Loading presentation...

Present Remotely

Send the link below via email or IM

Copy

Present to your audience

Start remote presentation

  • Invited audience members will follow you as you navigate and present
  • People invited to a presentation do not need a Prezi account
  • This link expires 10 minutes after you close the presentation
  • A maximum of 30 users can follow your presentation
  • Learn more about this feature in our knowledge base article

Do you really want to delete this prezi?

Neither you, nor the coeditors you shared it with will be able to recover it again.

DeleteCancel

Make your likes visible on Facebook?

Connect your Facebook account to Prezi and let your likes appear on your timeline.
You can change this under Settings & Account at any time.

No, thanks

New Type

Simulation Results
by

Alexandra O'Connor

on 3 April 2013

Comments (0)

Please log in to add your comment.

Report abuse

Transcript of New Type

Total
Performance Q6 Q2 Q3 Q4 Q5 0 + - = 9 8 7 1 2 3 4 5 6 c Market Performance Q2: rating = 77% (44/57)

Q3: rating = 43% (36/84)

Q4: rating = 70% (71/101)

Q5: rating = 59% (40/68)

Q6: rating = 82% (60/73) Marketing Effectiveness Q2: rating = 85% (66/77.5)

Q3: rating = 100% (78/78)

Q4: rating = 100% (79.25/29.25)

Q5: rating = 98% (89.25/90.75)

Q6: rating = 97% (89.75/93) Later Strategy Differentiated target strategy
Evaluated current products Initial Market Segmentation Promotion DeskType “poor” rating, make our ad similar to HiTex
DeskType “good” rating, highest marketing effectiveness score, keep # of inserts same
WorkType Pro “acceptable” lowest rating, need to improve/DeskType Pro “very good”/LapType Pro “acceptable”, improve
WorkType ProX “good”/DeskType ProX “very good”/LapType ProX “very good”
WorkType ProXL "good" 84/86; DeskType ProX "very good" 92/92; LapType ProXL "very good" 94/97
Total # inserts = 159 (Chicago: M = 16, T = 16, W = 12; Paris: all = 14; Shanghai: W = 16, M & T = 12; Sao Paulo: all = 11) Pricing Cost-Plus Pricing, Customer-based pricing, Psychological pricing 82% (37/45)
4th place Competitors Product DeskType, features based on needs, Development NewType Financial Performance Simulation Results 75% (38/51)
3rd place 79% (63/80)
2nd place 67% (64/95)
3rd place 77% (71/92)
3rd place Target Market: Mercedes
City: Chicago Initial Strategy DeskType for Mercedes in N. America
Upscale product
Reasons for new Strategy Must continue growth
Product, competition, demand, new markets/segments Later Market Segmentation New target markets
New locations Market Research Interpreted/evaluated provided info
Tabulation
Lifecycle: DeskType same as HiTex except included presentation & bookkeeping = Introduction stage
Portfolio: Market share 44% (HiTex 56%) = Question Marks (close to Stars) Q1: Q2: Q3: Lifecycle: DeskType Pro added features to mimic HiTex = Growth stage
Portfolio: Market share 36% (HiTex 60%) = Question Marks Q4: Q5: Lifecycle: DeskType Pro: Growth/Maturity, WorkType Pro: Introduction, LapType Pro: Introduction Portfolio: DeskType Pro: share 41% (HiTex 58%) = Question Marks
WorkType Pro: share 28% (HiTex 25%) = Stars
LapType Pro: share 30% (HiTex 43%) = Question Marks Lifecycle: DeskType ProX: "excellent"/Maturity, WorkType ProX: "very good"/Growth, LapType ProX: "very good"/Growth Portfolio: DeskType ProX: share 26% (WildFire Tech. 43%, HiTex 30%) = Question Marks
WorkType ProX: share 22% (WildFire Tech. 33%, Global Mango 29%) = Question Marks
LapType ProX: share 14% (WildFire Tech. 35%, HiTex 34%, Global Mango 16%) = Question Marks Initial: HiTex

Eventually: WildFire Tech.

Goal: differentiate, cheaper Place Differences
Next Time Open up new markets earlier
Add more product brands sooner
Brand variety: sizes
Promotion: better ads right away Q2: DeskType: $3,999 with $300 rebate Q3: DeskType: $3,550 with $50 rebate Received 100 price judgment, Competitor based-pricing Q4: Main strategy; undercut direct competitors DeskType Pro: $3,550 and no rebate WorkType Pro: $2,300 with $100 rebate LapType Pro: $2,400 with $100 rebate Q5: Improved products Q2: Score: -0.239
Slightly above average of -0.232
Net profit: -47,784 Q3: Score: 0.444
Below the average of 4.636
Net profit: 88,877 Q4: Score: 38.442
Above the average of 29.872
Net profit: 7,688,362 Q5: Q6: Score: 62.825
Below the average of 79.155
Net Profit: 12,565,012 Score: 62.841
Below the average of 70.157
Net Profit: 12,568,108 Only office in Chicago (3 sales people), add more people/open up Paris office
Offices in Chicago and Paris, need to increase # of sales reps to compete with HiTex
Offices still only in Chicago & Paris (HiTex has one in Shanghai as well) need to add more reps/open in Shanghai
Still only 2 offices (waiting for other 2 to open in Shanghai and Sao Paulo), predict WildFire Tech.’s increase in number of reps
All 4 offices open, 20 total sales people in each office (6 support, 5 Workhorse, 5 Mercedes, 4 Traveler) DeskType ProX: $3,700 Q6: Remained constant 100 price judgment, raised price (cost-based) still lowest, maintain competitive advantage WorkType ProX: $2,300 with $100 rebate competitor-based, constant pricing w/ improved product LapType ProX: $2,500 with $100 rebate cost-based pricing DeskType ProXL, WorkType ProX and LapType ProXL all same prices as Q5 100 price judgment, HiTex removed their rebate, competitive advantage competitor-based pricing competitor-based pricing Q2: Q3: Q4: Q5: Q6: Q2: Q3: Q4: Q5: Q6: Mei Bruist, Dalal Hasan, Alex O'Connor, Georgios Boukouvalas Q6: Total market demand: 16,811 (high = 19,371) M = 5,559 (high = 8,067) W = 6,266 (highest) T = 4,986 (high = 6,313)
Total market share: 29% (high = 33%) M = 28% (high = 41%) W = 32% (highest) T = 25% (highest = 32%)
Full transcript