Not the least of these is the ability for Kimberly-Clark to provide interactive experiences with newer products, packaging designs, and other innovative elements before any shipments are made or orders are even placed (Kimberly-Clark 2011a). This makes merchandising and layout experimentation far less costly (virtually free, after the initial cost of the technology and its development) and far more efficient for Kimberly-Clark and its retailers (McGee 2007; Kimberly-Clark 2011a). Retailers also derive other benefits from this technology, namely the ability to better predict what will happen not only with specific product and design innovations but also to experience what more general changes and ongoing developments will mean for the long-term merchandising strategies and their impacts (Kimberly-Clark 2011a). That is, not only will retailers be able to experience specific new product lines and displays before ordering any product, but through ongoing experimentation they will be able to develop more efficient and effective merchandising strategies in order to sell a greater diversity of products (Kimberly-Clark 2011a). Through these efforts, Kimberly-Clark has gained a definite advantage over its competitors as it is currently the only major manufacturer of its class of consumer goods able to offer such technology to retailers (McGee...
Customers get only the information which is suited to them, without any doubling from other HP product teams. (Consistent, Relevant Customer Communications from Various Product Teams. Clients: Case Studies) After employing one-to-one marketing, HP saw instant surge in revenue, and superb cost savings. In case of house lists, HP achieved annual sales in excess of $300 million as also approximately $3.6 million yearly in total marketing cost savings. An experiment
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