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.
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.
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.
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.
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Virgin mobiles pricing for the very first timeSwapnil Soni
Virgin Mobile aims to address high customer dissatisfaction in the US cellular market through a radically different pricing approach. It plans to eliminate contracts, reduce hidden fees, simplify pricing without buckets or peak/off-peak differentials, and increase handset subsidies to attract customers. This strategy aims to make pricing transparent and flexible to meet customer needs. However, it may face challenges in achieving profitability due to higher expected churn without contracts and lower monthly margins from simplified pricing. Virgin Mobile must carefully set prices to break even on its reduced acquisition costs and maximize customer lifetime value.
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.
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.
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.
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.
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.
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Virgin mobiles pricing for the very first timeSwapnil Soni
Virgin Mobile aims to address high customer dissatisfaction in the US cellular market through a radically different pricing approach. It plans to eliminate contracts, reduce hidden fees, simplify pricing without buckets or peak/off-peak differentials, and increase handset subsidies to attract customers. This strategy aims to make pricing transparent and flexible to meet customer needs. However, it may face challenges in achieving profitability due to higher expected churn without contracts and lower monthly margins from simplified pricing. Virgin Mobile must carefully set prices to break even on its reduced acquisition costs and maximize customer lifetime value.
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.
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.
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
Aqualisa, a UK shower manufacturer, invested in developing a new shower product called Quartz. However, sales of Quartz were lower than expected due to several issues: low consumer awareness, plumbers' reluctance to adopt new technologies, and the high price of Quartz targeted at the premium market. Aqualisa is considering various marketing strategies to boost Quartz sales, such as targeting consumers directly, DIY customers, developers, or trade shops and plumbers. Targeting trade shops and plumbers is identified as the best strategy as they have significant influence over consumers and the largest market share. The strategy is expected to increase Quartz sales four-fold, make plumbers more productive and profitable, and strengthen Aqualisa
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.
Aqualisa Quartz - Simply A Better Shower (HBR Case Study)Arjun Parekh
The document discusses Aqualisa's Quartz shower valve which was intended to improve on existing shower technologies but struggled initially. It provides details on the UK shower market, Aqualisa's distribution channels, and the development of the Quartz valve. While the Quartz valve had technological advantages, plumbers were wary of innovation and it was priced too high. As a result, few units sold in the first few months through trade shops and showrooms.
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.
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.
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.
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.
Black & Decker (B&D) dominated the power tool industry but sought to diversify to achieve growth beyond 4% annual market increases. CEO Archibald acquired GE appliances and pursued other acquisitions. However, the $2.8 billion purchase of Emhart proved troublesome as it required divesting assets shareholders saw as poor strategic fits. While profits eventually rose, high debt from acquisitions concerned shareholders. The report suggests B&D expanded too quickly beyond its core competency through risky acquisitions.
- Altius Golf is a leading manufacturer of premium golf balls in the US market. However, it saw declining sales following the 2008 recession as interest in golf waned.
- To attract new and recreational golfers, Altius plans to launch a new brand called ELEVATE with more affordable golf balls priced at $27 per dozen compared to their premium Victor TX line at $48 per dozen.
- This strategy aims to increase Altius' market share by targeting beginners and non-professionals through an affordable new product sold in off-course retail stores.
Colgate Precision - Harvard Business Case AnalysisUsha Vijay
Colgate is facing increased competition in the toothbrush market and a decline in market share for its Classic and Plus lines. The introduction of the super premium segment has been successful, accounting for 35% of the market. Colgate is considering launching a new toothbrush, Precision, targeted at the super premium segment to focus on gum health. Precision has the potential to increase Colgate's market share to 7.4% in the first year and generate a profit of $14 million in the second year with $15 million spent on advertising. Positioning Precision as a mainstream product could gain an even higher market share and contribution margin for Colgate compared to a niche strategy.
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.
Transactional customers currently make up 25% of A/S's sales. Express could impact A/S in two scenarios: optimistic where all 25% of transactional customers switch to Express, and pessimistic where all transactional (25%) and some relationship (40%) customers switch. This would lead to declines in total sales of 42.1% in the optimistic scenario and 82% in the pessimistic scenario. A/S's suppliers may try to undercut A/S's margins by lowering prices for products on Express. However, suppliers would lose control over demand generation without A/S's sales team. Overall, Express poses more threats as a competitor than opportunities for A/S due to potential loss of customers
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
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.
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.
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 document contains a case study on Merton Truck Company that analyzes different production scenarios to optimize profit. It examines changing the production mix of models 101 and 102, increasing engine assembly capacity, introducing a new model 103, outsourcing additional capacity, and altering the production ratio of models 101 and 102. For each scenario, it calculates production units, contribution, machine hour requirements and constraints, costs, and profitability. The objective is to determine the best ways to increase Merton Truck's total contribution and profit.
