http://jambajuice.com/ - Jamba Juice Target Market – High income‚ health concerned‚ convenience speed. Good position – high traffic areas 2a) http://www.soupersalad.com/- Souper Salad TM - High income‚ health concerned‚ convenience speed‚ Vegan/vegetarian niche Poor position – sought out 3a) http://www.lucianositalian.com/ - Lucianos Italian TM – high income‚ occasion focused‚ culture based‚ high end experience Good position – uptown/cultural destination 4a) http://www.subway.com/subwayroot/default.aspx
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Perfume Industry Statistics Data Annual global perfume industry sales revenue $27.5 billion Annual US perfume industry sales revenue $5.2 billion Percent of American women who don’t use perfume 17 % Number of perfume brands carried by US department stores in 2002 756 Number of perfume brands carried by US department stores in 2010 1‚160 Percent of fragrance market held by Coty Inc 13 % Percent of designer perfume brands priced at over $75 46 % Percent of celebrity perfume brands priced
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Competitive market and economic efficiency/Competitive strategies according to market share Today competition is known as a contest between individuals‚ groups‚ animals for territory‚ a niche‚ or a location of resources. It arises whenever two or more parties strive for a goal which cannot be shared. Competition is also in the market; therefore it’s named competitive market. Let’s start by describing a competitive market. It’s a market with a large number of buyers and sellers‚ such that no
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Clean Edge Razor: Splitting Hairs in Product Positioning Case Analysis Marketing Concepts Problem/Decision Identified This case is about ‘strategic positioning’ decision dilemma of a newly developed technologically advanced product. The product manager Randall of Paramount Health and Beauty Company- a Global player in health and beauty industry is faced with an intriguing question of how to best position the new product so as to have a right market
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Colgate-Palmolive Case Study Executive Summary Colgate-Palmolive (CP) plans to launch a new toothbrush in the US tentatively named The Precision Toothbrush. The Precision is expected to develop the super-premium market for CP as well as to reinforce and enhance CP’s brand image. Key recommendations conclude in this case study are as follow • Target therapeutic and cosmetic consumers • Position Precision in the super-premium segment and reposition to the mainstream market during its maturity
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super-premium product would be an estimated $15 million. 3. Which of the identified alternatives is most attractive and why? If we take a look at the financial forecasts for positioning Clean Edge as a niche or mainstream product we can make the following observations: | Niche Y1 | Niche Y2 | Mainstream Y1 | Mainstream Y2 | Capacity Cost | $610‚000 | $870‚000 | $1‚710‚000 | $2‚450‚000 | Razor Prod. Cost | $5‚000‚000 | $7‚500‚000 | $15‚642‚000 | $18‚960‚000 | Cart. Prod. Cost | $9‚720
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References: Dimmick‚ J. & Rothenbuhler‚ E. (1984a). The theory of the niche: Quantifying competition among media industries Dimmick‚ J.‚ Chen‚ Y.‚ and Li‚ Z. (2004). Competition between the internet and traditional news media: The gratification-opportunities niche dimension Dimmick‚ J.‚ Kline‚ S.‚ & Stafford‚ L. (2000). The gratification niches of e-mail and the telephone: Competition‚ displacement‚ and complementarity. Communication Research‚ 27‚ 227-248
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come up with a suitable strategy to make the product successful in the market. Through a proper economic analysis considering the razor market and the facts available‚ we have come up with a conclusion that Paramount should position Clean Edge in the Niche Segment. Statement of the Problems Paramount needs to come up with a marketing strategy to effectively position its new line of technologically advanced non-disposable razors. Over the last five year years the industry has seen major advancements
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Clean Edge Razor Splitting Hairs in Product Positioning MBA8145-Marketing Management Alpharetta‚ Summer-2011 GSU Individual Case Analysis Situation at Paramount Paramount had established itself as a global consumer products giant with over $13 billion in worldwide sales and $7 billion in gross profits for 2009 since it’s entry in the market in 1962. In 2009‚ Paramount had established itself as unit-volume market leader in 2009 based on non disposable razor product sales. The Non disposable razor
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ail Project #4: Literature Search “The Long Tail” by R. Cros Table of contents I. Background II. Thesis 1 and 2 III. Thesis Findings A. Thesis One – Consumer-Driven B. Thesis Two – Higher Consumer Engagement IV. Thesis Objections V. Unanswered Questions VI. Bibliography VII. Abstracts (compiled) I. Background As a part of the MBA curriculum‚ a class titled Management Information Systems was given at Roosevelt in the fall of 2009. The
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