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BARCO’S INTRODUCTION PRODUCT LINE STRATEGY BARCO MEANING OF STATEMENT DECISION OF SONY ON REJECTION OF BARCOS DECISION SONY’S OBJECTIVES MISTAKES BY BARCO BARCO’S NEXT STEP TOWARDS PRICE & PRODUCT DEVELOPMENT PLAN ?
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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.
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Barco Projection Systems (BPS) faces a dilemma of how to respond to Sony introducing a new high-quality, low-price projector that threatens to take most of BPS's projected profits and disrupt its market segmentation. BPS considers options like adjusting prices, accelerating product development timelines, and improving its distribution channels. It decides the best option is to complete development of its BD700 projector on schedule to meet customer demand and boost morale, while its inferior BG700 projector is not a good choice and a proposed higher-end BG800 projector would not be feasible in time. The risk is losing graphics market share, so the backup plan is to launch BG800 later, use pricing
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Barco Projection Systems (BPS) is a division of Barco N.V. that was founded in 1934 and initially focused on electronics and television receivers. By the 1970s, BPS redefined itself to focus on industrial markets like projection systems. BPS pursues a niche market strategy with high-end products and relies heavily on R&D. Recently, Sony successfully executed a bypass strategy by introducing the 1270 projector with a new scan rate of 75 kHz at a lower price than BPS's offerings. This document discusses BPS's product development approach, the market structure, and competitive dynamics as well as options for how BPS should respond to Sony's bypass strategy.
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- Gino sells burners through distributors Jinghua, FUNG's, and Wayip who are demanding better terms
- Feima wants OEM treatment to get a 10% discount and buy 50% of its commercial/industrial burners from Gino
- Jinghua opposes this deal as Feima is its existing customer
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- By 2006, Cree's net income had started to decline and revenues decreased for the first time in 2007.
- The document discusses the LED lighting market and Cree's strategies, recommending that Cree pursue both the backlighting and general lighting markets using different strategies for each.
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Colgate Palmolive: The Precision Toothbrush
Colgate-Palmolive developed a new toothbrush, the Precision, using an innovative design with bristles of different lengths and orientations to provide superior plaque removal, especially at the gumline and between teeth. Clinical trials found it removed 35% more plaque than competitors. After concept and positioning tests, CP decided to launch Precision in 1993 as a niche product targeted at consumers concerned with gum health. This would require lower capacity investment than a mainstream launch and was better suited to the brush's benefits based on consumer research.
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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.
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Newell’s goal is to increase its sales and profitability by offering a comprehensive range of products and reliable service to the mass retail channel. Newell has chosen to develop its product line through key acquisitions, rather than internal organic growth. The strategy succeeds based on their two pronged approach of following an established acquisition process (Newellization) and ensuring corporate continuity across the division to support its performance in the market. This strategy helps Newell successfully diversify their portfolio of products for mass retailers.
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The following ppt on imc plan for Kodak Camera. The product i have chosen because now it passes through tough competition in the market. and in term of loss in the brand value.So if the codak should reposition them self and came with their digital camera segement by using the following IMC plan they would be success in the market.
Apple strategy analysis
Apple focuses on innovation and developing products that meet customer needs, both expressed and latent. They pursue product differentiation over low prices by offering a wide range of high-quality products with unique designs. Their differentiation strategy allows them to charge premium prices.
Sony is facing declining profits, value, and workforce issues. Their profit and value have substantially decreased due to economic slowdowns, currency appreciation, and market declines. They are eliminating non-core businesses and reducing operating costs, workforce, and executive pay. To turn things around, Sony plans to strengthen core businesses, lower costs, raise new markets, and create new businesses and innovation.
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Hey frdssss plzzzz see dis at lst once...n tell me is it gud or bad...n als rate it ...i hv done lot of work wid it...
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It contains LED TV, Washing machine, Speakers and coolers.
TOP LED TV BRANDS AND ITS MARKET SHARE.
TOP SPEAKER BRANDS AND ITS MARKET SHARE.
TOP COOLER BRANDS AND ITS MARKET SHARE.
TOP WASHING MACHINE BRANDS AND ITS MARKET SHARE.
REASONS WHY SONY IS A TOP BRAND?
REASONS WHY JBL IS A TOP BRAND?