1. The document discusses Aqualisa Quartz, a new shower technology developed by Aqualisa to address issues with UK showers like poor water pressure and temperature fluctuations.
2. Aqualisa Quartz showers were much easier for plumbers to install, taking only half a day compared to previous shower installations. However, they had low initial sales due to plumbers' distrust of new technologies.
3. The document analyzes Aqualisa's options to increase Quartz shower sales, including targeting customers directly through advertising, working with developers to promote the product, or focusing on the DIY market where installation ease would be highly valuable.
1. The document provides an analysis of Eastman Kodak Company and the digital imaging industry. It includes a brief history of Kodak, an external analysis of the industry and competitive environment, and an internal analysis of Kodak's financials, resources, and strategies.
2. Kodak struggled to transition from film to digital as demand for digital cameras and smartphone cameras grew. While Kodak had strengths in brand recognition and research, it failed to effectively transition its business model.
3. By 2012, Kodak filed for bankruptcy as it had billions in losses over the previous decade from its inability to adapt. However, the document notes that Kodak remained one of the largest brand
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
Aqualisa, a UK shower manufacturer, invested in developing a new shower product called Quartz. However, sales of Quartz were lower than expected due to several issues: low consumer awareness, plumbers' reluctance to adopt new technologies, and the high price of Quartz targeted at the premium market. Aqualisa is considering various marketing strategies to boost Quartz sales, such as targeting consumers directly, DIY customers, developers, or trade shops and plumbers. Targeting trade shops and plumbers is identified as the best strategy as they have significant influence over consumers and the largest market share. The strategy is expected to increase Quartz sales four-fold, make plumbers more productive and profitable, and strengthen Aqualisa
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.
Aqualisa Quartz - Simply A Better Shower (HBR Case Study)Arjun Parekh
The document discusses Aqualisa's Quartz shower valve which was intended to improve on existing shower technologies but struggled initially. It provides details on the UK shower market, Aqualisa's distribution channels, and the development of the Quartz valve. While the Quartz valve had technological advantages, plumbers were wary of innovation and it was priced too high. As a result, few units sold in the first few months through trade shops and showrooms.
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.
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.
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.
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.
Black & Decker (B&D) dominated the power tool industry but sought to diversify to achieve growth beyond 4% annual market increases. CEO Archibald acquired GE appliances and pursued other acquisitions. However, the $2.8 billion purchase of Emhart proved troublesome as it required divesting assets shareholders saw as poor strategic fits. While profits eventually rose, high debt from acquisitions concerned shareholders. The report suggests B&D expanded too quickly beyond its core competency through risky acquisitions.
- Altius Golf is a leading manufacturer of premium golf balls in the US market. However, it saw declining sales following the 2008 recession as interest in golf waned.
- To attract new and recreational golfers, Altius plans to launch a new brand called ELEVATE with more affordable golf balls priced at $27 per dozen compared to their premium Victor TX line at $48 per dozen.
- This strategy aims to increase Altius' market share by targeting beginners and non-professionals through an affordable new product sold in off-course retail stores.
Colgate Precision - Harvard Business Case AnalysisUsha Vijay
Colgate is facing increased competition in the toothbrush market and a decline in market share for its Classic and Plus lines. The introduction of the super premium segment has been successful, accounting for 35% of the market. Colgate is considering launching a new toothbrush, Precision, targeted at the super premium segment to focus on gum health. Precision has the potential to increase Colgate's market share to 7.4% in the first year and generate a profit of $14 million in the second year with $15 million spent on advertising. Positioning Precision as a mainstream product could gain an even higher market share and contribution margin for Colgate compared to a niche strategy.
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.
Transactional customers currently make up 25% of A/S's sales. Express could impact A/S in two scenarios: optimistic where all 25% of transactional customers switch to Express, and pessimistic where all transactional (25%) and some relationship (40%) customers switch. This would lead to declines in total sales of 42.1% in the optimistic scenario and 82% in the pessimistic scenario. A/S's suppliers may try to undercut A/S's margins by lowering prices for products on Express. However, suppliers would lose control over demand generation without A/S's sales team. Overall, Express poses more threats as a competitor than opportunities for A/S due to potential loss of customers
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
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.
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.
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 document contains a case study on Merton Truck Company that analyzes different production scenarios to optimize profit. It examines changing the production mix of models 101 and 102, increasing engine assembly capacity, introducing a new model 103, outsourcing additional capacity, and altering the production ratio of models 101 and 102. For each scenario, it calculates production units, contribution, machine hour requirements and constraints, costs, and profitability. The objective is to determine the best ways to increase Merton Truck's total contribution and profit.
