Product Life Cycle In The High Tech Industry Marketing Essay

Product Life Cycle In The High Tech Industry Marketing Essay Posits that, as the pace of change has accelerated rapidly and created unprecedented uncertainty in the markets of this decade, many companies have needed to dispense with existing, once reliable, practices in order to remain competitive. Suggests that the efficacy of one particular marketing tool, the product life cycle model, has been questioned, by various writers in the academic and business press, with regard to the general applicability and validity of its assertions and the claim it makes to be able to predict the marketing strategies that should be applied at different stages of a products life. Explores the arguments for and against the validity of the product life cycle model as a marketing tool in this present, dynamic environment. Introduction the product life cycle model Since its adoption by marketing, the product life cycle (PLC) has achieved universal acceptance because of its appeal and wide application. In the 1950s and 1960s, when markets concentrated on consumer goods and were characterized by simple segmentation, comparatively stable technology and relatively unsophisticated communications, the product life cycle model was an acceptable assemblage of market dynamics (Wood, 1990). Despite the fact that no two life cycles are the same, the model was proffered, with support either from experience or from empirical research in the fast-moving consumer goods sector, as a predictive tool to anticipate marketing requirements and aid long-term planning of product strategies in advance of each stage of the cycle. The concept was analysed so frequently in marketing literature that it became given to many executives. The product life cycle represents a core element of marketing theory and has done for four decades. According to marketing literature, every product or service has, by definition, a life cycle and how this is managed is key to survival in business. The product life cycle model describes how most products pass sequentially through four stages: introduction, growth, maturity and decline (see Figure 1). Each of these phases requires different strategies relating to promotion, pricing, distribution and competition, to maximize the products value and profitability. The principal components of the model are changes in sales, stage identification and sequential sales behaviour. The concept proved to be exceptionally durable and was explicated eloquently. According to Dhalla and Yuspeh (1976), its use has added lustre and believability to the insistent claim that marketing is close to becoming a science. The product life cycle theory has been exposed to comparatively little reproach with very few writings contesting the assumptions it makes, although Mercer (1993a) emphasizes that substantiation of the concept has seemed surprisingly difficult to uncover. However, the dynamic markets of the eighties, bore little resemblance to the relatively simply defined and stable markets of the early sixties (Wood, 1990) and with this the validity of the product life cycle was brought into question. Dhalla and Yuspehs article is the one most quoted as the premiss for recent scepticism over the product life cycle theorys general applicability (Mercer, 1993a). The validity of the product life cycle model The product life cycle theory draws an analogy with the life cycle of human beings, in that every product in a market is mortal. In the world of biology, each stage in the cycle is fixed, with one stage following on from another in both an invariable and irreversible order. In the marketing world, however, neither of these circumstances is typical, the length of different stages of the life cycle tending to differ from product to product. For example, certain products have scarcely any growth stage, while others introductory and maturity stages are barely discernible (Dhalla and Yuspeh, 1976). Not all sequences of stages in actual sales are consistent with the expected sequence of the model. The expected time pattern for each stage is often dismissed on the premiss that it depends on the product itself. Polli and Cook (1969) explain how most graphic representations of the cycle ignore the stage of decline, inferring that the introduction and growth stages make up half of the products life. This leads us to assume the life cycle curve is symmetrical at the middle of the growth stage. Furthermore, this implies the introductory and growth stages amount to the same length of time as periods of slow growth and maturity. The model presumes the existence of some rules indicating the movement of the product from one stage to another. However, à ¢Ã¢â€š ¬Ã‚ ¦ no such rules can be objectively developed (Dhalla and Yuspeh, 1976). Wood points out that the phrase life cycle itself contradicts the evidence by insinuating absolute inevitability and irreversibility (Wood, 1990), the evidence demonstrating that products can move in different time scales and in different sequence throughout their life. Polli and Cook (1969) conclude that this presumed sequence of sales characterizes the weak assumption of the product life cycle model and that in addition the expected proportion of time spent in each stage represents the strong assumption of the product life cycle model. Similarly, a products life cycle differs to that of a human beings as it is usual for products to attain a second life or to be reincarnated as a result of promotion. Likewise, numerous brands have been seen to go from maturity back to rapid growth (Dhalla and Yuspeh, 1976). Hiam (1990) believes it is dangerous to presume that products have a life cycle, since anything with a life cycle dies. Although it appears obvious that every product will ultimately be replaced, at a frequency that is dependent on the specific industry and market, there is the problem that this assumption of death will prove a self-fulfilling prophecy. Hiam (1990) states that many products can be revitalized and that maturity simply reflects saturation of a specific target market with a specific product form. If the form of product is varied and the target market expanded, new growth can sometimes be created, such that only when a company has exhausted all alternative ways to reposition the product has the produ ct to die. Hiam (1990) believes it is a myth that products have a predetermined life-span. Wood (1990) concurs that, by establishing the prospect of decline, the product life cycle may become a self-fulfilling prophecy with valuable brands being prematurely discontinued. Dhalla and Yuspeh (1976) substantiate this rationale with their research, which found many cases where a brand was dropped because management, on the basis of the product life cycle theory, believed the brand had reached a dying stage. For instance, where a brands success had dwindled for a few years, because of factors such as poor advertising, management believed the product had reached the decline stage and subsequently redirected funds from this product to new products, rather than seek corrective measures. As the brand continued to deteriorate, new products were launched and the brand was considered to be in decline purely on the basis of the product life cycle concept. One example was that of a US toothpaste, Ipana, which was marketed until 1968, then abandoned and replaced by new products. However, a year later, two businessmen picked up the brand name and created a new formula, keeping the original packaging. With virtually no promotion and limited resources, sales turned around in the first seven months, and within three years the toothpaste was still being used by over one million people. Had the original company kept the product and provided suitable marketing support for it, the brand may have been in an even stronger position in the market (Dhalla and Yuspeh, 1976). Dhalla and Yuspeh (1976) also identified several other problems with the product life cycle model. First, it