The market penetration for the House assignment should be set at 65%.
In 1990, almost all advertising and media buys centered around direct mail, broadcast (e.g, television, radio), print (e.g, catalog, flyer), and display (e.g., newspaper and magazine). Closed ecosystems existed but media buyers, marketing executives and managers, and creative folks were not interested.
By 2010, in addition to those same platforms, advertising and media buys extended to QR codes, paid and free social media, SEO and adwords, and e-mail. Closed ecosystems now sparked the imagination (and opened the wallets) of media buyers, marketing executives and managers, and creative folks.
The forms – traditional and nontraditional – need each other if a marketing plan or an IMC plan is to bear fruit.
My name is Sam Stolarz, I am a senior Marketing major who currently works in email marketing for a Business to Business oriented company in the foodservice industry. I have hopes to get into research and web analytics, but I also love what I currently do. I have chosen to follow two blogs, Seth Godin’s:
My name is Dr. Michael Levin. I am in my fifth year at Otterbein. When purchasing club soda, I look for a brand with a higher sodium content because the sodium provides a different taste compared to seltzer, which has no sodium. When making this decision I consider three data points, including: (1) size, (2) price, and (3) sodium content for each available brand.
Jim Lukens publishes a weekly email that highlights a specific idea for grocers. Many of his ideas can be adapted for other retailers to incorporate. Recently, Lukens distributed two emails that cover failures and successes related to grocers’ home delivery efforts. He has graciously allowed me to repost both emails here. Today, Lukens looks at failures. On Thursday, he will cover successes.
Cabela’s, Rona, and Walmart have become the latest retailers to move from big box to small box outlets. Cabela’s wants to move into smaller markets. Rona’s customers no longer prefer the big box format’s vastness. Walmart continues to introduce its Neighborhood Market format to urban markets that have resisted the retailer’s larger footprints. Regardless of reason, the store’s financial performance remains paramount.
In “The Concept of the Big Middle,” Levy, Grewal, Peterson, and Connolly (2005) argue for a normative view of the retail market that treats the competitive environment as dynamic. In this view, most retailers exist in a big middle where respective retail managers attempts to maintain or improve the retailer’s price advantage and/or innovative advantage. This big middle, though, shifts as the competitive environment adapts to new retailers that are more innovative or lower priced compared to the retailers in the existing big middle. Retailers that thrived in the big middle yesterday could find themselves outside the big middle today and could be forced to exit the market tomorrow. Nowhere is this shift evident than among retailers that traditionally anchor shopping malls.
Self-service technology based retailing has entered the fore in retailing despite some brands (like Albertsons and Big Y) backing away from self-checkout lines. Self-service technology has adapted to include mobile devices, which smaller retailers are now trying. The technology could allow retailers to achieve superior financial performance.