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Challenges for international marketing
International marketing vs domestic marketing
Challenges for international marketing
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Oasis Bicycles is a Taiwan based company which designs and sells a variety of bicycles for road as well as mountains. Due to its presence in four continents, it is considered as a good example of a global company. It is considered as one of the largest bicycle manufacturing company with sales of around US $800 million. About 93 percent of which comes from outside Taiwan.
According to its CEO, “Because of the small market for bicycles in Taiwan, we don’t have any other choice– we have to be a global company. The biggest market for us so far has been Europe, which accounts for just half of our sales. We started manufacturing in the Netherlands because of the attractive market in Europe and we expect to sell more than 4 million bikes annually by the end of 2015. Initially Oasis started by making just 100,000 bikes a year from our European factory, but we envisage this by climbing fourfold in the next 10 years. The main reason for transferring some production from the far-east to the Netherlands is to increase flexibility.
Fashions are changing very quickly and market trends must be followed very closely. In Netherlands wage costs are almost 60 per cent higher than in Taiwan, but the productivity will get better in Europe. Out of 2.5 million bikes which company makes every year, about 1 million are made at Taiwan plant. In the early 1990’s company introduced up to three new products every year which has grown to five to ten in today’s time.
Marketing Objectives:
French people are known for their lavish lifestyle and quality products. Company should launch something special in order to woo the local customers.
• Maintain high standards that Oasis bicycle is known for.
• Set new standards.
• Try to achieve equal o...
... middle of paper ...
...eway here.
Some small items cost more in handling and sales than they do to buy from supplier. These can be double and triple key stoned, because customers won’t buy them if they don’t have a minimum perceived value. With new technology arrives in bicycles, and if the supply is limited, almost any price can be demanded. This was the case in the mid 1990s when RockShox introduced suspension forks for mountain bikes. The bike nobs would pay whatever was asked just to get those forks. Of course, in this type of situation the price, both wholesale and retail, lowers.
Other accessories, such as step-in pedals, pannier racks, helmets or headlights are sometimes heavily marketed by the manufacturers. While this drives demand and brings people into the shop to get these items, the suggested manufacturer’s retail price may limit mark up.
(bplans.com 2013)
On the other end of the spectrum Woolworths prides itself on ‘value for money’ therefore its pricing structure is very dynamic and can vary from store to store and economic determinants. Woolworths recognises the need to participate in ‘price’ to stay competitive and employ the strategy of ‘KVI’. ‘Woolworths will conduct weekly basket checks against the price of its competitors ensuring that prices remain competitive on items that are relevant to that week or month and to flag products that erode value over time’ (3.2.13 KHAN. S, 2011) & (3.2.8 KHAN. S,
Harley-Davidson, the corporation, has many things to brag about. On top of their financial success over the years, they have built a solid reputation as a fair, honest, and caring company. In January 2002, Forbes magazine named Harley-Davidson its “Company of the Year for 2001and in February, Fortune magazine selected them as one of the nation’s “Most Admired Companies.” Every employee at the company can be proud of these achievements because the corporate culture stresses the importance of all employees. While maintaining a level of success in these areas, they have managed to increase their revenues for the last sixteen years straight. Even in the economic downturn of the last year, Harley-Davidson posted record revenue and earnings.
Due to the various options of distribution channels their prices vary. Consumers take that into consideration when purchasing their products.
After the direction of the new shoe line has been developed, a price of each shoe will need to be determined to see if a profit can still be made. The price will be benchmarked against other shoes in the same category to make them competitive in the buying market. L.A. Gear may even try to undercut the prices if they are still able to maintain a profit to entice the consumers to try their new product and gain their loyalty. They must be careful though not to make them to inexpensive because they want the customer to feel that these are the shoes they need to perform better and the expense would be well worth it.
Specialized produces a full range of high-end and entry-level road bikes, mountain bikes, commuter/city bikes, children’s bikes, BMX bikes, and offers an extensive line of bike accessories. They divide the bike market in two categories: (1) the retailer- it only sells to the retailer because they realizes a strong relationship with the dealers is a key factor for success. (2) The end-user consumer- its focus in designing the product and broken down into the target age groups.
The first strategic alternative for Harley-Davidson (HD) to address is that of adjusting pricing. Throughout the years HD has been known for its ability to provide high quality motorcycles to its customers, however this quality comes at a high price. To those customers who are willing and able to pay HD’s higher price for quality the present pricing schedule is acceptable. Unfortunately, to those unable to pay this higher price HD’s motorcycles are unattainable making competitor bike financially more appealing. In order to increase HD’s sales, and consequently in...
