SVT reaches the milestone of 100,000 vehicles produced.
The SVT Cobra rocks the enthusiast world with the performance of its Eaton supercharged DOHC 4.6-liter "Terminator" V-8. It also features a 6-speed gearbox, redesigned front and rear fascias, new "heat-extraction" hood, special rocker moldings and side scoops, and several new interior appointments. To help celebrate its 10-year Anniversary, SVT offers a 10th Anniversary Special Edition package on the Cobra Coupe or Convertible, with production limited to a total of 2,003 units. Lightning is certified as the "World's Fastest Production Pickup Truck" by Guinness World Records, Ltd., clocking a top speed of 147 miles per hour on a test track. A practical 5-door version and a special 3-door European Appearance Package is added to the SVT Focus model lineup.
2004 Ford SVT Mustang Cobra Mystichrome
On the heels of the best-selling Mustang Cobra of all time (SVT produced more than 13,000 Cobras for the '03 model year), Cobra adds two new exterior paint colors, plus a limited-edition (1,010-unit run) Mystichrome Appearance Package. With an all-new Mustang due at a new facility for 2005, the storied Dearborn Assembly Plant -- home to the Mustang for 40 years -- is closed down. With an all-new F-150 waiting in the wings, the SVT Lightning also entered its final year of production as the best-selling and longest-running sport truck nameplate of all time. With a revamped Ford us moving to a new assembly facility, the SVT Focus closed out its critically acclaimed production run ay making the full-featured European Appearance Package available in both 3- and 5-door configurations. With all three of its 2004 products on revised platforms and in new assembly plants for '05, SVT ended 2004 with nearly 145,000 sales over 12 years of production. (Ford Motor Company 2008)
Potential future marketing strategy (or strategies) for Ford. Brodesser Akner (2008) relates one future marketing strategy Ford has begun to implement, which will also likely serve as an example for potential future marketing strategies Ford will likely utilize. "During the first incarnation of the "Knight Rider" TV series in the 1980s, one of the two lead characters was a Pontiac Trans Am that talked," Brodesser Akner (2008) reports. The KITT the car for a two-hour NBC movie special, albeit, a symbol on Ford's current and future marketing strategy: a Ford Mustang Shelby GT500. Ben Silverman, co-chairman of NBC Entertainment, notes that because Ford agreed to an "enormous' advertising commitment to the project. Silverman and Ford officials declined to offer a specific figure" (Brodesser Akner 2008), it beat out GM for the TV movie. In addition to Ford placing the Mustang GT in the movie, Ford Motor vehicles will also "star" in the "Knight Rider" movie and Ford will sponsor commercials during the broadcast. Featuring its company's products in movies and TV shows, a common practice today, appears to be the market strategy for the future. Another potential future marketing ploy for Ford's products will likely be featuring them in video games. In making commitments to Ford, Mary Lou Quesnell, director of branding for Ford, Lincoln and Mercury stresses that as Ford makes commitments to employees and customers it is 100% sure it possesses and promotes the right goods. Ford also ensures customers the company is true to their brand and representing their customers" (Krisher 2006). One prominent commitment Ford states the company currently...
The applications will be similar to the sales community, which will be able to get contact information from the potential customers and partners they meet during professional trips. Finally, to the medical community, the Smart Contact Chip will be presented as a possibility to store vital information in regard to the future patient's medical history, blood type or donor options. Influences on the purchase The decision to finalize the purchase will
New product development is pivotal and vital for the success of any business and organization. By developing and unveiling new products, a company is able to generate new prospects and reach markets. One particular important aspect that is deemed important in achieving successful product development is attaining innovative feedback and participation from consumers and markets, as they provide a concrete basis (Zemlickiene and Maditinos, 2012). Despite the fact that new
Product Life Cycle The product category chosen for the purpose of discussion in this paper is the domestic airline industry in the United States, which is in the mature stage of its product life cycle. The fact that the domestic airline industry in the U.S. is in the maturity stage is evident when the category is traced through the various stages of the product life cycle: "...the Product Life Cycle (PLC)
Creating Competitive Advantages Through New Product Development Creating Competitive Advantages Through New Product Development The transformation of many diverse forms of customer, supplier, internal development, and research & development (R&D) insights into a consistent and productive platform for product development is key to long-term competitive growth. The reliance on advanced frameworks for organizing these diverse sources of innovation into taxonomies that can eventually be used to fuel new products is often called the
The Power Frappuccino was however not introduced directly in all markets, but was first of all tested in different representative markets for a reaction from the customers. We can see from this example that the two main sources for new product ideas worked closely together before this product was introduced. Another product that was tested during the late 1990s was the Chai Tea Latte, combining black tea, exotic spices, honey
" (Briggs, 2005) The following figure labeled Figure 2 illustrates the "Brand-Crossroads Decision Points" Brand-Crossroads Decision Points Source: Briggs (2005) At this point the questions asked are those of: Does the new product fit under the brand's current umbrella? If yes, how does this product enhance the brand? If not, is it possible to broaden the umbrella? If not, is the opportunity great enough to justify the expense of creating a new brand for this product? (Briggs, 2005) According
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