PROJECT CASE STUDY OF THE VOLKSWAGEN NEW BEETLE [pic] MKTG Principles of Marketing TABLE OF CONTENTS Abstract Introduction Product concept Development of the Volkswagen New Beetle New Beetle adoption Marketing throughout the product life cycle Beetle brand Findings Conclusions Reference list Abstract *** “The Beetle is different, it makes you feel different. It is like a magnet”, - Volkswagen Chairman, Ferdinand
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CASE APPLICATION: Managing the Virus Hunters Imagine what life would be like if your product were never finished, if your work were never done, if your market shifted 30 times a day. The computer-virus hunters at Symantec Corp. don't have to imagine. That's the reality of their daily work life. At the company's Response Lab in Santa Monica, California, described as the "dirtiest of all our networks at Syamntec", software analysts collect viruses and other suspicious code and try to rigure out
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Level First cycle Progression G1F Date of Ratification Approved by Organizational Committee 20091218 The syllabus is valid from the autumn term 2010 Prerequisites Program course from the customer's perspective Learning outcomes After completing the course students are expected Expected learning outcomes The student shall Have broad knowledge of * Competition Profile * Differences Between Product, Service & Experience * Product Life Cycles * Differentiation
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Product Life Cycle 1.Introduction Stage :- Green works by Chlorox. These were launched on Jan 14 2008 , so they are very new in the market and a lot of the people still haven't tried them out or even heard of them. The target segment for Green works are the people who want to have safe and toxin free cleaning supplies along with the segment of people who deeply care about the environment. The promotional campaign for this product states that it is made using 100% natural plant based ingredients
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with the TreeHotel in Harads, Sweden is the selling point attracting visitors. The entrepreneur behind this project discovered a tourism market to fulfill this product. In discovering the TreeHotel innovation, research must be conducted on the customers and their product, other existing markets and competitors, and the tourism product itself. The purpose behind the TreeHotel is to take people back to their roots and be in harmony with nature. First, why would anyone want to go to the
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PRODUCT LIFE CYCLE Consumers purchase a magnitude of products every year however these products have a life cycle and so too will the Olay brand due to creation of demand for a more modern product thus P&G need to consider the Olay life cycle. There are 4 critical stages to consider: Introduction-This stage is deemed the most expensive when products are launched in new markets, sales is usually low due to the small target market initially until expansion to penetrate the market occurs. P&G
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Company Case 8 – Samsung: From Gallop to Run 1] How was Samsung able to go from copycat brand to product leader? Samsung started out as a maker of cheap consumer electronic knock-offs. CEO Lee Kun-hee has taken major strides to make Samsung the company it is today. In 1993, Lee unveiled what he called the “new management,” which was a top-to-bottom strategy for the entire company. Under Lee’s new management, he took Samsung Electronics in a very ambitious new direction. His goal was to make
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1) How was Samsung able to go from copycat brand to product leader? (Armstrong, Kotler, 2011, pg. 576-578) In 1993 the CEO of Samsung created a new strategy for the company. CEO Lee called it “new management.” The goal that he set for the company was to dethrone Sony as the biggest consumer electronics firm in the world. The company hired new employees with fresh new ideas that were bold and stood out among other products. Every product had to pass the “Wow!” test and if it didn’t get the reaction
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industry conditions, and competitive strategies employed by the incumbent and its Japanese rivals in various life cycle stages. The product’s quality of OMC was not up to the mark compared to the competitors. The technology utilized in Isuzu and Mitsubishi was far better than OMC. They failed to view Japanese companies as their competitors initially. Timely decisions were not taken. The product leadership, being market leader and first mover advantage all was lost by OMC. Alternatives OMC’s alternatives
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Product Development at DELL Since its founding in 1984, Dell corporation had enjoyed tremendous success in the desktop computer industry. Their strategy was to eliminate the middleman by directly servicing the customers through mail orders . Dell grew from obscurity to a fortune 500 company in 1992, making its founder Michael Dell one of the youngest highly successful entrepreneurs of his time. At the core of Dell’s business model was Spartanism which inspired informality in processes and
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