abhishreshthaa
Abhijeet S
American Motors Corporation (AMC) was an American automobile company formed by the 1954 merger of Nash-Kelvinator Corporation and Hudson Motor Car Company — at the time, it was the largest corporate merger in U.S. history.
American Motors (AMC) purchased Kaiser's Jeep operations in 1970 with Jeep's utility vehicles complementing AMC's passenger car business. AMC partnered with France's Renault, from 1980-1987, when Chrysler purchased AMC. Both AMC and Renault brands ceased in the U.S. The Jeep/Eagle division of Chrysler Corporation was formed after Chrysler's 1987 buyout of American Motors, with Jeep and some Eagle models marketed primarily by AMC dealers.
In January 1954, Nash-Kelvinator Corporation began acquisition of the Hudson Motor Car Company (in what was called a merger) to form American Motors. The deal was a straight stock transfer (three shares of Hudson listed at 11⅛, for two shares of AMC and one share of Nash-Kelvinator listed at 17⅜, for one share of AMC) and finalized in the spring of 1954, forming the fourth-biggest auto company in the U.S. with assets of US$355 million and more than $100 million in working capital.[3] The new company retained Hudson CEO A.E. Barit as a consultant and he took a seat on the Board of Directors. Nash's George W. Mason became President and CEO.
American Motors dealership sign, ca. 1970
Mason, the architect of the merger, believed that the survival of America's remaining independent automakers depended on their joining in one multibrand company capable of challenging the "Big Three" — General Motors, Ford, and Chrysler — as an equal. The "frantic 1953-54 Ford/GM price war" had a devastating impact on the remaining "independent" automakers.[4] The reasons for the merger between Nash and Hudson included helping cut costs and strengthen their sales organizations to meet the intense competition expected from autos' Big Three.[5]
One quick result from the merger was the doubling up with Nash on purchasing and production allowing Hudson to cut prices an average of $155 on the Wasp line, up to $204 on the more expensive Hornet models.[6] After the merger, AMC had its first profitable quarter during second three months in 1955, earning $1,592,307 compared to a loss of $3,848,667 during the same period in the previous year.[7] Mason also entered into informal discussions with James J. Nance of Packard to outline his strategic vision. Interim plans were made for AMC to buy Packard Ultramatic automatic transmissions and Packard V8 engines for certain AMC products.
Product refers to the actual, physical item that a company is trying to sell to the consumer. Marketers usually do not focus on product development as much as product presentation. Therefore, the marketing mix in this stage should consist of the name of the product, its packaging and how it will be differentiated from similar products in the store.
Price is how much the company will charge consumers for the product. Typically, a lot of thought goes into pricing because setting a price too high can result in few sales. There are also dangers in setting a price too low, since such a price may make potential customers think the product lacks quality. Marketers use this knowledge to help determine price so that profit is made from the product. The marketing mix may also include special pricing incentives, like coupons.
Promotion is how the company spreads the word about a product. It involves working with stores to distribute samples, holding public relations events, and buying advertising — in the print media, the broadcast media or both. The role promotion plays in the marketing mix depends on how much the company wants to publicize the product and how much money it has set aside to do so. Today, the Internet is also a market for product promotion, and online campaigns can be fairly inexpensive yet effective.
Placement is the art of putting the product in the right place at the right time. Proper placement is important, so that the consumer will see the product and want to have it. This is part of the marketing mix because marketers must attract retailers and get high-profile space in those stores, if they want their products to sell well. Placement can also involve determining, and reaching, a specific target audience. For example, a company that sells paint may set up a sales booth at a home improvement show in order to reach people wishing to learn about and buy paint.
The marketing mix is unique to each product or company. It often depends on the goals the organization would like to accomplish. This can range from selling as much product as possible to cultivating a reputation for making high-quality products.
American Motors (AMC) purchased Kaiser's Jeep operations in 1970 with Jeep's utility vehicles complementing AMC's passenger car business. AMC partnered with France's Renault, from 1980-1987, when Chrysler purchased AMC. Both AMC and Renault brands ceased in the U.S. The Jeep/Eagle division of Chrysler Corporation was formed after Chrysler's 1987 buyout of American Motors, with Jeep and some Eagle models marketed primarily by AMC dealers.
In January 1954, Nash-Kelvinator Corporation began acquisition of the Hudson Motor Car Company (in what was called a merger) to form American Motors. The deal was a straight stock transfer (three shares of Hudson listed at 11⅛, for two shares of AMC and one share of Nash-Kelvinator listed at 17⅜, for one share of AMC) and finalized in the spring of 1954, forming the fourth-biggest auto company in the U.S. with assets of US$355 million and more than $100 million in working capital.[3] The new company retained Hudson CEO A.E. Barit as a consultant and he took a seat on the Board of Directors. Nash's George W. Mason became President and CEO.
American Motors dealership sign, ca. 1970
Mason, the architect of the merger, believed that the survival of America's remaining independent automakers depended on their joining in one multibrand company capable of challenging the "Big Three" — General Motors, Ford, and Chrysler — as an equal. The "frantic 1953-54 Ford/GM price war" had a devastating impact on the remaining "independent" automakers.[4] The reasons for the merger between Nash and Hudson included helping cut costs and strengthen their sales organizations to meet the intense competition expected from autos' Big Three.[5]
One quick result from the merger was the doubling up with Nash on purchasing and production allowing Hudson to cut prices an average of $155 on the Wasp line, up to $204 on the more expensive Hornet models.[6] After the merger, AMC had its first profitable quarter during second three months in 1955, earning $1,592,307 compared to a loss of $3,848,667 during the same period in the previous year.[7] Mason also entered into informal discussions with James J. Nance of Packard to outline his strategic vision. Interim plans were made for AMC to buy Packard Ultramatic automatic transmissions and Packard V8 engines for certain AMC products.
Product refers to the actual, physical item that a company is trying to sell to the consumer. Marketers usually do not focus on product development as much as product presentation. Therefore, the marketing mix in this stage should consist of the name of the product, its packaging and how it will be differentiated from similar products in the store.
Price is how much the company will charge consumers for the product. Typically, a lot of thought goes into pricing because setting a price too high can result in few sales. There are also dangers in setting a price too low, since such a price may make potential customers think the product lacks quality. Marketers use this knowledge to help determine price so that profit is made from the product. The marketing mix may also include special pricing incentives, like coupons.
Promotion is how the company spreads the word about a product. It involves working with stores to distribute samples, holding public relations events, and buying advertising — in the print media, the broadcast media or both. The role promotion plays in the marketing mix depends on how much the company wants to publicize the product and how much money it has set aside to do so. Today, the Internet is also a market for product promotion, and online campaigns can be fairly inexpensive yet effective.
Placement is the art of putting the product in the right place at the right time. Proper placement is important, so that the consumer will see the product and want to have it. This is part of the marketing mix because marketers must attract retailers and get high-profile space in those stores, if they want their products to sell well. Placement can also involve determining, and reaching, a specific target audience. For example, a company that sells paint may set up a sales booth at a home improvement show in order to reach people wishing to learn about and buy paint.
The marketing mix is unique to each product or company. It often depends on the goals the organization would like to accomplish. This can range from selling as much product as possible to cultivating a reputation for making high-quality products.