The Black & Decker is a B2B Marketing Case which deals with repositioning of the brand to deal with the issues it faces in a particular market segment.
Black & Decker is a leading power tool manufacturer that dominates the consumer and professional-industrial segments but only has 9% market share in the fast-growing professional-tradesmen segment. While the company is profitable, this presents a growth opportunity and risk to their leadership position if not addressed. A 5C analysis of Black & Decker looks at their strong brand image and product line in multiple segments, technology expertise from decades in the industry, and goal of leadership across all power tool markets, though they need to improve their image among professional tradesmen to surpass competitors like Makita.
Barco Projection Systems, the market leader in graphic projectors, was surprised by Sony's new superior graphics projector launching at a lower price. Barco needs to counter quickly by launching new superior models and re-pricing existing ones. The document analyzes Barco, Sony, their products and strategies, the projection systems market and customers, technological environment, competitors like ElectroHome, and collaborators like distributors. It considers Barco's planned digital BD700 launch and Sony's 1270 product threatening its leadership in graphics and data projectors.
Colgate palmolive the precision toothbrushRajendra Inani
The document discusses Colgate Palmolive's plan to introduce a new toothbrush, the Precision toothbrush, into the market. It analyzes the toothbrush market and identifies a niche for a "super premium" product targeting gum health. It considers mainstream versus niche positioning strategies and recommends a niche strategy to initially target the therapeutic brushing segment. Financial forecasts suggest the niche strategy would be more profitable than mainstream. The implementation plan includes professional endorsements, advertising, competitive pricing, and bundling the toothbrush with a premium toothpaste.
This document discusses Barco and Sony's positions in the projection market. It analyzes their strengths and weaknesses compared to each other. Sony introduced a new high-quality projector, the 1270, which threatened Barco's market share. The document considers how Barco should respond, concluding that lowering prices below Sony's 1270 would be the best option since Barco lacked a direct competitor at that time.
Ingersoll Rand manufactures stationary air compressors ranging from 3/4 to 6,000 hp. They use four distribution channels: direct sales force, independent distributors, IR distributors (Air-centers), and manufacturer's representatives. IR is introducing a new centrifugal compressor, the Centac-200, in the medium 200hp range. This market is currently dominated by Atlas Copco, which uses distributors. Three options for distributing the Centac-200 were considered: direct sales force, individual distributors, or Air-centers. Air-centers were concluded to be the best option as they are specialists who can focus on the niche oil-free compressor market and provide expert service, unlike individual distributors. This
This document contains information about Group B10's performance over 8 periods in a simulated market. It lists the members of Group B10 and provides data on the group's total market share, revenue, expenses, and brand portfolio over time. It also outlines the strategies Group B10 employed in each period, and summarizes the outcomes and lessons learned. The group worked to modify existing products, launch new products to target different segments, and expand into the Vodite market while maintaining their Sonite market share.
Black & Decker is a leading power tool manufacturer that dominates the consumer and professional-industrial segments but only has 9% market share in the fast-growing professional-tradesmen segment. While the company is profitable, this presents a growth opportunity and risk to their leadership position if not addressed. A 5C analysis of Black & Decker looks at their strong brand image and product line in multiple segments, technology expertise from decades in the industry, and goal of leadership across all power tool markets, though they need to improve their image among professional tradesmen to surpass competitors like Makita.
Barco Projection Systems, the market leader in graphic projectors, was surprised by Sony's new superior graphics projector launching at a lower price. Barco needs to counter quickly by launching new superior models and re-pricing existing ones. The document analyzes Barco, Sony, their products and strategies, the projection systems market and customers, technological environment, competitors like ElectroHome, and collaborators like distributors. It considers Barco's planned digital BD700 launch and Sony's 1270 product threatening its leadership in graphics and data projectors.
Colgate palmolive the precision toothbrushRajendra Inani
The document discusses Colgate Palmolive's plan to introduce a new toothbrush, the Precision toothbrush, into the market. It analyzes the toothbrush market and identifies a niche for a "super premium" product targeting gum health. It considers mainstream versus niche positioning strategies and recommends a niche strategy to initially target the therapeutic brushing segment. Financial forecasts suggest the niche strategy would be more profitable than mainstream. The implementation plan includes professional endorsements, advertising, competitive pricing, and bundling the toothbrush with a premium toothpaste.
This document discusses Barco and Sony's positions in the projection market. It analyzes their strengths and weaknesses compared to each other. Sony introduced a new high-quality projector, the 1270, which threatened Barco's market share. The document considers how Barco should respond, concluding that lowering prices below Sony's 1270 would be the best option since Barco lacked a direct competitor at that time.
Ingersoll Rand manufactures stationary air compressors ranging from 3/4 to 6,000 hp. They use four distribution channels: direct sales force, independent distributors, IR distributors (Air-centers), and manufacturer's representatives. IR is introducing a new centrifugal compressor, the Centac-200, in the medium 200hp range. This market is currently dominated by Atlas Copco, which uses distributors. Three options for distributing the Centac-200 were considered: direct sales force, individual distributors, or Air-centers. Air-centers were concluded to be the best option as they are specialists who can focus on the niche oil-free compressor market and provide expert service, unlike individual distributors. This
This document contains information about Group B10's performance over 8 periods in a simulated market. It lists the members of Group B10 and provides data on the group's total market share, revenue, expenses, and brand portfolio over time. It also outlines the strategies Group B10 employed in each period, and summarizes the outcomes and lessons learned. The group worked to modify existing products, launch new products to target different segments, and expand into the Vodite market while maintaining their Sonite market share.
Nielsen was hired to analyze why Pantene's market share fell from 22.5% to 20% when a new competitor, Garnier, launched. Nielsen applied its "Winning Brands" solution to examine Pantene's brand equity, market share, loyalty, personality, pricing, and shopping behavior. The analysis found that consumers were highly involved but used habitual shopping modes. It identified Pantene's main competitors and opportunities to trigger consumers to reevaluate their brand choices through improved promotions and packaging changes to better position Pantene's brand personality.
Ingersoll Rand uses multiple distribution channels, including a direct sales force, independent distributors, company-owned distributors (Air Centers), and manufacturers' representatives. This document evaluates distributing a new 200hp centrifugal compressor, the Centac-200, through Air Centers versus independent distributors. Air Centers are recommended because they provide better control and market penetration for Ingersoll Rand compared to independent distributors. Distributing through Air Centers would save the company $450 per unit sold and generate an additional $90,000 in margin if 200 units were sold in the $9 million market.
