Transcript m5zn_ec3282ed35d3deb

MARKETING MANAGEMENT Case
Shamale company for
appliances .
Issac Anwar Al - Bardaweel
Mohamed Talal AL- Qassas
Jacob Tariq Rayyan
Mohamed Hussin Wade
12011-1451
12011-1461
12011-2223
12011- 1326
SHAMALIES CO. Concept about marketing …
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As any company their aim is to build a profitable
relationship with customer .
The company perform a lot of activities to market their
product like using internet “ facebook “ and radio and
sometimes posters but their best way to market their
product is interact directly with the customer so could
convince him to buy .
How they segmenting the market
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The company aim to serve all the society from high,midlle,low income and offer
products that suits them all .
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being honest is the best way to make the customer loyal to your company as we
told and offer original Home appliance with reasonable .
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they segment their customers as if they are permanent buyers or not and have
special treatment to the permanent one by selling them at wholesale price .
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the company’s strategy to attract customers basely depends on employees that
have a good human relation skills .
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keeping the current customers is a difficult task facing the company so they use
means to keep them like offering extra services on the product like maintenance in
the warranty period .
How they deal with The competitors in the market
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The company have strong rivals in the market like ALSAQA CO. .
and to insure it’s continuity in the market the company have several
advantages like selling original products with famous brands like
sony , whirepool ….. . and the company gain benefit from their
competitors through knowing what they don’t have and many
customers want it and bring it .
To be the first choice in the customers mind when it’s related to
home appliance the company do a lot of things like discounts and
offerings with low prices and original brand mark on the product .
The company’s pricing strategy
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Pricing is also vital in the company , it’s linked to four things ….
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1 the supplier price
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2 taxes , 14.5% to the government and 17% to Israeli
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3 shipment
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4 currency changes
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The company must change their prices when it’s necessary like if new and
developed TV like 3d , the old one must have reduction in its price . the
customer always looking to cheap products and that is a weakness in the
product and the company selling system cause the nature of its product calls
to be expensive .
SWOT analysis
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The company takes in its consideration the environmental factors that affect the
consumers purchasing behavior and use these factors as an advantage .
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The company’s :
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Strengths is in its original products and unique ones .
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Weaknesses that most weakness that the companies have is that there is no
Spare parts in the time that customer require .and taking in their account the
hard economic conditions in the customer life .
opportunities like the company has supplier that want to sell them a product’s
that worth 2 milloin NIS and they have to take them all but the company couldn’t
handle that risk .
Threats are in the unstable political situation in our country .
The company always looking forward to develop and improve their reputation in
the market by bringing new and high tech products like 3d ,led TVs and abandon
the old ones .
The human relation department
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The company always choose the best and the honest
supplier so they don’t leave a room for future
problems and keep their shining reputation in the
market .
and it uses the Public Relations employee to know
the Complaints of the customers and feedback from
them about their opinions in the product is it have
good or bad quality .
the selling strategy un the company
The company follow strategy that says sell too
much and make less profit .
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It work on the way that makes the customers
comfortable by let him choose the way that he
want to buy in installment or paying all the cash
once.
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Marketing Case Study
* Successful companies don’t market
products as much as they market
offerings.
* An offering encompasses the benefits
or satisfaction provided to your target markets ,
tangible and intangible .
* To successfully market your product, you must
understand its benefits from the buyer’s perspective .
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This approach allows you to think
beyond the tangible “product” entity
and consider what the consumer is
actually buying and their reasoning
behind that purchase.
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Your offering includes a tangible product
or service, plus any related services,
such as installation, warranties,
guarantees, and packaging.
It also includes intangible benefits, from
peace of mind, to validating an identity, to
showing off to the neighbors
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Focusing on the offering, rather than on
the actual product or service itself, can
be valuable for analyzing consumers’
alternatives, to better identify unmet
needs and wants of your target markets,
and to enhance development of new
products or services .
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In a larger sense, an organization’s offerings are a part
of who they are as a business.
Your marketing plan should address what types of
customers you seek, what the buyers need, and how
your offerings meet their needs.
It should also describe how your offering is
communicated and what value it holds for the consumer.
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Offering Mix
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Most organizations sell more than one product.
A multi-product approach often adds value, leverages
economies of scale and expertise, and increases revenue
generation potential.
Banks offer dozens of services. Most retail stores offer
hundreds of products to meet the breadth of needs of their
customers.
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This offering mix can be classified according to the width, length, depth,
and consistency of the products.
These four dimensions are the tools for developing the company’s
marketing strategy and deciding which product line to grow, maintain,
harvest, or divest. Strong products should be grown or maintained. Weak
or unprofitable lines should be sold or discontinued.
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Four basic factors are critical in the decision to manage individual product
lines.
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Consumer demand
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Cost to produce
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Gross margin
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Total sales volume
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When change occurs in any of these areas, you should analyze the
product line and decide how many resources should be invested.
