Business Operations Management

Paper Summary:

This paper discusses the advantages and disadvantages of process and product types seen in business operations management, and provides a brief explanation of where on the product life cycle each one fits. The paper highlights the importance of consumers with developing or changeable brand images. This often translates into pursuit of the young, in hopes of securing a long-term predisposition toward a brand. The paper also discusses the retail industry, which is viewed as a highly competitive and dynamic marketing environment today. Several disadvantages of the process and types are also presented.

From the Paper:

"In the beginning of the product life cycle, the rationale for the need for the product is established. After the need is established, the product design process is implemented. This stage of the product life cycle consists of creating brand awareness for the consumer. One disadvantage of this is that as a result of the heightened number of acquisitions and takeovers, many brands suffer irreparable harm. Other causes of lowered brand equity can be attributed to years of inconsistent advertising and agency management, generic marketing, look-alike advertisements, undistinctive products, and the proliferation of promotions (Wentz, 1993). In operations management, the importance of the product itself has received more emphasis than ever before. Consumer choice affects branding because the strategy of pulling products through the marketing channel encourages retailers to carry branded products in reaction to consumer demands. Some manufacturers also go in or brand extension, a scheme that requires adding related products to an existing stream of branded products, or developing a new line with the same brand identity. In doing so the manufacturers capitalize on the brand's reputation and identity, and consumer's choice is based upon brand preferences. This an example of an advantage of the product type that occurs during the product life cycle. Brands that attract the consumer more are termed as brand-driven purchases."

Sample of Sources Used:

• Ailawadi, K., Borin, N., Farris, P. 1995, 'Market Power and Performance: A Cross-Industry Analysis of Manufacturers and Retailers,' Journal of Retailing, vol. 71, no. 3, pp. 211-248.
• Wentz, L. 1993, 'Unilever brands alive and kicking chairman assures,' Brandweek, vol. 64, pp. 39.

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