The document discusses a case study conducted to understand how to convert bar soap users to liquid hand wash users and increase penetration of Lifebuoy's liquid hand wash segment. Surveys were conducted online and in-store. Key learnings showed urban users prefer liquid hand wash while rural users still prefer bar soap due to perceptions of liquid hand wash being costlier and less effective. Proposed strategies included highlighting liquid hand wash's germ protection and value for money. Additional strategies suggested a kids-focused antibacterial variant of Lifebuoy, tie-ups with schools for product placement, and engaging kirana stores for trials to boost the brand and new variant.
Dell Computers (A) : Field Service for Corporate Clients Vijay Somu
Dell is considering expanding into the large server business by outsourcing field service to Decision One. This would allow Dell to leverage Decision One's experience while maintaining its strategy of outsourcing non-core functions. Financial projections estimate an initial loss of $38 million but profitability going forward. Outsourcing to Decision One is determined to be the best option to support the new large server business while maintaining Dell's customer-centric and low-cost business model.
The document summarizes a marketing plan for Metabical, a new weight loss drug. It discusses target consumers as moderately overweight individuals, and competitors include Alli and herbal supplements. The plan outlines advertising focusing on health risks of excess weight, a sales force of 32 representatives, and supporting programs to encourage lifestyle changes. The budget allocates most funds to marketing in the drug's first year to establish brand awareness and trial among the target segment.
Colgate Palmolive - The Precision Toothbrush - Case Study AnalysisSharanya Ray
Colgate Palmolive is analyzing the launch of its new Precision toothbrush. The Precision toothbrush provides triple brushing action and is more effective at plaque removal than rivals. It is positioned in the super-premium market segment at a higher price point. While the toothbrush market has grown steadily, Colgate aims to target the niche segment of therapeutic brushers with the Precision. Colgate's recommendations include providing free samples to dentists to promote the Precision as the professional's choice and offering refund guarantees to build customer loyalty for the new product.
This case study is about Culinarian Cookware, a US cookware manufacturer. Key points:
- The US cookware market is $3.36 billion but potential is unexplored and competition is high. Culinarian lacks marketing funds and brand awareness.
- Culinarian's product lines include CX1, DX1, SX1, and PROX1. In 2004 they ran a price promotion that had a negative effect.
- Data shows their revenue grew 21% in 2006 but they need promotion for slow-moving products. Competitor market shares range from 18% to 3%.
- Culinarian's revenue and ad spending increased from 2002-2006 but distribution is mainly
TruEarth is considering expanding into the $53 billion whole grain refrigerated pizza market but has concerns about viability given health concerns and competition. They conducted market research including 300 mall intercepts and an in-home product test of their basic pizza concept. The research found the concept had purchase intent but identified needed improvements like pricing and crust preferences. Sales volume is estimated at $15 million, above the $12 million needed, so the conclusion is TruEarth should launch the product after addressing identified issues.
Case solution of PSI in social marketing Nikita Patel
Solution of case of social marketing in which first case analysis and central idea ,Marketing analysis,Raja;s success and maya's Failure and Future plan for maya.
Dominion Motors faces a challenge from an engineering report that could reduce demand for their motors. Their alternatives are to lower prices on a larger motor, reengineer smaller motors to higher torque, or build a new smaller motor. Building a new 5 HP motor allows them to be prepared if the report is accepted while avoiding actions that acknowledge the report prematurely. They will also lobby regulators and the engineer conducting the report to delay its impact and independently verify its findings.
Culinarian Cookware case study analysisSaurabh Mhase
Culinarian Cookware is considering adopting a price promotion strategy but is unsure if it will be profitable. In 2004, an external study found price promotions had a negative impact on profits. However, the sales manager believes the 2004 campaign was successful. There is a dilemma around whether price promotions would help or hurt Culinarian's market share and profits. The case analyzes Culinarian's market position, previous promotion results, and makes recommendations around a new product line and limited price promotions to target different customer segments.
Signode Industries faces several problems including increased raw material prices and declining market share. It must decide whether to increase prices to offset costs, maintain prices, or implement a flex-pricing strategy. Maintaining prices would lead to losses while increasing prices could further reduce its market share against competitors offering discounts. A flex-pricing strategy allows selective discounting to meet competitors' prices while retaining large accounts. The recommended plan is to implement flex-pricing initially while monitoring discount levels and shifting focus to the value of Signode's services as steel strapping becomes a commodity.
CSP is considering options for pricing, packaging, and demand forecasting for its new weight-loss drug Metabical. Three demand forecasting models were analyzed estimating the potential market between 4.3-9.8 million customers. Packaging and pricing strategies were evaluated using a matrix to determine ROI under different scenarios. Pricing at $150 targeting the ideal customer profile was estimated to achieve a 5.73% ROI, meeting CSP's objective.
Only 9% of companies use sound branding but Intel has successfully used its distinctive startup sound for years. The Intel Inside campaign aimed to educate consumers about Intel's superior microprocessors without technical jargon. It helped Intel differentiate its products from clones, increased awareness of Intel logos from 24% to 94%, and boosted worldwide sales 63% within a year of the campaign. The strategy established Intel as a reliable, high-quality brand and propelled it into the top 10 most valuable brands by 2002.
Harvard Business Case Study Colgate-PalmoliveShubham Gautam
Colgate launched the Precision toothbrush in 1992 using a unique three-length bristle design developed through infrared motion analysis. The Precision was more effective at removing plaque and reducing gum disease than competitors' brushes. Product manager Susan Steinberg had to determine how to position, brand, and market the Precision to maximize its potential in the toothbrush market dominated by Oral-B, Johnson & Johnson, and other competitors. A SWOT analysis identified Colgate's brand strength and market penetration as strengths but also competition and potential cannibalization of other Colgate products as weaknesses to consider in the Precision launch strategy.
Clean Edge, Non Disposable razor case study analysisASWIN NAMBURI
Paramount has a strong position in the non-disposable razor market but faces challenges from increasing competition and shorter product lifecycles. The market is segmented by price, gender, and consumer behavior. Paramount's current products Avail and Pro face declining and steady market share respectively. Paramount has developed the Clean Edge razor for the super-premium segment based on 5 blade technology. There are arguments for launching Clean Edge as either a niche or mainstream brand. As a niche brand, it could target technologically oriented consumers willing to pay a premium. As a mainstream brand, it could achieve category leadership but would require a larger marketing budget.
Pepsi Lipton Brisk - Harvard Business Review CaseFamy
This document summarizes a case study regarding marketing options for PepsiCo's Brisk iced tea brand. It includes a SWOT analysis, segmentation of target markets as millennial and Hispanic males, and positioning of Brisk as an "edgy, cool" brand that "gives you energy." Two advertising options are considered: television advertising or a viral social media campaign. The document recommends a viral campaign titled "That's Brisk, Baby: Rebirth" that would involve creative characters called "The Brisk Brothers" and the tagline "Now That's Brisk."
