2.1 The causes of product return for online apparel products Research on commercial returns have shown that the reasons for product returns could be defects‚ product incompatibility with user needs‚ and deficiencies in product performance relative to customer expectations (Ferguson‚ Guide‚ Souza‚ 2006; Guide‚ Souza‚ Van Wassenhove‚ & Blackburn‚ 2006; Rao‚ Rabinovich‚ & Raju‚ 2014). However‚ the main reason of returns suggested by Lawton (2008) is that products are not meeting consumer’s needs. Because
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Smart and connected products are revolutionizing the structures of various industries by reconstituting/reshaping industry boundaries and in some industries creating new industries. The nature of the industry is determined by the composition and strength of Porter’s competitive forces namely the bargaining power of customers‚ bargaining power of suppliers‚ threat of new entrants‚ threat of substitutes and the intensity of rivalry among competitors in the industry. This therefore implies that the
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Trend…………………………………………………………..6 3.4.2 Size…………………………………………………………….6 3.4.3 Market share…………………………………………………...6 3.4 Micro environmental impacts……………………………………………...7 3.5 Macro environmental impacts……………………………………………..7 3.6 Product category……………………………...……………………………8 3.7 Competitors………………………………………………………………..8 3.0 Segmentation analysis 4.8 Bases of segmentation……………………………………………………..9 4.9.4 Geographic…………………………………………………….9 4.9.5 Demographic…………………………………………………
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activities. Products pass all activities of the chain in order and at each activity the product gains some value. The chain of activities gives the products more added value than the sum of added values of all activities. It is important not to mix the concept of the value chain‚ with the costs occurring throughout the activities. A diamond cutter can be used as an example of the difference. The cutting activity may have a low cost‚ but the activity adds too much of the value of the end product‚ since
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Repositioning the product – change Caferoma’s image is not a good solution for the Caferoma’s problems. Actually‚ our brand already is a well-known brand of coffee and can not loose it. I would just mention about our packaging that is old fashion and needs to be updated. - Pricing – to reduce the price is necessary to change some work process and‚ it take a large amount of time for it. Anyway‚ it is very difficult to reduce the price between 20% to 30%. - Advertising – to reach new consumers‚ it
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Question 1 Activity Based Service Cost for the TFC business Activity | Total Activity Cost (’000) | Activity Driver | Usage | Actual Cost | Storage | $ 1‚550 | Number of Cartons | 350‚000 | $ 4.43 | Requisition Handling | $ 1‚801 | Number of Requisition | 310‚000 | $ 5.81 | Basic Warehouse stock selection | $ 761 | Number of Requisition × 2.5 lines | 775‚000 | $
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Threat of Substitute Products (High Pressure) Although creating its own resort city‚ IOI Resort City still unable to secure any advantage and the threat of substitute remain high. In terms of food and beverage selection‚ IOI Resort City only have IOI City Mall as the main point for food selection which offer limit choices same goes to fashion and purchase of daily products. YTL Hotels with J.W Marriot hotels and Ritz Carlton offer not only 5 Stars cuisine but with walking distance comes the anchor
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we believe will differentiate Blue Stratos from the competition. Without the financial muscle and distinct product differentiation‚ Cambridge would languish in the shadow of Blue Stratos. Therefore‚ our team suggests that MEM should concentrate on repositioning itself in the market to retain and attract customers. PRODUCT Based on the data given‚ we found out that there are multiple products that are targeted at the same group of consumers. We found that this problem might have been caused by the
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Priceline.com is an e-commerce site which when founded in 1998‚ brought forth a new angle to conduct business. Traditionally marketers scan the market to determine which prices purchasers are willing and able to pay for products or services. The sellers then offer their product for a price which meets their internal criteria. With priceline‚ instead of the seller setting the price‚ the buyer makes an offer of what he or she is willing to pay and sellers compete for the buyers business. This innovation
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businesses it owned beyond packaged consumer products‚ including African trading‚ plantations‚ specialty chemicals‚ paper and packaging‚ transport‚ advertising‚ and market research companies. Unilever‚ which seems at times to resemble more of a holding company or conglomerate than anything else‚ is barely unknown by its consumers. Unilever was founded on soap and margarine - both products essentially sharing the same raw materials with diversification into other business areas starting in the midfifties
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