Lotus Rental Cars Executive Summary Introduction Lotus Rental Car’s Chief Financial Officer is looking for ways to increase profits and the consumer base by adding alternative fuel vehicles to the Lotus fleet. With fuel costs continuously rising, the need for alternative fuel vehicles is more attractive to consumers as a source of lower fuel prices. This appeal is not only to the regular rental car user but for the ecological minded occasional driver as well. Ecology and fuel efficiency are the cause for more people to start shopping for hybrid vehicles. Vehicle manufacturers are able to increase revenue with the sales of hybrids while increasing production to keep up with the demand.
The ability to increase sales and stores in America relies on customers’ preference in buying JCP products hence; the strategy is subject to dealing with customers’ satisfaction first before addressing their expansion strategy. The ability to introduce more brands to the global market through the re-organization of the departments is seen to be a proper step to achieving the corporate strategy in globalizing the business. However, this would be hampered by stiff competition from the three major
(Word Count: 80) • Advertisement- Connecting to the masses thru all modes is crucial for building the cars image. • Promotional Offers – like giving out discounts for the first few cars booked • Strategic Alliances – Alliances with other low cost high value products, display models of the car in malls. They should target customers based on Geographic advantage of brand (e.g. : France) and also the Mid-range income group people who can’t afford a normal SUV, While establishing a correlation between their requirements and benefits of Duster. 4.
The growth strategy of capturing market share and growing revenue to increase business presence in the market was achieved for Service Experts. When the founders though that they had a proven business module and growth strategies in place they decide to take the company public to further increase capital and obtain growth. All of these strategies proved to be a win success for the company, for it grew to revenues of $60 million after going public. What did Abrams franchise? Why does the research show that buying a good franchise is less risky than starting a business?
After this achievement of selling your products in four different countries, Eugene managed to rank his company in the top of body and hair colouring market through his innovation, the first sopaless shampoo that had as target the mass market. They realised that in order to stay in the top of this beauty hierarchy they should constantly invest and acquire other small companies even though as Owen-Johns said, acquisitions have never been the top priority for this company but internal growth rate. By rebranding their image, adding to L’Oreal’s portfolio small influential companies. A Cost Leadership Strategy(Mini MBA 15-Generic Strategies) justifies L’Oreal’s purchases like: Garnier, Maybelline, Matrix, Lancôme and so on. The emphasis was placed on minimizing costs therefore applying a full market coverage(Mini MBA 18- Target Market Selection).
Henry Ford was very famous for promoting this wonderful commodity that represented a new kind of freedom. It was a symbol of the American Dream, and everyone was striving to have the new product. “The automobile was the backbone of economic growth.” The first real automobile appeared in Middletown in 1900; however, it wasn’t until Henry Ford came around and created a mass production of automobiles that the machine that would provide easy travel would become popular. Although the automobile created such a wonderful freedom, many adults thought that it was tearing families apart. Teenagers were spending more time with their friends driving around instead of staying at home with their family.
FANTASTIC MANUFACTURING FACTS To continue the good business relationships with Fantastic’s’ SUPPLIERS (in Hong Kong and Taiwan) and CREDITORS (the bank via 60 day bank draft) we must develop longer range forecasts so that our suppliers can arrange way to produce more and so that our creditors are aware of our increasing need for capital as our sales volume increases. The Business • Manufacture and market ceiling fans • Rose and Turner went abroad to find exclusive suppliers in Hong Kong and Taiwan • Initial objective was to get product on the shelves and have the small retailers advertise heavily • Consumers began to realize that ceiling fans were energy-savings devices which created greater growth potential for the industry • 2 major competitors- Hinter and Casablanca both produced domestically by Emerson Electric • 2 customers accounted for 40% of sales although Fantastic served more than 100 customers annually The Product • Fantastic held a COST advantage over competition because of outsourcing • All Fantastic fans had a 7-year warranty Accounting Factors • Commission to salesmen were paid in the same month sales were made • Customers paid 60-90 days (2-3months) after Fantastic shipped finished products PAYMENT TO SUPPLIERS • Fantastic issued letters of credit to the suppliers once the order was submitted, in turn the suppliers submitted these letters of credit for payment when they had manufactured the goods and the goods were shipped (30 after the order was placed) • Fantastic did not keep cash on hand to pay for supplies • Once the letter of credit was submitted to the bank, Fantastic typically drew a 60-day draft on the amount of the needed funds to pay for supplies • The bank would accept the draft and extend the loan for a
AST1 Task 1 305.6.2-03 Company S, as a new manufacturer in the motor scooter market, must develop marketing strategies to ensure the continued motivation of its new channel partners, in order to secure sales and garner its share of the marketplace. These channel partners have a strong loyalty to the competitor’s products; but with the proper mix of sales strategies, Company S will be able to penetrate the marketplace and develop strong and lasting sales partnerships. Five Strategies for Motivating Dealerships as Intermediaries of Company S: 1. Incentive Programs Company S will provide a strong incentive program for the dealerships, such as quantity discounts based on the number of scooters the dealership sells. The more scooters the dealership sells, the lower their cost to purchase the merchandise.
Porsche must sell 5,773 units in order to break-even. Porsche advertisements must be consistent cross-country. Recommendation Porsche should create a marketing campaign targeting towards a high-income audience. This strategy aligns with Porsches existing marketing mix, and will generate the company additional revenues. Problem Jasmin Rawlinson, director of marketing at Porsche Canada, is creating her marketing plan for the year of 2010.
1. Evaluate and comment on the international corporate branding strategy of Hyundai and Kia. Kia and Hyandai have embarked on two similar and yet varied international corporate branding strategies. Both companies have sought (with varied success) to elevate their respective brands from a value orientation toward a more premium position. However, while Kia have attempted to do so by expanding the perception of their brand as a dynamic and youthful one, Hyandai have focused on improving perception of their brand as reflective of a refined and modern image.