Essay on Kathmandu Ltd

(b) diversified its product portfolio; extend target customers and meet the variable needs of customers.

We serve customers in an extensive range of industries. Our customers include national retail chains, family owned retail stores, subdivisions, office parks, churches, municipalities, shopping centers, HOAs, schools, industrial facilities, apartment complexes, restaurants and condominiums.

With ________ as a target market strategy, the firm concentrates on serving many needs of a particular customer group.

Customers want the business to produce quality products at reasonable price. You have different types of customers. There are different types of customers there are loyal ones, young ones, elderly, family or one-time customers.

The repositioned product will appeal to the demographics discussed above because they are the most familiar with the technology. They are more susceptible to new and innovative

Customer can experience new and different lifestyles that they do not usually have in their daily routines

Today’s marketer must take into consideration many generational differences when considering a marketing strategy for a product. Most products are intended for a massive audience, requiring the marketer to utilize an integrated marketing scheme to encompass all generations.

As a result, historically small niche markets are gaining an increasing prevalence within the U.S. marketplace and have substantially higher buying power. If companies are to continue to thrive in this modern economic environment they must be able to recognize and understand the implications of these demographic shifts. This includes the ability of a company to improve marketplace understanding as well as to implement business practices that will retain a diverse and talented

Markets consist of buyers that differ in their needs, wants, resources, locations, buying attitudes and buying practices. To reach customer insight, it is important to understand the needs of different segments and to communicate pertinently to them (Brown L, Brown C, Gallagher SM, 2008).

Customers are difficult to attract. Their attention is derived through content marketing and guiding them through cycles of emails, hoping that they’ll commit to a product. It’s even harder when you’re trying to market a product to so many different demographics – a Baby Boomer who is unfamiliar with digital marketing will react differently to a Facebook ad than a College Student who is well-versed in the digital marketing world. Millennials know when a brand is targeting them online. How do you target all of the demographics effectively? Who is most likely to shop in a store or who responds best to a telephone call or an email?

1. Target a new customer segment that id young and always ready to try something new and exciting.

Harnischfeger’s corporate recovery plan was a four pronged approach that involved (1) changes in top management, (2) cost reductions to lower the break-even point, (3) reorientation of the company’s business and (4) debt restructuring and recapitalization. These changes at first glance appear to have allowed Harnischfeger to improve its financial performance from a net loss of $3.49 per share in 1983 to a net gain of $1.28 per share in 1984. In addition, Harnischfeger has appeared to have achieved a majority of its desired outcomes from each of its four changes as shown below.

Culture and Employee skills: Deep rooted quality consciousness and team spirit. Highly skilled staff and high morale. Good labor elation with effective policies leading to high level of empowerment.

1. Target Market Selection – Who is to be serviced needs to be determined. Target heavy users, all users, or even what age and gender to focus on.

As Calletta’s CEO, Jan is facing a number of problems such as: lack of support from board members/investors, increasing employee costs, and protests against Calletta’s offshore facilities due to the growing concern of working conditions. Jan key issue on hand is the lack of support from board members and investors. Board Members and investors right now are not supporting Jan or her proposal due to a poor return on investments. Board Members are concerned about the rapid increase of employee cost the company is incurring. Calletta is incurring a 12% cost increase annually compared to an industry average rate of just 4% in the