is often difficult to determine, with any accuracy, at which stage of the cycle the product actually is. As the four stages of the cycle are not clear-cut, it is possible to assume a product is at a particular phase when the opposite may in fact be the case. For instance, a product may be seen to have reached maturity, when in actuality it is merely at an ephemeral plateau. Considering variations can take place year-to-year, it is also difficult to foresee when the next stage of the life cycle will appear, how long it will last, and to what levels sales will extend (Dhalla and Yuspeh, 1976). In a similar vein, Levitt highlights some shortcomings of the practical application of the product life cycle concept, on the presumption that the purpose of the concept is to establish the stage of ones product in the cycle and then select the strategy befitting that stage. The major problem which Levitt identifies is that, in order for the model to have any practical use, the marketing manager needs to know the answers to three key questions: how and to what extent the shape and duration of each stage can be predicted; how one can determine what stage a product is in; and how the concept can be used effectively. Answering these questions is difficult. If basic marketing information is not held, the shape of the curve is irrelevant and positioning the product on the product life cycle curve becomes reduced largely to a matter of guesswork (Wood, 1990). Mercer (1993b) also points out that in many markets the product or brand life cycle is longer than the actual planning cycle of organizations. Even where companies look to the product life cycle, they will be basing their plans only on the small section of the cycle in which they reside at the time, rather than covering the entire life of the product. As a result, the theory can offer only few, if any, benefits. In Mercers (1993b) survey, 49 per cent of managers attached the value of the product life cycle to new products and a quarter attached it to the decline stage, while none referred to the mature stage. As a result, the theory has little value for the majority of organizations whose products are at the mature stage. Mercer sees its use as dangerous for such organizations because it may entice managers of thriving mature products prematurely to expect the move into the decline stage. Similarly, the product life cycle concept has led top executives to over-emphasize new product introduction and neglect older brands, despite the belief that the odds are four to one against new products being successful. While Dhalla and Yuspeh (1976) believe work on new products should proceed, they see that it is on todays products that a companys profits normally depend. In parallel, Goldberg (1994) states that too many executives in the industry think building new products is the answer, when it is often not. He maintains that companies need to be creative and refresh and create excitement around products to avoid the costs that occur with brand new products. He believes responding to short cycles is a key part to todays hyper-competitive market and doing this the wrong way is bound to cause you major problems. Most writers proffer the product life cycle concept as an ideal framework, but neglect to establish the difference between product class (e.g. cigarettes), product form (e.g. filter cigarettes) and brand (e.g. Winston). Many product classes' life can extend into centuries, e.g. automobiles, radios, soft drinks. Many appear in the absence of technological breakthroughs, to be almost impervious to normal life cycle pressures, provided they satisfy some basic need. When supporters talk about the life cycle of a product, they are invariably referring to product forms. The Marketing Science Institute also carried out research in an attempt to validate the product life cycle concept for product classes and forms. Over 100 product categories in the food, health, and personal care sectors were inspected and the number of cases that did not follow the sequence of stages on the product life cycle concept were recorded. Research concluded that the product life cycle concept had some reason for being, in that it explained sales behaviour better than a chance model could, however, the authors expressed doubts about its general validity. The authors concluded that their findings suggest the life cycle concept, when used as an explicit model, is more likely to be misleading than useful (Dhalla and Yuspeh, 1976). With regard to brands, the product life cycle model has been shown by Dhalla and Yuspeh (1976) to have even less validity. They believe that even when a brand survives the introductory stage, the model in most cases cannot be used as a planning or a predictive tool. Evidence for the product life cycle concept is not assuring because brands tend to have different patterns of sales, and therefore the product form curves cannot indicate what sales will be like (Dhalla and Yuspeh, 1976). Polli and Cook (1969) also believe the model to be more appropriate for examining the life of product forms than of product classes, while Wood (1990) suggests that, as the product life cycle concept is being related purely to brands, the use of the theory is encouraging an unhealthy myopia and brand/product focus. Mercer (1993a) also carried out research into the life cycle of brands, using data collected by the British Marketing Research Bureau, in which 929 brands were tracked within 150 market segments from 1969 to 1989. He found that the majority of those brands which were leaders in 1969 remained brand leaders in their respective markets in 1989. Only 7 per cent had declined below fourth place and only 1 per cent had been discontinued (Mercer, 1993a). This research shows there is a clear lack of evidence of the end stage of the life cycle, which itself weakens the assumption that the product life cycle theory is applicable generally. The research illustrates that the most important characteristics of most life cycles is that-for all practical intents and purposes-they do not exist (Mercer, 1993b). Mercer (1993b) believes, therefore, that the product life cycle of brand leaders is one of continuity and that it is a tautology that products are created and later die. Consequently, Mercer (1993b) questions the practical use of the product life cycle theory to the marketing manager. Since his findings suggest the average length of a brands life exceeds 20 years, the product life cycle concept may do little to satisfy the needs of the marketing manager whose objectives are likely to be contained within two years. This problem was also highlighted in discussions with the Public Relations Manager for the IT sector of Insight Marketing, Jo Bethell, who expressed difficulty in following the product life cycle model when marketing high-tech products. The difficulties arose primarily when developments in the industry forced Insight Marketing to take reactive action, contrary to the action predetermined by the product life cycle model. Polli and Cook (1969) concur that it is wrong to deduce, even from an extensive period of sales stability in a general product class, that saturation has been reached necessarily and that the product life cycle model, despite its other merits, cannot be invoked to support this supposition. They believe saturation is reached only if new product forms are not practicable with existing technology and if new uses for existing forms cannot be found. Both these forces can increase dramatically the level of market acceptance for a product class, with changes in past sales failing to predict their effects. Polli and Cook (1969) conclude that the maturity stage for a product class can be construed as saturation only by taking as given the state of technology and applications for existing product forms with the product class. In addition, they suggest it is not sound to conclude, from the detection of a few periods of decline after prolonged sales stability, that sales