scholarly journals Makalah Strategi Pemasaran Puspa Farida (90500120014)

2021 ◽  
Author(s):  
Puspa Farida
Keyword(s):  
Market Leader

produsen dalam kegiatan pemasaran produk atau jasanya harus membutuhkan konsumen mengenai produk atau jasa yang dihasilkannya. Salah satu cara yang digunakan produsen dalam bidangpemasaran untuk tujuan meningkatkan hasil produk yaitu melalui kegiatan promosi.Sebagaimana diketahui bahwa keadaan dunia usaha bersifat dinamis,yang selalu mengalami perubahan yang terjadi setiap saat dan adanya keterkaitan antara satu dengan yang lainnya. Oleh karena itu strategi pemasaran mempunyai peranan yang sangat penting untuk keberhasilan perusahaan umumnya dan pada bidang pemasaran khususnya. Disamping itu strategipemasaran yang diterapkan harus dit injau dan dikembangkan sesuai dengan perkembangan pasar dan lingkungan pasar tersebut . Dengan demikian strategi pemasaran harus dapat memberikan gambaran yang jelas dan terarah tentang apa yang dilakukan perusahaan dalam menggunakan setiap kesempatan atau paduan pada beberapa sasaran pasar.Dalam penulisan karya ilmiah ini, penulis membahas dalam lima bab,yaitu:Bab satu, berisi pendahuluan yang yang membicarakan alasan pemilihan judul, luas dan tujuan penulisan serta sistematika pembahasan.Bab dua, memuat tentang aspek penting dalam pemasaran, yaitu menjelaskan tentang rencana st rategi pemasaran, pasar sasaran, dan bauran pemasaran.Bab t iga, memuat tentang faktor- faktor yang mempengaruhi st rategi pemasaran. Dalam hal ini akan dibahas tentang rencana strategi perusahaan dan faktorfaktor yang mempengaruhi st rategi pemasaran perusahaan.Bab empat,pada bab ini akan dibahas mengenai strategi untuk setiap posisi bisnis, sepert i Market leader, Market challanger, Market follower, atau Market Nicher.Bab lima, pada bab terakhir ini, penulis mencoba untuk membuat kesimpulan akhir atas apa yang telah diuraikan dan memberikan saran-saran yang mungkin dapat dipertimbangkan dalam penentuan strategi pemasaran.

A Glimpse of Children's wear Market : Case Study on Marks & Spencer (London)

2016 ◽  
Vol 2 (2) ◽  
Author(s):  
Shelly Narula
Keyword(s):  
Market Share ◽  
Disposable Income ◽  
Birth Rates ◽  
Demographic Trend ◽  
Volume Recovery ◽  
Market Leader ◽  
Is Value

Children's wear clothing comprises of clothing, designed for children under the age of 14. It is a sector which despite of the pressure on disposable income, expects the market to be most resilient by volume. Parents are reluctant to cut back on Children's wear. Purchases are more need-driven and the market is value-driven, allowing for high volumes – supporting volume recovery. One major factor that will boost the Children's wear market is the current demographic trend towards higher birth rates. In 2010, the total UK market for Children's wear was valued at £5.91bn, increase by 6.5% from 2009. Further, Verdict Retail forecasts the Children's wear market to grow by meager 1.7% in 2012, underperforming total clothing due to lower inflation. This article highlights the findings of a case study on Marks & Spencer (Bond Street, London) a leading UK brand, whose market share, fell down considerably in the Children's wear Department. The suggestions and consultancy have been provided for the brand, to improve their market share in the changing and volatile environment which was once, a market leader in the Kids-wear segment in UK.

