Physics Of Physics And Learning - 2192 Words

Physics is a scientific field of study that focuses on matter and energy through space and time. Broad, almost philosophical, questions are asked in the study of physics such as How does the universe behave? and Why do atoms move? Possibly one of the oldest academic disciplines, physics is an innately complex field. This is a possible reason that many students have trouble grasping major concepts within physics. Numerous students have difficulty approaching physics, unsure of how to study, understand, or apply the concepts that they are learning. Two research articles discuss this complexity of physics education. The first, written by Danielle Harlow and Valeria Otero, titled Talking to Learn Physics and Learning to Talk Physics,†¦show more content†¦Throughout the study, students understanding of the concept of force was analyzed. During an intensive summer class at which the scholars were analyzed, many misconceptions were established by two observed students, Amy and Deb. Overall the major misconceptions came from a basic misunderstanding of the term force. The readers first observe this as Amy and Deb question the interchangeability of force with other terms. During the study they use, ...force and energy interchangeably and question, ...if force and motion are the same thing... (Harlow and Otero 2). Deb and Amy continue to try and understand the main idea of force, but by not having a proper understand of what force was, they could not reach the next step of understand where force ended and energy began; additionally, the students questioned whether forces could be transferred. After more discussion, Amy and Deb eventually came to a conclusion but still had an incomplete understanding of forces and their relationship to other terms. Looking to Figure 2 (Harlow and Otero 4), the incomplete idea of the relationship between force and acceleration can be observed; unfortunately, the students could not match their verbal ideas to experimental obs ervations. Overall, in the article authored by Harlow and Otero, the audience views the general misconception

Value Chain and Competitive Forces Essay - 1247 Words

Value Chain and Competitive Forces: Effects of Information Technology Module 2 Case John Dow ITM524: Fundamentals of Information Technology Management Dr. Somebody Somebody February 4, 2012 Introduction Businesses are established with the sole reason to provide a product or service to a customer with the intend to make a profit. The amount of time, effort, and resources spend should generate a profit. Then, the profit depends â€Å"on its effectiveness in performing these activities efficiently, so that the amount that the customer is willing to pay of the products exceeds the cost of the activities in the value chain† (NetMBA.com). Ideally, these products and/or†¦show more content†¦(2009). Within technology and the value system, this called for an emphasis on media relations to disseminate information to the local community and its leaders. Solid communication practices, i.e. strategic communications, was of the utmost importance to gain the respect and acceptance of the population. Perhaps by obtaining the acceptance of the local population, Rio Tinto was able to mitigate any threats from new entrants into the market at the specific location as wel l; allowing control of one of the five forces that shape industry competition to remain in check. Finally, helping to form the International Council on Mining and Metals should have allowed them strategic power over existing competitors (another of the 5 forces). Mini Case # 4 – General Electric General Electric’s (GE) challenge was to create a new business in sustainability. GE saw profitable business opportunity in helping companies save energy. To mitigate the ‘Rivalry among Existing Competitors’, GE’s focused on bringing new capacity and was still able to produce pressure on prices; mitigating negative price competition. As Porter mentioned: â€Å"Rivalry is especially destructive to profitability if it gravitates solely to price because price competition transfers profits directly form an industry to its customers.Show MoreRelatedValue Chain And Competitive Forces Models1795 Words   |  8 Pages1. Value Chain and Competitive Forces Models Value Chain Analysis Internal activities of an organization add value to the service and products that the organization produces and should be run at optimum level if the organization is to gain any real competitive advantage. If run efficiently, the value obtained should exceed the costs of running them, as in customers should return to the organization and transact freely and willingly. In a value chain analysis the organization is split into ‘primaryRead MoreThe Value Chain And Competitive Forces Model781 Words   |  4 PagesUse the value chain and competitive forces model to evaluate the impact of the internet on book publishers and book retail stores such as BN. â€Å"IT may be strategically important, not because it gives you a strategic advantage, but because failing to attend to it results in strategic disadvantage.