of a product class will continue to fall. Their findings propound that, while continued decline is possible, it is uncommon for a product class and the most likely outcome of such a period of decline will be fall in the maximum sales level and a renewed period of sales stability or maturity. They deduce, therefore, that a decline in the acceptance of a product class does not mean it is a dying market opportunity. Some suggest the maturity stage of a product is associated with stability of market shares within that product. With regard to the market share of product forms that are within a general product class, Polli and Cook (1969) found this to be inapt. They illustrated that, even during maturity of the product class, acceptance levels of product forms can change significantly. For example, in their research, plain filter cigarettes (a product form) experienced rapid growth to a high level of sustained demand, whereas the product class (cigarettes) stayed in the maturity stage for more than 40 years. Nevertheless, Dhalla and Yuspeh (1976) argue that, where consumer tastes and values change, or preferences move to new and improved competitive products euthanasia has to be quietly performed so that the companys capital resources can be used profitably in other ventures. The existence of product feature cycles and upgrades in features of products which are referred to as product life cycles also confuses the issue. Nevertheless, the brand that contains these ephemeral components is often still the dominant element of the overall product and is very long lasting. Mercers (1993a) evidence shows how the theory has little import in most markets and should be used only in special circumstances. Nevertheless, the major lesson of the PLC-that change is to be ignored at the marketing managers peril-still holds true (Mercer, 1993a). The product life cycle model has also been criticized for its lack of empirical backing. Wood (1990) refers to research by Polli and Cook to point out that only 17 per cent product classes and 20 per cent product forms exhibited a sales behaviour essentially consistent with the product life cycle and that 83 per cent product classes and 80 per cent product forms did not fit the classical PLC shape. Some supporters of the product life cycle concept have attempted to validate the theory by introducing alternative curves appropriate for different situations. Many shapes, durations and sequences have been revealed, yet explanations for such differences have not been researched, despite this understanding being crucial for development of strategy and well-informed forecasting (Day, 1981). Variations in the product life cycle are inescapable if Levitts premiss is believed, i.e. that the basis of the concept is that the life-cycle can be managed (Wood, 1990). Dhalla and Yuspeh (1976) believ e such endeavours to substantiate the product life cycle concept leave much to be desired and that it would be better to admit that the whole PLC concept has little value in the world of brands. Yet another element of question in the validity of the product life cycle is that the sales changes of a product differ in relation to the actual definition of the product. In support of this, Polli and Cook (1969) explain that, although cars and mentholated filter cigarettes are both products, cars include components more heterogeneous among themselves than filter cigarettes. Thus, this general problem must be acknowledged to avoid error Polli and Cook (1969) concede that the product life cycle concept has not been tested systematically as a model of sales behaviour, probably because of the inclination not to take the concept very seriously, because of its degree of validity. However, they profess that several writers have used the product life cycle model as a basis for recommendations about the composition of marketing programmes at the various stages of the life cycle, for instance to formulate advertising campaigns and so on. These marketing programmes are based on the underlying presupposition that the product life cycle is independent of a companys marketing practice. Polli and Cook (1969) point out, however, that, while it is possible that amendments to advertising may not affect the life cycle of a product, this ought to be clearly established before it is accepted as a basis for planning. Polli and Cook (1969) carried out extensive research to evaluate the performance of the product life cycle model and attempt to verify it empirically as a descriptive model of sales behaviour. Their principal aim was to evaluate the consistency of the model with actual records of sales of product classes, product forms and brands. They compared the number of stages that deviate from the presumed sequence of the life cycle model with the number of inconsistent observations in 100 simulated sequences, which are stages generated by a chance process. For a detailed explanation of their test procedures, see Polli and Cook, 1969. They found that the concurrence between sales performance of product forms and the life cycle model was good and that changes in sales for product classes, product forms, and brands were all concordant with the product life cycle model. When testing the performance of the life cycle their findings showed that, in essence, 44 per cent of all products displayed sales behaviour consistent with the life cycle and that, for 96 per cent of products, the inconsistent observations were fewer than the mean number of inconsistencies. However, they do stress that any inference from their research results should consider ones personal assessment of what compounds a good enough fit, which depends on the definition of product used and the influence of demand and supply on sales. Nevertheless, Polli and Cook (1969) contest that their results strongly suggest the life cycle concept, when tested in a given market and found valid, can be a fairly rich model of sales behaviour and that, even with refer ence to brands, the product life cycle model is strong enough to merit its use in that category and further testing in other categories. Polli and Cook (1969) conclude that, while the overall performance of the model could be disputed with regard to its general applicability, its appeal, the existence of a theoretical foundation in the adoption process, and their own research results point to the model being valid in many common market situations. The product life cycle concept is a verifiable model of sales behaviour, particularly in market situations where different product forms compete for the same market segment with a general class of products, and can be helpful in planning marketing and forecasting sales. Quarterdeck Office Systems, a small computer software firm in Santa Monica, California, USA, also profess the validity of the product life cycle, the use of which they claim saved the companys neck. The company exists through serving a niche created by Microsoft. When Microsoft launched Windows 3.0, which incorporated the features of Quarterdecks products, Quarterdeck would have been ruined were it not for managements knowledge and use of the product life cycle concept. They identified the various life-cycle stages of their products and continually assessed the strategies Microsoft was following. They found that their product worked more efficiently with older computers and for a large segment of users who struggle to learn new programs and would rather not upgrade to new hardware. On the other hand, Microsofts Windows worked better with newer computer models and with software requiring more memory. On this basis, and considering the fact Microsoft was aiming their product at the introduction and growth stages, Quarterdeck positioned its own product at the mature and declining stages of the life cycle. Through creating such a niche in these stages of the life cycle, the company identified the only way it could succeed (Paley, 1994). Paley (1994) believes marketing managers generally are starting to