- Avellin, a motor oil manufacturer, wants to launch a new "green" motor oil called Eco7 made from recycled materials.
- A situational analysis including STP, SWOT, and BCG analyses was conducted to understand the market. The green motor oil market was growing but still nascent.
- Financial forecasts were made comparing the projected revenue and profits of Eco7 to conventional, synthetic blend, and full synthetic oils. Eco7 was projected to generate incremental revenue and profits.
Atlantic Computers: A Bundle of Pricing OptionsJasmineDennis
The document discusses four pricing strategies for Atlantic Computers' new "Atlantic Bundle" product, which consists of their new Tronn server and PESA software. The strategies are: 1) status-quo pricing, 2) competition-based pricing, 3) cost-plus pricing, and 4) value-in-use pricing. After reviewing the strategies and conducting a break-even analysis, it is recommended to use value-in-use pricing of $4,200 per bundle. This captures the savings customers realize and has one of the lowest break-even points. Recommendations are also provided for training Atlantic's sales force to sell based on the bundle's value and savings. Potential reactions from main competitor Zink
BMW launched the Z3 roadster to expand its market share in the US. It selected the Z3 because it captured BMW's brand of performance and luxury. BMW used non-traditional marketing like product placement in the James Bond film GoldenEye to generate excitement for the new roadster. It launched the car through a variety of channels like a Neiman Marcus catalog and BMW's website to build anticipation before the car was available in dealerships. The unconventional marketing approach was a success in generating buzz around the Z3's launch.
ATLANTIC COMPUTER: A BUNDLE OF PRICING OPTIONS Akshay Jain
There are four main types of pricing strategies from which Atlantic Computers canchoose. First, Atlantic Computers could stay with the status quo and offer software tools for free. Second, it could choose competitive based pricing. Third it could choose from Cost-plus pricing. Finally, it could choose value-in use pricing.In addition to determining which pricing strategy to use, Atlantic
Clique Pens Pricing: The Writing Implements Division of U.S. Home Demin Wang
Clique Pens has experienced a 6% decline in gross profit margins over the past 2 years. There is a debate between the VP of Marketing and VP of Sales over how to allocate the marketing development funds (MDF) budget. The VP of Marketing wants to use MDF for consumer discounts and promotions to build brand equity, while the VP of Sales wants to use it for trade promotions and discounts to retailers. They need to compromise on a plan to satisfy both consumers and retailers.
The pen industry is highly competitive with 50 major competitors. Retailers like Staples, Walmart, and Walgreens have significant bargaining power and prioritize discounts and incentives from manufacturers. Clique will need to decide how
Atlantic Computers: A Bundle of Pricing OptionsJasmineDennis
The document discusses four pricing strategies for Atlantic Computers' new "Atlantic Bundle" product, which consists of their new Tronn server and PESA software. The strategies are: 1) status-quo pricing, 2) competition-based pricing, 3) cost-plus pricing, and 4) value-in-use pricing. After reviewing the strategies and conducting a break-even analysis, it is recommended to use value-in-use pricing of $4,200 per bundle. This captures the savings customers realize and has one of the lowest break-even points. Recommendations are also provided for training Atlantic's sales force to sell based on the bundle's value and savings. Potential reactions from main competitor Zink
BMW launched the Z3 roadster to expand its market share in the US. It selected the Z3 because it captured BMW's brand of performance and luxury. BMW used non-traditional marketing like product placement in the James Bond film GoldenEye to generate excitement for the new roadster. It launched the car through a variety of channels like a Neiman Marcus catalog and BMW's website to build anticipation before the car was available in dealerships. The unconventional marketing approach was a success in generating buzz around the Z3's launch.
ATLANTIC COMPUTER: A BUNDLE OF PRICING OPTIONS Akshay Jain
There are four main types of pricing strategies from which Atlantic Computers canchoose. First, Atlantic Computers could stay with the status quo and offer software tools for free. Second, it could choose competitive based pricing. Third it could choose from Cost-plus pricing. Finally, it could choose value-in use pricing.In addition to determining which pricing strategy to use, Atlantic
Clique Pens Pricing: The Writing Implements Division of U.S. Home Demin Wang
Clique Pens has experienced a 6% decline in gross profit margins over the past 2 years. There is a debate between the VP of Marketing and VP of Sales over how to allocate the marketing development funds (MDF) budget. The VP of Marketing wants to use MDF for consumer discounts and promotions to build brand equity, while the VP of Sales wants to use it for trade promotions and discounts to retailers. They need to compromise on a plan to satisfy both consumers and retailers.
The pen industry is highly competitive with 50 major competitors. Retailers like Staples, Walmart, and Walgreens have significant bargaining power and prioritize discounts and incentives from manufacturers. Clique will need to decide how
A marketing Case Study of Natureview Farm, an organic yogurt manufacturer. This analysis was performed by E. Santhosh Kumar, IIT Madras, during an internship with Prof. Sameer Mathur, IIM Lucknow.
- Apex Corporation is facing problems with its organizational structure including informality, lack of structure and financial planning, and increasing customer complaints.
- The document evaluates changing to a circular, functional, or divisional structure.
- It recommends a divisional structure to improve accountability, budgeting, planning and focus on financial targets while balancing control from upper management and freedom from lower management.
Eureka Forbes Ltd is a consumer goods company based in Mumbai, India that was founded in 1982. It uses a direct sales model where employees called "EuroChamps" conduct cold calls and home demonstrations to sell water purifiers, vacuum cleaners, and other products. The document discusses Eureka Forbes' sales organization, recruitment and training of EuroChamps, their daily routines, and compensation structure. It also notes some current issues like territory conflicts and outlines changes the new CEO is making, like formalizing training and revising the compensation plan.
The document discusses the Microfridge product, which combines a refrigerator, freezer, and microwave. It is targeted at institutional living situations like colleges, military bases, and hotels/motels. The main markets in 1994 were colleges (55% of revenue), military (25%), and motels (18%). Microfridge faced medium competition but had patent protection. It acquired another company and replaced refrigerators with Microfridge units. While using two suppliers reduced costs, it created compatibility issues. Microfridge planned to focus on new "home away from home" products, rapidly increase sales, get $4M in equity, and repay debt to withstand future competition. Recommendations included innovating for new markets, focused product development, and exploring new
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.
Siebel System: Anatomy of a Sale, Part 1Anant Lodha
Gregg Carman's job was to serve financial services clients in the New England region, including FleetBoston, Siebel's largest client. Carman was negotiating a $2.1 million deal with Quick & Reilly, a stockbroker acquired by FleetBoston. After the acquisition, Carman had to decide whether to continue supporting Quick & Reilly or focus on FleetBoston's wishes. The document discusses Siebel's goals, products, partnerships, and approach to ensuring customer satisfaction. It also evaluates Carman's interactions with potential customers from Quick & Reilly.
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.
D.Light is a social enterprise that provides solar lamps to people in developing countries without access to modern electricity. It was founded in 2007 and targets the base of the pyramid population. D.Light experienced issues with brand awareness and convincing customers accustomed to kerosene to purchase unfamiliar solar technology. However, the lamps provide clear benefits like no recurring costs and allow for extended working and studying hours. As of 2014, D.Light has empowered over 37 million lives and generated over 53,000 MWh of renewable energy, saving customers over $1 billion and creating over 13 billion productive hours. Proposed solutions to further D.Light's impact include introducing cheaper LED options, running awareness campaigns, partnering with local governments, and providing
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
Classic knitwear and Guardian: A Perfect Fit?ArielJimenez36
This document discusses a decision facing Classic Knitwear about whether to partner with Guardian to launch a new line of insect repellent knitwear. Classic Knitwear specializes in manufacturing unbranded casual knitwear, while Guardian is a brand of insect repellent popular with outdoor enthusiasts. The partnership could help Classic differentiate its products and improve its low gross margins of 18%. However, there are risks around whether the new product line would sell well and whether it aligns with Classic's strategy. The document analyzes different options for the partnership and their pros and cons.
