The Trap-Ease Mousetrap

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The Trap-Ease Mousetrap

If a man [can]… make a better mousetrap than his neighbor…the world will make a beaten path to his door.

True, but only if the world perceives more value in it than the next door neighbor’s.

Statement of the Problem

Despite the publicity and the proven uniqueness of Trap-Ease mousetrap, both demand and sales fall radically short of expectations. The purpose of this analysis is to identify the root of the problem and how it can possibly be solved.

Price

It was stated in the article that the Trap-Ease was approximately five to ten times more expensive than the standard traps already present in the market. This is largely due to the innovative concept of trapping mice in a mess-free method, and not as a consequence of more expensive raw materials. Trap-Ease utilizes plastic that is generally less costly than wood, thin steel metals and springs which compose the traditional mousetrap. No matter how much more expensive the cost of a new product is, it must not cost higher than the existing unless it possessed mechanics incredibly special, inevitably making customers feel that they are getting the value for their money. Since the innovative plastic mousetrap aims to reach the market with its new concept (something abstract), it will take much more than a low price for buyers to realize its value. Decreasing the introductory price, among other factors, will help increase sales by attracting new shoppers or diverting them from the traditional product. Once Trap-Ease has firmly established its name in the market by gradually increasing market share, prices may be increased eventually, but not as of the moment. This does not imply that prices must be lowered in a hasty manner. Management needs to price the products that would at least break even all the costs incurred for the first year or so.

“…customers appeared to offer little initial price resistance.” This only pertains to buyers who have already bought the product. The statement in the first sentence automatically limits the already small target market that Martha has pursued by disregarding those who did not buy the product for reasons that may or may not have included the price factor. Furthermore, there had not been enough repeat buying in the part of the customers for reasons we have yet to learn. We can without a doubt say, however, that prices are influential ...

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... profit, the company will earn much through volume. This would be supported by a wider array of market, tapping not only local retailers and wholesalers, but international entities as well.

Along with these suggestions are allowances, credit lines, and discounts that could be offered to retailers, wholesalers, and distributors of the product. With these incentives in mind, Trap-Ease’s clients will be encouraged to sell the innovative mousetraps, with both parties earning substantially.

Trap-Ease America lacks customer service as cited in the analysis section of the paper. Therefore, customer service hotlines and offices must be developed on strategic locations, ensuring its accessibility to all its target markets. This means local, national, and international. Through these services may clients address their complaints and insights regarding the product. Sales and deliveries will be monitored and followed-up effectively through this method, and efficiency will be established. Customers would eventually have high regards for Trap-Ease America which would enable the mousetrap company to build long term, value creating, and trust building relationships with its clients.

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