MARKETING
7th Edition
ISBN: 9781260087710
Author: Grewal
Publisher: RENT MCG
expand_more
expand_more
format_list_bulleted
Question
Chapter 14, Problem 9MA
Summary Introduction
To discuss: The person who is benefitted and harmed from the given market transaction.
Expert Solution & Answer
Want to see the full answer?
Check out a sample textbook solution
Students have asked these similar questions
Suppose you sign a contract with a supplier for $50,000 worth of tablet computers. You tell the supplier that you are only authorized to sign contracts for $40,000 without approval from the supply manager of your company, but the supplier agrees anyway. A few days later, because of budget cutbacks you find out that you only need $30,000 worth of tablet computers. How many dollars of tablet computers are you legally bound to purchase from the supplier?
Suppose you are in the market for a new Samsung 4K television. Yousee one advertised at a locally owned store for $300 less than it costs atBest Buy. The salesperson at the local store tells you that the televisioncame from another retailer in a nearby state that had too many units ofthat model. Explain who benefits and who is harmed from such a graymarket transaction: you, Samsung, Best Buy, and the local store.
Diebold is a $3 billion company whose core products are ATMs, bank vaults, and security systems. Until the 1990s, it was a global market leader. Then, its rival NCR surpassed it in sales. As a result, Diebold began acquiring suppliers around the world. One company it purchased was a Brazilian manufacturer of ATMs. Around this time the Brazilian government was looking to fully automate its voting system, and Diebold got the contract through its Brazilian company. The Brazilian presidential election went off without a hitch with Diebold machines. Emboldened by this success, Diebold decided to enter the voting machine market. The U.S. seemed a likely market, especially after the passage of the Help America Vote Act when local governments were told to replace punch-card voting machines with touch-screen machines. The big contracts meant big problems for Diebold. Orders were lost, manufacturing fell way behind schedule, and its technical staff was overwhelmed by the demand. In addition,…
Knowledge Booster
Similar questions
- Diebold is a $3 billion company whose core products are ATMs, bank vaults, and security systems. Until the 1990s, it was a global market leader. Then, its rival NCR surpassed it in sales. As a result, Diebold began acquiring suppliers around the world. One company it purchased was a Brazilian manufacturer of ATMs. Around this time the Brazilian government was looking to fully automate its voting system, and Diebold got the contract through its Brazilian company. The Brazilian presidential election went off without a hitch with Diebold machines. Emboldened by this success, Diebold decided to enter the voting machine market. The U.S. seemed a likely market, especially after the passage of the Help America Vote Act when local governments were told to replace punch-card voting machines with touch-screen machines. The big contracts meant big problems for Diebold. Orders were lost, manufacturing fell way behind schedule, and its technical staff was overwhelmed by the demand. In addition,…arrow_forwardDiebold is a $3 billion company whose core products are ATMs, bank vaults, and security systems. Until the 1990s, it was a global market leader. Then, its rival NCR surpassed it in sales. As a result, Diebold began acquiring suppliers around the world. One company it purchased was a Brazilian manufacturer of ATMs. Around this time the Brazilian government was looking to fully automate its voting system, and Diebold got the contract through its Brazilian company. The Brazilian presidential election went off without a hitch with Diebold machines. Emboldened by this success, Diebold decided to enter the voting machine market. The U.S. seemed a likely market, especially after the passage of the Help America Vote Act when local governments were told to replace punch-card voting machines with touch-screen machines. The big contracts meant big problems for Diebold. Orders were lost, manufacturing fell way behind schedule, and its technical staff was overwhelmed by the demand. In addition,…arrow_forwardEthics Should a company opt to manufacture a product with a cheaper component if it knows that its inclusion will moderately increase the physical safety risk of the product for consumers? What if it is known that the increase in cost of using the more expensive andsafer component will lead to about a 50 percent lower adoption rate for the product by consumers, does it become more justifiable to do so then?arrow_forward
- Being the only producer in a monopoly market, can a monopolist charge a very high price to maximize profit? Why, or why not? give graph if neededarrow_forwardAssume you are proprietor of any firm you like. Briefly describe the product or services your firm will offer for sale. Would you extend trade credit to your customers? Why are why not? How will this decision affect your sales and profit? If you choose to extend credit, how would you ensure that your firm is paid by its customers?arrow_forwardYou go through the drive-through window of a fast food restaurantand notice a sign that reads, “Your meal is free if we fail to give you a receipt.” Why wouldthe restaurant post this sign?arrow_forward