† (Klemons and Kimbrough, 1986) Much like this quote, Barnes Noble and book publishers face an important decision in the Internet age. Barnes Noble’s traditional competitors, bookstores such as BordersRead MoreNike s Competitive Forces And Value Chain Models1769 Words   |  8 Pages105-7) answer the questions 1-3. 1. Evaluate Nike using the competitive forces and value chain models. Nike has a distinguishment then other its competitors. It provides sport products for children in more than one field in sport. Also, Nike alway tries to develop its product which gives Nike a strong reputation. For this reason it is difficult for competitors excel Nike. The combination of products and services gave Nike a competitive edge over other competitors. Nike launched applications relateRead MoreAnalyze Amazon and Walmart.Com Using the Value Chain and Competitive Forces Models7755 Words   |  32 PagesAnalyze Amazon and Walmart.com using The Value Chain and Competitive forces Models 2.1 Amazon.com 2.1.1 Amazon’s Value Chain Analysis 2.1.1.1 Primary Activities 2.1.1.1.1 Inbound Logistics Amazon has the advantage of avoiding the overhead and carrying large amounts of inventory because it orders the books from the distributors. They provide money and contracts to prospective authors and decide how many copies of a book to print. Typically a first run printing for a book varies from 5Read MoreAnalyze Amazon and Walmart.Com Using the Value Chain and Competitive Forces Models7767 Words   |  32 PagesAnalyze Amazon and Walmart.com using The Value Chain and Competitive forces Models 2.1 Amazon.com 2.1.1 Amazon’s Value Chain Analysis 2.1.1.1 Primary Activities 2.1.1.1.1 Inbound Logistics Amazon has the advantage of avoiding the overhead and carrying large amounts of inventory because it orders the books from the distributors. They provide money and contracts to prospective authors and decide how many copies of a book to print. Typically a first run printing for a book varies from 5, 000Read More* Analysis of Amazon.com Using the Competitive Forces and Value Chain Models Using Management Information Systems5173 Words   |  21 Pages 2009 MANCOSA Marvin Horkins [MANAGEMENT INFORMATION SYSTEMS ASSIGNMENT] ï ¿ ½ TABLE OF CONTENTS 3QUESTION 1: ANALYZE AMAZON.COM USING THE COMPETITIVE FORCES AND VALUE CHAIN MODELS ï ¿ ½ 11QUESTION 2: DISCUSS HOW AMAZON HAS RESPONDED TO PRESSURES FROM ITS COMPETITIVE ENVIRONMENT ï ¿ ½ 12QUESTION 3: DESCRIBE THE WAYS IN WHICH AMAZON.COM PROVIDES VALUE TO ITS CUSTOMERS ï ¿ ½ 14QUESTION 4: DESCRIBE AMAZONS EVOLVING BUSINESS STRATEGY AND EXPLAIN WHY AMAZON.COM DECIDED TO CHANGE ITS STRATEGY ï ¿ ½ 18QUESTIONRead MoreSmartphone Industry and Apples Iphone Analysis1350 Words   |  6 Pages Outline Industry Analysis Why? Driving Forces Dominant Features Five Forces Strategy Group Map Key Success Factors Company Analysis Overview Value Chain Analysis SWOT Analysis Competencies Business Analysis Competitive Strategy Recommen dations Outline Industry Analysis Why? Driving Forces Smart-phones allow users to: ï‚ž ï‚ž ï‚ž ï‚ž ï‚ž Dominant Features Five Forces Strategy Group Map Key Success Factors Company Analysis Overview Value Chain Analysis SWOT Analysis e-mail, internetRead MorePorters Five Forces Value Chain1396 Words   |  6 PagesDay #2 Porter’s Strategic Models: The Five forces and the Value Chain CIS Department Professor Duane Truex III The Information Systems Strategy Triangle Business Strategy Organizational Design Strategy ICT/Information Strategy Professor Truex E-CommercePrinciples 1 HOW CAN INFORMATION RESOURCES BE USED STRATEGICALLY? Professor Truex E-CommercePrinciples Aligning IS/ICT strategy (Infrastructures) with business strategy †¢ Using multiple approaches to evaluatingRead MoreBlackmores1291 Words   |  6 Pagesanalysis? Industry I d t analysis l i Competitive strategy analysis Corporate strategy analysis SWOT analysis Australian School of Business B i Class 2: Strategy Analysis gy y Dot Com – NASDQ index from 1 Jan 1996-30 Dec 2002 School of Business B i Australian A. Why Strategy Analysis †¢ †¢ Strategy drives the actions of an organisation Studying a firm’s strategy provides: – An understanding of what drives risks, profitability, and competitive advantages – A basis for future performanceRead MoreThe Role of the Internet in Supply Chain Management1872 Words   |  7 PagesSupply chain (SC) is made up of all the activities that are required to deliver products to the customer – from designing product to receiving order, procuring material, marketing, manufacturing, logistics, customer services, receiving payment and so on (Donovan, 2001). Hence, supply chain consists of a group of different companies working together to produce finished goods sold to customers out of raw materials. Company strikes to gain competitive advantages through improving their supply chain. Supply

Cost Analysis Free Essays

