What Is The Nature Of Cmr's Business? How Does It Differ Across The Two Market Segments?

Cruickshank, Garth& Romano is a startup company, formed by Richard, Chris and Wayne to provide industrial, residential and commercial evaluations, and also consulting services and feasibility analyses in National Capital Region (NCR). Based on the experienced principals who enjoy good reputations, Cruickshank, Garth& Romano is aimed at providing high quality service as NCR’s top four firms which dominate the commercial appraisal market in NCR, but they tend to do business with the owners of smaller properties. Recently, because of the economic regression, to get sufficient revenue, the principals have realized that getting new larger developers is crucial to

To meet Wall Street’s expectations for revenue growth, Ruth’s Chris must expand. The logically chosen model was Market Development Model, which dictated the entry of Ruth’s Chris into new market with same product. The critical issues facing Ruth’s Chris are:

This particular case depicts the history and issues faced by a relatively small company active in the custom architectural millwork industry for the past 25 years. The new owners wanted the newly-acquired company to grow even further.

Among many companies presently operating in the US market, I choose to analyze the CVS Health Corporation (NYSE:CVS) and Omnicare, Inc. (NYSE: OCR). CVS Health Corp., formerly known as CVS Caremark Corporation is an American retail pharmacy company, established in 1963 with headquarters in Woonsocket, Rhode Island, which operates in the industry of Healthcare Services (Pharmacy services and Retail Drugstore). Stimulated by the aspiration of assisting its customers in improving their health and quality of life, CVS, through its owned subsidiaries and third-party organizations alongside its own stores provides a range of quality products and services, administering a business activity constituted of three major operating segments including:

Who are MM’s target customers? Are all segments equally attractive to MM? If yes, why? If not, why not? How do the different segments’ needs and expectations evolve over time?

How these factors enabled MMBC to create such a strong brand; and why, despite its strong brand, MMBC was experiencing a decline in 2005. I

Target Corporation has recognized itself as one of the top retailers in the United States market on the basis of excellent service quality, customer experiences, operational excellence, strong financial position, and a wide array of product offerings. Through its high degree of service orientation at physical outlets and adoption of fair business practices, Target Corporation has become the most distinctive retailer in the eyes of its potential customers. Being one of the top-notch retailers in the United States, Target Corporation has to carefully strategize on its business operations and marketing tactics so as to keep itself in the row of competitive brands of the industry.

Since CTS was an important source of real estate sales commissions for the Burr and Lehman affiliation, it is critical for CMI to guarantee similar opportunities for those partners in the newly merged entity. Doing so will maintain good relations with Elliott Burr the networking mastermind who will bring in a stream of new business.

Before I start talking about both in more details, and on how they utilize the retail marketing mix in either their benefit or loss, let’s take a look at the result of my survey.

1. Think about size, growth, locational aspects and segmentation 2. Market Structure 3. Performance metrics used 4. Trends

3. Which is the most attractive customer segment for MBC to target? Explain your reasoning.

* MM possesses a competitive position in this segment in terms of quality product offering and close customer relationships through high level of customer support.

General Issue: which segments should the company target? How should the company and its products be positioned?

CMR, originally Mike’s Cabinets, is an architectural millwork business that competes in two different market segments: commercial and residential. In order to effectively compete in both markets, the nature of CMR’s business varies slightly between them.

BACS anticipates that a majority of our clients will be building owners and property management firms contracting on behalf of building owners. BACS expects that the business’ client base will consist of commercial, industrial, and residential clientele. However, we anticipate that its secondary client base will come from the residential arena (homeowners). As time progresses, BACS may engage more complicated industrial and high-end commercial and industrial installations. The first group to be targeted is the owners of homes that are 12-15 years old and the second group is those that frequent the home improvement and construction supply stores.