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Marketing Management

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Select TWO products which you have bought (or rented), ONE a High Involvement purchase, and ONE a Low Involvement purchase, in the following product categories:

HIGH INVOLVEMENT (select ONE from the following four categories):

A food good,
A travel-related service,
A medical service,
A personal grooming service.

LOW INVOLVEMENT (select ONE from the following four categories):

A household cleaning product,
An automobile-related product (but not an automobile itself),
A lightbulb,
A pen or pencil.

Explain why the first product you chose was a High Involvement purchase and why the second was a Low Involvement purchase.

Using the stages of the Purchase Decision Process in the model of consumer buying behavior, describe in detail the process you went through in buying each product.

Identify and discuss the differences between the way you went through the purchase decision processes for the two products.

Assume now that you are a marketer of both of the two products that you have discussed in the previous pages. Explain how you might use your understanding of the Model of Consumer Buying Behavior for the two products.
List all references cited in the body of the paper.

about 1,400 words, four references

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The response addresses the queries posted in 1434 words with references.

// This paper deals with answering why the two products are considered under high and low involvement purchases along with the stages involved in the consumer buying process. Also, the use of the model of buying behavior in the marketing of the two selected products is discussed//

It is significant to first analyze the meaning of the involvement level in the customers' buying behavior before categorizing and choosing the two products under high involvement and low involvement. The level of involvement actually measures the involvement of the buyer in buying the products based on personal, social and economical factors. When a buyer is inclined towards buying a particular product/service, he/she possesses a level of involvement in that product. The products, which are selected under the two categories of high involvement and low involvement, are personal grooming service and light-bulb.

The reason behind why the personal grooming service is a high involvement purchase is that the high involvement products are usually high priced products and are not the products/services that come under the basic need category, and the personal grooming service is also availed by paying a higher amount of price. It is also a service that is desired by those, who seek luxury in their everyday lives.

Personal grooming service is a service that involves a single time investment and it is a general notion that people pay a lot more attention to products that cost more on a single buying occasion. Therefore, we can say that availing the personal grooming service is a high involvement purchase (Reynolds, 2005).

On the other hand, buying a light-bulb is a low involvement purchase because: firstly, a low involvement product involves a lower cost and it is usually of day to day use. Secondly, the consumers do not put in much research and thinking before deciding upon the purchase of such products. A light-bulb is exactly the product that comes under the category of low involvement purchase, as it neither involves high amount of cost while purchasing it nor it requires the special attention and research on part of ...

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The response addresses the queries posted in 1434 words with references.

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Marketing Management: Discuss company's strategies

Case Campbell's IQ Meals

In 1990, Campbell Soup was the undisputed leader among U.S. soup manufacturers, with a market share of over 75 percent. Soup consumption, however leveling off, and top management was looking for opportunities for growth in related markets. Competitors such as ConAgra (Healthy Choice brand) and H. J. Heinz (Weight Watchers brand) were making sizeable sales and profit gains in their frozen foods lines, stressing their dietary benefits, and this seemed like a good place for Campbell to begin generating new product ideas. At the time, the U.S. public was becoming more interested in the relationship between diet and disease prevention. It seemed that, every day, health benefits were turning up in one food or another, causing fads such as oat bran to: sweep the country. Campbell's R&D department soon turned to investigating the diet disease relationship, focusing on foods that could be used to prevent illnesses such as diabetes or cardiovascular disease (including high blood pressure). Given that 58 million Americans have some form of cardiovascular disease, and another 16 million have diabetes, this focus seemed very reasonable. Soon enough, the rough idea had been generated: a line of foods with medical benefits. The rough idea now needed to be further developed.
The challenge was to develop a food line that not only played a role in the. prevention of these diseases, but also would be accepted and adopted by the U.S. population .Dr. R. David C. Macnair, Campbell's chief technical officer, built an advisory board consisting of leading nutrition, heart disease, and diabetes specialists, who would scientifically analyze the new products. Campbell's CEO at the time, David W. Johnson, was 100 percent behind the food-with-medical-benefits idea, saying that it had "explosive potential." Soon, he was attending the advisory board meetings as well. Mr. Johnson said, "Wouldn't you be dumbfounded by the opportunity to take a quantum leap and develop a product that could help improve the health and nutrition of the world?"
With the backing of the Campbell CEO, the project was underway, with a clear goal: to make the concept of healthy vitamin-and-mineral- rich meals a reality. The Campbell food technologists found this a challenging task-one of the early prototype fiber-enriched rolls "could have been marketed as a hockey puck," according to Macnair. By fall 1994, however, about 24 meals that passed early taste tests were ready for clinical trials to determine health benefits. Over 500 subjects ate the meals for 10 weeks, and most reported improvements in cholesterol, blood pressure, and blood sugar levels. None experienced side effects, and many reported they liked the taste. Meanwhile, Mr. Johnson created Campbell's Center for Nutrition and Wellness, based in the Camden, New Jersey, head office and employing 30 nutrition scientists and dietitians. Next came the market test. Campbell marketing staff selected the name "Intelligent Quisine" (or IQ Meals), and a blue box or can for packaging. The plan was for UPS drivers to deliver 21 meals (mostly frozen, a few in cans) each week to test subjects' doors. By January 1997, the product was being test marketed in Ohio, backed up with a print ad campaign and a 10 minute infomercial designed to stimulate toll-free calls to Campbell's information line. Campbell also hired part time pharmaceutical sales reps to pitch IQ Meals to doctors, and contacted leading hospitals such as the Cleveland Clinic to distribute IQ Meals and promotional material. Things were looking up!

1. What major macro environmental forces will impact the likelihood of success or failure for Campbell's IQ meals? List the forces and following each indicate how they will impact IQ (e.g. +, - and +/-) and its market success.

2. How should the voice of the customer enter into IQ meals' design and launch?

3. Conduct a SWOT analysis of Campbell in introducing IQ Meals. Under each area of your SWOT list no more than three (3) considerations (e.g 3 strengths, 3 weaknesses, etc.). What are the overall implications of your SWOT for the proposed product?

4. Evaluate Campell's strategy with IQ Meals. Do they have a marketing strategy? How could their strategy be strengthened?

5. What contemporary marketing tools seem particularly applicable to the launch and continued marketing behind IQ Meals? Pick two tools and very briefly outline their role and fit here.

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