interest‚ 55% male Segment is strong with 18-34 year old females Smaller than other segments-15% of households Strengthen value of audience which will increase CPM Dual targeting with possible ratings over time to 1.2 with potential CPM to 2.50 It will target a larger segment‚ 15% for fashionistas and 35% for planners and shoppers Attitude drivers are very positive for increase in ad sales and viewers Cons The segment is already disengaged and small Ad
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and positioning together comprise a three stage process. (1) Determine which kinds of customers exist. (2) Select which ones we are best off trying to serve and‚ finally. (3) Implement our segmentation by optimizing our products/services for that segment and communicating that we have made the choice to distinguish ourselves that way. Segmentation involves finding out what kinds of consumers with different needs exist. In the auto market‚ for example‚ some consumers demand speed and performance
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$ 111.2 | N/A | 28% | Exhibit A. Market* composition – 1992 *Sum of Standard‚ Lightweight Std‚ Ultralight and Power-Pediatric segments The reason behind its little profitability could reside in that wheelchairs as products are quite non-differentiated; therefore‚ to help boost revenue‚ companies have resorted to creating wheelchair segments to better suit different customers’ needs‚ such as making them battery-powered or lighter‚ although‚ as stated before‚ in the end they are all
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acquisition cost: Customer Customer acquisition cost A A Little Leaguer ¥10‚000 B A Summer Slugger ¥10‚000 C Elite Ballplayers (Print Ad) ¥60‚000 D Elite Ballplayers (Party) ¥50‚000 E Entertainment Seekers ¥2‚000 2) The break even for each customer segment without discounting cash flows Customer Break even A A Little Leaguer Between 2 and 3 years B A Summer Slugger Between 2 and 3 years C Elite Ballplayers (Print Ad) Between 3 and 4 years D Elite Ballplayers (Party) Between 2 and 3 years E Entertainment
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could be group into different segments. This where Automotive OEM‚ Machine OEM and Aftermarket which was also subdivided in two: The Industrial Aftermarket and The Vehicle Aftermarket. This segments Helped the company to analyze which segment was more profitable‚ which one had higher demand‚ which one was more susceptible to price‚ which was willed to pay more and some other characteristics of each segment. This was important to know what need where unmet in each segment and what opportunities they
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CPM to $1.80. * Risk of competition would continue to penetrate the premium segments and erode TFC’s pricing ability. | * Smaller than the other segments‚ representing 15% of households. * Possible drop in viewers. * Spend additional $15 million per year investment in new programming to attract and retain segment interest. | * Spend additional $20 million on programming to ensure selections aimed at both segments. | 2. What Segmentation scenario is likely to produce higher revenues
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customers in Gold‚ Platinum package and a third process contains the list of customers who are to be opted out of marketing campaigns. Next‚ a Merge process combines customers in Gold and Platinum segments exclude the ones who are opted out. In the third layer a Segment process segments all the customers (identified by Merge process) in value tiers based on their points (or scores). Finally‚ the customers with highest value will output by Call List process to the list which will
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consider the following these steps in trying to increase ad revenue: 1. She can target segmentation and position towards women between the ages of 18 to 34. 2. She can place more focus on the Fashionistas segment and spend additional income on programming. 3. She can target these two segments-the Fashionistas and the Shoppers/Planners. Plan of Action The Fashion Channels situation arose from an increase in competition from existing rivalries. The Channel was known as one of the most widely
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to new income that can be attributed to greater product efficiency. In this case study‚ this occurs in only one segment – light commercial refrigerator repairs. In all other segments‚ repair firm revenues remain the same regardless of which pumps are used. Price Element: • Increased pump durability -- The Kunst 1600 lasts 2 to 3 times longer than the incumbents in most segments. This means that repair firms will have to buy more conventional pumps than Kunst 1600s. This impacts theprice
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three distinct segments eliminating the major issue of excessive inventory while allowing Neptune to operate at its full capacity serving all segments. B. Situation Analysis Summary Jim Hargrove has become overly concerned about the excess inventory because of the advanced technology the company has adopted. Neptune was able to capture more seafood than other company. The root cause analysis suggests that the underlying cause of the problem is Neptune’s limited number of targeted segment. (Appendix
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