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Trend impact analysis and cross impact analysis - ...provides only subjective
insights into the future. Therefore, because both human judgment and statistical
extrapolation have their shortcoming...
Marketing scenario building - ...or less probable future
trends that may seriously jeopardize strategy. One way to focus on different
future outcomes within the planning proce...
Business development and Market Strategies - ...he market point the way for each present
business, serve as underpinnings for overall corporate-wide strategy, and provide
direction for progra...
Geography and marketing strategy - ...n attractive choice
when seeking growth.
Consider the case of Ponderosa System, a fast-food chain of steak houses (a
division of Metromedia...
Developing a new product - ...ntry, there is usually a dogfight between the firms involved. By and large, the
fight is between two firms, the leader and a strong follower (eve...
Market commitment strategy and strong commitment strategy - ...; are made, which indicate that a company should make varying
commitments to different customer groups. The commitment can be in the
form of f...
Perspectives of Market Strategies - ...competition with established firms.
Expected Results: (a) Low costs. (b) Higher profits.
B. Multimarket Strategy...
Product strategies and business development - ...ct design. In this article,
different dimensions of product strategies are examined for their essence, their significance,
their limitations, i...
Business development and product repositioning strategy - ...rature serve to illustrate how repositioning
becomes desirable under different circumstances. When A & W went national in
1989 with its cre...
The perspective of the product mix of a company - ...es. It sold
these picture tubes to GE and to other competitors, enabling them to compete
with RCA color television sets in the market.
The ...
Product design and business development - ...c product. If capabilities
are overidentified, the business unit may be in trouble. When the need for the
product declines, the business unit ...
The new product strategy and marketing - ...ways of doing things.
Despite their importance in strategy determination, however, implementation
of new-product programs is far from easy. T...
Diversification is at best a risky strategy - ...em to provide further
opportunities for growth. A few examples will illustrate the point that diversification
does not automatically bring suc...
Value marketing strategy stresses real product performance - ...trategy stresses real product performance and delivering
on promises. Value marketing doesn’t mean high quality if it is only available at
...
Business development versus Perspectives of Product Strategies - .... (b) To position the product so that it tells customers what
you stand for, what you are, and how you would like customers to evaluate
you. I...
Inflation and pricing strategy - ...isticated version, return-oninvestment
pricing, have historically been the basis for arriving at price. In the
1970s, however, a variety of ev...
Skimming pricing and penetration pricing - ...blishing a high initial price for a product
with a view to “skimming the cream off the market” at the upper end of the
demand curv...
Pricing strategies for established products - ... the entire industry
because only 15 months earlier the lowest-priced digital was selling for $125.
It forced a change in everyone’s str...
Marketing and price flexibility - ...xibility may consist of
setting different prices in different markets based on geographic location, varying
prices depending on the time of de...
Leasing and business development - ...y month, similar
to a rental on an apartment, one can lease a new car. Again, as in the case of
housing, a lease is binding for a minimum peri...
Market share as a key variable in strategy formulation - ...ts. Thus, a new product should be priced to improve experience
and market share. The combination of enhanced market share and experience
gives...
Perspectives of Pricing Strategies - ... the market. (b) To recover a significant portion of promotional and
research and development costs through a high margin.
Requirements: ...
latest articles under "Business development"
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Below is a list of all Business development articles. If you want to find a tutorial by keywords, all you have to do is a quick search in our directory. Just use the search option available at the top-right side of the page. The website search is powered by web-articles. Or, if you want to read specific Business development tutorial, just point to it. The newest articles and tutorials are shown first in the list. To access the last ones, browse the pages 2, 3, 4... at the bottom. Also, you may browse articles alphabetically ordered.
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Below is a list of all Business development articles. If you want to find a tutorial by keywords, all you have to do is a quick search in our directory. Just use the search option available at the top-right side of the page. The website search is powered by web-articles. Or, if you want to read specific Business development tutorial, just point to it. The newest articles and tutorials are shown first in the list. To access the last ones, browse the pages 2, 3, 4... at the bottom. Also, you may browse articles alphabetically ordered.
