Please write a clear answer and explanation Klein Chemicals, Inc., produces a special oil-based material that is currently in short supply. Four of Klein's customers have already placed orders that together exceed the combined capacity of Klein's two plants. Klein's management faces the problem of deciding how many units it should supply to each customer. Because the four customers are indifferent industries, different prices can be charged because of the various industry pricing structures. However, slightly different production costs at the two plants and varying transportation costs between the plants and customers make a "sell to the highest bidder" strategy unacceptable. After considering price, production costs, and transportationcosts, Klein established the following profit per unit for each plant-customer alternative.PlantClifton SpringsDanvillePlantClifton SpringsDanville42D₁Danville-D₁Danville-D₂Danville-D3Danville-D4Total Cost$321Clifton Springs-D₁ 2000Clifton Springs-D₂Clifton Springs-D3Clifton Springs-D4The plant capacities and customer orders are as follows.34$34 $30Capacity (units)D₂5,0003,000CustomerUnitsDistributor 2 will have a shortfall ofDistributor 3 will have a shortfall ofDistributor 4 will have a shortfall of$34 $32 $40(b) Which customer demands will not be met?Distributor 1 will have a shortfall ofD3X$28(a) How many units should each plant produce for each customer to maximize profits?Optimal Solution$2$$ 64,000$136000$$4D4$$$38$Costunits.units.units.Distributor Orders (units)units.D₁D₂D3D42,000X5,0003,0002,000

(a) How many units should each plant produce for each customer to maximize profits? Optimal Solution Clifton Springs-D₁ 2000 Clifton Springs-D₂4 Clifton Springs-D₂ Clifton Springs-D₂ Danville-D₁ Danville-D₂ Danville-D₂ Danville-D Total Cost Units x x (b) Which customer demands will not be met? Distributor 1 will have a shortfall of Distributor 2 will have a shortfall of Distributor 3 will have a shortfall of Cost 64,000 136000 units. units. units. x

(a) How many units should each plant produce for each customer to maximize profits? Optimal Solution Clifton Springs-D₁ 2000 Clifton Springs-D₂4 Clifton Springs-D₂ Clifton Springs-D₂ Danville-D₁ Danville-D₂ Danville-D₂ Danville-D Total Cost Units x x (b) Which customer demands will not be met? Distributor 1 will have a shortfall of Distributor 2 will have a shortfall of Distributor 3 will have a shortfall of Cost 64,000 136000 units. units. units. x

MARKETING 2018

19th Edition

ISBN:9780357033753

Author:Pride

Publisher:Pride

Chapter6: Target Markets: Segmentation And Evaluation

Section6.1: Family-owned Ski Butternut Targets Family Skiers

Problem 3VC: Located in the picturesque Berkshire Mountains of Western Massachusetts, Ski Butternut has been a...