string(90) " cost analysis in order to illustrate to the reader the meaning of cost-benefit analysis\." Table of content Introduction: Financing decisions and investment decisions are considered to be two of the most vital decisions that corporations have to take. Cost analysis is one of the factors that should be taken into consideration while evaluating financial and investment decisions. This paper reviews the concept of cost analysis, how it is used in decision making, and how firms usually involve cost analysis in evaluating different projects. We will write a custom essay sample on Cost Analysis or any similar topic only for you Order Now Furthermore, the paper discusses some of the main concepts that are derived from cost analysis such as cost allocation, cost-effectiveness analysis, and cost-benefit analysis. In addition, some of the advantages and disadvantages of cost analysis will be discussed. Moreover, the concept of intangible cost analysis will be introduced. Then, the results and findings of the research paper will be illustrated. Finally, few recommendations that are based on the results and findings will be made. Literature Review: Due to its high importance in the decision making process, cost analysis has been discussed in many books by several authors who illustrated different aspects of cost analysis. In his book â€Å"cost-benefit analysis,† E. J. Mishan discussed in depth the concept of cost-benefit analysis, which is a form of cost analysis. Professor Mishan focused on some of the key concepts that are related to cost-benefit analysis. The author started his book with few examples of cost analysis in order to illustrate to the reader the meaning of cost-benefit analysis. You read "Cost Analysis" in category "Papers" Then, Mr. Mishan illustrated the economical aspect of cost-benefit analysis and showed how opportunity cost could be related to cost-benefit analysis. Furthermore, Mr. Mishan tried to show how cost-benefit analysis is limited and can be used partially in the decision making process. A notable section of Mr. Mishan’s book is certainty equivalence. In this section, the author developed an assumption that â€Å"enables us formally to rank a number of alternative uncertain benefits without first reducing each to a certainty equivalent. In his article â€Å"Ways to Deliver More for Less,† Harry E. Roberts, Senior Vice President and Chief Information Officer of Boscov’s Department Stores, discussed how cost analysis can be used to reduce IT spending. Mr. Roberts discussed how the IT budgeting has changed over time. The author suggested ways to enable Information Technology, which is a cost center rather than a profit center, to â€Å"deliver more than what is expected and at a lower cost than what was budgeted. † Then, Mr. Roberts suggested that a revision for different costs, such as variable costs, fixed costs, and payroll costs, should be made. The author concluded his research by emphasizing on the fact that â€Å"every dollar invested on a cost item must deliver as much value to the business as its highest-margin product or service. † Cost Analysis: Definition According to The U. S. Office of Surface Mining Reclamation and Enforcement, cost analysis can be defined as â€Å"the process of obtaining cost breakdowns, verifying cost data, evaluating specific elements of costs and examining data to determine necessity, reasonableness, and appropriateness of the costs. Both financing and investment decisions are highly affected by cost analysis as corporations usually pay a great deal of attention to the different types of costs that are involved in the different projects that will be taken into consideration either to raise funds or to invest surplus funds that a corporation has. Sometimes cost analysis is perceived as a tool that is used only to reduce costs. In contrast to this point of view, cost analysis is believe d to be a tool that helps management to choose the best possible solution or project among many different alternatives. In their article â€Å"â€Å"Using Cost Analysis In Evaluation,† Meg Sewell and Mary Marczak believe that cost analysis methods and uses are â€Å"complex, require very sophisticated technical skills and training in methodology and in principles of economics, and should not be taken lightly. † Three Types of Cost Analysis: Three of the main concepts that are derived from cost analysis are cost allocation, cost-effectiveness analysis, and cost-benefit analysis. These three methods are usually used simultaneously in order for corporations to evaluate different decisions or projects. Some of these methods might seem simple and easy to use; however, they should never be ignored or taken slightly as they can be of great benefit in determining the right decisions. Cost Allocation: Cost allocation is the simplest among the three concepts that were mentioned earlier. Sewell and Marczak stated that cost allocation refers to â€Å"setting up budgeting and accounting systems in a way that allows program managers to determine a unit cost or cost per unit of service. Furthermore, Sewell and Marczak illustrated that in many corporations, cost allocation is used to provide â€Å"some of the basic information needed to conduct more ambitious cost analyses such as cost-benefit analysis or cost-effectiveness analysis. † Therefore, it can be concluded that cost allocation is a prerequisite to both cost-benefit analysis and cost-effectiveness