This document discusses Metabical, a new weight loss drug, and outlines objectives and strategies for its marketing and sales. In 3 sentences: Metabical is a new FDA-approved prescription weight loss drug that provides weight loss benefits with fewer side effects than other options and includes a support program. It targets overweight women aged 35-65 who want to lose 10-30 pounds and aims to provide customer satisfaction through a 12-week package and program. Pricing the drug at $150 per package is estimated to provide the highest return on investment at 307.24% based on forecasted demand of 1.242 million customers.
Procter & Gamble was founded in 1837 by William Procter and James Gamble. It originally produced candles and soap but pivoted to soap production for the Union army during the Civil War. Today, P&G operates across 180 countries and is organized into two global business units: Health and Well-Being and Beauty. Its largest segments are Fabric and Home Care, Beauty, and Baby Care and Family Care. P&G aims to acquire 1 billion new consumers by 2015 through expansion in developing markets and increasing productivity across operations.
Kodak's 2004 strategy under CEO Daniel Carp had four pillars: 1) Slowly exiting the traditional film business, 2) Leading in distributed digital output like printing, 3) Growing the digital camera business, and 4) Expanding digital imaging services. However, this strategy failed because Kodak's core competencies in film became rigidities as the market shifted digital, they lacked market research, and were late entrants to digital photography. Under new CEO Antonio Perez, Kodak's current strategy focuses on outsourcing manufacturing, investing heavily in digital technologies, building a printer ink business, aggressive patent litigation, and brand licensing.
The document outlines the objectives, situation analysis, target markets, and action plan for a technology company. The company aims to remain the global leader in the smart phone market and increase its market share. An internal SWOT analysis identifies strengths in market position, brand equity, and R&D, while weaknesses include lawsuits and recalls. Target markets include adults, students, and businesses. The action plan involves integrated marketing, traditional advertising, social media, websites, and customer loyalty programs.
Nielsen was hired to analyze why Pantene's market share fell from 22.5% to 20% when a new competitor, Garnier, launched. Nielsen applied its "Winning Brands" solution to examine Pantene's brand equity, market share, loyalty, personality, pricing, and shopping behavior. The analysis found that consumers were highly involved but used habitual shopping modes. It identified Pantene's main competitors and opportunities to trigger consumers to reevaluate their brand choices through improved promotions and packaging changes to better position Pantene's brand personality.
Ingersoll Rand uses multiple distribution channels, including a direct sales force, independent distributors, company-owned distributors (Air Centers), and manufacturers' representatives. This document evaluates distributing a new 200hp centrifugal compressor, the Centac-200, through Air Centers versus independent distributors. Air Centers are recommended because they provide better control and market penetration for Ingersoll Rand compared to independent distributors. Distributing through Air Centers would save the company $450 per unit sold and generate an additional $90,000 in margin if 200 units were sold in the $9 million market.
The document discusses a case study conducted to understand how to convert bar soap users to liquid hand wash users and increase penetration of Lifebuoy's liquid hand wash segment. Surveys were conducted online and in-store. Key learnings showed urban users prefer liquid hand wash while rural users still prefer bar soap due to perceptions of liquid hand wash being costlier and less effective. Proposed strategies included highlighting liquid hand wash's germ protection and value for money. Additional strategies suggested a kids-focused antibacterial variant of Lifebuoy, tie-ups with schools for product placement, and engaging kirana stores for trials to boost the brand and new variant.
Dell Computers (A) : Field Service for Corporate Clients Vijay Somu
Dell is considering expanding into the large server business by outsourcing field service to Decision One. This would allow Dell to leverage Decision One's experience while maintaining its strategy of outsourcing non-core functions. Financial projections estimate an initial loss of $38 million but profitability going forward. Outsourcing to Decision One is determined to be the best option to support the new large server business while maintaining Dell's customer-centric and low-cost business model.
The document summarizes a marketing plan for Metabical, a new weight loss drug. It discusses target consumers as moderately overweight individuals, and competitors include Alli and herbal supplements. The plan outlines advertising focusing on health risks of excess weight, a sales force of 32 representatives, and supporting programs to encourage lifestyle changes. The budget allocates most funds to marketing in the drug's first year to establish brand awareness and trial among the target segment.
Colgate Palmolive - The Precision Toothbrush - Case Study AnalysisSharanya Ray
Colgate Palmolive is analyzing the launch of its new Precision toothbrush. The Precision toothbrush provides triple brushing action and is more effective at plaque removal than rivals. It is positioned in the super-premium market segment at a higher price point. While the toothbrush market has grown steadily, Colgate aims to target the niche segment of therapeutic brushers with the Precision. Colgate's recommendations include providing free samples to dentists to promote the Precision as the professional's choice and offering refund guarantees to build customer loyalty for the new product.
This case study is about Culinarian Cookware, a US cookware manufacturer. Key points:
- The US cookware market is $3.36 billion but potential is unexplored and competition is high. Culinarian lacks marketing funds and brand awareness.
- Culinarian's product lines include CX1, DX1, SX1, and PROX1. In 2004 they ran a price promotion that had a negative effect.
- Data shows their revenue grew 21% in 2006 but they need promotion for slow-moving products. Competitor market shares range from 18% to 3%.
- Culinarian's revenue and ad spending increased from 2002-2006 but distribution is mainly
TruEarth is considering expanding into the $53 billion whole grain refrigerated pizza market but has concerns about viability given health concerns and competition. They conducted market research including 300 mall intercepts and an in-home product test of their basic pizza concept. The research found the concept had purchase intent but identified needed improvements like pricing and crust preferences. Sales volume is estimated at $15 million, above the $12 million needed, so the conclusion is TruEarth should launch the product after addressing identified issues.
Case solution of PSI in social marketing Nikita Patel
Solution of case of social marketing in which first case analysis and central idea ,Marketing analysis,Raja;s success and maya's Failure and Future plan for maya.
Dominion Motors faces a challenge from an engineering report that could reduce demand for their motors. Their alternatives are to lower prices on a larger motor, reengineer smaller motors to higher torque, or build a new smaller motor. Building a new 5 HP motor allows them to be prepared if the report is accepted while avoiding actions that acknowledge the report prematurely. They will also lobby regulators and the engineer conducting the report to delay its impact and independently verify its findings.
