Ltd. ~ at fifty years, M/s. Tufleather has been ing her to companies, which make leather shoe, Pe ic) ttt 1991 comer, tne coe wring the Shoe ene industry, Primatily because tia Goveemmast y tant Pe ie a ene Particularly to firms that were export orienta Wits Precline et fiver 4 isa factory with R & D facilites in amil Nadu. Tn 1993, D department devel which ree had properties of shoe material Smee ated eg aan, Te COmpany also set up a sub unit produce shoes with thi material and conducted test marketing toa riteed luge the initial respons ited positive consumer response, al Tesponse. The pilot study i “Tufcom Shoes” he business of manufacturing and lated products, In the 'Y was contemplating ales persons turing companies by @ nationwide advertising yy for the Tufcom material, company developed a premium pricing strates bejconstimer perceptual process - the belief that high price is an indicator of felt that Tufcom offered quality that was superior to leather in terms of id ease of care. After adopting a skimming pricing strategy, the company sider penetrating the lower priced shoe market segment. While the first Taunch of Tufcom shoes showed positive results, sales began to fall that. Feedback from their sales team indicated that high price buyers did tivated by the factors emphasised by Tufleather, namely durability and ease of , some complaints were received from buyers of Tufcom shoes that they s unusually warm. do you think the company went wrong in analysing consumer shoe behavior? Solution ; went wrong when the company developed a premium pricing strategy for M material. Consumers felt that Tufcom was offering quality that was superior After adopting « skimming pricing to penetrate the lower priced shoe ‘ause as it was previously approaching high changed when low pricing through durability and ease of care which was chang: p 85 ease of care, Since sh again indicated low quality, durability anc fe x ue af ae 78 did not find it easy to care and unusually warm, the sales degbe [BBA Third Semester (Marketing Manageine ) Do you think the company should identify a new buyer mark lower priced shoe market segment? One Possible Solution No, the company should not find new customer Case Study 2: More About Kodak ‘The Exstman Kodak Co, is best own fort ubiguitous yellow flm pockages. However, even, when fim photography was, dominant, Kodak generated substantial Tevemaes from yt product ines. [Now, withthe shift to digital imaging, these product ines are eral to the firm's pan 4 ‘only solidity its ftare vey bat albo regain ts car WorldWide reputation. Esstnun Kot ‘Product mix includes an array of product lines focused on four areas; “AY” Digital and film imaging. not just for amateurs, but also for professionals ang ‘cinematographers; +2) Health imaging, especially products for the medical and dental fields 3) Graphic communications, spanning an aray of printing and scanning applications; ang 4) Displays and components, concentrating on leading-edge display devices, In 2003, Eastman Kodak decided to emphasise non-photographic areas in the future, it ‘wants to be a major player in the market for printers, from inexpensive inkjet mod fop consumers to very expensive digital machines for large organisations. These product spaces are already crowded with consumers able 10 choose among. various’ brands including Epson, Canon, and Hewlett-Packard, and business buyers having multiple ‘options such as Xerox and HP. Eastman Kodak is acquiring firms that will allow itto bea ‘more formidable competitor in the high-end digital printer market. ‘¢ ‘Eastman Kodak has other successful lines that do Sh public exposure. For ‘example, the year after X-ray technology was i began selling a type of it . Now Eastman Kodak ita evel Bt ale ht cong, in 7 ih di fare by ant that has a hist, nt ra TE a ee te ne kf pods ea on be ik onc as a te fl = rae aig tc oe seo nan consumer, ree Rg a ee Fs ait Kelogy sowees wee home, { 2 ot yg, ie conse se te beac a 2 oY nd we mad hee ie ard