labor market competitors. These are all very positive aspects of the pay-with-competition policy in relation to external competitiveness but there are apparent negatives which may surface as time progresses. A negative aspect of the pay-with-competition policy is that it’s aligned with the current market price meaning that other similar competitors will offer the same base pay for this particular position to any qualified candidates...
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...is committed to promote healthier lifestyles to the public. 3. Economic Trends Following the growth of the local economy, Filipino people has stronger purchasing power and are more willing to spend on luxury experiences, like spa. 4. Technology To reach the spa goers‘ expectation in a cost effective and green way, latest technologies such as using social media to advertise and the offering of portable spa experiences can be seen as viable solutions. B. Competitive Analysis Customers choose spa services based on proximity to their daily commute, quality and an exceptional experience. There is not one direct competitor of this nature within the area where we are intending to locate. After an analysis of the local market, four spa are identified as our closest competitor, including Urban Spa, The Palm Garden Health Spa, Exquisite Spa, Holistic Center for Wellness and Medical Spa, Terra Wellness Spa Competitive Trends: - Going green, all-natural ingredients - With respect to social media, sharing tips and creating blogs about latest style trends in industry. Spa Trends: - Better, cheaper, faster. Must provide highest-quality services for their price in most efficient time frame to be competitive. - Must define role within market place by developing clear identity which will allow you to own space in customer’s mind. - Corporate connection-reap...
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...irMICRO ENVIRONMENTAL FACTORS AFFECTING BUSINESS Micro environment factors, are factors close to a business that have a direct impact on its business operations and success. Before deciding corporate strategy businesses should carry out a full analysis of their micro environment. The following are the micro factors affecting business- Customers As all businesses need customers, they should be Centred (Orientated) around customers. The firm's marketing plan should aim to attract and retain customers through products that meets their "wants and needs" and excellent customer service. Employees Employing staff with relevant skills and experience is essential. This process begins at recruitment stage and continues throughout an employee's employment via ongoing training and promotion opportunities. Training and development play a critical role in achieving a competitive edge; especially in Service Sector Marketing. If a business employs staff without motivation, skills or experience it will affect customer service and ultimately sales. Suppliers Suppliers provide businesses with the materials they need to carry out their business activities. A supplier's behavior will directly impact the business it supplies. For example if a supplier provides a poor service this could increase timescales or product quality. An increase in raw material prices will affect an organization’s Marketing Mix strategy and may even force price increases. Close supplier relationships are an effective...
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