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Marketing Research of Southern California Edison

Marketing Research of Southern California Edison

Discuss Marketing Research of Southern California Edison within the Marketing Research ( MR ) forums, part of the PUBLISH / UPLOAD PROJECT OR DOWNLOAD REFERENCE PROJECT category; Southern California Edison (or SCE Corp), the largest subsidiary of Edison International (NYSE: EIX), is the primary electricity supply company ...



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Marketing Research of Southern California Edison
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Netra Shetty
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Marketing Research of Southern California Edison - April 8th, 2011

Southern California Edison (or SCE Corp), the largest subsidiary of Edison International (NYSE: EIX), is the primary electricity supply company for much of Southern California, USA. It provides 11 million people with electricity. However, the Los Angeles Department of Water and Power, San Diego Gas & Electric, Imperial Irrigation District, and some smaller municipal utilities serve substantial portions of the southern California territory. The northern part of the state is generally served by the Pacific Gas & Electric Company of San Francisco.
Southern California Edison (SCE) still owns all of its electrical transmission facilities and equipment, but the deregulation of California's electricity market forced the company to sell many of its power plants, though some were probably sold by choice. In California, SCE retained only its hydroelectric plants, totaling about 1,200 MW, and its 75% share of the 2,150-MW San Onofre Nuclear Generating Station. The utility lost all of its natural gas-fired plants, which provided most of its electrical generation. The large, aging plants were bought by out-of-state companies such as Mirant and Reliant Energy, which allegedly used them to manipulate the California energy market. However, SCE still owns about half of the 1,580-MW coal-fired Mohave Generating Station in Laughlin, Nevada, which supplied electricity to California, Nevada, and Arizona. Mohave closed in December 2005, amid concerns regarding water rights and coal supplies.

he Cable TV industry relies on the following revenue flows:

Installation services,
Basic cable subscriptions,
Premium channel subscriptions

Periodically increased subscription rates as well as increases in advertising revenues will be the case in near future to boost revenues for the cable TV industry.

By number of subscribers, the U.S. cable television market is the second largest in the world, and cable penetration is high at approximately 68 percent of television households. According to Nielsen Media Research, there were approximately 68 million wired cable subscribers and 10,844 cable headends in the United States at the end of the 1990’s. The cable industry’s share of multi-channel video households has been declining slightly as a result of competition from other providers, especially direct broadcast satellites (DBS).

The top 20 multiple system operators (MSOs) serve approximately 90 percent of cable subscribers in the United States, indicating a high level of consolidation in the domestic cable industry. This allows operators to address declining levels of public funding and the challenges brought by newer competitors. In addition, operators can leverage the advantages of fiber optics, digital terrestrial compression, and transmission technologies to tap new consumer demands. In August 1999, the top five MSOs were AT&T, Time Warner Cable, Comcast, MediaOne, and TWE-Advance/Newhouse, as reported by Cablevision magazine. Other major MSOs include Cox Communications, Charter Communications, Adelphia Communications, Cablevision Systems, and Century Communications.

Every business organization needs to take the time to plan for the future. Indeed, successful planning should envision that future, and plan the strategy and tactics to make it a reality. It is important to identify the unique attributes and advantages of the firm’s offer to the marketplace, while developing a strategy to leverage the firm's strengths and opportunities. Strategic marketing planning process should be worked upon. Goals must be identified, and work on building a roadmap to reach them. Then at the end of the planning process, a comprehensive strategy will be formulated for growing the business, together with an implementation plan that will produce concrete results.
Market research is an integral part of the planning process. There are things that need to be done like the client satisfaction surveys, studying the competition, test brand recognition and then analyze market trends. In order to build future marketing programs and putting the company at a significant competitive edge, better information about an organization’s business environment should be established. The purpose of this paper is to tackle and understand deeply how consumers make purchase decisions in order to choose one appropriate target market. The “needs” and how these needs fit within the states of the consumer behavior model will be discussed and how the product/service target market and competition is being applied.
However, marketing is an energetic activity, and information has to be kept up to date and the need for deep and detailed research becomes vital (Chisnall, 2003). Part of the process of developing a Comprehensive Strategic Marketing Plan is audience and competition. An internal consensus should be achieved, which is a critical factor in the ultimate success of any carefully designed plan.

Target Audience and Competition

It is very important that the target audience will be determined first. In knowing the prospects and competition, it is important that the target audience will be identified. Competition on the other hand, provides understanding on who influences the market and the choices of the prospects (Ceonex, 2004). Moreover, information about the target audience should be familiarize, in order to understand it’s behavior, need’s and know-how to be able to market them better. By learning their needs and preferences, the marketing strategy and the target audience will be narrowed. It should be given importance that there is always something to learn in the success and failures of the competitor. Knowing and understanding the target audience will determine why the competition has succeeded or failed. It is necessary to determine the decision making process that consumers go through as they make a purchase in different buying stations and the diversity of customer needs. The determinants (psychological, sociologic and economic) that affect the consumption and customer behaviors must be clearly defined.

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