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Project Management Assignment

project management assignment 代寫

Unrewarded Excellence and consumer-Imposed Discounts
project management assignment 代寫
whilE rEsonAncE mArKEting is rEwArding firms that embrace it, firms that continue
with a strategy of being good enough are suffering. general Motors is about to lose
its position as the world’s largest car company to Toyota, and yet by any objective
measure of quality, general Motors’ cars are better than they have ever been. It is
just that Toyota’s cars are more interesting, and consumers are far more likely to be
passionate about a Prius hybrid than about a Buick. Supermarket sales in traditional
categories such as ice cream, coffee, soft drinks, and candy bars are flat, while sales
have exploded among superpremium offerings in ice cream, bagged instead of canned
coffee, all fruit smoothies (Naked) and premium ice teas and other noncarbonated
beverages, and power bars. Specialty products offered by subscale upstarts that are
positioned around the edges of major categories account for all the growth in some
categories, such as coffee and soft drinks; in others, such as ice cream, the premium
and superpremium brands now account for all the retailers’ profits for the entire cat-
egory. Firms are losing to companies that did not exist until recently, selling products
that they seldom if ever advertise, in categories that industry incumbents thought were
too small to matter.
project management assignment 代寫
Why are growth and profitability stalling in the traditional middle of the market? The
problem is that too many firms are competing for the same market fat spots, offering
similar products, all with adequate quality, and all aimed squarely at the same huge
concentration of consumers in the middle of the market. These products are easy to
describe and aimed at the taste of the largest number of consumers. Since competitors
20 ErIc K. clEMONS
have chosen the same fat spots, and are offering similar products, targeted at the same
group of consumers, brutal price-based competition has become the norm. And yet
increasing numbers of customers are selecting highly differentiated products, which
were aimed at small sweet spots around the fringes of the category. Increasingly, what
these sweet spots lack in profitability due to small size they will make up through
superior margins and through the larger number of sweet spot offerings provided;
indeed, that is the intent of a sweet spot resonance marketing strategy.6
Why has consumers’ purchasing behavior shifted so dramatically? Why are previ-
ously success ful firms finding their strategies now ineffective, why are their profits
declining, project management assignment 代寫 and why are they suffering from unrewarded excellence? The answer is
that customers finally know—accurately and with certainty—what is available to
them. The customer can now trade out, trade up, or trade down because the customer
knows what he or she wants, knows what is available, knows where to find it, and
knows what it costs.7
• For categories that do not matter to the customer, he or she is able to find the
lowest possible price for an offering he or she considers adequate; the competi-
tion discount is as large as it has ever been. Thirty years ago a discounted airfare
between Philadelphia and San Diego on United was close to $500; with excess
capacity and easy online price com parisons, the fare today is under $400 on the
same carrier, despite an 80 percent increase in fuel costs.
• The customer can find and can get exactly what he or she wants; the customer
will no longer accept a product that does not fit his or her preferences unless it is
substantially less expensive. With perfect information, the customer can determine
which airlines fly into Heathrow, a modern airport relatively convenient to the
West End of london, and which fly into gatwick, with much older facilities, and
requiring a train ride into a station, and then physically dragging bags off and
hunting for a taxi. The customer may still be willing to fly into gatwick, but he
or she will insist on paying less for this. Perfect information and the increase in
choice combine to make the compromise discount as high as it has ever been.
We now see why merely being good enough is no longer good enough.
• Finally, and most importantly to the success of resonance marketing, the customer
can find what he or she truly wants, and can determine what it truly is and what
it truly offers. The customer knows what he or she is getting and knows that he
or she is getting exactly what he or she wants, even for first-time purchases and
even if he or she is not familiar with the product or its producer. The customer
no longer feels he or she must pay less because he or she is no longer worried
about whether he or she is getting a perfect fit with his or her preferences; now
the customer knows he or she is getting a per fect fit and the uncertainty discount
has been eliminated. (This last point is explained in more detail below.)

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