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Marketing Research of Comodo

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Marketing Research of Comodo
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Netra Shetty
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Marketing Research of Comodo - April 1st, 2011

Comodo is a privately held group of companies offering computer software and SSL certificate products, based in the United Kingdom, wider base in the United States, Jersey City, New Jersey and Salt Lake City, Utah. Comodo CEO, Melih Abdulhayoğlu, founded Comodo in 1998, based on his experience at University of Bradford.[1]

Stobo Castle is among the top health spas in Scotland. It is located near Peebles in Scotland. The spa boasts its wide array of treatments and services as well as its state of the art facilities such as sauna, samarium, flotarium, swimming pool, whirlpool, gyms.

Stobo Castle traces its history to 1805. It was built by Sir James Montgomery and his family. The family resided at the castle for 100 years. In 1978, after being abandoned for many years, the castle was renovated and opened as a health spa. The spa has been successful in attracting the high-end market. In the course of 29 years in the business, the spa was constantly developed and redesigned in order to improve the services and amenities. The baronial country house that combines the latest health and beauty therapies has been attracting many visitors for almost three decades.



Because of the spa’s success and the increase in demand by both day and residential guests, the spa has embarked on an expansion program that aimed to improve the facilities and services of the health spa. The expansion program included the creation of a new Spa complex with 25 meter swimming pool, thalasotherapy spa, aromatic steam room, aerobics studio, state of the art gym, heated mosaic relaxation couches and new treatment rooms. The existing treatment rooms and pool area will then be transformed into additional bedrooms. It is envisaged that an extra 30 to 40 staff will be employed as the expansion will enable Stobo to welcome a further 20 residential guests.



The spa has 29 bedrooms that can accommodate a total of 59 guests. The spa emanates a feeling of privacy, tranquility and elegance that attract guests. The rooms are elaborately designed. Each room radiates elegance and rich history, something that attracts guests. The spa boasts its deluxe accommodation. As many women come with friends or relatives, most rooms have twin bed. Groups whether friends, family or business colleagues can be accommodated at the Park Lodge, a newly converted cottage in the castle grounds with luxury accommodation for up to 12 gusts with a private sitting room and garden.


Diversification strategies are used to expand firms' operations by adding markets, products, services, or stages of production to the existing business. The purpose of diversification is to allow the company to enter lines of business that are different from current operations. When the new venture is strategically related to the existing lines of business, it is called concentric diversification. Conglomerate diversification occurs when there is no common thread of strategic fit or relationship between the new and old lines of business; the new and old businesses are unrelated.

DIVERSIFICATION IN THE CONTEXT
OF GROWTH STRATEGIES

Diversification is a form of growth strategy. Growth strategies involve a significant increase in performance objectives (usually sales or market share) beyond past levels of performance. Many organizations pursue one or more types of growth strategies. One of the primary reasons is the view held by many investors and executives that "bigger is better." Growth in sales is often used as a measure of performance. Even if profits remain stable or decline, an increase in sales satisfies many people. The assumption is often made that if sales increase, profits will eventually follow.

Rewards for managers are usually greater when a firm is pursuing a growth strategy. Managers are often paid a commission based on sales. The higher the sales level, the larger the compensation received. Recognition and power also accrue to managers of growing companies. They are more frequently invited to speak to professional groups and are more often interviewed and written about by the press than are managers of companies with greater rates of return but slower rates of growth. Thus, growth companies also become better known and may be better able, to attract quality managers.

Growth may also improve the effectiveness of the organization. Larger companies have a number of advantages over smaller firms operating in more limited markets.