The document analyzes the motorcycle industry and Ducati's position within it, discussing key segments, customers, technology, manufacturing, distribution channels, and competitors like Harley Davidson. It describes Ducati's turnaround under new leadership, focusing on improving products, engineering, and branding to grow market share beyond ultra-high performance bikes. Finally, it considers whether Ducati should expand into new segments like cruisers or maintain focus on its core high-performance brand and customers.
HubSpot is a leader in inbound marketing but seeks to accelerate growth and increase profits. It currently has 1,000 customers but high customer acquisition costs. The document proposes segmenting customers into Owners and Marketers and adjusting pricing plans. For Owners, it suggests incentivizing use of CMS and annual contracts. For Marketers, it recommends focusing on analytics, raising prices, and demonstrating inbound marketing success. New pricing forecasts increased lifetime profits per customer for both segments.
SaleSoft, Inc was founded in 1993 to develop software that drives efficiencies in sales, marketing, and customer service processes. Their flagship product is PROCEED, a comprehensive sales automation system (CSAS). PROCEED automates the entire sales cycle from lead generation to post-sales support. SaleSoft is considering launching a new product called Trojan Horse, focused only on sales automation. Trojan Horse would offer quick entry into new customer accounts but could distract from PROCEED and cannibalize its sales. After analyzing the products, market, and financial projections, the recommendation is for SaleSoft to continue focusing on PROCEED due to its strategic alignment and greater long-term returns.
This document provides a case study and agenda for SG Cowen's recruitment process of new candidates. SG Cowen focuses on recruiting from top business schools to find loyal, committed candidates with strong cultural fits. They also consider candidates from other top universities and former associates. The selection process involves on-campus interviews and assessments at "Super Saturday" events. While this process allows for collective decision making, it could be improved with online testing and multiple interview phases to reduce bias. The document analyzes four candidate profiles and considers their strengths and weaknesses for the role.
Coffee wars in India : CCd taking on the global brandssampriti1991
This document discusses the coffee shop market in India and provides a comparison between Café Coffee Day (CCD) and Starbucks. Some key points:
- CCD is the market leader in India with over 1500 outlets across the country, while Starbucks only has around 75 outlets and higher prices.
- The document analyzes the segmentation, targeting, positioning, marketing mix and supply chain of CCD and Starbucks. It also provides blueprints of their service processes.
- Recent challenges for both companies are discussed, including the need for CCD to improve customer service and Starbucks to expand more aggressively in India. The document concludes with strategies for each company to strengthen their operations and customer experience.
The document discusses the cola wars between Coca-Cola and Pepsi from 1970 to 2010. It describes how consumption of carbonated soft drinks grew steadily at 3% annually from 1970 to 2000 due to increasing availability, new diet and flavored varieties, and declining prices. While Coca-Cola and Pepsi dominated the cola segment, their market share has declined in recent years as consumers have shifted to healthier beverage alternatives like water, juice, and sports drinks. Both companies have adapted by expanding their product portfolios internationally and acquiring companies in the snack and beverage industries to sustain profits in the face of flattening carbonated soft drink demand.
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.
In August 2000, P&G introduced one of its kind product Crest Whitestrips, readily available online and through dentist offices
P&G claims that the new products are 10 times more effective than the Colgate Tartar Control Whitening Within two years P&G captured more than 80% of the share market. Colgate made a come back in August 2002 with Simply White. Colgate’s USP was that it focused on convenience and lower price. One month after introduction Simply White captures half the market with Crest Whitestrips losing 50% of its market share.
Avellin is launching a new "green" motor oil called Eco7 and must determine the best distribution channel and pricing strategy. Eco7 is made with 65% recycled oil and uses 45% less energy than conventional oil, offering performance comparable to synthetic blends. It will compete with conventional, synthetic, and blend oils as well as Sevoline's green oil. Avellin's key channels are independent repair shops and its own auto stores, but national chains promote private labels. Younger DIY consumers prefer trucks and SUVs while older DIFM consumers rely on professionals. The solution proposes distributing Eco7 exclusively through independent repair shops and Avellin's stores to leverage existing relationships, while keeping it out of national chains
This document discusses blue ocean strategy and tools for creating one. It summarizes that the US wine industry is large but supply is increasing while demand is flat. The strategy canvas is used to map the current competitive factors and non-customers. The four actions framework eliminates, reduces, raises or creates strategic factors to shift the industry's value curve and unlock uncontested market space, as yellow tail wines did by making wine more fun and accessible. A good strategy focuses on key factors, diverges from competitors, and has a compelling tagline.
A marketing Case Study of Natureview Farm, an organic yogurt manufacturer. This analysis was performed by E. Santhosh Kumar, IIT Madras, during an internship with Prof. Sameer Mathur, IIM Lucknow.
- Apex Corporation is facing problems with its organizational structure including informality, lack of structure and financial planning, and increasing customer complaints.
- The document evaluates changing to a circular, functional, or divisional structure.
- It recommends a divisional structure to improve accountability, budgeting, planning and focus on financial targets while balancing control from upper management and freedom from lower management.
Eureka Forbes Ltd is a consumer goods company based in Mumbai, India that was founded in 1982. It uses a direct sales model where employees called "EuroChamps" conduct cold calls and home demonstrations to sell water purifiers, vacuum cleaners, and other products. The document discusses Eureka Forbes' sales organization, recruitment and training of EuroChamps, their daily routines, and compensation structure. It also notes some current issues like territory conflicts and outlines changes the new CEO is making, like formalizing training and revising the compensation plan.
The document discusses the Microfridge product, which combines a refrigerator, freezer, and microwave. It is targeted at institutional living situations like colleges, military bases, and hotels/motels. The main markets in 1994 were colleges (55% of revenue), military (25%), and motels (18%). Microfridge faced medium competition but had patent protection. It acquired another company and replaced refrigerators with Microfridge units. While using two suppliers reduced costs, it created compatibility issues. Microfridge planned to focus on new "home away from home" products, rapidly increase sales, get $4M in equity, and repay debt to withstand future competition. Recommendations included innovating for new markets, focused product development, and exploring new
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.
Siebel System: Anatomy of a Sale, Part 1Anant Lodha
Gregg Carman's job was to serve financial services clients in the New England region, including FleetBoston, Siebel's largest client. Carman was negotiating a $2.1 million deal with Quick & Reilly, a stockbroker acquired by FleetBoston. After the acquisition, Carman had to decide whether to continue supporting Quick & Reilly or focus on FleetBoston's wishes. The document discusses Siebel's goals, products, partnerships, and approach to ensuring customer satisfaction. It also evaluates Carman's interactions with potential customers from Quick & Reilly.
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.
D.Light is a social enterprise that provides solar lamps to people in developing countries without access to modern electricity. It was founded in 2007 and targets the base of the pyramid population. D.Light experienced issues with brand awareness and convincing customers accustomed to kerosene to purchase unfamiliar solar technology. However, the lamps provide clear benefits like no recurring costs and allow for extended working and studying hours. As of 2014, D.Light has empowered over 37 million lives and generated over 53,000 MWh of renewable energy, saving customers over $1 billion and creating over 13 billion productive hours. Proposed solutions to further D.Light's impact include introducing cheaper LED options, running awareness campaigns, partnering with local governments, and providing
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
Classic knitwear and Guardian: A Perfect Fit?ArielJimenez36
This document discusses a decision facing Classic Knitwear about whether to partner with Guardian to launch a new line of insect repellent knitwear. Classic Knitwear specializes in manufacturing unbranded casual knitwear, while Guardian is a brand of insect repellent popular with outdoor enthusiasts. The partnership could help Classic differentiate its products and improve its low gross margins of 18%. However, there are risks around whether the new product line would sell well and whether it aligns with Classic's strategy. The document analyzes different options for the partnership and their pros and cons.
The document analyzes the motorcycle industry and Ducati's position within it, discussing key segments, customers, technology, manufacturing, distribution channels, and competitors like Harley Davidson. It describes Ducati's turnaround under new leadership, focusing on improving products, engineering, and branding to grow market share beyond ultra-high performance bikes. Finally, it considers whether Ducati should expand into new segments like cruisers or maintain focus on its core high-performance brand and customers.