analysis. Example: The following table shows the monthly cost allocation for 3 different projects It is important to note that firm s usually allocate their costs based on previous experience and estimation. However, firms should expect costs to change, which can be due to financial crises, inflation, or other factors, and try to adapt their cost allocation systems in such a way that it will handle the new changes. Based on the costing method that the company uses, such as activity-based costing, a more detailed cost allocation system can be structured in order to determine the unit cost as precisely as possible Once costs have been identified and allocated, more advanced cost analysis methods, such as cost-effectiveness analysis and cost-benefit analysis, are used. Cost-effectiveness Analysis: According to Sewell and Marczak, the concept of cost-effectiveness analysis holds that â€Å"a certain benefit or outcome is desired, and that there are several alternative ways to achieve it. † However, cost-effectiveness analysis should not be used separately during the process of evaluating projects or decisions as it will favor the cheapest option. Instead, cost-effectiveness analysis should be used along with cost allocation and cost-benefit analysis in order to provide more precise and more informative outcomes. It is important to mention that cost-effectiveness is a comparative tool that compares the cost of separate projects and favors the least expensive one. If we only used cost-effectiveness to decide which machine to buy, machine 1 will be favored by cost-effectiveness since it will generate products cheaper than machine 2. However, this is not necessarily the correct decision since cost-effectiveness analysis fails to take into consideration certain criteria such as the time each machine requires to generate the product and the quality of the generated products. Cost-benefit Analysis: According to smbtn. com, cost-benefit analysis can be best described as â€Å"An analysis tool that measures the results or benefits of a decision compared with the required costs. † Cost-benefit analysis is perceived as a powerful tool that management usually use whenever a â€Å"buy-or-build† decision needs to be taken. Buy-or-build decisions are usually taken when a firm faces a situation where it has two options: (1) To buy or outsource a certain part of its business (2) To internally manufacture or perform a certain part of its business. Cost-benefit analysis can assist in taking buy-or-build decisions as it will illustrate the benefits and costs that are expected if buy decision or build decision is taken. Cost-benefit analysis consists of several tools, such as benefit-to-costs ratio, that are used to analyze and compare benefits and costs that are involved in a certain project. According to Sewell and Marczak, benefit-to-costs ratio is â€Å"the total monetary cost of the benefits or outcomes divided by the total monetary costs of obtaining them. Despite the fact the cost-benefit seems to be the most powerful tool to analyze costs and taking cost related decisions, it should be used along with other tools such as cost-effectiveness analysis and cost allocation. Using cost-benefit analysis separately from other tools can result in misleading decisions that can cost management dearly. If the benefits-to-costs ratio is greater than 1, then the project should be analyzed further, compared to other projects and taken into consideration as a potential project that the firm can invest in or use to raise funds. Advantages of Cost Analysis: Cost analysis can be of great help for management as it can be used as a tool in the decision making process. Some of the most important advantages of cost analysis are: Cost analysis can clarify all costs that are involved in a certain project. Cost analysis will draw attention to costs that may not be obvious at first. Consequently, allowing managers to take more precise financing or investment decisions. Cost analysis can help management prioritize tasks and processes when budgets are limited. It is believed that managers can distribute budgets more effectively when all costs are identified; therefore, it will be possible to get the most out of available resources. Disadvantages of cost analysis: On the other hand, cost analysis is not always sufficient by its own for management to make decisions. Some of the facts that cost analysis cannot provide information about are: _As Sewell and Marczak mentioned, cost analysis cannot always tell â€Å"whether the least expensive alternative is always the best alternative. _† Cost analysis by its own is not always enough to determine the best alternative. Usually, other criteria that cannot be determined by cost analysis, such as time, have an effect on the decision making process. Cost analysis is very complex and requires great deal of skills and expertise. Cost analysis requires not only background in finance and accounting, but also economic and decision making skills. It is common nowadays for organizations to outsource cost analysis if it cannot be done effectively in-house. According to _Sewell and Marczak, â€Å"sometimes