Xerox was founded in 1906 and introduced the first plain paper office copier in the 1960s. It dominated the copier market for decades but lost market share as competitors like HP and Canon entered and customers transitioned to digital. Xerox failed to keep up with digital trends in the early 2000s, causing its stock price to plummet. It has since transformed its brand logo and image to focus on digital services and solutions. Currently, Xerox manufactures printers, multifunction devices, and workflow software, and aims to strengthen its position through opportunities in services, acquisitions, and environmental products.
Xerox Corporation faced declining market share and revenues in the 1970s-1980s as competitors like Japanese firms entered the copier market. In 1982, David Kearns became chairman and introduced the "Leadership through Quality" plan to refocus on customers and quality. This plan helped increase profits and market share. In 1991, Paul Allaire became the new chairman and continued the quality initiatives, resulting in higher customer satisfaction, revenues, and profits. Xerox had a modified matrix organization structure with business and customer divisions to balance product development and customer relationships.
Xerox was initially a monopoly in photocopiers but lost market share after Canon entered. Canon targeted the low-end market and produced lower-cost, higher-quality photocopiers. As Canon grew, it took market share from Xerox and substitution effect reduced demand for Xerox photocopiers. Xerox then implemented quality control, cost reductions, and benchmarking to regain competitiveness against Canon and other entrants. Both companies now neck and neck in the photocopier market.
Xerox was once a leader in innovation but faced declining profits and market share loss. Key factors in their problems included PARC becoming independent and reducing innovation focus, Fuji Photo raising their stake in a joint venture, and competitors like HP and Canon surpassing Xerox in product features. Additionally, former CEO Peter McColough failed to commercialize new technologies, hire the right people, and prioritized other ventures over Xerox's core business. This led to shrinking profits, violations of accounting standards, and an audit that found issues. While Xerox still has strengths in brand, scale, and environmental focus, they have struggled to adapt to fast market changes.
Fuji Xerox began as a 50/50 joint venture between Fuji Photo Film and Rank Xerox in 1962. Over time, Fuji Xerox strengthened its technical capabilities through R&D and product development, becoming an important manufacturing and sales partner for Xerox in Asia. By the 1990s, Fuji Xerox supplied most of Xerox's low and mid-volume copiers globally and the companies established strategic partnerships to collaborate on new products and markets in response to competition from Canon.
- Xerox was founded in 1906 and is headquartered in Norwalk, Connecticut. It has faced continuing problems under previous CEO Peter McColough, who failed to commercialize new technology and had misguided priorities.
- To succeed in the future, Xerox needs to focus on business process management, asset sales and cost cutting, following outside advisor recommendations, and clearly articulating its future plans and path to obtaining returns.
- Xerox can also improve by better integrating its marketing plan through defining its mission, setting objectives, developing strategy, and monitoring results. With the right changes, Xerox has the opportunity to address its weaknesses and challenges.
Merck is facing losing patents on some major drugs like Vasotac and Mevacor. Possible solutions are mergers or focusing on innovation. Merck's new product process was previously slow to respond to competitors, but it now develops cross-functional teams early in the process. Developing specialized patented drugs helps Merck capture new markets. However, drug development faces risks if products fail trials or competitors launch first. The pharmaceutical industry faces challenges like patent expirations and increasing drug resistance. Porter's five forces analysis shows barriers to entry are high in pharmaceuticals due to R&D costs and required scale, while buyers have significant bargaining power.
Xerox was founded in 1906 and introduced the first plain paper office copier in the 1960s. It dominated the copier market for decades but lost market share as competitors like HP and Canon entered and customers transitioned to digital. Xerox failed to keep up with digital trends in the early 2000s, causing its stock price to plummet. It has since transformed its brand logo and image to focus on digital services and solutions. Currently, Xerox manufactures printers, multifunction devices, and workflow software, and aims to strengthen its position through opportunities in services, acquisitions, and environmental products.
Xerox Corporation faced declining market share and revenues in the 1970s-1980s as competitors like Japanese firms entered the copier market. In 1982, David Kearns became chairman and introduced the "Leadership through Quality" plan to refocus on customers and quality. This plan helped increase profits and market share. In 1991, Paul Allaire became the new chairman and continued the quality initiatives, resulting in higher customer satisfaction, revenues, and profits. Xerox had a modified matrix organization structure with business and customer divisions to balance product development and customer relationships.
