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Marketing Research of Stewart-Warner
Marketing Research of Stewart-Warner - April 8th, 2011
Stewart-Warner is a US manufacturer of vehicle instruments, a.k.a. gauges. The company was founded as Stewart & Clark Company in 1905 by John K. Stewart. Their speedometers were used in the Ford Model T. In 1912 John Stewart joined with Edgar Bassick to make vehicle instruments and horns. Bassick owned Alemite Co and Stewart had bought the Warner Instrument Company, thus the name was changed to Stewart-Warner Corporation. The company started in Chicago and built a manufacturing plant on Diversey Parkway. The building kept expanding and finally covered one-million square feet (93,000 m²) and six floors. They also made radios and refrigerators, and produced the ubiquitous "zerk" grease fitting, named after its inventor, associated with the company. In the last years of the company's Chicago factory, it owned a number of aging six-spindle Brown & Sharpe and New Britain screw machines.
They also made heat exchangers starting in the 1940s under the "South Wind Division", but since then it became independent of its parent. They still use the Stewart-Warner name, and the web site is hyphenated: http://www.stewart-warner.com/
In the 1980s the company was bought by BTR plc who in the early 1990s decided to relocate to Juarez, Mexico and Stewart-Warner was taken over by another management team. In early 1998 Stewart-Warner was bought by Datcon Instrument Company (later renamed to Maxima Technologies), but kept the Stewart-Warner brand.
In order to decide effectively in marketing the company to the Chinese market, the principle of the marketing mix is considered. Since marketing mix consists of controllable variable that is frequently adjusted to meet the changing needs of the customers and clients in the banking industry and other dynamics of the marketing environment (McCarthy, 2004).
With regards to the marketing plan, the marketing mix composes of both the short and the long term approaches makes for a more profitable marketing mix and strategy. These strategies aims on building brand awareness and give sales revenue a gradual and permanent boos and it also create immediate revenue boost by giving customers an incentive to purchase (Kyle, 2004).
The market for children's wear includes the following segments: girl’s wear including clothes for girls up to the age of 12, oy’s wear including clothes for boys up to the age of 12, and baby wear including clothes for babies up to the age of 3.
The market in Germany for children’s wear decreased by 0.5% in 2005 to a total of EUR5.6 billion. Over the last five years , sales decreased by 5.6% in value terms. The market has been negatively affected by a declining birthrate and the continuing economic stagnation in Germany. The children’s wear industry in Germany is fragmented; many companies are small and medium-sized family-run businesses, mostly established as limited liability companies, which occupy most of the market. Price wars from discounters’ cheap private labels are damaging the traditional, quality-driven German children’s wear industry. The global abolition of all textile quotas in 2005 put the German textile industry on red alert. By mid-2005 the feared devastating impact had not happened, as China, reacting to U.S. pressure, implemented a voluntary export quota. While this measure helped to avoid the anticipated uncontrolled flooding of foreign markets with cheap goods, the number of German manufacturers in the textile industry has declined to less than 900 in 2003.
According to the American Express OPEN and Search Engine Marketing Professional Organization (SEMPO) “Small Business Search Marketing Survey”, US small businesses recognize word-of-mouth as the top way their customers find them, followed by the internet and search engines.
The reliance on word-of-mouth—likely along with the low cost in dollars of participating—has led small businesses to make social media their No. 2 online marketing effort, after company websites.
As of March 2011, 44% of respondents to the survey used social media for marketing, vs. 28% who used SEO and 21% who used paid search. Looking ahead, more small businesses planned to add social media marketing this year than either search tactic.
Other research supports the finding that small businesses have made social a top priority. A February 2011 MerchantCircle survey found over 70% of US local small businesses used Facebook for marketing, while only about two-thirds used Google and one-third used Bing.
While 57.2% of small business respondents told Ad-ology that social media was at least somewhat useful at generating leads, the MerchantCircle survey found local small businesses were more likely to say search engine marketing was an effective channel than social networks, at 40.2% vs. 36.7%.
Social may have an easier learning curve and require less direct spending by small businesses that are less experienced with online marketing—and the “must-do” factor helps as well—but time-tested online marketing methods like search should not be ignored. Search, in particular, unquestionably helps businesses get found by consumers right when they’re looking to buy.
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