costs and monetary values are considered less important than other, more intangible values or program outcomes. † Intangible cost analysis: Despite the fact that corporations frequently use cost analysis in evaluating the different decisions that have to be made, intangible cost analysis is not always taken into consideration. In his book â€Å"Intangible Management: Tools for Solving the Accounting and Management Crisis,† Ken Stanfield described intangible cost analysis as set of processes that â€Å"[allow] executives to identify, measure, and reduce costs that the organization has always been aware of, but has not been able to previously measure and control. Intangible cost analysis allows corporations to increase efficiency and productivity as well as decrease costs. According to Stanfield, in contrast to old cost analysis methods where tangible costs were the most important selection criteria, modern cost analysis methods favors alternatives, decisions, or projects â€Å"with the lowest total real cost (tangible costs + intangible costs). † Some of the intangible costs that should be taken into consideration are knowledge costs, time costs, and relationship management costs. Many organizations started to take intangible costs more seriously and established departments that are dedicated to deal with such costs such as knowledge management department. Intangible cost analysis is more complex than tangible cost analysis due to the fact that it depends on estimation skills and past experience. Therefore, possessing intangible cost analysis skills can be considered as a competitive advantage as it will result in better cost management and lower incurred costs. Results and Findings: Cost analysis is one of the most sophisticated concepts in business, and many economists wrote several books about it. The following points illustrate the results and findings of the research paper: Cost analysis consists of multiple tools and techniques that are usually used simultaneously to reach the best decision possible. Cost analysis not only allows firms to find ways to reduce costs, but it also suggests methods that can be applied to turn a cost center into profit center. It is vital for decision makers to be aware that cost analysis consists of tools that can estimate costs, which might differ from costs that will be incurred in reality. Intangible cost analysis should not be taken slightly as it has a great affect on the business of any company, especially on the long run. Cost analysis fails to take into consideration some factors such as time and quality Cost analysis needs advanced skills and is considered to be a competitive advantage for firms that have employees specialized in it. Recommendations and Conclusion: Using multiple cost analysis tools, which is due to the fact that the use of only one or few tools will result in misleading decisions Pay great attention to intangible cost analysis as it can make the difference between success and failure. Take into consideration factors that cannot be quantified and analyzed such as time and quality. Due to the fact that cost analysis has become a vital part of the decision making process, firms have to ensure that they possess the required cost analysis skills or outsource to specialized cost analysis firms. In conclusion, it is vital to emphasize on the fact that cost analysis is just one tool that can be used in the decision making process. Financing decisions and investments decisions are so critical that many tools and selection criteria have to be used while analyzing and evaluating these decisions. Nowadays, the world is facing a financial crisis that is affecting all companies; consequently, firms are starting to analyze costs to determine how best to protect themselves. Bibliography Mishan, E. J. Cost Benefit Analysis: An Informal Introduction, 1982. Ramji, Al-Noor, Linda Reino, Harry E. Roberts, eds. , Inside The Minds: Ways To Reduce It Spending : Leading Executives On Managing Costs, Negotiating Pricing Reducing Overall Technology Expenditures. United States of America: Aspatore, 2004. Sewell, Meg and Mary Marczak. Using Cost Analysis In Evaluation. The University of Arizona; available from http://ag. arizona. edu/fcs/cyfernet/cyfar/Costben2. htm; Internet; accessed 1 November 2008. Stanfield, Ken. Intangible Management: Tools for Solving the Accounting and Management Crisis. Academic Press; 1st edition (July 1, 2002). The U. S. Office of Surface Mining Reclamation and Enforcement: Federal Assistance Manual. Washington, D. C. , 1998; available from http://www. osmre. gov/fam/defin. htm; Internet; accessed 16 November 2008. How to cite Cost Analysis, Papers

Calyx and Corolla free essay sample