Xerox was initially a monopoly in photocopiers but lost market share after Canon entered. Canon targeted the low-end market and produced lower-cost, higher-quality photocopiers. As Canon grew, it took market share from Xerox and substitution effect reduced demand for Xerox photocopiers. Xerox then implemented quality control, cost reductions, and benchmarking to regain competitiveness against Canon and other entrants. Both companies now neck and neck in the photocopier market.
Xerox was once a leader in innovation but faced declining profits and market share loss. Key factors in their problems included PARC becoming independent and reducing innovation focus, Fuji Photo raising their stake in a joint venture, and competitors like HP and Canon surpassing Xerox in product features. Additionally, former CEO Peter McColough failed to commercialize new technologies, hire the right people, and prioritized other ventures over Xerox's core business. This led to shrinking profits, violations of accounting standards, and an audit that found issues. While Xerox still has strengths in brand, scale, and environmental focus, they have struggled to adapt to fast market changes.
Fuji Xerox began as a 50/50 joint venture between Fuji Photo Film and Rank Xerox in 1962. Over time, Fuji Xerox strengthened its technical capabilities through R&D and product development, becoming an important manufacturing and sales partner for Xerox in Asia. By the 1990s, Fuji Xerox supplied most of Xerox's low and mid-volume copiers globally and the companies established strategic partnerships to collaborate on new products and markets in response to competition from Canon.
- Xerox was founded in 1906 and is headquartered in Norwalk, Connecticut. It has faced continuing problems under previous CEO Peter McColough, who failed to commercialize new technology and had misguided priorities.
- To succeed in the future, Xerox needs to focus on business process management, asset sales and cost cutting, following outside advisor recommendations, and clearly articulating its future plans and path to obtaining returns.
- Xerox can also improve by better integrating its marketing plan through defining its mission, setting objectives, developing strategy, and monitoring results. With the right changes, Xerox has the opportunity to address its weaknesses and challenges.
Merck is facing losing patents on some major drugs like Vasotac and Mevacor. Possible solutions are mergers or focusing on innovation. Merck's new product process was previously slow to respond to competitors, but it now develops cross-functional teams early in the process. Developing specialized patented drugs helps Merck capture new markets. However, drug development faces risks if products fail trials or competitors launch first. The pharmaceutical industry faces challenges like patent expirations and increasing drug resistance. Porter's five forces analysis shows barriers to entry are high in pharmaceuticals due to R&D costs and required scale, while buyers have significant bargaining power.
Xerox was founded in 1906 in Rochester, New York and is now headquartered in Norwalk, Connecticut. It invented the first plain paper office copier and was dominant in the document technology industry for decades but failed to adapt to digitalization. Under new CEO Ursula Burns, Xerox is focused on innovation and a portfolio of document and workflow software and services.
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.
Cola war continues: Coke and Pepsi 21st century and battle for Internationa...Sulabh Subedi
This document provides background information on the consumption of carbonated soft drinks (CSDs) in the United States from 1970 to 2010. It discusses the history of Coca-Cola and Pepsi, how CSDs are produced and distributed, Porter's five forces analysis of the CSD industry, and the strategic approaches taken by Coke and Pepsi over two stages from 1970 to 2010. It also analyzes the entry and competition between Coke and Pepsi in the Indian market.
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 Porter's Five Forces model for analyzing industry competition and attractiveness. It describes each of the five competitive forces - threat of new entrants, bargaining power of suppliers and buyers, threat of substitutes, and rivalry among existing competitors. It provides examples of how each force can impact an industry using Coca-Cola's industry as an example. The document also discusses competitive advantages firms can achieve through cost leadership or differentiation strategies and notes some strengths and limitations of Porter's Five Forces model.
The Fall of Kodak- A tale of disruptive technology and bad businessTushar Sharma
- Kodak was highly successful in film photography but failed to transition to digital photography, eventually filing for bankruptcy.
- It was slow to recognize the shift to digital and the threat this posed to its traditional film business.
- While Kodak invested in digital, it struggled to compete against fast moving competitors and saw its market share erode significantly.
- Kodak's history shows how a firm's core competencies can become rigidities that inhibit innovation when markets change radically.
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.