- You are an owner of a small independent chain of coffee houses competing head-to- head with Costa Coffee. The retail price your customers pay for coffee is exactly the same as at Costa Coffee. The wholesale price you pay for roasted coffee beans has increased by 25 per cent. You know that you cannot absorb this increase and that you must pass it on to your However, you are concerned about the consequences of an open price increase. Discuss three alternative price-increase strategies that address these concerns.arrow_forwardYou are an owner of a small independent chain of coffee houses competing head-to-head with Costa Coffee. The retail price your customers pay for coffee is exactly the same as at Costa Coffee. The wholesale price you pay for roasted coffee beans has increased by 25%. You understand that you cannot absorb this increase and that it must be passed on to your customers. However, you are concerned about the consequences of an open price increase. Discuss three alternative price increase strategies that address your concerns.arrow_forwardAnswer the questions based on the case. Alia is a salesperson in an electronics company. At a recent trade exhibition, she met a supplier that was willing to supply her company with a product on an exclusive basis (i.e., available to her company only) that could offer in the business marketplace. The product in question has already been successfully developed and tested and – yet – is not being sold on the market. Alia knows from speaking to the customers that there is demand for such a product and it would plug a gap in her company’s product portfolio and give the company a significant competitive advantage. Then, Alia approach the product management division with all her idea, and, to her surprise, they are very unenthusiastic and reject the idea, stating “We always develop our products in-house in this department – it would cost the company far too much to set up the processes to buy in a product from outside”. Questions. What Alia can do to argue or persuade the product…arrow_forward
- Answer the questions based on the case. Alia is a salesperson in an electronics company. At a recent trade exhibition, she met a supplier that was willing to supply her company with a product on an exclusive basis (i.e., available to her company only) that could offer in the business marketplace. The product in question has already been successfully developed and tested and – yet – is not being sold on the market. Alia knows from speaking to the customers that there is demand for such a product and it would plug a gap in her company’s product portfolio and give the company a significant competitive advantage. Then, Alia approach the product management division with all her idea, and, to her surprise, they are very unenthusiastic and reject the idea, stating “We always develop our products in-house in this department – it would cost the company far too much to set up the processes to buy in a product from outside”. Question2. Advise Alia on how to recognize the opportunities in…arrow_forwardThe president of your company has just told you that an Indian multinational company is interested in purchasing a large amount of the products that you and your group are responsible for. You have been charged with meeting with the team from India, hosting their visit, and negotiating the agreement, including pricing. How do you communicate during the meeting with your colleagues? What are some aspects of the social and business interactions that you will want you and your staff to avoid? What will you report back to the president regarding the meeting, and will you encourage her to take part in the meeting?arrow_forwardYou are required to write a SERVICE or PRODUCT LINE of a POULTRY CHICKEN FARMING which will convince the lender that your business is highly viable in Australia.arrow_forward
arrow_back_ios
SEE MORE QUESTIONS
arrow_forward_ios
Recommended textbooks for you
Principles Of MarketingMarketingISBN:9780134492513Author:Kotler, Philip, Armstrong, Gary (gary M.)Publisher:Pearson Higher Education,
MarketingMarketingISBN:9781259924040Author:Roger A. Kerin, Steven W. HartleyPublisher:McGraw-Hill Education
Foundations of Business (MindTap Course List)MarketingISBN:9781337386920Author:William M. Pride, Robert J. Hughes, Jack R. KapoorPublisher:Cengage Learning
Marketing: An Introduction (13th Edition)MarketingISBN:9780134149530Author:Gary Armstrong, Philip KotlerPublisher:PEARSON
Contemporary MarketingMarketingISBN:9780357033777Author:Louis E. Boone, David L. KurtzPublisher:Cengage Learning
Principles Of Marketing
Marketing
ISBN:9780134492513
Author:Kotler, Philip, Armstrong, Gary (gary M.)
Publisher:Pearson Higher Education,
Marketing
Marketing
ISBN:9781259924040
Author:Roger A. Kerin, Steven W. Hartley
Publisher:McGraw-Hill Education
Foundations of Business (MindTap Course List)
Marketing
ISBN:9781337386920
Author:William M. Pride, Robert J. Hughes, Jack R. Kapoor
Publisher:Cengage Learning
Marketing: An Introduction (13th Edition)
Marketing
ISBN:9780134149530
Author:Gary Armstrong, Philip Kotler
Publisher:PEARSON
Contemporary Marketing
Marketing
ISBN:9780357033777
Author:Louis E. Boone, David L. Kurtz
Publisher:Cengage Learning