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Business development and strategic tools (06/07/2007)
(...) In addition, a variety of new tools that are commonly used by strategic planners are summarily listed. EXPERIENCE CURVE CONCEPT Experience shows that practice makes perfect. It is common knowledge that beginners are slow and clumsy and that with practice they generally improve to the point where they reach their own permanent level of skill. (...)
(...) In addition, a variety of new tools that are commonly used by strategic planners are summarily listed. EXPERIENCE CURVE CONCEPT Experience shows that practice makes perfect. It is common knowledge that beginners are slow and clumsy and that with practice they generally improve to the point where they reach their own permanent level of skill. (...)
Profit impact of marketing strategy (06/07/2007)
(...) The information gathered from participating businesses is supplied to the PIMS program in a standardized format in the form of about 200 pieces of data. The PIMS database covers large and small companies; markets in North America, Europe, and elsewhere; and a wide variety of products and services, ranging from candy to heavy capital goods to financial services. The information deals with such items as • A description of the market conditions in which the business operates, including such things as the distribution channels used by the SBU, the number and size of its customers, and rates of market growth and inflation. (...)
(...) The information gathered from participating businesses is supplied to the PIMS program in a standardized format in the form of about 200 pieces of data. The PIMS database covers large and small companies; markets in North America, Europe, and elsewhere; and a wide variety of products and services, ranging from candy to heavy capital goods to financial services. The information deals with such items as • A description of the market conditions in which the business operates, including such things as the distribution channels used by the SBU, the number and size of its customers, and rates of market growth and inflation. (...)
What is the game theory and delphi technique in marketing (06/07/2007)
(...) Ace calculates that if he maintains prices, Smith will cut prices to increase earnings to $70 million from $60 million. (See the arrow moving from Quadrant A to Quadrant B.) Smith makes a similar calculation that if she maintains prices, Ace will cut. (...)
(...) Ace calculates that if he maintains prices, Smith will cut prices to increase earnings to $70 million from $60 million. (See the arrow moving from Quadrant A to Quadrant B.) Smith makes a similar calculation that if she maintains prices, Ace will cut. (...)
Trend impact analysis and cross impact analysis (06/07/2007)
(...) To illustrate TIA methods, let us consider the case of the average price of a new prescription drug to the year 2005. The events considered relevant include (a) generic dispensing, which increases 20 percent of all prescriptions filled; (b) Medicaid and Medicare prescription reimbursement, which is based on a fixed monthly fee per covered patient (“capitation plan”); and (c) a 50 percent decrease in the average rate of growth in prescription size. Consider the first event, i. (...)
(...) To illustrate TIA methods, let us consider the case of the average price of a new prescription drug to the year 2005. The events considered relevant include (a) generic dispensing, which increases 20 percent of all prescriptions filled; (b) Medicaid and Medicare prescription reimbursement, which is based on a fixed monthly fee per covered patient (“capitation plan”); and (c) a 50 percent decrease in the average rate of growth in prescription size. Consider the first event, i. (...)
Marketing scenario building (06/07/2007)
(...) Article 6 dealt with environmental scanning and the identification of these changes. Identification should take into consideration the total environment and its possibilities: What changes are taking place? What shape will change take in the future? How are other areas related to environmental change? What effect will change have on other related fields? What opportunities and threats are likely? A scenario should be developed without any intention of predicting the future. It should be a time-ordered sequence of events that reflects logical causeand-effect relationships among events. (...)
(...) Article 6 dealt with environmental scanning and the identification of these changes. Identification should take into consideration the total environment and its possibilities: What changes are taking place? What shape will change take in the future? How are other areas related to environmental change? What effect will change have on other related fields? What opportunities and threats are likely? A scenario should be developed without any intention of predicting the future. It should be a time-ordered sequence of events that reflects logical causeand-effect relationships among events. (...)
