BMW+template
... marketing strategy. However, it also implies that BMW must constantly innovate its campaigns since these particular target audiences quickly view “innovative trends” as ordinary. ...
... marketing strategy. However, it also implies that BMW must constantly innovate its campaigns since these particular target audiences quickly view “innovative trends” as ordinary. ...
live session 2 promotion
... you will sell your product (i.e., price competitive, non price competitive, elasticity of demand). Are there other factors that will affect your pricing decisions, such as - perceived customer interpretation and response, legal and regulatory issues, competition, ...
... you will sell your product (i.e., price competitive, non price competitive, elasticity of demand). Are there other factors that will affect your pricing decisions, such as - perceived customer interpretation and response, legal and regulatory issues, competition, ...
The Strategic Marketing Process
... Four market-product strategies: Alternative ways to expand marketing opportunities, using Coca-Cola Company products as examples Market Penetration ...
... Four market-product strategies: Alternative ways to expand marketing opportunities, using Coca-Cola Company products as examples Market Penetration ...
Yr 11 BM Unit marketing management
... List the different types of market research. List users of market research and outline reasons for conducting market research. Describe the different methods used to conduct market research. Describe the current business environment, including the target market. ...
... List the different types of market research. List users of market research and outline reasons for conducting market research. Describe the different methods used to conduct market research. Describe the current business environment, including the target market. ...
C:\CAERT Agribusiness Cluster\Typesetting Files\Agribusiness Unit
... 2. Building traffic—Supermarkets often advertise certain products at or below cost to attract people to the store. These products are called loss leaders. The long-term objective is to make profits by following the short-term objective of building a customer base. 3. Achieving greater market share—A ...
... 2. Building traffic—Supermarkets often advertise certain products at or below cost to attract people to the store. These products are called loss leaders. The long-term objective is to make profits by following the short-term objective of building a customer base. 3. Achieving greater market share—A ...
Product Strategy
... manufacturer to identify products from production to point of purchase. Private distributor brands – cost less than manufacturer brands; owned and controlled by wholesaler or retailer Generic brands – no brand name often come in simple packages and carry their generic name. ...
... manufacturer to identify products from production to point of purchase. Private distributor brands – cost less than manufacturer brands; owned and controlled by wholesaler or retailer Generic brands – no brand name often come in simple packages and carry their generic name. ...
Pricing (Chapter 12)
... frequently used type of cost-plus pricing – price is calculated by adding a pre-determined percentage to the cost ...
... frequently used type of cost-plus pricing – price is calculated by adding a pre-determined percentage to the cost ...
PLC and Pricing
... •Profit maximization is short term •Problematic if initial price is way to high ...
... •Profit maximization is short term •Problematic if initial price is way to high ...
Non-Pricing Strategies
... The Russians produce the Lada, one of the cheapest new cars in the UK. However the most popular new cars are Fords! What are non-pricing strategies? When consumers go shopping, they do not base their buying decisions just on price, they consider other factors. Non-Pricing strategies are used by comp ...
... The Russians produce the Lada, one of the cheapest new cars in the UK. However the most popular new cars are Fords! What are non-pricing strategies? When consumers go shopping, they do not base their buying decisions just on price, they consider other factors. Non-Pricing strategies are used by comp ...
HL monopoly
... industry, it has developed a cost advantage over potential entrants. It might use this advantage to cut prices if and when new suppliers enter the market, moving away from short run profit maximisation objectives - but designed to inflict losses on new firms and protect its market position in the lo ...
... industry, it has developed a cost advantage over potential entrants. It might use this advantage to cut prices if and when new suppliers enter the market, moving away from short run profit maximisation objectives - but designed to inflict losses on new firms and protect its market position in the lo ...
Oligopoly
... Limit Pricing • Is an agreement between firms to set a relatively low price to make it unprofitable for new firms to enter the industry. ...
... Limit Pricing • Is an agreement between firms to set a relatively low price to make it unprofitable for new firms to enter the industry. ...
Smart Shopping online
... 30 Day Rule: merchants ship goods within 30 days or inform the customer of delays and their right to cancel the order due to delays. ...
... 30 Day Rule: merchants ship goods within 30 days or inform the customer of delays and their right to cancel the order due to delays. ...
Chapter 1
... optimize cash flow and return on investment would not introduce new generation while old generation selling well. • However, in industries with increasing returns this is risky. • Often better for firm to invest in continuous innovation and willing cannibalize its own products to make it difficult ...
