Specialty polymers are not only offering producers of consumer goods an opportunity to step up the performance and power of their product range, but they are doing so without having to compromise on competitiveness of pricing
Processing and design ease for consumer goods - looking beyond limits - how h...Solvay Group
High performance polymers are allowing design engineers to finally stop feeling limited by the materials they happen to be working with, whether they’re producing kitchen utensils, small appliances or baby bottles
Risk & Regulation - How polymers are shaping new trends in materials sourcing...Solvay Group
The benefits that high performance polymers have to offer to purchasers, as well as how a strong knowledge of relevant food and drink regulations will allow you to procure more bang for your buck
Consumer associations play an important role in product evaluation by carrying out tests on behalf of consumers to determine if products meet quality standards. They compare similar products in a market and recommend those that offer the best value. The media also contributes by featuring consumer and lifestyle programs that report on new products. Education contributes through curriculum that teaches design principles so consumers can better evaluate products. Consumer associations set guidelines for products and handle complaints to provide recourse if standards are not met. They publish results so consumers have data to inform their purchasing decisions.
The document discusses various classifications of consumer and industrial products and services. It outlines categories such as convenience goods, shopping goods, specialty goods, and pure services. It also discusses elements of a company's product mix, including product line, item, width, and depth. Different product mix strategies like deep, shallow, narrow, and broad mixes are explained. The importance of product planning and having an understanding of competition and market changes is highlighted.
There are several types of product classifications. Products can be classified based on how frequently they are purchased, such as convenience goods which are bought routinely, shopping goods which require more consideration, and unsought goods which people feel forced to buy. Products are also classified based on whether they are consumer goods or services. Consumer goods are further broken down into convenience goods, shopping goods, specialty goods, and unsought goods. Manufacturers must choose appropriate distribution strategies and channels based on the type of product.
This document discusses the external environment that firms operate within, including the remote environment, industry environment, and operating environment. The remote environment includes economic, social, political, and technological factors outside of the firm's control. The industry environment analyzes the competitive forces within an industry, including the threat of new entrants, power of suppliers and buyers, availability of substitutes, and jockeying among existing competitors. Powerful suppliers and buyers can impact industry profitability. Intense rivalry exists when competitors are numerous, industry growth is slow, products lack differentiation, costs are high, and exit barriers are significant. The operating environment consists of interactions with customers, competitors, creditors, labor, and suppliers that directly influence the firm.
This document discusses the nature of demand from a managerial economics perspective. It analyzes different types of demand based on the characteristics of goods, including: derived vs autonomous demand; demand for producers goods vs consumers goods; demand for durable vs non-durable goods; industry demand vs firm demand; and total demand vs market segment demand. Short-run demand is also compared to long-run demand. In total, the document provides an overview of key demand concepts for business analysis and decision making.
Jeremy Redmond has over 10 years of experience in purchasing, inventory management, production management, and customer service. He holds a Bachelor's degree in Business Management and has a proven track record of negotiating favorable pricing, maintaining vendor relationships, and applying lean principles. His resume demonstrates skills in strategic sourcing, inventory analysis, and using data to solve problems.
Processing and design ease for consumer goods - looking beyond limits - how h...Solvay Group
High performance polymers are allowing design engineers to finally stop feeling limited by the materials they happen to be working with, whether they’re producing kitchen utensils, small appliances or baby bottles
Risk & Regulation - How polymers are shaping new trends in materials sourcing...Solvay Group
The benefits that high performance polymers have to offer to purchasers, as well as how a strong knowledge of relevant food and drink regulations will allow you to procure more bang for your buck
Consumer associations play an important role in product evaluation by carrying out tests on behalf of consumers to determine if products meet quality standards. They compare similar products in a market and recommend those that offer the best value. The media also contributes by featuring consumer and lifestyle programs that report on new products. Education contributes through curriculum that teaches design principles so consumers can better evaluate products. Consumer associations set guidelines for products and handle complaints to provide recourse if standards are not met. They publish results so consumers have data to inform their purchasing decisions.
The document discusses various classifications of consumer and industrial products and services. It outlines categories such as convenience goods, shopping goods, specialty goods, and pure services. It also discusses elements of a company's product mix, including product line, item, width, and depth. Different product mix strategies like deep, shallow, narrow, and broad mixes are explained. The importance of product planning and having an understanding of competition and market changes is highlighted.
There are several types of product classifications. Products can be classified based on how frequently they are purchased, such as convenience goods which are bought routinely, shopping goods which require more consideration, and unsought goods which people feel forced to buy. Products are also classified based on whether they are consumer goods or services. Consumer goods are further broken down into convenience goods, shopping goods, specialty goods, and unsought goods. Manufacturers must choose appropriate distribution strategies and channels based on the type of product.
