MODULE CODE: SUBMITTED TO: SUBMITTED BY: INTAKE CODE: SUBMISSION DATE: TABLE OF CONTENTS: EXECUTIVE SUMMARY: 3 INTRODUCTION: 4 COMPANY BACKGROUND: 4 NEW PRODUCT: 4 SITUATION ANALYSIS: 4 PORTERS FIVE FORCES: 4 COMPETITOR ANALYSIS: 6 NEW PRODUCT STRATEGY: 6 NEW PRODUCT DESCRITPION: 6 OBJECTIVES DAGMAR: 7 MARKET SEGMENT: 8 TARGET MARKET: 8 POSITIONING STRATEGY: 8 DISTRIBUTION STRATEGY: 8 PROMOTIONAL STRATEGY: 8 PRICING
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people see the snack market as dynamic and innovative‚ but actually it is surprisingly conservative. Most of what passes for product innovation is in fact tinkering with our marketing approach‚ things like special offers‚ promotion tie-ins and so on. We occasionally put new packs round our existing products and even more occasionally we introduce new flavors in existing product ranges. Rarely though does anyone in this industry introduce something radically different. That is why this project is both
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Case/Project: Axiata Group Berhad A Mega Project/Case Study Analysis In Partial Fulfilment of Strategic Management (MGT 657 / MGT 658) Prepared By: Jamilah Johan @ Jabar (2013206388) Asfarina Amni Binti Jalal (2013600074) Nur Amira Binti Othman (2013802962) Nuradila Binti Jamaluddin (2013623808) Siti Rosiana Binti Ismail (2013851144) Shaz Melisa Binti Azlan (2013263082) (10th December 2014) Universiti Teknologi MARA Johor‚ Malaysia Executive Summary
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Portakabin commercial staff were constantly asked for extra services such as air conditioning. This is a good example of Ansoff’s new product development which extended provision within its existing market. As a building supplier it soon realised that customers expected their wider customer needs to be met. Customers required more than just a building shell‚ they also wanted a range of services that complemented the building and produced ‘ready to go’ working environments. The creation of EBS helped
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Ellen Johnson had just completed her first month as manager for succesful company that provides a variety of web-based services and solutions. Last week‚ she was informed that she would be the new leader of a team that included 10 individuals. To her surprise‚ not only were these team members diverse in terms of their functional training and expertise‚ but they also represented a variety of culture backgrounds and only three were located in her office building. She quickly learned that 7 of 10 individuals
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at a time when the studios‚ relying on the box office more than ever‚ are increasingly looking internationally? Let’s start with a SWOT analysis of the local exhibitor: SWOT Analysis Strengths * Offer a product that is still relatively affordable for families and patrons * Product offers an “escape from reality” for consumers in a recessive economy * The “big screen” experience still cannot be duplicated at home * High profit margins on concessions and advertising * Lower cost
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NATURE BROS. LTD. BACKGROUND Thanksgiving Day 1993 is the day that Dale Morris remembers as the “public debut” of his creation‚ a new seasoned salt mix. Although he was a salesman by temperament and career‚ his hobby was cooking. Having experimented with both traditional home cooking and more exotic gourmet cooking‚ Morris had developed an appreciation for many herbs and spices. He had also done a lot of reading about the health hazards of the typical American diet. When his mother learned that
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Which of the following would not be an operations function in a fast-food restaurant? A) advertising and promotion The Dulac Box plant produces 500 cypress packing boxes in two 8-hour shifts. The use of new technology has enabled them to increase productivity by 30%. Productivity is now approximately D) 40.6 boxes/hr. 3.One reason for global operations is to gain improvements in the supply chain. A) True 4.Productivity is the total value of all inputs to the transformation process divided by the
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Each product life cycle is determined by customer’s behaviors and competitive landscape. In this category both factors play against the possibility of having an extensive product life. * Frozen dessert consumers are looking for novelty‚ in fact this is what is leading to higher growth rates. As mentioned in the case each new product introduction seemed to generate growth for the entire category. In this market‚ consumers would tire of a particular product and switch to a new product‚ which
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Donaldson‚ product development engineering manager‚ believes there are problems in coordinating the technical program managers and product managers. He has concerns that the division of responsibilities is not clear and the fluctuating workload in the engineering services is off balance. Discussion Questions 1) What steps should Donaldson take to improve the new-product development process at FHE? 2) What could be done to clarify the organizational relationship between product managers‚ technical
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