• Consumers who buy Kingsford Charcoal tend to spend 30% more during their store visit. • Two new brand managers with new ideas can shape the future of the brand and the category. Weaknesses • Kingsford reduced media advertising from $6 million in 1998 to $1million in 2001. • Kingsford plant capacity is currently at 80%. It will take two years to expand or three to five years to build new
MARKETING ASSIGNMENT – 3 Case: BARCO PROJECTION SYSTEM (A) GROUP – 5 Date: 31/8/2015 PROBLEM STATEMENT (Max 100 words) Barco is a small company that focuses on differentiable products and R&D. It has established itself as a master in the niche because of its scan rate. However, it might lose 75% of its forecast 1990 profits because of Sony’s 1270. The projector 1270 is better than Barco’s BD and BG projector and also costs lower. Sony is also merging both the graphics and data segment which threatens Barco’s market segmentation.
But the gross margin related to rest products is zero that eliminates him from the list of most outstanding salesperson. Thums also sold high amount of ammonia with the small amount on Phosphates and Potash, but he could not be most outstanding due to low gross margin. As per the analysis of the case study, Collam is the most outstanding salesperson, who sold the maximum numbers of products. But, in the view of gross margin per ton, Parks is the outstanding salesperson for the company because he achieved the maximum gross margin. Productive Zone: The sales figure of Northwest Zone is less than the other sales
However, the promotion tactic of rebates has helped somewhat in the overall product promotion. While our advertizing and promotion expenditures have been markedly greater than of our competition, representing nearly 6.5% of sales, their effectiveness has not. To date, GCI has 74 local media inserts compared to only 56 of our closest competition and 47 of the top competitor. Clearly, one major task as we move into the sixth quarter and beyond is the revamping of our ads to make them more effective. As the data show, more is not better; especially if the ad is not effective in the first
In 2009, revenues from Redbox's operations accounted for 67.6 percent of Coinstar’s. Being such a large company in the kiosk business, Coinstar knew how to implement strategies that would work to strategically take over this market successfully (Wingfield). II. Redbox’s Business Strategy: Successes: Redbox’s successes are due to the convenience and low price that they provide to customers. Surveys indicate that 80% of Redbox customers would refer them to a friend, which speaks astronomically about the services provided.
32-oz cups currently generated a higher than average gross profit margin for Natureview, despite comprising a smaller unit and dollar share of the yorgurt market. Natureview has less competition in this size category and had a strong competitive advantage because their product lasted much longer compared to their competing brands. “The company used milk from cows untreated with rGBH, an artificial growth hormone that increased milk production. Because of the special process and ingredients, Natureview Farm's yogurt's average shelf life (the length of time the yogurt stayed fresh) was 50 days. Most of the large competitors' products had a 30-day shelf life, requiring them to build multiple production plants to reduce shipping time to their distributors.” Promotional expenses would be lower, since the 32-oz size was promoted only twice a year.
TeamSystem, with its high market share (14% a close second in the industry) is in position to grow at an even faster rate than the industry with EBIT growing at a 31.6% annualized rate since 1996. Coupled with the fact that TeamSystem’s customers renew their contracts at a 95% rate per year and this company seems like an attractive investment opportunity. After completing a DCF analysis of the company as well as factoring in non-price considerations I believe that TeamSystem would be a great investment for your company. Issues Aside from the actual valuation of the company, there are some non-price considerations to take into account for the overall investment. The three major issues being: transitioning a family run company into a professional organization, the pace of technological change, and the impending inspection by Italian tax authorities.
This is the main reason for Jones Blair product to be the highest priced product on the market. Jones Blair caters to mainly do-it-yourself customers (50% of sales) and professional painters (25% of sales) looking for ease of application, meaning less coats of paint. Competition in this market has increased with the coming of department stores like Sears, K-Mart, and Wal-Mart, as well as Sherwin-Williams paint stores. Competition has also increased in paint stores, lumberyard and hardware stores. Competition at the paint manufacturing level has increased as well.
On the other hand, Monster which was released in 2002, has been able manage a 23% share of the market. From 2006 to 2008, Red Bull's market share has dropped 2.6% while Monster's has risen 8.6%. Red Bull has been on the decrease with their market share percentage over the past few years, whereas Monster is on the increase and gaining more of the market every year. Red Bull and Monster target young males with their advertising, but they go about it in two very different ways. Red Bull takes on a very aggressive international marketing campaign.
Short Term Objective: Increase sales revenue by 30% over the next 3 years while reducing the cost of sales by 5% per year. Also, increase the earnings by 24% over the next 3 years. Long Term Objective: To become the premier financial firm in the world. What is the business model and how will it drive IDS’s growth? IDS representatives had the most success in small towns and mid sized communities in the Midwest where the cost of doing business was low and competition was not as strong as larger metropolitan areas.