administer product life cycle strategies to extend the sales life of their product, find a market position in which they can avoid conflict with strong rivals, and organize their salesforce to achieve greater productivity. He sees introducing the product life cycle strategy as a resourceful way in which to forge competitive advantage and that its implementation could make the difference between life and death of a company when confronted with overwhelming competition. Attempts to validate or rebut the life cycle concept on an empirical basis have been restricted by the lack of a definition as to which life is being examined, since different writers have different understandings of the product life cycle concept. No satisfactory empirical ratification of the concept exists and furthermore, by following sales over time, what are being observed are the consequences of different management strategies on the life cycle. To exemplify, Wood (1990) refers to Cox who identified six types of life cycle curve, which would imply a cycle-recycle pattern where sales do not decline following maturity of the product, but begin the old cycle again as a result of a push in promotion. Despite such criticism, the product life cycle has become accepted and valued as an element of basic marketing theory and has become a block on which management theory has been built. Mercer (1993a) points out that, from the evidence taken from his literature searches, the product life cycle seems still to be a dominant component of marketing theory. Nevertheless, he devotes much of his paper to augmenting the evidence that the product life cycle has only limited applicability. Conclusions Serious doubt as to the validity of the product life cycle model as a marketing tool has been raised. The model has been widely criticized, by writers in the academic and business press, for many reasons. For instance, not all sequences of stages in actual sales are consistent with the expected sequence of the model, and products have been seen to experience second lives, a concept not acknowledged by the product life cycle model. Furthermore, many writers have criticized the model since it is difficult to determine at which stage of the cycle the product actually is. The model has also been open to reproach on the grounds that it does not establish the difference between product class, product form and brand. Moreover, products themselves differ according to levels of innovation and price, changes in technology, consumer needs and tastes, and changes in economic circumstances, all of which can influence the life cycle. Although the product life cycle concept has not been tested systematically as a model of sales, probably as a result of this abundance of criticism and subsequent tendency not to take it too seriously, some writers have used the model and based marketing strategies on the assertions and recommendations it makes for each stage. Polli and Cook (1969) offer probably the most thorough examination of the validity of the concept and one of few that actually finds that the concurrence between sales performance and changes in sales of products were concordant with the product life cycle model. Nevertheless, it has been the significance of these factors-which have been raised by critics of the concept-which has led to the questioning of the efficacy of the product life cycle concept as a tool to predict marketing strategies. Evidence set out here suggests that the product life cycle model is useful to monitor sales but its expediency in deciding the fate of products has been strongly challenged. Kotler himself was reported by Wood (1990) as now accepting that the value of the product life cycle for forecasting is limited, while Wood (1990) suggests the product life cycle has fulfilled its purpose. He contends that the product life cycle concept is failing to perform effectively and that in the 1990s the PLC will have little, if anything, to offer marketing education and that teaching the concept will actually constrain marketing management thinking. Mercer (1993a) goes as far as to say that the product life cycle should be eliminated from the marketers vocabulary and is in effect a fallacy (Mercer, 1993b).

Essay --

Edouard Manet, often considered one of the founders of modern art, certainly challenged the norm and incited thought through his paintings and sketches. His works challenged social norms and were critical of politics. As we look at his art today it is hard to see how his work is controversial. The images within his paintings that seem little more than after thought, would have shocked and appalled people of the mid 19th century. However, with a little more knowledge pertaining to the meaning of the imagery, and how it would be perceived at the time, it is a wonder that Manet died of natural causes rather than riot or execution. He deliberately used images from famous paintings and applied them in ways that would either draw parallels to the original work or contradict it completely. Manet also used techniques to involve his audience in the painting, essentially extending the work beyond the canvas. The Execution of Emperor Maximilian is no exception to any of these rules. It is crucial to understand the brief history of the event depicted in Manet’s painting The Execution of Emperor ...

Locke’s Logical Plain Method Essay -- Philosophy Religion Essays

Locke’s Logical Plain Method As those philosophers before him, or at least as far back as Descartes, John Locke is â€Å"perplexed with obscure terms and useless question† (qtd. in Jones 238), and is interested in starting fresh and free from the opinions of his predecessors. He devises the historical plain method in order to examine the knowledge we posses, with the assumption that the mind is â€Å"white paper, void of all characters, without any ideas,† (qtd. in Jones 245). My interest here, however, is to briefly describe, and to evaluate Locke’s historical plain method. The following passages are to demonstrate the chief values and key limitations of the historical plain method as it pertains to its own investigation of what is true from experience, and to show that Locke mistakes a logical approach for a historical approach, meaning that his method is a logical plain method. The historical plain method allows us to distinguish between what is true, and therefore important enough to warrant our consideration, and what is fantasy and not worth our time. It accomplishes this by examining an object to see whether it has originated from our sense perception, and is thus a sensation, or from the operations of the mind, and thus a reflection. If the object is thus found to have its origins in either the senses or the mind, then it is to be a true object, or one that does exist. Objects that are conveyed by the senses are such as â€Å"hard,† â€Å"red,† â€Å"loud,† and the like. Some are combinations of more than one simple idea derived from more than one sensory input. In the case of â€Å"fast,† the speed of something can both be derived from seeing motion as well as feeling motion. Objects conveyed by the operations of the mind are such a... ... reality of objects, but it may not have the ability to be proven beyond any doubt, and is thus less certain than the logical inquiry. Locke’s historical plain method, named so incorrectly, endeavors to show what is true and false, what is meaningful and meaningless, and therefore, what is important and what is not important. By examining objects it deems to demonstrate their origin as being of sensation or reflection. Since Locke assumed all ideas to be based on simple elements however, he pursued in that direction, which is a psychological and logical one. Thus, Locke developed the logical plain method, but mistakenly named it the historical plain method. For the historical order begins with the objects, and through investigation of it, we derive its simple elements. Works Cited Jones, W. T. Hobbes to Hume. 2nd edition. Fort Worth: Harcourt, 1980.