1. The document discusses Aqualisa Quartz, a new shower technology developed by Aqualisa to address issues with UK showers like poor water pressure and temperature fluctuations.
2. Aqualisa Quartz showers were much easier for plumbers to install, taking only half a day compared to previous shower installations. However, they had low initial sales due to plumbers' distrust of new technologies.
3. The document analyzes Aqualisa's options to increase Quartz shower sales, including targeting customers directly through advertising, working with developers to promote the product, or focusing on the DIY market where installation ease would be highly valuable.
1. The document provides an analysis of Eastman Kodak Company and the digital imaging industry. It includes a brief history of Kodak, an external analysis of the industry and competitive environment, and an internal analysis of Kodak's financials, resources, and strategies.
2. Kodak struggled to transition from film to digital as demand for digital cameras and smartphone cameras grew. While Kodak had strengths in brand recognition and research, it failed to effectively transition its business model.
3. By 2012, Kodak filed for bankruptcy as it had billions in losses over the previous decade from its inability to adapt. However, the document notes that Kodak remained one of the largest brand
This document provides a strategic analysis of Apple Inc. It analyzes the portable personal computer industry, concluding that competition is high but suppliers and buyers have moderate influence. New entrants face challenges establishing brands. Substitutes like smartphones are growing but won't replace PCs. The analysis recommends Apple pursue differentiation, develop close supplier relationships, and diversify into consumer electronics to access new markets with less competition.
This document provides a strategic analysis of Apple Inc. It analyzes the portable personal computer industry, concluding that competition is high but suppliers and buyers have moderate influence. New entrants face challenges establishing brands. Substitutes like smartphones are growing but won't replace PCs. The analysis recommends Apple pursue differentiation, develop close supplier relationships, and diversify into consumer electronics to access new markets with less competition.
RIM faces threats to its global smartphone market share from increasing competition. To retain and grow market share, RIM must adapt its product strategies to attract new consumer segments while strengthening enterprise markets. The team analyzed RIM's SWOT and considered three alternatives: 1) developing a new BlackBerry Sky product, 2) increasing brand awareness through specialty stores, and 3) partnering with global carriers. The team recommends introducing the BlackBerry Sky, a multimedia device targeting changing consumer expectations globally. RIM should market the Sky through carriers, retailers, and a promotional website to grow market share in North America and globally.
Sample Global Hair Removel Market Report 2021 - Cognitive Market Research.docxCognitive Market Research
This document provides an overview and analysis of the global hair removal market. Some key points:
- It examines the market size, growth rate, segmentation by type (e.g. type 1, 2, 3), applications, and regions from 2014-2027.
- The global hair removal market is expected to grow steadily over the forecast period, with the report providing revenue figures and growth rates.
- Different geographic regions are analyzed, including trends in North America, Europe, Asia Pacific, Latin America, and Middle East/Africa.
- Leading companies in the hair removal industry are profiled.
3D camera captures three-dimensional images and renders an enhanced quality of visuals. The significantly growing popularity of photography worldwide, supplements the adoption of the professional 3D camera. The growing demand of 3D content in the entertainment industry and developments in 3D imaging technology largely fuel the market growth.
The document provides an analytical profile of the telecommunications company Blackberry Limited. It discusses Blackberry's strengths such as its security and reliability advantage and patents. It also examines weaknesses like its lack of app selection compared to competitors. Opportunities discussed include investing more in QNX for the automotive connectivity field and re-entering the tablet market. Threats include loss of market share to Apple and Android as well as competition from third-party companies in the BYOD trend. The recommendations are to focus on delivering security for enterprises through BES and expanding the QNX embedded systems business in automotive connectivity.
Strategic Management Theory An Integrated Approach 9th Edition Hill Test BankRamseyRamseys
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The document provides a summary of a marketing requirements document (MRD) for a product called "Babylon-6" that enables teleportation. The MRD outlines key requirements such as addressing the emerging need for teleportation, improving diagnostics through telepathy, and boosting networking performance. It describes target customer categories including current customers, mergers and acquisitions firms, and plastics manufacturers. The MRD also covers the product's business model, affected groups within the company, a bill of materials, internally and externally committed requirements, desirable future requirements, and features not being implemented.
The document provides an integrated marketing communication plan for Blackberry. It begins with an executive summary and introduction on Blackberry's history and current market challenges. It then outlines the IMC plan, including situational analysis, communication goals, budget determination, and an overview of the promotional mix. The plan proposes a promotional campaign for Blackberry focusing on brand awareness, persuading the target audience, and reminding them of the brand. It concludes with details on internet marketing campaigns and monitoring/evaluating the IMC process.
