Butler-Adams is aware that the new management system has cost a lot of money to the debt-free company, while facing competition from rival firms, which manufacture bikes of the same quality with higher production and much lesser production cost. However he considers investment in research and development a way forward to compete with their competitors by improving the quality of their product. Moreover, in contrast to their competitors, the cost of their production is much higher as they are based in London compare to their rivals who benefit from low wage structure of Taiwan. However, they are not willing to move their base anywhere else as the Brompton bicycle was named after the place, which is situated in London. Further on he talks about how they don’t want to weaken their brand by making a large quantity of bikes with no quality, as they are famous for advanced quality.
As we introduced a new version of the popular motorcycle we see the younger crowd affected by what it represents. The older consumers are able to hold on to the older version or may purchase the newer one at a lower cost. But the younger consumer has the opportunity to purchase a motorcycle that is stylish, dependable and cost effective. Lifecycle The impact of the product life cycle on marketing is that economic conditions will force the marketing strategy to be reformulated a number of times during the products life cycle (Kotler and Keller 2006. p 335). In the simulation, the product life cycle impacted the product by the fact that the sales decreased which called for a makeover in the marketing plan.
The “market philosophy” emphasized 1. Capturing market share and 2. Increasing sales volumes above short-term profitability. Honda’s approach began by re-conceptualizing the motorcycle in the minds of consumers (“You meet the nicest people on a Honda”), based on identified customer need, and supported by high advertising expenditures. This had the several direct effects: a) The new market positioning expanded the size of the motorcycle market out of leisure and into affordable transportation, initially in an area where the U.S. and European motorcycles were less competitive in terms of product features and pricing.
This strategy worked well to stabilize the market shares since early 90s to 2003. Concentration: Harley Davidson uses a differentiation strategy. They initially focused on heavy and super-heavy bikes targeting specific group of customers (men, in average 42-49 years old)??. (Rather be stated as mid to late forties, because I saw ages 35 – 54??). Unlike its competitors Harley was highly market focused.
(Ducati Case pg 1). The motorcycle industry has a customer loyalty that that is truely unique. According to Exhibit 16 in the Ducati case, these percentage of customers in each of these brands expressed repeat purchase intentions in 2000: BMW (68%), Harley Davidson (70%), Ducati (64%), Honda (54%), and Kawasaki (38%). These high repeat purchase intentions indicate that not only is there brand loyalty, but the motorcycle itself represents much more than simply a vehicle to get you from point A to point B. 2.
Adding to their credibility is the motto found on the ad, “Built Ford Tough”, which automatically shows that Fords products are reliable and strong vehicles, so if you ever purchase a vehicle from Ford, you would expect it to be those things. Even though a man is not seen in the ad, because it is a Ford vehicle, automatically the masculinity of the truck would be implied. Saying “this is the
The target customers of the company are middle-aged people who are now ageing and the youth is more attracted towards technologically advanced sports bike. Moreover, the strategy with which Harley Davidson got so much popularity in US is not paying off in international market, as it can be seen by their market share which is 55.7%, 13.7%, 21% and 7% in North America, Europe, Asia Pacific and Latin America respectively in the year 2011 for heavyweight motorcycle segment. Even low production volume in comparison to its competitors has imposed significant cost disadvantages to Harley Davidson. Analysis From 1984 to 2008, Harley Davidson enjoyed dominance in US market and a continuous growth rate in its output and revenue. It can be attributed to its 3M strategy, i.e., Management, Marketing and Manufacturing.
for sustainability. Industry Products: Ducati’s products in Hyper-sport, Super-sport, Naked,S port-Touring subsegment products have a great success and they also have limited editions. Also spare parts, accessories and apparels Spare parts availability catalogue went from 10,000 items to 15,000 from 1997 to 2000 Custom-made bike components , high-quality Ducati-branded riding gear “they should emphasis this and can grow like this” “Suggestion” Harley has too, (12 % of total revenue) they should follow them. Outsourcing: policy is aggressive 87 % Majority of its suppliers belonged to the Emilian district “collaborating some firms to form the Engine Technology District” Number of suppliers decreased to be more selective Only short-terms contracts with its suppliers elasticity as the need arose something else But eventually they have to create sustainable models Distribution: First multi-franshising distribution Now new strategy:”taking control of distribution and marketing in strategic markets by establishing ttotally owned sales and marketing subsidiaries .Ducati established subsisieries in Japan,France,Germany,UK and Holland. Not increase geographical reach but improve average quality of the dealers-competent sales force Ducati stores chains They can…grow…..
People from around the world were looking for an alternative and Uber has provided them with one because regular meter taxis or subways are too crowded and influenced customers with their illegal pricing methods. The company uses a number of pricing strategies which includes penetration pricing. Uber tries to set a reasonably low price compared to normal taxis which is their rival for the purpose of having high sales, maret share, and possibly establish new apps. Furthermore, they also use promotional pricing which refers to setting the product at a discount of having at least 10 to 22 dollars off. Pricing continues to play an integral role in the popularity of Uber worldwide; the company is providing the most comfortable rides at the cheapest price possible.
Within the industry the intensity of rivalry was high though Apple was vey ahead of it competitors even when it was charging a premium price which was $50 to $100 higher than the ASP of other iPods. Hence INTENSITY OF RIVALRY IS MODERATE & IS RISING WITH THE ENTRY OF PLAYERS SUCH AS MICROSOFT. 2. Threat of Substitute Product:- Substitutes:- Substitutes of iPod included Free Internet radio sites, other online music streaming sites. However mobile segment was fast emerging as a big substitute of MP3 players.