By Winslow "Bud" Johnson
This targeted e-book unearths the promoting plans that force revenues for a few very recognized items. the writer offers insightful research and a realistic framework for employing those plans to any product in any marketplace.
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Mit einer fundierten und umfassenden Darstellung des internationalen Marketing-Management wendet sich dieses Buch sowohl an Studierende als auch an Praktiker. Es behandelt ausführlich das strategische internationale advertising, den internationalen Einsatz des Marketing-Instrumentariums, das internationale Marketing-Controlling, die internationale Marketing-Organisation sowie das Human source administration in foreign tätigen Unternehmen.
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Additional resources for Powerhouse Marketing Plans: 14 Outstanding Real-Life Plans and What You Can Learn from Them to Supercharge Your Own Campaigns
The new mini-roller system was launched under the overall brand name Wooster Jumbo-Koter. This name appeared on all packaging and display header signs. Also, seven additional names were used to differentiate the different type of covers: Super Fab TM, Pro Doo-Z TM, Mohair Blend TM, 50/50 TM, Super Twist TM, Painter’s Choice TM, and Pro Foam TM. The overall brand name strategy was to leverage the power of the current Wooster Brush image. B. Product line. Jumbo-Koter is a comprehensive line of twenty-four different mini-rollers and two different frames.
The Pricing Strategy Was to Meet the Low-Priced Imports The Jumbo-Koter product line was set up with a different price point for each of the different products in the line. The pricing strategy was to hit the price points of the low-priced imported competition. Wooster Brush management did not feel that the company had to match competitors’ prices exactly because Jumbo-Koter was a different type of product with unique advantages, such as easier-turning rollers. The Jumbo-Koter rollers were also longer and larger in diameter.
Wooster Brush management decided that it would not reduce the Jumbo-Koter prices if that were to happen. Management felt that by the time the competition was able to implement a price reduction, Wooster Brush would have established the Jumbo-Koter line as a viable one in the market. It felt that most customers would continue to purchase Jumbo-Koter products at the initially established price. In-Store Displays Were Used to Attract Consumer Attention It was felt that a key to success in getting the full Jumbo-Koter product line into retail stores was an in-store display program.