Culinarian Cookware case study analysisSaurabh Mhase
Culinarian Cookware is considering adopting a price promotion strategy but is unsure if it will be profitable. In 2004, an external study found price promotions had a negative impact on profits. However, the sales manager believes the 2004 campaign was successful. There is a dilemma around whether price promotions would help or hurt Culinarian's market share and profits. The case analyzes Culinarian's market position, previous promotion results, and makes recommendations around a new product line and limited price promotions to target different customer segments.
Signode Industries faces several problems including increased raw material prices and declining market share. It must decide whether to increase prices to offset costs, maintain prices, or implement a flex-pricing strategy. Maintaining prices would lead to losses while increasing prices could further reduce its market share against competitors offering discounts. A flex-pricing strategy allows selective discounting to meet competitors' prices while retaining large accounts. The recommended plan is to implement flex-pricing initially while monitoring discount levels and shifting focus to the value of Signode's services as steel strapping becomes a commodity.
CSP is considering options for pricing, packaging, and demand forecasting for its new weight-loss drug Metabical. Three demand forecasting models were analyzed estimating the potential market between 4.3-9.8 million customers. Packaging and pricing strategies were evaluated using a matrix to determine ROI under different scenarios. Pricing at $150 targeting the ideal customer profile was estimated to achieve a 5.73% ROI, meeting CSP's objective.
Only 9% of companies use sound branding but Intel has successfully used its distinctive startup sound for years. The Intel Inside campaign aimed to educate consumers about Intel's superior microprocessors without technical jargon. It helped Intel differentiate its products from clones, increased awareness of Intel logos from 24% to 94%, and boosted worldwide sales 63% within a year of the campaign. The strategy established Intel as a reliable, high-quality brand and propelled it into the top 10 most valuable brands by 2002.
Harvard Business Case Study Colgate-PalmoliveShubham Gautam
Colgate launched the Precision toothbrush in 1992 using a unique three-length bristle design developed through infrared motion analysis. The Precision was more effective at removing plaque and reducing gum disease than competitors' brushes. Product manager Susan Steinberg had to determine how to position, brand, and market the Precision to maximize its potential in the toothbrush market dominated by Oral-B, Johnson & Johnson, and other competitors. A SWOT analysis identified Colgate's brand strength and market penetration as strengths but also competition and potential cannibalization of other Colgate products as weaknesses to consider in the Precision launch strategy.
Clean Edge, Non Disposable razor case study analysisASWIN NAMBURI
Paramount has a strong position in the non-disposable razor market but faces challenges from increasing competition and shorter product lifecycles. The market is segmented by price, gender, and consumer behavior. Paramount's current products Avail and Pro face declining and steady market share respectively. Paramount has developed the Clean Edge razor for the super-premium segment based on 5 blade technology. There are arguments for launching Clean Edge as either a niche or mainstream brand. As a niche brand, it could target technologically oriented consumers willing to pay a premium. As a mainstream brand, it could achieve category leadership but would require a larger marketing budget.
Pepsi Lipton Brisk - Harvard Business Review CaseFamy
This document summarizes a case study regarding marketing options for PepsiCo's Brisk iced tea brand. It includes a SWOT analysis, segmentation of target markets as millennial and Hispanic males, and positioning of Brisk as an "edgy, cool" brand that "gives you energy." Two advertising options are considered: television advertising or a viral social media campaign. The document recommends a viral campaign titled "That's Brisk, Baby: Rebirth" that would involve creative characters called "The Brisk Brothers" and the tagline "Now That's Brisk."
This document discusses Metabical, a new weight loss drug, and outlines objectives and strategies for its marketing and sales. In 3 sentences: Metabical is a new FDA-approved prescription weight loss drug that provides weight loss benefits with fewer side effects than other options and includes a support program. It targets overweight women aged 35-65 who want to lose 10-30 pounds and aims to provide customer satisfaction through a 12-week package and program. Pricing the drug at $150 per package is estimated to provide the highest return on investment at 307.24% based on forecasted demand of 1.242 million customers.
Procter & Gamble was founded in 1837 by William Procter and James Gamble. It originally produced candles and soap but pivoted to soap production for the Union army during the Civil War. Today, P&G operates across 180 countries and is organized into two global business units: Health and Well-Being and Beauty. Its largest segments are Fabric and Home Care, Beauty, and Baby Care and Family Care. P&G aims to acquire 1 billion new consumers by 2015 through expansion in developing markets and increasing productivity across operations.
Kodak's 2004 strategy under CEO Daniel Carp had four pillars: 1) Slowly exiting the traditional film business, 2) Leading in distributed digital output like printing, 3) Growing the digital camera business, and 4) Expanding digital imaging services. However, this strategy failed because Kodak's core competencies in film became rigidities as the market shifted digital, they lacked market research, and were late entrants to digital photography. Under new CEO Antonio Perez, Kodak's current strategy focuses on outsourcing manufacturing, investing heavily in digital technologies, building a printer ink business, aggressive patent litigation, and brand licensing.
The document outlines the objectives, situation analysis, target markets, and action plan for a technology company. The company aims to remain the global leader in the smart phone market and increase its market share. An internal SWOT analysis identifies strengths in market position, brand equity, and R&D, while weaknesses include lawsuits and recalls. Target markets include adults, students, and businesses. The action plan involves integrated marketing, traditional advertising, social media, websites, and customer loyalty programs.
The document provides an analysis of a brand's strategy across multiple areas. It examines the category, competitors, customers, consumer trends and the brand's performance. It identifies objectives, as well as risks and opportunities. The analysis will inform the development of a strategic plan to improve the brand's positioning and drive its growth.
Market Research Report : Printer Market in India 2012Netscribes, Inc.
For the complete report, get in touch with us at : info@netscribes.com
Presence of highly active industry verticals and the massive SMB population coupled with the exponential growth in content generation in India are primarily driving the printer market in India. Presently, the SMB sector contributes to roughly 60% of the overall printer market. Additionally, the massive amount of PC base and declining prices of printers propel the market by a large extent. Competition in the market mainly arises from the foreign players in the market wherein they have managed to establish a strong brand image and customer trust.