Spatial Competition in Local Audit Markets and the Fallout on Deloitte from the 2007 PCAOB Censure

2016 ◽  
Vol 36 (2) ◽  
pp. 1-19 ◽  
Author(s):  
Jeff P. Boone ◽  
Inder K. Khurana ◽  
K. K. Raman
Keyword(s):  
Market Power ◽  
Audit Quality ◽  
Spatial Competition ◽  
Spatial Location ◽  
Audit Fees ◽  
Audit Market ◽  
Big 4 ◽  
Audit Fee ◽  
The Face ◽  
Market Leader

SUMMARY We examine whether Deloitte's spatial location in local audit markets affected the firm's adverse fallout—in terms of decreased ability to retain new clients and maintain audit fees—from the 2007 PCAOB censure. We motivate our inquiry by the notion that auditor-client alignment and auditor-closest-competitor distance can help differentiate the incumbent Big 4 auditor from other Big 4 auditors and thus provide market power, i.e., inhibit clients from shopping for another supplier because of the lack of a similar Big 4 provider in the local audit market. Consequently, it seems reasonable that the increase in switching risk and loss of fee growth suffered by Deloitte following the 2007 PCAOB censure will be lower in local markets where Deloitte was the market leader and its market share distance from its closest competitor was greater. Our findings suggest that the decline in Deloitte's audit fee growth rate following the 2007 PCAOB censure was concentrated in the pharmaceutical industry, although the client loss rate appears to have occurred more broadly (across all cities and industries). Collectively, our findings suggest that audit quality issues override auditor market power, i.e., differentiation does not provide Big 4 firms market power in the face of adverse regulatory action. JEL Classifications: G18; L51; M42; M49.

Explaining the Growth Potential of a Market Leader and Challenger: Evidence from Japan’s Telecommunications Services Industry

2021 ◽  
pp. 227853372198952
Author(s):  
Mostafa Saidur Rahim Khan ◽  
Naheed Rabbani
Keyword(s):  
High Growth ◽  
Growth Potential ◽  
Book Value ◽  
Good Investment ◽  
Growth Firms ◽  
Price Earnings Ratio ◽  
Equity Ratio ◽  
Market Leader ◽  
Services Industry ◽  
Telecommunications Services

This study examines the growth potential of the market leader and market challenger in Japan’s telecommunications services industry. We focus on Nippon Telegraph and Telephone Corporation (NTT) and KDDI, the market leader and challenger (respectively) in terms of sales revenue, total assets, and market share. Following finance literatures, we use higher values of price–earnings ratio (P/E) and market-to-book-value-of-equity ratio (MV/BV) as the indicators of growth potential. High growth firms have the potential to outperform the overall market over a significant period of time providing a good investment opportunity for retail and institutional investors. This study uses financial data of the NTT and KDDI from the period between 2001 and 2016 and applies several regression models to examine the growth potential of the market leader and market challenger in Japan’s telecommunications services industry. Using the P/E and MV/BV as indicators of growth potential, we show that the market challenger’s growth potential is significantly higher than that of the market leader, even after controlling for firm size, liquidity, profitability, leverage, cash flow, and age.

Is digital always better? Comparing two English print dictionaries with their digital counterparts

2020 ◽  
Author(s):  
Emma Ferrett ◽  
Stefan Dollinger
Keyword(s):  
Social Media ◽  
Mobile App ◽  
User Friendliness ◽  
Digital Medium ◽  
Advantages And Disadvantages ◽  
Oxford University ◽  
Relevant Question ◽  
Market Leader ◽  
Oxford University Press

Abstract In this paper we discuss advantages and disadvantages of e-dictionaries over print dictionaries in order to answer one increasingly relevant question: is digital always better? We compare the e-content from Oxford University Press and Merriam-Webster flagship dictionaries against their most recent print counterparts. The resulting data shows that the move from print to digital, against popular perception, results in a loss of lexicographical detail and scope. After assessing the user-friendliness of the e-dictionaries’ sites in both desktop and mobile app formats, we conclude that Merriam-Webster currently utilizes the digital medium somewhat better, while Oxford University Press is the current market leader in collaborations with tech giants such as Google. Most crucially, however, both companies have yet to devise and implement optimal ways to balance advertising noise and lexicographical content. Finally, we compare the virtual popularity of e-dictionaries according to their social media efforts and product partnerships. The greatest problem e-dictionaries currently face is that content does routinely change in unspecified and even undocumented ways. Despite these significant disadvantages, the convenience of mobile online accessibility appears to outweigh the concern with the reliability and quality of content.

scholarly journals Meet the relatives: a reintroduction to the clinical pharmacology of ‘typical’ antipsychotics (Part 2)

2012 ◽  
Vol 18 (5) ◽  
pp. 337-350 ◽  
Author(s):  
David Cunningham Owens
Keyword(s):  
Clinical Pharmacology ◽  
First Generation ◽  
World Market ◽  
Substituted Benzamide ◽  
Market Leader ◽  
The Uk ◽  
Typical Antipsychotics

SummaryThis second of two articles on the ‘typical’ (‘first-generation’) antipsychotics covers non-phenothiazines: thioxanthenes (flupentixol and zuclopenthixol), butyrophenones/diphenylbutylpiperidines (including one-time world market-leader haloperidol, and pimozide) and sulpiride, for many years the only substituted benzamide available in the UK. Several tolerability issues ascribed specifically or more frequently to older antipsychotics are also discussed.