... optimize cash flow and return on investment would not introduce new generation while old generation selling well. • However, in industries with increasing returns this is risky. • Often better for firm to invest in continuous innovation and willing cannibalize its own products to make it difficult ...
Segmenting The Business Market
... 4 Evaluate each segment that possesses distinct needs, is open to a distinct message and is responsive to your marketing program. 5. If Step 4 is successful, select macro-segment as the target market and complete a cost/benefit analysis for marketing to it. ...
... 4 Evaluate each segment that possesses distinct needs, is open to a distinct message and is responsive to your marketing program. 5. If Step 4 is successful, select macro-segment as the target market and complete a cost/benefit analysis for marketing to it. ...
The global nature of business means transfer
... France or Germany under current OECD rules. The definition of a PE worked reasonably well in situations where a physical presence was needed in order to attract customers: it produces results which are seen as ‘unfair’ when sales are made electronically via a foreign website. As global supply chains ...
... France or Germany under current OECD rules. The definition of a PE worked reasonably well in situations where a physical presence was needed in order to attract customers: it produces results which are seen as ‘unfair’ when sales are made electronically via a foreign website. As global supply chains ...
MARTECH3ForTheTeacher
... company. Market: The group of all potential customers who share common needs and wants, and who have the ability and willingness to buy the product. Market Research: Research that focuses on the customer and the market. Market Survey: A survey given to consumers in a specific market about a product ...
... company. Market: The group of all potential customers who share common needs and wants, and who have the ability and willingness to buy the product. Market Research: Research that focuses on the customer and the market. Market Survey: A survey given to consumers in a specific market about a product ...
Service parts pricing
Service Parts Pricing refers to the aspect of Service Lifecycle Management that deals with setting prices for service parts in the after-sales market. Like other streams of Pricing, Service Parts Pricing is a scientific pursuit aimed at aligning service part prices internally to be logical and consistent, and at the same time aligning them externally with the market. This is done with the overarching aim of extracting the maximum possible price from service parts and thus maximize the profit margins. Pricing analysts have to be cognizant of possible repercussions of pricing their parts too high or too low in the after-sales market; they constantly have to strive to get the prices just right towards achieving maximum margins and maximum possible volumes.The after-sales market consists of service part and after-sales service. These areas often account for a low share in total sales, but for a relatively high share in total profits. It is important to understand that the after-sales supply chain is very different from the manufacturing supply chain, and hence rules that apply to pricing manufacturing parts do not hold good for pricing service parts. Service Parts Pricing requires a different outlook and approach.Service networks deal with a considerably higher number of SKUs and a heterogeneous product portfolio, are more complex, have a sporadic nature of demand AND have minimal response times and strict SLAs. Companies have traditionally been content with outsourcing the after-sales side of their business and have encouraged third-party parts and service providers in the market. The result has been a bevy of these operators in the market with strict price competition and low margins.Increasingly, however, companies are realizing the importance of the after-sales market and its impact on customer retention and loyalty. Increasingly, also, companies have realized that they can extract higher profit margins from the after-sales services market due to the intangible nature of services. Companies are investing in their after-sales service networks to deliver high levels of customer service and in return command higher prices for their parts and services. Customers are being sold the concept of total cost of ownership (TCO) and are being made to realize that buying from OEMs comes packaged with better distribution channels, shorter response times, better knowledge on products, and ultimately higher product uptime.The challenge for companies is to provide reliable service levels in an environment of uncertainty. Unlike factories, businesses can’t produce services in advance of demand. They can manufacture them only when an unpredictable event, such as a product failure, triggers a need. The challenge for Service Parts Pricing is to put a value to this customer need. Parts that are critical, for example, can command higher prices. So can parts that only the OEM provides in the market. Parts that are readily available in the market cannot, and must not, be priced to high. Another problem with after-sales market is that demand cannot be stimulated with price discounts, customers do not stock up service parts just because they are on discount. On the up-side, the fact that most service parts are inelastic means pricing analysts can raise prices without the adverse effects that manufacturing or retail networks witness.These and other characteristics of the after-sales market give Service Parts Pricing a life of its own. Companies are realizing that they can use the lever of service part pricing to increase profitability and don't have to take prices as market determined. Understanding customer needs and expectations, along with the company's internal strengths and weaknesses, goes a long way in designing an effective service part pricing strategy.