Blackberry Storm wishes to overtake the iPhone in the smartphone market. The iPhone has similar features to the Blackberry Storm but dominates the consumer market, while Blackberry dominates the industrial market. Apple's sales tripled between 2005-2007, reaching $19 billion. To compete, Blackberry's marketing plan is to introduce a "Blackberry DiY" option that allows customers to customize the exterior of their phone, appealing to multiple target markets. The plan will market and test the new Blackberry DiY in Vancouver before a full product launch near Christmas to target gift buyers. Feedback will be reviewed and the plan modified if needed.
This document provides a strategic analysis of NTT Docomo's business as of 2014 and beyond. It discusses NTT Docomo's current dominant position in Japan with 60 million customers but also increasing competition from Softbank and KDDI. The document performs a Porter's Five Forces analysis showing high competition and barriers to entry. It recommends that NTT Docomo continue innovating with new products and services, expand internationally, and maintain strategic partnerships to sustain its growth beyond existing offerings like i-mode and FOMA.
Strategic Marketing - Chevrolet Spark - ‘The Spark That Didn’t Light’Gopalakrishnan D
This document summarizes a report analyzing the relative failure of the Chevrolet Spark in the Indian market compared to its competitors, the Maruti WagonR and Hyundai Santro. The report conducted primary research through surveys of current and potential customers. It also analyzed secondary data from industry reports and publications. The report aims to perform a root cause analysis of the Spark's failure and identify key success factors for cars in this market segment. It examines factors at the macroeconomic, industry, company, and product level to understand what caused the Spark to underperform despite initially high expectations and the prior success of its base model, the Daewoo Matiz. The report's findings and recommendations aim to help GM understand how to better
Woodhead Industries is introducing a new corporate identity and branding structure to better communicate its identity globally in a consistent manner. The new structure includes an endorsing brand of Woodhead Industries, master brands of Brad for automation and Woodhead for electrical products, and product competencies/categories under each to organize their expanded portfolio. Guidelines will be developed and communicated internally and externally in phases to ensure proper implementation of the new corporate identity and branding.
This document provides an analysis of the semiconductor industry and three semiconductor companies: Texas Instruments, Skyworks Solutions, and Avago Technologies. It includes an overview of the semiconductor industry, historical performance, current conditions, and future predictions. For each company, it provides an overview, history, qualitative assessment, ratio analysis, and intrinsic valuation. The intrinsic valuation for Texas Instruments ranges from $61.29 to $64.03 depending on the treasury rate used, indicating the stock is undervalued relative to its intrinsic value.
This document discusses how analysts have traditionally defined a firm's assets too narrowly by only considering tangible assets like property and equipment. However, intangible assets such as technology, brand reputation, and corporate culture are also invaluable to a firm's competitive position. In fact, these invisible assets are often the main source of sustainable competitive advantage over time. The document then goes on to discuss analyzing a firm's resources and capabilities as the basis for formulating strategy.
The document is a market research report on BlackBerry conducted by a group of students. It includes an executive summary that outlines the reasons for conducting the research, the research question, and key results and recommendations. The research aimed to examine young users' attitudes and perceptions of BlackBerry and what factors influence their mobile purchase decisions. The results showed that while past BlackBerry users had a positive experience, they have now turned away from the brand due to it being seen as outdated. Younger users prioritize features, quality, and usability over brand loyalty when choosing a phone. The recommendations call for BlackBerry to improve their smartphone design, operating system, and app selection to better compete.
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2. Contents
Problem Statement ....................................................................................................................................... 1
5C’s Analysis .................................................................................................................................................. 2
Company: .................................................................................................................................................. 2
Collaborators:............................................................................................................................................ 4
Customers: ................................................................................................................................................ 4
Competitors: ............................................................................................................................................. 6
Climate (Context): ..................................................................................................................................... 9
Findings & Recommendations .................................................................................................................... 10
Action Plan .................................................................................................................................................. 11
Appendix 1: SWOT Analysis for Black & Decker .......................................................................................... 12
Appendix 2: Consumer Analysis .................................................................................................................. 13
Appendix 3: 5 Cs Analysis for Black & Decker ............................................................................................. 14
References .................................................................................................................................................. 15
Black & Decker
2
3. Problem Statement
Black & Decker, a US based power tool manufacturer has managed to attain a leadership
position not just in the overall power tool market but also in distinct segments such as the
consumer segment for power tools and the professional-Industrial segment. However, despite a
strong brand image and a reputation for quality, the company only has a 9% share of the
Professional-Tradesmen segment for power tools. While this should not be a matter of concern
since the company is currently enjoying a rather favorable position in terms of its revenue and
operating income , the fact that the Professional-Tradesmen segment is the fastest growing
segment of the power tools industry raises concerns for the management especially as direct
interaction with tradesmen has resulted in direct attacks to the company’s image in terms of ‘not
being preferred’ as a potential option for power tools by the Professional-Tradesmen segment.
