anjalicutek
Anjali Khurana
Abercrombie & Fitch (A&F) (NYSE: ANF) is an American retailer that focuses on casual wear for consumers ages 18 through 22.[3] With over 300 locations in the United States, the brand is now expanding internationally.[4] The company also operates three offshoot brands: abercrombie (childrenswear), Hollister Co., and Gilly Hicks. The company operated a post-grad brand, Ruehl No.925, that closed in early 2010.[3]
1. How long have your organization implemented the market segment process?
2. In your opinion, what made the company decide to adopt marketing strategies on a more comprehensive manner, why?
3. What are the possible factors UK telecoms will consider before planning such marketing pattern for satisfying mobile users?
4. As an employee, what were the problems you encountered while on the process of serving quality market stance to customers?
5. How did you deal with the marketing problems if there is any?
6. Now that the company has applied market segments and certain market models, is the outcome successful? Explain
7. Based on the current status of marketing value in telecom organization, what are the benefits of implementing better market segments?
8. Do you prefer market segmentation method that is traditional market communication in the telecom industry? Why?
9. Are you satisfied with marketing quality as well as services provided by the company?
10. What do you think are the areas for market improvement for telecom companies to incur enough marketing service channels?
Resource
The resources deemed for the realization of the study can come from related books and certain publications mostly underlying to the support resource materials ideally as basis for the literature studies of the study. The knowledge and information to be integrated and evaluated for validity and reliability can be resources directed to emerald insight journals and articles as well as from the Questia Library.
The specific market segmentation does consist of detecting, evaluating and selecting groups of individuals whether they are consumers or not as with the purpose of designing and directing competitive strategies towards them. A review of academic research reveals the scant attention paid to the evaluation and selection of segments. Most of the studies merely evaluate the sales potential, the attractiveness, or the stability of each segment, with no reference to management needs. On the other hand, the creation, application and verification of quantitative methods which would build these groups have been the main target of academic efforts (Wind, 1978) as detecting better segments is of such great importance that it has very frequently been considered as a goal in itself.
Methodology
The companies which perform segmentation studies in their marketing and research departments, the principal companies working in this field are market research through telecoms as there covers survey questionnaire/interviews and from the interviews there is qualitative information about segmentation research design. There are two main objectives first, to assess the level of evaluation and selection of segments tasks of UK telecom market segmentation process. Second, to discover frequency with which the industry assess and select segments and the research methods used. The interviews were required to indicate the degree of difficulty they found in the performance of the different stages of the process. The possible answers were structured following a five-point Likert scale (1 = very low level of difficulty; 5 = very high level of difficulty). Aside, it is very important to make use of management support systems, which allow the identification and evaluation of alternative segments (Reeder et al., 1987). The full co-operation of all the company departments involved in segmentation study and strategy is fundamental. The evaluations must be able to detect deviations and discordances between the detected segment characteristics and the objectives of the market segmentation strategy.
The telecommunication industry has undergone considerable restructuring for many years now thus, involving mobile telecoms success in UK telecoms have become opportunistic seekers within the mobile business and its market stance. The marketing environment is becoming competitive, international market is expanding and telecoms are returning to profit valuation wherein costs are considered and market segments are applied within ideal grounds (Betts, 1994; Skapinker, 1995). Then, market opportunity implies better market context wherein access to customers and market chain solutions are adopted as well as executed with emphasis on strategy formulation such as providing ample market base for market mix and segmentation (Driver, 1999).
1. How long have your organization implemented the market segment process?
2. In your opinion, what made the company decide to adopt marketing strategies on a more comprehensive manner, why?
3. What are the possible factors UK telecoms will consider before planning such marketing pattern for satisfying mobile users?
4. As an employee, what were the problems you encountered while on the process of serving quality market stance to customers?
5. How did you deal with the marketing problems if there is any?
6. Now that the company has applied market segments and certain market models, is the outcome successful? Explain
7. Based on the current status of marketing value in telecom organization, what are the benefits of implementing better market segments?
8. Do you prefer market segmentation method that is traditional market communication in the telecom industry? Why?
9. Are you satisfied with marketing quality as well as services provided by the company?
10. What do you think are the areas for market improvement for telecom companies to incur enough marketing service channels?
Resource
The resources deemed for the realization of the study can come from related books and certain publications mostly underlying to the support resource materials ideally as basis for the literature studies of the study. The knowledge and information to be integrated and evaluated for validity and reliability can be resources directed to emerald insight journals and articles as well as from the Questia Library.
The specific market segmentation does consist of detecting, evaluating and selecting groups of individuals whether they are consumers or not as with the purpose of designing and directing competitive strategies towards them. A review of academic research reveals the scant attention paid to the evaluation and selection of segments. Most of the studies merely evaluate the sales potential, the attractiveness, or the stability of each segment, with no reference to management needs. On the other hand, the creation, application and verification of quantitative methods which would build these groups have been the main target of academic efforts (Wind, 1978) as detecting better segments is of such great importance that it has very frequently been considered as a goal in itself.
Methodology
The companies which perform segmentation studies in their marketing and research departments, the principal companies working in this field are market research through telecoms as there covers survey questionnaire/interviews and from the interviews there is qualitative information about segmentation research design. There are two main objectives first, to assess the level of evaluation and selection of segments tasks of UK telecom market segmentation process. Second, to discover frequency with which the industry assess and select segments and the research methods used. The interviews were required to indicate the degree of difficulty they found in the performance of the different stages of the process. The possible answers were structured following a five-point Likert scale (1 = very low level of difficulty; 5 = very high level of difficulty). Aside, it is very important to make use of management support systems, which allow the identification and evaluation of alternative segments (Reeder et al., 1987). The full co-operation of all the company departments involved in segmentation study and strategy is fundamental. The evaluations must be able to detect deviations and discordances between the detected segment characteristics and the objectives of the market segmentation strategy.
The telecommunication industry has undergone considerable restructuring for many years now thus, involving mobile telecoms success in UK telecoms have become opportunistic seekers within the mobile business and its market stance. The marketing environment is becoming competitive, international market is expanding and telecoms are returning to profit valuation wherein costs are considered and market segments are applied within ideal grounds (Betts, 1994; Skapinker, 1995). Then, market opportunity implies better market context wherein access to customers and market chain solutions are adopted as well as executed with emphasis on strategy formulation such as providing ample market base for market mix and segmentation (Driver, 1999).