The report primarily deals with three categories of printers comprising of inkjet, dot matrix and laser printers and begins with an introduction section, defining the market scope of the report. The section briefly discusses the working model of each of these printers. Market overview section in the report lists and explains the various reasons propelling the market. It also mentions the key initiatives taken by the Government of India to stimulate the market. In terms of market size, the report provides graphical representation of the printer shipment in India in context with the overall Indian as well as the SMB printer market. Moving along, the section also lists down the key purchase decisions of customers so as to give a better idea about the general mind set of prospective customers. The section also features a separate portion on competitive breakdown wherein the market share of the top vendors and major vendor’s market share across each printer category is illustrated, which in turn helps readers to understand the current competitive landscape in the India printer market. This section further elaborates on the SMB market scenario and lists down crucial aspects such as the key strategic decisions and purchase preference of SMBs. An illustration of purchase decision making matrix is provided which helps in understanding the process in which any IT purchase decision is executed. This matrix can be effectively utilized by vendors to generate strategies for better sales in the SMB segment. Further, the SMB market overview section lists down the top 40 cities in India which has a significant proportion of SMBs present and hence a sizeable number of printers are shipped to these cities has been provided in a tabulated manner and thus can be used by printer manufacturers and distributors to develop their city based strategies and expansion plans in India. A commentary on the top 40 cities vendor opportunity brings forth value added insights about the SMB market space, wherein it enlightens the reader on aspects such as the largest printer consuming industry verticals and printer friendly clusters in India amongst others.
Import and Export overview section talks about the overall EXIM trade that has been conducted since 2006-08. It graphically lists the history of printer EXIM in India and chalks out some key aspects from the
Marvel Entertainment Inc. presents on their current business model, lines of business, and opportunities for future growth. Their core business is licensing their intellectual property, which generates high margins with low capital expenditures. They discuss evaluating their publishing, toys, and licensing divisions. Marvel also explores opportunities through their Hasbro deal, Marvel Studios, international expansion, and an online community platform to capitalize on their large fan base and free cash flows. Risks and implications of different strategies are also assessed.
Marvel Entertainment Inc. presents on the company's current business model, lines of business, and opportunities for future growth. The core of Marvel is its intellectual property portfolio of characters. Currently, Marvel generates most of its revenue and high margins through licensing these characters. Management sees opportunities to expand internationally, through partnerships like Hasbro for toys and Marvel Studios for films, and by leveraging the online community. Marvel also has free cash flows that could be used to acquire other companies or pay dividends.
The document discusses two chapters from the book "How We Compete". Chapter 9 talks about the trend of offshoring US manufacturing jobs to low-cost countries and the difficulties of keeping jobs in the US. It also discusses niche sectors that remain domestic and the concept of industrial clustering. Chapter 10 examines Japan's strategy of globalization, focusing on maintaining strengths at home while expanding abroad, as seen in the cases of companies like Matsushita and Kenwood. A company's competitive advantages are shaped by its legacy and history in a particular country.
The document provides an overview of the global and Indian mobile handset market. It discusses key details like current market size, growth rates, top players by market share and brands in India. It also outlines future trends in the sector like new features and technologies. Finally, it performs a SWOT analysis of the mobile handset industry, identifying strengths, weaknesses, opportunities and threats.
3M aims to achieve over 50% growth in its first two years by targeting industrial clients and the government sector. It plans to hire additional sales specialists, penetrate further into strong regions, and expand its distribution channels. 3M also needs to improve brand awareness and consider more flexible contracts to increase sales. The strategy focuses on quality, price competitiveness, and developing efficient training and marketing programs.
B&D holds only a 9% market share in power tools compared to Makita's 50% share. This is due to B&D's failure in the professional tradesman segment, where tradesmen viewed B&D's professional tools as poor quality. Tradesmen also preferred Makita due to its good brand image and perception that it provided good baseline options in all major categories. Makita's competitive strategies included being the best in quality, wide distribution, and charging a premium price but still below the #2 brand Milwaukee. The document recommends that B&D pursue launching new professional products under the DeWalt brand name to benefit from its existing high awareness and reputation in the tradesman segment.
This document discusses strategies for local companies competing against global giants in emerging markets. It outlines 3 main strategies: partnering with the government, partnering with foreign companies, or selling the business and leaving the market. It then uses Bajaj Auto in India as a case study. Bajaj was able to survive the entry of Honda into the Indian scooter market by leveraging its existing competitive assets like distribution networks and relationships. The document teaches that managers should analyze the pressure of globalization in their industry and assess which of their company's assets are transferable to other markets to determine the best strategy for competing against multinational rivals.
I a career of 20+ years there are proud moments were you have done substantial contributions
-Gillette as Business Head
-Photon as Marketing & business Head
The course project of Jonkoping International Business School students aiming to develop the business idea from the scratch to a complete business plan.
The document discusses the need for marketers to become more professional and accountable. It argues that without excellent marketing, companies do not have a sustainable future. Currently, many CFOs do not see marketing as crucial in determining strategy due to marketers' reluctance to be accountable for financial metrics. The document advocates for marketers to focus on financial metrics like profits, costs, and return on assets/sales in order to gain influence over corporate strategy and improve their relationship with other executives.
Smart Casing Inc. has developed a proprietary technology that embeds high-resolution graphics into mobile device parts without adding bulk. It aims to become a leader in the accessories market through its brands Emblm for consumer personalization and Smart Casing for corporate branding. The company's growth strategy focuses on gaining mass distribution through existing sales channels like OEMs, retailers, carriers and B2B partners. Smart Casing is led by an experienced team and positioned for success in executing its go-to-market plan.
eFarm is an agri supply chain platform that aims to link farmers directly to consumers. It addresses the current problems of the fragmented agri supply chain such as multiple middlemen, lack of quality control and price transparency. eFarm's key innovations are using weighing machines to standardize transactions by weight instead of volume, simple grading systems to match quality to the right customers, and using mobile phones and SMS to provide technology solutions with wide reach. The platform aims to unlock revenue potential across the supply chain by developing an online marketplace while utilizing offline distribution mechanisms.
The document discusses benchmarking, which involves measuring performance against other top organizations to establish leadership. It outlines the objectives of benchmarking as understanding how it contributes to leadership, key concepts, and how to implement a strategy. Benchmarking focuses on identifying world-class practices and integrating that knowledge. The key is to systematically learn from the best companies and continuously improve.
Gillette dominates the men's wet shaving market but faces challenges from the growing disposable razor segment. Younger men prefer cheaper disposables over Gillette's system razors. Gillette's strategy has shifted towards disposables, hurting profits. The summary proposes that Gillette focus on innovation in system razors to drive margins and brand loyalty rather than commoditized disposables. A new razor, Stimulus, will be launched with a marketing campaign positioning it as superior to disposables.
Similar to B2B Marketing - Black & Decker Case (20)
This report looks at the feasibility study and entry strategy for Tata Pick Up truck Xenon to enter in Malaysia. This study covers the basic principles of a management course such as PESTEL Analysis, HOFSTEDE Culture, 5C Analysis, Value Chain Analysis, SWOT Analysis, 4P Analysis, and the Business Environment Analysis
Tata Nano was envisioned by Ratan Tata as the world's cheapest car to make automobiles accessible to average Indian families. While it achieved that goal with an initial price of $2,500, Nano struggled commercially due to poor marketing that positioned it as an economy car. Tata focused on an integrated supply chain with local sourcing and vendor partnerships to keep costs low. It has since improved Nano's safety and expanded its dealership network while considering repositioning the brand to appeal to aspirations beyond affordability.
Capstone is a rich, complex business simulation designed to teach strategy, competitive analysis, finance, cross-functional alignment, and the selection of tactics to build a successful and focused company. As part of our tragic and disastrous campaign as Digby, we have put our learnings in the form of a presentation to save ourselves from getting a C grade !!
Cracking the Sales Code is an article that talks about the B2B Sales Process in detail. This covers Customer Identification, Customer Categorisation, Sales Funnel, Sales Planning, etc. This article has been published in MBA Skool 2013
Market Research Project - A study of the Usage & Attitude of Ice Cream Consum...Siddharth Ravishankar
The study aimed to help provide insights into the following areas:
• Understanding the ice cream market in Dubai, UAE
• Understanding the usage and attitude of ice cream consumers in Dubai, UAE by conducting market research
• Identifying factors that drive the consumption and purchase of ice cream and map them according to their importance
• Understanding the latest trends and market leaders in the ice cream industry and trying to understand why a particular brand is preferred over the other.
Thorough market research revealed deep insights that helped us come out with recommendations for any premium ice cream brand wanting to enter or already existing in the Dubai market
A study of the global football industry in changing times with a generic focus on football in the media age, industry leaders, recent trends, potential pitfalls, technology in football and the global impact of the FIFA World Cup
The purpose of this initiative was to create a robust CSR strategy for the allied organization, Greenpost to help GreenPost showcase their USP, which is, being an enabler of Corporate Social Responsibility for organizations in Singapore and other Asian countries.
Prisoner's Dilemma is a canonical example of a game analyzed in game theory that shows why two individuals might not cooperate, even if it appears that it is in their best interests to do so. The presentation takes you through various rounds of the game played at a business school.
The research project looks at several interesting aspects of the football industry right from the history of football, industry financials, global leaders, recent trends and potential pitfalls.
The merger of Burroughs and Sperry created Unisys in 1986. Werner Blumenthal, who led both companies, saw the merger as bringing together their complementary strengths to better compete against IBM in the large mainframe market. The merger faced challenges in integrating the different cultures and architectures of Burroughs and Sperry. Blumenthal implemented principles of partnership, meritocracy, and unity to guide the integration process. While initially successful in improving financial performance, Unisys struggled as the PC revolution reduced demand for mainframes.
BMW is considering introducing luxury buses in India to leverage its brand reputation and take advantage of the growing luxury bus market. The luxury bus market in India is expected to grow 20% annually due to increasing urbanization. BMW would initially focus on connectivity between urban areas in India but could later expand across Asia. Its buses would compete with established brands like Volvo and Mercedes Benz.
Best Competitive Marble Pricing in Dubai - ☎ 9928909666Stone Art Hub
Stone Art Hub offers the best competitive Marble Pricing in Dubai, ensuring affordability without compromising quality. With a wide range of exquisite marble options to choose from, you can enhance your spaces with elegance and sophistication. For inquiries or orders, contact us at ☎ 9928909666. Experience luxury at unbeatable prices.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
SATTA MATKA SATTA FAST RESULT KALYAN TOP MATKA RESULT KALYAN SATTA MATKA FAST RESULT MILAN RATAN RAJDHANI MAIN BAZAR MATKA FAST TIPS RESULT MATKA CHART JODI CHART PANEL CHART FREE FIX GAME SATTAMATKA ! MATKA MOBI SATTA 143 spboss.in TOP NO1 RESULT FULL RATE MATKA ONLINE GAME PLAY BY APP SPBOSS
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
How to Implement a Real Estate CRM SoftwareSalesTown
To implement a CRM for real estate, set clear goals, choose a CRM with key real estate features, and customize it to your needs. Migrate your data, train your team, and use automation to save time. Monitor performance, ensure data security, and use the CRM to enhance marketing. Regularly check its effectiveness to improve your business.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
4. Problem Discussion
Poor market share in Professional-Tradesmen– 9% (Makita market leader with
50% market share)
B&D’s perception as a leading brand suited only for the consumer segment
Perceived as having poor quality products in the Professional-Tradesmen
segment
“....Black & Decker makes a good popcorn popper, and my wife just loves her
Dustbuster, but I am out here trying to make a living....”
Charcoal grey color of its product perceived as old fashioned and dull
6. BCG-Matrix
High
10% STAR QUESTION MARK
$35
9%
Mn B&D professional
Market Growth
tradesmen
products
5% CASH COW DOG
rate
Low
0%
.18% .1%
High Relative Market share
Low
7. SWOT Analysis
Strengths Weaknesses
B&D – Reputed brand globally Brand is associated with
High Quality Products consumer segment
High on Awareness Tradesmen perceive it as low
Good Service perception quality
Diversified portfolio Monotonous color
Opportunities Threats
Professional Tradesmen Possible reduction in future
segment was fastest growing – revenue from the industrial
9% segment
Retailers doubts over Makita
and their distribution strategy
8. Situation Analysis
Company Competitors Customers Collaborators Climate
•Expertise in producing •Consumer (Low) •Successful in the •Consumer •B&D has highest
high quality products •Skil Consumer and •K-mart market share in
•Market Share •Craftsman Industrial segments. •Walmart Consumer and
•Industrial – 20% •Poor performance in Industrial segment
•Industrial (Medium) •Hardware stores
•Tradesmen – 9% Tradesmen Segment •Makita holds 50% of
•Milwaukee • Industrial
caused by the Industrial segment
•Consumer – 45% •Tradesmen (High) •Distributors like W.W.