Our analysis confirms that Calyx and Corollas (Camp;C) concept of eliminating the middleman in the supply chain, thereby enabling the delivery of fresh flowers is unique, potentially game changing and if executed correctly, extremely profitable. We believe Camp;C’s target market consists of middle to high income men and women as well as very high income women and in order to succeed, Camp;C must establish itself as the top of mind provider among its targeted segment. Achieving this goal will require aggressive advertising and clever promotions that establish a luxury brand image while substantial new funding will be required in order to meet these goals. It is our recommendation that Camp;C implement market penetration strategy that includes both middle and high income adults in a concentrated effort to become the most recognized brand in its industry. The detailed analysis and recommendations for marketing strategy constitute the remainder of the paper. The $9 billion fresh cut flower industry, which was growing at 7. % per year, was a mature and competitive market when Camp;C was first established. The fragmented industry is composed of individual florists (59%), supermarkets (18%), and other retailers including wire services, FTD, and 1-800 Flowers (23%). In order to continue to grow and protect its initial success, Camp;C must focus consistently on a brand strategy that demonstrates the customer benefits by leveraging its key differentiators—freshness and longevity, reliable delivery dates, competitive pricing, convenience, and personalized and knowledgeable customer service (see competitor profile appendix). Camp;C has successfully gained an understanding of its customers, order recipients, and potential future customers through its extensive databases and must use this information to enhance its market segmentation efforts. First of all, it should continue to penetrate the 30-55 year old working female market because that segment (85% of the current customer base) has shown the greatest interest in the company. Through upscale brand positioning, Camp;C will also be able persuade affluent women who do not work. Furthermore, Camp;C should begin targeting men, emphasizing the convenience of the service and knowledgeable staff that can assist with choosing the appropriate floral arrangements for various life events and occasions. Continuing to target corporate clients, who currently account for 20% of the revenues, is also important, as these clients have big budgets and often place large orders so it would be a quick way to increase revenues and extend its recipients database. Recognizing that the fresh flower business is matured, competitive, and that its mail order business model is imitable, Camp;C should adopt a marketing strategy that has an equal allocation of resources across the four P’s: Product, Price, Place, and Promotion. In terms of the Ansoff growth matrix, there is significant potential for Camp;C to grow in its current market segment with its current products, fresh flowers. Camp;C should continue to focus resources on maintaining both the quality of their existing products by maintaining popular flower arrangements and simultaneously presenting creative and new arrangements instead of launching product line extensions that would cost money and overextend the sales staff. In terms of pricing, Camp;C could use the catalog model to experiment with price elasticity in different geographic regions. Nonetheless, it is important to note that the target market segment is less price sensitive and more brand sensitive so while Camp;C’s margins are very high at 80%, decreasing the price significantly in order to increase demand could negatively impact the perceived value of the product. However, it would be beneficial to the company to offer price discounts for first-time users as a means of hooking the people who have qualms about ordering flowers through a catalog. Offering a one-time discount to first-time users as a means of incentivizing would not have a detrimental impact on the brand image. In terms of Place, Camp;C’s mail order distribution channel satisfies the customer needs better than the existing retail model. Camp;C should focus on further strengthening the existing distribution channel and mitigating the customer’s reluctance to embracing the mail order mode compared to bricks and mortar retail. An analysis of the distribution channel through the P. O. I. M. framework will demonstrate the strengths and potential weaknesses of the Camp;C distribution model and the best course of action for addressing these attributes. Flower shoppers are in the habit of physically seeing and smelling the flowers in addition to customizing their flower arrangements prior to a purchase. To many, the notion of purchasing flowers without this physical interaction will seem risky, particularly because most users of this service will be purchasing the flowers as a gift for another recipient. Camp;C’s attempts to satisfy the need for physical interaction by diversifying into retail outlets could lead to potentially disastrous consequences on their value propositions of freshness and high quality. We therefore recommend that Camp;C not open retail outlets and instead compensate for the lack of physical interaction (higher perceived risk from the customer’s stand point) by carefully cultivating a brand image of quality and luxury. Additionally, these perceived risks can be addressed by guaranteeing 100% satisfaction for quality and aesthetic standards by offering monetary refunds if expectations are not met. It is