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MARKSTRAT

MARKSTRAT. John Kearsley Cristina Picardi John Ruiz Leslie Tomeo. Strategies. Short term goals Find target markets who want to buy our product Learn more about our product Position product closest to target markets. Strategies (cont.). Long term goals Raise stock price

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MARKSTRAT

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  1. MARKSTRAT John Kearsley Cristina Picardi John Ruiz Leslie Tomeo

  2. Strategies • Short term goals • Find target markets who want to buy our product • Learn more about our product • Position product closest to target markets

  3. Strategies (cont.) • Long term goals • Raise stock price • Explore Vodite market • Target new markets • Vodite • Explanation of results

  4. Period I • Made basic preliminary decisions • Eased into game • Marketing Strategy • Target Markets

  5. Period II • Increased advertising • Focused on Multi-dimensional scaling • Buffs, Pros, High-earners (SEMI) • Singles, Others (SELF) • Considered R&D - Vodite • High SELF inventory • Price issues

  6. Period III • Dramatic stock price increase • SELF inventory still too high • Increased price & production of SEMI • Increased sales force (specialty stores) • Modification of product overlooked • Possibility - get rid of SELF and spend money somewhere else • VELL R&D

  7. Period III (cont.) • Started R&D on VELL • Attempted to be 1st in market • Least costly product • Spent minimal resources • Quality of product vs. Entering market first

  8. Period IV • VELL didn’t sell • Inferior product to VYFU • Last attempt at selling SELF • Slightly increased SEMI advertising • Inventory in both SELF & SEMI

  9. Period V • Dropped SELF – used proceeds for SEMI’s sales force • Sold off remaining SELF inventory • Allowed SEMI to take over SELF’s sales • Cut VELL production to zero • Redirected target markets to Adopters & Followers • Raised price for VELL

  10. Period VI • Sold off some of VELL inventory • Focused on Flexibility vs. Efficacy • Tried to move to ideal coordinates • Target markets changed for VELL & SEMI • Decreased SEMI’s price to attain a competitive advantage

  11. Problems • R&D VELL too soon • No R&D on new Sonite products • Inventory too high • Sold off VELL at end – low market share • Modification of product never considered • Difficult to determine target markets

  12. Problems (cont.) • Too conservative in some decisions • Unsure of production capabilities • Cannibalization • SELF & SEMI • Lack of good budget planning

  13. Conclusions & Insights • Game length insufficient • Difficult to apply the textbook’s strategies • Time element • Discovered too late how to fix our situation • Should have concentrated on Sonite market before moving on to Vodite market

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