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Klein Chemicals, Inc., produces a special oil-based material that is currently in short supply. Four of Klein's customers have already placed orders that together exceed the combined capacity of Klein's two plants. Klein's management faces the problem of deciding how many units it should supply to each customer. Because the four customers are in different industries, different prices can be charged because of the various industry pricing structures. However, slightly different production costs at the two plants and varying transportation costs between the plants and customers make a "sell to the highest bidder" strategy unacceptable. After considering price, production costs, and transportation costs, Klein established the following profit per unit for each plant-customer alternative. Plant Customer D1    1 D2    2 D3    3 D4    4 Clifton Springs    1 $32 $34 $32 $40 Danville    2 $34 $30 $28 $38 The plant capacities and customer orders are as follows. Plant Capacity…
Klein Chemicals, Inc’, produces a special oil-based material that is currently in short supply. Four of Klein’s customers have already placed orders that together exceed the combined capacity of Klein’s two plants. Klein’s management faces the problem of deciding how many units it should supply to each customer. Because the four customers are in different industries, different prices can be charged because of the various industry pricing structures. However, slightly different production costs at the two plants and varying transportation costs between the plants and customers make a “sell to the highest bidder” strategy unacceptable. After considering price, production costs, Klein established the following profit per unit for each plant-customer alternative: Customer Plant                      D1                   D2                    D3                    D4 Clifton Springs     $32                  $34                  $32                  $40      Danville                $34…
The Camera Shop sells two popular models of digital SLR cameras (Camera A Price: 220, Camera B Price: 310). The sales of these products are not independent of each other, but rather if the price of one increase, the sales of the other will increase. In economics, these two camera models are called substitutable products. The store wishes to establish a pricing policy to maximize revenue from these products. A study of price and sales data shows the following relationships between the quantity sold (N) and prices (P) of each model:    NA = 196 - 0.5PA + 0.35PB    NB = 301 + 0.06PA - 0.6PB Construct a model for the total revenue and implement it on a spreadsheet. Develop a two-way data table to estimate the optimal prices for each product in order to maximize the total revenue. Vary each price from $250 to $500 in increments of $10. Max profit occurs at Camera A price of $ . Max profit occurs at Camera B price of $ . Check My Work (3 remaining)
A dietitian has been asked by the athletic director to develop a snack that athletes can use in their training programs. The dietitian intends to mix two seperate products to make the snack. The following information (on the table below): Product A costs Php20 per ounce, while Product B costs Php10 per ounce. Determine the optimal quantities of each product that will give the minimized cost.
Romans Food Market, located in Saratoga, New York, carries a variety of specialty foods from around the world. Two of the store’s leading products use the Romans Food Market name: Romans Regular Coffee and Romans DeCaf Coffee. These coffees are blends of Brazilian Natural and Colombian Mild coffee beans, which are purchased from a distributor located in New York City. Because Romans purchases large quantities, the coffee beans may be purchased on an as-needed basis for a price 12% higher than the market price the distributor pays for the beans. The current market price is $0.45 per pound for Brazilian Natural and $0.67 per pound for Colombian Mild. The compositions of each coffee blend are as follows: Blend Bean Regular DeCaf Brazilian Natural 60% 40% Colombian Mild 40% 60% Romans sells the Regular blend for $3.3 per pound and the DeCaf blend for $4.5 per pound. Romans would like to place an order for the Brazilian and Colombian coffee beans that will enable the…
A manager must make a decision on shipping. There are two shippers, A and B. Both offer a twoday rate: A for $500 and B for $525. In addition, A offers a three-day rate of $460 and a nine-dayrate of $400, and B offers a four-day rate of $450 and a seven-day rate of $410. Annual holdingcosts are 35 percent of unit price. Three hundred boxes are to be shipped, and each box has a priceof $140. Which shipping alternative would you recommend? Explain.
Oranges are grown, picked and then stored in warehouses in Tampa, Miami, and Fresno.Theses warehouses supply oranges to markets in New York, Philadelphia, Chicago, and Boston.The following table shows the shipping costs per truckload (in hundreds of dollars), supply, anddemand. Because of an agreement between distributors, shipments are prohibited from Miamito Chicago:To (cost, in $100)From New York Philadelphia Chicago Boston SupplyTampa 9 14 12 17 150Miami 11 10 6 10 250Fresno 12 8 15 7 200Demand 110 250 140…