Oral hypoglycaemics for diabetes: when and which?

1991 ◽  
Vol 29 (4) ◽  
pp. 13-16
Keyword(s):  
Diabetes Mellitus ◽  
Blood Glucose ◽  
Insulin Dependent Diabetes Mellitus ◽  
Insulin Dependent Diabetes ◽  
Dependent Diabetes Mellitus ◽  
Regular Exercise ◽  
Control Blood Glucose ◽  
District Policy ◽  
Insulin Dependent ◽  
Market Leader

People with non-insulin-dependent diabetes mellitus should modify their diet, avoid obesity and take regular exercise. An oral hypoglycaemic drug may be needed if these measures fail to control blood glucose, but it is now clear that they commonly cause hypoglycaemia. More than 3 million prescriptions were issued in 1988 for the sulphonylureas (eight currently available) and the biguanide, metformin. Glibenclamide is the market leader (1.4 million prescriptions in 1988), followed by metformin (950,000), chlorpropamide (280,000), tolbutamide (260,000) and gliclazide (200,000). Instituting a district policy to restrict the choice of sulphonylureas can improve care and save money.1 No new oral hypoglycaemics have been marketed since we last reviewed them2 but their place in overall management has been clarified.

Central Food Retail: Business Expansion and Brand Architecture Strategy

2018 ◽  
Vol 22 (01) ◽  
pp. 199-218
Author(s):  
Piya Ngamcharoenmongkol
Keyword(s):  
Food Retail ◽  
Brand Architecture ◽  
Company Limited ◽  
Retail Business ◽  
Challenges And Opportunities ◽  
Market Leader ◽  
Central Food ◽  
Retail Company ◽  
Retail Grocery

The retail store market in Thailand continued to grow with more intense competition from key players expanding their operations across retail grocery market segments. Central Food Retail Company Limited (CFR) was the market leader in the supermarket segment targeting the middle to high income groups. As part of the company’s long-term strategy, CFR planned to expand the business into other retail sectors by launching new store formats to capture other customer segments, especially middle- and lowincome groups. These customer segments had been largely served by operators in the hypermarket segment. The challenges and opportunities that CFR faced and the decisions on brand extension strategy and brand architecture strategy were discussed.

scholarly journals Peran E-Servqual Dalam Customer Engagement

2019 ◽  
Vol 15 (1) ◽  
pp. 36-42
Author(s):  
Nadia Sasmita Wijayanti
Keyword(s):  
Service Quality ◽  
Customer Service ◽  
Customer Loyalty ◽  
Customer Engagement ◽  
Online Service ◽  
Market Leader ◽  
The Right ◽  
Modern Era

Sejumlah brand sukses menempatkan diri di hati konsumen, namun banyak pula yang gagal. Keberhasilan brand memikat hati customer berarti sukses menjalin hubungan dengan customer. Perlu cara dan startegi yang tepat agar brand mampu memikat kosumen dan keluar sebagai market leader. Dalam menjalankan bisnis dan memberikan pelayanan konsumen perlu memperhatikan keinginan konsumen. Di era serba modern dan informasi tanpa batas, bermunculan marketplace dan perusahaan eksponensial, menyebabkan keinginan konsumen untuk dilayani serba cepat dan ringkas. Kualitas jasa layanan online yang maksimal akan menciptakan customer loyalty yang berujung pada customer engagement. Kata kunci: E-servqual, Kualitas layanan jasa online, customer loyalty, customer engagement.  Abstract: The Role of E-Servqual in Customer Engagement. A number of brands successfully place themselves in the hearts of consumers, but many also fail. The success of the brand captivates the customer means successful relationship with the customer. Need the right way and strategy so that the brand can attract consumers and come out as the market leader. In running a business and providing customer service, it is necessary to pay attention to consumer desires. In the modern era and unlimited information, emerging marketplaces and exponential companies, cause consumers to be served quickly and concisely. The maximum quality of online services will create customer loyalty which leads to customer engagement. Kata kunci: E-servqual, Online Service Quality, customer loyalty, customer engagement.