During the 1970's, HD was facing a decline in market share due to increased competition with Japanese companies. By phasing out weak models, becoming more selective, and limiting sales and promotions, HD was able to carve out a niche in the marketplace which it enjoys today. Now again faced with a period of decline, HD is relying on its newly adopted marketing objectives. First, HD needs to expand its potential customer base to include enthusiasts and non-enthusiasts young males, and females into buying HD motorcycles over any other competitor. This thought is accomplished through the introduction of the VRSC’S, and the lower and narrow Sportsters, Dyna’s, Softail’s and positioning them in the market to a younger demographic. Secondly, HD needs to position the VRSC’S, Sporster, Dyna and Softail to also appeal to first time buyers of motorcycles. HD's strong brand identity can help pull in new clients.
The motorcycle industry offers products which can be viewed as luxuries or wants as opposed to necessities. When concerning Harley-Davidson, most motorcycle owners have purchased their bikes as a second vehicle, using them more during weekends and off-time instead of during the work week. This implies that the motorcycles serve for recreational purposes and thus are an item which can be expendable at times. This has hurt the industry recently with the slight recession the United States economy is facing. Another interesting thing to note about the motorcycle industry is the different appeal bikes carry in different global regions. In the United States for instance, Harley-Davidson has had much success because of the market trends and tastes people enjoy. Harley-Davidson has benefited from a U.S. market which enjoys casual and recreational riding. This isn’t necessarily the case overseas, as in Europe the trendy pick is a sleeker street bike, with a focus on speed and handling as opposed to power and comfort.
The law of demand tells us that "Quantity demanded rises as price falls, other things constant, or alternatively, quantity demanded falls as price rises, other things constant (McGraw 2004). The XBOX 360 phenomenon that took place in 2005 is a good example of this economic principle at work. Microsoft's XBOX 360 gaming console was released into the U.S. market on November 22nd 2005. The release came after a great deal of advertising and media hype that ensured that the demand for the product would outweigh the supply. Quite simply, there were more consumers wanting to purchase the product than there was product available. The retail price for the gaming system with a hard drive was $399. Many consumers, however, paid a great deal more than the $399 sticker price to acquire the system. On the morning of the U.S. release, retailers across the nation sold out of the product within just a few hours of opening their doors to consumers. In the weeks that followed however, many consumers purchased the unit from sellers on on-line auction sites and even from individuals in parking lots for as much as $1500. The reason for this was that the supply was significantly less than the demand for the product. In some cases, parents who wanted to ensure that their children received and XBOX 360 for Christmas in 2005 were willing to pay well over retail for the hard-to-acquire system. In other cases, video gaming enthusiasts wanted to be among the first individuals to own and play the system. News reports across the nation showed footage of people lining up days ahead of November 22nd in order to secure a place in line at retailers that would have the product available on the release date.
Teerlink, R., & Ozley, L. (2000). More Than a Motorcycle: The Leadership Journey at Harley-Davidson (Hardcover) (pp. 1).
Price plays a large factor in the tire industry. Many consumers purchase their tires based on the price, due to the fact that they know little about tires and are more focused on getting a good price in comparison to a better quality tire. Customers who know more about tires or automobiles look for quality of the tires for their vehicles. At the retail level, salesmen are pushed to sell the private label tires of a store before any other one. This is difficult to do when a customer has a brand loyalty.
Harley Davidson is known as one of the main motorcycle manufacturers and sellers in the United States. The company had good business and great market share in the early 1960s when it commanded a total of about 70% 0f the motorcycle market, before the invasion or the intrusion of a small Japanese firm that manufactured lighter motorcycles, known as the Honda. The case study as identifies that Harley Davidson assumed the invasion by the Japanese firm and instead of tackling the competition, it waited for a long time which resulted in the company losing its command in the motorcycle market in the United States. Lack of action by the management of Harley Davidson resulted in the failure of the company which saw it being sold to AMF, an American company although it was later bought by Beals.
The pricing constraints for the product are due to the target market. The price is set according to the segment to which the product is exported. The majority of population earns one by hardworking and they do not earn high hence the prices are set by the wish and how they perceive the product in their market. The other constraint is where the shops are placed if the shop is located in elite class area then Khadi by charging premium pricing. Pricines of the products vary according to the quality and material of the cloth.
The pricing strategy will start out rather high for this product upon its release in order to draw a more selective crowd such as the upper class members of the urban society. Once the product has succeeded within this market there will be a development of additional variations of the product which will allow for certain models, with less features, to be sold at a lower price point in order to attract the members of society who are less willing to pay the high asking price for the top of the line version of the
price as the major decision-making tool for customers (“Global Consumer Electronics”, 2013). This lack of