This document discusses the external environment that firms operate within, including the remote environment, industry environment, and operating environment. The remote environment includes economic, social, political, and technological factors outside of the firm's control. The industry environment analyzes the competitive forces within an industry, including the threat of new entrants, power of suppliers and buyers, availability of substitutes, and jockeying among existing competitors. Powerful suppliers and buyers can impact industry profitability. Intense rivalry exists when competitors are numerous, industry growth is slow, products lack differentiation, costs are high, and exit barriers are significant. The operating environment consists of interactions with customers, competitors, creditors, labor, and suppliers that directly influence the firm.
This document discusses the nature of demand from a managerial economics perspective. It analyzes different types of demand based on the characteristics of goods, including: derived vs autonomous demand; demand for producers goods vs consumers goods; demand for durable vs non-durable goods; industry demand vs firm demand; and total demand vs market segment demand. Short-run demand is also compared to long-run demand. In total, the document provides an overview of key demand concepts for business analysis and decision making.
Jeremy Redmond has over 10 years of experience in purchasing, inventory management, production management, and customer service. He holds a Bachelor's degree in Business Management and has a proven track record of negotiating favorable pricing, maintaining vendor relationships, and applying lean principles. His resume demonstrates skills in strategic sourcing, inventory analysis, and using data to solve problems.
ICRT is an international consortium of consumer organizations that carries out joint research and testing of products to provide objective and comparative information to consumers. ICRT publishes comparative tests of over 5,000 products per year focusing on criteria like performance, safety, and environmental impact. The comparative tests aim to inform consumer choices, pressure companies to improve products, and compile data to support advocacy efforts. While comparative testing is effective, including sustainability criteria presents challenges regarding resources, coordination, and integrating complex issues into ratings.
This document discusses the cola wars between Coca-Cola and Pepsi and analyzes the major participants in the concentrate and bottling industries using Porter's Five Forces model. It identifies the key players as concentrate producers, bottlers, retailers, and suppliers. It then analyzes the industries using the five forces of supplier power, threat of entry, industry rivalry, substitute competition, and buyer power. Finally, it compares the economics and attractiveness of concentrate producers versus bottlers and discusses challenges facing the cola industry's repositioning.
A product is defined as a bundle of attributes that have the potential to satisfy customer wants in the form of goods and services. There are different categories of products including product classes like washing powder, product forms like granulated, and product brands like Persil. Consumer products are classified as convenience products, shopping products, specialty products, or unsought products based on buyer behavior. Convenience products are most frequently and routinely purchased with minimal interest in comparisons while shopping products involve more focus on quality or price comparisons. Specialty products have strong brand conviction and loyalty. Unsought products include existing products that are no longer wanted or totally new, unfamiliar products. A product consists of potential, augmented, expected, core benefit, and basic components.
Digital Transformation Is Driving Massive Growth for the Chemical IndustryPINPOOLS GmbH
In the past decade, the chemical industry has adapted the use of a handful of digital opportunities, which are generating a new age of growth for this old industry.
Benefit from the digitalization in the chemical industry on pinpools.com
Blockchain technology has the potential to address issues in fresh produce supply chains such as food safety, traceability, and cost. The document analyzes opportunities for and factors influencing the adoption of blockchain in fresh produce supply chains through a literature review and interviews with industry stakeholders and consumers. Key findings include that retailers and consumer concerns around food safety drive interest in blockchain, while costs and compatibility with existing systems present barriers. Widespread adoption will require further studies on how blockchain contributes commercial and trust benefits across the supply chain.
This document provides information about an upcoming conference on biosimilars and biobetters taking place on September 25-27, 2018 in London, UK. It outlines the event highlights, featured speakers, registration information and sponsorship opportunities. The conference will discuss topics such as forecasting the next wave of biosimilars, assessing the success of marketed biosimilars, and considering biosimilar orphan drugs. It will also include workshops on value based agreements with biosimilars and global biosimilar development.
Heated coasters and food trays keep food and drinks warm during transport through induction heating technology. They have three heat settings and can be recharged or use batteries, automatically shutting off after 30 minutes. They are priced from $25-30 for basic colors and designs can be customized for an additional fee. The products will be sold on the company website and through food delivery services, while following all necessary safety, legal, and environmental regulations.
This document discusses multi-function booklet labels that provide more information than traditional labels. It notes that these labels are useful for pharmaceutical, agrochemical, food, and FMCG industries as they connect labels to products. It also lists advantages like using the same space as a standard label while providing up to 32 extra pages of information. The document discusses the company's experience in label printing and ensuring food labeling regulations and material safety standards are followed to avoid toxic substance migration. It also addresses ensuring toy safety by controlling heavy metals and toxins to not harm children.
Catalogue of Foods -websovellus elintarvikehankinnoissaTHL
Esityksessä esitellään Sloveniassa kehitettyä Catalogue of Foods -websovellusta, jota halutaan pilotoida eri maissa JA Best-ReMaP -hankkeen elintarvikehankinnat -työpaketissa. Sovelluksen kehittäjäorganisaation edustaja Katarina Jevsjak esitteli sovellusta elintarvike- ja ruokapalveluhankintoja käsittelevässä verkostowebinaarissa 26.10.2021. Esitys on englanniksi.
