The air cargo product is an important source of revenue and differentiator for cargo airlines. Regardless of whether these are combination carriers of all-cargo specialists, airlines compete intensely for the airport to airport cargo service. Singapore Airlines Cargo (SIA Cargo) competes intensely for market share in a highly competitive air cargo sector. SIA Cargo is a division that sits within Singapore Airlines. It operates a dedicated freighter fleet which the division complements with belly capacity on passenger flights that are operated by Singapore Airlines and its subsidiaries. (a) Discuss how SIA Cargo distinguishes itself from competition in the current COVID-19 environment for the following market segments that it serves: E-commerce logistics Perishables Pharmaceuticals It is important that you contextualise your answer to SIA Cargo and not give generic answers. (b) Why do you think that it is essential for SIA Cargo to offer differentiated products and services? Give reasons to support your answer.

The air cargo product is an important source of revenue and differentiator for cargo airlines. Regardless of whether these are combination carriers of all-cargo specialists, airlines compete intensely for the airport to airport cargo service. Singapore Airlines Cargo (SIA Cargo) competes intensely for market share in a highly competitive air cargo sector. SIA Cargo is a division that sits within Singapore Airlines. It operates a dedicated freighter fleet which the division complements with belly capacity on passenger flights that are operated by Singapore Airlines and its subsidiaries. (a) Discuss how SIA Cargo distinguishes itself from competition in the current COVID-19 environment for the following market segments that it serves: E-commerce logistics Perishables Pharmaceuticals It is important that you contextualise your answer to SIA Cargo and not give generic answers. (b) Why do you think that it is essential for SIA Cargo to offer differentiated products and services? Give reasons to support your answer.

