Flip Factory Essay

Based on The Running Room’s current situation, Cisco considers a number of alternatives to her present marketing strategy. On one hand, she could continue to maintain a broad target market to appeal to both casual athletes--with more fashion-conscious products that aren’t necessarily running shoes--and serious runners, while attempting to tap into the growing market for women’s athletic shoes with expanded product lines for female athletes. This strategy would help her maintain her aging loyal customers, as she could offer athletic shoes that reflect the new exercise programs that they are becoming involved in instead of running. Conversely, she could narrow her target market to just serious runners, by investing in the high-end molded running shoes and the additional training and promotion that would be required to sell them. An analysis of The Running Room’s strengths and weaknesses can help her determine that the second strategy is the most worthwhile to pursue moving forward. As a former nationally-ranked runner herself, and with both a proven track record for catering to serious runners (who make up a majority of her sales) as well as the flexibility to switch product lines fairly easily, Cisco’s business strengths would support a shift to a more serious runner target market with relative

Shasta Trampoline Club is renowned as being one of the most successful trampoline programs in Canada, but as the sport progresses, the club needs to advance the development of its athletes and increase the depth of the club to maintain the club's reputation for excellence. In the past fifteen years, there has been an influx in the number of trampoline clubs throughout the country. As these clubs gain traction, Shasta Trampoline club has maintained fairly stagnant and as a result, fewer members of Shasta Trampoline Club are qualifying for International competitions than ever before. With your permission, I propose to investigate new club developments that will improve competitive results. Having been an athlete at Shasta Trampoline Club for over ten years and recently transitioning to Shasta Trampoline Coach, I have an intimate knowledge of the club and its members, giving me the experience and expertise needed to conduct this research.

Nationally, Orangetheory Fitness is the fastest growing fitness franchise, at least partially due to the innovative ideas it brings to fitness. In detail, Orangetheory Fitness locations in Ann Arbor and nationally are effective in communicating the brand to community members using social media among other tactics. The reason that this brand strategy works is because of the niche industry that Orangetheory Fitness is in: a specialized fitness development program that is beyond just a gym. While there are other fitness centers out there that follow a similar strategy, none of them have established a sense of community, that’s Orangetheory’s competitive advantage.

. The daycare and child development business is booming and profits are soaring. With more people looking at the child care field from different angles, these type of programs have more opportunities for more allies and partners, for funding and positive public relations, for improving, and “professionalizing” the programs that we offer to our children in our communities. Non-profit groups and higher education have increasingly partnered with schools, often including after-school hours.

Lululemon Athletica produces high quality active wear at a premium price. The business has attracted customers by creating an environment/culture that fitness-oriented customers enjoy and respond to. According to (Beyer, Faifman, Ho, Kezunovic, & Olian), Lululemon understands their customers as well as their target market. Lululemon provides guests with an unrivaled experience, which has created many loyal customers that are quick to tell their friends and family about the company. Employee training and product knowledge is an important element in Lululemon’s strategy because employees are able to provide relatively technical answers to guests’ questions about their products.

The largest floor covering product is carpet and rugs followed by ceramic tile, vinyl, hardwood, stone, laminate and rubber floorings.

Andrea Tierney opened Aradia fitness London (AFL) in London, Ontario, in 2005. The majority in come of the fitness club is to offering poles dancing class to local London. Tierney wants to lunch a new exercise program TRX which could help decrease attrition rates, and support poles dancing program at the same time. Tierney have a make decision in a very short period of time, which include an appropriate price point and promotion strategy to ensure success of the TRX program. Tiernry’s ultimate goal is to offer both classes as complement to one another.

Nursery – offer full time and part time sessions within a purpose built building for birth to school age

Jenaveve Richards was an only child, born and raised in Lawrence, Kansas. Her entire life since she was two, she trained as a gymnast. She progressed very well in her youth years, and often times as she likes to say, “brought home the hardware,” from competitions. She qualified second all around in a Junior Olympic Gymnastics Preliminary meet. Although Jenaveve was not satisfied with second. She strived for greatness and came back from that meet better than ever.

Companies today face many challenges to maintain market share and differentiate themselves from a highly competitive and ever evolving market place. Marketing is crucial to a company’s long term success. The aim of this paper is to use the “Nike - The art of selling air” case study and concepts from strategic marketing

The vision of Body Fitness, like any other business, is essential to the implementation, success, and growth of the brand and company. According to Pearce and Robinson (2009), a company mission statement is a “broadly framed yet enduring statement of a firm’s intent” (Chapter 1-2). Furthermore, it embodies the philosophies of a company’s strategic decision makers; it involves the firm’s self-concept, as well as the icon the firm seeks to project. Lastly, the key focus of a vision is to designate a company’s chief product and or service areas and the primary customer needs the business will attempt to satisfy (Pearce & Robinson, Chapter 1-2, 2009).

The Lowell factory was an experiment into an alternative way of running a factory where both the workers and owners could benefit equally. One of the most major points to be made is that most, if not all, of the workers were female. The factory consisted of the manufacturing area, the dorms, and the facilities for the workers. The facilities included places such as lecture halls and schools for their education. This was all supposed to facilitate a place for a life of work as well as learning. However, for multiple reasons, this may not have been the case. Three different sources have provided different accounts of factory life.

As the Olympics begin this week in Rio de Janeiro, I thought about how I’ve always wanted to be a gymnast. I remember watching Dominique Moceanu, an Olympic gold medalist, execute a flawless floor routine, and I wanted nothing more than to do the same.

Over the past twenty-five years we have had to reinvent ourselves many times. The first surge was with the Waffle Trainer and the running craze. When that slowed, we thought we ran out of market. We had another surge with basketball behind Michael Jordan, and cross-training with Bo Jackson. Then again, we Thought our growth was dead. Another surge came in 1995, when Nike became fashionable and athletic urban wear became king. But,that too ended in early 2008, as did the health of the Asian economy. There we were, with an over-extended brand. Each time we reinvented our company. In 1995, when we reached $3 billion in sales, we said $5 billion was the absolute limit. Three years later we were closing in on $10 billion. Each time we did succeed it was due, in part, to

Secondly, another challenge is to increase brand awareness and connect Decathlon China with its customers. To begin, we can see that no efforts are done to bring consumers to the Decathlon’s official website. As a result, Decathlon China should use specific online forums about sports, where people usually tell their purchasing experiences, ask questions, etc. and where Decathlon China could use banners to be visible and attractive. Decathlon China could also hire an employee who will be charged to share its “purchasing experiences at Decathlon China”, so as to convince people to have a closer look at Decathlon China when they are looking for sporting goods. In the same time, we can see that the competition is highly using social media to connect with their customers. Accordingly, Decathlon China should create a company fan page on Chinese local social media, and more specifically, Renren and Sina Weibo, as its target audience usually hang out on these social media. The Decathlon fan page should inform potential consumers, bring them to the official website, but also allow consumers to interact, ask questions directly to Decathlon. As a consequence, Decathlon China should also hire few employees to update its fan page frequently and answer very quickly to the questions of potential consumers to show their reactivity.