Instant Noodles market

Maggi losing instant noodles market share in India to new entrants * NEW DELHI: Maggi instant noodles, foods major Nestle's flagship brand that has dominated the Indian instant noodles market for nearly three decades, is losing market share on a monthly basis to newer entrants such as GlaxoSmithKline's (GSK) Horlicks Foodles, Hindustan Unilever's (HUL) Knorr Soupy noodles, Big Bazaar's Tasty Treat, Top Ramen and several other smaller players, according to data by market research firm Nielsen.The data shows that Maggi's share of instant noodles, on an all-India basis, across urban markets, has slipped consistently between December '09 to July '10. While Maggi instant noodles (minus vermicelli) had a 90. 7% share in December '09, the share dropped to 86. 5% in July '10 on an all-India basis. A regional split of the data shows that Maggi's instant noodles' value market share has fallen across the east, south, north and west zones for the same period.Analysts say with new competition, Ma ggi's market share is certain to get impacted , but add that Nestle has the potential to expand the Rs 1,300-crore instant noodles category – which itself is growing at a rapid 15% annually. A detailed email sent to Nestle on Thursday elicited no response. Apart from HUL and GSK which have positioned their noodles as ‘healthy' snacking options targeting kids and mothers, others like Indo-Nissin's Top Ramen, Capital Foods' Ching's Secret and CG Foods's Wai-Wai , though around for long, are stepping up marketing efforts to take advantage of category growth.Besides, private brands like Big Bazaar's Tasty Treat and Aditya Birla Retail's Feasters are notching up share. Manoj Menon, FMCG analyst at brokerage firm Kotak Securities, wrote in a report earlier this month: â€Å"Maggi faces product substitution risk and brands like Knorr and Foodles could potentially impact its incremental growth. Nestle faces a challenging competitive environment in culinary. † GSK, which entered the category in December last year, has taken away share from Maggi mainly in the South and East riding on the equity of Horlicks and its well-entrenched distribution in the regions.GSK's executive VP, marketing, Shubhajit Sen, said: â€Å"Consumers were looking for a choice in instant noodles; combined with that, the equity of Horlicks is leading to a lot of trails. The initial response to Foodles is much higher than our expectations. † On the other hand, HUL, which rolled out Knorr Soupy noodles in the South this February, had to postpone the brand's national launch due to capacity constraints because of heavy consumer offtake.An HUL spokesman said: â€Å"We are very pleased with the performance of Knorr Soupy noodles. † Private brands are whetting appetites of consumers too. According to Devendra Chawla, business head, private brands, Future group: â€Å"The category boundary is set to be re-drawn. From a snack food targeted at children, instant noodles cat egory has evolved as a mainstay meal even for grown ups. † Mr Chawla said Tasty Treat was the second biggest instant noodles brand in its Big Bazaar stores after Maggi.The brand packaging was revamped last year and Future plans to roll out additional variants in a month's time taking the number of variants to nine from the existing three. There are some who leads called leader and there are some who follows, called follower. Maggi has been a leader for decades and it is Maggi who educated Indian consumer about noodles. Of course, their market share might got depleted in course of time, by the entry of some very big players but Maggi will not sit silent. They will also reinforce their activities which will ultimately benefit the consumer.People will definitely taste for a change, but I view it is very difficult to change ones taste bud and the top of mind game, as Maggi has become a generic name in India for their long presence. Maggi is one of the largest and oldest instant fo od brand in india. Maggi will remain no one brand though increase in market of instant food category secondly people those who are grown up with this brand will remain loyal with its unique test. Tasty Treat started without any major noise and over time has become a large brand in Big bazaar.Need a case study how retailer could do such magic and create brand in such tough categories Category is going to see lot of actions it seems, retailers are also getting thier act right with thier Private Labels . seems a good battle in the offing. if loyalty is the only aspect, then why have so many new product variants (capsicum, sweet and sour, sambhar,etc) from maggie not hit the mark.. GSK and HUL are definitely offering better value proposition and competition as well.. remains to be seen how nestle reacts..Maggi Noodles Is Manufactured By Nestle Marketing Essay Background – Maggi Noodles â€Å"In the last 20 years we have Just asked 2 minutes of your time†. The Brand which c learly comes to mind on first recall is Maggi Noodles. Maggi Noodles is manufactured by Nestle under instant noodles portfolio. It was introduced with Maggi 2 Minute Noodles in India in 1982 when the only place to get noodles was Chinese restaurants. Maggi has undoubtedly has been the lifeline of many teenagers when in home or away from home. Maggi, as a brand, has seen many competitions in its Lifecycle.The brand has also diversified itself with launch of product ranges like soups, tomato sauce, seasoning, cup noodles, various flavours of maggi noodles like atta, rice, mized grains etc. Nestle remains its market leader position with 59. 84% of retail sales in India,2009 (Source: Euromonitor International). But its market share is constantly eroded by new entrants like GlaxoSmithKline Consumer Health with Foodles,Capital Foods with Smith;Jones Instant noodles, HUL launching its Soupy Noodles under Knorr Brand umbrella. Brand Identity – Kapferers Model Picture of SenderPhysiqu e – Yellow Coloured Pack, 2 minute Noodles, fast to cook good to eat, Maggi Logo, Healthy Snack between meals Relationship – Taste bhi Health Bhi, providing convenient food within 2 minutes with health and hygiene factor, caring and nurturing Reflection – Health Conscious individual who is Hard pressed for time, Young and Fun loving, living with family Personality – Enthusiastic, simple, uncomplicated, easily accessible, Fun loving, carefree, On the move, busy schedule Culture –Reliable, Innovative, Aspirant Lifestyle for rural areas, Sharing happiness, responsible Self-Image –Young, trendy, fun loving, Independent, Healthy inspite of Sedentary Urban Lifestyle Picture of Recipient Stages in PLC Maggi Noodles is currently in growth stage after passing through maturity stage for brief period in mid 1990s. Introductory and Initial Growth Stage Maggi Noodles brand was in introductory and growth stage in 1982 – 1990s. Maggi took advantage of its early movers advantage in closed economy scenario prevalent in India during 1980s. The brand faced less competition due to few similar products available in the market. Brand Maggi made best use of the time to