The current scenario has put the management of Black & Decker into a critical position
where they need to make certain adjustments in order to attain a position of complete leadership
in the power tools industry. Either they could focus totally on the Consumer and ProfessionalIndustrial Segment and forgo the growth opportunity in the Professional-Tradesmen Segment or
they could opt for repositioning the brand using a new brand name.
The fact that the Black & Decker brand name has not managed to have an impact on the
Professional-Industrial Segment needs to be sorted out in order to gain a competitive edge in the
power tools industry where currently foreign players in the form of brands like Makita Electric
of Japan and local players like Milwaukee Electric of Brookfield are dominating the
Professional-Tradesmen segment. Being number three in this particular segment while losing out
Black & Decker
1
4. to a foreign competitor and a local competitor respectively contrasts with the company’s image
of being a world leader in power tools.
5C’s Analysis
The following section looks at a 5C analysis (appendix 3) for Black & Decker to
highlight the company’s strengths, weaknesses, opportunities and threats later summarized in
appendix 1.
Company:
In the following section we would be discussing Black & Decker with respect to its product
line, market share, and image in the market, technical expertise, culture and goals.
Product line: Being the world’s largest producer of power tools, power tools accessories,
electric lawn and garden tools and residential security hardware, Black & Decker makes products
for all three segments of the power tools market; the Consumer Segment, Professional-Industrial
Segment and Professional-Tradesmen segment. Product categories also include household
products such as hand-held vacuums, irons, mixers, food processors etc.
Market Share:The Company enjoys a 45% market share in the $530 million Consumer
Segment with revenues of 1990 reported at approximately $250 million. The company sells
under the brand name ‘Black & Decker’ in this market segment. The Professional-Industrial
segment which is a $550 million market allows Black & Decker to have a 20% market share
with the company’s revenues reported to be approximately $110 million in 1990. The third
segment comprising of Professional-Tradesmen is a $420 million market where black & Decker
only enjoys approximately 9% of the market with revenues reported to be $35 million in 1990.
Black & Decker
2
5. Amongst its product groups, the company enjoys a significant market share of approximatley
29% in Power Tools and Accessories’ while other product categories have market shares
between 15% to 9%.
Image: The Company has a strong image in the global market as evident by the fact that
its name is ranked number 7 in the US and 19 in Europe. With nearly 50% of the revenues
coming from outside the US market, it can easily be said that Black & Decker’s brand name is
recognized not solely in the US market although it enjoys a position amongst the top ten brands
there.
Although the company has a well-established image globally, it’s perceived as a high
quality brand for the upper end of the market. However, market segments looking for a rough
and tough product in the power tools category do not opt for Black & Decker despite the brand’s
strong image and high quality indicating that there is a certain misconception about Black &
Decker’s products being too fragile to handle heavy-duty jobs. On the whole, Black & Decker’s
professional tools are considered to be the highest in quality in the power tools industry.
Technology and experience: The Company is highly experienced in the production of
power tools especially as it has been experimenting with this technology over the last 73 years
considering the fact that the first machine shop by the founder s of Black & Decker started in
1910. Being pioneers and industry leaders over seven decades has made Black & Decker the
world’s largest producer of power tool accessories, electric lawn and garden tools as well as
residential security hardware.
Culture and goals: As far as the company’s goals are concerned, it is aiming for
leadership in all three segments of power tools. With leadership in both the Consumer and
Industrial segments, the country’s low market share in the form of a 9% share of the Tradesmen
Black & Decker
3
6. segment is a point of concern which has led to the aim of looking for a course of action which
can establish Black & Decker as a powerful brand in all three segments. The current challenge is
to look for strategies that can take away market leadership from Makita, the current leader in the
Professional Tradesmen segment.
The company’s culture is orientated towards innovation with an emphasis on high quality
as evident by the fact that product development has been the company’s focus since 1985. With
29 new household products introduced in 1990, this innovative culture is taken quite religiously
with an emphasis on media advertising for promoting the company’s new products especially in
the household product line.
Collaborators:
In terms of collaborators we would be discussing the company’s distributors and retailers.
We have already explored the three types of markets that Black & Decker is supplying to. Each
of these markets is supplied through a different set of distribution channels which collaborate
with companies like Black &Decker in terms of making their products available to the respective
customers.
The consumer market is reached through retail chains such as Wal-Mart which act as
collaborators for selling the firm’s consumer power tools and household products.The
Professional-Industrial segment makes use of industrial supply companies like W.W.Grainger for
selling power tools to large scale contractors.The Professional-tradesmen segment buys directly
from retailers like Home Depot and Ace Hardware.