scholarly journals The U.S. Toothpaste Market: A Competitive Profile

2020 ◽  
Vol 6 (1) ◽  
pp. p145
Author(s):  
Y. Datta
Keyword(s):  
Market Share ◽  
Strong Support ◽  
Hierarchical Cluster ◽  
Relative Price ◽  
Unit Price ◽  
Fundamental Result ◽  
Retail Sales ◽  
Benefit Segmentation ◽  
Market Leader ◽  
The U.S

This paper follows the path of seven studies (see below). However, it is different in one important respect: it also offers a benefit segmentation profile of the U.S. Toothpaste Market.Porter associates high market share with cost leadership strategy which is based on the idea of competing on a price that is lower than that of the competition. However, customer-perceived quality—not low cost—should be the foundation of competitive strategy, because it is far more vital to long-term competitive position and profitability than any other factor. So, a superior alternative is to offer better quality vs. the competition.In most consumer markets a business seeking market share leadership should try to serve the middle class by competing in the mid-price segment; and offering quality better than that of the competition: at a price somewhat higher, to signify an image of quality, and to ensure that the strategy is both profitable and sustainable in the long run. Quality, however, is a complex concept that consumers generally find difficult to understand. So, they often use relative price, and a brand’s reputation as a symbol of quality.In 2008 retail sales in the U.S. were $1.27 Billion for the Toothpaste Market. The market leader Crest had a market share of 34.7%, closely followed by Colgate with a share of 33.5%. We focused on the most popular pack-size—5.8-6.5oz—which had a 45.3% share. Employing Hierarchical Cluster Analysis, we tested two hypotheses: (1) That a market leader is likely to compete in the mid-price segment, and (2) That the unit price of the market leader is likely to be somewhat higher than that of the nearest competition. Employing U.S. retail sales data for 2008 and 2007, we found that, for both 2008 and 2007, the market leader in the U.S. Toothpaste market—Crest—was a member of the mid-price segment. Furthermore, the unit price of Crest was somewhat higher than that of Colgate, the runner-up, which was also a member of the mid-price segment.Thus, the results fully supported both Hypothesis I and II—for 2008 and 2007.We also found strong support for the idea, that relative price is a strategic variable, as we have hypothesized.We discovered five benefit segments. The most fundamental result of this analysis is that it revealed an avalanche of various brands of toothpaste that not only whitened teeth, but were also helpful in preventing tooth decay, as before.Finally, we discovered four strategic groups in the industry.

scholarly journals Pengaruh Motivasi, Budaya, dan Sikap Konsumen Terhadap Keputusan Pembelian Produk Indomie

2019 ◽  
Vol 7 (3) ◽  
pp. 319-324
Author(s):  
Keren Keren ◽  
Sulistiono Sulistiono
Keyword(s):  
Consumer Attitudes ◽  
Positive Influence ◽  
Purchase Decision ◽  
Consumer Attitude ◽  
Test Results ◽  
Collection Method ◽  
Consumer Motivation ◽  
Market Leader ◽  
Influential Variable ◽  
Instant Noodle

Consumption of instant noodle products in Indonesia is quite high. Especially the Indomie instant noodle which is the market leader in the Indonesian instant noodle product market. In purchasing products, consumers are influenced by three factors, namely motivation, culture, and consumer attitudes. This research is a survey research with data collection method through interviews using a questionnaire instrument to 100 respondents in the Bogor city. Based on the analysis of the data obtained, it is known that of the three variables studied, Consumer Attitude is the most influential variable on the Purchase Decision of Indomie brand instant noodle products because it has the greatest beta value among the other variables. From the partial test results (t and F test) it can be obtained that the three exogeneus variables (Consumer Motivation, Culture, and Consumer Attitudes) have the same strong and positive influence simultaneously on the Purchase Decision of Indomie brand instant noodle products.

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