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Larissa Warren, the owner of East Coast Yachts, has been in discussions with a yacht dealer in Monaco about selling the company’s yachts in Europe. Jarek Jachowicz, the dealer, wants to add East Coast Yachts to his current retail line. Jarek has told Larissa that he feels the retail sales will be approximately €8 million per month. All sales will be made in euros, and Jarek will retain 5 percent of the retail sales as commission, which will be paid in euros. Because the yachts will be customized to order, the first sales will take place in one month. Jarek will pay East Coast Yachts for the order 90 days after it is filled. This payment schedule will continue for the length of the contract between the two companies. Larissa is confident the company can handle the extra volume with its existing facilities, but she is unsure about any potential financial risks of selling yachts in Europe. In her discussion with Jarek, she found that the current exchange rate is $1.34/€. At this exchange…
Despite of the price increase A Diesel engine uses the following: Type A filter and high-grade lubricating oil costing P10.50 per liter. With this filter, the oil and the filter must be changed every 200 hours of operation, and 5 liters of oil must be added every 50 hours. This filter costs P150 a piece. Eighty liters of oil fill the the engine. Another type, filter B, costing P110 may be used with a lower grade of oil costing P5.50 per liter. However, if this filter is used, the oil and filter must be changed every 250 hours, and 10 liters are added after each 100 hours the engine is used. Which type of filter and oil would you recommend?
Located in the picturesque Berkshire Mountains of Western Massachusetts, Ski Butternut has been a family-owned, family-oriented ski destination for more than 50 years. The resort includes 22 trails for downhill skiing and snowboarding, two terrain parks for riding, and a dedicated area for snow tubing. Although Ski Butternut hosts some non-ski events during summer and fall, its business goes into high gear when snowy weather arrives, bringing skiers and riders from across Massachusetts, Connecticut, New York, and New Jersey. Matt Sawyer, Ski Butternuts director of marketing, says the primary target market has always been families with young children who are seeking affordable skiing. Everything from the snack-bar menus to the ski-shop merchandise is presented with families in mind. So that parents can have fun in the snow without worry, the resort has a Childrens Center for children who are too young to ski or have no interest. Fifth-graders are invited to ski for free when accompanied by an adult who buys an adult lift ticket. The resort also created two terrain parks for young snowboarders who were clamoring for a more exciting riding experience. Without the terrain parks, Sawyer says, these boarders would have asked their parents to take them to competing mountains in Vermont. Ski Butternuts research shows that first-timers are a particularly important segment, because they tend to have a strong allegiance to the resort where they learn to ski. First-timers typically visit the resort seven times before seeking out more challenging mountains. As a result, Ski Butternut has made teaching first-timers to ski or snowboard one of its specialties. For this market, the resort bundles ski or board rentals, lift tickets, and also offers a wide range of individual and group lessons for all ages and abilities at a value price. Because Ski Butternut has trails for different skill levels, beginners can challenge themselves by changing trails within the resort once they feel confident. Ski Butternut also targets seniors and college students. Knowing that weekends are the busiest period, the resort offers special midweek prices to attract seniors who have free time to ski on weekdays. College students are particularly value-conscious, and they often travel to ski resorts as a group. As a result, Ski Butternut offers weekend and holiday discounts to bring in large numbers of students who would otherwise ski elsewhere. Thanks to Facebook, Twitter, and other social media, students quickly spread the word about special pricing, which enhances Ski Butternuts ability to reach this key segment. In addition, the resort highlights discount pricing for families when targeting specific segments, such as scout troops, military personnel, emergency services personnel, and members of local ski clubs. Another segment Ski Butternut has selected for marketing attention is ski racers. The resort features professional coaching, lessons, and programs for ski racers in the age group of 8 to 20. Sawyer notes that these ski racers are extremely dedicated to training, which means theyre on the slopes as often as possible, a positive for the resorts attendance and revenue. To stay in touch with racers, Ski Butternut has a special website and a dedicated Facebook page. Sawyer conducts up to 1,200 customer surveys every year to better understand who his customers are and what they need. He also compares the results with skiers who visit mountains of a similar size in other areas. Digging deeper, he analyzes data drawn from the ski shops rental business to build a detailed picture of customers demographics, abilities, and preferences. Based on this research, he knows that