Julkisten elintarvikehankintojen hyvät käytännöt Tanskassa THL
Betina Bergmann Madsen (Senior Consultant, Kööpenhaminan kunta) kertoo julkisten elintarvikehankintojen hyvistä käytänteistä sekä Catalogue of Foods -websovelluksen mahdollisuuksista Tanskassa. Esitys on pidetty elintarvike- ja ruokapalveluhankintoja käsittelevässä verkostowebinaarissa 26.10.2021. Järjestetty webinaari liittyi Best-ReMaP -hankkeen Elintarvikehankinnat -työpakettiin. Esitys on englanniksi.
This document discusses different classifications of products. It describes durable goods as physical products that can be used for an extended period, non-durable goods as products normally consumed in a short time like food, and services as intangible activities or benefits. Goods are also classified based on how and when they are typically purchased, such as convenience goods bought regularly out of habit, shopping goods that require comparison of options, and specialty goods that are unique purchases. Industrial goods purchased for resale, production or business operations are also outlined.
The objective of the project is to utilize by‐products from the fruit industry in order
to create a stable fermented beverage using microorganisms for the development
of flavour and alcohol content.
What are the characteristics of products, and how do marketers classify productsSameer Mathur
This document discusses how marketers classify products. It outlines five levels of a product: the core benefit, basic product, expected product, augmented product, and potential product. Products are also classified based on their durability and tangibility as durable, non-durable, or services. Additionally, products can be classified as either consumer goods or industrial goods. Consumer goods are further broken down into convenience goods, shopping goods, specialty goods, and unsought goods based on customer shopping habits. Industrial goods are classified as capital items, materials and parts, or supplies and business services based on their use in production.
Hot Cups Co has invented a new product - a cup that can heat coffee through a chemical reaction between a pellet and reactive substance. The heating is gradual and preserves taste. The document analyzes target markets, how to gain a competitive advantage, risks, and an intellectual property protection plan. Two key markets are identified: on-the-go hot drinks and food containers. To succeed, Hot Cups must protect its IP through patents, vertically integrate chemical production, and partner strategically for economies of scale. Risks include power of buyers/rivals and copying. The IP plan involves confidentiality agreements, national patent applications, and hiring an attorney.
BASF is a leading global chemical company that aims to combine economic success with social responsibility and environmental protection. The document discusses BASF's initiatives and solutions for measuring sustainability across its value chain. It outlines BASF's strategic focus areas and business segments. It also summarizes BASF's toolkit and certification program for creating more sustainable brands through quantitative and qualitative performance assessments as well as transparency.
The document analyzes Porter's five forces model as applied to the chocolate and cocoa industry. It finds:
1) There is a low threat of new entrants due to barriers like economies of scale, product differentiation, large capital requirements, switching costs, and regulations.
2) The bargaining power of buyers is moderate due to some large buyers but product differentiation, switching costs, and reliance on suppliers.
3) The bargaining power of suppliers is moderate to high because suppliers are concentrated and critical to the industry's product, though suppliers are also dependent on the industry.
4) The threat of substitutes is high due to many alternative flavors, snacks, and gift options.
5) Rival
A.N. Professor Ofer Meilich Bus 444 9232016 5F5I .docxronak56
A.N. Professor Ofer Meilich Bus 444 9/23/2016
5F5I
21. When perishability of items is high, so too is rivalry among firms. An obvious
example of this is with grocery stores. Nearly every item sold at a grocery store has a shelf life.
Companies must compete to sell these perishable items before they become useless and
unmarketable. Because of the small window of time to sell a tomato, for example, grocery stores
will use aggressive sales tactics to incentivize the buying of their products. When walking
through the produce section, one might see a buy one get one free offer on blueberries or an offer
to buy five packs of cherry tomatoes for five dollars when a single pack is sold for two dollars.
Items such as kitchen supplies, on the other hand, do not perish easily and thus we will likely
never see a deal for buying three ladles for the price of one.
32. Buyers have high power when an industry’s products have little cost saving
value. When an industry has low cost savings in regards to its product, they do not have much
leverage over the buyer, and thus the buyer has more power over the seller. A buyer will be
highly price-sensitive to products that do not save them much money. For example, printers have
a high up keep, and thus those products have a low cost saving value. Because of this, a buyer
will take a lot of time deciding on a printer, and will weigh their options before buying a
company’s printer that has the potential of having a higher upkeep then another printer.
36. If switching costs of the focal industry is high, supplier power is high. An
example of this is if two firms were engaged in just-in-time manufacturing, in which suppliers
must be highly reliable and consistent with their shipments. If a company were to switch from a
reliable supplier, they would potentially incur the costs of having to find a new, reliable supplier
that could handle their just-in-time supplying needs.
Another example could be with electricity. It is extremely costly to leave an electricity
company’s service in lieu of solar energy. Thus many people who want to have a smaller carbon
footprint can’t do so due to financial reasons.
