Nirvana Pro Cleaning Services Case

3) What are the arguments for launching Clean Edge as: a) a niche product; and b) a mainstream brand? Which would you recommend? What are the strategic implications of your recommendation?

Goals in the company are to find the right product for the customer’s particular needs and build a relationship with the customers

| WEAKNESSES * Smaller company than other brands * Customers may not be aware of Company G’s products or brand *

Clorox mission is building lifelong customer loyalty through marketing and superior performance of its products. Therefore part of the Clorox growth strategy is to enter into growing markets that are consistent with customers and acquire those buseinss that have the right trends. The purpose of this paper is three-fold: it will identify and define the characteristics of the Abernathy and Utterback three phases of innovation of Clorox and look at the products while reviewing the competition and overall state of the industry. The second is to determine the different innovations in the history of Clorox. The third is to look at the current dominate

Respect the individual, provide the best service to their customers, strive for excellence, and exceed customer expectations. Their corporate mission focuses on a global growth strategy through concentrated integration. The company continues to expand its

The case about Purely Gr…8! Water Company Inc. revolves around the decision to expand to new markets, and the marketing overhaul that would need to take place if the company chose to expand. The main problem in this case is that Purely’s current marketing strategy isn’t suited for expansion, which is wanted by Romil Reyes, Vice President of Operations. Purely is currently experiencing great success by targeting the Filipino community in the GTA area, and have developed a great customer list and reputation. Sandra Hawkin, marketing consultant for Romil, must give her

The target market for the new Dyson vacuum cleaner will be directed toward Brand Lovers,” technologically stimulated communities, medium to high-income households, women, and people who are concerned about improving the quality of air, dust, and allergen removal. However, Dyson must strive to attract new markets with its technological brand, focus on efficiency, powerful performance, modern design, and productivity to individuals outside of these groups, and to small carpet cleaning businesses within the commercial industry.

By end of 90’s the company was dominant in many of the categories it competed in. The challenge was found in whether it can continue its dominance in it’s new, expanding product ranges and could maintain its dominance and synergy in its all categories on low and high price offering in hardware, home furnishings, office and house ware, while maintaining its management and corporate structures.

position the business as the premier lawn care service in the area for middle aged, residential families. After conducting a situation analysis, President’s Lawn Care Service identified some key opportunities that will influence the growth and success of the company. The company will seek to establish brand equity by performing professional clean-air services at a very low cost. This would attract new

ServiceMaster Clean believes not only in empowering people, but also in enabling them to succeed. By giving you the tools and training to develop, we increase your productivity and earnings, and enhance your dignity, self-respect, and worth.

Our company has been in the industry for years, dealing with this tough job of carpet cleaning. We have been providing excellent quality maintenance to a variety of homes and business establishments, such as offices, restaurants, and a lot more.

The Procter & Gamble business strategy is to focus on creating new brands and categories so the company can focus on being the best in branding, innovation and scale. This is what sets this company apart from many of its competitors. The Proctor and Gamble are the global leader in all of their core businesses within the company which consists of laundry, baby care, hair care and feminine protection. This report is designed to understand the company’s business model and strategies, and analysis how the P&G has formulated its business-level strategies to pursue its business model.

Present sales of the Paramount in razor industry come to $170 million and Paramount Pro contributes to this significantly. By introducing Clean Edge in the mainstream sector a 60% fall in the sales of Pro is predicted and the revenue generated by it will come down to $68 million. But it is expected that clean edge will generate a revenue of $147.8 million* and in turn Paramount can achieve a net sales of $215.8 million. Marketing cost is approximated to $42 million and Paramount will be able to generate a profit of $173.8 million. If they had positioned it in the niche segment they would lose only 35% sales of Pro. But at the same time, due to the constraints in the market clean edge can raise sales of only $52.8 million and the net sales will total to $163.3 million. Here the marketing cost is approximated to $15 million and the revenue generated will amount to $148.3 million. Thus the figures clearly indicate that concentrating the mainstream would be more beneficial. Also Paramount will be able to achieve a profit margin of $3.09 per unit even after providing distributors a margin of $3.36 per unit.

Zips Dry Cleaners is considering an expansion in the Washington, D.C. area. Currently, Zips is a small cleaners, and operates mostly in Maryland. The company also has a minor presence in Virginia and one location in Washginton, D.C. The plan for Zips is to add fluff and fold service at $1.00 per pound to go along with their service of dry cleaning at $1.99 per item. The main goal here, therefore, is the service extension. In order to extend services appropriately, Zips will need a strong marketing plan and the consideration of many different factors. The environment into which Zips will be moving is known by the company to some degree, but because Zips only has one location in that area, there is much about the Washington, D.C. market of which Zips is still unaware. With that in mind, an analysis of the environment must be undertaken by the company.

Gillette is seeking means to retain dominance in market share they have lead for the last century. Along with sustaining market share Gillette has continued focus on expanding worldwide into less saturated markets. In this analysis multiple alternatives will be explored in order to make a recommendation on steps that would favor Gillette’s organization in meeting their aspirations.