Sign Up Now
Get instant access to over 1 million+ study documents
OR
Already registered? click here to login
By creating your account, you agree to our terms of service, privacy policy and student honor code.
Alarm Force
AlarmForce must make marketing decisions with respect to AlarmFog, a new high-end security product it has developed. AlarmForce has become a market leader in home security through a cost leadership strategy. AlarmFog adds an element of innovation to that strategy, but the manufacturing cost is high. However, there are some new markets that can be developed, in addition to offering AlarmFog as a complementary product to the company's installed base.
The AlarmFog should be priced at manufacturing cost. Matlin is proposing to price well below cost, but such pricing would erode the firm's profits entirely. The fog can be marketed both to new customers such as small businesses and cottage owners, in addition to being offered to current customers. The existing distribution channels and marketing media can be used, as the product is sold and serviced the same way and to much the same customer base as the existing AlarmForce product. The company's monopoly on this technology will allow it to earn monopoly rents, and complementary positioning will allow AlarmForce to maintain its cost leadership brand positioning.
Situation Analysis - AlarmForce has grown rapidly to become a leading player in home security in Canada. The company has adopted a price leadership strategy in order to build market share, and has been successful with this tactic. The market is growing, mainly due to the efforts of AlarmForce. There are a number of large competitors, mainly focused on the commercial market. These include ADT, Chubb and Honeywell but the there are also around 5000 small competitors in this highly-fragmented market. Each of these security firms has the financial strength to develop a competing device to AlarmFog. There currently is no market for a fogging security product in Canada, although...
AlarmForce has built its business as a low cost provider of security solutions, with simple and effective equipment. The basic equipment has been marketed for free as a loss leader, with the company earning profit on the monthly service contract. Matlin is considering a similar strategy for AlarmFog.
There are a few new potential customer groups for the AlarmFog product. One of these is for consumers in rural or cottage areas. In these areas, police response time is slower than in urban areas, so these consumers may need additional protection. In particular, cottage owners may have valuables in their cottages, but spend most of the year anywhere from 2-4 hours away from their cottages. Another new potential market is the commercial market, which currently constitutes only 17% of AlarmForce's business. This market often turns to higher-end solutions, and AlarmFog may be the type of innovative, high-end solution that AlarmForce needs to break into this market.
Marketing Strategy -- The product is AlarmFog. The key product decision is whether or not to proceed with marketing this product. The product has been refined by the research and development team at AlarmForce, but is a risky launch because the public is unfamiliar with the product and there remains some unresolved liability issues. However, if Matlin feels that this product is viable, he should pursue it.
Pricing is the biggest challenge with respect to AlarmFog. The device costs $600-700 to manufacture. Matlin is considering a price point of around $300, which would make the price a loss leader. This price point is congruent with the company's position as…
Honeywell Restructuring Risk Management at Honeywell As a large, multinational manufacturer and distributor of a variety of commercial and consumer products, Honeywell faces a large number of varying risks in its operations. Ranging from financial risks such as changing exchange rates combined with fixed-price future payments to risks more directly associated with operations such as employee liability and a variety of product flow interruptions, the variety and degree of risk exposure Honeywell
This is crucial because though the information and knowledge may well have been created or resolved within the organization, this does not in and of itself assure that such knowledge will remain there within or serve to benefit the organization's overall effectiveness. To this end, our research tells that "in today's world of business, companies need to understand the importance of effectively managing their knowledge. Years ago, employees would
Honeywell's organizational culture emphasizes attention to detail as part of the firm's commitment to excellence, growth, and consumer satisfaction. There are four pillars to Honeywell's organizational culture and the first and foremost is the one that focuses squarely on the employee's need to pay close attention to everything that he or she is expected to do. This includes having leaders who are able to adapt across cultures and be responsive
Thus to sum up, the Primus Epic, a modern integrated avionics system created by Honeywell, was along with the Bell/Augusta AB139 on which it was found fit, was then extended to the Primus Epic AW139 for helicopters. The unique feature is that the Primus Epic is a single package that performs a number of integrated functions and the mentionable feature is the display technology and the interactive navigation system. This
The following definitions may be helpful. Category 1 APUs are installed where in-flight auxiliary power operation is necessary. Category 1 APUs are usually required for essential APU installations. These APUs have been shown to meet all of the test and analysis requirements of the Minimum Performance Standard (MPS) of TSO C77b, Appendix 1. Category 2 APUs are installed where in-flight APU operation is not necessary (non-essential installations). Both Category 1 and Category
Jefferson's Principles and their Impact on Education Jefferson's radical beliefs in the inherent moral and developmental capacities of humans, and in their capacities to take part to participatory democracy, in turn reinforced his enduring commitment to an education that would be accessible to all. Jefferson was well aware that democracy could only work properly when the people were both virtuous and enlightened. From these notions that people were naturally virtuous but not