Clorox also has a large marketing budget, an experienced research and development team and most importantly, brand recognition. Clorox can use their large market share to attract customers to new or improved products. Also brand recognition will be very important in the sale of the faucet filtration systems. They claim to have the best tasting water and according to their research, customers are more concerned about taste than removing contaminants. Even though the Brita products are a bit more expensive, people are willing to pay at that price for greater tasted water.
It will not only vacuum all floor types, but can polish hardwood, tile, vinyl and laminate. Because of its effectiveness and larger variety of features, the XG Void will give our consumers the means to improve the quality and convenience of their household chores. Consumer Product Classification The XG Void is considered a “shopping good” category of the three-way consumer classification system. This product is not purchased as frequently as a convenience good and is considered a high risk purchase. Because our product is a high risk purchase, our target consumers will want to conduct research comparing the competitions prices, features and quality to our product before they make the decision to purchase.
A marketing strategy consists of the 4 P’s: product, promotion, place, and price. Product: Gillette has stated they would like to become competitive in the toiletries market, therefore their new 14 toiletries is their product. They recently stated that they mostly stick with the “Cool Wave” scent. With scent being one of the most important aspects to these types of products, Gillette could keep their toiletries and sell them in different scents, giving their customers a variety to choose from. Place: The new toiletries line would have to be placed a sold a various locations, the number one place would be anywhere they will the Sensor razor, see as they are trying to closely relate these new products to their number one selling razor.
The concept statement briefly explains the characteristics of this new deodorant and what separates it from the rest of the products currently in market. ‘No Sweat’ is essentially an antiperspirant /deodorant stick with combined ingredients which have been difficult to stabilize in stick form in the past. What differentiates this product from the rest is that the stick is a combination of a white antiperspirant centre surrounded by ring of green gel deodorant. The company have also tried to make the product and packaging look attractive to the customers. With this formula, SFPG aims to target customers by stating the superiority of the product due to its high degree of protection from odour and wetness.
CVS Caremark Global Expansion to United Kingdom Global Business Management Abstract CVS Corporations was founded by Sid Goldstein, Stanley Goldstein and Ralph Hoagland, May 8, 1963 in Lowell, Massachusetts. In 2007 CVS pharmacy merged with Caremark Rx which created CVS Caremark. CVS Caremark is currently the number two pharmacy store in the United States with revenues exceeded $100 billion dollars and has over 7,400 hundred stores in 42 states. The corporation has been successful for over 40 years in the United States. CVS Caremark is designing a global expansion strategy to target areas that are profitable and promising demographically.
Analysis of the Situation Stakeholders Analysis: The decision to launch the Hockley Classic will impact the following stakeholders: Consumers * Offered a light craft beer of higher quality than similar imported beers * Increasing their interest in Hockley’s beer offerings Employees * Trained on new policies and procedures to produce the Hockley Classic * More hours available for the employees Owners * Opportunity to penetrate lucrative craft light lager market * Potential opportunity for Hockley to grow and make their brand more well-known Distributors * Collaboration with existing and new distributors interested in selling the Hockley Classic * Opportunity for increased revenue if product is
HPL now had four plants, all operating at more than 90% of capacity. In February 2008, the company was mulling over a proposal to invest in a $50 million project to expand the production capacity of the company in order to cater to their largest retail customer. HPL accounted for 28% of the total $2.6 billion wholesale sales of personal care products from manufacturers in 2007. Within the industry, HPL now counted most major national and regional retailers as its customers. The $50 million project, although would double the company’s debt, but would also greatly increase its customer concentration.
The solutions suggested by both of them were given a thought but then Caroline wasn’t convinced about the way forward The case was also examined by five other experts, whose recommendations had potent in their own way. All the options revolve around the basic concept of repositioning & rebranding a brand. Caroline should not just choose one proposal as the brand requires attention on more than one front, as in brand acquires larger share of market, revives the perception of La Shampoo in the eyes of the consumers & also gain more shelf space in the retail stores. Experts & Personnel’s Reviews Eric recommended for a price cut as a long term plan to save major accounts that in danger. Reducing price will increase sales volume at least for short time but it not good in building the brand and increasing the brand market share as one the analyst has clearly stated that a price sensitive consumer will easily shift to another brand which offers a lower price than La Shampoo, thus rendering the entire exercise fertile.
HEALTHY SPRING WATER COMPANY DEFINING THE PRICE-VOLUME TRADEOFF FOR A 20% PRICE INCREASE The Healthy Spring Water Company sells bottled water for offices and homes. The price of the water is $20 per 10 gallon bottle and the company currently sells 2000 bottles per day. Following is the company's income and costs on a daily basis. Sales revenue $40,000 Incremental Variable cost $16,000 Nonincremental Fixed cost $20,000 The company is enjoying stable demand with its current pricing, but management is looking for ways to increase profitability. One suggestion is that the company reposition its water as a premium product, justifying a higher price.
And you need to answer the questionnaire truthfully. They passed up more than $100 million in revenue by turning people away. To keep their initial idea also build healthey a business for long run. 4. What do you think?