In 1996, cellular penetration in Italy had reached 7.5% with Omnitel aiming to gain market share as a new entrant. Analysis of customer segments showed that prospects and current users valued service quality and cost, with prospects having negative perceptions of brands focused on peak pricing. Omnitel's Libero plan targeted prospects by offering no monthly fee and usage-based pricing to meet needs around service, cost, and flexibility.
The document analyzes Omnitel's strategy for entering the Italian mobile phone market as the second competitor by launching a new pricing plan called LIBERO without monthly fees to attract customers and gain market share from the dominant incumbent TIM. It provides details on the Italian mobile market context, customer profiles, Omnitel and TIM's strategies, and projected monthly revenues from Omnitel's LIBERO plan versus TIM's existing plans.
Omnitel is the first private telecom company in Italy, starting operations in 1994. It has a 4% market share competing against Telecom Italia Mobile. The case study examines Omnitel's "LIBERO" plan which has no monthly fee or increase in distributor commissions. Omnitel's strategy is to focus on high-end customers without price wars and reduce churn rates below 15%. A marketing campaign is proposed to appeal to masses and promote the plan's unique selling point of no monthly charges, only paying for usage.
ForldRite Furniture Co is planning strategies to meet a surge in demand for its folding chairs, tables, and other furniture. One strategy is to hire and train new workers to exactly meet production requirements each month. This would allow the company to sustain production levels if demand continues increasing. However, it risks demoralizing workers with future layoffs of extra labor. It also increases costs for hiring, unemployment insurance if workers are later laid off, and the time needed for training. Maintaining a stable workforce may better fit the company's goals.
Clique Pens - Case Study Solution by Kamal Allazov (Essay type)Kamal Allazov (MSc.)
Clique Pens Case Study by Harward Mba Center. This paper introduces possible solutions and recommendations by MSc. Marketing student - Allazov Kamal. (https://allazov.org/)
ForldRite Furniture Co : PLANNING TO MEET A SURGE IN DEMANDaliyudhi_h
ForldRite Furniture Co is planning to meet a surge in demand for its folding furniture products. The company has identified constraints including increasing demand that exceeds current production capacity. Solutions analyzed include hiring and training additional workers to exactly match production to demand. This would require hiring 38 new skilled workers and 12 new unskilled workers in one month. The total labor cost of this plan is estimated to be over $2.7 million with total costs of $38.6 million to meet demand through the year.
Innovation at Progressive (A) - Harvard Business School
Answering the following questions:
1. How does Progressive’s performance as an auto insurer compare to that of typical insurance companies? How does its performance changed over time? What explains the difference in performance?
2. Customers of auto insurers are very price sensitive. How problematic is it to Progressive that customers almost always select the insurer that offers the best price?
3. Assess the viability of the Autograph system. What level of consumer acceptance will it take to make Autograph successful? What are the barriers to consumer acceptance? Should Autograph be expanded nationwide?
Made and presented for the course Service Operations Management at the Viadrina University, winter term 2012/2013
Dominion Motors faces a challenge from an engineering report that could reduce demand for their motors. Their alternatives are to lower prices on a larger motor, reengineer smaller motors to higher torque, or build a new smaller motor. Building a new 5 HP motor allows them to be prepared if the report is accepted while avoiding actions that acknowledge the report prematurely. They will also lobby regulators and the engineer conducting the report to delay its impact and independently verify its findings.
Group 10 presented on Alphabet Inc. Key points include:
- Alphabet was created in 2015 through the restructuring of Google.
- The restructuring allowed Google to own diverse subsidiaries under one corporate structure to create more value.
- Alphabet uses a decentralized structure to improve productivity but it can lose control and create different agendas.
- Alphabet's corporate governance, including dual class shares, is controversial as it gives insiders disproportionate voting power but protects entrepreneurial management.
The document analyzes Omnitel's strategy for entering the Italian mobile phone market as the second competitor by launching a new pricing plan called LIBERO without monthly fees to attract customers and gain market share from the dominant incumbent TIM. It provides details on the Italian mobile market context, customer profiles, Omnitel and TIM's strategies, and projected monthly revenues from Omnitel's LIBERO plan versus TIM's existing plans.
Omnitel is the first private telecom company in Italy, starting operations in 1994. It has a 4% market share competing against Telecom Italia Mobile. The case study examines Omnitel's "LIBERO" plan which has no monthly fee or increase in distributor commissions. Omnitel's strategy is to focus on high-end customers without price wars and reduce churn rates below 15%. A marketing campaign is proposed to appeal to masses and promote the plan's unique selling point of no monthly charges, only paying for usage.