MARKETING 2018

19th Edition

ISBN:9780357033753

Author:Pride

Publisher:Pride

Chapter14: Marketing Channels And Supply Chain Management

Section14.1: Taza Cultivates Channel Relationships With Chocolate

Problem 1VC

See similar textbooks

Similar questions

Located in the picturesque Berkshire Mountains of Western Massachusetts, Ski Butternut has been a family-owned, family-oriented ski destination for more than 50 years. The resort includes 22 trails for downhill skiing and snowboarding, two terrain parks for riding, and a dedicated area for snow tubing. Although Ski Butternut hosts some non-ski events during summer and fall, its business goes into high gear when snowy weather arrives, bringing skiers and riders from across Massachusetts, Connecticut, New York, and New Jersey. Matt Sawyer, Ski Butternuts director of marketing, says the primary target market has always been families with young children who are seeking affordable skiing. Everything from the snack-bar menus to the ski-shop merchandise is presented with families in mind. So that parents can have fun in the snow without worry, the resort has a Childrens Center for children who are too young to ski or have no interest. Fifth-graders are invited to ski for free when accompanied by an adult who buys an adult lift ticket. The resort also created two terrain parks for young snowboarders who were clamoring for a more exciting riding experience. Without the terrain parks, Sawyer says, these boarders would have asked their parents to take them to competing mountains in Vermont. Ski Butternuts research shows that first-timers are a particularly important segment, because they tend to have a strong allegiance to the resort where they learn to ski. First-timers typically visit the resort seven times before seeking out more challenging mountains. As a result, Ski Butternut has made teaching first-timers to ski or snowboard one of its specialties. For this market, the resort bundles ski or board rentals, lift tickets, and also offers a wide range of individual and group lessons for all ages and abilities at a value price. Because Ski Butternut has trails for different skill levels, beginners can challenge themselves by changing trails within the resort once they feel confident. Ski Butternut also targets seniors and college students. Knowing that weekends are the busiest period, the resort offers special midweek prices to attract seniors who have free time to ski on weekdays. College students are particularly value-conscious, and they often travel to ski resorts as a group. As a result, Ski Butternut offers weekend and holiday discounts to bring in large numbers of students who would otherwise ski elsewhere. Thanks to Facebook, Twitter, and other social media, students quickly spread the word about special pricing, which enhances Ski Butternuts ability to reach this key segment. In addition, the resort highlights discount pricing for families when targeting specific segments, such as scout troops, military personnel, emergency services personnel, and members of local ski clubs. Another segment Ski Butternut has selected for marketing attention is ski racers. The resort features professional coaching, lessons, and programs for ski racers in the age group of 8 to 20. Sawyer notes that these ski racers are extremely dedicated to training, which means theyre on the slopes as often as possible, a positive for the resorts attendance and revenue. To stay in touch with racers, Ski Butternut has a special website and a dedicated Facebook page. Sawyer conducts up to 1,200 customer surveys every year to better understand who his customers are and what they need. He also compares the results with skiers who visit mountains of a similar size in other areas. Digging deeper, he analyzes data drawn from the ski shops rental business to build a detailed picture of customers demographics, abilities, and preferences. Based on this research, he knows that the typical family at Ski Butternut consists of two children under age 18 who ski or ride, and at least one parent who skis. Because they can obtain so much information from and about their customers, Sawyer and his team are able to make better decisions about the marketing mix for each segment. By better matching the media with the audience, they get a better response from advertising, e-mail messages, and other marketing communications. As one example, they found that 15 percent of the visitors to Ski Butternuts website were using a smartphone to access the site. Sawyer has now created a special version of the site specifically for mobile use and created a text-message contest to engage skiers who have smartphones.16 Of the four categories of variables, which one seems to be the most central to Ski Butternuts segmentation strategy, and why?
Located in the picturesque Berkshire Mountains of Western Massachusetts, Ski Butternut has been a family-owned, family-oriented ski destination for more than 50 years. The resort includes 22 trails for downhill skiing and snowboarding, two terrain parks for riding, and a dedicated area for snow tubing. Although Ski Butternut hosts some non-ski events during summer and fall, its business goes into high gear when snowy weather arrives, bringing skiers and riders from across Massachusetts, Connecticut, New York, and New Jersey. Matt Sawyer, Ski Butternuts director of marketing, says the primary target market has always been families with young children who are seeking affordable skiing. Everything from the snack-bar menus to the ski-shop merchandise is presented with families in mind. So that parents can have fun in the snow without worry, the resort has a Childrens Center for children who are too young to ski or have no interest. Fifth-graders are invited to ski for free when accompanied by an adult who buys an adult lift ticket. The resort also created two terrain parks for young snowboarders who were clamoring for a more exciting riding experience. Without the terrain parks, Sawyer says, these boarders would have asked their parents to take them to competing mountains in Vermont. Ski Butternuts research shows that first-timers are a particularly important segment, because they tend to have a strong allegiance to the resort where they learn to ski. First-timers typically visit the resort