5. sector, they were able to spend a lot of money on advertising. They had well-established brand names and strong relationships with large distribution channels. The power that is exerted by such recognizable brand names for which buyers will pay a premium and through which they can command shelf space is best described as:
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- 2. ‘Ukay-ukay’ Business. There are a lot of ukay-ukay shops in the country. Theyare filled with second-hand clothes, slight factory defects, and out-of-season fashion. Somebuyers are fond of buying ukay-ukay products because of its affordability and availability ofbranded products at low cost. For instance, instead of buying P1, 999 Levi Jeans on malls, you can buy second-hand Levi Jeans at P400 in Ukay-ukay shops. How do retailers pricethese Ukay-ukay products?__________________________________________________________________________2. ‘Ukay-ukay’ Business. There are a lot of ukay-ukay shops in the country. Theyare filled with second-hand clothes, slight factory defects, and out-of-season fashion. Somebuyers are fond of buying ukay-ukay products because of its affordability and availability ofbranded products at low cost. For instance, instead of buying P1, 999 Levi Jeans on malls, you can buy second-hand Levi Jeans at P400 in Ukay-ukay shops. How do retailers pricethese Ukay-ukay products?______________________________________________________________________________________________________________________________________________________________________________________________________________________________3. You probably enjoy seasonal sales that takes place at certain times of the yearsuch as ‘Christmas Sales’ and ‘Graduation Sales’. Why do retailers run these sales eachyear? Do you think this strategy is effective? Why or why not?_Marketing Questions 1. The task of designing, collecting, analyzing and reporting, known as ________ is intended to define marketing problems or opportunities. 2. The buyer’s willingness and ability to buy along, buyer’s consideration to alternative brands, and their income are determinants of _______. 3. A _____ is designed to avoid direct competition of larger companies pursuing the bigger segments. 4. A(n)_____________________ attempts to maintain a strong position in its core product-market(s) but also seeks to expand into new (often closely) related markets. 5. The analysis of how consumer perceive one’s brand in comparison to the competition is known as ______. 6. Companies that establish formal policies and guidelines to ensure that the messages communicated to the customer reflect their unique values and competencies are creating a ____________________________. 7. The rate at which an innovative new product category passes through the _________________________ is…
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- 1. Present the vision, mission, core values, and objectives of Jolibee, McDonalds, and KFC. 2. Compare and contrast how these companies are performing based on product quality and services. 3. What differences do you note between its VMO's and the company's present position or status based on its established brand image.PLEASE PROVIDE A DETAILED ANSWER Pulin Kayastha was simply amazed. He had seen all forms of hostilityand marketing warfare in the consumer goods industry, but to seesimilar warfare in the health industry fascinated him. Clearly, he toldhimself, doctors had found consumers in their patients. At least, that’swhat the concept note sent by Dr. Ajit Varman, country manager ofRecovery Clinics and Hospitals, seemed to indicate. Varman andseven other senior doctors had left Karuna Nursing Home andHospital to set up Recovery, which, as the note said, “would beentirely devoted and dedicated to customer responsiveness”.Pulin was a management consultant and was recommended toRecovery by the marketing director of Regrow Pharma, a largepharmaceuticals company in Mumbai. In fact, the suggestion to set upRecovery came from a non-resident patient, Dinesh Shah, who wasundergoing treatment at Karuna’s large specialty hospital in CentralIndia. It was in the course of his interaction with the doctors…Deloitte: Digital Commerce OfferingBackground to our Digital Commerce Market Offering and researchWith Covid-19 lockdown, we’ve seen an uptake in online shopping, and driving Digital Commerce to the top of the Executive agenda. Many of the barriers consumers have for shopping online have been challenged and shifted, but in our ambition to guide our clients with their Digital Commerce offerings and journeys, we felt there was a need for a structured approach to this challenge, and a lack of insights into understanding the concerns, the critical elements to unlock the customer’s online shopping journey, and a deep understanding of the customer needs that would create successful online/omni-channel commerce offerings. Deloitte’s Digital Commerce OfferingA strong digital Commerce offering is not just about having the right technology in place. It’s about a new way of generating growth, revenue and future proofing your business. We believe that every company is challenged with combining…
- Deloitte: Digital Commerce OfferingBackground to our Digital Commerce Market Offering and researchWith Covid-19 lockdown, we’ve seen an uptake in online shopping, and driving Digital Commerce to the top of the Executive agenda. Many of the barriers consumers have for shopping online have been challenged and shifted, but in our ambition to guide our clients with their Digital Commerce offerings and journeys, we felt there was a need for a structured approach to this challenge, and a lack of insights into understanding the concerns, the critical elements to unlock the customer’s online shopping journey, and a deep understanding of the customer needs that would create successful online/omni-channel commerce offerings. Deloitte’s Digital Commerce OfferingA strong digital Commerce offering is not just about having the right technology in place. It’s about a new way of generating growth, revenue and future proofing your business. We believe that every company is challenged with combining…Deloitte: Digital Commerce OfferingBackground to our Digital Commerce Market Offering and researchWith Covid-19 lockdown, we’ve seen an uptake in online shopping, and driving Digital Commerce to the top of the Executive agenda. Many of the barriers consumers have for shopping online have been challenged and shifted, but in our ambition to guide our clients with their Digital Commerce offerings and journeys, we felt there was a need for a structured approach to this challenge, and a lack of insights into understanding the concerns, the critical elements to unlock the customer’s online shopping journey, and a deep understanding of the customer needs that would create successful online/omni-channel commerce offerings. Deloitte’s Digital Commerce OfferingA strong digital Commerce offering is not just about having the right technology in place. It’s about a new way of generating growth, revenue and future proofing your business. We believe that every company is challenged with combining…Briefly explain the difference between Michael Porter and william K Hall on the matter of positioning for survival. Which Michael Porter's five forces of competition are underestimated by the US corporations ?