Marketing Case Of Haier

The marketing strategy of Haigh’s chocolate has been identified through detailed analysis of the external and the internal environment of the present market conditions and development of the Haigh’s. There has been complete detailed SWOT analysis of the company on the basis of research conducted from several secondary sources. It has been conducted in order to determine the important strategies and the key strengths of the company. Talking about the chocolate sector which has been further segmented into several categories in which Haigh holds the important position and have captures the major chunk of the market. Such markets range from chocolate blocks, bars and other diet varieties like gluten and eggless products. The demand in the chocolate market is also divided on the basis of the geographic location markets like that in Sydney, Melbourne and Adelaide chocolate markets. Other factors affecting demand in the market includes demographic, behavioural and psychographic segmentation.

The JW Anderson product range consists of menswear, womenswear and unisex garments and accessories. They currently produce six collections annually - two menswear and four womenswear.

Consider the ski resort satisfaction data we used in class (“satisfaction.sav” in Week 7 folder). This is data based on a survey of 500 users of a ski resort. In class we did part of the analysis. In this question you will be asked to redo some of the analysis and complete the rest. For part a), b) and c), write down your null and alternative hypotheses and then discuss the hypothesis testing results based on SPSS output. Please show your SPSS output for part a), b), and c).

Myer sources its products from over 800 suppliers globally compromising 2400 brands, to provide customers with one of the broadest brand offerings by a single

The performance of each company is different from time to time based on their two different international strategies. Philips, for instance, showed poor struggles between national organizations and product divisions since there was no centralized decision –making terminal. In the end, the national organizations held the power because they were in control of the assets. Being in control of assets, the national organizations had more influence on the management team. Also the lack of clarity between the two’s responsibilities did not allow Philips to function effectively as a whole. They did have one thing going for them though. Philips was able adapt to changing markets based on their localization strategy. They

Initially as a market entrant, Galanz focused on a low cost strategy to gain leverage in the domestic market. This strategy was supported by an abundance of cheap land and labor. The expensive microwaves produced by players like Toshiba and LG were unaffordable for majority of the Chinese population and hence, Galanz became popular right from its inception. The rapidly increasing demand, which rose to almost 25 million units in 2003, for these low-cost microwaves prompted Galanz to expand its production capabilities. Galanz, facing shortage in production, decided to outsource magnetron production to Japan for the production deficit that it faced. Furthermore, deals with customers like Fillony to transfer entire production lines made sure that the ever growing demand for the ovens was met successfully. The perennial working shifts for the production team ensured that production scale and costs of Galanz was unmatched anywhere in the entire market.

Later Rayovac Company’s (spectrum) diversification into other four industries could have been lead by the attractiveness these companies as seen in the attachments (attachment A), the first acquisitions of Remington Products Company and United Industries Corporation had very good scores on the basis of attractiveness weighted score at 7.70 and 7.1 respectively which analyst would say was way above the averages. The other two acquisitions which had an almost related

After acquiring, Newell would get the service level of each business to their standards as fast as possible to make sure that these businesses do not damage its reputation. Thus association of brand name to Newell highly enhanced the individual companies inside Newell’s portfolio to be of good service and fast distribution. Other than these factors, the acquisition of different companies might bring in different skills and synergies to complementing goods such as production knowledge and complementary assets. Companies that produce complementary products are able to know what exactly to produce that would suit their customers, while companies producing differentiated products of the same category would be able to learn from each other to produce better products for each customer segment. Companies of similar nature are also consolidated and the plants upgraded to increase manufacturing efficiency which will benefit these companies in the cost aspect.

The team gathered a wealth of information about the products strengths and weaknesses, but lacked important consumer­brand relationship information. Supplementing the Consumer Insight Team research with the Usage and Attitude Study provided a well rounded customer understanding.

The sweet and savory spreads market in the last decade has undergone phenomenal changes due to varying economic, environmental and social conditions. Honey in particular, has been one spread that has gone through both prosperous and rough patches. Honey manufacturers and packers have used technological innovation to create a new market niche while strengthening their traditional markets with solid marketing schemes and planning.

In order to achieve its goals clear guidelines were set that specified the degree and timing of acquisitions – focusing only on companies that exhibited stable earnings or earnings countercyclical to the gas transmission industry. Cooper focused on acquisition targets that possessed strong assets with high quality manufacturing and market-leading positions. Cooper continued to refine this acquisition model seeking companies with stable earnings using well-known technologies that served a broad customer base. Furthermore, Cooper focused on firms with high quality products and recognized brand names.

It is my belief that Coopers has a first-class corporate strategy that is very effective at making money. They have great portfolio management skills with obtaining and releasing companies that is best for the stockholders. This means there is little agency problem that occurs in the corporation. Coopers is also great at creating productive manufacturing companies with little worries about foreign competitors due to high-quality products, technologies and management teams in place to direct uncharted directions. The only recommendation of change I have is for the company to have a greater appreciation of people currently running the acquired businesses. Yes, Coopers obtained them in a rundown condition,

Doing these acquisitions at some certain stages were important to diversify GE technologies and maximize its market share (Immelt, 2005), however, the balancing between growing organically by empowering the company from within and acquiring some companies is even more important for setting up the company directions. Since more than half of the company revenue is derived from its financial services (Company Data 2008), this brings the argument onto the table about the nature of the company making it a financial company with a manufacturing arm.

Haier business strategy was to enter niche markets, where they could compete with industry giants. Competing with top global international players like Samsung and LG in a number of segments, as well as with Whirlpool and Electrolux specifically in white goods, one of the main problems for Haier was how to clearly show its commitment to quality products and differentiate itself from them. Haier did not want to fall into a trap of general customers’ perception over the Chinese products as of being low quality. Another challenge was to compete with multiple brands producer (i.e Kelon), while Haier was focusing on genuine

These minor details are what set Electrolux apart from the competition. The company’s ability to function as a team allowed them to gain different perspectives and create in a shorter time period than the rest. The case study proves that when it comes to the consumers, they do not care about price as much as they do effectiveness. If the product gives the consumer exactly what they need and want, they are more than willing to pay the price. A company’s success depends solely on each department’s ability to function as one and without teamwork this task is impossible.