McKinsey & Company: Managing Knowledge and LearningDisha Ghoshal
As part of Strategy execution, this presentation on was on how McKinsey & Company flourished throughout the years by Managing Knowledge and Learning diligently.
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.
This document discusses Barco and Sony's positions in the projection market. It analyzes their strengths and weaknesses compared to each other. Sony introduced a new high-quality projector, the 1270, which threatened Barco's market share. The document considers how Barco should respond, concluding that lowering prices below Sony's 1270 would be the best option since Barco lacked a direct competitor at that time.
Starbucks was facing declining customer satisfaction due to perceived issues like prioritizing profits over experience and slower service times. While it was highly successful initially by focusing on quality coffee and atmosphere, the brand was seen as less trendy and partners were providing unsatisfactory service. It is recommended that Starbucks invest $40 million to improve partner training and speed of service to convert satisfied into loyal customers. Converting just 46 more customers per store per day to highly satisfied would allow the investment to break even.
Nucor is considering building a new steel mill. The CEO is concerned about committing to the project given resource constraints and whether CSP technology will remain viable long-term. An analysis of Nucor's strengths in administration, employee relations and operations was presented. Weaknesses, opportunities, and threats in the US steel market were also reviewed. Nucor will decide on the project based on criteria requiring 100% commitment of previous capital, 25% ROA within 5 years, and maintaining debt-equity below 30%.
Core competency is a concept in management theory introduced by, C. K. PRAHALAD and GARY HAMEL.
It can be defined as "a harmonized combination of multiple resources and skills that distinguish a firm in the marketplace“
Core competency are the skills, characteristics, and assets that set your company apart from competitors.
They are the fuel for innovation and the roots of competitive advantage.
The engine for new business development, underlying component of a company’s competitive advantage created from the coordination, integration and harmonization of diverse skills and multiple streams of technologies.
Presentation on 'Competing on Resources', article by David J. Collins & Cynth...Himanshu Arora
This document summarizes the resource-based view of strategy. It discusses:
1. The evolution of strategic theories from focusing on industry structure to recognizing the importance of a firm's internal resources.
2. How the resource-based view sees firms as collections of tangible and intangible assets that determine effectiveness and competitive advantage.
3. Five tests to determine if a resource is competitively valuable - inimitability, durability, appropriability, substitutability, and competitive superiority.
4. Strategic implications around identifying, investing in, upgrading, and leveraging resources to meet the five tests and gain competitive advantage.
The soft drink concentrate business is highly profitable due to low costs of production and barriers to entry. Concentrate producers require only $25-50 million for a plant that can serve the entire US market. They face little threat from new entrants due to patented formulas and brand equity built over decades of marketing. In contrast, bottlers face higher costs, more competition, and lower profits of around 35% due to factors like needing large capital investments for plants. However, Coke and Pepsi have been able to sustain profits through brand loyalty, expanding into new markets like juices, and leveraging their brand equity globally despite slowing carbonated drink demand.
This document analyzes the cola wars between Coca-Cola and Pepsi using Porter's five forces model. It discusses the industry background and key events in 1886 and 1893. It finds that supplier power and buyer power are low due to commoditized raw materials and franchise agreements weakening bottlers' bargaining power. The threat of substitutes is high given many low-cost alternatives and customer switching costs. New entry threats are low due to high costs but rivalry is strong. The document concludes that the substitutes force is changing most as health concerns reduce carbonated soft drink consumption.
The carbonated soft drink (CSD's) industry was dominated by Coca Cola and Pepsi vying for market share. The CSD organizations gained market share in the U.S. and in global markets extending their brands’ recognition and capturing sales from new markets. The shift in consumer beverage preference and the expansion into global markets proved to uncover new opportunities for growth and profitability. In addition the changes in the organizational structure of business for these companies have allowed them to sustain growth beyond CSD’s.
Benchmarking involves comparing business processes to industry best practices in order to improve performance. Xerox used benchmarking against Japanese competitors and found its processes were less efficient, with higher costs and more defects. Xerox implemented benchmarking across supplier management, inventory control, manufacturing, marketing and quality. This led to significant improvements such as reducing defects by 78 per 100 machines, cutting inventory costs by two-thirds, and making Xerox a leader in its market. Benchmarking proved highly beneficial for transforming Xerox's operations and performance.
- 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.
