Canty International is developing a new eco-friendly wall covering called Decoline to meet the needs of their client Bryant Inns. They must determine the proper pricing strategy. Their main problem is how to price Decoline effectively and profitably. After analyzing alternatives, they decide that value-based pricing is the best option. They will position Decoline as a premium product and set the price accordingly to attract customers and generate more sales than their break-even goal of 500 square meters.
This report was meant to analyze the dying situation of Pailac Paints Bangladesh and to revitalize/rebrand with new marketing concepts as well as theories.
The way you design your packaging is just as important as the product itself. So, we’re going to discuss four reasons why your packaging design is critical to your product’s success.
Support and Marketing Are Dead. Long Live the Voice of the Customer Marketo
Hear Justin Pirie (Mimecast), Don Baron (Get Satisfaction), and Brian Glover (Marketo) explore how support and marketing can work together to hear, measure, and respond to the voice of the customer.
This report was meant to analyze the dying situation of Pailac Paints Bangladesh and to revitalize/rebrand with new marketing concepts as well as theories.
The way you design your packaging is just as important as the product itself. So, we’re going to discuss four reasons why your packaging design is critical to your product’s success.
Support and Marketing Are Dead. Long Live the Voice of the Customer Marketo
Hear Justin Pirie (Mimecast), Don Baron (Get Satisfaction), and Brian Glover (Marketo) explore how support and marketing can work together to hear, measure, and respond to the voice of the customer.
This file consists of questions and their answersI want it to b.docxchristalgrieg
This file consists of questions and their answersI want it to be paraphrased very very well, but still keep all the business terms in there, Its very important to keep the business terms in the same terms and not to change these business terms.
Q1) As the executive responsible for business development at Newell, you have decided to purchase Calphalon. Provide reasoning consistent with this strategic decision.
A) Assess the industry attractiveness. (Make sure that you define the industry)
In order to determine the industry attractiveness of Newell’s acquisition of Calphalon, we must first analyze their Five Forces using the first of Porter’s three tests. Newell is a worldwide marketer of consumer products and other home organization products such as home solutions commercial items, writing, baby and parenting products in the consumer goods industry and Calphalon is a leader in premium cookware and kitchenware, also in the consumer goods industry. Since both Newell and Calphalon use raw materials for their production whether it is ink, plastic, fibers and other performance materials for Newell or metals, steel and other electrics for Calphalon, they are exposed to countless suppliers with weak power to manipulate prices and are open to choosing the price that is most adequate for them. Newell deals with large retail stores such as Home Depot, Wal-Mart, and Target who have strong buying power, they have to hedge with these companies in order to offset increasing raw material prices and low return margins. Whereas Calphalon, being a low end of the market brand, deals with smaller stores that have less buying power than the stores Newell works with, since the buyers of Calphalon products have no room to negotiate much prices since their payments terms are already late. Newell’s products are simple and serve basic purposes, which make them easy to substitute with, and Calphalon’s cookware and kitchenware products compete with similar products from other brands that make their products substitutable. The rivalry in both markets is moderate at best since there isn’t a competition in price for any of the products that Newell or Calphalon produce. Since there are no major governmentregulations that prevent businesses from entering the market, the barriers to enter such an industry are low, whether it’s making pens, markers, and home solution goods like Newell or cookware and kitchenware like Calphalon, but Newell manages to keep those new entrants from competing by building strong relationships with its suppliers and buyers. Nonetheless, it’s tough for new entrants to compete in such economies of scale while suffering low margins from price competition.
B)What is the cost of entry to acquire Calphalon?
As per the 10K, the costs of entry to acquire Calphalon are $28.8 million, which is a drop in a bucket for Newell. However, Newelization is limited through this purchase and Calphalon is only 3% of Newell’s sales.
c) Is the business better-off? ...
Class Assignment. During this specialization, I learned and applied different frameworks for environmental and internal analysis; scenario and trade-off analysis; strategy formulation and implementation priorities.
An in depth look at the state of digital agencies demonstrates that most will go out of business within the next several years. The few that remain will either have dramatically changed or struggle to stay alive. I discuss the future of our industry and the forces that will shape the next decade. If you work at, own or operate, work with or are thinking of starting a digital agency you should check out this presentation.
How can big businesses can innovate in a world that favors the underdog?
The way businesses need to organize and behave has fundamentally shifted. Across industries, companies, and organizational functions, we have heard many of the world’s most innovative companies echo the same challenge: businesses must urgently embrace a more nimble and entrepreneurial approach in order to stay competitive. We call this challenge of how big companies can leverage scale while staying innovative “big entrepreneurship.” The Paradox of Scale is one of five pieces in our report, Big Entrepreneurship, aimed at deconstructing some of the complex challenges around big entrepreneurship and provide actionable insights for business leaders.
