...Snap on Tools Case Study 1. Selling strategy is a major component of Snap-on’s marketing strategy. They developed certain strategies that attracted customers and expanded their market, their original selling strategy did not work and once they went to a more direct approach, customers started buying the product. The second component is that their basic commitment to direct selling has remained pretty much unchanged, even though the dynamics have changed over the years, the basic building blocks and marketing strategy is still used to this date. This also means the company’s basic purpose has remain unchanged – “the production and sale of quality hand tools and related items to professional mechanics and industrial users”. The third component is how each independent dealer carries rolling stock of Snap-on small hand tools, which is a unique marketing strategy compared to most companies since it uses each franchise dealer carried a massive amount of company product. What changed for Snap-on was how they marketed and showed customers how they product worked in person through demonstration and even letting the clients try it. Once that happened, the sales skyrocketed. Its final major marketing component is how Snap-on has avoided expanding and mainly focuses on its core customers. 2. The element of familiarity is one that separates it from every other business. The way Snap-on markets its products is completely different. The way the Snap-on van travels around...
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...(MKT333) Case Study #5 Snap-on Tools began its business in Milwaukee, Wisconsin, in 1918. The original business sold an interchangeable socket wrench set directly to auto mechanics. Snap-on Wrench was incorporated in 1920. They intended to grow the business in a typical fashion by offering its wrenches in an indirect marketing channel through distributors. The distributors, at that time, were less than impressed with the product and Snap-on had difficulty getting its product into the hands of end-users. The founders developed a selling strategy that presented the tools directly to the mechanics with a demonstration and opportunity for the mechanics to try out the product. By 1927 the transition to direct selling-- “from factory-to-warehouse-to-you”—was completed. Although in the past 80 years the sales force dynamics have changed, the basic commitment to direct selling has remained the cornerstone of the Snap-on marketing strategy. In 1939, the Teamsters Union attempted to organize the branch sales force. In direct response, Snap-on introduced a new distribution method by selling territories to individual sales representatives (dealers) and having them carry product inventory in their vehicles for immediate delivery to the customer. The final step in the marketing evolution was establishing each independent dealer as a franchised owner carrying a rolling stock of Snap-on small hand tools. In an effort to increase volume, Snap-on started a program (that still...
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...access to tools that can be used in all phases of the credit life cycle SM Case study: Snap-on Credit LLC Snap-on Credit LLC has been an Experian user for more than 10 years and relies on Experian data when making credit decisions within its leasing program. “I have seen a steady improvement in the quality of Experian data and products. Their customer service is excellent, and with access to their BusinessIQ platform, we can be more confident with our decisions.” — Steve Spinozza, Vice President of Credit Client Snap-on Credit LLC operates as a subsidiary of Snap-on Incorporated and provides various financing activities that include financing programs for franchise customers and Snap-on’s industrial and other customers for the purchase or lease of tools, equipment and diagnostic products. Snap-on Credit utilizes Experian’s BusinessIQ product to administer its leasing program, which is offered primarily to small-business owners in the auto repair industry. The equipment product category supported by Snap-on Credit includes solutions for the diagnosis and service of vehicles and industrial equipment. Products include wheel alignment equipment, wheel balancers, tire changers, vehicle lift and other service equipment. aviation and aerospace, mining, natural resources and power generation. The company sells its products and services through its franchisee, company-direct, distributor and Internet channels. Founded in 1920, Snap-on is...
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...1. What are the four key components of the Snap-on marketing strategy? According to product, price, place, and promotion analysis of Snap-on, four key components are easily to be recognized and concluded. First, Snap-on product is high quality and considered as “gold standard” by tool-lovers. Snap-on tools are satisfying because of their utility. Second, Snap-on has a premium pricing strategy – about 10% higher than it direct competitors. On the other hand, Snap-on insists on a credit program of selling to mechanics on credit with weekly time payment. This measure is a great deal for mechanics because they do not have to pay a possible high cost immediately when they buy some tools. This measure is also a wise decision for Snap-on because it can increase the sales volume and revenue. Third, Snap-on has a good promotion strategy because it communicates with customer effectively. It sees mechanic consumers who need plenty of tools when they work as its core customers. Snap-on tries it best to avoid expansion into other related areas like construction and home improvement so that they can focuses on the need of its core customer well. Fourth, Snap-on utilizes four distributions: mobile van franchises, company-direct, distributor and the Internet. The company provides with individuals with convenience as much as it can. The company has only 3% of its revenue from its direct selling. The rest 97% of its revenue is through the franchising, cooperating, or distributorships...