•No product market share
•No.1 in Consumer and •Makita Grainger
differentiation from •Growth Rate
Industrial segment •Milwaukee •Tradesmen
Consumer Segment •Industrial – 0%
•#7 brand strength rank •Ryobi products • Home centres
in USA •Tradesmen – 9%
•Skil •Poor Brand Perception • Hardware stores
•Consumer – 7%
•Craftsman
9. Snapshot - Tradesmen Segment
Approximate Segment Shares - 1990
Craftsman
Skil 6%
6%
Drill, saws and sanders represent 80%
of the total sales80% of the total sales
Makita, Milwaukee and Black and Ryobi
10%
Decker offer 175 SKUs each
Fastest growing segment at 9% Black &
Decker
9% Makita
57%
Milwaukee
11%
10. Evaluations of Strategic Options
Option 1: Harvest Professional-Tradesmen Channels
Increase profitability at the expense of market share
Sr. Expense Heads Current Figures With a 5% With a 7%
No premium premium
1 Sales 35 36.75 37.45
2 COGS 22.75 22.75 22.75
3 Gross Profit 12.25 14.00 14.70
4 SG&A 8.75 9.19 9.36
5 Operating Income 3.5 4.81 5.38
37 to 54 % increase in Operating Income
Milwaukee (10%) and Makita (5%) are priced at premiums over B&D
Increasing prices with the current product and its perception as a poor professional
product is not advised as it could trigger a fall in market share
11. Evaluations of Strategic Options
Option 2: Get Behind Black & Decker Name with Sub-Branding
Tasted success previously with a similar strategy for replacement saw blades
Sub-branding program has been done before
Previous attempts to rebuild the B&D name in the Professional-Tradesmen segment
have not been successful
B&D’s strong association with the Consumer segment has an overpowering impact
Risky, expensive and unpredictable outcome
12. Evaluations of Strategic Options
Option 3: Drop the Black & Decker Name from the Professional-Tradesmen Segment
Free from any negative associations
Ride on existing success of the DeWalt brand name
DeWalts relative success with high awareness and purchase interest
New brand will enable product repositioning with respect to price, quality, color and other
attributes
Limited financial risk
Building a new brand identity is a rather costly process
13. Recommendations – 5Ps
Product
Discontinue Black & Decker branded products from the
Professional Segment
Utilize “Industrial Yellow” as the brand color of DeWalt tools
since it is aggressive, highly visible, associated with safety
and not yet with any other
Price:
Currently B&D is priced lower than its competitors
Price it at least 5% higher than current prices on par with
Makita
14. Recommendations – 5Ps
Place
Home Center and Two-Step contribute over 65% of total sales in the Professional
segment
Traditionally B&D has had a low share of 10% as compared to Makita’s share
B&D should enter these two channels since they are high volume markets
15. Recommendations – 5Ps
Promotion:
Utilize the DeWalt brand name on all Professional Segment tools with a service
and warranty handling endorsement by B & D
To be promoted as DeWalt: Serviced and distributed by Black & Decker since it
attracted highest purchase intent (58%)
16. Recommendations – 5Ps
Portfolio Management:
Contrary to common
perception, most of B&D products
were of extremely high quality
Price premium for high quality
products
Miter Saws, Routers / Trimmers
and Belt Sanders could be either
Eliminated
Re-engineered
Editor's Notes
Relative market share for B&D professional tradesmen is .18%: 9% (B&D)/50%(Makita)
Light Bulb Questions(Intermediate) To reproduce the box effects on this slide, do the following:On the Home tab, in the Slides group, click Layout, and then click Blank.On the Design tab, in the Themes group, click the arrow next to Colors and then click Oriel.On the Insert tab, in the Illustrations group click the arrow under Shapes, and then under Rectangles, select rectangle (first row, first option from left).On the slide, drag to draw a rectangle.Under Drawing Tools, in the Format tab, in the Size group, click the arrow at the bottom right corner launching the Format Shape dialog box.In the Format Shape dialog box, select Size in the left pane, under Size and rotate in the right pane set Height to 1.88” and Width to 2”.Also in the Format Shape dialog box, select Fill in the left pane, and under Fill in the right pane select No Fill.Also in the Format Shape dialog box, select Line Color in the left pane, under Line Color in the right pane, select Solid Line, and then click the arrow to the right of Color, and under Theme Colors, select Black, Text 1 (first row, second option from left).Also in the Format Shape dialog box, select Line Style in the left pane, under Line Style in the right pane set Width to 0.25 pt.Close the Format Shape dialog box.Select the rectangle. On the Home tab, in the Drawing group, click Arrange, point to Align, and then do the following:Click Align Left.Click Align Top.Select the rectangle. On the Home tab, in the Clipboard group, click the arrow to the right of Copy, and then click Duplicate. Repeat this process three more times for a total of five rectangles.Select duplicate on right side. On the Home tab, in the Drawing group, click Arrange, point to Align, and then do the following:Click Align Right.Click Align Top.Select all five rectangles. On the Home tab, in the Drawing group, click Arrange, point to Align, and then do the following:Click Align Top.Click Distribute Horizontally.Under Drawing Tools, on the Format tab, in the Arrange group, click the arrow to the right of Group and select Group.Select the grouped rectangles. On the Home tab, in the Clipboard group, click the arrow to the right of Copy, and then click Duplicate. Repeat this process two more times for a total of four grouped sets.Select one grouped set. On the Home tab, in the Drawing group, click Arrange, point to Align, and then do the following:Click Align Center.Click Align Bottom.Select all other grouped sets, and also on the Home tab, in the Drawing group, click Arrange, point to Align, do the following:Click Align Center.Click Distribute Vertically.Select all grouped rectangles. Under Drawing Tools, on the Format tab, in the Arrange group, click the arrow to the right of Group and select Ungroup. To reproduce the video effects on this slide, do the following:On the Insert tab, in the Media group, click Video, and then click Video from File. In the left pane of the Insert Video dialog box, click the drive or library that contains the video. In the right pane of the dialog box, click the first video that you want, and then click Insert.Under Video Tools, on the Format tab, in the Size group, click the arrow at the bottom right corner to launch the Format Video dialog box.In the Format Video dialog box, select Size in the left pane, under Size and Rotate in the right pane, set Height to 1.88” and Width to 1.99”.In the Animations tab, in the Animation group, select Play.Also on the Animations tab, in the Timing group, click the arrow to the right of Start and select With Previous.On the Home tab, in the Drawing group, click Arrange, point to Align, and then do the following:Click Align Left.Click Align Top.Also on the Home tab, in the Drawing group, click Arrange, under Order Objects, click Send to Back.On the Insert tab, in the Media group, click Video, and then click Video from File. In the left pane of the Insert Video dialog box, click the drive or library that contains the video. In the right pane of the dialog box, click the second video that you want and then click Insert.In the Format Video dialog box, select Size in the left pane, under Size and Rotate in the right pane, and set Height to 1.88” and Width to 1.99”.In the Animations tab, in the Animation group, select Play.Also on the Animations tab, in the Timing group, click the arrow to the right of Start and select With Previous.On the Home tab, in the Drawing group, click Arrange, point to Align, and then click Align Top.Press and hold CTRL, select second video and second rectangle from top left. On the Home tab, in the Drawing group, click Arrange, point to Align, and then select Align Left or Align Right (depending on which way