JC Penney was named on this list for its disappointing stock price relative to the retail industry. Its stock price was down almost 45% from January 1 1995 to December 31 1999, while the S&P Retail Department Stores Index increased by almost 43%. Due to declining sales and a deteriorating customer base, CalPERS believes the market has lost confidence in Penney's management.
Webster University MRKT 5000 Marketing Strategic Case Assignment Jose Barriga Newspapers Test Pricing for Digital Editions 1. When The Wall Street Journal began charging for online access, the number of visitors to its site dropped dramatically and slowly began rising again. What does this suggest about the price elasticity of demand for its products? Therefore, the suggestion for price elasticity of demand for The Wall Street Journal for online access started during the 1990s when the journal recognized that they have an unusual opportunity to be a pioneer for online news content. As a result, newspaper circulation fell by 17 percent due to revenues from display advertisement that have plummeted as many marketers engage customers via social media, Internet ads, special events, daily deal sites, and other promotional methods that sidestep newspapers.
| 3. INDUSTRY AND COMPETITIVE ANALYSIS Industry Macro-Environmental Characteristics-According with U.S Department of commerce U.S jewelry sales totaled $58.8 billion by 2009.- Diamond jewelry sales were particularly hard hit by the recession, with industry sales declining from $32.5 billion in 2005 to an estimated $29.5 billion in 2009.- The Jewelry Board of Trade estimated that there were some 22,415 specialty jewelry firms in the U.S in 2009, down from 26,750 specialty jewelry retailers in 1999. | Strategic Group MAPBlue Nile Zale Tiffany Others C U S T O M E R S | Industry Driving Forces-Internet: With Blue Nile and online jewelers, it gives them the ability to reach any single person who has internet access. In amassing product offerings, these online jewelers do not have to carry inventory. They are able to display tens of thousands of choices, customizable pieces and even show multiple angles of
Determine why you believe the product or service is declining in popularity. Be sure to include information on social, demographic, and ethnic markets; economic and technological factors; political and legal factors; and competitive factors. Compact discs are being increasingly replaced by other (and sometimes more compact) forms of storage device. The CD is used largely for music; and as the music industry has its own challenges and feats in a recovering economy, it seems that businesses such as iTunes and other companies that focus on providing music sales and storage without the CD are taking over. CD sales are dropping steadily and even music artists have recognized and instated other forms of making revenue off of their music.
Nordstrom: Adapting to New Consumer Behavior Joseph Castillo Zuniga Bellevue College Author Note: This paper was written for Business 101, Section R, taught by Patrick Mcniff Nordstrom: Adapting to New Consumer Behavior Richard Jaffe, an analyst with Stifel Nicolaus & Co said that “the Internet is growing at the expense of brick-and-mortar stores” (Kapner, 2014). This has been true for several popular department stores including Nordstrom. At the end of 2013, Nordstrom finished the year with its third straight quarter of shrinking sales in its 117 full-line stores with a 3.3% drop in sales. However, don’t let these numbers fool any other competition because in fact Nordstrom’s total revenue increased by 3.23% from accumulating 12.15 billion in 2012 to 12.54 billion in 2013 (Marketwatch, 2014). So where did the other sales go if its full-line stores’ sales dropped?
In 2001 it succeeded in shutting down Napster (the leading on-line source of digital music), and it has threatened thousands of individuals with legal action. [10] This failed to slow the decline in revenue and proved a public-relations disaster. [10] However, some academic studies have suggested that downloads did not cause the decline. [11] Legal digital downloads became widely available with the debut of the iTunes Store in 2003. The popularity of internet music distribution has increased and in 2009 more than a quarter of all recorded music industry revenues worldwide are now coming from digital channels.
MGMT 211 – Management Foundations Case Analysis #1 Netflix Los Gatos, California CEO Reed Hastings started Netflix in 1997 after becoming angry about paying Blockbuster Video $40 for a late return of Apollo 13. Hastings and Netflix struck back with flat monthly fees for unlimited DVDs rentals, easy home delivery and returns via prepaid postage envelopes, and no late fees, which let customers keep DVDs as long as they wanted. Blockbuster, which earned up to $800 million annually from late returns, was slow to respond and lost customers in droves. When Blockbuster, Amazon, and Walmart started their own mail-delivery video rentals, Hastings recognized that Netflix was in competition with “the biggest rental company, the biggest e-commerce company, and the biggest company, period.” With investors expecting it to fail, Netflix’s stock price dropped precipitously to $2.50 a share. But with an average subscriber cost of just $4 a month compared to an average subscriber fee of $15, Netflix, unlike its competitors, made money from each customer.
The photographic paper market similarly declined from a peak in 2003 to about 60% of the size by 2011 (4). In short Kodak lost ground in its shrinking primary market which had been a much better revenue generator than digital proved to be (5). Kodak belatedly declared a digital strategy in 2004; eight years after its revenues had peaked. This strategy was still based on photographic prints as an end point for consumers, which proved flawed. Kodak both invented and successfully marketed professional and consumer digital cameras.
Their level of profitability has also significantly decreased from 20% to merely 0.4%. “Today, Apple commands just 2% of the $180 billion worldwide profits in the PC market. Their primary competitors are a combination of brands from two different spectral within the PC market.Apple is currently experiencing from rivals that they have followed their creative leads and captured a significant portion of market share and profits from Apple.’ This case emphasizes the reason for this downfall of Apple in the market, whose key success factor is to be creative and innovative. Here this case defines the core debate, which is behind the concept of product champion vs. process champion; The basic question is "what are a better driving force for economic growths: Here we have tried to find out the reason as well as recommending some positive measures, which may assist Apple in regaining it’s position in the Technological Market, using some other tactics instead of being only creative and innovative. … Purpose- Here in this study, we have tried to explore the various aspect of Apple’s Strategic system, within this periphery we have also tried to explore some related factors from other competitors from the
* Viacom owns Paramount Pictures and MTV Films with library of over 3,500 films Weaknesses * Declining profitability- due to the decline in the economy * Paramount subsidiary of Viacom, Inc. not making as strong showings in the box office or low numbers for DVD sales, show that the consumers choices have shifted. * Piracy and online watching of movies- due to watching movies online, purchasing illegal cable or purchasing illegal copies of movies, the incoming revenue for Viacom has decreased * Trouble with debt * The