The document introduces DN Group's Emerging Markets program, which helps companies develop products and services tailored for fast-growing emerging markets. It provides case studies on how companies like Tata and Motorola innovated low-cost products for emerging markets. The program involves research, product reinnovation, implementation support, and aims to achieve low prices through high volumes, minimal features, and utilizing new technologies. It argues this allows companies to continue growing even in economic downturns and benefits both companies and societies in emerging markets.
The document summarizes the marketing challenges facing Jones Blair Company, a producer of architectural paint. It analyzes alternatives for addressing low brand awareness outside of the Dallas-Fort Worth area. The senior management team developed five alternatives: 1) spend $350,000 on TV ads, 2) cut prices 20%, 3) hire additional sales reps, 4) maintain current strategy, or 5) pursue print media and lower contractor prices. The document recommends actively pursuing non-DFW markets, seeking more rural accounts, hiring one or two sales reps, and engaging in cooperative advertising within the current budget while maintaining prices.
Xerox was founded in 1906 in Rochester, New York and is now headquartered in Norwalk, Connecticut. It invented the first plain paper office copier and was dominant in the document technology industry for decades but failed to adapt to digitalization. Under new CEO Ursula Burns, Xerox is focused on innovation and a portfolio of document and workflow software and services.
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.
Cola war continues: Coke and Pepsi 21st century and battle for Internationa...Sulabh Subedi
This document provides background information on the consumption of carbonated soft drinks (CSDs) in the United States from 1970 to 2010. It discusses the history of Coca-Cola and Pepsi, how CSDs are produced and distributed, Porter's five forces analysis of the CSD industry, and the strategic approaches taken by Coke and Pepsi over two stages from 1970 to 2010. It also analyzes the entry and competition between Coke and Pepsi in the Indian market.
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 Porter's Five Forces model for analyzing industry competition and attractiveness. It describes each of the five competitive forces - threat of new entrants, bargaining power of suppliers and buyers, threat of substitutes, and rivalry among existing competitors. It provides examples of how each force can impact an industry using Coca-Cola's industry as an example. The document also discusses competitive advantages firms can achieve through cost leadership or differentiation strategies and notes some strengths and limitations of Porter's Five Forces model.
The Fall of Kodak- A tale of disruptive technology and bad businessTushar Sharma
- Kodak was highly successful in film photography but failed to transition to digital photography, eventually filing for bankruptcy.
- It was slow to recognize the shift to digital and the threat this posed to its traditional film business.
- While Kodak invested in digital, it struggled to compete against fast moving competitors and saw its market share erode significantly.
- Kodak's history shows how a firm's core competencies can become rigidities that inhibit innovation when markets change radically.
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.
McKinsey & Company: Managing Knowledge and LearningDisha Ghoshal
As part of Strategy execution, this presentation on was on how McKinsey & Company flourished throughout the years by Managing Knowledge and Learning diligently.
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.
This document discusses Barco and Sony's positions in the projection market. It analyzes their strengths and weaknesses compared to each other. Sony introduced a new high-quality projector, the 1270, which threatened Barco's market share. The document considers how Barco should respond, concluding that lowering prices below Sony's 1270 would be the best option since Barco lacked a direct competitor at that time.
Starbucks was facing declining customer satisfaction due to perceived issues like prioritizing profits over experience and slower service times. While it was highly successful initially by focusing on quality coffee and atmosphere, the brand was seen as less trendy and partners were providing unsatisfactory service. It is recommended that Starbucks invest $40 million to improve partner training and speed of service to convert satisfied into loyal customers. Converting just 46 more customers per store per day to highly satisfied would allow the investment to break even.
Nucor is considering building a new steel mill. The CEO is concerned about committing to the project given resource constraints and whether CSP technology will remain viable long-term. An analysis of Nucor's strengths in administration, employee relations and operations was presented. Weaknesses, opportunities, and threats in the US steel market were also reviewed. Nucor will decide on the project based on criteria requiring 100% commitment of previous capital, 25% ROA within 5 years, and maintaining debt-equity below 30%.
Core competency is a concept in management theory introduced by, C. K. PRAHALAD and GARY HAMEL.
It can be defined as "a harmonized combination of multiple resources and skills that distinguish a firm in the marketplace“
Core competency are the skills, characteristics, and assets that set your company apart from competitors.