seven times before seeking out more challenging mountains. As a result, Ski Butternut has made teaching first-timers to ski or snowboard one of its specialties. For this market, the resort bundles ski or board rentals, lift tickets, and also offers a wide range of individual and group lessons for all ages and abilities at a value price. Because Ski Butternut has trails for different skill levels, beginners can challenge themselves by changing trails within the resort once they feel confident. Ski Butternut also targets seniors and college students. Knowing that weekends are the busiest period, the resort offers special midweek prices to attract seniors who have free time to ski on weekdays. College students are particularly value-conscious, and they often travel to ski resorts as a group. As a result, Ski Butternut offers weekend and holiday discounts to bring in large numbers of students who would otherwise ski elsewhere. Thanks to Facebook, Twitter, and other social media, students quickly spread the word about special pricing, which enhances Ski Butternuts ability to reach this key segment. In addition, the resort highlights discount pricing for families when targeting specific segments, such as scout troops, military personnel, emergency services personnel, and members of local ski clubs. Another segment Ski Butternut has selected for marketing attention is ski racers. The resort features professional coaching, lessons, and programs for ski racers in the age group of 8 to 20. Sawyer notes that these ski racers are extremely dedicated to training, which means theyre on the slopes as often as possible, a positive for the resorts attendance and revenue. To stay in touch with racers, Ski Butternut has a special website and a dedicated Facebook page. Sawyer conducts up to 1,200 customer surveys every year to better understand who his customers are and what they need. He also compares the results with skiers who visit mountains of a similar size in other areas. Digging deeper, he analyzes data drawn from the ski shops rental business to build a detailed picture of customers demographics, abilities, and preferences. Based on this research, he knows that the typical family at Ski Butternut consists of two children under age 18 who ski or ride, and at least one parent who skis. Because they can obtain so much information from and about their customers, Sawyer and his team are able to make better decisions about the marketing mix for each segment. By better matching the media with the audience, they get a better response from advertising, e-mail messages, and other marketing communications. As one example, they found that 15 percent of the visitors to Ski Butternuts website were using a smartphone to access the site. Sawyer has now created a special version of the site specifically for mobile use and created a text-message contest to engage skiers who have smartphones.16 What role do geographic variables play in Ski Butternuts segmentation and targeting?
Located in the picturesque Berkshire Mountains of Western Massachusetts, Ski Butternut has been a family-owned, family-oriented ski destination for more than 50 years. The resort includes 22 trails for downhill skiing and snowboarding, two terrain parks for riding, and a dedicated area for snow tubing. Although Ski Butternut hosts some non-ski events during summer and fall, its business goes into high gear when snowy weather arrives, bringing skiers and riders from across Massachusetts, Connecticut, New York, and New Jersey. Matt Sawyer, Ski Butternuts director of marketing, says the primary target market has always been families with young children who are seeking affordable skiing. Everything from the snack-bar menus to the ski-shop merchandise is presented with families in mind. So that parents can have fun in the snow without worry, the resort has a Childrens Center for children who are too young to ski or have no interest. Fifth-graders are invited to ski for free when accompanied by an adult who buys an adult lift ticket. The resort also created two terrain parks for young snowboarders who were clamoring for a more exciting riding experience. Without the terrain parks, Sawyer says, these boarders would have asked their parents to take them to competing mountains in Vermont. Ski Butternuts research shows that first-timers are a particularly important segment, because they tend to have a strong allegiance to the resort where they learn to ski. First-timers typically visit the resort seven times before seeking out more challenging mountains. As a result, Ski Butternut has made teaching first-timers to ski or snowboard one of its specialties. For this market, the resort bundles ski or board rentals, lift tickets, and also offers a wide range of individual and group lessons for all ages and abilities at a value price. Because Ski Butternut has trails for different skill levels, beginners can challenge themselves by changing trails within the resort once they feel confident. Ski Butternut also targets seniors and college students. Knowing that weekends are the busiest period, the resort offers special midweek prices to attract seniors who have free time to ski on weekdays. College students are particularly value-conscious, and they often travel to ski resorts as a group. As a result, Ski Butternut offers weekend and holiday discounts to bring in large numbers of students who would otherwise ski elsewhere. Thanks to Facebook, Twitter, and other social media, students quickly spread the word about special pricing, which enhances Ski Butternuts ability to reach this key segment. In addition, the resort highlights discount pricing for families when targeting specific segments, such as scout troops, military personnel, emergency services personnel, and members of local ski clubs. Another segment Ski Butternut has selected for marketing attention is ski racers. The resort features professional coaching, lessons, and programs for ski racers in the age group of 8 to 20. Sawyer notes that these ski racers are extremely dedicated to training, which means theyre on the slopes as often as possible, a positive for the resorts attendance and revenue. To stay in touch with racers, Ski Butternut has a special website and a dedicated Facebook page. Sawyer conducts up to 1,200 