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Chopra 2nd Edition, Chapter 2
Chopra 2nd Edition, Chapter 2

... As the product goes through the life cycle, the supply chain changes from one emphasizing responsiveness to one emphasizing efficiency ...
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... customers know what they need and want, e.g. Panda Express. Customer-driving marketing is to understand customers’ needs and wants better than they do and creating products &/or services that will satisfy their latent needs. This works well when customers don’t know what they need or want or even wh ...
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... common-sense; dealing with a limited number of factors, in an environment of imperfect information and limited resources complicated by uncertainty and tight timescales. Use of classical marketing techniques, in these circumstances, is inevitably partial and uneven. Thus, for example, many new produ ...
CHAPTER ONE
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... exploitation (low wages paid in third world counties to assemble Nike shoes), promoting inefficiency (do we really need all of those electronic gizmos?), stimulating unwholesome demand (gambling on the state lottery or drinking more beer), and planned obsolesce (a laptop should last more than three ...
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... Creating awareness is complicated by the fact that many people at the bottom of pyramid live in media-dark zones are illiterate, and/or belongs to minority language groups. In the bottom of pyramid, word of mouth (what is said by the people they know and trust), and hierarchies (perceived position i ...
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... Durable goods are those goods that does not quickly wear out, or more specifically, one that yields utility over time rather than being completely consumed in one use. Highly durable goods such as refrigerators, cars, or mobile phones usually continue to be useful for three or more years of use, so ...
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Group 3 FiveForcces of Daiso

... Daiso store brands from Japan, where most High people already knows the brand. Customers have confidence in the product. It’s difficult to live in the industry without promotion Certain products no longer needed High ...
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Planned obsolescence

Planned obsolescence or built-in obsolescence in industrial design is a policy of planning or designing a product with an artificially limited useful life, so it will become obsolete, that is, unfashionable or no longer functional after a certain period of time. The rationale behind the strategy is to generate long-term sales volume by reducing the time between repeat purchases (referred to as ""shortening the replacement cycle"").Companies that pursue this strategy believe that the additional sales revenue it creates more than offsets the additional costs of research and development and opportunity costs of existing product line cannibalization. In a competitive industry, this is a risky strategy because when consumers catch on to this, they may decide to buy from competitors instead.Planned obsolescence tends to work best when a producer has at least an oligopoly. Before introducing a planned obsolescence, the producer has to know that the consumer is at least somewhat likely to buy a replacement from them. In these cases of planned obsolescence, there is an information asymmetry between the producer – who knows how long the product was designed to last – and the consumer, who does not. When a market becomes more competitive, product lifespans tend to increase. For example, when Japanese vehicles with longer lifespans entered the American market in the 1960s and 1970s, American carmakers were forced to respond by building more durable products.
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