They are the fuel for innovation and the roots of competitive advantage.
The engine for new business development, underlying component of a company’s competitive advantage created from the coordination, integration and harmonization of diverse skills and multiple streams of technologies.
Presentation on 'Competing on Resources', article by David J. Collins & Cynth...Himanshu Arora
This document summarizes the resource-based view of strategy. It discusses:
1. The evolution of strategic theories from focusing on industry structure to recognizing the importance of a firm's internal resources.
2. How the resource-based view sees firms as collections of tangible and intangible assets that determine effectiveness and competitive advantage.
3. Five tests to determine if a resource is competitively valuable - inimitability, durability, appropriability, substitutability, and competitive superiority.
4. Strategic implications around identifying, investing in, upgrading, and leveraging resources to meet the five tests and gain competitive advantage.
The soft drink concentrate business is highly profitable due to low costs of production and barriers to entry. Concentrate producers require only $25-50 million for a plant that can serve the entire US market. They face little threat from new entrants due to patented formulas and brand equity built over decades of marketing. In contrast, bottlers face higher costs, more competition, and lower profits of around 35% due to factors like needing large capital investments for plants. However, Coke and Pepsi have been able to sustain profits through brand loyalty, expanding into new markets like juices, and leveraging their brand equity globally despite slowing carbonated drink demand.
This document analyzes the cola wars between Coca-Cola and Pepsi using Porter's five forces model. It discusses the industry background and key events in 1886 and 1893. It finds that supplier power and buyer power are low due to commoditized raw materials and franchise agreements weakening bottlers' bargaining power. The threat of substitutes is high given many low-cost alternatives and customer switching costs. New entry threats are low due to high costs but rivalry is strong. The document concludes that the substitutes force is changing most as health concerns reduce carbonated soft drink consumption.
The carbonated soft drink (CSD's) industry was dominated by Coca Cola and Pepsi vying for market share. The CSD organizations gained market share in the U.S. and in global markets extending their brands’ recognition and capturing sales from new markets. The shift in consumer beverage preference and the expansion into global markets proved to uncover new opportunities for growth and profitability. In addition the changes in the organizational structure of business for these companies have allowed them to sustain growth beyond CSD’s.
Benchmarking involves comparing business processes to industry best practices in order to improve performance. Xerox used benchmarking against Japanese competitors and found its processes were less efficient, with higher costs and more defects. Xerox implemented benchmarking across supplier management, inventory control, manufacturing, marketing and quality. This led to significant improvements such as reducing defects by 78 per 100 machines, cutting inventory costs by two-thirds, and making Xerox a leader in its market. Benchmarking proved highly beneficial for transforming Xerox's operations and performance.
- 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.
The document introduces DN Group's Emerging Markets program, which helps companies develop products and services tailored for fast-growing emerging markets. It provides case studies on how companies like Tata and Motorola innovated low-cost products for emerging markets. The program involves research, product reinnovation, implementation support, and aims to achieve low prices through high volumes, minimal features, and utilizing new technologies. It argues this allows companies to continue growing even in economic downturns and benefits both companies and societies in emerging markets.
The document summarizes the marketing challenges facing Jones Blair Company, a producer of architectural paint. It analyzes alternatives for addressing low brand awareness outside of the Dallas-Fort Worth area. The senior management team developed five alternatives: 1) spend $350,000 on TV ads, 2) cut prices 20%, 3) hire additional sales reps, 4) maintain current strategy, or 5) pursue print media and lower contractor prices. The document recommends actively pursuing non-DFW markets, seeking more rural accounts, hiring one or two sales reps, and engaging in cooperative advertising within the current budget while maintaining prices.
* In an increasingly copy-cat economy, the new basis of competition is business model innovation.
* Unfortunately, the work of business model innovation is too often left undone, at great cost to the organization's longer term growth opportunities and its profitability. This gap is the outcome of marketing's role increasingly being defined around demand generation and brand communications in increasingly fragmented channels, roles that have required many new marketing subspecialties.
* The CMO is ideally suited to facilitate business model strategy decisions, decisions that must be made by the leadership team as a whole.
* Deploying the CMO to facilitate business model innovation will align brand and business strategy, benefiting the success of both.