Customers:
In this section we would be discussing the key consumers of the power tool industry with
an emphasis on Black & Decker’s current customers. Secondly we would be analyzing the
Black & Decker
4
7. consumer behavior in each of these segments through a simple framework to assess the
vulnerabilities and opportunities that Black & Decker can be exposed to.
Nonprofessional User:Currently we are looking at two kinds of users for Black &
Decker’s products, the professional and nonprofessional users. The nonprofessional user is the
‘Consumer Segment’ which we have already discussed in the section on the company’s ‘market
share’. This nonprofessional user makes up 45% of the market and has immense brand loyalty
for Black & Decker’s products.
Consumer Behavior & Cognition in the Consumer Segment
The consumer segment of Black and Decker’s products is mostly looking for household
products and is easily influenced by media advertising especially as the brand is popular and had
a strong brand image. Plus their innovative approach keeps the consumer nonprofessional
segment looking for newer products. The fact that Black & Decker’s new Power Pro Dustbuster
has gained immense popularity in the household segment shows how this particular market can
easily be persuaded to buy the company’s products.
The consumer segment for power tools in particular is a $530 million market in the US
and is looking for a product that they may use at home with a frequency being as low as once a
year. This segment buys its products from stores like Wal-Mark and K-Mark so getting through
to them through advertising is important in order to convince them about the product that they
would eventually be picking from a store.
Professional User: The professional user is further divided into the ProfessionalIndustrial segment and the Professional-Tradesmen segment.
Black & Decker
5
8. Consumer Behavior & Cognition in the Professional-Industrial Segment: The
Professional-Industrial segment includes commercial contractors working on large projects and
can be influenced by the technical advice and expertise of distributors like W.W Grainger who
have a wide network of regional offices. These distributors can influence the contractor’s tools
requirements and preferred brands for use and since companies are responsible for purchasing
the tools rather than individual users, the brand’s popularity can have an impact in this case too.
Similarly since the specific distributors selling these brands stock the products in bulk, they may
be highly influential in selling the product while at the same time they can be influenced by the
manufacturer in terms of being considered preferred distribution channels.
Consumer Behavior & Cognition in the Professional-Tradesmen Segment: The
Professional-Tradesmen segment which includes tradespeople who have to use the products to
make a living and are looking for tools that are reliable and have been used by other
tradespeople. For this segment it is very important to follow the status quo and so they would not
opt for anything that other tradespeople would consider inappropriate for the job. These groups
are not brand conscious and are not looking for innovation. This is the fastest growing segment
of the market and the image of the product is more important to them compared to the brand
name. (Refer to appendix 2 for a summary of this consumer behavior and cognition)
Competitors:
The company’s largest competitor is Makita Electric of Japan which entered the US market a
decade ago. The company is a major competitor in the Tradesmen segment and enjoys leadership
in this category of power tools.
Matika has a 50% market share in the Professional Tradesmen segment with an 80% share
particularly in cordless drills. Although Black& Decker has been the pioneer of portable power
tools, its leadership is limited to the Consumer and Professional-Industrial segments while
Black & Decker
6
9. Makita has established a name in the Professional-Tradesmen segment. Talking specifically
about the Professional-tradesmen segment, Makita is a very strong competitor considering the
fact that other brands individually have not managed to capture more than 10% of the market.
For instance, Milwaukee has a 10% market share in this segment whereas Ryobi is at parity with
Black & Decker at 9%. Brands like Skil, Craftsman, Porter-cable and Bosch have market shares
between 3 to 5 percent suggesting that this end of the market has a lot of competition for Black
& Decker and the company has very low chances of attaining leadership with its current
strategies.
Even in the Professional-industrial segment Black & Decker has to face direct
competition from Milwaukee Electric of Brookfield. This competitor is a privately held firm and
competes with Black & Decker only in the high end of the Professional-Industrial market
segment.
At a lower end, competition in the Professional-Industrial segment is greater in the form
of companies like Bosch, Porter cable and Makita.
As far as the Consumer Segment is concerned, Black & Decker faces competition from
companies like Skil, Craftsman, Wen and several private label products with all of these brands
making up 50% of the market share of the Consumer segment.
Since our main point of concern is the Professional-Tradesmen segment, we can look at
the breakdown of the segment in terms of competition to get further clarity about the kind of
competition that Black & Decker currently faces. Although Makita has an 80% share of the
cordless drills product category in the Professional-Tradesmen power tools segment, the market
share in corded drills does not have that much disparity since Black & Decker has approximately
25% of the Professional-Tradesmen market in this product category. In most categories of ‘saws’
Black & Decker
7
10. in the Professional-Tradesmen segment, Black & Decker comes second to Makita indicating that
the company has scope in terms of establishing its name in this market segment too. A
breakdown of this segments specifically shows that Black & Decker is losing out to Makita
specifically in the ‘cordless drills’ product category in the Professional-Tradesmen segment
which make up only 16% of this market segment.
