Brita Marketing Essay

▪ Special screenings with access to a premium food and beverage menu for VIPs only

Triple E’s main clients will be local area businesses who require access to marketing and event planning services but have no marketing/planning departments of their own. By focusing on businesses that have these specific needs, Triple E Marketing and Events will be able to provide smaller organizations access to comprehensive and combined event planning and marketing strategies, allowing them to create brand recognition and increased profitability for their businesses.

Competitive advantage - Nundies is an innovative product which provides an alternative to visible panty lines; no other company produces the same type of product

6) Firms using mobile marketing to reach out to its customers may benefit from this type of marketing because it provides timely information to its customers as they go about their days activities. This would be especially useful for short term sales on products. If I was to get an e-mail notification of a two day sale at thegolfworld.com, I am able to use the link to view sale items right away.

Competitive Rivalry: Competitive rivalry is relatively high as seen in previous competitor analysis. There are many competitors in the local market and on the shelf within the mainstream markets.

A. Describe the environment, as viewed by Michael Porter’s model of competitive forces, that Valuejet was trying to compete in. consider competition, suppliers, customers, new entrants, substitute products? The five competitive forces that shape strategy are competition, suppliers, customers, new entrants, substitute products. Michael E. Porter demonstrates how the five competitive forces can be used in any industry. The results from all five forces not only look at the narrow aspect of competition rivals but as well as broader aspect of competitive interaction within an industry. These five competitive forces can also be used in the case of Valuejet. Competition within the airline industry is highly

High cost of entering new markets International growth is expensive. Entering new markets with a new brand

Threat to new entrants: There is no barrier to entry in this industry but it might be difficult for newcomers to compete against existing well establishing companies.

Faced the problem of losing customer faith in the Brita brand. Brita had slowed established a string brand position among consumers over the ten year period since 1988. It grew to be a $200m grossing company from a small filter system provider. Brand awareness stood at 70% and 18% of 103m households in US used Brita pitchers. This reputation was at stake due to the decline in sales and

Factors that can limit the threat of new entrants are known as barriers to entry. In this case barriers to entry are low because: there is no government intervention to prevent businesses from entering the industry, resources are abundant, and customers’ switching costs are low as well as fixed costs to start this type of business.

The Intensity of Rivalry among Competitors in an Industry (High): Equally balanced competitors exist within the industry such as BCF and KMD; these firms also face competition from retailers and wholesalers. The growth of the industry is relatively agile in both financial and technological aspects. The intensity or rivalry is further accentuated by relatively high storage and fixed rental costs, extensive product differentiation and minimal switching costs.

Discuss what is meant by the term “customer orientation”. Illustrate with examples how companies demonstrate their customer orientation by reference to at least two elements of the marketing mix.

Knee Scooters of Houston is a home-based, medical mobility device sales and rental company. We provide our customers excellent customer service; including free delivery and pickup for rentals, free delivery for sales, competitive pricing, and ongoing support to customers. We have had tremendous success in our first year of business.

The change in the consumers' taste is another key trend in the industry. Many substitutes to carbonated soft drinks gained more popularity among consumers. Exhibit 5 shows an increase in the consumption of bottled water from 11.8 in 1998 to 13.2 gallons/capita in 2000, and that of juices from 10 to 10.4 gallons/capita at the expense of

The soft-drink industry capitalizing on creating the best product. Each product has a different taste, formula, and color to entice the consumer. It is important for the product to remain innovative in order to keep the consumers interested. The suppliers can easily differ, because they do not hold much value or put