Abstract In this single-player simulation, students assume the position of CEO of a medical motor manufacturer and are tasked with executing a successful business-to-business marketing strategy over a period of twelve fiscal quarters. Students determine all aspects of the company's go-to-market approach (including sales-force deployment and distribution channel strategy) and associated elements of product policy, including pricing and market positioning of the company's product line to both small and large volume customers. Students also prioritize the manufacturer's efforts in acquiring and retaining customers in order to achieve a combination of sustainable revenues and profits and maximize cumulative profits at the end of the simulation.
View Homework Help - Minnesota Micromotors Simulation Solution - Score of 84 Guaranteed from MKTG 390 at University of St. Decisions History List Price Distributor Discounts Segment A. Harvard business,Marketing Simulation: Managing Segments and Customers V2 Format:English Web Based HTML In this single-player simulation, students define and execute a business-to-business marketing strategy at a manufacturer for motors used in medical devices.
The simulation also illustrates the benefits of investment in market research. Ideal for core marketing 101 courses (as a Capstone session) or in the introductory module of an advanced marketing strategy course. This simulation can be used in advanced undergraduate, MBA, and executive education programs. Twenty-four-year old Ritesh Agarwal, founder and CEO of India-based online hotel branding network OYO Rooms, has tackled the issue of unreliability in India's highly fragmented budget hotel industry.
In 2018, OYO branded 8,500 properties across 200 cities and managed to capture almost 1.5% of India's budget hotel market. Ritesh believes that in the process, OYO has honed technological skills and infrastructural capabilities that can transform the company from being a technology player to a hotel developer. OYO now aspires to convert corporate spaces and homes into accommodation spaces and to make its mark worldwide. Soon after being named regional managing partner for Ernst & Yong (EY) China in September 2009, Albert Ng reflects on the enormity of challenges facing EY China. Despite EY Global's commitment to the China practice, EY China’s growth agenda has been reversed, post global financial crisis. The smallest of the Big Four global accounting firms in China, EY China’s reputation has weakened in the market, morale of its professionals has plummeted, and it faces the threat of a major lawsuit.
Ng is musing how to address all these challenges confronting EY China.
Minnesota Micromotors, Inc. Marketing Simulation 2015 Q2 Kaplan University Marketing Management MT450-01 Minnesota Micromotors, Inc. Marketing Simulation 2015 Q2 As I get further and further along in this simulation, I have noticed that I am beginning to understand what it takes as a marketing manager in order to be successful. Careful considerations must be made to be sure that the right decisions benefit both Minnesota Micromotors, Inc., and our customers. Our success comes from our customers’ success and loyalty that they have with this company.
In finding ways to incorporate the important factors that matter most to our customers is what will bring in new customers and keep our existing ones around for the long hall. I don’t think that I need to have an extensive sales force in order to be successful. I think the biggest decision that I made in 2015 Q2 was increasing the large customer discounts for segments B and D from 12% discount up to 14% discount. I noticed that last quarter both of these segments expressed their concern that they were not getting the additional discounts that they should for being such long time customers.
The results of my decisions that were made in 2015 Q2 turned out to be better than last quarter results. Existing customers increased by 9% and sales from new customers increased by 6%, while the distributors, on average, are attempting to achieve a 5% profit margin; overall not a bad turnover from prior quarters.
These decisions led to segment A as being very satisfied reflecting how the motors’ high power to size ratio allowed them to pick up some new business from some loyal customers. Segment B was satisfied in this quarter like they have been in previous quarters, however they expressed their concern on future orders that they would like to receive more insight into the market trends by our staff.
Segment C increased their overall satisfaction from prior quarters of being satisfied to very satisfied in this quarter. By getting the motors that they ordered to them in a rush, allowed them to land a contract from another GPO. However as the saying goes, “you can’t win them.