increase its brand awareness by focussing on product advertisement.The communication which was initially mis-directed towards women was shifted rightly towards children ;16 years age group. Strong brand identity was created through iconic Yellow packaging. The pictorial representation of noodles with added vegetables helped strengthen the health factor. Umbrella brand Nestle provided the hygiene factor assurance. Maggi Noodles sponsored ‘Hum Log’, India’s first indigenous soap opera which began telecast on July 7, 1984. Maggi was launched with total advertisement slots of just 5 minutes during the breaks of serial which ran for over 156 episodes. This helped Maggi to establish as a popular breakfast and snack food across the country. This was also on e the first instances of introduction of Fast Food in India. Growth StageMaggi Noodles brand was in their growth stage in 1990s till late 2006 with brief period of declining sales due to faulty product innovation and formulae change from conventional maggi noodles in the form of launch of Dal Atta Maggi Noodles to noodles similar to TopRamen Noodles, noodles from stable of IndoNissinFoodLtd. Maggi was quick to revert back the original formulae to minimize damage. Product: New Product Variants like Atta Noodles, Mixed Grain Noodles and Rice Mania were introduced Source: http://www. maggi. in/maggi_multigrainz_noodles. aspx There was change in packaging for different variants of the noodles and launch of new variants Image Source: http://www. maggi. in/two_minutes_maggi_noodles. aspx Image Source: http://www. maggi. in/vegetables_atta_noodles. aspx Price Price was kept competitive with other launches in the market like Nissin’s Top Ramen PromotionMaggi was launched in different packages of 50 and 100 gms to increase the consumer base and attract the first time consumers Variants like Cuppa mania was launched to cater to mobile population, office goers Source: http://www. maggi. in/cuppamania. aspx Offering freebies like collectible foreign stamps, other freebies with maggi packs Maturity Stage Post 2009, there has been host of new entrants in the instant noodles market in India. ITC Launched its instant noodles under Sunfeast brand. GlaxoSmithKline consumer health and HUL also introduced instant noodles in 2010. The communication from Maggi has shifted from 2 minute noodles to Taste bhi Health bhi through introduction of variation in instant noodles.The competition has led to gradual fall in market share vis-a-vis other new entrants. New players are innovating in product packaging like launching noodles in circular shape so as to enable users to enjoy their noodles in full length. Market Scenario/Challenges Major challenge is to maintain the market leader ship of Brand Maggi in increasing market with varied new entrants having strong market presence in other product variants. To be increasingly viewed as the most preferred snack by new generation Strategy to increase Rural market share through launch of Maggi Rasile Chow targeting low income population Change of consumer taste from taste to health consciousMasala Flavour is the leading flavour in instant noodles in India All new players have also introduced masala flavour in their brand Chicken is the second favoured flavour followed by vegetable and tomato Horlicks Foodles claim to provide five essential vitamins in their noodles which forces the major market players to stress heavily on the health factor associated with their brands HUL Knorr Soupy Noodles claim to be healthy snack between meal for children Need for elaborate Market research for Maggi Brand on attributes like Brand Image, Prefered Price, Taste, packaging, Health, Availability, Ingredients, product variety etc. Step s taken at different stages Extensive media advertising to increase the consumer’s familiarity with new product launches Wider flavours/varients being offered to cater to wide range of consumers Increased product penetration through availability in supermarkets, hypermarkets and kirana stores Product line extensions and repositioned products launched to engage new and changing consumer demographics Market Research was conducted to understand theGeneral promotional strategies were implemented to increase brand visibility Events – Online Maggi recipe Challenge, innovative entries were compiled into e-cookbook Launch of ‘Me and Meri Maggi’ Campaign – enable consumers to share their experience with Maggi and creating a nostalgic effect by letting them share their moments with Maggi . Launching Maggi goodies like Computer Wallpapers and ScreenSavers to increase Brand recall , Website- http://www. maggi. in/ Preity Zinta was roped in for brand endorsement . Maggi was tried to position it as lively brand with zing Summary The Brand Maggi is strongly established as a Family Brand with crisp brand equity in Indian market. The brand has always been known to have the first movers advantage in the portfolios like noodles, ketchups, soups, sauce, etc.The parent brand Nestle has been the strong symbol of family, shelter and warmth which brand Maggi has innovatively capitalized. Evolution in communication Brand Maggi has changed its communication from convenience factors ie â€Å"Bas 2 Minute† to â€Å"Taste Bhi Health Bhi† to stress on health factors along with taste and convenience. There was a shift from TG from women to children as their consumers. To increase the Point of Purchase Sales, Maggi innovated in Shelf placing by placing Maggi in lower shelfs to increase the visibility by Kids who accompany their mothers to shopping. Maggi has launched Chota Maggi worth Rs 5/- to increase product trail.Maggi was positioned as â₠¬Å" snacks for between meals† to boost sales and attract new customers without changing their conservative food habits during meal time. Maggi also introduced contests for posting best recipes to be made with Maggi. The future of noodles sectors seem good with growth in retail sales of 19% in 2010 in value terms and forecasted to grow at12% CAGR over next few years. Being a sector with low entry barrier, the segment share is vulnerable to new entrants like in-house brands of BigBazaar retail chains of Future group, More of Birla Group, Star Bazaar from TataGroup etc. and host of foreign players entering the market lately.Major Noodles manufacturing firm’s market share: (Source: EuromonitorInternational Report) Figure : Market Forecast for Noodles market in India Recommendations for Brand Maggi Proliferation into untapped rural markets through strong distribution channel available in India Product line extension with variants for varied markets Innovation in Product, pac kaging and pricing of Maggi Noodles through investment in Market Research Launching health awareness campaigns, publish health information, sponsor health camps etc. to educate the customers about benefits of health foods To engage customers more through evolving mediums like social networking sites etc. This would enable the Maggi Brand Managers to listen to reviews from their customers and improvise any other suggestions if needed.