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...the reputation of Snap-On, but those expectations are always met and exceeded. Snap On has set the standards within the industry in terms of the performance and durability of products and services, which has translated to customer retention and separated itself from the rest of the competition. They create personal relationships with all customers that they do business with allowing them to earn each mechanics individual trust. The sales force will make a trip to the customers shop once a week to see how the products they sold are holding up. These constant check ups shows the customers that Snap On cares about them. Snap On prioritizes the customer relationship so much that they created an advertising campaign for the blue collar, grease monkey mechanics. These mechanics had a bad image in the eyes of the public due to the lack of trust from their customers, so Snap On started monthly newsletters and used other media propaganda's to create a new image of the auto technician. This increased business for the auto repair shops around the nation which in turn created more business for Snap On. To further extend their relationship building with these lower to middle income auto technicians they created a small, no interest loan of their tools to the auto shops. The sales force was granted permission to give out loans and collect fees on a weekly basis to allow these mechanics to use these tools and pay off their debt when possible. This is high risk for Snap On, but the trust...
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...The Passion for Ridgid Tools MKT/421 The Passion for Ridgid Tools Throughout the years the lives of many have been influenced by passionate individuals, such as Thomas Jefferson, Bill Gates the founder of Microsoft, who revolutionized the computer industries, and Leonardo da Vinci an inventor years ahead of his era (Miller, 2014). In today’s society individuals are free to express their passion in whatever peaks their interest and one of those things are tools. A handy man, contractor, or just hobbyists have one thing in common, and that’s their passion for his or her tools. Notwithstanding, certain elements need to be present for customer loyalty and those elements include customer service, warranty, and durability of the tools. There are many manufacturers in the industry of tools, some of which manufacture hand tools while others manufacture power tools or even heavy equipment. At the same time, some manufacturers make all three types of tools. Moreover, among some of the well-known tool manufacturers available are Ridgid, Craftsman, and Snap-on. Even though, these three companies are among the most popular of tool brands in the United States, each have benefits and drawbacks. Benefits Ridgid, Craftsman, and Snap-on all have one very important thing in common that plays a major role with the purchasing decision of the passionate tool user, and that is all three carry a lifetime warranty on mechanic’s tools; such as wrenches, ratchets, screwdrivers, sockets...
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...Active Directory Troubleshooting Tools Tool | Location | Function | Active Directory Domains and Trusts snap-in | Windows Server 2003 Administrative Tools Pack | Administer domain trusts, add user principal name suffixes, and change the domain mode. | Active Directory Sites and Services snap-in | Windows Server 2003 Administrative Tools Pack | Administer the replication of directory data. | Active Directory Users and Computers snap-in | Windows Server 2003 Administrative Tools Pack | Administer and publish information in the directory. | Active Directory Service Interfaces (ADSI) Edit snap-in | Windows Server 2003 Support Tools | View, modify, and set access control lists (ACLs) on objects in the directory. | Backup Wizard | Windows Server 2003 operating system tool | Back up and restore data. | Control Panel | Windows Server 2003 | View and modify computer, application, and network settings. | Dcdiag.exe | Windows Server 2003 Support Tools and Windows Server 2003 Server Resource Kit | Analyze the state of domain controllers in a forest or enterprise; assist in troubleshooting. | DNS snap-in | Windows Server 2003 Administrative Tools Pack | Manage DNS. | Dsastat.exe | Windows Server 2003 Support Tools | Compare directory information on domain controllers and detect differences. | Event viewer | Windows Server 2003 Administrative Tools Pack | Monitor events recorded in event logs. | Ldp.exe | Windows Server 2003 Support Tools | Perform Lightweight Directory...