customer surveys every year to better understand who his customers are and what they need. He also compares the results with skiers who visit mountains of a similar size in other areas. Digging deeper, he analyzes data drawn from the ski shops rental business to build a detailed picture of customers demographics, abilities, and preferences. Based on this research, he knows that the typical family at Ski Butternut consists of two children under age 18 who ski or ride, and at least one parent who skis. Because they can obtain so much information from and about their customers, Sawyer and his team are able to make better decisions about the marketing mix for each segment. By better matching the media with the audience, they get a better response from advertising, e-mail messages, and other marketing communications. As one example, they found that 15 percent of the visitors to Ski Butternuts website were using a smartphone to access the site. Sawyer has now created a special version of the site specifically for mobile use and created a text-message contest to engage skiers who have smartphones.16 How is Ski Butternut applying behavioristic variables in its segmentation strategy? Explain your answer.
A company in Calgary serves a market in the northwestern United States. Now itships LTL at an average cost of $30 per unit. If the company establishes a distributioncenter in the market, it estimates the TL cost will be $15 per unit, inventory carryingcosts will be $7 per unit, and the local LTL cost will average $6 per unit. If the company forecasts annual demand at 200,000 units, how much will they save annually?
Questions: Croad Cycle Company (CCC) is a small to medium enterprise (SME) based in Canada, which manufactures high-end mountain bikes (MTBs) for the competition and domestic markets on the west coast of Canada and the USA. Company founder and CEO, Bob Croad, was a pioneer of the Canadian MTB scene in the 1990s and began making his own MTBs in his garage at home in 2001. Over the last 20 years, CCC has built a strong reputation in North America for innovative bike geometry and designs, and for producing fast, high performance bikes. However, things really began to take off for CCC last year, when two young Canadian riders (both sponsored by the company and riding CCC bikes), placed in the top 10 of the World MTB Championships. The success of these riders provided the company with significant exposure on the global stage, which resulted in a substantial jump in visits to their website from countries such as Australia, Japan and several European countries. CCC has also received several…
The world’s largest retailer, Walmart, owns and manages its own fleet of trucks. The company has often received praise for its distribution capabilities. The practice, however, seems to represent a stark contrast to the practice of outsourcing not only shipping, but other logistics operations to third-party logistics providers. Address the advantages and disadvantages of these different policies. Under what conditions would it make sense for a firm to own and manage its own trucking operation?
Walker Accounting Software is marketed to smallaccounting firms throughout the U.S. and Canada. Owner GeorgeWalker has decided to outsource the company’s help desk and isconsidering three providers: Manila Call Center (Philippines),Delhi Services (India), and Moscow Bell (Russia). The following table summarizes the data Walker has assembled. Which outsourc-ing firm has the best rating? (Higher weights imply higher impor-tance and higher ratings imply more desirable providers.) PX PROVIDER RATINGS CRITERION IMPORTANCEWEIGHT MANILA DELHI MOSCOWFlexibility 0.5 5 1 9Trustworthiness 0.1 5 5 2Price 0.2 4 3 6Delivery 0.2 5 6 6
What is the major advantage of air carriers? How does this advantage impactthe inventory levels of those firms using air transportation? Explain how this advantage relates to the choice of modes when choosing between air carriage and other modes of freight and passengers transport.
The owners of Vogue, an apparel store based in California, want to expand the store's business all over the world. In this case, which of the following strategies can help the owners of Vogue achieve their objectives? Opening an e-commerce site Standardizing the size of apparel Acting as an export broker Vending in physical stores
Amazon.com, Inc. - Analyze the factors that impact the costs of production of the company’s main products/services. - Describe the factors that impact the supply of the company’s main products/services.
MOXIMILLION Global Company is a large online retailing store that offers its goods andservices to consumers all over the world. The company sells books, music, movies, housewares,electronics, toys, and many other items, either directly or as the middleman between otherretailers and the company’s millions of customers. Its Web services business includes rentingdata storage and computing resources, so-called “cloud computing,” over the Internet. Itsconsiderable online presence is making a great impact in the marketing landscape. MOXIMILLION Global Company has decided to launch a new online business selling servicessuch as remote consultations and medical advice, virtual assistant service, copywriting, customerservice support, high quality research on demand and private data protection. C. Explain ONE (1) marketing strategy for the services identified in the scenario above. D. Recommend ONE (1) appropriate content marketing strategy that will create a buzz andincrease market share for…
MOXIMILLION Global Company is a large online retailing store that offers its goods andservices to consumers all over the world. The company sells books, music, movies, housewares,electronics, toys, and many other items, either directly or as the middleman between otherretailers and the company’s millions of customers. Its Web services business includes rentingdata storage and computing resources, so-called “cloud computing,” over the Internet. Itsconsiderable online presence is making a great impact in the marketing landscape. A. Explain the differences between a ‘product’ and a ‘service’. B. Discuss ONE (1) basic category of a product and a service offered by MOXIMILLIONglobal online retailing store, using examples from the scenario above.