Competitor’s Strengths: If we look further at the strengths and weaknesses of the
competitors, we can see that Makita offers a price advantage for its products in the US market as
some of its products are being sold at half of their actual price in Japan. Surprisingly, in its home
market Matika comes second to Hitachi in market share suggesting that one of the reasons for the
success of Makita’s products in the US market could be the fact that they are imported products
from Japan and are being sold at a cheaper price compared to their original price in the Japanese
market. Although Black & Decker’s products are less pricey compared to Makita’s the company
may be enjoying an advantage due to its pricing strategy in the international market.
One particular advantage that competitive brands have over Black & Decker is their
attention to ‘color differentiation’. Where all of Black & Decker’s power tools are being sold in
shades of either black or grey, regardless of the segments they are targeting, competing brands
have been very particular about keeping the colors of Professional grade tools highly distinctive.
For instance, Matika and Milwaukee have assigned ‘teal’ and ‘red’ as colors for their
professional tools respectively whereas Black & Decker’s professional grade tools are sold in
‘charcoal grey’. Although this may not be a reason for not opting for Black & Decker tools in the
Professional-Tradesmen segment, the fact that ‘black and charcoal gray’ are the colors that have
been typically assigned to consumer grades tools of brands like Craftsman, Skil, Wen, Black
Black & Decker
8
11. &Decker as well as for tools for private labels may be creating a misconception in the minds of
the tradespeople in terms of the durability and usage of Black & Decker power tools.
Makita’s and Milwaukee’s vulnerabilities:There are certain weaknesses that should be
noted specifically for Makita. Although the brand ishighly popular amongst tradespeople,
retailers feel that the company shows a lot of rigidity in dictating terms. The same products are
offered through all channels which offer no channel protection to any specific distribution
channel. This indicates that distribution through the retailer channel could actually be used to its
advantage by Black & Decker if its offers come sort of incentives to retailers for selling to the
Professional-Tradesmen segment.
If we compare the results of the ‘image study’ we can see that even the ones who prefer
‘Matika’ as the preferred brand rate Black & Decker higher in terms of ease of getting service
whereas those who prefer ‘Milwaukee’ rate Black & Decker comparative to Milwaukee in terms
of ease of getting service. This suggests that Black & Decker is rated high in terms of service
even by those who prefer other brands suggesting that this may be a weak area for competing
brands and Black & Decker could gain a competitive edge here.
Climate (Context):
Black & Decker is currently enjoying a favorable position in terms of being a company
headquartered in the US market where it enjoys a favorable position in the form of a high quality
recognized brand. With a ranking of 19 amongst 6000 brands in Europe, the company has a
substantial name in the European market too. With 50% of the revenue coming from outside the
US, Black & Decker has managed to have risk aversion during times of economic downturns.
With a $1.5 billion power tools market in the US, Black & Decker does not really have to
worry about being affected by economic downturns in the international market. The US market
Black & Decker
9
12. provides a politically sound avenue for growth whoever foreign competition has managed to
affect the company’s current position in its home market.
Findings & Recommendations
Having discussed the 5Cs for Black & Decker brings us to the point where we can
critically look at the three options identified for targeting the Professional-Tradesmen segment.
Option 1 talks about ‘harvesting’ the Professional-Tradesmen channels where Black & Decker
would be looking at its own profitability while forgoing the market share. This option could
mean charging higher prices for the products which are already being sold in this segment and
expecting ‘brand loyalty’ to retain the customers who would be willing to pay for the products.
However, given the credibility of competitive brands, this may backfire in terms of generating
lower profitability due to loss of customers due to availability of options.
Option 2 talks about sub-branding whereas Option 3 talks about introducing ‘DeWalt’ as
an alternative brand with a specific level of endorsement introduced by Black & Decker. The fact
is that the Professional-Tradesmen segment is well aware of the quality and credibility of Black
& Decker but is still not opting for it because of the perception attached to it in terms of being
associated to fragile household products. Therefore sub-branding may not be able to solve the
problem of removing that perception.
Option 3 seems like the best alternative especially as it still endorses the product and
would be able to position the power tools with a completely new image in the market.
Black & Decker
10
13. Action Plan
The following action plan has been suggested which should work in terms of
repositioning Black & Decker’s products in the market as tools for the Professional-Tradesmen
Segment. Since the idea is to drop the Black & Decker brand name from the ProfessionalIndustrial Segment, the product line would no longer be using the company’s brand name as a
logo anymore. The fact that we still need some sort of endorsement for enhancing credibility
would need the use of an endorsement like ‘ DeWalt–Serviced and Distributed by Black &
Decker ‘ especially as this specific endorsement has resulted in the greatest potential purchase
intent of approximately 58% according to the research done on the ‘DeWalt’ brand.