8. If incumbents’ control over distribution is low, threat of entry is high. An example
of a new entrant struggling to come into an industry could be that of accessing a retail store. If a
new brewery opens up, it will be difficult for the brewery to get its beer to be sold at retail stores
across the US. An example of a distribution channel that is easy to access could be online
jewelry websites. It is quite easy to make jewelry and sell it on a website like Etsy, thus many
new entrants can be allowed entrance into the jewelry industry.
3. If economies of scale are high, it is very difficult for a new entrant to enter the
market. If a burger restaurant wanted to compete against McDonalds, they would have an
exceptionally, or nearly impossible, .
A.N. Professor Ofer Meilich Bus 444 9232016 5F5I .docxdaniahendric
A.N. Professor Ofer Meilich Bus 444 9/23/2016
5F5I
21. When perishability of items is high, so too is rivalry among firms. An obvious
example of this is with grocery stores. Nearly every item sold at a grocery store has a shelf life.
Companies must compete to sell these perishable items before they become useless and
unmarketable. Because of the small window of time to sell a tomato, for example, grocery stores
will use aggressive sales tactics to incentivize the buying of their products. When walking
through the produce section, one might see a buy one get one free offer on blueberries or an offer
to buy five packs of cherry tomatoes for five dollars when a single pack is sold for two dollars.
Items such as kitchen supplies, on the other hand, do not perish easily and thus we will likely
never see a deal for buying three ladles for the price of one.
32. Buyers have high power when an industry’s products have little cost saving
value. When an industry has low cost savings in regards to its product, they do not have much
leverage over the buyer, and thus the buyer has more power over the seller. A buyer will be
highly price-sensitive to products that do not save them much money. For example, printers have
a high up keep, and thus those products have a low cost saving value. Because of this, a buyer
will take a lot of time deciding on a printer, and will weigh their options before buying a
company’s printer that has the potential of having a higher upkeep then another printer.
36. If switching costs of the focal industry is high, supplier power is high. An
example of this is if two firms were engaged in just-in-time manufacturing, in which suppliers
must be highly reliable and consistent with their shipments. If a company were to switch from a
reliable supplier, they would potentially incur the costs of having to find a new, reliable supplier
that could handle their just-in-time supplying needs.
Another example could be with electricity. It is extremely costly to leave an electricity
company’s service in lieu of solar energy. Thus many people who want to have a smaller carbon
footprint can’t do so due to financial reasons.
8. If incumbents’ control over distribution is low, threat of entry is high. An example
of a new entrant struggling to come into an industry could be that of accessing a retail store. If a
new brewery opens up, it will be difficult for the brewery to get its beer to be sold at retail stores
across the US. An example of a distribution channel that is easy to access could be online
jewelry websites. It is quite easy to make jewelry and sell it on a website like Etsy, thus many
new entrants can be allowed entrance into the jewelry industry.
3. If economies of scale are high, it is very difficult for a new entrant to enter the
market. If a burger restaurant wanted to compete against McDonalds, they would have an
exceptionally, or nearly impossible, ...
Discusses how to analyse the external environment of a business using Porter’s 5 Forces using examples of situations each force becomes high.
Explains the following terms
- Economies of Scale
- Difference between Commodity Products and Homogenous Products
Brands and retailers are focusing on flexibility, quality, environmental performance, and innovation to increase perceptions of value for consumers. This translates to specific machinery needs for manufacturers: 1) Flexible machines for fast fashion, 2) Higher quality machines to meet consumer demand for lasting products, 3) Energy efficient machines to lower environmental impact and costs, 4) Machines that can integrate new technologies like wearables, made-to-measure, and waterless dyeing. As value perceptions evolve, dialogue across the supply chain is important to meet changing machinery demands.
The document discusses conducting an industry and competitor analysis. It provides an overview of what industry analysis involves, including reviewing economic, political and market factors that influence industry development. It also outlines Porter's five forces model for analyzing industry competition and lists the major factors considered in an industry analysis. The document then defines what a competitor analysis is and provides details on identifying competitors, sources of information, Porter's framework, and steps to conduct a competitor analysis.
ICRT is an international consortium of consumer organizations that carries out joint research and testing of products to provide objective and comparative information to consumers. ICRT publishes comparative tests of over 5,000 products per year focusing on criteria like performance, safety, and environmental impact. The comparative tests aim to inform consumer choices, pressure companies to improve products, and compile data to support advocacy efforts. While comparative testing is effective, including sustainability criteria presents challenges regarding resources, coordination, and integrating complex issues into ratings.
This document discusses the cola wars between Coca-Cola and Pepsi and analyzes the major participants in the concentrate and bottling industries using Porter's Five Forces model. It identifies the key players as concentrate producers, bottlers, retailers, and suppliers. It then analyzes the industries using the five forces of supplier power, threat of entry, industry rivalry, substitute competition, and buyer power. Finally, it compares the economics and attractiveness of concentrate producers versus bottlers and discusses challenges facing the cola industry's repositioning.