Large size or large market share can lead to economies of scale. Marketing or production synergies may result from more efficient use of sales calls, reduced travel time, reduced changeover time, and longer production runs.
Learning and experience curve effects may produce lower costs as the firm gains experience in producing and distributing its product or service. Experience and large size may also lead to improved layout, gains in labor efficiency, redesign of products or production processes, or larger and more qualified staff departments (e.g., marketing research or research and development).
Lower average unit costs may result from a firm's ability to spread administrative expenses and other overhead costs over a larger unit volume. The more capital intensive a business is, the more important its ability to spread costs across a large volume becomes.
Improved linkages with other stages of production can also result from large size. Better links with suppliers may be attained through large orders, which may produce lower costs (quantity discounts), improved delivery, or custom-made products that would be unaffordable for smaller operations. Links with distribution channels may lower costs by better location of warehouses, more efficient advertising, and shipping efficiencies. The size of the organization relative to its customers or suppliers influences its bargaining power and its ability to influence price and services provided.
Sharing of information between units of a large firm allows knowledge gained in one business unit to be applied to problems being experienced in another unit. Especially for companies relying heavily on technology, the reduction of R&D costs and the time needed to develop new technology may give larger firms an advantage over smaller, more specialized firms. The more similar the activities are among units, the easier the transfer of information becomes.
Taking advantage of geographic differences is possible for large firms. Especially for multinational firms, differences in wage rates, taxes, energy costs, shipping and freight charges, and trade restrictions influence the costs of business. A large firm can sometimes lower its cost of business by placing multiple plants in locations providing the lowest cost. Smaller firms with only one location must operate within the strengths and weaknesses of its single location.
CONCENTRIC DIVERSIFICATION

Concentric diversification occurs when a firm adds related products or markets. The goal of such diversification is to achieve strategic fit. Strategic fit allows an organization to achieve synergy. In essence, synergy is the ability of two or more parts of an organization to achieve greater total effectiveness together than would be experienced if the efforts of the independent parts were summed. Synergy may be achieved by combining firms with complementary marketing, financial, operating, or management efforts. Breweries have been able to achieve marketing synergy through national advertising and distribution. By combining a number of regional breweries into a national network, beer producers have been able to produce and sell more beer than had independent regional breweries.

Financial synergy may be obtained by combining a firm with strong financial resources but limited growth opportunities with a company having great market potential but weak financial resources. For example, debt-ridden companies may seek to acquire firms that are relatively debt-free to increase the lever-aged firm's borrowing capacity. Similarly, firms sometimes attempt to stabilize earnings by diversifying into businesses with different seasonal or cyclical sales patterns.
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Re: Marketing Research of Comodo
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Jitendra Mazee
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Re: Marketing Research of Comodo - July 30th, 2016

Quote:
Originally Posted by netrashetty View Post
Comodo is a privately held group of companies offering computer software and SSL certificate products, based in the United Kingdom, wider base in the United States, Jersey City, New Jersey and Salt Lake City, Utah. Comodo CEO, Melih Abdulhayoğlu, founded Comodo in 1998, based on his experience at University of Bradford.[1]

Stobo Castle is among the top health spas in Scotland. It is located near Peebles in Scotland. The spa boasts its wide array of treatments and services as well as its state of the art facilities such as sauna, samarium, flotarium, swimming pool, whirlpool, gyms.

Stobo Castle traces its history to 1805. It was built by Sir James Montgomery and his family. The family resided at the castle for 100 years. In 1978, after being abandoned for many years, the castle was renovated and opened as a health spa. The spa has been successful in attracting the high-end market. In the course of 29 years in the business, the spa was constantly developed and redesigned in order to improve the services and amenities. The baronial country house that combines the latest health and beauty therapies has been attracting many visitors for almost three decades.



Because of the spa’s success and the increase in demand by both day and residential guests, the spa has embarked on an expansion program that aimed to improve the facilities and services of the health spa. The expansion program included the creation of a new Spa complex with 25 meter swimming pool, thalasotherapy spa, aromatic steam room, aerobics studio, state of the art gym, heated mosaic relaxation couches and new treatment rooms. The existing treatment rooms and pool area will then be transformed into additional bedrooms. It is envisaged that an extra 30 to 40 staff will be employed as the expansion will enable Stobo to welcome a further 20 residential guests.



The spa has 29 bedrooms that can accommodate a total of 59 guests. The spa emanates a feeling of privacy, tranquility and elegance that attract guests. The rooms are elaborately designed. Each room radiates elegance and rich history, something that attracts guests. The spa boasts its deluxe accommodation. As many women come with friends or relatives, most rooms have twin bed. Groups whether friends, family or business colleagues can be accommodated at the Park Lodge, a newly converted cottage in the castle grounds with luxury accommodation for up to 12 gusts with a private sitting room and garden.


