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SNAP-ON

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by

MUSFIQUR HILALY

on 21 November 2013

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Transcript of SNAP-ON

Case Study
Group 2.4

Dorcus Tabitha Nansukusa
Musiqur Rahman Hilaly
Snap-on “The Company”
Leading manufacturer and distributor of premium tools, equipment and diagnostic systems
Leading share of the Automotive professional tool market
Serves Technicians in Marine and Aviation Industries
Works with Government and Industrial Organizations
A Short Presentation on
Snap-on

Snap-on Marketing Strategy
Ability to have a National network of Franchised
dealers.
Extensive Training of its Franchised Dealers
Take tools directly to Customers’ business
Demonstrate Performance advantages
Weekly visits to customer’ work place
Provide troubleshooting Information with step-by-step
Instructions.
Discussion
Question 1.
Channel Design begins with an assessment of
End-User Customer needs. Assess the strength of Snapon’s
dealer van channel in serving customer needs in the
vehicle service market. Next consider possible adjustments
that might be required to serve customer needs in adjacent
markets that the firm is exploring, such as aerospace
companies and utilities.
Metzer et al (2001): “...According to Supply Chain Management (SCR), Co-operation arises directly from both relationship Trust and Commitment.
Trust: Willingness to rely on an exchange partner in whom one has confidence.
(Snap-on developed a marketing strategy that invoked trust in their customers,
for example taking tools directly to them which here enhances the level of trust
toward the company)
Commitment: an essential ingredient for the successful long-term relationships.
( Snap-on shows its level of commitment to its customers through for example
making these weekly visits, which here further enhances commitment in the eyes of their customers.)
The strength of Snap-on’s dealer van channel in serving
customer needs in the vehicle service market.
Building long-term customer loyalty through
Having trained and updated franchised dealers
Making weekly customer visits
Demonstrating Performance advantages of their products.
The strength of Snap-on’s dealer van channel in serving
customer needs in the vehicle service market.
According to Parment (2008), “The trading philosophy focuses on the short-term maximization of sales and profits, however, the brand management philosophy focuses on building long term customer loyalty and customer
preferences”


Is snap-on using the trading or brand management philosophy?
Possible adjustments required to serve customer needs in
adjacent markets that the firm is exploring.
Parment (2008): states that Brand Theory suggests that customers as well as other stakeholders unconsciously integrate brand messages… therefore, it is favorable for manufacturers to take control of the brand and reach
conceptual homogeneity.
From the above statement,
Class discussion:
Should snap-on
1. Keep their Original Marketing strategy?
2. Formulate a new marketing strategy?
Possible adjustments required to serve customer needs in
adjacent markets that the firm is exploring.
Parment (2008): Franchisees tend to prefer to set their own
direction and control their own destinies rather than be
controlled by the franchisor.
Class Discussion:
when snap-on adjusts to serve customers in adjacent
markets, do you think they will encounter the above
problem?
Possible adjustments required to serve customer needs in
adjacent markets that the firm is exploring.
Parment (2008) : “ Integration between manufacturers and franchisees may be
beneficial to all parties if based on mutual interests….”
Therefore… Snap-on would not have to adjust to the new adjacent markets
since their marketing strategy has been obviously working for them this far. As
long as they properly communicate and incorporate these strategies with the
new partnerships, i.e. keeping relationship Trust and Commitment as
ingredients.
Question 2:
Outline strategies that Snap-on might follow to capitalize on its strong brand in the vehicle service market and extend its reach into other industry sectors.

Strategies that Snap should take to go further........
To do that what Snap-on can do is:

1. Dealer-customer relationships - linking the manufacturer (Snap-on in this case) with the end user
2. Need to build a solid customer relationships compared to other competitor companies (such as Stanley Black & Decker and Danaher)
3. Organized scheduled visits, follow-ups, orders.
4. Better Customer Relations Management systems

1. Work with aviation's and marine industries to develop efficient and useful product solutions
2. Give emphasis to build a strong customer relationship
Thank you for your time..........
Full transcript