abhishreshthaa
Abhijeet S
Becton, Dickinson and Company (BD) (NYSE: BDX), is an American medical technology company that manufactures and sells medical devices, instrument systems and reagents. Founded in 1897 and headquartered in Franklin Lakes, New Jersey, BD does business in nearly 50 countries and has 29,116 employees worldwide.[2] In fiscal year ending Sep. 30 2009, 60% of BD sales were generated from non-U.S. markets.
The company's customers include healthcare institutions, life science researchers, clinical laboratories, industry and the general public. BD was one of the first companies to sell U.S.-made glass syringes. It was also a pioneer in the production of hypodermic needles. Today, BD is divided into three segments: BD Medical, BD Diagnostics and BD Biosciences.[3] In 2009, BD was ranked 347 in the Fortune 500 list.
Product Life Cycle
As an innovative and unique product, the life cycle of the rechargeable battery is expected to be extensive. With the current interest of the consumers for innovative battery products and their increasing openness towards technology, the rechargeable battery is expected to go through years of strong market impact. However, this product life cycle can be affected by several factors. For instance, considering that competitors are also equipped with innovative skills and technologies, it is likely that similar products will be manufactured in the future. This could possibly shorten the product’s life cycle.
Ø Market Challenger Strategies
In this case, it can be said that in order for Rayovac to compete well in the North American market, they must use a market challenger strategy. In the case of Rayovac, they have been able to use the guerrilla tactic, in terms of providing cheaper prices and quality products. Since, the North American market has price-conscious clients, Rayovac as the challenger, offer a low price for their batteries and rechargeable battery products than what the Rayovac competitors (Duracell, Energizer and other industry in North America). Although this guerrilla tactic is regarded as more harassing than other strategies, Rayovac will be assured that they would have small increments of share in the market or they can force their competitor to spend additional cost for promotional activities.
Ø Defensive Strategies
To be able to compete well in the North American market, the Rayovac Corp has been able to use defensive strategies like counter offensive. In terms of counter offensive, they used their core competencies to position the rechargeable battery products in North America and in line with their counter offensive strategy; the company has been able to use strategic marketing approach to outgrow their rival companies and to gain competitive advantage.
The company's customers include healthcare institutions, life science researchers, clinical laboratories, industry and the general public. BD was one of the first companies to sell U.S.-made glass syringes. It was also a pioneer in the production of hypodermic needles. Today, BD is divided into three segments: BD Medical, BD Diagnostics and BD Biosciences.[3] In 2009, BD was ranked 347 in the Fortune 500 list.
Product Life Cycle
As an innovative and unique product, the life cycle of the rechargeable battery is expected to be extensive. With the current interest of the consumers for innovative battery products and their increasing openness towards technology, the rechargeable battery is expected to go through years of strong market impact. However, this product life cycle can be affected by several factors. For instance, considering that competitors are also equipped with innovative skills and technologies, it is likely that similar products will be manufactured in the future. This could possibly shorten the product’s life cycle.
Ø Market Challenger Strategies
In this case, it can be said that in order for Rayovac to compete well in the North American market, they must use a market challenger strategy. In the case of Rayovac, they have been able to use the guerrilla tactic, in terms of providing cheaper prices and quality products. Since, the North American market has price-conscious clients, Rayovac as the challenger, offer a low price for their batteries and rechargeable battery products than what the Rayovac competitors (Duracell, Energizer and other industry in North America). Although this guerrilla tactic is regarded as more harassing than other strategies, Rayovac will be assured that they would have small increments of share in the market or they can force their competitor to spend additional cost for promotional activities.
Ø Defensive Strategies
To be able to compete well in the North American market, the Rayovac Corp has been able to use defensive strategies like counter offensive. In terms of counter offensive, they used their core competencies to position the rechargeable battery products in North America and in line with their counter offensive strategy; the company has been able to use strategic marketing approach to outgrow their rival companies and to gain competitive advantage.