A Review of Marketing Strategies for SOOTH Inc Essay
SOOTH Inc is an American company that is specialized in the massage therapy business. This new product management report indicates the extent to which this company can increase its profitability and gain a competitive advantage if it penetrates the new Markets of Asia, Middle East and Europe. Two different products such as Gua Sha and Cupping were considered to choose which one best suit the business model of SOOTHE Inc. A comparative analysis between Gua Sha and Cupping indicated that Gua Sha is the most suitable in terms of costs involved in creating value and the level of satisfaction that it can provide. After several months of research, SOOTHE company realized that in order to expand and increase profitability to benefit from large scale, it is necessary to add a new product to its existing products. Given its area of specialization, SOOTHE intends to choose between two products such as Gua Sha and Cupping. The purpose of this paper is to conduct a market analysis and to make a comparison between these two products in order to suggest which product among these two is more profitable. This report will provide a clear insight into the business environment and factors that might influence the profitability of each of the selected product. In order to achieve this, the report will support arguments with tangible facts from journals and market information.Brief description of SOOTHE CompanySOOTHE INC is an American company that provides massage on demand in various cities. The history of SOOTHE can be traced back to 2013 when the company was created. The company has its headquarters in Las Vegas. The company provides its services in cities such as New York, Dallas, San Francisco, and Los Angeles, Miami, Philadelphia and Chicago (SOOTHE INC., 2016, para.2). In addition, SOOTHE provides its services in other cities such as Forth Worth, San Diego, Washington, and San Francisco. Over time, SOOTHE has increasingly become popular in offering excellent services such...
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