We had discussed earlier how retailers are not too eager to keep Makita even though the
product is popular amongst tradespeople. Black & Decker can attain a competitive edge in this
area by distributing their Professional-Tradesmen power tools through selected distribution
channels while giving additional incentives in the form of after sales services to
preferredretailers. Not only would this increase the incentive to sell the products, these retailers
would be eager to stock power tools serviced and distributed by Black & Decker under the
DeWalt brand.
The fact that a new brand would be endorsed by Black & Decker would require some
basic changes to the strategy in terms of the product’s appearance. Since Black & Decker is not
launching the brand under its own name, changing the color and opting for‘yellow’ as the new
color for the power tools should work well in terms of establishing a new brand image in the
market. Since the company does not want to get stuck with a ‘yellow’ colored product under its
brand name if the product is not successful, there should not be a major issue of this strategy is
pursued since the brand name would be ‘DeWalk’ rather than ‘Black & Decker’.
Black & Decker
11
14. Appendix 1: SWOT Analysis for Black & Decker
Strengths
Weaknesses
Pioneers of portable power tools business in the US
No. 1 market share in consumer and professionalindustrial segment
Only 9% market share of the professional tradesmen
segment
Trade asking for advertising allowances and rebate
Name amongst powerful brands in the world
Professional tools recognized as having high quality
Zero profitability in Tradesmen products
World’s largest producer of power tools , power
High long term debt of $4.2 billion
tool accessories , electric lawn and garden tools and
No particular strength highlighted for B&D power
on B&D’s Tradesmen products
residential security hardware in 1990
Sales of $4.8 billion in 1990
tools in the Professional-Tradesmen segment
Revenue stream not concentrated in the US as 50%
Professional tools not well differentiated like
competitors
of the product revenue comes from outside the US
Associated with General Electric’s brand name
New brands like Kwikset ® and Price Pfuster ®
in the portfolio
Growing revenue and operating income
B&D franchise strong in cordless vacuums, irons,
toaster oven- each with over 50% market share in
the US
Amongst top ten brands in the US
Participation in all three segments of power tools
Power tools holding 30% of the US market
Highest brand awareness amongst Power Tool
suppliers in terms of Tradespeople
Opportunities
Threats
Fast growth rate of professional-tradesmen segment
More than 50% sales growth coming from outside
the US
Opportunity in ‘membership club’ distribution
power tools segment
Sales potential in Europe
Black & Decker
Makita of Japan with leadership in professional
80% share of cordless drills and 50% in overall
professional tradesmen segment held by Makita
Tradesmen perceiving Skil, Milwaukee and Makita
12
15.
Retailers negative perception of Matika
Color
regarded
as
a
significant
as better options in power tools
product
differentiator
Appendix 2: Consumer Analysis
Customer Type
Characteristics
Nonprofessional:
Consumer Segment
Consumer Behavior
Buys products for ‘home
use’
Low frequency of usage
Brand Loyal
Influenced by media
advertising
Buys from Wal-Mark
and K-Mark
Looking for newer
products
Professional User:
ProfessionalIndustrial Segment
commercial contractors
Usage in large construction
projects
Influenced by the
technical advice and
expertise of distributor
Brand’s popularity is
important
Professional User:
ProfessionalTradesmen
Segment
Individual tradespeople
Use power tools to make a
living
Fastest growing segment
Follows the status quo
Not brand conscious
Not
looking
for
innovation.
Product image more
important than brand
quality
Black & Decker
13
16. Appendix 3:5 Cs Analysis for Black & Decker
Context/Climate
Company
Customer
Product line: power
tools, power tools
accessories, electric lawn
and garden tools and
residential security
hardware, household
products
Market Share: 45% in
Consumer Segment
20% in ProfessionalIndustrial
9% in professionalTradesmen
Image: High quality
brand
Technology and
experience: 73 years in
power tools
Culture and goals:
Innovative/
ProductDevelopment
Consumer Segment
Professional-Industrial
Professional-Tradesmen
Collaborators
Consumer Segment :
Retails chains (Wal-Mart)
Professional-Industrial
segment: Industrial
supply companies
(W.W.Grainger)
Professional-Tradesmen
Segment: Retailers
(Home Depot and Ace
Hardware)
Stable Political
environment
Risk aversion through
geographical diversity
Local & International
growth
Competitors
Professional Tradesmen
segment: Makita Electric
Professional-Industrial
Segment: Milwaukee Electric
of Brookfield.
Lower end-ProfessionalIndustrial Segment: Bosch,
Porter cable and Makita.
Consumer Segment: Skil,
Craftsman, Wen and Private
Labels
.
Black & Decker
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