So far the company’s main focus has been on revenue growth rather than cost reduction but now customers have more options than ever before.
What has Target done well over the years in terms of its integrated marketing communications strategy? What should it do going forward?
The biggest challenge that they face as a company is they do not have the room the increase expenditure by such a vast amount. Currently there is $3,675,000 in promotional dollars allocated as follows; sales and administration expense (995,000), cooperative advertising programs with retailers (1,650,000), consumer advertising (562,000) and trade promotion (467,000). adding the $225,000 increase in consumer advertising will not allow the 5% of expected sales for total promo expenditures. John Bott, the vice president of sales disagreed with the budget allocation and noted that sales expenses and administration cost were projected to be $65,000 in 2008. This led him to believe that an additional sales representative would be needed to service company accounts because 50 were being added. Therefore he estimated this addition would cost at least $70,000 including salary and expenses in 2008. Bott also stated that “That's about $135,000 in additional sales expense that have to be added to our promotional budget for 2008”
We have leveraged our experience with the highest need for our services into a new business model that will allow us to reach all of our customers much faster. That has necessitated an expansion in staff and the development of new job growth opportunities within our company.
In order to achieve our first marketing objective, we recommend the following activities: Keep producing high quality, positive image products that satisfy customer’s needs. Secondly, the team must maintain direct and indirect sales force of no less than 140 and plan in advance in order to have the budget to do so. We also recommend offering employee fringe benefits to encourage long term positions
In analyzing the market/industry, the company was able to see some things that helped shape their plan. The first was rivalry among competing sellers. Our analyses indicated that there were 9 companies in the shoe industry that Competitive Shoes considered rivals. These companies were relatively new in the industry and produced the same types of shoes as Competitive Shoes. Due to this fact, they knew that the rivalry would be fierce since Competitive Shoes was going to produce a product that was like theirs, and the difference between the products would diminish as the products of industry rivals became strongly differentiated. This indicated to Competitive Shoes that brand loyalty would be minimal and buyers could easily switch brands at will. Competitive Shoes felt that they could produce the same quality shoes as the high-end producers, while at the same time lowering its production cost and offering the product at a lower price. This would make it easy for buyers to switch brands at will.
Although sales and profits have increased each year by an average of 5%, the owners are looking to move forward by delivering to regional areas in NSW.
TO: Alison Allen, Human Resources Director; Cary Hasler, Marketing/Advertising Director; Joseph Earl, Customer Service Director; Elizabeth Hope-Earl, Client Account Director
Target Corporation has recognized itself as one of the top retailers in the United States market on the basis of excellent service quality, customer experiences, operational excellence, strong financial position, and a wide array of product offerings. Through its high degree of service orientation at physical outlets and adoption of fair business practices, Target Corporation has become the most distinctive retailer in the eyes of its potential customers. Being one of the top-notch retailers in the United States, Target Corporation has to carefully strategize on its business operations and marketing tactics so as to keep itself in the row of competitive brands of the industry.
II. This year for McGregor’s Ltd, the revenue from sales is increased by 7.5% which is greater than the retail average of 4.9%. McGregor believes that
| Initiative: Continue to increase in their market share expansion plans by growing revenues and profits compared to previous years. Budget: Moderate; BRF has been providing food materials to
The global eyewear market is anticipated to continue to grow in the next six years due to an increased number of people experiencing visual deficiencies and also as the general population continues to age (Grand View Research, 2014). Eyewear consumers