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Sony Corporation is a Japanese multinational conglomerate corporation headquartered in Tokyo, Japan. It was founded in 1946 and has diversified its business into consumer and professional electronics, gaming, entertainment, and financial services. Some of Sony's major products include PlayStation, Bravia TVs, Walkman, and Xperia smartphones. The document provides an overview of Sony's history, products, business strategies, and SWOT analysis.
Sonytvppt 140601102911-phpapp02
Sony Corporation was founded in 1946 in Tokyo, Japan. It produces consumer and professional electronic equipment, communication and information equipment, semiconductors, and financial services. Sony has a variety of product lines including electronics, mobile phones, music, pictures, and its popular PlayStation video game consoles. It uses strategies like new product development, competitive pricing, and extensive promotion to maintain its strong brand image and global market leadership in consumer electronics.
How must SONY change its business strategies for 2010 and beyond?
Sony needs to change its business strategies for 2010 and beyond in the following key areas: 1) Regain market position in TVs by returning the LCD TV business to profitability and creating new revenue models. 2) Strengthen the game business by expanding PlayStation Network services and launching 3D gaming. 3) Further expand networked services and mobile businesses and develop network-connected products.
PSB
Vinod Kumar has invented the Piracy Secured Board (PSB) to help address the major problem of film piracy in India. The PSB is designed to prevent illegal recording in movie theaters through unique techniques. Vinod has filed a patent for the PSB and completed a successful proof of concept. Initial projections estimate the PSB could generate 100 crore rupees in revenue if installed in 50% of India's estimated 12,000 movie screens. The PSB has global market potential to revolutionize the film industry by providing an effective solution to piracy.
siny
Sony was founded in 1946 in Japan and became the first Japanese company in the United States in 1961. Sony is a global leader in consumer electronics and competes in categories such as TVs, laptops, cameras, and gaming consoles. The presentation analyzes Sony's industry structure, key competitors like LG, Dell, Nokia, and Samsung, and evaluates competitors' products such as Sony TVs versus LG TVs. It also discusses anticipating competitors' actions and potential new competitors in the consumer electronics market.
Strategy analysis of lg
LG Electronics began in 1958 as Goldstar, producing electronics and appliances. It is now a global leader, with over 83,000 employees worldwide. LG aims to be a leader in digital technology through innovation. It has a wide product line including TVs, computers, mobile phones, and home appliances. While it faces strong competition from Samsung and others, LG has strengths in its technology focus, brand recognition, and large distribution network. It looks to increase market share through new markets, products, and maintaining high quality.
Sony
The document provides information about Sony Corporation, including its business sectors, founders, headquarters, board members, corporate executive officers, culture, and products launched. Specifically:
Sony Corporation is primarily focused on electronics, games, entertainment, and financial services. It aims to leverage its uniqueness through convergence strategy. The company represents a wide range of businesses and remains globally unique.
Some key products launched by Sony include 10 new LED TV models in India, HD cameras, a laptop with new Transfer Jet technology, a new e-reader in Japan, an online store to compete with iTunes, televisions including Bravia and Internet TV, PlayStation games with PlayStation Move and 3D gaming support.
BBS Cables Brand & Communication Strategy
BBS Cables has make a dominant presence in the marketing within a year based on this Brand and communication strategy developed and supervised by me.
Thank you for sharing thoughts and suggestions. I'm just a mail away to help you!
Similar to Barco projectsions cs hyd- taranum (20)
Strategic implications on the electronics industry with respect to televisions
Strategic implications on the electronics industry with respect to televisions
Porter's five forces model and porter's value chain - Sony
Porter's five forces model and porter's value chain - Sony
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How must SONY change its business strategies for 2010 and beyond?
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Barco projectsions cs hyd- taranum
- 1. BARCO PROJECTION SYSTEM(A) Taranum.Mohammed:S17MMMMM00811 Satyabrata Lenka:S17MMMMM00698 Arjun Kumar Kovver: S17MMMMM00668 Arun Kumar Malle: S17MMMMM00715 R V Chakravarthy: S17MMMMM0076
- 2. AGENDA • BARCO’S INTRODUCTION • PRODUCT LINE STRATEGY BARCO • MEANING OF STATEMENT • DECISION OF SONY ON REJECTION OF BARCOS DECISION • SONY’S OBJECTIVES • MISTAKES BY BARCO • BARCO’S NEXT STEP TOWARDS PRICE & PRODUCT DEVLOPEMENT PLAN ?
