Report of the Interpretive Simulations

Janmar needs to focus all their current energies on the DIY consumers and professional painters. Hiring a new sales representative would be the smartest decision right now because they will know every detail of the products and have the ability to market that properly to each of those consumer segments.However, I have also considered the Vice President of Advertising’s suggestion that they should increase advertising expense by $350,000. While initially, increasing advertising expenses sounds like a good thing to do, this decision would almost double the current advertising expenditure. Janmar is spending around 3% of revene on advertising and sales promotions efforts; which comes out to nearly $360,000. And while it may By increasing advertising expenses by $350,000, an additional $1,000,000 in sales will need to be recovered to make up for this expenditure. Mr. Burns makes a valid point by saying that 75% of the audience advertised too is not buying paint. With 25% of your audience only looking to buy paint, it would not be worth the risk of not increasing sales by $1,000,000, to implement the extra advertising expense.Also, I considered the Vice President of Operations proposal for a 20% price cut on all Janmar Coatings, Inc products. Price cuts are always something that needs to be entered into with extreme caution. Even the slightest 1-2% drop in price

During this Period We decreased the price of our product from$ 5.45 to$ 5.29 to be more competitive in compare to our rivals and increased the sales force in chain drugstores and Grocery stores since they were receiving more sales than the other channels. As a result we increased our sales $29 million.

ABSTRACT: Underlying the current debate between simulation theory and theory theory is the assumption that folk psychological explanations of behavior are causal. Simulationists Martin Davies, Tony Stone, and Jane Heal claim that folk psychological explanations are explanations that make sense of another person by citing the thoughts important to the determination of his behavior on a given occasion. I argue that it is unlikely these explanations will be causal. Davis et al. base their claim on the assumption that a certain isomorphism obtains between the cognitive mechanisms of human beings. Investigation into the nature of the isomorphism required reveals that it

Colgate-Palmolive Company (CP) launched a new toothbrush, Colgate Precision, to the market. But having developed for three years, CP was fiercely competing with other companies in the market. In order to have the power to fight in the highly competitive market with substantial product activity, Colgate-Palmolive Co. was in a problem of considering the how to position its new product--Precision, and to define the market strategy in terms of positioning, branding, and communication strategy. It provided some options with details to the reader, hence, for such purpose, this case would be a decision case, finding the optimum to segment the new product to the target and how it should be marketed.

So her specific task was to prepare a marketing plan for P&G mouthwash business for the next 3 years. In preparing the 3 year plan for Scope, a team has been formed within P&G to examine various options, the team included individuals from product development, manufacturing, sales, finance, market research and advertising operations. The team was faced by two options that are: 1- Launching a new line extension positioned against Plax as a recent entry into the market. 2- Looking at claims other than “breath” that might be used by scope such as plaque reduction.

Toothpaste manufacturers depend on outside sources for their caps, tubs, and ingredients to produce toothpaste. If for some reason one of these items are not available it may affect production of the item. Because of this, supplies depend heavily on their outside sources and have a huge impact on the production of the product. There is a high level of competition amongst suppliers which aids in reducing the prices to producers. Reducing the prices to producers also reduces the price to consumers. There are many suppliers in this market which allows multiple firms to prosper without stealing market from another business. As a consumer in this market, if one company has issues collecting materials, increases prices, or alters the quality of the item, I am always able to switch over to another brand.

After analyzing the results from the previous quarter, it was determined that the prices set for each segment were not sufficient. Product sales priority were also not properly adjusted. With the R&D investments, sales priorities needed to be changed for the main focus to become the most profitable market segments. Prices were not competitive which in turned decreased revenue, market share, and profitability. To become more competitive we altered the prices in each market segment. The Workhorse product was the first to change, the price was lowered to $2500 in an attempt to increase sales; at this price Team 4 was still making a profit on this product, as well as making the price much more competitive. The Workhorse sales priority was also lowered to 3rd in Americas and 4th in APAC and EMEA. This product was not selling as well as we had hoped, and was no longer as profitable as it once was which led to this decision. Next, the Innovator product’s price was adjusted; this involved a price increase to $4100. This price was adjusted to include the new

The advertisement of the Colgate toothbrush shows the positivity of the toothbrush. The advertisement is on a red background. They have their product which is a blue and white tooth brush, slanted in the middle of the ad. The toothbrush appears have blue, white, and yellow on the stationary part of the brush. The brush of the tooth brush has a glorified glow behind it in white. The bottom left of the

It is important to note that members of this segment who do not purchase their own toothpaste will have someone, such as a family member, purchase it for them. Additionally, members of this segment do not have a lot of buying power independent of their parents, with the average income for youth aged 15-24 in the St. John’s metro region being $13,812 compared to an average of $41,515 for all age groups (Statistics Canada, 2011). It is also likely that that the purchaser of the family toothpaste will pay a higher cost for a highly beneficial product. This assumption is based on the fact that the median total income for census families in the St. John's Metropolitan area was $91,100 in 2013 (Statistics Canada, 2015), meaning that most families are in a position to spend more for a better toothpaste, which would not hurt them

While my effort was to ensure that I marry the product attributes and increase points of difference with increasing customer knowledge of the product – the reduction in sales volume and profitability impacted the spends on communication and training of sales force who could have helped bring in the points of differentiation.

In Mexico the promotional campaign was completely changed from the U.S. campaign and a third product flavor was introduced. The original two flavors were not changed, reducing costs compared to China. Costs in Mexico were kept low, and in the first two years Colgate saw a net profit in the Mexican market with Colgate Max Fresh. In China, however, many aspects of the marketing mix were changed, increasing costs tremendously. The product was changed by eliminating one of the two original flavors, changing the color of the other, and adding two new flavors. CP China’s management also tried a variety of packaging styles before choosing to use one that would increase the variable cost by 20% per unit. It turned out, however, that the design they chose was not up to CP’s global standards and after spending $1.5 million the idea was thrown out. The advertising campaign was changed to a riskier

Unilever is assessing whether to enter the low-income NE market. Our analysis shows that there is a profitable opportunity to offer detergent powder to low-income customers living in Northeast Brazil and capture market share in a high-margin, high-growth market. We recommend that the firm keeps the existing brands but deploy a horizontal extension of the Campeiro brand - adding better scent / softness and utilizing specialty distribution network, thereby marginalizing Invicto, an inferior but better-known competitor.

Could you identify any product systems in this product mix? Is the toothpaste considered a shopping, specialty or convenience product? At what conditions, could this product considered a business product? With respect to Scope, do you consider it a "star" or "cash cow"? Why? With respect to the product life cycle of scope, what is the current status of the product? What is your marketing advice at this particular product life cycle stage?

In 1988 and 1989 , its market shares were 33% of whole mouth-wash market while it slightly came down to 32.3% in 1990. It is good that the company didn't let its market shares decline despite introduction of new products. But it is also noticeable that the company did not make any progress in its market shares.

To assess the factors affecting the demand for toothbrushes in India, a situation analysis has been performed using the 5Cs framework: