edf40wrjww2CF_PaperMaster:Desc
Problem statement
POOR LEADERSHIP
Entered International markets before defining US market.
No marketing plan for the International markets.
EUROPEAN OPERATIONS RAN BY AN INEXPERIENCED MANAGER.
Mr. Masson was a friend of a Kenics' director, and Masson had no experience in this field, only in the food chemical field. Mr. Masson was given a 3 day tour, where he was exposed to the mixer and was told to open the European branch as he saw fit.
MINIMAL UNDERSTANDING OF THE EUROPEAN MARKET.
No research about the European Markets was done to explore what the demand was or how the many cultures and languages would effect how they should operate the branch in Europe. No defined target market.
NO MARKETING PLAN FOR EUROPE.
Mr. Masson did not use the known differences in buying behaviors among the European countries. No plan on how to market to the different industries in Europe.
POOR SALES ORGANIZATION.
Only advertising going on in Europe is a direct mailing program.
Sales agents had to invest their own time and money, and get their own publicity materials.
LACK OF TRAINING FOR EUROPEAN EMPLOYEES.
European branch had to communicate in 7 languages and deal with many different cultures.
No training on the products or different markets in Europe.
PRICING PROBLEMS IN EUROPE.
No plan to lower or get rid of some of the extra charges and fees.
No promotions or discounts to help lower the price.
POOR DECISION TO INTRODUCE THE SUPER NOZZLE IN EUROPE.
Many different sizes of nozzles needed in Europe.
Going ahead with introduction, but still no plan to fix fitting problems or no real strategy for the super nozzle as far as sal ...