THE 4 P’s OF MARKETING 1
MARKETING THE SONY PLAYSTATION 3
Garret England
AIU
THE 4 P’s OF MARKETING 2
ABSTRACT
In this report Garret will be going over the “Four P’s” of marketing the Sony Playstation 3. He will tell why this product interests him and how important the price and place of purchase are of marketing this product. He will also be going over how the product would be promoted and how to attract customers so that they will buy the Sony Playstation.
THE 4 P’s OF MARKETING 3 For this project I chose to talk about the Sony Playstation 3. The reason I chose this product is because I am a huge fan of Sony and I
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Another thing that would impact Sony’s business would be if they started charging for the online game play. The free online game play is what instantly hooked everyone to the PS3. With XBOX360 you have to pay a monthly fee or a yearly fee. These are the “Four P’s” of marketing the Sony Playstation 3.
THE 4 P’s OF MARKETING 5
References
I didn’t use any references I just used my own personal knowledge of this
The reality that charities face is their successes rely mostly on donations of which are contributed by personal choices and value judgments. Advisers can give people all the reasons for why their cause is worthwhile. They can ask for money or resources, but in the end you can’t make people give.This e poster aims to give two suggestions as to how you might convince people to give to ex-youth offenders.
For the industry analysis, we are certain of sales since the PS4 is a consumer product particularly. For that reason, the buyer has a high bargaining power on the product. The market for casual gamers has increased seriously and sales increased after decreasing price of the PS3. Due to the uniqueness of every video game console and the games buyers have bargaining power. A small difference might be significance an extra hundred dollars for an intense gamer. People have more aware to the price difference because they play video games more casually and as a result they have more bargaining power. Buyers have a reasonable amount of power in the video game industry in particular with Nintendo. Although Microsoft and Sony have other sources of revenues, the major source of income comes from the sales of games and game consoles.
By the end of 2006, two game console industry giants, Nintendo and Sony had launched their respective new products; the Wii and PS3. Various marketing strategies were implemented by both rivals and this writing attempt to analyse common and differing elements.
However, when Microsoft started the development of its next generation console- the Xbox 360- it recognized the deficits and problems related to its initial strategy: the company was operating under too high costs in order to assure high product availability which was not the critical factor in this business. The nature of the console business is about providing the customer with a cheap hardware and a variety of games, in order to generate profits from games sales. Additionally, the first Xbox was released one year behind Sony’s PS2, Microsoft’s biggest competitor in the market. This delay resulted in a substantial loss of sales and consequently reduced game sales. Therefore, Microsoft learned that the Xbox 360 had to be launched ahead of Sony’s PS3. Accordingly, one relevant part of Microsoft’s new strategy was the “first-to-market” approach. Another essential change in Microsoft’s business strategy concerned its cost structure in the Xbox supply chain. Whereas the initial strategy focused heavily on reliability, Microsoft changed its strategy to achieving reduced costs and increased profitability. Additionally, the company insisted on owning the design of critical components, such as the microprocessor and the graphics chip, in order to “control its own destiny”. Therefore, the supply chain network needed to be redesigned in order to support Microsoft’s strategic shift. So as to reach the desired cost
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“To become a leading global provider of networked consumer electronics, entertainment and services.” That’s the mission of Sony, producer of the Sony Playstation. Sony, information and
Despite Sony Entertainment’s success, due to a declining industry, Sony has been unable to sustain their profit margins from previous years. After an in-depth analysis of Sony Music Entertainment’s industry position and it’s rival competitors , along with an assessment of their internal and external environment, I have developed two recommendations that will increase Sony Music’s long-term profitability in the digital music industry. The following recommendations, derived from the addendums below, will
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1. What, if anything, should Sony do to turn around the sales of the PS3?
To regain some of its market share in its “growth driven” and “stable profit generators” sectors, Sony can reposition its competition in the minds of consumers. For instance, Sony can use comparative advertising to demonstrate that its brands are superior to its competitors. In this situation, Sony can attempt to alter the portrayed image of its competitor, Nintendo, and position its PlayStation game console as the better-quality product (Positioning(marketing), n.d).
The essay is based on case that is titled “marketing sports equipment”. Outlined within the essay are three target markets, the consumer sales promotion that should be offered for each, most effective and non-effective media platforms for the target market, and the recommended partners.
Therefore in this case if Sony were to increase the price of the PS3 they would expect to make lower total revenue. This is because the predicted demand for PS3s would be expected to drop more than the percentage increase in price could cover.
The use of 4 P’s, on the other hand, ensures maximizing the resources of the company. When considering price, place, product, and promotion, all aspects of the product/service are considered. Both distributors and customers are emphasized. Equally important, the company’s perspective is taken into account, especially in finding cost-effective ways to make, distribute, and promote products and services. The sales philosophy, which “engages an organization to seek out customers aggressively and persuade them to consume existing offerings,” is part only of the promotion part (Morgan 1996, p.20). This sales philosophy must be combined with cost philosophy, “The only way to improve our profits is to reduce our marketing and production costs,” to safeguard the profitability of products also.