The document outlines a case study for a company called Canty International that has developed a new wall covering product called Decoline. It discusses conducting market research to understand pricing in the industry and identifying target markets. It then analyzes alternatives and recommends a value-based pricing strategy to ensure balance between sales, profits and customer satisfaction. Key elements include developing sales campaigns, attending trade shows, advertising in industry publications and implementing an online marketing plan with forecasts.
This document discusses the concept of blue ocean strategy, which focuses on creating new market space and making competition irrelevant. It provides an overview of key aspects of blue ocean strategy:
- Blue ocean strategy is based on over a decade of research studying over 150 strategic moves spanning 30 industries. It aims to create uncontested market spaces to make competition irrelevant.
- Blue ocean strategy covers both formulation and execution of strategy. It offers frameworks and tools to make blue ocean strategy a structured and learnable system.
- Blue ocean strategy involves exploring outside of traditional industry boundaries using the "Six Paths" framework to unlock new value and opportunities. Case studies are presented to illustrate how companies have achieved blue ocean strategy.
The document discusses the 4 P's of marketing mix, focusing on the "Product" P. It defines a product and explains that marketing revolves around products. It outlines the importance of products and discusses aspects of products like aesthetics, functionality, and ease of use. Examples are given of brands like Apple, Nike, and Alphabet that effectively use product aspects. The document also discusses brands like Nokia, Kodak, Xerox, and Campa-Cola that failed to effectively leverage their products. It concludes that understanding the importance of products in the marketing mix allows businesses to create products that meet customer needs and develop successful marketing strategies.
Business Plan (UniShelf) Presentation Part 2Divyae Sherry
Electronic Ink (E Ink) Shelf.
The shelf uses an electronic E Ink Display to display the prices and other necessary information it uses IOT (Internet Of Things)
This presentation was prepared for a competition sponsored by Practr.in and Christ University,Bangalore.This presentation secured third position in the competition.The competition revolved around coming up with a business proposal which uses E Ink Technology.
Made and Presented By:
Divyae Mohan Sherry
Ms. Sachi Nanda
VALUE FOR MONEY STRATEGIES FOR RECESSIONARY TIMESHarish Manchala
This article discusses strategies that Western companies can employ to crack open the value-for-money market and remain competitive during recession. It outlines how companies in emerging markets have succeeded by offering high-tech products at low prices through cost innovation. The article then provides five counterstrategies for multinational companies: go beyond low-cost sourcing; develop products in emerging markets; invest in brands as in emerging markets; combine capabilities with emerging giants; invest in growing developing country markets.
The document discusses developing a mobile application called Mobile SOS to store all personal card information in one place. It analyzes the market opportunity using Porter's Five Forces model and Ansoff's Matrix. The application aims to make it easier for users to access important information while reducing risks of losing cards or carrying too much. It will target both Android and iOS users and collaborate with local businesses and services.
- The firm sacrificed its first two periods to focus on period 3, taking out a loan and having a maximum budget. It dumped its MOVE brand and developed MOSH for shoppers, which became the top brand.
- For its MOPRO brand targeted at professionals, it kept prices lower than expected and regretted not allocating enough advertising budget for the new product.
- Its MOHE brand for high earners produced more units than planned, resulting in estimated lost sales of 31,000 units.
- It decided to launch MOEX to target explorers, a small but profitable segment.
Monopolistic competition is a market structure with many small businesses that produce differentiated products. Each business has some control over price due to product differentiation but faces competition from substitutable products. Key features include differentiated but substitutable products, many sellers and buyers, free entry and exit, and profit maximization through product differentiation and non-price competition like advertising. In long run equilibrium, firms earn only normal profits as entry by new firms eliminates excess profits. Output is lower and prices higher under monopolistic competition compared to perfect competition.
The document discusses different growth strategies businesses can pursue, including market penetration, market development, product development, and diversification. It also outlines Porter's generic strategies of cost leadership, differentiation, and focus. Finally, it discusses strategic alliances using examples from Starbucks and Microsoft and the concept of economies of scale in production.
- The firm sacrificed its first two periods to build up budget, then took a loan in period 3 and had maximum budget by period 4. It dumped its MOVE brand and developed MOSH for shoppers.
- For its MOPRO brand targeted at professionals, it kept prices lower than expectations. However, it made the mistake of not allocating enough advertising budget for the new product.
