As we seen in the First Dyson Business Report, Dyson is already exporting its product successfully in 49 countries with an increased turnover of 23% within the last year. These high results are due to the international expansion and multi-million-pound investment in research and development. Dyson is present in Japan and plans to expand in China and in India. As we all know, the Asian sector is now very attractive and it could be also interesting to see which country should be the most appropriate to expand Dyson after Japan. As Dyson is the leader in some of the richest countries, the company have a strong financial basis that contributes to their success through innovation and expansion.
According to the Organization's resources and Capabilities, Stakeholders are in favour for the company development. Mr Dyson took 15 years and 5127 prototypes to elaborate the vacuum and 3 years for the airblade. Innovation is a long and expensive process where failure is the motor of creativity. Innovation at first has to be silly, unthinkable, naughty and dangerous to then learn about failures. Dyson strategy is to use technology to create the best useful and design product, that people will buy.
[...] Promote a strong brand image onto the South Korean market. Indeed, Dyson's values are based on quality, high technology and ecological product. Second of all, who is their target? As we have seen in the previous part, Business owner, designers and architects, are Dyson's targets. Finally, what about the budget? I believe that 8 and 12% of total revenue should be invested in communication. In order to achieve those goals, Dyson should focus on three Promoting tools: • Trade shows. [...]
[...] Dyson market entry in South Korea Table of contents I. Environment Analysis 3 I.1. SWOT Analysis 4 II. Marketing entry 5 II.1. Marketing Objectives 5 II.2. Marketing Strategy 5 II.2.a. Segmentation 5 II.2.b. Targeting 6 II.2.c. Positioning 7 II.3. Marketing Mix 7 II.3.a. Product 7 II.3.b. Price 8 II.3.c. Place 8 II.3.d. Promotion 9 III. Marketing Implementation 10 I. Environment analysis As we seen in the First Dyson Business Report, Dyson is already exporting its product successfully in 49 countries with an increased turnover of 23% within the last year. [...]
[...] So they see a benefit in this purchase. For some of these institutions (hospital, school, sports arenas and gyms), the hygiene could also be a benefit as bacteria are not welcomed. • Behavioural Measures that are the information observable on customers' actions. In this variable we have to take in consideration the usage rate, the buying status, and quantities. For all the targets that we talked about previously, these characteristics are quite similar. Indeed, a lot of people will use Dyson product as sanitary are use many times by many people. [...]
[...] Technology and quality are the main factors that justify a high price, as it could be considered as a luxurious product. II.3.c. Place The place is the organisation to make available the product. As Dyson already has a factory in Malaysia, we will just export our product until South Korea. Exportation will not as increase the cost as if we had to open a new factory. We will export our product to a retailer based on sanitary products. Then they will distribute the products all around the country. [...]
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