Business development and Market Strategies (06/07/2007)
(...) The use of these strategies will be illustrated with examples from the marketing literature. DIMENSIONS OF MARKET STRATEGIES Market strategies deal with the perspectives of markets to be served. These perspectives can be determined in different ways. (...)
(...) The use of these strategies will be illustrated with examples from the marketing literature. DIMENSIONS OF MARKET STRATEGIES Market strategies deal with the perspectives of markets to be served. These perspectives can be determined in different ways. (...)
Geography and marketing strategy (06/07/2007)
(...) e., economies of scale), utilize excess capacity, and guard against competitive inroads by moving into more distant regional markets. This section examines various alternatives of market-geography strategy. (...)
(...) e., economies of scale), utilize excess capacity, and guard against competitive inroads by moving into more distant regional markets. This section examines various alternatives of market-geography strategy. (...)
Developing a new product (06/07/2007)
(...) When Sara Lee Corp. introduced its new Wonderbra in the United States in 1994, the rival VF Corp. watched closely. (...)
(...) When Sara Lee Corp. introduced its new Wonderbra in the United States in 1994, the rival VF Corp. watched closely. (...)
Market commitment strategy and strong commitment strategy (06/07/2007)
(...) cigarette market. In 1978, its share of the market was less than 3.5 percent; in 1989, slightly less than 3 percent. (...)
(...) cigarette market. In 1978, its share of the market was less than 3.5 percent; in 1989, slightly less than 3 percent. (...)
Perspectives of Market Strategies (06/07/2007)
(...) Multimarket Strategy Definition: Serving several distinct markets. Objective: To diversify the risk of serving only one market. Requirements: (a) Carefully select segments to serve. (...)
(...) Multimarket Strategy Definition: Serving several distinct markets. Objective: To diversify the risk of serving only one market. Requirements: (a) Carefully select segments to serve. (...)
Product strategies and business development (06/07/2007)
(...) The company pursues products in the areas of electromechanics, electrochemistry, metallurgy, and electronics. The company works to dispose of products that do not fall strictly into its areas of interest. In some companies, the overall scope of product strategy is laid out at the corporate level, whereas actual design is left to business units. (...)
(...) The company pursues products in the areas of electromechanics, electrochemistry, metallurgy, and electronics. The company works to dispose of products that do not fall strictly into its areas of interest. In some companies, the overall scope of product strategy is laid out at the corporate level, whereas actual design is left to business units. (...)
Business development and product repositioning strategy (06/07/2007)
(...) ” The current perspective of Coca-Cola’s positioning is to reach a generation of young people and those young at heart. The risks involved in positioning or repositioning a product or service are high. The technique of perceptual mapping may be used gainfully to substantially reduce those risks. (...)
(...) ” The current perspective of Coca-Cola’s positioning is to reach a generation of young people and those young at heart. The risks involved in positioning or repositioning a product or service are high. The technique of perceptual mapping may be used gainfully to substantially reduce those risks. (...)
The perspective of the product mix of a company (06/07/2007)
(...) The second source of motivation is the support competitors can provide in stimulating primary demand for a new product. Many companies may be working on a new-product idea. When one of them successfully introduces the product, the others may be unable to do so because they lack an essential component or the technology that the former has. (...)
(...) The second source of motivation is the support competitors can provide in stimulating primary demand for a new product. Many companies may be working on a new-product idea. When one of them successfully introduces the product, the others may be unable to do so because they lack an essential component or the technology that the former has. (...)
Product design and business development (06/07/2007)
(...) First, standard products are more amenable to the experience effect than are customized products; consequently, they yield cost benefits. Second, standard products can be merchandised nationally much more efficiently. Ford’s Model T is a classic example of a successful standard product. (...)
(...) First, standard products are more amenable to the experience effect than are customized products; consequently, they yield cost benefits. Second, standard products can be merchandised nationally much more efficiently. Ford’s Model T is a classic example of a successful standard product. (...)
