Bus 252a Marketing Management Mondays and Wednesdays 2: 11:00 – 12:20pm Fall Semester 2014 International Hall Sachar Building Grace Zimmerman Senior Lecturer Email: gzimmerm@brandeis.edu Office: Lemberg 161 Office Hours: Mondays and Wednesdays 11:00 – 12:20 and 2:00 – 3:00 pm, or by appointment
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customer solution, customer cost, convenience, and communication. The offer you make to you customer can be altered by varying the mix elements. So for a high profile brand, increase the focus on promotion and desensitize the weight given to price. Needs vs. Demands. Product: refers to tangible, physical products as well as services. Product decisions including: product variety, quality, design, features, brand name, packaging, sizes, services, warranties, and returns. Price decisions including: pricing
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customer solution, customer cost, convenience, and communication. The offer you make to you customer can be altered by varying the mix elements. So for a high profile brand, increase the focus on promotion and desensitize the weight given to price. Needs vs Demands. Product: refers to tangible, physical products as well as services. Product decisions inc’d: product variety, quality, design, features, brand name, packaging, sizes, services, warranties, and returns. Price decisions inc’d: pricing strategy
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which create a competitive advantage, are very important for a company. The strengths and weaknesses of a company determine the efficiency, innovative capability, product quality and customer responsiveness with which it can operate. The internal analysis recognizes the sources of competitive advantage as well as core competencies. It is also examined how these factors can be improved further to sustain the competitive advantage in the long run. It is also important to note that the building of competitive
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. 3 2. Market analysis of energy drinks ………………………………………………………………………………. 4 3.Red Bull……………………………………………………………………………………………………………………………. 7 4.Integrated marketing communication channels………………….……………………………..………….13 5.Survey Analysis……….……………………………………………………………….…………………..……………….22 6.Red Bull brand………………………………………………………………………………………………………….……29 7.Competitor analysis………………………………………………………………………………………………………..38 8.Red Bull positioning…………………………………………………………………………………………………..….40 9.SWOT analysis………………………………………………………………………………………………………
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“upstream” toward the supplier 3. The flow of information back and forth along the chain 4. The reverse flow of products returned for repairs, recycling or disposal.(This is called reverse supply chain and is handled by reverse logistics.) Value Chain (Vs) Supply Chain A Value Chain can be any series of activities that increases the value of a product or service as it passes through stages of development and distribution before reaching the end user. Supply Chain is but one part of value Chain. In basic
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Toyota (Chapter 1) Overview. This case concerns the systems used by Toyota to become the third largest automobile manufacturer in the world. The case illustrates how this organization strives to serve customers and achieve a profit. The case intentionally emphasizes features of Toyota's manufacturing system, rather than its marketing strategies per se, to show how the whole organization is focused on serving customer wants and needs, not just the marketing department. Suggestions for Discussion
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Bus 252a Marketing Management Mondays and Wednesdays 2: 11:00 – 12:20pm Fall Semester 2014 International Hall Sachar Building Grace Zimmerman Senior Lecturer Email: gzimmerm@brandeis.edu Office: Lemberg 161 Office Hours: Mondays and Wednesdays 11:00 – 12:20 and 2:00 – 3:00 pm, or by appointment Brandeis University
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“I wish developing great products was as easy as writing a check. If that was the case, Microsoft would have great products.” Steve Jobs, Cnet News. May 10, 2007 1. Patterns in Microsoft’s response to competitive threats and opportunities Standardization and simplification, complementary products, aggressive market penetration strategies (tenacity, deep investments and bundling), aggressive deal making. If I were to quote Microsoft’s best and most genius strategy that allowed them to gain
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estimate weighted average costs of capital (WACCs) for the two business segments, and respond to the raider. Suggestions for complementary cases: “Nike Inc.” (case 13) gives an introductory exercise in the estimation of the cost of capital. “Coke vs. Pepsi, 2001” (case 14) offers the estimation of WACCs for two competitors and opportunities to reflect upon how business risk drives cost of capital. “Phon-Tech Corp.” (UVA-F-1161) is a simplified version of “Teletech Corporation, 1996” (case 15), excluding
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