Dyson Case Study

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INTRODUCTION The consumer, buyer, distribution channel, and sales analysis support developing a vacuum with the new battery technology. Regardless, in order to market the new technology effectively, Dyson should perform market segmenting, targeting, and positioning. By strategically marketing the new product in this way, the organization will position itself to efficiently use its resource and attract consumers with adjacent needs. This, in turn, will ensure Dyson continues to capture a significant share of the household vacuum market.
SEGMENTATION
Effective market segmentation—grouping consumers with similar product preferences and buying behavior—provides organizations with significant competitive advantage (Kotler & Keller, 2011). For instance, organizations who practice market segmentation focus resources on the needs and resources of a homogenous consumer segment. In order to segment the market, organizations perform qualitative research, quantitative surveys, and extensive data analysis (Venter, Wright, & Dibb, 2015). The common variables measured in segmentation are consumer product
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Target marketing involves advertising a product to a specific consumer group (or groups) that are more likely to purchase the product (Crelin, 2013). Then, the firm communicates to the target audience in a manner that will appeal to the audience’s needs (Crelin, 2013). The target marketing process is similar to segmentation. First, the organization analyzes consumer data to determine who is most likely to purchase their product (Cohn, 2015). Then, after confirming that the target group satisfies the organization’s needs, the organization caters its product offering and advertising to appeal to the target group (Cohn, 2015). When done effectively, target marketing establishes a marketing campaign that aligns with the organization’s goals and provides competitive

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