Strategic Marketing Proposal MKTG 5115 spring 2012 Target the children market in accessories FOSSIL at a glance: - Global design‚ Marketing‚ and Distribution Company - Sells watches‚ fashion accessories‚ apparel‚ and footwear - Brand name recognized for individuality‚ consistency‚ connection with its customers - Broad customer base and price range ($7-$20‚000) 3/14/2012 Fossil Inc Varunkumar Suresh Prepared for Professor Mary Caravella‚ MKTG 5115 Strategic Marketing Proposal UConn MKTG
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1. Internal AnalysisCurrent resources‚ resource capabilities and/or resources potential to provide sustainable competitive advantage for the company. Distinctive competencies and deficiencies and core competencies. Key areas of competitive advantageThe VRIO analysis from the appendix suggests Air NZ (Air New Zealand) have only one resource that will provide them with sustainable competitive advantage and is a distinctive competency‚ this is the intangible resource of Air NZ being the national
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Strategic Management Airbus Analysis Executive Summary The goal of the following report is to provide a detailed analysis of Airbus using the following analytical tools: PESTEL‚ Stakeholder‚ SWOT‚ Porters Five Forces‚ VRINE‚ and Porters model of competitive advantage. In this report I will describe how each analysis supports the decisions of Airbus and helps identify any problems or issues facing Airbus based on the outcome of each analysis. This report
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5 Forces Model -Examines competitive forces that influence the profitability potential in an industry -Each force can reduce the probability that a firm can earn profits while competing in an industry Potential Entrant - can take market share away - force to learn new ways to compete - Barrier - Economies of scale – cost disadvantage - Capital – lack the resources (physical & human) to compete‚ competitive disadvantage - Switching costs – college‚ machine - Differentiation
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Profound understanding of the competitive environment is critical ingredient of a successful strategy. It helps the industry to uncover opportunities and threats‚ provides information about the nature of competition‚ reveals options for collaboration‚ and helps us design more effective strategies. Two types of environment - Business or general or macro environment -Industry environment The business environment of the firm consist of all the external influences that affects its decision
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Strengths of the traditional business model 1. IT application base: – Has an established Company Area Network – Inventory information shared across the company – Existing employees were familiar with IT applications 2. Chain store model: – Centralized procurement and selling through a multi-channel system – Associated methods of settlement‚ review and allocation and users’ files 3. Distribution advantage: –
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it for buyers to affect the price? Can they work together? How strong is their position? Suppliers: What is the state of supply base? Is it a monopoly? Are there many sellers? Substitutes: How easy can a product or service be substituted? Complementors: Influence of complementary products and services on the market? What is the Six Forces Model (SFM) used for? SFM is used for a detailed analysis of the strategy position of a company in the market place‚ and to calculate the market effectiveness
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Dell‚ Inc. Case Study First: Problem Diagnosis: Over the years‚ Dell has devised very successful strategies to increase customer loyalty and reduce costs. However with the passage of time‚ the company has failed to have a proactive approach to capitalize the opportunities provided by the environment and sustained its competitive advantage. 1. Use of the direct selling approach: This approach has been the main competitive advantage of Dell over the years‚ which enabled the company to create strong
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hour travel time of rails/ferrys. The major airlines will be able to compete with service; however‚ Ryanair can undercut them with pricing. Ryanair’s flat‚ restriction free low price can expand the customer base and potentially create ties with complementors such as travel agents by allowing them to book last minute tickets at low prices. The low flat fee also provides better insulation to Ryanair from declines in demand due to potential recessions. This business model (low cost/differentiated service)
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with regard technology platform that TiVo could not be easily adapted to different hardware and software environment. TiVo operated in a complex ecosystem‚ which required the company to manage a wide array of potential competitors‚ partners and complementors. The battle between TV Cable and TV Satellite had important implications for TiVo. The TV Cable operators and the TV Satellite company were both potential DVR customers and potential DVR
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