市场营销英文文献

InnovationIsaGoodWaytoMaintainMarketPresenceTheJumbo-Koterventureisagoodexampleofthedevelopmentofasuccessfulnewproductbysolvingaconsumerproblem.TheWoosterBrushCompanyidentifiedthedifficultythatpainterswerehavingbecausetheirminirollerswerestickingafterafewuses.ThenewJumbo-Kotermini-rollerssolvedthatproblembyusingasmooth-turningcageframe.WoosterBrushfurtherimprovedthesemini-rollersbyusinghigh-qualityfabricsfromitshighlysuccessfulnine-inchrollers.Finally,bynotextendingfabricovertheendofthenewmini-rollers,Jumbo-Koterenabledthepaintertogetintotighterspacesthanwithtraditionalmini-rollers.Thisalsopreventedpaintfromspinningoffontoanothersurface.OnelessontobelearnedfromtheJumbo-Koterprogramisthatinnovationisagoodwayforacompanytomaintainitspresenceinthemarketplace.TheWoosterBrushCompanyhasmadeanotableefforttocontinuetoinnovate,developingtrulybeneficialproductsinaverystodgy,old-fashionedbusinessformanyyears.TheJumbo-Koterproductlineisagoodexampleofthis.Thiscontinuousinnovationhasenabledthecompanytocompetesuccessfullywithoutparticipatinginindustrypricewars.Atthetimeofthiswriting,theWoosterBrushCompanywasintheprocessofdevelopingadditionalnewproductstomeetthepaintapplicationneedsofitscustomers.SummaryMarketingPlanfor:WoosterJumbo-KoterTMWoosterBrushCompanyMARKETINGPLANSUMMARYBACKGROUND.Manypaintershaveproblemswiththeirmini-rollers.Becausetheserollersaresmallerthantraditionalrollers,theyaregreatforgettingpaintintotightplacesandcorners.Ontheotherhand,thesmallsizeoftherollersometimescausesittostickafteracertainnumberofuses.Paintersoftenbecomefrustratedwhentheyhavetodragastuckmini-rollerdownawall.ThisconsumerproblemledtoawholenewproductlinecalledtheJumbo-Koter,andtoamarketingplanthateffectivelyleveragedthestrengthsoftheWoosterBrushCompany.MARKETREVIEW.Thepaintapplicatorindustryismadeupofarelativelysmallnumberofcompanies,anditchangesonlyslightlyfromyeartoyear.AtrendidentifiedbyWoosterBrushwastheinfluxofforeigncompetitionintothemini-rollermarket.Becauseoftheeffectivenessofusingamini-rollerfordetailpaintingjobs,themarketforthesesmallrollerswasgrowing.Asthiswashappening,severalmanufacturerswereimportingmini-rollersfromChinaandotheroffshoresources.WoosterBrushwasbeingforcedtocompetewiththeselower-pricedimports.CONSUMERUSAGEANDATTITUDES.AprogramofstoreinterviewsandpersonalobservationsenabledWoosterBrushmanagementtodeterminethatmini-rollersweregainingmarketshareandwereerodingpaintbrushusagemoreandmore.Consumersrepresentthebulkoftheunitsales;however,theytendtobuywhatisavailableandrecommendedinpaintandhardwarestores,andthesestorestypicallydisplayandrecommendwhatisusedbyprofessionalcontractors.Throughquantitativeandqualitativeresearch,WoosterBrushlearnedthatpaintingcontractorsgenerallyperceivedJumbo-Koterasasignificantimprovementoverthemini-rollersthatwerecurrentlyavailableinthemarket.PLANNINGASSUMPTIONS.PriortolaunchingJumbo-Koter,themanagementofWoosterBrushmadeaseriesofassumptionsregardingtheoutcomeoftheimplementation.ThefollowingisalistofthekeyplanningassumptionsmadebyWoosterBrushCompany:PaintandhardwarestoreswillgenerallyacceptdistributionofJumbo-KoterbecauseofthesuccesstheseretailershavehadwithpreviousnewproductsfromWoosterBrush.ThefabriconJumbo-Koterrollerswillbeacceptedbyprofessionalsandconsumers.ProfessionalpainterswillwanttouseJumbo-Kotermini-rollers.PricingonJumbo-Koterwillbeacceptedaslongasthepricepointsaresimilartothoseofthelow-pricedmini-rollerscurrentlyonthemarket.ShouldJumbo-Koternotbesuccessful,WoosterBrushwillstillbeabletocaptureashareofthemini-rollermarketwithitscurrentmini-rollersystem.Overthenextfewyears,Jumbo-Kotercouldmakeitpossibletoeliminatetheoldminirollersystem.KEYSTRATEGICMARKETINGOBJECTIVES.Basedontheaboveplanningassumptions,themanagementofWoosterBrushsetupaseriesofspecifickeystrategicmarketingobjectivesfortheJumbo-Koterventure.ThefollowingarethekeystrategicmarketingobjectivessetbythemanagementoftheWoosterBrushCompany:Toenticeconsumersandprofessionalstopurchaseamini-rollersystemthatisnotinterchangeablewithothermini-rollersystems.Togetthemajorityofthetwenty-fourdifferentJumbo-Koterrollersandtwoframesintobroad-scaledistribution.Totimetheexpansionofdistributionsothatproductionisabletokeepupwithretailsales.Toachievespecificsalesvolumeobjectivesthatwillenabletheventuretopaybacktheinvestmentinnewequipmentwithinaspecifictimeframe.TolaunchtheJumbo-Koterlinenationallyintheinitialdistributiontargetswithinthreemonths.ToovercomethepotentialobjectionbyretailersandcustomersthattheJumbo-Kotercoversdonothaveafabriccoveringontheendoftherollers.MARKETINGPLANELEMENTSBrandname.Thenewmini-rollersystemwaslaunchedundertheoverallbrandnameWoosterJumbo-Koter.Thisnameappearedonallpackaginganddisplayheadersigns.Also,sevenadditionalnameswereusedtodifferentiatethedifferenttypeofcovers:SuperFabTM,ProDoo-ZTM,MohairBlendTM,50/50TM,SuperTwistTM,Painter’sChoiceTM,andProFoamTM.TheoverallbrandnamestrategywastoleveragethepowerofthecurrentWoosterBrushimage.Productline.Jumbo-Koterisacomprehensivelineoftwenty-fourdifferentmini-rollersandtwodiffere