Time Management and Transition

Independent decisions and is financially independent. The Journey from adolescence to adulthood can be an exciting adventure but it may also be extremely stressful. Planning strategies to deal with potential obstacles will help with the transition from adolescence to adulthood. Planning for your transition from school to career, family home to own home, family to community, or others care to self care will ensure that you will have a successful transition from adolescence to adulthood.The transition from school to career can be extremely stressful for students, particularly if the student still hasn't chosen a career in which they want to pursue. It is imperative that you make wise decisions in your adolescence, as their outcome can have a major impact on your life when you become an adult. Life skills such as time management and organization are key elements in preparing for a successful and non-stressful transition from adolescence to adulthood.Students with impeccable time managem ent skills will ensure that they are never late for school and for their Job and will always avoid procrastination at all costs. Ways in which students can improve their time management skills are to stop procrastinating, prepare lists such as â€Å"To- Do Lists†, and delegate responsibilities. The transition from family home to own home is dependent after the successful transition from school to career has occurred.This is an exciting moment in your life where you finally get to live away from home. For some people, this transition may be stressful as they're not used to being away from home, whereas others find that this transition to be quite enjoyable as theyre no longer living at home in their parents' house. This transition provides a feeling of great independence and interdependence. Imperative life skills that must be learned for this transition to be successful and non-stressful are good..

Factors Affecting Child Development Essay

What is prenatal care? Prenatal care is the health care you get while you are pregnant. Take care of yourself and your baby by: †¢Getting early prenatal care. If you know you’re pregnant, or think you might be, call your doctor to schedule a visit. †¢Getting regular prenatal care. Your doctor will schedule you for many checkups over the course of your pregnancy. Don’t miss any — they are all important. †¢Following your doctor’s advice. Return to top Why do I need prenatal care? Return to top I am thinking about getting pregnant. How can I take care of myself? You should start taking care of yourself before you start trying to get pregnant. This is called preconception health. It means knowing how health conditions and risk factors could affect you or your unborn baby if you become pregnant. For example, some foods, habits, and medicines can harm your baby — even before he or she is conceived. Some health problems also can affect pregnancy. Talk to your doctor before pregnancy to learn what you can do to prepare your body. Women should prepare for pregnancy before becoming sexually active. Ideally, women should give themselves at least 3 months to prepare before getting pregnant. The five most important things you can do before becoming pregnant are: 1.Take 400 to 800 micrograms (400 to 800 mcg or 0.4 to 0.8 mg) of folic acid every day for at least 3 months before getting pregnant to lower your risk of some birth defects of the brain and spine. You can get folic acid from some foods. But it’s hard to get all the folic acid you need from foods alone. Taking a vitamin with folic acid is the best and easiest way to be sure you’re getting enough. 2.Stop smoking and drinking alcohol. Ask your doctor for help. 3.If you have a medical condition, be sure it is under control. Some conditions include asthma, diabetes, depression, high blood pressure, obesity, thyroid disease, or epilepsy. Be sure your vaccinations are up to date. 4.Talk to your doctor about any over-the-counter and prescription medicines you are using. These include dietary or herbal supplements. Some medicines are not safe during pregnancy. At the same time, stopping medicines you need also can be harmful. 5.Avoid contact with toxic substances or materials at work and at home that could be harmful. Stay away from chemicals and cat or rodent feces. Return to top I’m pregnant. What should I do — or not do — to take care of myself and my unborn baby? Follow these do’s and don’ts to take care of yourself and the precious life growing inside you: Health care do’s and don’ts †¢Get early and regular prenatal care. Whether this is your first pregnancy or third, health care is extremely important. Your doctor will check to make sure you and the baby are healthy at each visit. If there are any problems, early action will help you and the baby. †¢Take a multivitamin or prenatal vitamin with 400 to 800 micrograms (400 to 800 mcg or 0.4 to 0.8 mg) of folic acid every day. Folic acid is most important in the early stages of pregnancy, but you should continue taking folic acid throughout pregnancy. †¢Ask your doctor before stopping any medicines or starting any new medicines. Some medicines are not safe during pregnancy. Keep in mind that even over-the-counter medicines and herbal products may cause side effects or other problems. But not using medicines you need could also be harmful. †¢Avoid x-rays. If you must have dental work or diagnostic tests, tell your dentist or doctor that you are pregnant so that extra care can be taken. †¢Get a flu shot. Pregnant women can get very sick from the flu and may need hospital care. Food do’s and don’ts †¢Eat a variety of healthy foods. Choose fruits, vegetables, whole grains, calcium-rich foods, and foods low in saturated fat. Also, make sure to drink plenty of fluids, especially water. †¢Get all the nutrients you need each day, including iron. Getting enough iron prevents you from getting anemia, which is linked to preterm birth and low birth weight. Eating a variety of healthy foods will help you get the nutrients your baby needs. But ask your doctor if you need to take a daily prenatal vitamin or iron supplement to be sure you are getting enough. †¢Protect yourself and your baby from food-borne illnesses, including toxoplasmosis (TOK-soh-plaz-MOH-suhss) and listeria (lih-STEER-ee-uh). Wash fruits and vegetables before eating. Don’t eat uncooked or undercooked meats or fish. Always handle, clean, cook, eat, and store foods properly. †¢Don’t eat fish with lots of mercury, including swordfish, king mackerel, shark, and tilefish. Lifestyle do’s and don’ts †¢Gain a healthy amount of weight. Your doctor can tell you how much weight gain you should aim for during pregnancy. †¢Don’t smoke, drink alcohol, or use drugs. These can cause long-term harm or death to your baby. Ask your doctor for help quitting. †¢Unless your doctor tells you not to, try to get at least 2 hours and 30 minutes of moderate-intensity aerobic activity a week. It’s best to spread out your workouts throughout the week. If you worked out regularly before pregnancy, you can keep up your activity level as long as your health doesn’t change and you talk to your doctor about your activity level throughout your pregnancy. Learn more about how to