This report was created by Fahrenheit 212, a global innovation strategy and design firm. We define innovation strategies and develop new products, services, and experiences that create sustainable, profitable growth for our clients. We challenge the belief that innovation is inherently unreliable and have spent the last decade designing the method, building the model, and assembling the minds to make innovation a predictable driver of growth for our clients' businesses.
This presentation discusses the importance of BOTH product and branding as key drivers for commercial success in new product development. It details a best practice staged tollgate new product development process along with an example of how it was used to successfully develop a new product from scratch. Then successful development of effective branding and positioning are also presented along with three live examples of how they were successfully deployed in the marketplace.
Rick Steinbrenner - The Global Brand Guy
(Note: this presentation includes three you tube videos which shows execution of the presented brands positioning. In order to view the videos, you need to do three things.
1) Must have a live internet connection while viewing
2) Download the presentation
3) Then view the presentation in slide show and enable the content when the security alert for macros and active X comes up - this may or may not happen depending on your computers settings.)
This file consists of questions and their answersI want it to b.docxchristalgrieg
This file consists of questions and their answersI want it to be paraphrased very very well, but still keep all the business terms in there, Its very important to keep the business terms in the same terms and not to change these business terms.
Q1) As the executive responsible for business development at Newell, you have decided to purchase Calphalon. Provide reasoning consistent with this strategic decision.
A) Assess the industry attractiveness. (Make sure that you define the industry)
In order to determine the industry attractiveness of Newell’s acquisition of Calphalon, we must first analyze their Five Forces using the first of Porter’s three tests. Newell is a worldwide marketer of consumer products and other home organization products such as home solutions commercial items, writing, baby and parenting products in the consumer goods industry and Calphalon is a leader in premium cookware and kitchenware, also in the consumer goods industry. Since both Newell and Calphalon use raw materials for their production whether it is ink, plastic, fibers and other performance materials for Newell or metals, steel and other electrics for Calphalon, they are exposed to countless suppliers with weak power to manipulate prices and are open to choosing the price that is most adequate for them. Newell deals with large retail stores such as Home Depot, Wal-Mart, and Target who have strong buying power, they have to hedge with these companies in order to offset increasing raw material prices and low return margins. Whereas Calphalon, being a low end of the market brand, deals with smaller stores that have less buying power than the stores Newell works with, since the buyers of Calphalon products have no room to negotiate much prices since their payments terms are already late. Newell’s products are simple and serve basic purposes, which make them easy to substitute with, and Calphalon’s cookware and kitchenware products compete with similar products from other brands that make their products substitutable. The rivalry in both markets is moderate at best since there isn’t a competition in price for any of the products that Newell or Calphalon produce. Since there are no major governmentregulations that prevent businesses from entering the market, the barriers to enter such an industry are low, whether it’s making pens, markers, and home solution goods like Newell or cookware and kitchenware like Calphalon, but Newell manages to keep those new entrants from competing by building strong relationships with its suppliers and buyers. Nonetheless, it’s tough for new entrants to compete in such economies of scale while suffering low margins from price competition.
B)What is the cost of entry to acquire Calphalon?
As per the 10K, the costs of entry to acquire Calphalon are $28.8 million, which is a drop in a bucket for Newell. However, Newelization is limited through this purchase and Calphalon is only 3% of Newell’s sales.
c) Is the business better-off? ...
Class Assignment. During this specialization, I learned and applied different frameworks for environmental and internal analysis; scenario and trade-off analysis; strategy formulation and implementation priorities.
An in depth look at the state of digital agencies demonstrates that most will go out of business within the next several years. The few that remain will either have dramatically changed or struggle to stay alive. I discuss the future of our industry and the forces that will shape the next decade. If you work at, own or operate, work with or are thinking of starting a digital agency you should check out this presentation.
How can big businesses can innovate in a world that favors the underdog?
The way businesses need to organize and behave has fundamentally shifted. Across industries, companies, and organizational functions, we have heard many of the world’s most innovative companies echo the same challenge: businesses must urgently embrace a more nimble and entrepreneurial approach in order to stay competitive. We call this challenge of how big companies can leverage scale while staying innovative “big entrepreneurship.” The Paradox of Scale is one of five pieces in our report, Big Entrepreneurship, aimed at deconstructing some of the complex challenges around big entrepreneurship and provide actionable insights for business leaders.
