The forecast horizon taken for RMAG assumes the development of their most economically lucrative product Human therapeutics (HG) takes “15 years to proceed from the lab to the drug store”. Big Sur forecast human therapeutics not to realise cash flows for 7 years due to FDA blockages resulting in growth of this product post 2005. It was assumed that a forecast to 2010 was required, as this would capture all cash flows from the two earlier released products, in addition to favourable market reaction when pharmaceutical cooperation was achieved. It was assumed that sales growth would remain constant from 2010 onwards due to the royalty agreements from HG and sales from established segments. RMAG as it stands is a high growth biotechnology/research start-up that is wholly equity funded.
1. Situational Analysis: Company Overview: Paramount, a global consumer products company, including Health, Cleaning, Beauty, and Grooming divisions, had its worldwide sales $13 billion and gross profits $7 billion in 2009. Paramount has been producing nondisposable razors since 1962 and become a leading brand. There are two lines of Paramount nondisposable razor market: Paramount Pro and Paramount Avail, which generated revenue of $170 million, $92 million in gross profit, and $26 million in operating profit during 2009 in the U.S. Paramount Pro was positioned in a moderate segment, and Paramount Avail was considered as a value segment. The U.S. Razor Market Overview: The
From 2005-2008 three states, NY, CA, & TX, participated in a trial run program by Medicare in which $900 million was regained from errors or fraud. Department of Health and Human Services (HHS), as of Sept 14, 2011 ruled that the Medicaid Recovery Audit program go into effect. This is a key part of Obama Administration’s plan to reduce waste, fraud and abuse. This audit program will help all states identify and regain improper Medicaid payments. This program will majority be self-funded, paying the auditors fee out of any improper payments they uncover and regain going back 3 years.
MGMT 660 Aqualisa Quartz Case Analysis I. Situational Analysis Strengths (Internal) • Strong brand name reputation and service in the shower market. • Number three in sales for the U.K. shower market. • Has developed a product in the Quartz that is vastly superior to any other shower. • Employs a top notch engineering team that has grown to 20 people. • Owns a state of the art testing facility and has acquired nine patents.
Business overview Meditech, a company devoted solely for producing and selling endoscopic surgical instruments was brought to the market three years after spinning off its mother company Largo Healthcare Company. Backed with innovative products and first class sales force, Meditech competed fiercely to establish itself in the market against its older competitor National Medical Corporation. Medictech products were distinct in terms of its innovative approach, quick launching, and lower cost. Product development was active. There were constantly new additions to product lines and continuous development to older products.
Biological R&D is vastly different from small molecule R&D. To gain these capabilities, pharmacos can build them from scratch, partner with existing startups, or acquire them. Since its competitors are already several years ahead ofOldPharma, OldPharma wants to jumpstart its biologicals program by acquiring BioFuture, a leading biologicals start-up based in the San Francisco area. BioFuture was founded 12 years ago by several prominent scientists and now employs 200 people. It is publicly traded and at its current share price the company is worth about USD 1 billion in total.
To: Deere & Company Senior Management Team From: Robert Gerstenberger Date: November 15, 2010 Subject: Deere & Company Pricing Strategy for Launch of JD 750 This memo recommends a pricing strategy of pure parity for the launch of the JD 750 Bulldozer, one of Deere & Company’s most audacious ventures yet. Because this product launch addresses a market space in which Deere is not a dominant player, this strategy aims to provide incentives to industrial customers and existing Deere dealers to embrace a new technology. By launching this pricing scheme through an aggressive $300k promotional campaign, Deere & Company may expect to earn line profits of $45M, and establish itself as a major player in a new lucrative market segment. Background Deere has an established reputation for quality in the small crawler tractor market segment, and has built considerable brand loyalty among this purchasing group, along with more than 50% market share. Deere has not, however, enjoyed this significant level of share in the heavy construction industry and has never offered a product as large as the new JD 750.
In the highly competitive, but mature, razor and blade market, Gillette holds a commanding worldwide market share. The peak of its innovation occurred in 2006 with the introduction of the Fusion 5-bladed razor. Today, innovation in razors and blades is thwarted by a lack of new technology and increasing consumer reluctance to pay for the ‘‘latest and greatest’’ in shaving technology. Gillette must decide how to put the razor wars behind them and maintain or increase its share of the global razor market. Themes: Product leadership, product innovation, pricing strategy, integrated marketing communication, segmentation, sports marketing, global marketing, SWOT analysis, strategic focus Since its inception in 1901, Gillette has always prided itself on providing the best shaving care products for men and women.
Marketing Management Case Analysis Clean Edge Razor: Splitting Hairs in Product Positioning Group AE1: Abhinav Singh (14S601) Anima Tapadiya (14S607) Dushan Garg (14S616) Niharika G (14S628) Raviteja Palanki (14S636) Prem Sharath (14804) Q.1. What changes are occurring in the non disposable razor category? Assess Paramount’s competitive position. Changes occurring in the non-disposable razor category: Consumers are increasingly becoming aware of technology and are demanding for technologically advanced and innovative razors. The market is growing at the rate of 5% approximately from 2007-10.
Old Spice The power of advertising has never had a reach so far as it has over the last decade. Billions of dollars every year are thrown the ways of writers and directors to create an appeal to audiences everywhere in hopes consumers will purchase their product and stay on board for repeat business. This is especially critical for companies such as Proctor and Gamble to do with older brands such as Old Spice. Having been around for over seventy years, Old Spice was in need of a campaign that would not only appeal to the purchasing audience, but also to revamp the image of such a staple in the hygiene industry. The advertising drive of 2010 featured the hit slogan “The man your man could smell like” (OldSpice, 2010).