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...the four key components of the Snap-on marketing strategy? First, their products quality, they use credit payment to sell their products. Second, charging premium prices which is about 10 more percent than its direct competitors. Third, presenting the tools directly to the mechanics. Fourth, establishing franchises for each independent dealer. 2. What one element of Snap-on’s marketing mix do you think separates it from its competition? The distribution separates it from its competition. Snap-on introduced the distribution method by selling territories to individual sales dealers and having them carry product inventory in their vehicles for immediate delivery to the customer. 3. How would you describe Snap-on’s marketing channels (distribution)? There are four channels: mobile van franchises, company-direct, distributor and the internet. Company-direct and vans comprise only small percentage of business and are used in the open market. You can go to the company to get the new products or you can buy it from the mobile van franchises. Snap-on sells most of their products directly to a select number of distributors, and then they resell products. 4. Assume that average annual per-square-foot sales for specialty retail are approximately $400 per square foot. How does this compare to Snap-on’s revenue generation per square foot? Why do you think there is such a difference? $400,000/160 sqft = $2500 $2500 - $400 = $2100 Snap-on sell at a much lower price...
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...also been many companies that have suffered greatly due to poor management or poor implementation of the project. Often times the project itself was just ineffective as a whole and would have failed no matter how the process was managed. One company that failed to implement a new process of customer relations was Snap-on Inc. In 1997 Snap-on tried to keep up with the ever-changing ways of the consumer. In turn they suffered greatly due to the poor project itself as well as implementation of it. While the overall project was not a terrible idea there were many other routes that could have been taken. Along with other routes being taken there were many variables that could have made the unsuccessful project very successful instead. Snap-On Inc is a leading U.S. designer, manufacturer and marketer of high-end tools and equipment to professional tool users. It was founded in 1920 by Joseph Johnson and William Seidemann and was originally branded the “Snap-On Wrench Company.” It was founded in Kenosha, Wisconsin and currently employs about 11,500 people worldwide. It is presently worth just over $2.4 billion. Snap-on is a very solid company financially and in recent years Snap-On’s stock has soared to new highs. The company, however, has not always been on the up and up. They suffered greatly due to a project that they thought would launch the company to new levels. They expected huge gains due to the new project but instead almost put themselves out of business (Yahoo,...
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...who wish to do business with the DOD. These guides serve as a baseline for the company in regards to the technology specifications they should have in place in order to lock down their systems and network to make them less vulnerable to malicious attacks (Defense Information Systems Agency, 2015). Among these STIGs is one written specifically for the Windows 8 / 8.1 operating system (Information Assurance Support Environment, 2015). This STIG outlines some of the changes made by Microsoft to Windows 8 / 8.1 as well as their recommendations for securing computers, which use that operating system. Tools Windows 8 / 8.1 comes with many tools built into it that allow for the administrator to use in order to do a security audit. A keyboard shortcut of pressing the Windows key plus another key will often bring up a tool for the administrator to use such as Win + x which lists numerous tools including, but not limited to: * Programs and Features * Event Viewer * System * Device Manager * Computer Management * Command Prompt (Admin) * Control Panel * File Explorer Win + c will bring up the charms bar which includes:...
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...SNAP is basically the Supplemental nutritional assistance program formerly named as food stamp and its name has been changed since Oct. 2008.SNAp provides nutritional support to millions of people and is highly successfully, to those with low income especially and there are eligibility criteria for those who want to take benefit from SNAP by selecting food and purchasing food. SNAP-Ed is component of SNAP which basically supports the SNAP to extend and achieve the goals of SNAP by providing education to those people who have already been selected as SNAP individuals. Its main goal is to reduce the obesity and giving mass education to the community and people taking SNAP benefits to be smart to choose the food products they are purchasing from the market and choose products according to the guidelines recommended by USDA FNS, which are clearly and specifically mentioned in the SNAP-Ed connection .its a website which have the guidelines, information and also provide training to SNAP-Ed personnel. SNAP-Ed connection is helpful to select food as it has various tools, which are helpful to select best for a best healthy diet. SNAP-Ed have many names in states. SNAP-ED is directly under influence of the policies of USDA FNS.USDA and FNS makes policies, monitors and funds the program and a third agency USDA...
