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The Current Situation at AcuScan
This memorandum reports on the current situation at AcuScan regarding the short-term budget crisis and development of the iScanner for use in the retail setting. It will summarize the situation, discussing key points in the decision-making process and recommending actions that can be taken to address the problems described.
The underlying problem is we have failed to continuously improve market share through the development of new products. The overall 40% market share is declining. The company faces declining revenues because the price of the iScanner has dropped as it becomes a market commodity. AcuScan, despite making tremendous cost-cutting efforts (letting go 500 employees) is still in a short-term budget crisis. To recapture our pos...
Their committing strategy to provide excellence in customer service and deliver quality products has brought them leading market share in the industry. Konica is providing them with quality products at competitive prices enable them competition within the market along big names like Xerox, Sharp and Canon. Customers base their purchase primarily on service and dealer reputation and Daytun's commitment to these factors has helped them grow in the market. The industry is maturing and future growth opportunity within London is under question. Competitors are aiming to increase market share through aggressive pricing, which can, consequently affect Daytun's sales (See Exhibit 2).
Weaknesses. The absence of a marketing plan is Brauna’s greatest weakness. Brauna was unsuccessful in its first attempt to enter American orthop...
Nevertheless, it must “defend” its current market share if not increase it, by maintaining premium quality and develop innovative products. The marketing mix strategies will effectively achieve targeted revenue and profitability in the near future.
The challenge for Thorr is that the industry is growing, but sales of its high-end product are decreasing. The reason for this loss of market share is that the target customers of its high end product is growing older, and younger people do not identify with the brand image of Thorr. In addition, Thorr is a high product and younger people do not have the large disposable income necessary to support the brand.
What we conclude from our research that there’s no single organization free from facing complications and difficulties. Each and every organization face few or many strategic problems. Johnson & Johnson had a problem with one of their products, and they were smart in handling that problem to keep the company on the safe side without letting it effect it negatively. It is very important to act quickly to fix the problem before many consumers notice.
Porcini’s Inc. is considering expanding to other regions. However, the expansion may ruin the quality of the products and services offered to its customers. Therefore, the big question is that, should the firm expand and risk losing its brand and quality of service in the market or should it remain at the current level of production and maintain the level quality of its products and services? This question seems to be easy to be answered but is technical, complex and it will affect the profitability of the firm.
Weave Tech has several strategic challenges and opportunities since the purchase of the once then called Johnson-ware apparel in 2007. Since the organization has had the challenge of rebranding themselves to attract a new customer base which is also an opportunity to grow the organization. Weave Tech has to reposition the organization to be successful throughout the changes. Another strategic challenge the organization is undergoing is reorganizing and attracting a new management team which causes for cuts and layoffs. These cuts and layoffs can drastically effect the morale of other employees and ultimately production. Over the next 3 years Weave Tech goal will be to strategically handle these challenges and opportunities while
They are missing out on opportunities that exist externally. It is time for the mindset of the company to evolve and understand that not all great ideas will be developed internally. In order to jump back to being the leading pharmaceutical company, they will have to open their doors to external pharmaceutical innovation.
McTigue Pierce, L. (2005, July). Pfizer: Growth amid adversity. Food & Drug Packaging, 69, p. 60.
In 2002 the resulting flat sales of steak sauce from the stability in the market, along with the undeniable 15% annual growth in the marinade market, lead to the relaunch of the A.1. marinade line. Successfully, by the end of year the relaunch accrued $15 million and captured 10% share of the marinade category. Let it be noted that A.1. is launching a new marinade product in the current year that requires heavy advertising and trial building. The new product requires $10 million for advertising and $5 million towards consumer promotion. The marinade line at the end of 2003 projects to lose around $7 million in oper...
With this opportunity in rise Kinko´s faces a decision with huge transformation as an organization, meaning restructuring, departments, operations and service functions. Accordingly this decision faces another issue: timing. Either they start pursing the challenge now or lose the opportunity of being first mover advantage and differentiate themselves in the niche market, allowing them to stick key corporate accounts or they might give the preferential occasion to another fast growing market : self owned machines provided by (what they believe is their competition) Xerox and IKON. But where they really providing their same solution? Maybe as an overall outcome (or product), but what they are not providing is Kinko´s Service Solution. This is where Kinko´s can and need to work, in order to provide key differentiation strategy and position themselves in the actual and potential customers mind, building the need for their service and adding value to their brand .
...ales Force optimization. Outsourcing customized machinery based products. Importing raw material rather than using domestic steel. Promoting plastic strapping as a way to the future. Adopting price flex strategy so as to incorporate cost leadership and umbrella pricing. Strategically reducing number of customized products so as to reduce costs. Capitalize on the Services aspect strapping and packaging industry. Maintain and regain its lost customers by identifying their needs more effectively. Empowering sales force on account of increase in contribution margins. So to meet firm’s objective of increased profits, Signode should stimulate further volume growth by taking actions to convert nonusers into users, to increase use frequency among current users, or to expand into untapped or underdeveloped markets.
In the following, the strategic and operational plan taken by Best Buy would be indicated to have a clearer picture of current situation. Then the assumption of Best Buy made will be discussed and necessary new assumption would be elaborated. After that, new operating metrics are suggested. At the end, three financial management decisions and recommendation are provided as well.
The successful operations of the company revolve around the undertaking of strategic responses to market dynamics and performance of their brands. The company consistently applies changes to the various systems in its production line to address not only i...
To solve the problem of declining sales, three basic questions must first be answered. Yarborough defined these as “knowing where you are, where you are going and how you are going to get there” (Yarborough, 1994, p. 13). The appropriate process to solve a problem must define the current state of the issue, find the core cause(s) of the problem and chart a viable course for correction. Additionally, proper instructions and action steps of how the solution will achieved must be part of the process.