1716 Words 7 Pages THE ORTHOPEDIC MOTOR MARKET, MINNESOTA MICROMOTORS INC AND BRUSHLESS MOTOR TECHNOLOGY Executive Summary SIMULATION Introduction: Minnesota Micromotors, Inc. (MM): The main purpose is to use for orthopedic medical devices,by orthopedic medical surgeons in large one surgery, reconstructive and, trauma surgery and other sports medicine procedure situated in Minneapolis,sharing 9% of 317$ million US medical motor and has the manufacture of brushless direct current BLDC 1motors which has sold around. 1682 Words 7 Pages Marketing Simulation 2012 Q4 Kaplan University MT 450-01 Marketing Simulation 2012 Q4 Preparing a marketing strategy can be difficult if a business does not understand what customers to target and what they are wanting in the products or services. Listening to customer’s reviews of the company and products or services will help determine what direction of marketing the business should focus on. According to, Winer and Dhar (2011) marketing is a set of activities designed by an organization. 2414 Words 10 Pages REV: MARCH 2, 2012 The Orthopedic Motor Market: Minnesota Micromotors, Inc. And Brushless Motor Technology Minnesota Micromotors, Inc.
(MM), based in Minneapolis, was a manufacturer of brushless, direct current (BLDC)1 motors used in orthopedic medical devices. Devices utilizing MM’s motors were typically used by orthopedic surgeons in large bone surgery, reconstructive surgery, trauma surgery, and sports medicine procedures. MM sold approximately 97,000 motors a year and had a 9% share of the $137.
897 Words 4 Pages Minnesota Micromotors Competitive Marketing Strategy Elibah Bey Kaplan University The purpose of this paper is to use Harvard Business Managing Segments & Customers marketing simulation for Minnesota Micromotors, Inc. (MM), and develop a business-to-business marketing B-to-B (business-to-business) competitive marketing strategy by analyzing target markets and generic competitors.
This exercise requires “the newly appointed Chief Executive Officer (CEO) of Minnesota Micromotors, Inc.”, to develop. 2003 Words 9 Pages Overview Our company Orange experienced a very successful campaign and grew more profitable over the six quarters throughtout the Market Simulation.
In terms of market share in comparison to the competition, we placed fourth holding 12 percent market share. We initially targeted the Mercedes market, and later developed products aimed at the Traveler and Workhorse clientele. In terms of profitability, we suffered a loss moving from Quarter 1 to Quarter 2, which is typical of most early-stage companies. 2126 Words 9 Pages I. Introduction Founded in 1976, Apple Inc.
Has been largely successful and has experienced incredible expansion in its history. Starting with the production of the PC in the 70s, Apple became the most valuable company in the world in 2012.
Went through extensive renovation, after the company introduced IPod with its ITunes Store that served like a digital marketplace and offered consumers access to musical collections at reasonable prices. In addition, Apple introduced IPhone with its. 1322 Words 6 Pages Minnesota Motors - Marketing Simulation Author: Anurag Gupta Executive summary The goal is to increase the overall market share and profits of MM’s Motors in the current market environment by targeting appropriate customer segments and proper allocation of marketing resources.
Initial Strategy: Our initial strategy was to concentrate on segment A because of the following reasons. MM possesses a competitive position in this segment in terms of quality product offering and close customer. 901 Words 4 Pages Minnesota Micromotors Marketing Strategy Elibah Bey Kaplan University The purpose of this paper is to use Harvard Business Managing Segments & Customers marketing simulation for Minnesota Micromotors, Inc. (MM), and develop a business-to-business marketing B-to-B (business-to-business) marketing strategy by analyzing target markets and the past performance of the company. This exercise requires “the newly appointed Chief Executive Officer (CEO) of Minnesota Micromotors, Inc.”, to develop. 1674 Words 7 Pages Review of the Minnesota Compassionate Care Act of 2015 Calvin McNeal University of Minnesota – Crookston HSM 3240 – Spring 2016 Introduction The Minnesota Compassionate Care Act of 2015 was introduced in the Minnesota Senate in 2015, with some expectation that it would be brought up for a vote during the 2016 legislative session.
This proposed legislation would create a legal process for terminally ill patients to receive life ending medication from their physician, for the purpose of. 1104 Words 5 Pages Marketing Strategy for Decision Making Final Individual Assignment Reporting on the lessons learned from the simulation exercise 2012 Marketing Strategy for Decision Making Final Individual Assignment Reporting on the lessons learned from the simulation exercise What have I learned? About marketing strategy: segmentation and positioning Sometimes it’s not so important that your product fits the exact needs of the segment you target; rather, it’s vital that customers perceive that.