ForldRite Furniture Co is planning strategies to meet a surge in demand for its folding chairs, tables, and other furniture. One strategy is to hire and train new workers to exactly meet production requirements each month. This would allow the company to sustain production levels if demand continues increasing. However, it risks demoralizing workers with future layoffs of extra labor. It also increases costs for hiring, unemployment insurance if workers are later laid off, and the time needed for training. Maintaining a stable workforce may better fit the company's goals.
Clique Pens - Case Study Solution by Kamal Allazov (Essay type)Kamal Allazov (MSc.)
Clique Pens Case Study by Harward Mba Center. This paper introduces possible solutions and recommendations by MSc. Marketing student - Allazov Kamal. (https://allazov.org/)
ForldRite Furniture Co : PLANNING TO MEET A SURGE IN DEMANDaliyudhi_h
ForldRite Furniture Co is planning to meet a surge in demand for its folding furniture products. The company has identified constraints including increasing demand that exceeds current production capacity. Solutions analyzed include hiring and training additional workers to exactly match production to demand. This would require hiring 38 new skilled workers and 12 new unskilled workers in one month. The total labor cost of this plan is estimated to be over $2.7 million with total costs of $38.6 million to meet demand through the year.
Innovation at Progressive (A) - Harvard Business School
Answering the following questions:
1. How does Progressive’s performance as an auto insurer compare to that of typical insurance companies? How does its performance changed over time? What explains the difference in performance?
2. Customers of auto insurers are very price sensitive. How problematic is it to Progressive that customers almost always select the insurer that offers the best price?
3. Assess the viability of the Autograph system. What level of consumer acceptance will it take to make Autograph successful? What are the barriers to consumer acceptance? Should Autograph be expanded nationwide?
Made and presented for the course Service Operations Management at the Viadrina University, winter term 2012/2013
Dominion Motors faces a challenge from an engineering report that could reduce demand for their motors. Their alternatives are to lower prices on a larger motor, reengineer smaller motors to higher torque, or build a new smaller motor. Building a new 5 HP motor allows them to be prepared if the report is accepted while avoiding actions that acknowledge the report prematurely. They will also lobby regulators and the engineer conducting the report to delay its impact and independently verify its findings.
Group 10 presented on Alphabet Inc. Key points include:
- Alphabet was created in 2015 through the restructuring of Google.
- The restructuring allowed Google to own diverse subsidiaries under one corporate structure to create more value.
- Alphabet uses a decentralized structure to improve productivity but it can lose control and create different agendas.
- Alphabet's corporate governance, including dual class shares, is controversial as it gives insiders disproportionate voting power but protects entrepreneurial management.
Maggi noodles has faced increasing competition in the Indian instant noodles market from newer entrants. Its market share has declined from 90.7% in December 2009 to 86.5% in July 2010 as brands like Horlicks Foodles, Knorr Soupy noodles, and Big Bazaar's Tasty Treat have gained popularity. Customers now have more options at different price points as competitors position their products as healthier snacks. The bargaining power of customers over Maggi has grown as a result of this rising competition in the instant noodles industry.
1. Cyworld started in 1999 as a virtual community for Korean students and grew rapidly.
2. In 2003, it was acquired by SK Telecom which helped expand its user base and connect to mobile services.
3. After the acquisition, Cyworld focused on expanding revenue streams like paid virtual items, mobile services, and advertising.
- The iPremier company experienced a 75-minute distributed denial of service (DDoS) attack early one morning when traffic to their website was minimal. Few employees were aware of the source or extent of the attacks.
- The initial response was considered appropriate as personnel like the CEO and legal counsel avoided rash decisions that could have further harmed the company. However, the company was deficient in several operating procedures for responding to attacks.
- To prepare for future attacks, the company should purchase additional storage for logging data, update emergency procedures, employ more security personnel, and improve network defenses and monitoring. Failure to address deficiencies could result in loss of customer data, lawsuits, and major public relations issues for
Classic pen company activity based costingHarish B
Classic Pen Company is analyzing its cost accounting system using activity-based costing to better understand profitability. Previously, all overhead costs were allocated based on direct labor, but ABC analysis identified drivers like setup time and production runs. This showed that red and purple pens have higher costs than indicated previously due to more setups. ABC cost per unit for red and purple exceeds their selling price, suggesting price increases are needed to improve profitability for those products.
Wilkerson, a mid-sized manufacturing company that produces water purification systems, is seeing a decline in margins. The company has one production department that machines and assembles three products: valves, pumps, and flow controllers. Wilkerson uses a volume-based costing system that may be incorrectly allocating overhead costs. Alternatives are analyzed to address the profitability of specifically the flow controller product line and combat the declining margins, including adjusting the cost accounting method or changing the flow controller's pricing.
