(Exhibit). Whereas, the preceding marketing campaign, launched in October 2007 was unsuccessful to create the buzz to attract 10,000 subscribers and awareness for companies who were willing to advertise on Blue Orb’s website. The freeware/advertising-based revenue model for SwitchBlade did not achieve its goal. Thus, Mike Bowers (CMO) and Pete McAlindon (CEO) at Blue Orb are now considering a new marketing campaign for its first time SwitchBlade Pro paid subscription model. It is known that out of 70 million console and PC video game players
Instead of trying to compete in a crowded marketplace with products that already exist, a blue ocean strategy looks to create an entirely new market segment. The blue ocean strategy is very important now due to the growth of technology. The following essay will analyze how the blue ocean strategy can be implemented into the modern business environment. The Blue Ocean Strategy and its importance When marketing companies must consider the four Ps when developing a new product. The four Ps include product, placement, price, and promotion.
Microsoft is looking at the future of gaming with the global community using broadband Internet access. For Xbox360, they need to consolidate their first mover advantage for Network gaming. They need to launch the product globally whilst keeping the costs in the supply chain down. The strategy shifts from having best performance console in the market to low cost, fast mover strategy to get the “Xbox360 gaming experience” quickly to the market to capture market share. Games developers are likely to develop games for the first mover and adapt the games for the rest, which could compromise the gaming experience for the laggards, unless there are new games (like in the case of Wii).
By focusing on sales, service and execution, which helped the company, achieve considerable sales growth in the past few years. Lowe’s Company, Inc. is its only direct competitor up to date. [pic] Source: www.christopherlinker.com Since the market is dominated by Home Depot, Inc. and Lowe’s Company, Inc., buyers do not have much choice in selecting the company for home furnishing. Besides, Home Depot and Lowe’s offer advanced product features and quality that are not currently offered to the customers by other companies. Thus, with limited choice of company selection for home furnishing and high switching cost, the bargaining power of customers in this industry is quite low.
The primary customers of KR+H cabinetry are those who want to optimize the amount of useable space in their homes that stock cabinets cannot provide. The industry in 1992 was comprised of 61% stock cabinetry, and custom cabinets similar to those produced by KR+H comprised of only 20%. This is down from 26% in 1989 resultant from poor economic conditions between 1989 and 1992. KR+H uses a direct sale to consumer approach that only accounted for 2% of total industry sales. Industry sales by use of cabinet dealers and distributors contributed for 31% and 30% respectively.
Growth in the furniture industry is found in wood furniture manufacturing. By increasing their emphasis on improving quality controls and stressing price points and basic styling features, manufacturers’ dollar sales grew by 2.5 percent in 2007. Dollar sales were forecasted to increase by 4 percent in 2008. The size of the industry is relatively small with only about 1,000 furniture manufacturers operating in the United States. Ten U.S. manufacturers, representing about one-third of furniture industry dollar sales, account for about 28 percent of total industry sales.
The company is involved in marketing its small product offering to approximately 24,000 domestic retailers and numerous retailers worldwide. The Company focuses solely on the stereo headphone industry. In this industry the competition is fierce and the Company competes directly with six major competitors, all of whom are much larger with deeper pockets than Koss. This is where Koss feels that it has a competitive advantage as the Company believes retailers and their customers view the company as an innovative vendor of high quality stereo headphone products who provides excellent after sales customer service. Past Performance Income Statement Net sales over the past four Fiscal Years has seen a steady drop resulting in a net decrease in sales from 2011 to 2014 of (42.5%).
Foxconn’s Case 2010 is one of Apple’s best years. With the help of its pioneers: iPhones, iPods and iPads, the Apple Inc. is able to grasp the initiative in the industrial competition and establish a so-called Apple empire. But 2010 is also someone’s darkest time. The establishment of a great nation always requires “sacrifices”, which in Apple’s case, are its frontline assembly workers in China. Most of Apple products’ gadgets are manufactured by a Chinese company named Foxconn.
We have three kind of competitor, which include international brands like Samsung, local brands like Micromax and homogeneous brands like Xiaomi. Samsung is the head of India cell phone market and accounting for 23.2% of the total sales. It provides the most diverse product portfolio with the advantages of innovation and cost saving. Samsung also involved in aggressive marketing and advertising to create awareness and gain respond. Micromax is a major competitor in the current stage, it knows better about Indian policy, market and customers’ subtle need, also get strong support from local trade protectionism.
A company might have what it takes to do off-line retail, but without a superior technological infrastructure it will be hard to compete with the internet big dogs. Conversly to that, a successful off-line retailer has stratagies in place that supports the brick and mortor business model. In today’s highly competitive, highly global economy, new markets are a click away. Retail giant Wal-Mart has made it quite clear that they are getting into the e-commerce business with all the fury that they expend on their off-line retail. Wal-Mart is the number one retailer in the world with revenue that is ranked 26th in the world’s GDP.