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...Snap Fitness Exercise Centers 12 May 2012 Part A & B –Variable Costs and Target Net Income Analysis CVP analysis requires that all company costs be identified as variable or fixed. Investopedia defines variable costs as, “costs that vary depending on a company’s production volume; they rise as production increases and fall as production decreases”(pg 1). Fixed costs do not change with an increase or decrease in the amount of production. Snap Fitness’ fixed costs are $4,000 a month for operating expenses and $2,000 for the equipment lease (Total $6,000). The amount of members estimated to break-even is 300 at a monthly price of $26. To find variable costs, the equation is listed below: (a) Break-even point = Variable costs + fixed costs + Net income 300*($26.00) = Variable costs + $6,000 + 0 $7,800 = Variable costs + $6,000 Variable costs = $7,800 - $6,000 = $1,800. (b) What would the monthly sales have to be to achieve a target net income of $10,000. (Fixed costs + target net income) / contribution margin ratio = required sales in dollars. Contribution margin ratio = contribution margin / sales. Contribution margin = Sales – variable expenses. $7800 – 1800 = $6,000 6000 / 7800 = 77% contribution margin ratio. ($6000 + $10,000) / 77% = $16,000/0.77 = $20,779 Based on the fixed costs provided, $20,779 in monthly sales would...
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...Snap Fitness Cost-Volume-Profit and Break-Even Analysis Anne, Bratcher Kim Collins, Heather Davis ACC/561 August 13, 2012 Dr. Sandra Welch Snap Fitness Even though owning a business can be costly, finding one that aligns with an individual’s ability to invest and operate is challenging. Health and fitness continues to be one of the biggest markets today. Snap Fitness is a growing franchise chain of fitness clubs that is a reasonably priced investment with relatively fast turn around on investment. Franchise History Peter Taunton founded this chain of fitness clubs in 2003 in Chanhassen, Minnesota. This fitness operation presents individuals looking for a way to own their own business in the fitness industry by offering affordable franchising opportunities. These franchise opportunities are client-friendly and can be found across the globe. Snap Fitness clubs are open 24 hours daily and seven days a week. Memberships in one of these fitness clubs give clients opportunities to fit a work out in at their convenience. Many fitness organizations require members to enter into annual contracts that can offer savings if purchasing two or more year plan. Another good feature of the fitness club allows the client to work out at any Snap Fitness facility in the United States...
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...Console window is called the __________ pane. 2. The Terminal Services license included with Windows Server 2008 enables administrators to connect to distant servers using __________. 3. When you run the Mmc.exe program with no additional parameters, a blank __________ appears. 4. To enable the computers on a network to download operating system updates from a server on the local network, you must install __________. 5. The two types of snap-ins that you can add to an MMC console are __________ and __________. 6. To manage permissions for an Active Directory object, you can open the object’s Properties sheet or use the __________. 7. The Windows Vista feature that enables computers on the same network to share updates is called __________. 8. The Terminal Services client included with Windows Server 2008 is called __________. 9. __________ is a shell application that Windows Server 2008 uses to provide access to most of its system and network management tools. 10. The first window that appears when you start a Windows Server 2008 computer is called __________. Answers 1. scope 2. Remote Desktop 3. console 4. Windows Server Update Services 5. standalone, extension 6. Delegation of Control Wizard 7. Background Intelligent Transfer Service (BITS) peer-caching 8. Remote Desktop Connection 9. Microsoft...
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...Methods Dear Junior Admin. Well it seems you have a complicated decision on your mind “what tool for the job?” I have decided its best for you to decide on your own which tools you prefer to work with, although I can ease the pain of the decision by providing insight on each of the tools you have at your fingertips. DCDIAG – is a command line tool that analyzes the state of domain controllers in a forest and shows any problems to help with trouble shooting. There are many useful commands with this tool, much too many to include in this simple letter, but there are plenty of locations on line that provide the commands with descriptions for use. NTDSUTIL – is another command line tool that manages facilities for Active Directory Domain Services (AD DS) and the lightweight version (AD LDS). This tool can be used for database maintenance of AD DS, control and manage single master operations, and remove metadata left by domain controllers that had been improperly uninstalled. This tool has many commands that would cause this letter to become undesirably long so Google is your best bet to find them with descriptions. MMC Snap-ins – is a graphical interface that hosts administrative tools for managing your networks, special tools can be created here for administrative tasks. It basically allows you to build your own tools with the standard user interface. This tool will probably be your best bet to begin with, but don’t shy from the other two. Plans for...
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