This report was created by Fahrenheit 212, a global innovation strategy and design firm. We define innovation strategies and develop new products, services, and experiences that create sustainable, profitable growth for our clients. We challenge the belief that innovation is inherently unreliable and have spent the last decade designing the method, building the model, and assembling the minds to make innovation a predictable driver of growth for our clients' businesses.
This presentation discusses the importance of BOTH product and branding as key drivers for commercial success in new product development. It details a best practice staged tollgate new product development process along with an example of how it was used to successfully develop a new product from scratch. Then successful development of effective branding and positioning are also presented along with three live examples of how they were successfully deployed in the marketplace.
Rick Steinbrenner - The Global Brand Guy
(Note: this presentation includes three you tube videos which shows execution of the presented brands positioning. In order to view the videos, you need to do three things.
1) Must have a live internet connection while viewing
2) Download the presentation
3) Then view the presentation in slide show and enable the content when the security alert for macros and active X comes up - this may or may not happen depending on your computers settings.)
It is a case analysis of a Harvard Business School Case. This ppt shows how a shift has taken place from upstream to downstream activities in the business.
Everyone has great ideas, and many of us have more than one. But how can you evaluate your idea to understand whether it’s good enough to launch as a business?
As individuals or entrepreneurs, we have hundreds of good ideas every month on how to improve life. Some of these ideas are good enough to launch a start-up on. In this presentation, I look at some of the factors any start-up founder should look at in determining when and how to launch his or her startup. This presentation was originally given to the University of Cyprus, Centre for Entrepreneurship. https://www.navigator-consulting.com/post/developing-great-ideas-for-startups-2
Pioneering companies in mature economies are learning from emerging market companies a new way to expand their businesses. For more insights from s+b, visit strategy-business.com.
2. Example: Coquitlam Public Library has a floor space of 14,834 m2, yes not all of that would be wall space to be covered, but there would still be a large area of wall
3. Example: Evergreen Cultural centre in Coquitlam, a floor space of 4,224 m2, again, not all wall, but still would be a significant job
6. Expansion means they could produce more product, the more product they get out there/the more buildings they have put their wall coverings in, the more people know about their company and this could increase sales.
7.
8. Demand from the government could be too great and cause them to go under due to the cost of buying machines to try and produce enough Decoline.
9. Not being able to produce enough Decoline could cause them to lose the contract and customers.
10. If the work could not be completed it could ruin their reputation.
11. Could be costly, if they decide to expand in order to keep up with the demand
13. Costs for more of the base equipment (cutters and tables) in order to produce more product
14. Costs for hiring more employees in order to produce more product
15.
16. By using premium pricing, this will target consumers who specifically shop for products that are of better quality, and they also believe a product of greater quality is always priced higher than other products
17.
18. After lowering the price from using the pricing strategy of premium pricing, some costumers may lose their loyalty from being dissatisfied with the high they initially paid.
34. Maturity Stage REFERENCES: 1) Grewel, D., Levy, M., Persaud, A., & Lichti, S. (2009). Marketing Canadian Edition, USA: McGraw Hill Ryerson Limited. 2) Metro Vancouver. (2009). Coquitlam Town Centre. Retrieved October 27, 2009, from http://www.metrovancouver.org/planning/development/livablecentres/Pages/coqutilam.aspx 3) Renovation and Building Costs. (2000-2009). Ontario Contractors. Retrieved October 26, 2009, from http://www.ontariocontractors.com/costs.htm?printable=1 SWOT Analysis GraphENVIRONMENTPOSITIVENEGATIVEINTERNALSTRENGTH:-Loyal customer basis (strong market position within hospitality and tourism industry).- Their products are well-established because they have already been in the business.-Their new idea has been tested and is described as “the answer to the manufacturers needs”.WEAKNESS:-Lack of experience in this type of concept/ this change may be risky.-creating need recognition for their new image may be risky. For example, what if customers don’t see the value of the product?-reliance on fewer customers for eco-friendly demographic (concentrated segmentation strategy).- Possible unqualified workers to produce eco-friendly material and export eco-friendly materials.EXTERNALOPPORTUNITIES:-Expand into other countries/ company development-Boost revenues by expanding into a more affluent target market-The customer that they have, Bryant Inn, is a huge player in the hotel industry. They have the opportunity to promote their brand, get more brand recognition-engage in Business-to-BusinessTHREATS:-Other companies carrying similar product, competitive retaliation *they would have more competitive prices*big companies like Rona Revy who already have a loyal customer base- They are venturing into new material knowledge. For example, they may not know the long term research about the bamboo and technofibre. What tests do we know of? Could cost of production go up?-Possible government regulations, building codes. We just don’t know the long term effects.