HubSpot is a leader in inbound marketing but seeks to accelerate growth and increase profits. It currently has 1,000 customers but high customer acquisition costs. The document proposes segmenting customers into Owners and Marketers and adjusting pricing plans. For Owners, it suggests incentivizing use of CMS and annual contracts. For Marketers, it recommends focusing on analytics, raising prices, and demonstrating inbound marketing success. New pricing forecasts increased lifetime profits per customer for both segments.
SaleSoft, Inc was founded in 1993 to develop software that drives efficiencies in sales, marketing, and customer service processes. Their flagship product is PROCEED, a comprehensive sales automation system (CSAS). PROCEED automates the entire sales cycle from lead generation to post-sales support. SaleSoft is considering launching a new product called Trojan Horse, focused only on sales automation. Trojan Horse would offer quick entry into new customer accounts but could distract from PROCEED and cannibalize its sales. After analyzing the products, market, and financial projections, the recommendation is for SaleSoft to continue focusing on PROCEED due to its strategic alignment and greater long-term returns.
This document provides a case study and agenda for SG Cowen's recruitment process of new candidates. SG Cowen focuses on recruiting from top business schools to find loyal, committed candidates with strong cultural fits. They also consider candidates from other top universities and former associates. The selection process involves on-campus interviews and assessments at "Super Saturday" events. While this process allows for collective decision making, it could be improved with online testing and multiple interview phases to reduce bias. The document analyzes four candidate profiles and considers their strengths and weaknesses for the role.
Coffee wars in India : CCd taking on the global brandssampriti1991
This document discusses the coffee shop market in India and provides a comparison between Café Coffee Day (CCD) and Starbucks. Some key points:
- CCD is the market leader in India with over 1500 outlets across the country, while Starbucks only has around 75 outlets and higher prices.
- The document analyzes the segmentation, targeting, positioning, marketing mix and supply chain of CCD and Starbucks. It also provides blueprints of their service processes.
- Recent challenges for both companies are discussed, including the need for CCD to improve customer service and Starbucks to expand more aggressively in India. The document concludes with strategies for each company to strengthen their operations and customer experience.
The document discusses the cola wars between Coca-Cola and Pepsi from 1970 to 2010. It describes how consumption of carbonated soft drinks grew steadily at 3% annually from 1970 to 2000 due to increasing availability, new diet and flavored varieties, and declining prices. While Coca-Cola and Pepsi dominated the cola segment, their market share has declined in recent years as consumers have shifted to healthier beverage alternatives like water, juice, and sports drinks. Both companies have adapted by expanding their product portfolios internationally and acquiring companies in the snack and beverage industries to sustain profits in the face of flattening carbonated soft drink demand.
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.
In August 2000, P&G introduced one of its kind product Crest Whitestrips, readily available online and through dentist offices
P&G claims that the new products are 10 times more effective than the Colgate Tartar Control Whitening Within two years P&G captured more than 80% of the share market. Colgate made a come back in August 2002 with Simply White. Colgate’s USP was that it focused on convenience and lower price. One month after introduction Simply White captures half the market with Crest Whitestrips losing 50% of its market share.
Avellin is launching a new "green" motor oil called Eco7 and must determine the best distribution channel and pricing strategy. Eco7 is made with 65% recycled oil and uses 45% less energy than conventional oil, offering performance comparable to synthetic blends. It will compete with conventional, synthetic, and blend oils as well as Sevoline's green oil. Avellin's key channels are independent repair shops and its own auto stores, but national chains promote private labels. Younger DIY consumers prefer trucks and SUVs while older DIFM consumers rely on professionals. The solution proposes distributing Eco7 exclusively through independent repair shops and Avellin's stores to leverage existing relationships, while keeping it out of national chains
This document discusses blue ocean strategy and tools for creating one. It summarizes that the US wine industry is large but supply is increasing while demand is flat. The strategy canvas is used to map the current competitive factors and non-customers. The four actions framework eliminates, reduces, raises or creates strategic factors to shift the industry's value curve and unlock uncontested market space, as yellow tail wines did by making wine more fun and accessible. A good strategy focuses on key factors, diverges from competitors, and has a compelling tagline.
The document summarizes an investment analysis of Owens Corning (OC), a building materials company. Key points include:
- OC has 3 business segments: roofing, insulation, and composites, with composites making up 30% of total earnings on average.
- The building materials industry is consolidated with the top 3 companies controlling 90% of the US market. OC is the largest US manufacturer.
- Near term factors are positive for OC including tight composite capacity, operating above 90% utilization, forecasted US GDP and housing starts growth, and low oil prices.
- Valuation ranges from $33-65 per share based on DCF and comparable company analyses, with $61+ the price
The document provides a marketing plan for Sir Vince Enterprise. It includes an analysis of the company's internal and external environment through tools like SWOT and PESTLE. It finds the company's weaknesses include competitors offering lower prices and promotions. The plan recommends reducing the price difference between the company's premium Gold fuel and regular Silver fuel to increase Gold sales. Short-term strategies include a "Coffee Break" promotion that offers free coffee with fuel purchases during morning and afternoon periods to boost sales and customer loyalty.
The document summarizes the MAACO auto body repair franchise opportunity. It outlines that MAACO is the #1 auto body repair franchise that provides franchisees with brand recognition, a proven operating system, and industry-leading sales and profits. Franchisees benefit from MAACO's training, real estate assistance, purchasing power, and advertising. The initial investment to open a MAACO franchise ranges from $153,500 to $296,500.
TOYOTA BALANCE SCORECARD Presentation of the studnent.pptxmuhammadzahid526811
The document outlines Toyota's balanced scorecard, including their vision, mission and strategic objectives. It lists key performance indicators (KPIs) and targets for the balanced scorecard perspectives of Financial, Customer, Internal Processes, and Learning & Growth. The objectives focus on increasing profitability and shareholder value, enhancing customer satisfaction, streamlining operations for efficiency, and cultivating innovation through learning and development.
RightPSI produces a patented tire cap that provides a visual indication of proper tire inflation. It has won awards and expresses interest from suppliers. The cap can be used as a gauge to check tire pressure. RightPSI sees potential for growth in the auto and motorcycle accessory markets, and plans to pursue OEM partnerships and sales. An analysis of a comparable product suggests RightPSI could reach $75 million in annual revenue within 5 years if distributed widely.
Toyota Certification 101 provides an overview of Toyota, its relationship with the CIC, call programs performed on Toyota's behalf, and benefits of call programs. Toyota is a Japanese automaker founded in 1937 that partners with the CIC for various customer outreach campaigns. The document outlines Toyota's history and brands like Lexus and Scion, as well as current models. It provides details on specific call campaigns aimed at scheduling service, retaining customers, and improving dealership performance. Call handlers are advised to follow scripts verbatim and represent the dealership professionally during all customer interactions.
Southeast Toyota (SET) is the largest Toyota distributor in the world, headquartered in Florida. It services dealerships across 5 southeastern states. The CIC performs various call programs on SET's behalf, including contacting customers for their complimentary Toyota Care maintenance or first service appointments. These programs generate over $22 million annually in additional revenue for SET through increased service visits. The CIC aims to schedule future appointments and ensure high customer satisfaction across all call campaigns.
AutoGo is launching a new eco-friendly car line called GoLite to expand their market share. They will introduce GoLite through local business partnerships and sponsorships. AutoGo will also improve their customer service, update their brand image, and negotiate labor contracts to cut costs as they globalize and focus on fuel efficiency, technology, and customer loyalty.
This document is a resume for Sanjay Datta, who has over 24 years of experience in marketing management roles in the automotive industry. His most recent role was as an Area General Manager/Area Director for Audi of America from 2006 to present, where he increased sales significantly for his territory and dealerships. Prior to that, he held various marketing, sales, and operations roles with Audi, Volkswagen, Ford, and independent dealerships. His resume highlights his accomplishments in areas such as sales analysis, incentive programs, marketing, problem solving, and communication.
Gear Head Mobile is a mobile auto repair business started by a USMC veteran to provide affordable auto repair services and entrepreneurship opportunities for veterans. They offer on-site auto repairs, maintenance, and parts delivery to residential and commercial customers. Their business model employs veteran mechanics who share in profits. Financial projections estimate $71k in annual sales and $10k profits per mechanic in year 1, growing to $3M annual sales and $900k profits by year 4 as the business expands to new cities. The company is seeking $350k in capital funding and investors to help combat high veteran unemployment.