Diversification strategies are used to expand firms' operations by adding markets, products, services, or stages of production to the existing business. The purpose of diversification is to allow the company to enter lines of business that are different from current operations. When the new venture is strategically related to the existing lines of business, it is called concentric diversification. Conglomerate diversification occurs when there is no common thread of strategic fit or relationship between the new and old lines of business; the new and old businesses are unrelated.

DIVERSIFICATION IN THE CONTEXT
OF GROWTH STRATEGIES

Diversification is a form of growth strategy. Growth strategies involve a significant increase in performance objectives (usually sales or market share) beyond past levels of performance. Many organizations pursue one or more types of growth strategies. One of the primary reasons is the view held by many investors and executives that "bigger is better." Growth in sales is often used as a measure of performance. Even if profits remain stable or decline, an increase in sales satisfies many people. The assumption is often made that if sales increase, profits will eventually follow.

Rewards for managers are usually greater when a firm is pursuing a growth strategy. Managers are often paid a commission based on sales. The higher the sales level, the larger the compensation received. Recognition and power also accrue to managers of growing companies. They are more frequently invited to speak to professional groups and are more often interviewed and written about by the press than are managers of companies with greater rates of return but slower rates of growth. Thus, growth companies also become better known and may be better able, to attract quality managers.

Growth may also improve the effectiveness of the organization. Larger companies have a number of advantages over smaller firms operating in more limited markets.

Large size or large market share can lead to economies of scale. Marketing or production synergies may result from more efficient use of sales calls, reduced travel time, reduced changeover time, and longer production runs.
Learning and experience curve effects may produce lower costs as the firm gains experience in producing and distributing its product or service. Experience and large size may also lead to improved layout, gains in labor efficiency, redesign of products or production processes, or larger and more qualified staff departments (e.g., marketing research or research and development).
Lower average unit costs may result from a firm's ability to spread administrative expenses and other overhead costs over a larger unit volume. The more capital intensive a business is, the more important its ability to spread costs across a large volume becomes.
Improved linkages with other stages of production can also result from large size. Better links with suppliers may be attained through large orders, which may produce lower costs (quantity discounts), improved delivery, or custom-made products that would be unaffordable for smaller operations. Links with distribution channels may lower costs by better location of warehouses, more efficient advertising, and shipping efficiencies. The size of the organization relative to its customers or suppliers influences its bargaining power and its ability to influence price and services provided.
Sharing of information between units of a large firm allows knowledge gained in one business unit to be applied to problems being experienced in another unit. Especially for companies relying heavily on technology, the reduction of R&D costs and the time needed to develop new technology may give larger firms an advantage over smaller, more specialized firms. The more similar the activities are among units, the easier the transfer of information becomes.
Taking advantage of geographic differences is possible for large firms. Especially for multinational firms, differences in wage rates, taxes, energy costs, shipping and freight charges, and trade restrictions influence the costs of business. A large firm can sometimes lower its cost of business by placing multiple plants in locations providing the lowest cost. Smaller firms with only one location must operate within the strengths and weaknesses of its single location.
CONCENTRIC DIVERSIFICATION

Concentric diversification occurs when a firm adds related products or markets. The goal of such diversification is to achieve strategic fit. Strategic fit allows an organization to achieve synergy. In essence, synergy is the ability of two or more parts of an organization to achieve greater total effectiveness together than would be experienced if the efforts of the independent parts were summed. Synergy may be achieved by combining firms with complementary marketing, financial, operating, or management efforts. Breweries have been able to achieve marketing synergy through national advertising and distribution. By combining a number of regional breweries into a national network, beer producers have been able to produce and sell more beer than had independent regional breweries.

Financial synergy may be obtained by combining a firm with strong financial resources but limited growth opportunities with a company having great market potential but weak financial resources. For example, debt-ridden companies may seek to acquire firms that are relatively debt-free to increase the lever-aged firm's borrowing capacity. Similarly, firms sometimes attempt to stabilize earnings by diversifying into businesses with different seasonal or cyclical sales patterns.
Well netra, i am really glad to see that people like you are sharing such an important information on Comodo and helping people in their projects and research works. BTW, i am also going to upload a document which would give more useful information on Comodo.
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