This document discusses decision making and different types of decisions. It defines a decision as "the act of making up your mind about something" and can range from simple to complex. Decisions are categorized as good, bad, or incorrect based on their outcome - a good decision leads to an optimal result, an incorrect decision leads to an average result, and a bad decision leads to failure. The document emphasizes that every decision requires follow up decisions to achieve the intended outcome, and that decisions are influenced by many personal and external factors. It provides examples of impactful decisions made by famous individuals and concludes that the value of a decision depends not on its outcome but on the depth of thought put into it.
We had to present a PPT on why Alphabet was created and whether was it a wise decision to diversify.
The content as well is self written.
The Complete PPT was made by --- Shreyas Sinha [ including the animation, content and the Formula ]
Lenovo acquired IBM's personal computer business in 2005 in order to globalize and expand beyond its success in China. This gave Lenovo the ThinkPad and ThinkCentre brands to leverage. However, it also introduced challenges in merging cultures and establishing Lenovo's brand identity globally against strong competitors like HP and Dell. Lenovo addressed this by focusing on a master Lenovo brand, restructuring to integrate IBM and Lenovo teams, and a phased branding strategy that transitioned awareness from IBM/ThinkPad to the Lenovo brand over time. By 2014, Lenovo had become the largest personal computer manufacturer in the world with 19.2% of the global market.
This document presents and analyzes several alternatives to address Dominion Motor Company's loss of market share to a competitor. It discusses reducing the price of their 10HP motor to match the competitor's 7.5HP motor price. It also considers modifying their 7.5HP motor, developing a new 5HP motor, or challenging the competitor's product rankings. The best solution is reducing the 10HP price temporarily while developing the new 5HP motor. They will reassure customers of the 10HP motor's quality and introduce the upcoming higher torque 5HP motor at a special price. Conducting independent tests may also challenge the competitor's ranking methodology.
Donner Company accepts orders of varying sizes, from small to large. This causes issues for their shop floor and performance. Taking both small and large orders leads to inefficient scheduling and idle workers as manual and automated processes require different staffing levels. It also increases returns and delays, as larger orders are more difficult for Donner to complete accurately due to incomplete operations and quality issues. Accepting both small and large orders makes it hard to assess worker performance and impacts key metrics like average flow time, on-time shipment, and quality levels.
Cavinkare - A CHALLENGE OF SUSTAINING GROWTH AND EXPANDING BUSINESSKabita Dhimal
CavinKare Private Limited was founded in 1983 by C.K. Ranganathan with an initial investment of Rs. 15,000. It started as a small shampoo company called Chik India but has since expanded into personal care, food, beverages, dairy, and snacks products. CavinKare identifies consumer needs through insights and introduces affordable products to meet those needs. Some of its major brands include Clinic Plus, Nyle, Fairever, Meera, and Spinze. It pursues a low-cost strategy through outsourcing, reducing overhead costs, and innovating packaging like sachets. CavinKare's goal is to increase its market share in current categories while also divers
Som case study - dont bother me i cant copeRajendra Inani
The document analyzes two production lines, Line A and Line B, that are currently producing below desired levels. For Line A, hiring two additional workers and running two hours of overtime daily is recommended to increase production from 315 to 420 units per day. For Line B, hiring one additional worker and running one hour of overtime is recommended to increase production from 140 to 210 units per day. Both solutions maintain over 85% efficiency while meeting production goals with minimal additional costs.
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.
On the occasion of CII 1000 Visionary SME Programme Launch on 17th July 2013 in New Delhi, Pravesh Srivastava, Group President for Excellence in Manufacturing and Education, Anand Automotive Limited shared the success story. With learnings from VSME we have started our own "SSI Sahastra SME Institute". Under the leadership of Mr Deep Anand we have dedicated team of more than 150 managers and 250 engineers to transform our tier 2 companies in 3 years. We will also help other companies through CII to develop their SME's to achieve the target of 1000 SME's in next 3 years.
For more information, please contact p.girish@cii.in
1. The document presents cost and production data for two models, Model 101 and Model 102, including direct labor costs, variable overhead costs, selling prices, contribution margins, and fixed overhead costs.
2. An optimization model is formulated to maximize total profit by determining the optimal production quantities of each model, subject to various capacity constraints.
3. Sensitivity analysis shows that 500 additional units of engine assembly capacity can be added before it impacts the optimal production decision, and profit would increase by $2000 for every additional 100 units of capacity.
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.
Best Buy faces competition from online retailers who can offer lower prices. While Best Buy has higher operating costs for its physical stores, it also provides a valuable in-person shopping experience. The document evaluates alternatives for Best Buy and recommends that it invest in improving its stores and online platform while focusing on customer experience rather than just price to better compete against online retailers.
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.