- For its high-end MOHE brand, it underestimated production needs by 100k units, resulting in an estimated 31k units of lost potential sales. It decided to add the MOEX brand to target explorers.
Insights & More is a strategic consumer consultancy that analyzes data to provide insights to companies. They helped a battery company with low market share in developing countries by providing a comprehensive tool-kit of market research and insights. This allowed the company to rationalize consumer behavior, develop globally relevant marketing strategies across different channels, and quickly generate ideas to increase market share. Insights & More works by extracting exact data analysis and co-creating transformations with clients to provide a complete picture of the market and maximize the returns on research investments.
Brand follows product life cycle or can they defy itshubham mandloi
The document discusses the product life cycle concept and how it applies to brands like Nokia. It covers the typical stages of introduction, growth, maturity, and decline. For Nokia, it summarizes their journey through each stage:
1) Introduction stage from 1995-2002 when they launched early models to establish their brand in a market with low demand.
2) Growth stage from 2003-2009 when features and models improved, driving rapid sales growth.
3) Maturity from 2009-2011 when Nokia saw most profits as competition increased.
4) Decline from 2011-2016 as Nokia struggled to adapt to changing technologies and consumer preferences, leading to a dependence on brand equity that could not be sustained.
The document discusses the marketing mix strategies of Fevicol adhesive brand in India. It covers the 4Ps of marketing - product, price, place, and promotion. For product, it discusses Fevicol's portfolio and positioning as a pioneer brand. For price, it discusses value-based pricing. For place, it discusses Fevicol's extensive distribution network. For promotion, it discusses Fevicol's memorable advertising campaigns and relationship building initiatives. Competitors like Araldite, Bondtide and Loctite are also mentioned.
Porters 5 Forces Model identifies 5 competitive forces that shape an industry: (1) threat of new entrants, (2) bargaining power of suppliers, (3) bargaining power of customers, (4) threat of substitute products, and (5) competitive rivalry. This model helps analyze an industry's weaknesses and strengths. For IKEA, rivalry is intense but barriers to entry are high. Customer bargaining power is strong while supplier power is low. Substitute threats are also low. For Coca-Cola Enterprises, economies of scale are a barrier to entry while supplier relationships are strong. Customer switching costs are low and competitive rivalry is high.
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2. MEANING -
It refers to a market situation in which there are large
number of firms which sells closely related but
differentiated products. Markets of products like soap,
toothpaste, AC etc. are examples of monopolistic
competition.
MONOPOLISTIC
COMPETITION
-
3. FEATURES
LARGE NO. OF BUYERS AND SELLERS
Each firm acts independently and has limited control
over the market price.
Also, no individual buyer will be in a position to
influence the market price.
PRODUCT DIFFERNTIATION
It means differentiating the products on the basis of brand, size, colour,
shape etc. Each firm is in a position to exercise some degree of
monopoly through product differentiation. The product of a firm is
close, but not perfect substitute of other firms.
NON-PRICE COMPETITION
it means competing with other firms by offering free
gifts, favourable credit terms etc, without changing
prices of their own product.
PRICING DECISION
A firm under this market is neither a price taker nor a price maker.
However by producing a unique product or building reputation,
each firm has partial control over the price.
FREEDOM OF ENTRY AND EXIT
Every seller has the freedom to enter or exit the industry. There are no
artificial and natural barriers for entry of new firms and exit of existing
firms. It ensures that allfirms will earn only normal profit in the long run.
4. Buyers and sellers don't have
perfect knowledge about the
market conditions. selling
costs create artificial
superiority in the minds of
consumer. As a result, a
particular product is
preferred by customers even
if other less priced products
of same quality are available.
Selling costs are the expenses
incurred on marketing, sales
promotion and advertisement
of the product. Under
monopolistic competition,
the differentiated products
are made known to the
buyers through selling cost
SELLING
COST
LACK OF
PERFECT
KNOWLEDGE
FEATURES
5. DEMAND
CURVE :
Under monopolistic
competition, large
number of firms selling
closely related but
differentiated products
makes the demand
curve downward
sloping. It implies that a
firm can sell more
output only by reducing
the price of its product.
As seen in the fig. output is
measured along the x-axis and
price and revenue along the y-
axis. At OP price, a seller can
sell OQ quantity. Demand rises
to OQ1 when price is reduced
to OP1. So, demand curve
under monopolistic
competiton is negatively
sloped as more quantity can be
sold only at a lower price.
