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The purpose of this study is to explore three companies by focusing on how the brands have been performing as well as what the customers and other stakeholders are saying about the different brands. This study will also summarize the strategic issues that the companies and those they are likely to experience in future.

CompuCo is attempting to move from a domestic producer to that of an international producer. In order to achieve this feat, the company must have an international focus in regards to its overall business operations. It is quite apparent from the case, that CompuCo does not have the will or desire to be proactive with its international subsidiaries. In order to achieve greater international success, Dr. Durand must first alter the company culture. First, all international subsidiaries should be treated as a primary business irrespective of their individual performance. It seems, through reading the case, that much more emphasis is placed on French product development and applications that is given to its international counterparts. This is a detriment to business as many of CompuCo's international customers have differing tastes and sentiments in regards to product offerings. The case cites numerous examples of this between both French and American consumers. French consumers, for example, like to read product manuals and prefer complexity over simplicity. Their American counterparts however prefer ease of use, and a simple design. The company was slow to discern these changes in consumer demands and elected instead to emphasize its French product design. This created consumer ill-will and

Mattress Firm is a mammoth retailer that specializes in sleep equipment within the bed and mattress industry. It is certified as a premium retailer that has changed the landscape of retailing specialty and traditional bedding. The initial concept was conceived through an opportunity to offer a product and service through a sophisticated system dedicated to quality, service, and value. Since the corporation’s inception, Mattress Firm has expanded into profitable markets through opening new stores and acquisitions. In a highly competitive industry, Mattress Firm organizes is product offerings in perspective of what the customer wants by providing an array of specialty and traditional mattresses from household brands such

This strength is critical if Tennant chooses to venture into other emerging markets or further expand their product line. Tennant has already established a strong name for them within the industry and has experienced success adapting to different market situations in the past, this should make it easier for them to succeed in with new products and in other markets. Tennant’s focus was rare as they chose to deliver a sustainable value to their customers without compromising on price or performance. This strength is not imitable with new companies as it something that is built over time although many existing companies have built the same brand strength with their products. This strength has proved to be a sustainable competitive advantage for Tennant. They have exploited this strength and achieved organization.

Casper Sleep Incorporated as of June 2015 had sales that had hit an annual run rate of $100 million dollars. This was only 0.7% of the $14 billion in annual retail sales in the U.S. mattress market. In their quest to becoming the “Nike of Sleep”, the Casper team has the dilemma to choose a few options in order to strengthen their communication strategy to consumers. The first option is to retain current media vehicle us and expand growth in new geographic big cities. The second option is to begin nationally televised advertising in order to show their emotional benefits of the brand. The final option is to do television the Casper way and advocate a new quirky approach to

This valuable capability provides greater choice to customers and exploits Australians and New Zealander’s pursuit for an active lifestyle. It is difficult to imitate KMD’s strong supplier relationships and furthermore, the GORE-TEX license guarantees

The threat of substitutes for the Household Products of the Nondurables Industry is high. As mentioned before, each company produces a product that is very similar to its competitors. Customers also have high bargaining power in that they can buy substitute products such as paper towels and disinfecting sprays. If a company does not spend time and effort marketing its products, consumers will not be able to differentiate them from a competitor.

Company Datamonitor Report, June 2006 viewed 17th February 2007 http://web.ebscohost.com.ezlibproxy.unisa.edu.au/ehost/pdf?vid=6&hid=3&sid=996498d3-c3b0-4fcb-ad90-d280615ac7af%40sessionmgr102 Ettenson, Richard & Knowles, Jonathan (2006) "Merging the Brands

Soren Chemical is new to developing a consumer brand (it partners with formulators to use private-label branding for its Kailan MW line). Therefore, they are relatively inexperienced with marketing consumer-oriented brands whereby they have to handle directly with wholesalers and also market to retailers, pool service professionals and consumers. This inexperience might have caused miscommunication between channels as seen when pool service professionals and specialty retailers had made inquires about Coracle but only 30% recalled receiving the Coracle material. Also 70% of them stated that Coracle

After research Jan conclude that company faced many serious issues. Firstly many company’s costumers start making their own metal springs, shortage of workers, British company which panda create joint venture is on the way to bankruptcy and lastly polyether foam was starting to be inroads into the company’s market and Panda know nothing about this new technology. First changes Jan make 1971 the company had bought

- Intense competition from various companies such as Lindt, Joseph Schmidt, Neuhaus, Godiva and other numerous but smaller European and domestic specialty companies

nsurance com mpany Mutu Benefit Lif and Wesray Capital Cor Carter’s h develope unprofitab product lin in ual fe y rp., had ed ble nes swimwear and un nderwear, and many of its more decora d s ative features (zippers, cu bows, etc.) were s ut not well received by consumers In 1992, the company ins w b s. e stalled a new managemen team led by CEO w nt y Frede erick J. Rowa with the intention of “steering it back to its c an, core niche of soft, comfortable f 1 Morg gan Stanley had recently made a similar offering to the eventual b r buyer of Dresser Equipment Gro r oup—underwriti $1.1 ing billion in debt financing after leading th auction. Whi staple-on fina he ile ancing was not a typical practice, it was becomin more , ng commo on. _______ _______________ _______________ ________________ _______________ _______________ _______________ ________________ ______ Professo Malcolm Baker and Research Assoc or a ciate James Quinn, Global Research G Group, prepared thi case.

They cutting edge technology and integrated manufacturing assets, strategically located and on a global scale, make them one of the biggest producers of Teraphtalic Acid (TPA) in the world, and the first in Latin America. Plus, they are leaders in marketing of Polyethylene Terephthalate (PET) and polyester fibers in the same region.

On the first meeting at the board room, we announced our brand identity as luxury represented on our flagship model TX7. Although it was the most expensive and luxury model among us and other competitors, we found a success in the market with market share growth from 1% to 2.5% as shown in Figure 1. Most successful business takes time to build a reputation in the market, even more for the luxury market (Luxury brand management, 2008). TX7

Glove is produce by rubber which is not environmental friendly product. Rubber is a non-renewable resources and it cannot be reuse and recycle. Rubber is widely use in the health and medical field; these glove cannot be reuse again due to the sanitation condition. If we do not address this glove properly, it will cause pollution indirectly. This company also doesn’t have any long-term contracts with other companies hence the stability of the cash flow of the company is not steady even this company is a worldwide company. Top Glove Corporation is lack of brand portfolio because this company only have three brand which is ‘Top Glove’, ‘TG Medical’, and ‘Great Glove” which account for thirty percent of its production. This would make the company to invest in a brand-building exercise when the market reaches a point of saturation in order to defend its market share. Protein allergy is one of the company problems. Although the issue was once much debated, it has subsided in the US as natural