The document discusses the Indian lubricant industry market. It notes that India has the 5th largest lubricant market in the world, growing at 3-4% annually compared to the global rate of 0-2%. However, India's per capita lubricant consumption of 1 kg per year is much lower than countries like the US and Western Europe. The automotive sector in India is growing over 10% annually but the lubricant industry only grows at 3-4%, facing challenges like high competition, prices, and spurious products. The document presents results from a marketing research study on lubricant purchasing behaviors and preferences in India. It identifies opportunities for e-commerce to play a role in the lubricant distribution and sales process in India
SLP1 Example Excellent Ford, Inc.NOTE This is an example of id.docxbudabrooks46239
SLP1 Example: Excellent Ford, Inc.
NOTE: This is an example of identifying and discussing the issues of Productivity and Process Improvement. Your paper may or may not take on the same form or format depending on the business you choose and the nature of the issues you identify. I have generated this business from my experience. You will see that I used four references. You should use at least three references (more is better) and citations to back-up your discussion about productivity and process improvement, as well as any information about the nature of your company that you may have obtained from the literature.
Introduction & Company Background
This discussion is about a fictitious Ford dealership, Excellent Ford, Inc. Excellent Ford, Inc. sells new Ford cars and trucks as well as quality used cars. The dealership has these departments: New Vehicle Sales, Used Vehicle Sales, Parts & Service, Body Shop, and the Accounting and Back Office. The dealership has generally done well over the many years it has been in business, serving the community of 50,000 and surrounding area of farmers and small businesses.
The business is managed day to day by the General Manager. As in any other business, productivity at Excellent Ford is measured by the ratio of output/input, as defined in many references such as Wikipedia (n.d.-a) and Kumar (2008). Productivity has generally not been an issue except during tough economic times, such as Excellent Ford has been experiencing the last several years and up to now. Each department has its own productivity issues since they are staffed and structured differently and each has its own goals.
The New Vehicle Sales department is managed by the New Sales Manager. There are several ways that productivity is measured. Keeping in mind the general form of Productivity, Output/input, productivity measures for new car sales are:
Total number of new cars sold/cost of new cars sold
Profit from sales of new cars/cost of new cars sold
Profit from sales of new cars/Number of new cars sold
Profit from sales of new cars/number of prospects on the lot
The Service department is managed by the Service Manager. And there are several ways to measure productivity.
Total Retail Sales / Repair Order
Tech time sold / Repair Order
Parts sold / Repair Order
Tech time sold / Total Tech time paid
Processes at Excellent Ford, Inc.
Excellent Ford, Inc., like all businesses, is comprised of many processes as defined in the Handbook for Basic Process Improvement (n.d.) Here are some examples:
New and Used Vehicle Processes:
ORDERING NEW VEHICLES FROM FORD
PREPING NEW VEHICLES ON ARRIVAL FOR SALE
BUYING/SELLING USED VEHICLES AT AUCTION
REPAIRING USED VEHICLES TO MEET STANDARDS AND PREP FOR SALE
SELLING AND DELIVERY OF VEHICLE
Parts and Service Processes:
ORDERING PARTS
RECEIVING AND STOCKING PARTS
TALKING TO CUSTOMER AND WRITING A REPAIR ORDER
REPAIRING A CUSTOMER VEHICLE
Productivity and Process Improvement
This discussion will review producti.
Start Your Own Private Label Lubricant Distribution Business by Wilfredo RancesJanette Toral
This is the webinar presentation material of Wilfredo Rances of Green and Natural Lube Philippines Company who deals with entrepreneurs wanting to get into this business. The next webinar session will be on June 14. Sign-up at http://www.gnlpc.com/webinar.html
One thing everyone can agree on is that the “new buyer’s journey” is changing how customers buy everything from cars to firewalls. The traditional roles of sales and marketing are changing like never before. Add the complexity of selling through an indirect channel and things can start to feel pretty complicated. The good news is that there are practical approaches that help align channel marketing and sales to help smooth these seemingly troubled waters.
The document summarizes information about Bangchak Petroleum Pcl, a Thai oil refinery and gas station company. It discusses Bangchak's history and operations, including establishing an oil refinery in 1988 and growing to over 1,000 gas stations. The summary also outlines Bangchak's focus on alternative energies like gasohol and biodiesel, and strategies to increase sales and market share of these products. Finally, the summary presents Bangchak's projected sales growth and profit estimates for 2006.
The document is a resume for Richard S. Kaiser Jr. that summarizes his experience in sales management roles over the past 30 years, primarily in the automotive industry. It details his responsibilities managing sales territories and representatives at American Tire Distributors from 2011 to 2014, meeting and exceeding sales objectives. Prior experience includes increasing parts and service sales at various automotive manufacturers like Toyota, Ford, and Allison. His accomplishments include numerous awards and rankings for achieving sales goals and objectives.
The document discusses initiatives by the Asian Lubricants Industry Association (ALIA) to promote sustainability and competitiveness in the lubricants industry over the next decade. ALIA aims to provide programs that help members collaborate, reduce waste, and leverage new technologies to lower emissions. Funding from AVPN's Deal Share Platform would allow ALIA to lead sustainability targets adoption, target $6 million in profit/loss gains and $2 million in working capital reduction for members, and establish Singapore as a sustainable lubricants hub.
Green Automotive Company will exclusively import and distribute the all-electric Zotye SUV in North America. The company aims to capture 1% of the large North American vehicle market within the next few years by establishing a network of auto dealerships across major metro areas. The Zotye SUV offers a competitive price of $29,995, a range of up to 250 miles per charge, and addresses many issues that have hindered other electric vehicles. Green Automotive plans to leverage the experience of its auto industry veteran management team to implement an effective marketing strategy and grow sales.
Similar to Case Study : Eco7-Launching a New Motor Oil (20)
This document presents a framework for evaluating the dynamic impacts of congestion pricing policies in Kuala Lumpur, Malaysia. It outlines the development of a system dynamics model to assess how congestion pricing may affect transportation over the short and long term by influencing travel demand and supply of public transit. Key factors of the model include how the public's perceptions of transit quality, congestion levels, and costs influence their choice of modes. The revenues from pricing can fund improvements to bus capacity which may further reduce perceptions of congestion and incentivize shifts from private vehicles. While congestion pricing faces political challenges, the framework aims to help policymakers understand these complex systems and the potential benefits of various policies.
This document discusses how big data is shaping supply chain management. It begins with definitions of big data and a brief history. It then discusses how big data can provide value in supply chains through improved forecasting, optimization, and collaboration. Specific applications mentioned include demand forecasting, inventory management, and supplier performance monitoring. The document also identifies key sources of big data for supply chains like POS data, RFID, and manufacturing sensors. Finally, it discusses how organizations can become big data enabled in supply chain management and the future potential of big data.
This document discusses Islamic finance in Malaysia. It provides information on the growth of Islamic finance since 1963 with the establishment of institutions like Tabung Haji and Bank Islam Malaysia. It describes the functions of key institutions like Bank Negara Malaysia, the central bank that regulates the country's financial system, and the Syariah Council that endorses Islamic products. It also mentions other Islamic organizations in Malaysia that support the development and administration of Islamic affairs.
This marketing plan proposes strategies to market the Roomba 690 vacuuming robot. The plan sets an objective of selling 1200 units in the first year. It analyzes the market segmentation and target psychographic and demographic groups. The marketing mix proposes promotion tactics including TV ads, in-store demonstrations, and social media ads. A financial forecast projects increasing annual sales and expenses over three years. Implementation controls include monthly reviews of revenue and expenses to monitor performance.
Maxis is a Malaysian telecommunications company established in 1994 with over 12 million mobile subscribers. The document outlines Maxis' mission, vision, key stakeholders, social responsibilities, and community initiatives. It discusses engaging stakeholders, focusing on delivering the best network and unmatched customer experience, making a difference in the community through education programs, and ensuring ethical procurement and a positive company culture.
The document discusses the Trans-Pacific Partnership (TPP) agreement, which aims to liberalize trade between 12 Pacific Rim nations. It faces protests over negotiation secrecy and potential impacts of intellectual property rules on drug costs. The TPP could increase members' economic size by opening new markets but also risks losing trade advantages if any country withdraws. Malaysia's position balances domestic stakeholders' mixed views and seeks exemptions, while ensuring any deal benefits the country.
Developing Cross-Cultural Effectiveness: An Analysis between PRIMA in Malaysi...Hafizullah Mohd Amin
The document analyzes cultural differences between Prima in Malaysia and business culture in South Korea. It provides cultural profiles of both using 8 parameters to compare their approaches to time, communication, hierarchy, competition and other factors. Prima is more future-oriented and collective while South Korea emphasizes individualism, competition and high-context communication. The document then proposes strategies for Prima to adapt when expanding into South Korea, such as emphasizing clear planning, hierarchy and directives to account for cultural differences in areas like individualism and communication style.
The document discusses workplace safety and health in Malaysia. It outlines the responsibilities of the Department of Occupational Safety and Health (DOSH) to ensure safety for workers. DOSH enforces key legislation like the Occupational Safety and Health Act of 1994. This Act establishes a framework for securing worker safety and health. It applies to most private and public sector employers and employees. The document also discusses the roles and requirements for safety committees, safety officers, employer and employee responsibilities, penalties, and more to promote safety in the workplace.
The document discusses flexible benefits plans including premium conversion accounts, individual premium FSAs, limited-purpose medical FSAs that are HSA compatible, and general-purpose medical FSAs. It provides details on how much money will come out of paychecks for participating, when elections must be made, who is covered, account changes, reimbursements, and compatible tax credits. Flexible benefit plans allow pre-tax payroll deductions for insurance and medical expenses to increase spendable income while reducing taxes.
The EPF is a social security institution established under Malaysian law to provide retirement benefits by managing members' savings. It has over 14 million members and investments in government securities, money market instruments, loans, bonds, equity and property. Employers must register with and make contributions to the EPF, deducting amounts from employee wages. Employees can withdraw savings for housing, education, medical expenses or upon retirement.
The document also outlines various types of group insurance available including life, accident, medical, and compensation coverage required for foreign workers. Employers must obtain guarantees for foreign worker hospitalization and surgical expenses
Starbucks has grown from a single coffee shop in 1971 to over 21,000 stores globally. The case study analyzes Starbucks' strategy and performance. It finds that Starbucks has strong brand image and market share but also faces threats from increasing competition and rising costs. The recommendation is for Starbucks to reduce prices through cheaper coffee beans and special promotions to boost sales while pursuing a focus-based strategy with advertising on the internet and events. Financial analysis shows growing earnings per share and operating income from 2007-2010, with good liquidity and profitability ratios, though activity ratios indicate slowing business activities.
This document provides information about ComeyLorte Laundry, including its background, organization structure, job descriptions, recruitment process, and selection tools. ComeyLorte Laundry was incorporated in 2014 and has 5 staff members. It uses various online, poster and referral advertisements to recruit laundry assistants and supervisors. The recruitment process involves shortlisting candidates based on qualifications before interviewing and selecting the successful candidate. Tools used include application forms, interviews, and reference checks.
Food safety is important to prevent foodborne illness. It involves proper handling, preparation, and storage of food. In Malaysia, there are still some food safety issues like several outbreaks of food poisoning from restaurants not following proper sanitation and a school milk scheme. Ensuring food safety benefits society by reducing illness and food waste while also protecting consumer confidence in the food system. Various government agencies work to establish food safety standards and regulations.
The document outlines Sepang International Circuit's (SIC) marketing plan and strategy. It discusses SIC's facilities, events, and promotions to attract various audiences such as elite racers, local drivers, fan clubs, and music lovers. SIC also partners with associations, organizers, corporate sponsors, and car and bike clubs to market events like Formula One races. The recommendation section proposes expanding SIC's facilities and holding new events like a marathon and cycling challenge to engage more customers.
Mavi is a Turkish jeans manufacturer founded in 1991. It has become the largest jeans producer in Istanbul and replaced Levi as the number 1 jeans brand in Turkey. Mavi aims to produce high quality yet affordable jeans and has expanded to Europe and global markets. The company targets teenagers, college students and ladies with a brand positioning of being exotic, inspirational, contemporary and accessible. Mavi sells through outlets in major cities and online, promoting through celebrities and attractive campaigns.
Dokumen ini memberikan ringkasan tentang Twitter dan penggunaannya dalam pendidikan. Ia menjelaskan apa itu Twitter, ciri-ciri dan kegunaannya sebagai medium komunikasi sosial, dan bagaimana ia boleh digunakan oleh pelajar dan guru untuk berinteraksi dan berkongsi sumber pembelajaran secara online. Beberapa alternatif kepada Twitter juga disebutkan untuk tujuan perbandingan.
This document presents a proposal to replace personal computers with laptops for executives and managers in the Tiles division of SEACERA Group of Companies. It provides background on the company and study, identifies problems with PCs, and outlines objectives. A survey was conducted of managers that found perceived benefits of laptops include cost reduction, improved productivity and efficiency, and flexibility. Respondents expressed interest in using laptops for work. The document recommends refurbishing old PCs, conducting a cost-benefit analysis of laptops vs desktops, and purchasing or renting laptops, considering factors like cost, maintenance, mobility, and security.
Interaksi Antara Genetik Dengan Persekitaran Dalam Menentukan Perkembangan Ma...Hafizullah Mohd Amin
Dokumen tersebut membahas interaksi antara faktor genetik dan lingkungan dalam menentukan perkembangan manusia. Beberapa teori yang disebutkan meliputi teori lampiran, teori perkembangan kognitif Piaget, teori psikoseksual Freud, dan model bioekologikal Bronfenbrenner. Dokumen ini juga membahas beberapa faktor yang mempengaruhi proses pemikiran seseorang.
This document provides details about a proposed breakfast business to be operated at Kafe Kolej Serumpun, UPM. The business is established by 5 individuals with RM250 paid up capital. The vision is to promote healthy eating among university students and staff by providing delicious and affordable breakfast options. The business will offer local breakfast items like roti canai rolls, sandwiches, and mini burgers ranging from RM1.20 to RM2.50. It aims to take advantage of the large morning customer traffic at its strategic location. The document outlines the management team, products, marketing plan, costs, sales forecast, and strategies to ensure quality and competitiveness.
The digital marketing industry is changing faster than ever and those who don’t adapt with the times are losing market share. Where should marketers be focusing their efforts? What strategies are the experts seeing get the best results? Get up-to-speed with the latest industry insights, trends and predictions for the future in this panel discussion with some leading digital marketing experts.
The digital marketing industry is changing faster than ever and those who don’t adapt with the times are losing market share. Where should marketers be focusing their efforts? What strategies are the experts seeing get the best results? Get up-to-speed with the latest industry insights, trends and predictions for the future in this panel discussion with some leading digital marketing experts.
In this humorous and data-heavy session, join us in a joyous celebration of life honoring the long list of SEO tactics and concepts we lost this year. Remember fondly the beautiful time you shared with defunct ideas like link building, keyword cannibalization, search volume as a value indicator, and even our most cherished of friends: the funnel. Make peace with their loss as you embrace a new paradigm for organic content: Pillar-Based Marketing. Along the way, discover that the results that old SEO and all its trappings brought you weren’t really very good at all, actually.
