ABC Company is engaged in the production of processed meats like tocino, chicken longganisa, pork longganisa, and siomai both chicken and pork. Their famous product is pork longganisa and it sells like a hot potato before the pandemic came. They are selling their products in their stall in the public market of Lipa. Their products are also available in their residence located in Brgy. Marawoy, Lipa City. Both locations are accessible to their suki, basically one of the reasons why their business is doing well. But because of the pandemic the sales of ABC Company were affected and slow down. On the first 5 months of the pandemic, the business is still earning profits but on the succeeding months, slowly they experience losses. Aside from the covid 19 pandemic, another factors that influence in the loss of the company is the price of the raw materials like pork and chicken. They have a total of 10 employees who are in charge in the production and in the stall. How would you analyze the given scenario using SWOT Analysis. Use critical thinking and think beyond the box.

ABC Company is engaged in the production of processed meats like tocino, chicken longganisa, pork longganisa, and siomai both chicken and pork. Their famous product is pork longganisa and it sells like a hot potato before the pandemic came. They are selling their products in their stall in the public market of Lipa. Their products are also available in their residence located in Brgy. Marawoy, Lipa City. Both locations are accessible to their suki, basically one of the reasons why their business is doing well. But because of the pandemic the sales of ABC Company were affected and slow down. On the first 5 months of the pandemic, the business is still earning profits but on the succeeding months, slowly they experience losses. Aside from the covid 19 pandemic, another factors that influence in the loss of the company is the price of the raw materials like pork and chicken. They have a total of 10 employees who are in charge in the production and in the stall. How would you analyze the given scenario using SWOT Analysis. Use critical thinking and think beyond the box.

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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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?
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 How is Ski Butternut applying behavioristic variables in its segmentation strategy? Explain your answer.
Choco Malt Sdn. Bhd. (CMSB) involve in manufacturing and trading of healthy food and drink products. Currently, the business is growing with four production lines, including drinks, honey, healthy cookies and coconut sugar. CMSB employs 15 employees working in sales, warehouse, finance, customer service and production departments. The sales and finance departments are located at the headquarters in Bangi, while the semi-automated production and warehouse departments are in Kuantan. Customers contact the sales department through WhatsApp application to place order and make payment through internet banking. The copy of bank transfer slip needs to be sent to the sales department prior to order processing. The order information will be sent to the warehouse and finance departments for further processes. In the recent monthly meeting, the management team has come out with planning to modify CMSB’s business model to strengthen its visibility in the market as the pioneer in the industry.…
KOOKABOORA CONTAINER CORPORATION (From Business Organization and Management – Dr. Roberto Medina) When the Clark Special Economic Zone in Pampanga opened its gates for investors in light and medium industries, the Kookaboora Container Corporation (KCC) was among the first ten companies to locate in the zones’s premises. KCC manufactures containers of various shapes and sizes which are used by manufacturers of industrial chemicals, food products, cooking oil, motor oil and others. The production department of KCC is headed by Engr. Nicolas, a licensed mechanical engineer. He is a tickler for discipline. When even small mistakes happen in his department, he personally calls the offending employee and metes appropriate penalty. As a result, his department was judged best in efficiency. Very minimal wastage in materials and time were recorded by the department. Under the direct supervision of Engr. Nicolas are 10 supervisors who are graduates of engineering courses and…
KOOKABOORA CONTAINER CORPORATION (From Business Organization and Management – Dr. Roberto Medina) When the Clark Special Economic Zone in Pampanga opened its gates for investors in light and medium industries, the Kookaboora Container Corporation (KCC) was among the first ten companies to locate in the zones’s premises. KCC manufactures containers of various shapes and sizes which are used by manufacturers of industrial chemicals, food products, cooking oil, motor oil and others. The production department of KCC is headed by Engr. Nicolas, a licensed mechanical engineer. He is a tickler for discipline. When even small mistakes happen in his department, he personally calls the offending employee and metes appropriate penalty. As a result, his department was judged best in efficiency. Very minimal wastage in materials and time were recorded by the department. Under the direct supervision of Engr. Nicolas are 10 supervisors who are graduates of engineering courses and…
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.
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The photocopying business is thriving in Dagupan City. Miss Josefina “ Fina” Datu is the owner and operator of the biggest copying firm in the city. Fina has been in the business for more than 20 years and because of her daring and enterprise, she was able to put up three branches in each of the capital towns of three adjoining provinces, namely Nueva Ecija, Tarlac, and Pangasinan. She is planning to operate in Nueva Vizcaya and Isabela shortly. This business involves using machines to copy documents, books magazines, and other materials. Fina employs six young ladies per branch. A big dealer in Manila supplies her with the latest copying machines, paper, and ink. Fina has an open credit line with the leader. Fina personally trains new employees in the firm’s main office in Dagupan. After a month of training, the new employees are deployed in the various branches. New employees are paid daily wages depending on the output. They are also entitled to free board and lodging.…
The photocopying business is thriving in Dagupan City. Miss Josefina “ Fina” Datu is the owner and operator of the biggest copying firm in the city. Fina has been in the business for more than 20 years and because of her daring and enterprise, she was able to put up three branches in each of the capital towns of three adjoining provinces, namely Nueva Ecija, Tarlac, and Pangasinan. She is planning to operate in Nueva Vizcaya and Isabela in the near future. This business actually involves using machines to copy documents, books magazines, and other materials. Fina employs six young ladies per branch. A big dealer in Manila supplies her with the latest copying machines, paper and ink. Fina has an open credit line with the leader. Fina personally trains new employees in the firm’s main office in Dagupan. After a month of training, the new employees are deployed in the various branches. New employees are paid daily wages depending on output. They are also entitled to free board…
Urban Wear Limited Urban Wear Limited has been making high quality Caribbean leisure and casual wears for over thirty years, in a rented premises located in the heart of the Port-of-Spain, Trinidad and Tobago. The company has a flexible labour force of about twenty employees and three directors, only one of whom, namely Mr. Mottley, the managing director, is fully active in the business. The company specializes in casual, leisure and swim wear garments. Their current range consists of tee shirts, shorts, skirts and bath suits in rich vibrant Caribbean colours and styles for men, women and children. The company capacity is 400-500 garments per week, depending on style and continuity of the production run, but additional floor space and machines could be brought in quickly to raise production levels to a maximum of 1000 garments weekly if required. The company operates as a wholesaler to store agents in a hyper-competitive mature market. It has limited involvement in the marketing of its…
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A truck driver has to deliver a load of lumber to oneof two construction sites, which are, respectively, 27 and 33 miles from the lumberyard, but he has misplaced theorder telling him where the load of lumber should go. The two construction sites are 12 miles apart, and, to compli-cate matters, the telephone at the lumberyard is out of order. Where should he go first if he wants to minimizethe distance he can expect to drive and he feels that(a) the odds are 5 to 1 that the lumber should go to theconstruction site that is 33 miles from the lumberyard;(b) the odds are 2 to 1 that the lumber should go to theconstruction site that is 33 miles from the lumberyard;(c) the odds are 3 to 1 that the lumber should go to theconstruction site that is 33 miles