A product is defined as a bundle of attributes that have the potential to satisfy customer wants in the form of goods and services. There are different categories of products including product classes like washing powder, product forms like granulated, and product brands like Persil. Consumer products are classified as convenience products, shopping products, specialty products, or unsought products based on buyer behavior. Convenience products are most frequently and routinely purchased with minimal interest in comparisons while shopping products involve more focus on quality or price comparisons. Specialty products have strong brand conviction and loyalty. Unsought products include existing products that are no longer wanted or totally new, unfamiliar products. A product consists of potential, augmented, expected, core benefit, and basic components.
Digital Transformation Is Driving Massive Growth for the Chemical IndustryPINPOOLS GmbH
In the past decade, the chemical industry has adapted the use of a handful of digital opportunities, which are generating a new age of growth for this old industry.
Benefit from the digitalization in the chemical industry on pinpools.com
Blockchain technology has the potential to address issues in fresh produce supply chains such as food safety, traceability, and cost. The document analyzes opportunities for and factors influencing the adoption of blockchain in fresh produce supply chains through a literature review and interviews with industry stakeholders and consumers. Key findings include that retailers and consumer concerns around food safety drive interest in blockchain, while costs and compatibility with existing systems present barriers. Widespread adoption will require further studies on how blockchain contributes commercial and trust benefits across the supply chain.
This document provides information about an upcoming conference on biosimilars and biobetters taking place on September 25-27, 2018 in London, UK. It outlines the event highlights, featured speakers, registration information and sponsorship opportunities. The conference will discuss topics such as forecasting the next wave of biosimilars, assessing the success of marketed biosimilars, and considering biosimilar orphan drugs. It will also include workshops on value based agreements with biosimilars and global biosimilar development.
Heated coasters and food trays keep food and drinks warm during transport through induction heating technology. They have three heat settings and can be recharged or use batteries, automatically shutting off after 30 minutes. They are priced from $25-30 for basic colors and designs can be customized for an additional fee. The products will be sold on the company website and through food delivery services, while following all necessary safety, legal, and environmental regulations.
This document discusses multi-function booklet labels that provide more information than traditional labels. It notes that these labels are useful for pharmaceutical, agrochemical, food, and FMCG industries as they connect labels to products. It also lists advantages like using the same space as a standard label while providing up to 32 extra pages of information. The document discusses the company's experience in label printing and ensuring food labeling regulations and material safety standards are followed to avoid toxic substance migration. It also addresses ensuring toy safety by controlling heavy metals and toxins to not harm children.
Catalogue of Foods -websovellus elintarvikehankinnoissaTHL
Esityksessä esitellään Sloveniassa kehitettyä Catalogue of Foods -websovellusta, jota halutaan pilotoida eri maissa JA Best-ReMaP -hankkeen elintarvikehankinnat -työpaketissa. Sovelluksen kehittäjäorganisaation edustaja Katarina Jevsjak esitteli sovellusta elintarvike- ja ruokapalveluhankintoja käsittelevässä verkostowebinaarissa 26.10.2021. Esitys on englanniksi.
Julkisten elintarvikehankintojen hyvät käytännöt Tanskassa THL
Betina Bergmann Madsen (Senior Consultant, Kööpenhaminan kunta) kertoo julkisten elintarvikehankintojen hyvistä käytänteistä sekä Catalogue of Foods -websovelluksen mahdollisuuksista Tanskassa. Esitys on pidetty elintarvike- ja ruokapalveluhankintoja käsittelevässä verkostowebinaarissa 26.10.2021. Järjestetty webinaari liittyi Best-ReMaP -hankkeen Elintarvikehankinnat -työpakettiin. Esitys on englanniksi.
This document discusses different classifications of products. It describes durable goods as physical products that can be used for an extended period, non-durable goods as products normally consumed in a short time like food, and services as intangible activities or benefits. Goods are also classified based on how and when they are typically purchased, such as convenience goods bought regularly out of habit, shopping goods that require comparison of options, and specialty goods that are unique purchases. Industrial goods purchased for resale, production or business operations are also outlined.
The objective of the project is to utilize by‐products from the fruit industry in order
to create a stable fermented beverage using microorganisms for the development
of flavour and alcohol content.
What are the characteristics of products, and how do marketers classify productsSameer Mathur
This document discusses how marketers classify products. It outlines five levels of a product: the core benefit, basic product, expected product, augmented product, and potential product. Products are also classified based on their durability and tangibility as durable, non-durable, or services. Additionally, products can be classified as either consumer goods or industrial goods. Consumer goods are further broken down into convenience goods, shopping goods, specialty goods, and unsought goods based on customer shopping habits. Industrial goods are classified as capital items, materials and parts, or supplies and business services based on their use in production.
Hot Cups Co has invented a new product - a cup that can heat coffee through a chemical reaction between a pellet and reactive substance. The heating is gradual and preserves taste. The document analyzes target markets, how to gain a competitive advantage, risks, and an intellectual property protection plan. Two key markets are identified: on-the-go hot drinks and food containers. To succeed, Hot Cups must protect its IP through patents, vertically integrate chemical production, and partner strategically for economies of scale. Risks include power of buyers/rivals and copying. The IP plan involves confidentiality agreements, national patent applications, and hiring an attorney.