VoiceAds offers a new method of mobile advertising by replacing traditional call waiting tones with targeted advertisements. By profiling callers, VoiceAds can deliver highly relevant ads during the otherwise unused call waiting period. Research shows subscribers are open to this approach if provided incentives like free call minutes or texts. VoiceAds represents a new revenue stream for mobile operators and advertisers by monetizing existing call inventory with forced exposure and high reach ads.
The document discusses the market opportunity for mobile virtual network operators (MVNOs) targeting small and medium-sized enterprises (SMEs). SMEs represent a large portion of business customers and revenues but have been a neglected segment. Unlike large enterprises, SMEs prioritize simple, good value solutions over complex products and services. Effective targeting of SMEs requires a dedicated approach tailored specifically to their needs and preferences, which differ from both consumers and large enterprises.
Maggi noodles has faced increasing competition in the Indian instant noodles market from newer entrants. Its market share has declined from 90.7% in December 2009 to 86.5% in July 2010 as brands like Horlicks Foodles, Knorr Soupy noodles, and Big Bazaar's Tasty Treat have gained popularity. Customers now have more options at different price points as competitors position their products as healthier snacks. The bargaining power of customers over Maggi has grown as a result of this rising competition in the instant noodles industry.
1. Cyworld started in 1999 as a virtual community for Korean students and grew rapidly.
2. In 2003, it was acquired by SK Telecom which helped expand its user base and connect to mobile services.
3. After the acquisition, Cyworld focused on expanding revenue streams like paid virtual items, mobile services, and advertising.
- The iPremier company experienced a 75-minute distributed denial of service (DDoS) attack early one morning when traffic to their website was minimal. Few employees were aware of the source or extent of the attacks.
- The initial response was considered appropriate as personnel like the CEO and legal counsel avoided rash decisions that could have further harmed the company. However, the company was deficient in several operating procedures for responding to attacks.
- To prepare for future attacks, the company should purchase additional storage for logging data, update emergency procedures, employ more security personnel, and improve network defenses and monitoring. Failure to address deficiencies could result in loss of customer data, lawsuits, and major public relations issues for
Classic pen company activity based costingHarish B
Classic Pen Company is analyzing its cost accounting system using activity-based costing to better understand profitability. Previously, all overhead costs were allocated based on direct labor, but ABC analysis identified drivers like setup time and production runs. This showed that red and purple pens have higher costs than indicated previously due to more setups. ABC cost per unit for red and purple exceeds their selling price, suggesting price increases are needed to improve profitability for those products.
Wilkerson, a mid-sized manufacturing company that produces water purification systems, is seeing a decline in margins. The company has one production department that machines and assembles three products: valves, pumps, and flow controllers. Wilkerson uses a volume-based costing system that may be incorrectly allocating overhead costs. Alternatives are analyzed to address the profitability of specifically the flow controller product line and combat the declining margins, including adjusting the cost accounting method or changing the flow controller's pricing.
This document discusses decision making and different types of decisions. It defines a decision as "the act of making up your mind about something" and can range from simple to complex. Decisions are categorized as good, bad, or incorrect based on their outcome - a good decision leads to an optimal result, an incorrect decision leads to an average result, and a bad decision leads to failure. The document emphasizes that every decision requires follow up decisions to achieve the intended outcome, and that decisions are influenced by many personal and external factors. It provides examples of impactful decisions made by famous individuals and concludes that the value of a decision depends not on its outcome but on the depth of thought put into it.
We had to present a PPT on why Alphabet was created and whether was it a wise decision to diversify.
The content as well is self written.
The Complete PPT was made by --- Shreyas Sinha [ including the animation, content and the Formula ]
Lenovo acquired IBM's personal computer business in 2005 in order to globalize and expand beyond its success in China. This gave Lenovo the ThinkPad and ThinkCentre brands to leverage. However, it also introduced challenges in merging cultures and establishing Lenovo's brand identity globally against strong competitors like HP and Dell. Lenovo addressed this by focusing on a master Lenovo brand, restructuring to integrate IBM and Lenovo teams, and a phased branding strategy that transitioned awareness from IBM/ThinkPad to the Lenovo brand over time. By 2014, Lenovo had become the largest personal computer manufacturer in the world with 19.2% of the global market.
This document presents and analyzes several alternatives to address Dominion Motor Company's loss of market share to a competitor. It discusses reducing the price of their 10HP motor to match the competitor's 7.5HP motor price. It also considers modifying their 7.5HP motor, developing a new 5HP motor, or challenging the competitor's product rankings. The best solution is reducing the 10HP price temporarily while developing the new 5HP motor. They will reassure customers of the 10HP motor's quality and introduce the upcoming higher torque 5HP motor at a special price. Conducting independent tests may also challenge the competitor's ranking methodology.