In this respectful and life-affirming service—erm, session—join Ryan Brock (Chief Solution Officer at DemandJump and author of Pillar-Based Marketing: A Data-Driven Methodology for SEO and Content that Actually Works) and leave with:
• Clear and compelling evidence that most legacy SEO metrics and tactics have slim to no impact on SEO outcomes
• A major mindset shift that eliminates most of the metrics and tactics associated with SEO in favor of a single metric that defines and drives organic ranking success
• Practical, step-by-step methodology for choosing SEO pillar topics and publishing content quickly that ranks fast
When most people in the industry talk about online or digital reputation management, what they're really saying is Google search and PPC. And it's usually reactive, left dealing with the aftermath of negative information published somewhere online. That's outdated. It leaves executives, organizations and other high-profile individuals at a high risk of a digital reputation attack that spans channels and tactics. But the tools needed to safeguard against an attack are more cybersecurity-oriented than most marketing and communications professionals can manage. Business leaders Leaders grasp the importance; 83% of executives place reputation in their top five areas of risk, yet only 23% are confident in their ability to address it. To succeed in 2024 and beyond, you need to turn online reputation on its axis and think like an attacker.\
Key Takeaways:
- New framework for examining and safeguarding an online reputation
- Tools and techniques to keep you a step ahead
- Practical examples that demonstrate when to act, how to act and how to recover
Come learn how YOU can Animate and Illuminate the World with Generative AI's Explosive Power. Come sit in the driver's seat and learn to harness this great technology.
Capstone Project: Luxury Handloom Saree Brand
As part of my college project, I applied my learning in brand strategy to create a comprehensive project for a luxury handloom saree brand. Key aspects of this project included:
- *Competitor Analysis:* Conducted in-depth competitor analysis to identify market position and differentiation opportunities.
- *Target Audience:* Defined and segmented the target audience to tailor brand messages effectively.
- *Brand Strategy:* Developed a detailed brand strategy to enhance market presence and appeal.
- *Brand Perception:* Analyzed and shaped the brand perception to align with luxury and heritage values.
- *Brand Ladder:* Created a brand ladder to outline the brand's core values, benefits, and attributes.
- *Brand Architecture:* Established a cohesive brand architecture to ensure consistency across all brand touchpoints.
This project helped me gain practical experience in brand strategy, from research and analysis to strategic planning and implementation.
In the digital age, businesses are inundated with tools promising to streamline operations, enhance creativity, and boost productivity. Yet, the true key to digital transformation lies not in the accumulation of tools but in strategically integrating the right AI solutions to revolutionize workflows. Join Jordache, an experienced entrepreneur, tech strategist and AI consultant, as he explores essential AI tools across three critical categories—Ideation, Creation, and Operations—that can reshape the way your business creates, operates, and scales.This talk will guide you through the practicalities of selecting and effectively using AI tools that go beyond the basics of today’s popular tools like ChatGPT, Claude, Gemini, Midjourney, or Dall-E. For each category of tools, Jordache will address three crucial questions: What is each tool? Why is each one valuable to you as a business leader? How can you start using it in your workflow? This approach will not only clarify the role of these tools but also highlight their strategic value, making it perfect for business leaders ready to make informed decisions about integrating AI into their workflows.
Key Takeaways:
>> Strategic Selection and Integration: Understand how to select AI tools that align with your business goals and how to conceptually integrate them into your workflows to enhance efficiency and innovation.
>> Understanding AI Tool Categories: Gain a deeper understanding of how AI tools can be leveraged in the areas of ideation, creation, and operation—transforming each aspect of your business.
>> Practical Starting Points: Learn how you can start using these tools in your business with practical tips on initial steps and integration ideas.
>> Future-Proofing Your Business: Discover how staying informed about and utilizing the latest AI tools and strategies can keep your business competitive in a rapidly evolving digital landscape.
We will explore the transformative journey of American Bath Group as they transitioned from a traditional monolithic CMS to a dynamic, composable martech framework using Kontent.ai. Discover the strategic decisions, challenges, and key benefits realized through adopting a headless CMS approach. Learn how composable business models empower marketers with flexibility, speed, and integration capabilities, ultimately enhancing digital experiences and operational efficiency. This session is essential for marketers looking to understand the practical impacts and advantages of composable technology in today's digital landscape. Join us to gain valuable insights and actionable takeaways from a real-world implementation that redefines the boundaries of marketing technology.
As 2023 proved, the next few years may be shaped by market volatility and artificial intelligence services such as OpenAI's ChatGPT and Perplexity.ai. Your brand will increasingly compete for attention with Google, Apple, OpenAI, and Amazon, and customers will expect a hyper-relevant and individualized experience from every business at any moment. New state-legislated data privacy laws and several FTC rules may challenge marketers to deliver contextually relevant customer experiences, much less reach unknown prospective buyers. Are you ready?Let's discuss the critical need for data governance and applied AI for your business rather than relying on public AI models. As AI permeates society and all industries, learn how to be future-ready, compliant, and confidentlyscaling growth.
Key Takeaways:
Primary Learning Objective
1: Grasp when artificial general intelligence (""AGI"") will arrive, and how your brand can navigate the consequences. Primary Learning Objective
2: Gain an accurate analysis of the continuously developing customer journey and business intelligence. Primary Learning Objective
3: Grow revenue at lower costs with more efficient marketing and business operations.
Short video marketing has sweeped the nation and is the fastest way to build an online brand on social media in 2024. In this session you will learn:- What is short video marketing- Which platforms work best for your business- Content strategies that are on brand for your business- How to sell organically without paying for ads.
Lily Ray - Optimize the Forest, Not the Trees: Move Beyond SEO Checklist - Mo...Amsive
Lily Ray, Vice President of SEO Strategy & Research at Amsive, explores optimizing strategies for sustainable growth and explores the impact of AI on the SEO landscape.
What’s “In” and “Out” for ABM in 2024: Plays That Help You Grow and Ones to L...Demandbase
Delve into essential ABM ‘plays' that propel success while identifying and leaving behind tactics that no longer yield results. Led by ABM Experts, Jon Barcellos, Head of Solutions at Postal and Tom Keefe, Principal GTM Expert at Demandbase.
Mastering Local SEO for Service Businesses in the AI Era"" is tailored specifically for local service providers like plumbers, dentists, and others seeking to dominate their local search landscape. This session delves into leveraging AI advancements to enhance your online visibility and search rankings through the Content Factory model, designed for creating high-impact, SEO-driven content. Discover the Dollar-a-Day advertising strategy, a cost-effective approach to boost your local SEO efforts and attract more customers with minimal investment. Gain practical insights on optimizing your online presence to meet the specific needs of local service seekers, ensuring your business not only appears but stands out in local searches. This concise, action-oriented workshop is your roadmap to navigating the complexities of digital marketing in the AI age, driving more leads, conversions, and ultimately, success for your local service business.
Key Takeaways:
Embrace AI for Local SEO: Learn to harness the power of AI technologies to optimize your website and content for local search. Understand the pivotal role AI plays in analyzing search trends and consumer behavior, enabling you to tailor your SEO strategies to meet the specific demands of your target local audience. Leverage the Content Factory Model: Discover the step-by-step process of creating SEO-optimized content at scale. This approach ensures a steady stream of high-quality content that engages local customers and boosts your search rankings. Get an action guide on implementing this model, complete with templates and scheduling strategies to maintain a consistent online presence. Maximize ROI with Dollar-a-Day Advertising: Dive into the cost-effective Dollar-a-Day advertising strategy that amplifies your visibility in local searches without breaking the bank. Learn how to strategically allocate your budget across platforms to target potential local customers effectively. The session includes an action guide on setting up, monitoring, and optimizing your ad campaigns to ensure maximum impact with minimal investment.
The Secret to Engaging Modern Consumers: Journey Mapping and Personalization
In today's digital landscape, understanding the customer's journey and delivering personalized experiences are paramount. This masterclass delves into the art of consumer journey mapping, a powerful technique that visualizes the entire customer experience across touchpoints. Attendees will learn how to create detailed journey maps, identify pain points, and uncover opportunities for optimization. The presentation also explores personalization strategies that leverage data and technology to tailor content, products, and experiences to individual customers. From real-time personalization to predictive analytics, attendees will gain insights into cutting-edge approaches that drive engagement and loyalty.
Key Takeaways:
Current consumer landscape; Steps to mapping an effective consumer journey; Understanding the value of personalization; Integrating mapping and personalization for success; Brands that are getting It right!; Best Practices; Future Trends
As the call for for skilled experts continues to develop, investing in quality education and education from a reputable https://www.safalta.com/online-digital-marketing/best-digital-marketing-institute-in-noida Digital advertising institute in Noida can lead to a a success career on this eve
Dive deep into the cutting-edge strategies we're employing to revolutionize our web presence in the age of AI-driven search. As Gen Z reshapes the digital realm, discover how we can bridge the generational divide. Unlock the synergistic power of PPC, social media, and SEO, driving unparalleled revenues for our projects.
