The manufacturer of high-end office furniture generates $2 in revenue.
With a strong presence in the market and well-known brand, this company holds the top two positions for market share. They have an experienced sales team and established connections with leading distribution channels. Additionally, their design team is highly skilled. To prioritize their strengths in fashion and textile design, they made the decision to sell their Furniture Division.
Our proficiency in manufacturing and ability to create ergonomic designs are outstanding.
The furniture industry has a strong connection with both new home constructions and home sales. Regarding the acquisition of PLED (Paul Logan Inc), what are the potential advantages and disadvantages?
The brand transition raises marketing problems including how to blend PLY's daring designs with M's conventional style,
...avoid customer confusion over the new brand name, and decide on the best option to recommend. The recommended approach is to initially transition gradually by connecting Paul Logan to the Manchester brand name to enhance brand recognition based on feedback from a different target consumer survey. Both push and pull marketing techniques should be utilized to promote distribution channels and consumers.
The company plans to conduct consumer research to reevaluate their transition strategy. Their recommendation is to drop the Paul Logan (PL) brand name and focus on the Manchester Home (MM) brand. However, they want to ensure that MM has achieved enough awareness before removing PL. The implementation plan includes a specific MM brand transition process spanning three stages over three years. In the first stage, both MM and PL products will be used in the market simultaneously for approximately six months.
The products of bot
brands are being integrated into each other's distribution channel. This means that MM products will be present in PLED sale spots, and vice versa. Additionally, the staff of both brands will be trained to inform customers of the acquisition and to ensure quality and service standards are upheld.
Our goal is to enhance MM's brand equity and market power by capitalizing on the radiation effects of our connectivity products. We aim to make customers perceive no difference between MM and PLED products, except for improved packaging, services, and quality. During this stage, we need to conduct two types of market research to determine if we should increase our announcements and promotions based on customer reactions. The third stage, which lasts for six months, involves MM's elimination of the PLED process.
Our company will produce connectivity products in two packages. One of these packages is the same product, but with a difference in branding. The first option bears the MM logo, while the second bears both the MM and PLED logos. These products will be sold at the same locations, with discounts given to those who purchase products solely branded with the MM logo. Our advertising agency needs to publicize that our MM Company will gradually move towards supporting only one logo, which will be the MM brand. Additionally, we require market research to gauge customer reactions to a single-brand logo.
Our belief is that the success of our plan will lead to an increase in MM brand equity and power in comparison to our competitors. However, it is important to note that the brand transition is a complex process and requires synchronized cooperation
from all departments within the corporation. This includes advertisement, promotion, services, sales channels, and more, in order to achieve a successful brand transition.
A successful launch of the new brand name depends on a strong advertising campaign. The budget allocated for 2005 is $184 million, covering national and cooperative advertising for both PLED and MM products. The advertising strategy includes both Push and Pull methods, with MM allocating more funds towards Push advertising. The first 1.5 hours will involve heavy Push and Pull advertising efforts.
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