Donner Company accepts orders of varying sizes, from small to large. This causes issues for their shop floor and performance. Taking both small and large orders leads to inefficient scheduling and idle workers as manual and automated processes require different staffing levels. It also increases returns and delays, as larger orders are more difficult for Donner to complete accurately due to incomplete operations and quality issues. Accepting both small and large orders makes it hard to assess worker performance and impacts key metrics like average flow time, on-time shipment, and quality levels.
Cavinkare - A CHALLENGE OF SUSTAINING GROWTH AND EXPANDING BUSINESSKabita Dhimal
CavinKare Private Limited was founded in 1983 by C.K. Ranganathan with an initial investment of Rs. 15,000. It started as a small shampoo company called Chik India but has since expanded into personal care, food, beverages, dairy, and snacks products. CavinKare identifies consumer needs through insights and introduces affordable products to meet those needs. Some of its major brands include Clinic Plus, Nyle, Fairever, Meera, and Spinze. It pursues a low-cost strategy through outsourcing, reducing overhead costs, and innovating packaging like sachets. CavinKare's goal is to increase its market share in current categories while also divers
Som case study - dont bother me i cant copeRajendra Inani
The document analyzes two production lines, Line A and Line B, that are currently producing below desired levels. For Line A, hiring two additional workers and running two hours of overtime daily is recommended to increase production from 315 to 420 units per day. For Line B, hiring one additional worker and running one hour of overtime is recommended to increase production from 140 to 210 units per day. Both solutions maintain over 85% efficiency while meeting production goals with minimal additional costs.
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.
On the occasion of CII 1000 Visionary SME Programme Launch on 17th July 2013 in New Delhi, Pravesh Srivastava, Group President for Excellence in Manufacturing and Education, Anand Automotive Limited shared the success story. With learnings from VSME we have started our own "SSI Sahastra SME Institute". Under the leadership of Mr Deep Anand we have dedicated team of more than 150 managers and 250 engineers to transform our tier 2 companies in 3 years. We will also help other companies through CII to develop their SME's to achieve the target of 1000 SME's in next 3 years.
For more information, please contact p.girish@cii.in
1. The document presents cost and production data for two models, Model 101 and Model 102, including direct labor costs, variable overhead costs, selling prices, contribution margins, and fixed overhead costs.
2. An optimization model is formulated to maximize total profit by determining the optimal production quantities of each model, subject to various capacity constraints.
3. Sensitivity analysis shows that 500 additional units of engine assembly capacity can be added before it impacts the optimal production decision, and profit would increase by $2000 for every additional 100 units of capacity.
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.
Best Buy faces competition from online retailers who can offer lower prices. While Best Buy has higher operating costs for its physical stores, it also provides a valuable in-person shopping experience. The document evaluates alternatives for Best Buy and recommends that it invest in improving its stores and online platform while focusing on customer experience rather than just price to better compete against online retailers.
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.
VoiceAds offers a new method of mobile advertising by replacing traditional call waiting tones with targeted advertisements. By profiling callers, VoiceAds can deliver highly relevant ads during the otherwise unused call waiting period. Research shows subscribers are open to this approach if provided incentives like free call minutes or texts. VoiceAds represents a new revenue stream for mobile operators and advertisers by monetizing existing call inventory with forced exposure and high reach ads.
The document discusses the market opportunity for mobile virtual network operators (MVNOs) targeting small and medium-sized enterprises (SMEs). SMEs represent a large portion of business customers and revenues but have been a neglected segment. Unlike large enterprises, SMEs prioritize simple, good value solutions over complex products and services. Effective targeting of SMEs requires a dedicated approach tailored specifically to their needs and preferences, which differ from both consumers and large enterprises.
The document discusses the market opportunity for mobile virtual network operators (MVNOs) targeting small and medium-sized enterprises (SMEs). SMEs represent a large percentage of business customers and revenues but are often overlooked as a segment. To effectively target SMEs, an MVNO needs to accurately segment the market, design products that meet the specific needs of SMEs, and identify efficient marketing channels for this segment. Private mobile networks using technologies like nanoGSM are presented as a potential solution that could allow an MVNO to provide services tailored for SMEs.
2011 May10 Sma Panel On Sales Productivitytgknight
The document is an agenda for a panel discussion on driving immediate productivity improvement. The panel will discuss recent experiences in productivity and take questions. Three things that can drive immediate productivity are identified: 1) Identifying highest value customers, 2) Selecting the right sales channels, and 3) Using metrics that enable active performance management. The document provides further details on each of these areas and examples of relevant metrics.
How Mobile is Transforming Enterprise Customer ExperienceOisin Lunny
I was delighted to present a webinar about "How Mobile is Transforming Enterprise Customer Experience" with TMC Net, on behalf of OpenMarket.
