Zoecon Corporation Case Analysis

The company started off producing 20,000 units of mountain bikes. We did not change the production quantity. Last year our forecast sales were 24,000 when we only sold 19,866; therefore we thought it would be best to leave production at 20,000 bikes. Having excess inventory, we concluded that 20,000 units should be enough considering our quality has not changed and our advertising will not increase the sales dramatically. Although we had the choice to produce as much as 30,000 units, we felt as though we did not have sufficient money to increase production. We were interested in allocating the money towards marketing as opposed to production. We realized that without awareness, no matter how many units we make, sales would be inefficient.

The company was recently presented an opportunity by its largest retail customer to significantly increase its share in their private label manufacturing. The prospect of growth was risky, since it

Price and Market Competition. – Strike Roach Ender product has a retail price of $4.49 for aerosols and $3.99 for foggers which is 50-75% higher than competitor roach insecticides. Although the price may be justified by the product’s unique compound and long-lasting effect. The insecticides for the consumer market are geared more toward easy-to-use, do-it-yourself containers. Not focusing on driving down the costs can make it even harder to gain significant market share against the competition. The Raid brand captured 45% of the consumer market, Boyle-Midway Division of American Home Products with 12%, and d-Con Company holding 10% with no other market share greater than 8% making it very tough to gain significant market share in the consumer market.

Review of ABC Company and the directions it is targeting. The strategy of the company is to lift the expected sales in an aggressive fashion, with the expected end target being to triple the current levels. The plan is to push sales into the targeted range of $3 million within 3 years versus the current amount which sits at $1.2 million. We will identify the perceived risk factors that may impact this aggressive strategy and its successful execution. The following will be those risk factors:

I. Executive Summary II. Situation Analysis o Market Summary  Target Market Demographics  Geographic  Demographics  Behavior Factors Market Needs Market Trends Market Growth o SWOT Analysis  Strengths  Weaknesses  Opportunities  Threats o Competition o Product Offering o Keys to Success o Critical Issues III. Marketing Strategy o Mission o Marketing Objectives o Financial Objectives o Target Markets o Positioning o Strategies o Marketing Mix o Marketing Research o Action Plan IV. Financials o o o V. Controls o o o VI. Summary Implementation Marketing Organization Contingency Planning Breakeven Analysis Sales Forecast Expense Forecast

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.

This analysis is provided by the members of the marketing team at Natureview Farm, Inc., on behalf of Christine Walker, Vice President of Marketing.  The purpose of this analysis is to provide a recommended course of action for the company to grow their revenues by 50% by the end of the 2001 through the use of SWOT analysis on the three recommendations proposed by the senior leadership at Natureview Farms.  The findings will serve as the recommendation for Christine Walker to present to the CEO, Barry Landers.

Financial reporting in the recent years through the SEC mandates has become one of the most important aspects to corporate management. Stamford International's problem is inherent in the discrepancy in reporting system and accounting irregularities from the various aspects of the business. Not only has this but Stamford, due to rapid growth not been able to accommodate for the expansionary activities like acquisitions of units and international transactions. The result has been the experience of loss in earnings-per-share. In the following analysis, the researcher thus will outline some of the problems that Stamford should address and resolve accordingly to be able to post a positive quarterly report and remain compliant with the

3. Does J. M. Smucker’s lineup of businesses and brands exhibit good strategic fit? What value-chain match-ups do you see? What opportunities for skills transfer, cost sharing, or brand sharing do you see?

More of the pros of this consideration are that projected annual increase of sales is 10 percent and the product will hold a high profit margin due to its premium price compared to other products. These 19 cities are the same cities where Flea Ender was introduced, therefore consumers are familiar with the Strike product. The major negative of this alternative is continual loss of profit similar to Flea Ender. As stated earlier, after two years on the market, Flea Ender was still not profitable even though they had an 18% market share.

This report discusses the challenges that The Nucor Corporation faces during this era of social and economic climate change. Using Porter's Five Forces Analysis and Four Generic Strategies, we will assess the steel industry standards as it relates to the strategies implemented by the Nucor Corporation. We will also assess what Nucor’s strengths and weaknesses are, and if they will be able to continue

* How to develop a new marketing plan so that it will be more cost-effective. (unnecessary marketing expenses will decrease by approximately $550 per year)

Sticking to the status quo will produce results similar to what have been achieved to-date. While the company has experienced success with it, recent developments with Punk Rock Academy have proven that it is flawed. Independent sales reps don’t have a fully vested interest in Atomic’s success. This structure also makes it difficult for true relationships to be formed with retail accounts. Finally, commission rates are structured in such a way that there

Maytag formed a cross-functional new product development team to quickly focus the effort. It screened various product ideas and strategies on criteria such as potential for superior customer value, initial costs, long-term growth, social responsibility, and profitability. Using nearly 40 pieces of consumer research, the team refined what the strategy might be and what it would cost. Marketers today have better marketing metrics for measuring the performance of marketing plans. They can use four tools to check on plan performance: sales analysis, market share analysis, marketing expense-to-sales analyss, and financial analysis. Sales analysis consists of measuring and evaluating actual sales in relation to goals. Market share can be measured in three ways. Overal market share is the company's sales expressed as a percentage of total market sales. Served market share is its sales expressed as a percentage of the total sales to its served market. Its served market is all the buyers who are able and willing to buy its product. And relative market share can be expressed as market share in relation to its largest competitor. Annual plan control requires making

Issue 1: Is Patricia an officer of Stadium Enterprises Pty Ltd? And is Dan an officer of Fancy Pants Pty Ltd?