The new product strategy and marketing (06/07/2007)
(...) However, these statistics vary by industry. Consumer nondurable companies consider more than twice as many newproduct ideas in order to generate one successful new product, compared to industrial or consumer durable manufacturers. Top management can affect the implementation of new-product strategy; first, by establishing policies and broad strategic directions for the kinds of new products the company should seek; second, by providing the kind of leadership that creates the environmental climate needed to stimulate innovation in the organization; and third, by instituting review and monitoring procedures so that managers are involved at the right decision points and can know whether or not work schedules are being met in ways that are consistent with broad policy directions. (...)
(...) However, these statistics vary by industry. Consumer nondurable companies consider more than twice as many newproduct ideas in order to generate one successful new product, compared to industrial or consumer durable manufacturers. Top management can affect the implementation of new-product strategy; first, by establishing policies and broad strategic directions for the kinds of new products the company should seek; second, by providing the kind of leadership that creates the environmental climate needed to stimulate innovation in the organization; and third, by instituting review and monitoring procedures so that managers are involved at the right decision points and can know whether or not work schedules are being met in ways that are consistent with broad policy directions. (...)
Diversification is at best a risky strategy (06/07/2007)
(...) On the basis of a sample from 200 Fortune 500 firms and the PIMS database (see Article 12), Biggadike notes that it takes an average of 10 to 12 years before the return on investment from diversification equals that of mature businesses. The term diversification must be distinguished from integration and merger. Integration refers to the accumulation of additional business in a field through participation in more of the stages between raw materials and the ultimate market or through more intensive coverage of a single stage. (...)
(...) On the basis of a sample from 200 Fortune 500 firms and the PIMS database (see Article 12), Biggadike notes that it takes an average of 10 to 12 years before the return on investment from diversification equals that of mature businesses. The term diversification must be distinguished from integration and merger. Integration refers to the accumulation of additional business in a field through participation in more of the stages between raw materials and the ultimate market or through more intensive coverage of a single stage. (...)
Value marketing strategy stresses real product performance (06/07/2007)
(...) At the same time, value is not about positioning and image mongering. It simply means providing a product that works as claimed, is accompanied by decent service, and is delivered on time. The emphasis on value is part atmospherics, part economics, and part demographics. (...)
(...) At the same time, value is not about positioning and image mongering. It simply means providing a product that works as claimed, is accompanied by decent service, and is delivered on time. The emphasis on value is part atmospherics, part economics, and part demographics. (...)
Business development versus Perspectives of Product Strategies (06/07/2007)
(...) Thus it is important to be careful in segmenting the market and to position an individual product as uniquely suited to a particular segment through design and promotion. Expected Results: (a) Meet as much as possible the needs of specific segments of the market. (b) Limit sudden changes in sales. (...)
(...) Thus it is important to be careful in segmenting the market and to position an individual product as uniquely suited to a particular segment through design and promotion. Expected Results: (a) Meet as much as possible the needs of specific segments of the market. (b) Limit sudden changes in sales. (...)
Inflation and pricing strategy (06/07/2007)
(...) For example, the reactions of a competitor often stand out as an important consideration in developing pricing strategy. Simply knowing that a competitor has a lower price is insufficient; a price strategist must know how much flexibility a competitor has in further lowering price. This presupposes a knowledge of the competitor’s cost structure. (...)
(...) For example, the reactions of a competitor often stand out as an important consideration in developing pricing strategy. Simply knowing that a competitor has a lower price is insufficient; a price strategist must know how much flexibility a competitor has in further lowering price. This presupposes a knowledge of the competitor’s cost structure. (...)
Skimming pricing and penetration pricing (06/07/2007)
(...) The high price also helps segment the market. Only nonprice-conscious customers will buy a new product during its initial stage. Later on, the mass market can be tapped by lowering the price. (...)
(...) The high price also helps segment the market. Only nonprice-conscious customers will buy a new product during its initial stage. Later on, the mass market can be tapped by lowering the price. (...)
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