Product & pricing (marketing management) Case Study

harvest-festival & pricing ( foodstuffing management) - Case Study ExampleTiVo managements, now spearheading a brand bracing sector of entertainment industry, did a lot on market development which involves marketing existing products, in this case serve wells in new markets. In some degree product development was utilise but on a limited scale. Perhaps a lot of work on investigate and development made both market development and variegation attainable. overly in the area of diversification of TiVo services, there were a few brand names to take care of contrasting sets of customers which new market strategy of Ansoffs growth model seeks to explain. More so, 0.04% penetration rate is abysmally low largely overdue to lack of awareness on the part of customers. A very good indicator, current quarterly subscribers of 14,000, postulate to be sustained while means are to be devised through appropriate marketing conduct to increase this number in the near future.Concerning product life cycle, one is of the belief that TiVo is still in its introduction stage - infancy probably heading to growth stage. A period of one yr or thereabout cannot be safely considered to be in full growth or matureness or have dominating influence on the market. The net loss increasing progressively as shown on exhibit 3 tends to suggest that management must remodel and refocus its strategies in rove to remain profitable. Frankly speaking, since the project is still in introduction stage, it will make economic hotshot if they could focus on TiVos long-term prospects. Market AttractivenessAs said earlier, TiVo has a cutting-edge engineering that can impact greatly the entertainment industry if professional inputs are sought on close policy decisions. The market is really vast but the problems TiVo has include inability to relay what it can liberty chit the public and tendency for the very marketers (including columnist) hired to promote the services end up confusing and dispellin g customers. Also the model adopted by the co-founders and management are imperfect, this reflects in pricing policy, branding and marketing techniques.TiVo is highly innovative by featuring qualities like pause, fast-forward, rewind, play and record. Conventional TV can not boost of these qualities permit alone enter in basic, medium, high and best modes. Important point about this innovative specialisation is that for TiVo to sell there is need to reach out to customers and let them understand TiVos value proposition. New Product Development ProcessNew product development process seems to be lacking or non-existent diversification, an organic component of Ansoffs Growth Matrix requires that products or services be branded (segmented) to satisfy different customers. Differentiating TiVos service from recording with different prices is one but inadequate service segmentation. Management should think of bundling different services into TiVo like gaming. A close study of customers preferences for programmes can be another big clue. soft touch PositioningFurthermore, TiVo branding has a huge price differential between the two main recording services defeating the whole essence of branding. Charging $499 for a non-white box for a 14-hour recording and $999 for the same black box and 30 hours of recording is disproportionately high. To make TiVo more attractive, more brands need to be created possibly to keep competitors at bay even when partnering with