critical that the product delivered by Camp;C is consistent with the brand message. Focusing resources on careful selection of the growers’ network as well as training the people who are packaging the flower arrangements is essential to ensuring the quality. We recommend that Camp;C explore the possibility of implanting a Camp;C employee at their largest growers operations, for customer service and packaging functions, in order to have a tighter control on quality and aesthetics. Furthermore, the growers and sales-force would have to be trained in providing high levels of service such as customization capabilities consistent with the luxury image. Another consequence of using these direct channels would be the need to employ a pull marketing strategy versus a push strategy that would place greater emphasis on the communication strategy (discussed later in the paper). It can be argued that the catalog model provides better information flow to the company as it helps to measure quickly and quantitatively the customer reaction to changing marketing strategy (price changes) as well as external factors (popularity of a specific variety). This enables Camp;C to respond to changing customer needs effectively and to stay away from price discounts by exercising control over the promotional strategies. The tighter control over the information flow helps Camp;C manage and protect its brand image. The primary drawbacks of direct mailing include the limited reach of catalogs to the potential target market (not all adults in middle to high income group receive catalogs), and the lack of flexibility in the product mix (since the catalogs will have to be printed so far in advance). The flexibility to customize or create custom bouquets, advertising and promotional tie-ins to create awareness could allow Camp;C to overcome these shortcomings. In terms of Promotion, Camp;C’s key objective of the communication strategy should be to create awareness, knowledge and liking among the target segment and establish the brand image of ‘luxury’ and ‘high quality’. Firstly, Camp;C should continue to use catalog model as their key vehicle for their existing customers as well as extending to women with high disposable incomes. With better segmentation and information, Camp;C can customize the catalogs for targeted segments such as more focus on continuity programs and high-end arrangements for very-high income target groups, and simpler selections for men. Secondly, Camp;C should focus resources on spreading awareness by extending promotional-tie-ins with high-end luxury brands (Nordstrom, SAK’s in addition to Bloomingdales). Mass-media advertising through specialized magazines catering to target segments such as WSJ, Economist and Vogue and a television campaign is necessary to create brand awareness and image as well as extending the customer mailing list. Although, we do not recommend that Camp;C position itself as a direct competitor to FTD and try to outspend the much larger competitor with wider target audience. Camp;C’s value proposition and campaign must be tailored around high-quality products, upscale service. Thirdly, Camp;C should actively target men with disposable income by extending the promotional-tie-ins with both retailers where men buy expensive gifts for women as well as luxury men’s goods. The catalogs placed at these locations will have to be tailored to cater to the purchasing behavior and motivation of customer. For example the catalogs with men as primary target audience must emphasize easy selection and ordering while targeting the motivation. On the other hand tie-ups with high–end clubs, luxury hotels, airline lounges on airports to place the catalogs and free floral arrangements for receptions can help capture impulse buyer behavior. Fourthly, direct selling to corporations for receptions and conferences is another strategy to create new customers with a focus on the continuity programs as well as increased publicity. Lastly, we recommend that any price-discounts be limited for first-time buyers and continuity programs. However, we do not recommend extensive use of price-discounts or advertising in the local or Sunday newspapers papers because this strategy would not be consistent with the brand image and may not necessarily reach the target segment. In conclusion, based upon analysis of Calyx and Corolla’s portfolio, allocation of resources, competitor analysis and market positioning and segmentation we recommend that Camp;C positions itself as an ‘up-scale’ flower business targeting wealthy professionals seeking the benefits of high-quality. Camp;C must devise a marketing strategy to focus on brand awareness and market penetration. Appendix Competitor profile for Calyx and Corolla Competitor| Target customer| Price| Promotion| Place (Distribution)| Product| Brand Image| Individual Florists| Wide population segment – all incomes| Variable pricing is dependent on where they are located. Price promotions, discounts| Limited geographic reachAllows for last-minute purchaseUse FTD for delivery outside their geographical limits| Not very fresh| Personalized serviceCustom bouquets.