6. 6
XEROX AT A GLANCE
• Xerox Holdings Corporation is an American global corporation that sells
print and digital document products and services in more than 160
countries.
• Xerox is headquartered in Norwalk, Connecticut (having moved from
Stamford, Connecticut, in October 2007, though its largest population of
employees is based around Rochester, New York, the area in which the
company was founded.
• The company purchased Affiliated Computer Services for $6.4 billion in
early 2010. As a large developed company, it is consistently placed in the
list of Fortune 500 companies.
• On December 31, 2016, Xerox separated its business process service
operations, essentially those operations acquired with the purchase of
Affiliated Computer Services, into a new publicly traded company,
Conduit.
• Xerox focuses on its document technology and document outsourcing
business, and continues to trade on the NYSE.
• Xerox also released a 4045 desktop laser printer whose cartridges
could print 50,000 pages (instead of 5,000), but the model never caught
on, and Xerox abandoned future efforts to focus more on its core
businesses.
XEROX AT GLANCE
7. COMPETITORS
First photocopier of company - Xerox 914
The company came to prominence in 1959 with the
introduction of the Xerox 914, "the most successful single
product of all time." The 914, the first plain paper photocopier,
was developed by Carlson and John H. Dessauer. It was so
popular that by the end of 1961 Xerox had almost $60 million in
revenue. The product was sold by an innovative ad campaign
showing that even monkeys could make copies at the touch of a
button - simplicity would become the foundation of Xerox
products and user interfaces. Revenues leaped to over $500
million by 1965
XEROX AS MONOPOLY
8. UNIQUE SELLING PROPOSITION:
IBM entered the copier
market in April 1970
Kodak made its entry into the
market in 1975
Canon, 3M, Panasonic, Ricoh,
Savin, and Sharp copiers entered
the market in late 1980s
Xerox annual
revenue for 2019
was $9.066B, a
7.77% decline
from 2018.
HOW THE MARKET TURNED INTO
MOPOLISTIC COMPETITION :
In 1970s, Market share was 96%
but till the end of 1980s, the
market fell down to 45%
10. PRICING AND MARKETING STRATEGY OF XEROX
• It uses optimal pricing
for some products
where fixed price for
base product and
separate price for
accessories.
• Charges greater price
for online selling.
• Xerox uses psychological
pricing where it prices
products so they seem lower.
• Introduce new product with
price penetration strategy
where it offers an initial
lower price than competitors
to gain market share.
• Current pricing strategy
to set price level that
Xerox follows is a
competitive based
pricing strategy.
• It also takes cost in
consideration to set
prices.
• Sells product at higher
price because it offers
more features.
• It uses product bundle
pricing where products
are bundled together and
sold at lower prices.
• Xerox should introduce
discounts and
allowance
• Lowers prices for short
period and attract
customers.
11. SWOT ANALYSIS
11
WEAKNESS
THREAT
OPPORTUNITY
STRENGTH
01
Leading market position in
document technology.
Strong product portfolio in
document technology
Annuity revenue model.
04
Increasing adoption of
paperless workflows
Intense Competition.
02
Overdependence on mature
makets.
Decreasing revenues.
03
Positive outlook for digital
printing.
Strong growth in MPS market
Global healthcare BPO market
growing .
12. REASONS FOR DOWNFALL
11
Patent rights of
photocopier were not
renewed
Xerox did not renewed the patent
rights of photocopier which expired in
1965.
Difference in the opinion
of top management
Huge disparities in the opinion of the
top management which led to their
downfall
Limited Research and
Development
No improvement in the
photocopier machines
and accessories.
.
Stiff competition in
technology market
Xerox faced a cut throat
competition from IBM,
Adobe, Microsoft, Kodak.
13. It is clear that to remain competitive in today's
globalized world requires constant alternation to
the competition and continuous innovations on
the part of the firm.
The theory of "SURVIVAL OF THE FITTEST" holds
good in this non-biological world known as the
MARKET.
Xerox invented photo copying and for decades
flat out dominated the industry it had created.
But Xerox's harrowing experience provides a
cautionary tale of what can happen when a
company even a dominated market leader fails
to adapt to its changing marketing environment
CONCLUSION :