marketspace instead of finding or creating different ways to work in the marketplace that is competitor free. This strategy focuses on generating new distinctive merchandise using innovation as the launch for these new products. This strategy makes the competition irrelevant, captures and creates new demand, and creates unchallenged market space. “Blue ocean strategy presents a largely descriptive approach into assessing how successful companies are capable of creating a business model transformations
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1. USING THE VALUE CHAIN MODEL, DISCUSS THE WAYS IN WHICH VOLKSWAGEN SOUTH AFRICA, CAN ADD FURTHER VALUE TO THE PRODUCTS AS THEY PASS ALONG THE CHAINS. Micheal Porter’s work is the key reference on value chains and value configuration analysis for competitive advantage. Value chains are created by transforming a set of inputs into more refined outputs. The strategic challenges associated with managing a value chain are related to manufacturing products with the right quality at the lowest possible
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of 4P’s of Marketing and iPhone 5 5 2.1 Product 5 2.1.1 Design 5 2.1.2 Features 6 2.1.3 Brand Image 7 2.2 Price 7 2.3 Promotion 9 2.4 Place 12 3. Conclusion 13 References 14 Figure 1 10 Figure 2 11 1. INTRODUCTION Marketing is defined by Dr Philip Kotler as “The science and art of exploring, creating, and delivering value to satisfy the needs of a target market at a profit. Marketing identifies unfulfilled needs and desires.” (Goldblatt 2012, p 238) Therefore, marketing is the process
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of 4P’s of Marketing and iPhone 5 5 2.1 Product 5 2.1.1 Design 5 2.1.2 Features 6 2.1.3 Brand Image 7 2.2 Price 7 2.3 Promotion 9 2.4 Place 12 3. Conclusion 13 References 14 Figure 1 10 Figure 2 11 1. INTRODUCTION Marketing is defined by Dr Philip Kotler as “The science and art of exploring, creating, and delivering value to satisfy the needs of a target market at a profit. Marketing identifies unfulfilled needs and desires.” (Goldblatt 2012, p 238) Therefore, marketing is the process
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Value Chain = Supply Chain + Demand Chain: New Approaches to Creating and Capturing Sustainable Value Fanny Thublier(1), Terry Hanby (2) and Yongjiang Shi (2) Arts et Métiers ParisTech 75013 Paris, France (2) Institute for Manufacturing University of Cambridge, Cambridge, CB3 0FS, UK (1) Abstract The purpose of this research paper is to develop a Value Chain conceptual model based on a combined Supply and Demand approach. Drawing primarily from the literature on Supply Chain, Demand
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The Branded Customer Experience … touching lifestyles, desires, and emotions. Whitepaper #5 In this marketing-centric economy of instant e-mail offers, hyped CRM, and endless competing media images [aka: noise, noise, noise] … some, very-select brands actually break through the clutter and create genuine interest, excitement, and loyalty in the marketplace. Beyond simply selling a product … a location … or a service, these “experiential brands” excel at merchandising and selling a relationship
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merchandising conglomerate= combines diversified retailing lines under central ownership * major decisions retailers face * segmentation and targeting * store differentiation and positioning (part of retail strategy) * retail marketing mix * product * price * promotion * place * trends * shorter life cycle * wheel of retailing concept= start small and cheap and work your way up * non store retailing (online/phone)
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Lecture 1 Marketing: Advertising, consumer behavior, brands, message, distribution, differentiation, activity, set of institutions, processes for creating offerings that have value to customers and society at large. Really saying: Creating value and capture value for stakeholders. WHY SOME PEOPLE DON”T LIKE MARKETING 1. They think it raises prices 2. They think it invades their privacy/interrupts 3. They think it exaggerates and hides benefits 4. They think it stimulates
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Classic Airlines and Marketing MKT/571 Every company recognizes that it costs far less to hold on to a customer than to attain a new one. As the commercial airline industry is shifting at a fast pace, Classic Airlines is faced with the obstacle of bringing improved value within thinner consumer budget. Since the travel industry expenses are decreasing and new technology is steadily replacing many jobs, Classic Airline is set to use this as an opportunity to influence proven techniques while improving
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9-798-062 REV: FEBRUARY 25, 2006 PANKAJ GHEMAWAT JAN W. RIVKIN Creating Competitive Advantage Some companies generate far greater profits than others. The pharmaceutical maker ScheringPlough produced an economic profit of more than $10 billion during the period 1984-2002. That is, the accounting profit it generated exceeded its cost of equity capital by that amount. Over the same period, U.S. Steel produced an economic loss of nearly $500 million; its cost of capital exceeded its accounting
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