Strong Domestic Player Swot Analysis

This session focused on the Toronto FC and how they market with a focus on the risks they recently took in their marketing campaign. To begin, Chris Shewfelt spoke about the history of the Toronto FC, from their 8 year slump without making it to the playoffs, to their most recent win. The Toronto FC has always tried to market in very different ways to make themselves stand out. At the very first soccer game, the ticket was a Toronto FC scarf which the crowd then held up during the national anthem. This became pivotal to Toronto FC games, because to this day people still wear scarves to the game and hold those scarves up high. Additionally, their most recent marketing campaign was pretty risky as it was based on the assumption that the soccer team would make it to the finals, which was not definite. The Toronto FC began with feeding content across all channels such as TSN. They then leveraged their partners for marketing purposes. Budweiser was the primary partner utilized, aiding in the creation of the Red Anthem commercial which connected the fans to the players and the game. TFC then had a viewing party, and although it was cold outside people still showed up. They then made sure that their players

In this way, both the individual consumer and the business customer have the same basic factors motivating their decision, but with very different reasons for doing so. By looking at the customer analysis, it is apparent how Enterprise has tailored its services to satisfy the needs of the consumers.

· The standardization of industry product: Vehicles products are standardized even though we still can find some differentiation between auto companies. For the consumers who feel they can find the equivalent vehicles between companies, they will compare them. However, since there are brand loyalty among the consumers in choosing a vehicle related to its differentiation, the switching costs for consumers may be high. Thus, the bargaining power of buyers seems to be moderate.

With a wide variety of vehicles and manufacturers due to low switching costs, the bargaining power of customers is very high in the automobile industry. Also foreign brands are selling vehicles in the Indian markets, adding to the bargaining power of customers in this industry. Thus the value created by the firm lies in adding differentiating features by innovating and increasing the customer’s willingness to pay while reducing the supplier’s opportunity cost.

crucial in ensuring a company's continued place in their established service areas. While Company Q is

When supply on the market is over demand, it creates excess capacity, which reduce price of product in the industry. According to study of Hill and Jones (2013), Capacity control is non-price competition helps mature industries avoid the cutthroat price cutting that reduces company and industry level of profitability. Excess capacity may causes by a shortfall in demand, as when economic recession lowers the demand for air delivery service. Another factor that cause excess capacity is technology development. Excess capacity occurs because the new technology can produce more than the old one, which creates substitute products.

The firm's profit maximizing output is less than the output associated with minimum average cost. The firm’s demand curve is not flat but is downward sloping. Thus in the long-run the demand curve will be tangential to the long-run average cost curve at a point to the left of its minimum. The result is excess capacity.”

FGL Sports Ltd., also known as Forzani Group, was founded in 1974 by John Forzani, former Calgary Stampeder and former chairman of the company, alongside with three other former Calgary Stampeder. The Company is one of the largest, and multinational sports retailers in Canada. The company’s headquarter is currently located in Calgary, Alberta. The company operates more than 500 corporate and franchise stores, selling various sports equipments and sportswear all over Canada. These corporate stores include Sport Chek, Atmosphere, National Sports, Hockey Experts, S3, and Nevada Bob’s Golf. In 2011, Canadian Tire bought the company for nearly $800 million, and became their parent company.

High cost of entering new markets International growth is expensive. Entering new markets with a new brand

Customers: The customer preferences are ABC can provide the high-performance products and lower the cost, excellent customer services.

The automotive industry designs, develops, manufactures, markets and sells motor vehicles, and is one of the world’s most important economic divisions by profits. This analysis focuses on the industry, specifically, manufacturers of automobiles. There are five competitors in the StratSim environment: Firm A, B, C, D, and E. Industry sales in the most recent year were 4.3 million units, with expected growth in the next year. Within this industry, there are seven-vehicle classes: Economy, Family, Luxury, Sports, Minivan, Truck, and Utility. There are two new classes with potential – if properly marketed.

When customers seek for a specific product or service, they obviously want the company to be responsible and well organized. A customer wants to be able to trust the company in which the company delivers everything correctly and the way the costumer wants. When all the customer wants and needs are met, the customer will be to determine which company fits best.

Companies have to strife for a competitive advantage over its rivals. Industry concentration is measured through concentration ratios. A higher concentration

to provide efficiency and custom tailored to deliver what the needs of the customer are. The

2) There are significant differences between the traditional Porsche customer and Cayenne and Panamera customers. The traditional Porsche customer is interested in exclusivity, in having a niche car, different than others. The Cayenne and Panamera customers are also interested in the utility of the car. In other words, they are interested in the storage capacity of the car and in the power of its engine. There are also financial differences between these types of customers. The traditional Porsche buyers have greater financial power in comparison with other buyers. This means that the Cayenne and Panamera customers' purchasing decision process is also based on the price of the car. Therefore,