The one-hour webinar explored how to fully integrate mobile messaging into a customer engagement processes, using a new approach to customer service.
This webinar also shared practical steps for designing new and differentiating experiences that will attract and retain customers, including best practice examples of how OpenMarket customers have re-engineered specific touch points for mobile engagement.
Topics included:
The benefits of superior customer experience
Improving customer experience with mobile
How customer experience spans the entire lifecycle
Using mobile messaging to improve specific customer touch points
Delivering relevant content via mobile across the enterprise
How to get started with mobile
The document outlines a strategy for a cable service provider to analyze customer data, segment customers into 4 profiles based on revenue and characteristics, and develop a direct marketing plan to target each segment including tactics for customer acquisition, retention, and communication approaches. The strategy aims to upsell additional services like HD and DVR to lower revenue customers while cross-selling or bundling new packages for higher revenue customers.
Sales Force Europe (SFE) is an international sales and marketing organization founded in 2003 to help high-tech companies launch and expand in Europe, the Middle East, Africa, and Latin America. SFE provides experienced local sales representatives across major markets to conduct sales activities, develop revenue, and manage channels. This allows companies to enter new markets rapidly without the costs and risks of opening foreign offices. SFE's team combines years of sales and marketing experience in telecom, IT, and internet to collaborate with clients and provide access to partners, prospects, and sales support.
A rough prediction of what might be seen in the future, in Iran, in telecom market. Iran is an emerging market for all active companies and individual. there are around 25 MVNOs in Iran and lots of changes are predicted for the upcoming years.
There are 3 main mobile network operators and 6 to 10 MVNOs in the country. Many MVNOs have failed or been sold in recent years. Customers now have an average of 3 to 4 SIM cards and are attracted by free or trial services rather than price. Operators are focusing more on customer segments and selling total solutions, especially for business and IoT. As competition increases, operators are shifting from service-based to new business models. Some MVNOs have survived by targeting niche markets. Successful MVNOs focus on total solutions through strong partnerships. New B2B needs and businesses are emerging for services like tourist, driver, payment, and other specialized SIM cards. Pricing is based on customized solutions
1. Demographic changes, especially the aging of America and growth of ethnic markets, were seen as the most significant industry trends according to survey respondents.
2. Work site and bank sales channels were also viewed as opportunities for growth.
3. Translating strategy into effective expense management and technology use remains a challenge for some companies, despite most having clear strategic visions.
The document discusses opportunities for VoIP solutions providers in the SMB market. It notes that SMBs make up the majority of businesses but a small percentage of employees. While familiarity with VoIP is growing in SMBs, adoption remains low due to concerns about reliability, costs, and complexity. The document argues that a complete managed VoIP solution that eases the transition from TDM, provides key system features, and reduces costs could address SMB needs and concerns. This represents an opportunity for VARs to develop recurring revenue streams and differentiate themselves by bundling VoIP, IT services, and support.
- In 1876, the Telegraph Company dismissed the telephone as an "unpractical device" that no one would want or use. However, the telephone became the most important business communication tool.
- VoIP technology allows phone calls over the internet and has transformed communications as significantly as the telephone. It offers opportunities for recurring revenue through monthly service fees.
- PanOrion provides hosted VoIP phone systems and SIP trunking. It offers a hybrid dealer model where partners can start their own VoIP business powered by PanOrion's platforms and support.
- In 1876, the Telegraph Company dismissed the telephone as an "unpractical device" that no one would want or use. However, the telephone became the most important business communication tool.
- VoIP technology allows phone calls over the internet and has significantly altered communications since its invention, in the same way the telephone originally changed communications.
- PanOrion offers VoIP phone systems and services to businesses and seeks dealers to resell their offerings under a private label, providing recurring revenue opportunities through a startup program with training and support.
This document provides information about a large Indian cinema and e-commerce company. It summarizes that the company (1) is the largest cinema content and leading e-commerce company in India, serving over 2 million online customers across 3 cities in India. It also details the company's (2) strong online and offline presence, with millions of monthly visits, interactions, and shipments. Finally, it outlines how the company can (3) help advertise through their various online and offline branding and marketing solutions by leveraging their large customer base and engagement.
This document discusses how telecommunications providers can become more customer-centric to gain a competitive advantage. It begins by noting the highly competitive nature of the telecom industry and pressure on providers from new entrants. It then discusses how most providers currently take a product-centric approach rather than being customer-centric. The document introduces the concept of calculating customer lifetime value to measure customer profitability and determine where to invest resources. It provides an example calculation of lifetime value for a triple play customer. Shifting to focus on customer performance and calculating lifetime value can help providers improve retention rates and revenue.
Strategic Management Presentation on Mobilink. The file includes information about business scope, ,market structure, distribution system, and SWOT analysis of the company. The presentation covers information about telecommunication industry's trends and Mobilink's current standing in the industry.
8 scientifically validated tools to drive advocacy, leading to longterm profitable relationships with your client base:
- Member get Member
- Beta Testing
- Hawthorne Effect
- Ambassador Programme
- Causal Campaigns
- Community Platforms (user help user)
- Advocacy Tracking (NPS & else)
- Innovation (Products/Service)
Globe Motors aims to increase brand awareness and sales by 50% through targeted marketing campaigns across TV, radio, print, digital and outdoor media channels. The campaigns will focus on reaching middle-aged urban professionals by positioning Globe Motors as a quality brand and creating brand engagement at locations frequented by the target group. Media placements will emphasize strategic spots during news and automobile programs on TV and radio, as well as at clubs and other professional hangouts.
1. The telecom industry is reaching saturation in urban areas but rural penetration remains low, representing a major growth opportunity.
2. However, acquiring new rural customers requires generating higher Average Revenue Per User (ARPU) which currently comes mainly from urban postpaid subscribers.
3. The document proposes launching an exclusive "premium luxury" mobile service brand targeting high ARPU urban customers to fund rural expansion, using social diffusion and exclusivity to build the brand.
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1. Omnitel Pronto Italia
Syndicate 5
Agung Mahendra 29111324
Rangga Tri Raeros 29111314
Joseph Enrico 29111349
Reski Mapriharto 29111326
Gilang Surawijaya 29111350
2. Category Analisis Worksheet
Segment description
• 3794000 subscriber, penetration 6,5%, subscriber growth 61 % (1995)
• Cellular penetration was 7.5% by the end of the first quarter of 1996
Current and Emerging Trends
• Current trends :
• Offer subsidized handset
• Peak and off-peak hours price rate
• Emerging Trends :
• Different tariff for local calls, long-distance calls, and international calls
Estimated Profit Potential of Trends
• Outgoing call (13 minutes at peak, and 80 minutes at off peak)
• = (Lit. 1595 x 13) + (Lit. 195 x 80)
• = Lit. 36335 / month
Trends Needs not being met
• Free monthly fee
• Payment base on the cellular phone use rate,
• Free activation fee,
3. In 1996, Italy celullar penetration just reach
7.5%, it mean that 92.5% unpenetrated by celullar
operator.
From 92.5%, it can be people who ever use the
celullar operator services, and people who never
try celullar operator services.
TIM dominate the celullar bussiness market
because they are the pioneer of the celullar
operator bussiness.
Omnitel as the new cellular operator want to gain
bigger market share in Italy, so they want to
launch new product that facilitate public
4. Personal Users Prospects Rejector
Brand Loyal 18-34 yo 25-34 yo Females, non
Use mainly of peak More educated workig individuals,
more employees
and housewife
Service sensitive 25-44 yo 25-44 yo More males, more
Midclass self-employed
Peak charge 25-34 yo 25-34 yo Younger profile,
Higher social class more educated
with small families
Cost sensitive Almost 60% 25-54 yo Mid class,
employees More professionals employees and
retired people
5. Personal Users Prospects Rejector
Brand Loyal
Service sensitive -9 to brand
Peak charge -10 to brand
Cost sensitive -13 in services
6. From conjoint analysis we can know that most of
all the Italy market (personal user, prospector, and
rejector) very concern to the service.
From conjoint analysis we have the data that
show prospector and personal user has negative
value in services based on the brand and peak
charge.
Omnitel can emphasize this situation to gain the
big market share because Omnitel has a good
image as the best celullar services.
So based on the conjoint data, LIBERO target
market should :
7. Target Reason
Primary Prospector Base on the conjoint data, the prospector
Target has negative value to brand toward the
service
The prospector is the part of people who
unpenetrated (92.5%)
Most of the prospector is unsatisfied by
Telecom fixed, and concern about service
and cost sensitive.
Secondary Personal User Based on the conjoint data, the personal
Target user has negative value in services toward
to cost, and negative value in brand toward
to peak charge.
Most of the personal user is a willing to
switch person
Tertiary Rejector The rejector is the part of people who
Target unpenetrated (92.5%)
Most of the rejector concern to monthly
chargeand activation cost.
8. Target Audience Worksheet
Demographics Psychographic Size of Market Distribution Media Reach
s Points
Primary 25-44 yo Unsatisfied by 50% Cellphone shopping TV, newspaper
Target midclass telecom fixed center, Omnitel and magazine,
and positive on Shop, join venture bilboard
private operator with credit card
Secondary Female 25% Cellphone shopping TV, newspaper
Target More educated center, Omnitel and magazine,
Employees and Shop, mall, event, bilboard
house wife personal selling
Retired people
Teritary 25-34 yo Early adopters, 25% Cellphone shopping TV, newspaper
Target almost 60 % willing to switch, center, Omnitel and magazine,
employees mainly off peak Shop, join venture bilboard
calls with credit card
9. Competitive Analysis
Top 5 Estimated Points of Perceived Pricing Value Core Brand Estimated
Brands Sales Differentiation Quality Proposition Message Marketing
Budget
TIM Euro Target for Celullar 10000 of Pioneer in You have $12.5 million
Family residence pioneer Monthly Fee GSM cellular include all
subscribers Weekdays 1524 service in phone and TIM
- 170 Italy & you are marketing
market somebody budget
Weekend &
leader
Holidays 170 in
24 hours
TIM Euro Target toward 50000 of
Professional business Monthly Fee
customer Weekdays
412-663-412-256-
206
Saturday 412-
206
Holidays
206 in 24 hours
Omnitel Libero : Lit Middle class Best No monthly fee New We listen to $25million
437268 customer customer 1595-195 entrant you
High quality service telecomuni
customer cation in
service Italy that
offer high
quality
service
10. Points Differentiation Worksheet
Brands Parity Features Meaningful of Points #1 reason people buy the
DIfferentiation brand
TIM Euro Family - Monthly fee - Target for residence - TIM is the first
- Mobile phone subsidied subscribers telecomunication provider
- Same monthly fee with in Italy
Free time (10000)
- Same tariffs in weekdays,
weekend and holidays
with free time Omnitel
TIM Euro Professional - Monthly fee - Target toward business
- Mobile phone subsidied customer
Omnitel Free Time - Same monthly fee with - Good customer service
Eurofamily (10000) quality.
- Monthly fee
- Mobile phone subsidied
- Same tariffs in weekdays,
weekend and holidays
with free time Omnitel
Omnitel Night/Day - Monthly fee
- Mobile phone subsidied
Omnitel Libero - Free Monthly fee - Not to have pay a monthly
fee
11. Brand Positioning
Believable Options 3 Most Strategic
Smart X
Trendy X
Cool X
Efficient √
The Pioneer √
Service √
• There was 3 most strategic believable option to support LIBERO asthe new product fr
that fit with the customer want :
1. Efficient
2. The Pioneer
3. Services
12. Brands in Category Key Customer Benefits Brand Positioning Statement
TIM Euro Family TIM is a pioneer of celullar
TIM Euro Professional Mobile phone subsidized operator,and the celular market
Lower tarrif per minutes leader.
Omnitel Free Time
Omnitel Night/Day OMNITEL is the best customer
services in celullar operator
bussiness.
Omnitel Libero •Free activation cost, LIBERO is the celullar operator for
•freemonthly fee people who want the efficient tarrif,
because LIBERO offer free
activation cost, and free monthly
fee
•As a new inovation from Omnitel, that has a meaningfull different from the competitor
(TIM). This differentiation can use as the benefits we can offer to the consumer, such
activation cost, free monthly fee, and efficient tarrif (because the customer just need t
pay tarrif based on the use rate).
13. Brand Element
Element LIBERO
Memorability • When it launch to market, it will be remember by Italian as
the first one that offer flexibility in tariff package
• “LIBERO” means “Free” , it is easy to remember because
it’s association with “free of taxes and monthly fees”.
• LIBERO should use logo that simple and easy to
remember
• Using mascot to leverage promotion
Meaningfulnes • “LIBERO” means “Free” , because it is “free of taxes and
s monthly fees”.
Likeability • Interesting offering, free of monthly fees and flexible tariff
usage
• High quality costumer service
Transferability • The name “LIBERO” not directly linked to mobile service
so it become easily transferred across category
• “LIBERO” is in Italy, it is more difficult to expand across
Italy region boundaries
14. Brand Element
Element LIBERO
Adaptability • Using simple logo that can be retouch or remade for future
condition
Protect ability • Check if brand name has not been patented
• Register the brand name to be patented to protect the
brand legally
• Do check and register the brand name when expand to
another region
•For Italy market,LIBERO has a good name. It because it name (LIBERO) expresse
benefit from the product. So consumer can easily remember name of the product.
•The name can also use in another country,because LIBERO has a simmiliar meani
LIBERTE or LIBERTY, that mean freedom (express the product benefits).
15. Conclution
LIBERO target is prospector (primary), personal user
(secondary), and rejector (terttiery)
LIBERO positioning : LIBERO is the celullar
operator for people who want the efficient tarrif,
because LIBERO offer free activation cost, and
free monthly fee
Libero should be the endorse brand because with
endorse brand, OMNITEL has a good service
image and can break from competitor’s territory,
in this case TIM.