BASF is a leading global chemical company that aims to combine economic success with social responsibility and environmental protection. The document discusses BASF's initiatives and solutions for measuring sustainability across its value chain. It outlines BASF's strategic focus areas and business segments. It also summarizes BASF's toolkit and certification program for creating more sustainable brands through quantitative and qualitative performance assessments as well as transparency.
The document analyzes Porter's five forces model as applied to the chocolate and cocoa industry. It finds:
1) There is a low threat of new entrants due to barriers like economies of scale, product differentiation, large capital requirements, switching costs, and regulations.
2) The bargaining power of buyers is moderate due to some large buyers but product differentiation, switching costs, and reliance on suppliers.
3) The bargaining power of suppliers is moderate to high because suppliers are concentrated and critical to the industry's product, though suppliers are also dependent on the industry.
4) The threat of substitutes is high due to many alternative flavors, snacks, and gift options.
5) Rival
A.N. Professor Ofer Meilich Bus 444 9232016 5F5I .docxronak56
A.N. Professor Ofer Meilich Bus 444 9/23/2016
5F5I
21. When perishability of items is high, so too is rivalry among firms. An obvious
example of this is with grocery stores. Nearly every item sold at a grocery store has a shelf life.
Companies must compete to sell these perishable items before they become useless and
unmarketable. Because of the small window of time to sell a tomato, for example, grocery stores
will use aggressive sales tactics to incentivize the buying of their products. When walking
through the produce section, one might see a buy one get one free offer on blueberries or an offer
to buy five packs of cherry tomatoes for five dollars when a single pack is sold for two dollars.
Items such as kitchen supplies, on the other hand, do not perish easily and thus we will likely
never see a deal for buying three ladles for the price of one.
32. Buyers have high power when an industry’s products have little cost saving
value. When an industry has low cost savings in regards to its product, they do not have much
leverage over the buyer, and thus the buyer has more power over the seller. A buyer will be
highly price-sensitive to products that do not save them much money. For example, printers have
a high up keep, and thus those products have a low cost saving value. Because of this, a buyer
will take a lot of time deciding on a printer, and will weigh their options before buying a
company’s printer that has the potential of having a higher upkeep then another printer.
36. If switching costs of the focal industry is high, supplier power is high. An
example of this is if two firms were engaged in just-in-time manufacturing, in which suppliers
must be highly reliable and consistent with their shipments. If a company were to switch from a
reliable supplier, they would potentially incur the costs of having to find a new, reliable supplier
that could handle their just-in-time supplying needs.
Another example could be with electricity. It is extremely costly to leave an electricity
company’s service in lieu of solar energy. Thus many people who want to have a smaller carbon
footprint can’t do so due to financial reasons.
8. If incumbents’ control over distribution is low, threat of entry is high. An example
of a new entrant struggling to come into an industry could be that of accessing a retail store. If a
new brewery opens up, it will be difficult for the brewery to get its beer to be sold at retail stores
across the US. An example of a distribution channel that is easy to access could be online
jewelry websites. It is quite easy to make jewelry and sell it on a website like Etsy, thus many
new entrants can be allowed entrance into the jewelry industry.
3. If economies of scale are high, it is very difficult for a new entrant to enter the
market. If a burger restaurant wanted to compete against McDonalds, they would have an
exceptionally, or nearly impossible, .
A.N. Professor Ofer Meilich Bus 444 9232016 5F5I .docxdaniahendric
A.N. Professor Ofer Meilich Bus 444 9/23/2016
5F5I
21. When perishability of items is high, so too is rivalry among firms. An obvious
example of this is with grocery stores. Nearly every item sold at a grocery store has a shelf life.
Companies must compete to sell these perishable items before they become useless and
unmarketable. Because of the small window of time to sell a tomato, for example, grocery stores
will use aggressive sales tactics to incentivize the buying of their products. When walking
through the produce section, one might see a buy one get one free offer on blueberries or an offer
to buy five packs of cherry tomatoes for five dollars when a single pack is sold for two dollars.
Items such as kitchen supplies, on the other hand, do not perish easily and thus we will likely
never see a deal for buying three ladles for the price of one.
32. Buyers have high power when an industry’s products have little cost saving
value. When an industry has low cost savings in regards to its product, they do not have much
leverage over the buyer, and thus the buyer has more power over the seller. A buyer will be
highly price-sensitive to products that do not save them much money. For example, printers have
a high up keep, and thus those products have a low cost saving value. Because of this, a buyer
will take a lot of time deciding on a printer, and will weigh their options before buying a
company’s printer that has the potential of having a higher upkeep then another printer.
36. If switching costs of the focal industry is high, supplier power is high. An
example of this is if two firms were engaged in just-in-time manufacturing, in which suppliers
must be highly reliable and consistent with their shipments. If a company were to switch from a
reliable supplier, they would potentially incur the costs of having to find a new, reliable supplier
that could handle their just-in-time supplying needs.
