K.
It is obvious that Kimura K.K. would rather buy cheaper products that
are not as good as Pramtex products are. Given the circumstances, Pramtex
cannot win this account with these prices. Pramtex was the favorite
supplier for Kimura K.K. and the company tried to allow Pramtex to do
whatever they can to please Kimura K.K.
It seems that Kimura K.K. have practically made their mind about this
matter. The only thing that Pramtex can do in order to determine Kimura
K.K. to buy the Spartacus machines is to significantly lower the prices.
Another issue that must be taken into consideration by Pramtex when
developing business relationships in the future is represented by the fact
that Pramtex was not able to create customer loyalty. With the advantages
that Pramtex presents and the relationship that the company has with Kimura
K.K., it is unacceptable that Pramtex did not manage to become the first
choice for Kimura K.K.
It seems that Pramtex was unable to develop a suitable product
strategy that would work best for Kimura K.K. Any product strategy is
consisted of engineering issues, production and distribution activities
(Crow, 2001). Also, through the product strategy, the company must evaluate
the expectations that customers might have regarding the purchased
products. The company must also anticipate and analyze any possible actions
that its competitors might take in order to counteract them and not to lose
ground in the favor of other competitors (Kivisaari, 2004).
From these points of view, the product strategy that Pramtex applied
in the case of Spartacus machines and Kimura K.K. was incomplete and was
not suitable in this...
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