Did you know that while 50% of content on the internet is in English, English only makes up 26% of the world’s spoken language? And yet 87% of customers won’t buy from an English only website.
Uncover the immense potential of communicating with customers in their own language and learn how translation holds the key to unlocking global growth. Join Smartling CEO, Bryan Murphy, as he reveals how translation software can streamline the translation process and seamlessly integrate into your martech stack for optimal efficiency. And that's not all – he’ll also share some inspiring success stories and practical tips that will turbocharge your multilingual marketing efforts!
Key takeaways:
1. The growth potential of reaching customers in their native language
2. Tips to streamline translation with software and integrations to your tech stack
3. Success stories from companies that have increased lead generation, doubled revenue, and more with translation
Are you struggling to differentiate yourself in a saturated market? Do you find it challenging to attract and retain buyers? Learn how to effectively communicate your expertise using a Free Book Funnel designed to address these challenges and attract premium clients. This session will explore how a well-crafted book can be your most effective marketing tool, enhancing your credibility while significantly increasing your leads and sales while decreasing overall lead cost. Unpacking practical steps to create a magnetic book funnel that not only draws in your ideal customers, but also keeps them engaged. Break through the noise in the marketing world and leave with a blueprint that will transform your sales strategy.
3. Executive Summary
• Consumer interest in “green” automobile technology, such as
hybrids or electric vehicles, had increased steadily.
• Most research and development focused on improving fuel
efficiency, alternative energy sources, or reducing emissions.
• It had generated significant buzz within the industry and initial
sales penetration of channel partners had shown promise, but
the green motor oil market was clearly in its infancy.
4. Introduction
1936
Founded in
United States
1980s
Focused on becoming the
preferred brand in the
DIFM channel
1995
Divested its petroleum division,
exiting the lower margin business of
refining and marketing fuels
2014
Operated 10 lubricant
blending and packaging
plants; 7 regional distribution
centers
2005
Sluggish growth and
Avellin start losing it’s
market share
2012
Start developing a new motor oil
manufactured from recycle
materials
7
5. Initiators
DECISION MAKING UNIT
Consumer Behavior
A complex buying behavior backed
by extensive research
Dissonance reducing buying
behavior with inclination towards
brands with high awareness
HIGH
INVOLVEMENT
Less
likely
More
likely
Planned
Purchase
Urgent
Replacement
Information
Gatherers
Influencers
Decision
Makers
Purchasers
Users
Need to change motor oil by the driver of
the vehicles
• Sudden requirement
• Planned – Self
• Planned – Schedule
Service provider / friends / family / research
by self / service engineer / firms owners
Driver with/without advice from technical
consultant
Owner of vehicle / owner of firms
Need to replace perceive by the driver of
vehicle
1
2
3
4
5
6
6. • Older
• Higher income
• Had more education
• Live in metropolitan area
Demographic
STP Analysis
Passenger Car Motor Oil
do-it-yourself (DIY) do-it-for-me (DIFM)Segmentation base
Behavioral
• Younger
• Less affluent
• Live in smaller towns or
rural areas
Psychographic • Favored trucks & sports
utility vehicles
• Know more about their
vehicles
• Traditionalist
• Prefer foreign cars and
luxury vehicles
• Don’t worry much about the
details
• Professionals
• Cost-conscious
• Customer-loyalty
• Quality-conscious
• Rely on professionals advice
8. STP Analysis PCMO Service Providers
Car Dealer
Oil Change-plus
Mass merchandisers
and clubs
Repair shopFast Lube
The value proposition was the speed
with which the oil change service could
be completed—often in just thirty
minutes.
Car dealers focused on the sale or lease
of vehicles and usually provided after-
sales service, particularly as part of the
vehicle warranty.
The outlets were usually specialty stores
focused primarily on a specific product
or service, such as tires, mufflers, or
brakes, rather than on motor oil.
Mass merchandisers and clubs were
large-format retail chains that sold
clothing, household goods, food, and
electronics.
These were typically small, independent
outlets offering auto mechanic services
and sometimes tire changes or gasoline
sales.
Others
9. Strengths Weaknesses
Opportunities Threats
W
T
S
O
SWOT Analysis
• Preferred brand in DIFM
channel since 1980s
• Well established 1936
• Sluggish growth since 2005
• Poor financial management
• Lack of product innovation
• Competitors offer lower price
• Baud & Motoline expanded
their fast-lube chain
• Sevoline introduced
SevoGreen
• Ranked third among PCMO
manufacturers
• Green motor oil market in its
infancy and expected to grow
11. Proposed Marketing Objective
• To start capturing market for environmentally
friendly motor oil
• To become the preferred brand in DIFM channel *
• To increase the overall market share by 2% *
12. Marketing Mix Product
• Environmental friendly motor oil
• Eco7 is packaged part of
PCMO services
• Manufactured from
recycled materials
• 65% of recycled oil
• 45% less
energy
• Recycling the used oil
potentially multiple times
• Better driving
performance
13. Marketing Mix Price
Conventional
$3.25
Full Synthetic
$7.00
Synthetic
Blend
$4.75
Price @ $5.25
• Too tight and would squeeze margins
• Devalue the innovation
• Undermine efforts to market Eco7 as
premium product
• Easy to sell
• 4.5 sales per day
Price @ $6.75
• Nearly as expensive as full synthetic
• Hard to sell independently
• Require installer to understand the
product well enough to explain to
customer
• Competitor is selling at $7.50
• 3.5 sales per day
14. Marketing Mix Place
Car Dealer AvellinAutoIndependent DIFM
• Included fast lubes, oil change–
plus stores, and repair shops.
• To build loyalty, the company
promoted its Aventage program.
• 6,000 independent fast-lube
• 6,500 oil change-plus store and
repair shop.
• 4,400 were in Aventage program.
• Car dealer that sells hybrid and
electric cars.
• They provided predetermined
maintenance check.
• One-stop shop for all maintenance
• The oil change would be done in
strict accordance with the
manufacturer recommendation.
• Avellin also sold via its own
AvellinAuto stores.
• AvellinAuto usually located near
the distribution centre and away
from independent DIFM
• Margin is slightly higher
• 436 stores open as of 2014
• Generated 7% of PCMO sales
15. Marketing Mix Promotion
Aventage AveGreen
Market
Mission
Message
Measure
Money
Media
Independent DIFM Car dealer
To strengthen their brand awareness and
improvement of perception
To create new market segment and support
green product
Main focus is on communicating their vision
of providing best value to customers in
terms of quality, durability and value for
money
Main focus is emphasizing the significant
green factor with no sacrifice in quality and
value for money
A mix of advertising, public relations, direct marketing and relationship marketing
About 2-3% of net profit is used for promotion purposes
Metrics used are response rate from firm owner/customer, loyalty rate, monthly sales report
and customer satisfaction index
16. Eco7 : Test Marketing
Cost
Evo 7 : $2.01
Synthetic : $1.95
Conventional : $1.20
Campaign Slogan
You have the green light
Eye-catching green bottle
and come with
accompanying in-store
display materials.
Advertise on local
television and news paper
Price
$5.25 and $6.75
Survey 1
What is your interest in a green motor oil?
Survey 2
Assuming similar quality and performance, how
likely are you to purchase a green motor oil if it is ….
Survey 3
What information source will be most influential in
your decision to purchase green motor oils?