Another example could be with electricity. It is extremely costly to leave an electricity
company’s service in lieu of solar energy. Thus many people who want to have a smaller carbon
footprint can’t do so due to financial reasons.
8. If incumbents’ control over distribution is low, threat of entry is high. An example
of a new entrant struggling to come into an industry could be that of accessing a retail store. If a
new brewery opens up, it will be difficult for the brewery to get its beer to be sold at retail stores
across the US. An example of a distribution channel that is easy to access could be online
jewelry websites. It is quite easy to make jewelry and sell it on a website like Etsy, thus many
new entrants can be allowed entrance into the jewelry industry.
3. If economies of scale are high, it is very difficult for a new entrant to enter the
market. If a burger restaurant wanted to compete against McDonalds, they would have an
exceptionally, or nearly impossible, ...
Discusses how to analyse the external environment of a business using Porter’s 5 Forces using examples of situations each force becomes high.
Explains the following terms
- Economies of Scale
- Difference between Commodity Products and Homogenous Products
Brands and retailers are focusing on flexibility, quality, environmental performance, and innovation to increase perceptions of value for consumers. This translates to specific machinery needs for manufacturers: 1) Flexible machines for fast fashion, 2) Higher quality machines to meet consumer demand for lasting products, 3) Energy efficient machines to lower environmental impact and costs, 4) Machines that can integrate new technologies like wearables, made-to-measure, and waterless dyeing. As value perceptions evolve, dialogue across the supply chain is important to meet changing machinery demands.
The document discusses conducting an industry and competitor analysis. It provides an overview of what industry analysis involves, including reviewing economic, political and market factors that influence industry development. It also outlines Porter's five forces model for analyzing industry competition and lists the major factors considered in an industry analysis. The document then defines what a competitor analysis is and provides details on identifying competitors, sources of information, Porter's framework, and steps to conduct a competitor analysis.
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.
This document summarizes a system dynamics model that examines the profitability of "ready-to-eat" strategies in a fresh produce supply chain. The model integrates factors related to quality management, consumer science, and chain management to explore how positioning produce as ready-to-eat can create value for retailers, traders and growers. While quantitative, the model is intended to support strategic discussions by making implicit assumptions explicit. It shows how collaboration that addresses factors beyond price, such as ready-to-eat positioning and cost sharing, can optimize total chain profit and individual profits.
Innovative strategies to save on overall medical devices packaging costMathilde Dumargue
The Medical Device Industry lives on innovation & new technologies to help improve the efficiency of healthcare practices.
When it comes to packaging materials, one can wonder how far is the industry ready to go under the guidelines of « optimizing costs without compromising safety ».
How much can one get in savings by negotiating price on existing products vs assessing new packaging solutions?
The document discusses seven factors for success in the packaging industry:
1) Managing raw material costs and passing costs through to customers.
2) Reducing waste and raw material content through process improvements and investments.
3) Determining optimal capital expenditure levels to maintain competitiveness without overspending.
4) Accurately measuring key performance indicators like overall equipment effectiveness to drive continuous improvement.
5) Identifying underperforming products, customers, and markets and being willing to exit unprofitable relationships.
6) Investing in innovation to differentiate from competitors.
7) Effectively managing global supply chains and offshoring.
This document discusses the competitive business environment. It defines competition and competitors. A competitive environment is one where there are many sellers offering similar products or services. Elements that shape the competitive environment include regulations, direct and indirect competitors, differentiation, and technology. Michael Porter's five forces model analyzes competition through examining the threat of new entrants, threat of substitutes, bargaining power of customers and suppliers, and industry rivalry. Competitive strategies include cost leadership, differentiation, and focus. Challenges to competitiveness include operations, logistics costs, customer acceptance, and understanding international markets.
Kroger operates in the highly competitive retail grocery industry. Porter's Five Forces analysis shows rivalry is high but threats of new entrants, substitutes, and suppliers are low to moderate. Kroger differentiates through quality, variety, and service while also achieving low costs through economies of scale. Key risks include competition and macroeconomic factors while success relies on growth, products/services, and price. Accounting methods like inventory costing and depreciation involve estimates that could impact valuation. Profitability analysis uses ratios to evaluate operating efficiency and performance over time.
Environmental analysis and Strategies for medium to large companiesjimmyk12
Here are the key differences between business risks and financial risks:
- Business risks relate to factors within the control of the company that could negatively impact operations, such as new competitors, new technologies, supply chain disruptions, or quality control issues.
- Financial risks, on the other hand, stem from external factors outside the company's control that could influence its financial performance or health, such as interest rate fluctuations, changes in foreign exchange rates, inability to access credit, or tightening of credit markets.
- While business risks can often be mitigated through strategic planning and process improvements, financial risks may be more difficult for a company to manage as they relate to macroeconomic and market forces.