the video needs to move to match up with rectangle).Select the second video, on the Home tab, in the Drawing group, click Arrange, under Order Objects, click Send to Back.On the Insert tab, in the Media group, click Video, and then click Video from File. In the left pane of the Insert Video dialog box, click the drive or library that contains the video. In the right pane of the dialog box, click the third video that you want and then click Insert.Under Video Tools on the Format tab, in the Size group, click the arrow at the bottom right corner to launch the Format Video dialog box.In the Format Video dialog box, select Size in the left pane, under Size and Rotate in the right pane, set the Height to 3.75” and the Width to 4”.In the Animations tab, in the Animation group, select Play.Also on the Animations tab, in the Timing group, click the arrow to the right of Start and select With Previous.On the Home tab, in the Drawing group, click Arrange, point to Align, and then do the following:Click Align Right.Click Align Top.Also on the Home tab, in the Drawing group, click Arrange, under Order Objects, click Send to Back.On the Insert tab, in the Media group, click Video, and then click Video from file. In the left pane of the Insert Video dialog box, click the drive or library that contains the video. In the right pane of the dialog box, click the fourth video that you want and then click Insert.In the Format Video dialog box, select Size in the left pane, under Size and Rotate in the right pane, set the Height to 1.88” and the Width to 1.99”.In the Animations tab, in the Animation group, select Play.Also on the Animations tab, in the Timing group, click the arrow to the right of Start and select With Previous.On the Home tab, in the Drawing group, click Arrange, point to Align, and then click Align Bottom.Press and hold CTRL, select fourth video and seventeenth rectangle (fourth row, second option from left). On the Home tab, in the Drawing group, click Arrange, point to Align, and then select Align Left or Align Right (depending on which way the video needs to move to match up with rectangle).Select just the video, on the Home tab, in the Drawing group, click Arrange, under Order Objects, click Send to Back.On the Insert tab, in the Media group, click Video, and then click Video from file. In the left pane of the Insert Video dialog box, click the drive or library that contains the video. In the right pane of the dialog box, click the fifth video that you want and then click Insert.In the Format Video dialog box, select Size in the left pane, under Size and Rotate in the right pane, set the Height to 1.88” and the Width to 1.99”.In the Animations tab, in the Animation group, select Play.Also on the Animations tab, in the Timing group, click the arrow to the right of Start and select With Previous.Press and hold CTRL, select fifth video and thirteenth rectangle (third row, third option from left). On the Home tab, in the Drawing group, click Arrange, point to Align, and then select Align Left or Align Right, and then Align Top or Align Bottom (depending on which way the video needs to move to match up with rectangle).Select just the video, on the Home tab, in the Drawing group, click Arrange, under Order Objects, click Send to Back.On the Insert tab, in the Media group, click Video, and then click Video from file. In the left pane of the Insert Video dialog box, click the drive or library that contains the video. In the right pane of the dialog box, click the sixth video that you want and then click Insert.In the Format Video dialog box, select Size in the left pane, under Size and Rotate in the right pane, set Height to 1.88” and Width to 1.99”.Close the Format Video dialog box.In the Animations tab, in the Animation group, select Play.Also on the Animations tab, in the Timing group, click the arrow to the right of Start and select With Previous.On the Home tab, in the Drawing group, click Arrange, point to Align, and then click Align Bottom.Press and hold CTRL, select sixth video and nineteenth rectangle (fifth row, fourth option from left). On the Home tab, in the Drawing group, click Arrange, point to Align, and then select Align Left or Align Right (depending on which way the video needs to move to match up with rectangle).Select just the video, on the Home tab, in the Drawing group, click Arrange, under Order Objects, click Send to Back. To reproduce the text effects on this slide, do the following:Press and hold CTRL, select rectangles six, seven and eight (second row, first, second and third options from left), then under the Home tab, in the Clipboard group, click the Cut icon.On the Insert tab, in the Text group, click Text Box, and then on the slide drag to draw your text box in the area you just cut.Type text, Questions, in the text box, and then select the text. On the Home tab, in the Font group, select Book Antiqua from the Font list, with a Font Size of 88 pt. Under Drawing Tools, on the Format tab, in the WordArt Styles group, click the arrow at the bottom right to launch the Format Text Effects dialog box.In the Format Text Effects dialog box, select Text Fill in the left pane, under Text Fill in the right pane select Solid fill, then click the arrow to the right of Color and under Theme Colors, select Light Yellow, Background 2, Darker 75% (fifth row, third option from left).Also in the Format Text Effects dialog box, select Shadow in the left pane, under Shadow in the right pane, click the arrow to the right of Color and under Theme Colors, select Black, Text 1 (first row, second option from left), and the do the following:In the Transparency box, enter 35%.In the Size box, enter 100%.In the Blur box, enter 6 pt.In the Angle box, enter 90 degrees.In the Distance box, enter 4 pt.Also in the Format Text Effects dialog box, select 3-D Format in the left pane, under 3-D Format in the right pane, click the arrow to the right of Top, under Bevel select Art Deco (third row, fourth option from left), and then do the following:To the right of Top, in the Width box, enter 2 pt.To the right of Top, in the Height box, enter 4.4 pt.Under Contour, click arrow to right of Color and under Theme Colors, select Light Yellow, Background 2, Darker 10% (second row, third option from left), then set Size to 2pt.Under Surface, click the arrow to the right of Lighting and under Neutral, select Soft (first row, third option from left).Select text. On the Home tab, in the Paragraph group, select Center Text.Close the Format Text Effects dialog box. To reproduce the background effects on this slide, do the following:On the Design tab, in the bottom right corner of the Background group, click the arrow at the bottom right to launch the Format Background dialog box. In the Format Background dialog box, select Fill in the left pane, under Fill in the right pane, select Gradient fill, then click the arrow to the right of Type and select Radial.Still in the Fill pane, under Gradient stops, click Add gradient stop or Remove gradient stop until four stops appear on the slider. Customize the gradient stops as follows:Select the first stop on the slider, and then do the following:In the Position box, enter 0%.Click the button next to Color, and then under Theme Colors select Gold, Accent 4, Lighter 80% (second row, eighth option from the left).Select the second stop on the slider, and then do the following: In the Position box, enter 26%.Click the button next to Color, and then under Theme Colors select Gold, Accent 4, Lighter 60% (second row, eighth option from the left).Select the third stop on the slider, and then do the following:In the Position box, enter 59%.Click the button next to Color, and then under Theme Colors select Gold, Accent 4, Lighter 40% (fourth row, eighth option from the left).Select the last stop on the slider, and then do the following: In the Position box, enter 100%.Click the button next to Color, and then under Theme Colors select Gold, Accent 4, Darker 25% (fifth row, eighth option from the left). Close the Format Background dialog box.