- 3. BPS INTRODUCTION • STARTED IN 1948 • 1955-1975 PROFESSIONAL VIDEO EQUIPMENT • 1970 ENTERED INDUSTRIES • 3 objectives of BPS. 1. Leader of variety – niche market . Be the top-3 manufacturers. 2. 8-10% annual turn over & 15% of the employees all invested in the R&D . 3. In addition to the business growth to expand it’s international presence in production & Development. Achievements of BPS: • 1988- International EMMY Award for studio monitoring. • HI-VI Silver award in JAPAN.
- 4. Product Line Strategy BPS • It made sure that it served the NICHE market was best in what ever it served. • In the product line of BPS you will find that year after year it launched the products in such a way that they served the client purpose and also made sure that the projected profits are met. • It had three options 1. It could downgrade its technology to consumer video application . 2. Upgrade to high performance video projection. 3. Enter the untested market of computer application.
- 5. PRODUCT LINE STARTEGY BPS They wanted to reverse the ratio of there 80% TV sales & 20% of projector sales in early 80’s. The strategy of first entering the Video & Data and later they started working on Graphics. Sep 1989 they wanted launch the digitally controlled projectors till then which were controlled manually. Product line was expected to have the below three: 1. The constant search of best possible image 2. Flexibility towards inputs 3. User friendliness.
- 6. “All our Projections how ever are based on assumption that Sony would respect our vision of the market place”- bY Dejonghe’s • This means that BPS feels that their regular business which is 1/5th of sony component’s projector tube business given through BPS. • Sony told this to Dejonghe that their ultimate goal is to be 50% in industrial supplier and 50% a consumer supplier not to beat Barco projection. • The major tubes required for all the projections of BARCO were procured from SONY. • Barco was the only competition with whom SONY made substantial money.
- 7. When does competitor accept another’s vision of the market? • Barco was the only competition with whom SONY made substantial money. • This happened when both the competitors have fairly understood that they can grow together when they respect each others vision. • Other reason could be when the production of one brand is been run from the other brand . • Like sony’s production cost goes down because of the purchase of tubes done by BPS which is 1/5th of the production .
- 8. Why did SONY decide to reject BARCOS vision of the market in Aug 1989? • In Feb 1989 Sony components contacted BPS for Square 8” tube which is not similar to the rectangular 7” regularly used in the projector. • The Engineers started running the tests how ever decided against the idea as that would add up to the extra cost redesigning the shape of the projector chassis and sourcing new lens to match. • This gave sony a clear vision of the limitations of BARCOS which could surely be taken as an asset for SONY to capture the complete market and become the mass producer of the low end products.
- 9. How serious a threat is SONY 1270? What are it’s objectives? • SONY 1270 is a super data projector with a power to scan 75KHZ, placing high performance graphics applications using 8” SONY tube which gave higher marks than the BG400 in brightness & image quality and resolution. • All these above were not met by BPS till date. • Its a serious threat to BPS as it shall take away 75% profits forecasted in 1990. Objectives of SONY : • To kick off pre view in U.S market first. • Planned the largest- ever publicity campaign in industrial projection history. • It is very clear that they don’t want to compete with BPS or Electrohome. • Their objective is re conquer both Data & graphics market.
- 10. Mistake BARCO /things like this happen in technology business on global scale • Mistake by BARCO was that it was dependant on it’s competitor for the tubes and made sure it had 5 months in advance all things lined up for production. • Here the competitor did know all about the company and it’s limitations of production of tubes. • When BARCO had the R&D rigorously working on the future projects but they didn’t take the possibility of SONY launching something like this when they gave them 8” tubes for trail. • The only thing we have to do in the market to survive is be the best in what your doing and keep evaluating the way they did earlier in BARCOS from the start. • Yes things like this happen in global scale in fact every brand or company would like to conquer the total market.
- 11. Steps for Price & Development plans • Barcos should not do anything related to price till the time SONY doesn’t launch it’s price in the market. • The pricing of Sony lesser was just a rumour nothing was substantially announced by SONY. • Barcos has to wait till Nov for the launch of SONY price. • The price reduction of BARCOS keeping the rumours would be like loosing the profit share. • R&D 8-10% annual turn over should be increased to another 5% & also increase the number of employees working on the BG800 and finish it by the 1990 INFOCOMM show in Jan 1990.
- 12. Conclusion by Team • BARCOS has to wait till the price launch of SONY and then substantially decide about the price . • In the interim the R&D budget to be increased by 5% both in costing & employee count. • Ensure that the BD-800 being launched should meet somewhere near to SONY 1270 in specifications.