the typical family at Ski Butternut consists of two children under age 18 who ski or ride, and at least one parent who skis. Because they can obtain so much information from and about their customers, Sawyer and his team are able to make better decisions about the marketing mix for each segment. By better matching the media with the audience, they get a better response from advertising, e-mail messages, and other marketing communications. As one example, they found that 15 percent of the visitors to Ski Butternuts website were using a smartphone to access the site. Sawyer has now created a special version of the site specifically for mobile use and created a text-message contest to engage skiers who have smartphones.16 Of the four categories of variables, which one seems to be the most central to Ski Butternuts segmentation strategy, and why?
Located in the picturesque Berkshire Mountains of Western Massachusetts, Ski Butternut has been a family-owned, family-oriented ski destination for more than 50 years. The resort includes 22 trails for downhill skiing and snowboarding, two terrain parks for riding, and a dedicated area for snow tubing. Although Ski Butternut hosts some non-ski events during summer and fall, its business goes into high gear when snowy weather arrives, bringing skiers and riders from across Massachusetts, Connecticut, New York, and New Jersey. Matt Sawyer, Ski Butternuts director of marketing, says the primary target market has always been families with young children who are seeking affordable skiing. Everything from the snack-bar menus to the ski-shop merchandise is presented with families in mind. So that parents can have fun in the snow without worry, the resort has a Childrens Center for children who are too young to ski or have no interest. Fifth-graders are invited to ski for free when accompanied by an adult who buys an adult lift ticket. The resort also created two terrain parks for young snowboarders who were clamoring for a more exciting riding experience. Without the terrain parks, Sawyer says, these boarders would have asked their parents to take them to competing mountains in Vermont. Ski Butternuts research shows that first-timers are a particularly important segment, because they tend to have a strong allegiance to the resort where they learn to ski. First-timers typically visit the resort seven times before seeking out more challenging mountains. As a result, Ski Butternut has made teaching first-timers to ski or snowboard one of its specialties. For this market, the resort bundles ski or board rentals, lift tickets, and also offers a wide range of individual and group lessons for all ages and abilities at a value price. Because Ski Butternut has trails for different skill levels, beginners can challenge themselves by changing trails within the resort once they feel confident. Ski Butternut also targets seniors and college students. Knowing that weekends are the busiest period, the resort offers special midweek prices to attract seniors who have free time to ski on weekdays. College students are particularly value-conscious, and they often travel to ski resorts as a group. As a result, Ski Butternut offers weekend and holiday discounts to bring in large numbers of students who would otherwise ski elsewhere. Thanks to Facebook, Twitter, and other social media, students quickly spread the word about special pricing, which enhances Ski Butternuts ability to reach this key segment. In addition, the resort highlights discount pricing for families when targeting specific segments, such as scout troops, military personnel, emergency services personnel, and members of local ski clubs. Another segment Ski Butternut has selected for marketing attention is ski racers. The resort features professional coaching, lessons, and programs for ski racers in the age group of 8 to 20. Sawyer notes that these ski racers are extremely dedicated to training, which means theyre on the slopes as often as possible, a positive for the resorts attendance and revenue. To stay in touch with racers, Ski Butternut has a special website and a dedicated Facebook page. Sawyer conducts up to 1,200 customer surveys every year to better understand who his customers are and what they need. He also compares the results with skiers who visit mountains of a similar size in other areas. Digging deeper, he analyzes data drawn from the ski shops rental business to build a detailed picture of customers demographics, abilities, and preferences. Based on this research, he knows that the typical family at Ski Butternut consists of two children under age 18 who ski or ride, and at least one parent who skis. Because they can obtain so much information from and about their customers, Sawyer and his team are able to make better decisions about the marketing mix for each segment. By better matching the media with the audience, they get a better response from advertising, e-mail messages, and other marketing communications. As one example, they found that 15 percent of the visitors to Ski Butternuts website were using a smartphone to access the site. Sawyer has now created a special version of the site specifically for mobile use and created a text-message contest to engage skiers who have smartphones.16 What role do geographic variables play in Ski Butternuts segmentation and targeting?