have a fit pregnancy. †¢Don’t take very hot baths or use hot tubs or saunas. †¢Get plenty of sleep and find ways to control stress. †¢Get informed. Read books, watch videos, go to a childbirth class, and talk with moms you know. †¢Ask your doctor about childbirth education classes for you and your partner. Classes can help you prepare for the birth of your baby. Environmental do’s and don’ts †¢Stay away from chemicals like insecticides, solvents (like some cleaners or paint thinners), lead, mercury, and paint (including paint fumes). Not all products have pregnancy warnings on their labels. If you’re unsure if a product is safe, ask your doctor before using it. Talk to your doctor if you are worried that chemicals used in your workplace might be harmful. †¢If you have a cat, ask your doctor about toxoplasmosis. This infection is caused by a parasite sometimes found in cat feces. If not treated toxoplasmosis can cause birth defects. You can lower your risk of by avoiding cat litter and wearing gloves when gardening. †¢Avoid contact with rodents, including pet rodents, and with their urine, droppings, or nesting material. Rodents can carry a virus that can be harmful or even deadly to your unborn baby. †¢Take steps to avoid illness, such as washing hands frequently. †¢Stay away from secondhand smoke. Check out our more detailed tips on Pregnancy do’s and don’ts (PDF, 176 KB). Return to top I don’t want to get pregnant right now. But should I still take folic acid every day? Yes! Birth defects of the brain and spine happen in the very early stages of pregnancy, often before a woman knows she is pregnant. By the time she finds out she is pregnant, it might be too late to prevent those birth defects. Also, half of all pregnancies in the United States are not planned. For these reasons, all women who are able to get pregnant need 400 to 800 mcg of folic acid every day. [Return to Top] How often should I see my doctor during pregnancy? Your doctor will give you a schedule of all the doctor’s visits you should have while pregnant. Most experts suggest you see your doctor: †¢About once each month for weeks 4 through 28 †¢Twice a month for weeks 28 through 36 †¢Weekly for weeks 36 to birth If you are older than 35 or your pregnancy is high risk, you’ll probably see your doctor more often. [Return to Top] What happens during prenatal visits? During the first prenatal visit, you can expect your doctor to: †¢Ask about your health history including diseases, operations, or prior pregnancies †¢Ask about your family’s health history †¢Do a complete physical exam, including a pelvic exam and Pap test †¢Take your blood and urine for lab work †¢Check your blood pressure, height, and weight †¢Calculate your due date †¢Answer your questions At the first visit, you should ask questions and discuss any issues related to your pregnancy. Find out all you can about how to stay healthy. Later prenatal visits will probably be shorter. Your doctor will check on your health and make sure the baby is growing as expected. Most prenatal visits will include: †¢Checking your blood pressure †¢Measuring your weight gain †¢Measuring your abdomen to check your baby’s growth (once you begin to show) †¢Checking the baby’s heart rate While you’re pregnant, you also will have some routine tests. Some tests are suggested for all women, such as blood work to check for anemia, your blood type, HIV, and other factors. Other tests might be offered based on your age, personal or family health history, your ethnic background, or the results of routine tests you have had. Visit the pregnancy section of our website for more details on prenatal care and tests. Return to top I am in my late 30s and I want to get pregnant. Should I do anything special? As you age, you have an increasing chance of having a baby born with a birth defect. Yet most women in their late 30s and early 40s have healthy babies. See your doctor regularly before you even start trying to get pregnant. She will be able to help you prepare your body for pregnancy. She will also be able to tell you about how age can affect pregnancy. During your pregnancy, seeing your doctor regularly is very important. Because of your age, your doctor will probably suggest some extra tests to check on your baby’s health. More and more women are waiting until they are in their 30s and 40s to have children. While many women of this age have no problems getting pregnant, fertility does decline with age. Women over 40 who don’t get pregnant after six months of trying should see their doctors for a fertility evaluation. Experts define infertility as the inability to become pregnant after trying for one year. If a woman keeps having miscarriages, it’s also called infertility. If you think you or your partner may be infertile, talk to your doctor. Doctors are able to help many infertile couples go on to have healthy babies. Return to top Where can I go to get free or reduced-cost prenatal care? Women in every state can get help to pay for medical care during their pregnancies. This prenatal care can help you have a healthy baby. Every state in the United States has a program to help. Programs give medical care, information, advice, and other services important for a healthy pregnancy. To find out about the program in your state: †¢Call 800-311-BABY (800-311-2229). This toll-free telephone number will connect you to the Health Department in your area code. †¢For information in Spanish, call 800-504-7081. †¢Contact your local Health Department.

Google's 10th Birthday Article Example | Topics and Well Written Essays - 2000 words

Google's 10th Birthday - Article Example Page initially set out to explore two main things from his choice of projects. These two things were: an exploration of the mathematical property of the worldwide web and an understanding of the worldwide web as an enormous graph. Terry Winograd, Page’s supervisor on the project encouraged him to press on with the project and since then Page has viewed this encouragement from his supervisor as the best advice ever received. At the inception of Google, page’s main concern was to find out which page linked to what page besides the numbers and natures of such linkages called backlinks. Hew, therefore, his project as â€Å"BackRub† and was soon joined by his friend and Stanford Ph.D. colleague Sergey Brin. Setting out from the Stanford homer page that Page had created, the ‘web crawler’ which was later to be called Google began to explore the worldwide web in 1996 and is aimed at gathering the backlink data as a measure of the importance of a given page. They then went on to develop a page Rank algorithm which was meant to rank backlinks ranked by importance for anyone given URL. This was a hit during this time because according to the two, listing backlinks in terms of importance would be more effective and efficient as opposed to the existing search engines that ranked the search results in terms of the number of times a search term appeared on a page. In conclusion of their project and in a test of their thesis, they realized that the pages that bore most backlinks to them from a number of associated relevant searches must be the pages which are most relevant for anyone given search.