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The Product Manager
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The product manager often stands between the product
development team and the marketing team, bringing the concepts
together throughout the implementation process.
Some organizations have the resources and the need to have a
position dedicated to manage the one or more product lines.
The role of the product manager is to develop product plans,
implement them, monitor the results, and take corrective action
when necessary.
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The product manager’s goal is to intimately know the target
markets the product or products serve and understand how these
markets perceive the product.
There are critical customer questions the product manager must
answer:
What needs are our customers satisfying when they buy our
product?
Why do they buy it?
What do they consider to be viable product alternatives or
substitutes?
How do our products compare to those other potential choices?
Tasks to Achieve the Goal
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The product manager’s tasks most often can be
described by these activities:
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1-Develop an enduring competitive strategy.
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2-Prepare and maintain a product marketing plan with a sales forecast.
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3-Work with advertising and merchandising agencies to develop copy,
programs and campaigns.
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4-Stimulate an understanding of the product and support among the sales
force and distributors.
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5-Gather product performance data from customers, resellers, dealers and
others in the sales channel regarding attitudes, new problems, and
opportunities.
6-Initiate product improvement to meet changing market needs.
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Product Bundling
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Product bundling is combining two or more products or
services together, creating differentiation, greater value
and therefore enhancing the offering to the customer.
Bundling is based on the idea that consumers value the
grouped package more than the individual items.
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Bundling can enhance an organization’s offering mix
while minimizing costs. This is attractive to consumers
who will benefit from a single, value-oriented purchase of
complementary offerings.
Bundling is attractive to producers by increasing
efficiencies, such as reducing marketing and distribution
costs. It can also encourage customers to look to one
single source to offer several solutions.
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If the product combination is right, the decision to bundle
often involves taking these four variables into consideration:
four variables
into consideration
Volume
Margins
Exposure
Risk
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1-Volume: Bundling typically increases unit sales volume.
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2-Margins: Bundling can reduce margins.
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3-Exposure: Bundling may offer new channel opportunities or
exposure to new potential customers.
4-Risk : If executed incorrectly, bundling may cannibalize more
profitable sales, resulting in lower contribution margins and
potential channel conflict.
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These factors must be considered in terms of the revenue
opportunity and exposure potential bundles offer.
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Determine if bundling has a place in your marketing plan and
how it will provide value for your customer and your organization.
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Reasons to Send a Survey in E-mail Marketing:
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In a perfect world, you’d know exactly what your customers were thinking
and could give them exactly what they want at all times.
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Unfortunately, things don’t quite work this way, so you’ve got to use the
tools you have available to find out more about your customers.
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The availability of online surveys today means anyone can create an
effective customer survey in a matter of minutes or hours without a degree
in market research.
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Our retention marketing team came up with five great reasons to survey your
customers. I’d like to share them with you:
1-Get Feedback: Ask your customers what they honestly think about your products,
services, events or marketing. You won’t know until you ask. The knowledge you gain
will be invaluable to your business.
2-Set the Bar: Surveys allow you to look at your business at a certain moment in
time. Benchmark how you are doing in different aspects of your business and make
goals to improve or maintain that status over time.
3-Evaluate the Competition: Ask what other products or services your customers use,
and find out why or what they enjoy about them. Doing this will make you aware of
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4-Learn New Ideas: Your customers are an untapped resource for you.
They are smart, creative, and likely have ideas that you haven’t thought of.
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Just imagine all the cool ideas you can get from the people that matter the
most and know your business.
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5-Guide Business Decisions: Using surveys, you can gather information that
is helpful in making informed business decisions.
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The feedback you get from your customers can guide you in future product,
marketing, or organizational decisions – both big and small.
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Product And Brand Failures: a marketing perspective
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Product and brand failures occur on an ongoing basis to varying degrees within most
product-based organizations.
This is the negative aspect of the development and marketing process. In most
cases, this “failure rate” syndrome ends up being a numbers game.
There must be some ratio of successful products to each one that ends up being a
failure.
When this does not happen, the organization is likely to fail, or at least experience
financial difficulties that prohibit it from meeting profitability objectives.
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Studying product failures allows those in the planning and implementation
process to learn from the mistakes of other product and brand failures.
Each product failure can be investigated from the perspective of what, if
anything, might have been done differently to produce and market a
successful product rather than one that failed.
The ability to identify key signs in the product development process can be
critical.
If the product should make it this far, assessing risk before the product is
marketed can save an organization’s budget, and avoid the intangible costs
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of exposing their failure to the market.
Defining product and brand failures
A product is a failure when its presence in the market
leads to:
1-The withdrawal of the product from the market for any reason.
2-The inability of a product to realize the required market share to
sustain its presence in the market .
3-The inability of a product to achieve the anticipated life cycle as
defined by the organization due to any reason .
4-The ultimate failure of a product to achieve profitability .