Rci Master Distributors

Although surveys showed customers were very satisfied with Pioneer products, the sales force was unhappy and felt the lower margins were unacceptable. This drove a few dealers to speak disparagingly about Pioneer products and use bait and switch tactics to create profits for themselves. Mitchell knew the dealers’ support was critical to the current distribution chain, but he couldn’t go back to the old incentives. To continue to be profitable and adapt to the new electronics market, Pioneer reconsider its current distribution network.

c. Determine the two product numbers with the largest unit selling prices for subsequent follow-up to verify the unit selling prices.

a) (2 pts.) Which strategy offers both Westinghouse and General Electric the best financial outcome?

By not going through the regular intermediaries that the competitors use will cause problems for the distribution factor. By going through their intermediaries it will be provided by a trusted network where the salespeople that Richard hires might cause a channel conflict and it will fail.

z. P2) High profits are the signal that consumers want more of the output of the industry.

b. Propose potential explanations for the higher WTP/P and/or lower C/WTS of Samsung. (Recall that with Walmart we discussed the squeezing of suppliers vs. more efficient operations as potential sources of their low cost

a. The company wouldn’t produce replicas and change their business model (sales are still increasing roughly 20% each year)

c. How might you adjust the assortments in your department to “pounce” on the misfortunes at Thomas & Blake? Be very specific.

d. How much overhead cost do you think Bridgeton and the consultants implicitly assumed they would save by outsourcing these two products?

Potential channels included: Heavy supply houses and heavy equipment distributors - provided access to a wide market but also absorbed additional profit margins. More importantly, they were unlikely to hold the enthusiasm needed to actively promote CMI’s pads and educate the market. Manufacturer’s reps – were commission-based transaction-driven salespeople. Reps held strong industry connections and offered access to a wide market without increasing labor costs. On the other hand they held low brand loyalty and could be discouraged by complex time consuming transactions requiring market education. CMI was also considering In-house direct sales force – they would have offered strong brand loyalty, product knowledge and professionalism but also take longer to gain market coverage and demand large expenditure on labor and training. CMI eventually decided to sign manufacturing reps who sold their pads to various distributors and supply houses.

On May 27, 2007 General Electric (USA) sold GE Plastics to Saudi Basic Industries Corp. (SABIC) for $11.6 billion.

b. National branded chain of retail food outlets that was soliciting bids from dairy suppliers

c. Why did each of American’s competitors react to the fare changes the way they did?

b. The good results in Columbia were due to sampling, significant price discounts and couponing- can’t keep this

Within this new business environment that GE was facing, customers needs, wants and expectations of what products can offer them is forever changing. Immelt saw and understood this from the amount of time spent with customers, and implemented this idea within GE through the IT