Sonance at a Turning Point

Despite competing in a broad market environment, JB Hi-Fi is able to outperform its competitor and placed them well ahead in the market gaining a large marker share. JB Hi-Fi tries to achieve its objectives of expanding its market share by adopting 3

Firm O has developed a portfolio of three products in the Sonite market over the course of the Markstrat competition. During the course of the competition, Firm O has lost significant market share and worked hard to rebuild a product portfolio that returns a substantial net contribution and places it in a position of power in relation to it’s competitors.

On average, subscribers purchased 19.9 CDs annually, mostly through Sonik’s website. Annual subscriber retention rate was 90 percent. Sonik accumulated CDs from various suppliers and fulfilled its own orders. Annual fixed costs of fulfillment were $400,000; shipments averaged 3.7 CDs per package. Annual marketing expenses were $230,000; Sonik spent 90 percent on acquiring new subscribers and 5 percent on subscriber retention. Sonik’s cost of capital was 12 percent. It was considering three growth options: a. Continue the Niche Strategy: Sonik believed it could acquire 20,000-30,000 new customers per annum for the next several years without major new investment. Sonik also believed that spending $0.5 million per annum would increase customer retention to 95 percent. b. Mass-Market Strategy: Abandon the subscription model, add many other music genres, and build a mass-market brand.

Imagine a person named Bob living a busy life New York City. Bob is planning to buy a new speaker for his apartment since he loves listening to acoustic music. He thought about going to Best Buy or other retail stores, but bob is

Recently Radio Shack has undergone a makeover during the last year and the result has been a noticeable improvement in their prospects. Radio Shack has always been steady through the years. There seems to be franchises in every mall or around the corner. As of recent, Radio Shack has transformed their approach on the market place and is seeking new challenges. Upon reshaping their image, Radio Shack has seen their total net sales and operating revenue for 2009 increased to $4.28 billion compared with $4.22 billion for 2008. Most of this growth has resulted from focusing on mobility and wireless products from several different brands. Instead of providing wires and connectors for component stereos, Radio Shack is now configuring

With reading this article placed in the newspaper, everything had changed and on stead of purchasing a summer house I was then buying this sound system.

Sonance is a company at a crossroads, long established as the leader in high-end home theatre speakers, it is at an inflection point where it needs to decide whether it wants to be a high-end speaker producer served through customized dealer channels, or a mass market audio systems maker. The past decade has seen the rise of a new competitive threat, the demise of its dealer channel and the emergence of a highly informed and selective customer base which have all served to hurt the company’s prospects.

During its formative years, Tweeter gained the reputation of being the retailer of high quality, high-end audio components and video equipment. They had a knowledge able sales force providing

massive sound systems and big screens. Home theatre systems retail about three hundred dollars and offer Dolby Digital 5.1 surround sound

In marketing, as a cost leader with product lifestyle focus, our strategy was to produce products of quality and durability at the lowest price possible in order to gain a quick competitive advantage in the marketplace while keeping internal costs to a minimum. Over the years, our budgets gradually increased. Price for Traditional segment diverse according to the frequency of R&D. Low-End prices were placed low since customers are highly price sensitive in Low segment. Products price in High-end, Performance and Size segment were placed relatively high since we innovated and updated the products by R&D each year to meet customer demands. Andrews continued to maintain a premium pricing structure in the High-End, Traditional,

THE BANG & OLUFSEN CASE STUDY – Using the Roy Morgan Values Segments 1 to re-position a brand

Yoda Inc (Firm M) produces two Sonite (advanced electronics device) brands of consumer electronic devices called Mojo and Moon. Yoda competes with two other firms in this market space – Firms T and R. The various brands differentiate themselves among three main categories: economy (price/cost), performance (such as battery life and processing power), and convenience (such as features and display size). Within this market, designing a product that best meets consumer needs is critical for success.

A Chicago-based company OrigAudio have done the unimaginable and invented the “origami of audio’ called The Fold ‘n’ Play. OrigAudio is a company that strives on their delivery of award-winning, premium quality audio products. Unlike other companies, OrigAudio innovation for music portability shines above providing an outlet for customers to customise their products to their own trends and showcase unique music personalities. (Szymczak, 2010) This company is offering a unique product that cannot be found anywhere else in the market which is crucial in order for OrigAudio to be successful. The personal audio market is currently booming and brings in around $2 billion dollars in annual revenue. (Luchies, 2014) However this market is heavily occupied by big name brands like Beats, Phillips, SkullCandy, Bose, which makes it hard for small companies like OrigAudio to occupy any market share.

friends know that they will always have the highest quality sound and entertainment system in their home theaters. They are revered within their circle of friends and their neighbors for their knowledge and possession of high quality systems. Their age is between 25 and 45 and are single or couples living together. They have a college education and a job with a high enough salary to support their habit for technology. These customers will have small houses or apartments, and will generally allocate most of their discretionary income on technology products.

In the Attend for this week, Parnell states, as companies grow, they will always find ways to reduce costs whether they produce more, become more efficient, or substitute labor practices (2016). An organization can differentiate themselves from their competitors by being flexible or creating a demand for their product by improving quality (Parnell, 2014). In 2016, the discount retailers have to contend with a demand by consumers for enhanced experience, added value, and trusted brand. Ultimately, this tall order will cause retailers to focus more on enhancing technological advancements, procuring products locally to minimize costs, increasing focus on sustainability and corporate social responsibility, developing personalized and data driven sales, and building trust through transparency (Goller, 2016).