- The impacts of business risks
The document discusses key trends in the food packaging industry between 2016 and beyond. It identifies five major trends: 1) Increasing importance of design and shelf appeal to stand out, 2) Increasing competitive intensity driving cost focus, 3) Growing focus on sustainability and environmental friendliness, 4) Intelligent packaging solutions continuing to develop, and 5) Increased e-tailing volumes driving new packaging demands. These trends will impact brand owners, retailers, and logistics providers by requiring more efficient and sustainable packaging designs that enhance the consumer experience both in stores and online.
Expectations of customer industries for the Chemical IndustrySantiago Advisors
- For a high resolution PDF file click the 'Download' button -
A study conducted by Santiago Advisors for the German Chemical Industry Association (VCI): Core products subject to criticism. Massive upheavals in major customer industries. Even shorter innovation cycles. Intensifying global competition – the chemical industry is facing numerous challenges. Our interviews with 60 experts of various customer industries reveal that the key to future success in the chemical industry is tied to 10 central customer requirements.
The document discusses several topics related to quality and company economics from different perspectives:
- Quality affects company economics through its impact on both costs and income. Higher quality can reduce costs through fewer defects and increase income by better satisfying customer needs.
- Customer needs may be stated differently than their real or underlying needs. Companies must understand both stated and real customer needs to provide quality that customers truly value.
- The concept of lifecycle costing aims to find the optimal set of conditions that meets supplier and customer needs while minimizing their combined costs over the entire lifecycle of a product.
The document discusses supplier development programs that can help companies gain the full cost savings benefits of sourcing from low-cost countries. It provides guidelines for effective supplier development: 1) Target a small number of suppliers and focus on key areas; 2) Align the organization behind the program; 3) Choose tailored development approaches for each supplier; 4) Engage and motivate suppliers to change; 5) Develop a progress roadmap; and 6) Measure results to track progress. Effective programs can deliver measurable benefits within six months through improvements like 25-30% higher productivity.
This document discusses alternatives to lean manufacturing for companies seeking to differentiate themselves and remain competitive. It outlines five alternate strategies that top manufacturers employ: 1) Partnerships based on information sharing with suppliers, 2) Offering supplementary services, 3) Faster innovation cycles through collaboration, 4) Production flexibility, and 5) Local sourcing. While lean manufacturing provides benefits, these strategies can deliver added value that customers will pay a premium for. Following one or more of these approaches can help manufacturers stay ahead of competitors relying solely on cost efficiencies.
This document discusses alternatives to lean manufacturing for companies seeking to differentiate themselves and remain competitive. It outlines five alternate strategies that top manufacturers employ: 1) Partnerships based on information sharing with suppliers, 2) Offering supplementary services, 3) Faster innovation cycles through collaboration, 4) Production flexibility, and 5) Local sourcing. While lean manufacturing provides benefits, these strategies can deliver added value that customers will pay a premium for. Implementing them requires close collaboration between manufacturers and suppliers.
The document discusses various aspects of product strategy including product, branding, packaging, managing product lines, and green marketing. It defines key concepts like the Maslow hierarchy of needs model, different types and levels of products, criteria for branding and packaging. It also outlines the new product development process from idea generation to prototype testing and product life cycle. The overall objective is to understand product strategy and how to develop successful products that meet customer needs.
Similar to Pioneering consumer goods product performance - Why you should refocus your sourcing practices (20)
2. Specialty polymers are not only offering
producers of consumer goods an
opportunity to step up the performance
and power of their product range, but
they are doing so without having to
compromise on competitiveness of pricing
3. “Nothing will impact how things are made,
and what they are capable of, more than
the materials manufacturers use to make
those things. New materials change both the
manufacturing process and the end result for
designers, engineers, and consumers alike.”
Scientific American
5. That’s why manufacturers must
focus on the most fundamental
issue of all to secure competitive
advantage – the materials they
use to make their products.
10. The bottom line: businesses
unable to offer high performing
products at attractive prices will
find themselves left behind by
more fleet-of-foot competitors.
11. Specialty polymers are
increasingly becoming
the default option for
manufacturers seeking
better performance,
quality and durability
under more stringent
testing conditions.
12. So switch to high
performance polymers
and start making better
use of them – rely less
on traditional materials
such as metal and glass.
18. Consumers want safe storage
for the increasing quantities of
foodstuffs they keep, and kitchen
utensils that remain stiff and
strong even when used at very
high temperatures.
22. High performance polymers offer greater design
flexibility, but they also reduce the time taken to
get new products to market.
23. But how can manufacturers
secure these benefits while
remaining price competitive?
24. But how can manufacturers
secure these benefits while
remaining price competitive?
The key is to recognize that
focusing exclusively on either
performance or price can
sacrifice an important element
of the value proposition that
consumers now expect.
25. If you’re still purchasing materials
in that way, you risk losing
business to competitors that
have refocused their sourcing and
supply chain practices.
26. In the search for the right balance between
price, performance, and power, high
performance polymers will very often
represent the best opportunity to deliver.
27. Now is the time to shift mindsets.
Make the switch.
28. Learn how high performance polymers are making matters
of science fiction into part of your everyday routine. Download
Price, performance, power:
The new rules of polymer purchasing
Download the eGuide