3 months trails
Outcome
Concerns on pricing
Installer advice
influence purchaser
Ignore the DIY segment
Limit the encroachment
of private label
Starting to
promote due
to higher
margin
Alternative approach : available
only in AvellinAuto and DIFM
(Aventage program)
17. Financial Forecast – Price & Cost per unit
Conventional Synthetic Private Label Eco7 : Full Eco7 : Dis
DIFM Retail
Average retail price, per quart $3.25 $7.00 $4.75 $6.75 $5.25
Average revenue, per oil change (5 quarts)
Gross margin %
$16.25
50%
$35.00
60%
$23.75
65%
$33.75
55%
$26.25
50%
Wholesaler
Average revenue, per oil change (5 quarts)
Gross margin %,
$8.13
12.5%
$14.00
12.5%
$8.31
15.0%
$15.19
12.5%
$13.13
10.0%
Avellin
Average revenue, per oil change (5 quarts)
Gross margin %
$7.11
15.6%
$12.25
20.4%
NA $13.29
24.4%
$11.81
14.9%
Cost, per oil change (5 quarts) $6.00 $9.75 NA $10.05 $10.05
Cost, per quart $1.20 $1.95 NA $2.01 $2.01
18. Financial Forecast – Incremental Revenue & Gross Profit
for Independent DIFM
Eco7 : Full Eco7 : Dis
Eco7 vs Conventional per unit Monthly
105 unit
Annual
1260 unit
per change Monthly
135 unit
Annual
1620 unit
Revenue, Eco 7
Revenue, conventional
Incremental revenue
$33.75
$16.25
$17.50 $1,838.00 $22,050.00
$26.25
$16.25
$10.00 $1,350.00 $16.200.00
Gross profit, Eco7
Gross profit, conventional
Incremental gross profit
$18.56
$8.13
$10.44 $1,096.00 $13,151.00
$13.13
$8.13
$5.00 $675.00 $8,100.00
Eco7 vs Private Label Synthetic
Revenue, Eco 7
Revenue, PL synthetic
Incremental revenue
$33.75
$23.75
$10.00 $1,050.00 $12,600.00
$26.25
$23.75
$2.50 $338.00 $4,050.00
Gross profit, Eco7
Gross profit, PL synthetic
Incremental gross profit
$18.56
$15.44
$3.03 $328.00 $3,938.00
$13.13
$15.44
($2.31) ($312.00) ($3,746.00)
Eco7 vs Full Synthetic
Revenue, Eco 7
Revenue, Full synthetic
Incremental revenue
$33.75
$35.00
($1.25)
$26.25
$35.00
($8.75)
Gross profit per change, Eco7
Gross profit per change, Full synthetic
Incremental gross profit
$18.56
$21.00
($2.44)
$13.13
$21.00
($7.88)
19. Financial Forecast – Incremental Revenue & Gross Profit
for AvellinAuto
Eco7 : Full Eco7 : Dis
Eco7 vs Conventional per unit Monthly
150 unit
Annual
1800 unit
per change Monthly
180 unit
Annual
2160 unit
Revenue, Eco 7
Revenue, conventional
Incremental revenue
$33.75
$16.25
$17.50 $2,625.00 $31,500.00
$26.25
$16.25
$10.00 $1,800.00 $21,600.00
Gross profit, Eco7
Gross profit, conventional
Incremental gross profit
$18.56
$8.13
$10.44 $1,566.00 $18,788.00
$13.13
$8.13
$5.00 $900.00 $10,800.00
Eco7 vs Private Label Synthetic
Revenue, Eco 7
Revenue, PL synthetic
Incremental revenue
$33.75
$23.75
$10.00 $1,500.00 $18,000.00
$26.25
$23.75
$2.50 $450.00 $5,400.00
Gross profit, Eco7
Gross profit, PL synthetic
Incremental gross profit
$18.56
$15.44
$3.03 $469.00 $5,625.00
$13.13
$15.44
($2.31) ($416.00) ($4,995.00)
Eco7 vs Full Synthetic
Revenue, Eco 7
Revenue, Full synthetic
Incremental revenue
$33.75
$35.00
($1.25)
$26.25
$35.00
($8.75)
Gross profit per change, Eco7
Gross profit per change, Full synthetic
Incremental gross profit
$18.56
$21.00
($2.44)
$13.13
$21.00
($7.88)
20. Financial Forecast – Incremental Revenue & Gross Profit
for Avellin (Annual) average retail price @ $6.75 (Exclusive)
Aventage Non - Aventage Others AvellinAuto
Total Stores
Penetration
4,400
95%
NA NA 436
100%
Eco7 penetration, total stores
Eco7 upgrades per store, annual
4,180
1,260
436
1,800
Total Eco7 upgrades 5,266,800 784,800
Revenue per change, Eco 7
Revenue per change, conventional
Incremental revenue per change
$13.29
$7.11
$6.18
$13.29
$7.11
$6.18
Gross profit per change, Eco7
Gross profit per change, conventional
Incremental gross profit per change
$3.24
$1.11
$2.13
$3.24
$1.11
$2.13
Incremental revenue $32,547,178 $4,849,819 $37,396,997
Incremental gross profit $11,216,638 $1,671,379 $12,888,017
21. Financial Forecast – Incremental Revenue & Gross Profit
for Avellin (Annual) average retail price @ $6.75
Aventage Non - Aventage Others AvellinAuto
Total Stores
Penetration
4,400
75%
1,600
45%
6,500
30%
436
100%
Eco7 penetration, total stores
Eco7 upgrades per store, annual
3,300
1,260
720
1,260
1,950
1,260
436
1,800
Total Eco7 upgrades 4,158,000 907,200 2,457,000 784,800
Revenue per change, Eco 7
Revenue per change, conventional
Incremental revenue per change
$13.29
$7.11
$6.18
$13.29
$7.11
$6.18
$13.29
$7.11
$6.18
$13.29
$7.11
$6.18
Gross profit per change, Eco7
Gross profit per change, conventional
Incremental gross profit per change
$3.24
$1.11
$2.13
$3.24
$1.11
$2.13
$3.24
$1.11
$2.13
$3.24
$1.11
$2.13
Incremental revenue $25,695,141 $5,606,213 $15,183,492 $4,849,819 $51,334,664
Incremental gross profit $8,855,241 $1,932,053 $5,232,642 $1,671,379 $17,691,314
22. Financial Forecast – Incremental Revenue & Gross Profit
for Avellin (Annual) average retail price @ $5.25
Aventage Non - Aventage Others AvellinAuto
Total Stores
Penetration
4,400
90%
1,600
60%
6,500
40%
436
100%
Eco7 penetration, total stores
Eco7 upgrades per store, annual
3,960
1,620
960
1,620
2,600
1,620
436
2,160
Total Eco7 upgrades 6,415,200 1,555,200 4,212,000 941,760
Revenue per change, Eco 7
Revenue per change, conventional
Incremental revenue per change
$11.81
$7.11
$4.70
$11.81
$7.11
$4.70
$11.81
$7.11
$4.70
$11.81
$7.11
$4.70
Gross profit per change, Eco7
Gross profit per change, conventional
Incremental gross profit per change
$1.76
$1.11
$0.65
$1.76
$1.11
$0.65
$1.76
$1.11
$0.65
$1.76
$1.11
$0.65
Incremental revenue $30,171,488 $7,314,300 $19,809,563 $4,429,215 $61,724,565
Incremental gross profit $4,189,928 $1,015,740 $2,750,963 $615,087 $8,571,717
23. Marketing Controls
Type of Control Prime Responsibility Purpose of Control Approaches
i. Annual-plan Top management
Middle management
To examine whether the planned
results
are being achieved
• Sales analysis
• Market share analysis
• Sales-to-expense ratios
• Financial analysis
• Market-based scorecard analysis
ii. Profitability Marketing controller To examine where the company is
making and losing money
• product
• territory
• customer
• segment
• trade channel
• order size
iii. Efficiency Line and staff
management
Marketing controller
To evaluate and improve the spending
efficiency and impact of marketing
expenditures
• sales force
• advertising
• sales promotion
• distribution
iii. Strategic Top management
Marketing auditor
To examine whether the company is
pursuing its best opportunities with
respect to markets, products, and
channels
• Marketing effectiveness rating
instrument
• Marketing audit
• Marketing excellence review
• Company ethical and social
responsibility review
24. Conclusions
• Eco7 is a good environmentally friendly product.
• The price between $5.25 - $6.75 should be further explored in
order to identify the right price point.
• Test marketing is a good approach to understand the customer
needs and demand
• Upgrades from conventional to Eco7 will have impact towards
demand on conventional market, to some extend customer may
choose product from competitor.
• The penetration percentage provided is too high to achieve.
• Avellin should consider collaboration with car dealer to capture
new customer rather than relying on existing customer