FOOT OF THE BED FURNITURE

Grab More Market Share: How to Wrangle Business Away from Lazy Competitors

Although McDonald's tested the McCafe' concept--offering specialty coffee and smoothies--many years before the recession hit, the official launch took place in early 2009. Why? Because they knew that was when Starbucks' market share was most vulnerable. And, in early 2010, McDonald's raked in $420m, not only stealing a staggering amount of business from Starbucks, but applying so much pressure that in 2009, Starbucks closed over 270 locations.
If you want to grow in a slowly recovering economy...a stagnant economy...or even a declining market, your best and only plan is to steal market share from your competitors and to remain reactive to the market's needs. Grab More Market Share will teach professionals how not settle for 1% growth. Ross' research uses rock-solid case studies that teach leaders to leverage the recovery to steal 10-15% market share from competitors. Ross alerts readers to the fact that they must leverage the culture (the public consciousness) to swing dollars towards their organizations. This same discipline will help professionals predict the next human behavior changes in buying habits.

Although McDonald's tested the McCafe' concept--offering specialty coffee and smoothies--many years before the recession hit, the official launch took place in early 2009. Why? Because they knew that was when Starbucks' market share was most vulnerable. And, in early 2010, McDonald's raked in $420m, not only stealing a staggering amount of business from Starbucks, but applying so much pressure that in 2009, Starbucks closed over 270 locations.
If you want to grow in a slowly recovering economy...a stagnant economy...or even a declining market, your best and only plan is to steal market share from your competitors and to remain reactive to the market's needs. Grab More Market Share will teach professionals how not settle for 1% growth. Ross' research uses rock-solid case studies that teach leaders to leverage the recovery to steal 10-15% market share from competitors. Ross alerts readers to the fact that they must leverage the culture (the public consciousness) to swing dollars towards their organizations. This same discipline will help professionals predict the next human behavior changes in buying habits.

"Incorporated in 1929 by H.V. McKay of Sunshine Harvester Works(Australia) and Massey-Harris(Canada). Sunshine-Waterloo Company Ltd. was formed. They built a 285,000 square foot plant in Waterloo, Ontario in 1930. The company was involved in manufacturing mainly farm equipment before the war. The company diversified during the 1930s adding the production of baby carriages, bicycles, tricycles and roller skates. In 1939 the manufacturing converted to war-related production army trucks, smoke bombs, shells, mines, grenades and gun mounts. Following the war, market changes led to the company adding office products, stoves, shelving and lockers. Massey-Ferguson Industries Limited(formed in 1953 from Massey-Harris-Ferguson) purchased H.V.MacKay's share in 1955, acquiring the Sunshine-Waterloo Company in the process.

This association allowed the company to expand in the office equipment market leading to a switch in focus in 1956 almost entirely to the manufacture of steel office furniture. The name was changed to Sunshine Office Equipment Limited in 1961"

Samsung Electronics, the global leader in consumer electronics and advanced technology solutions, maintained the lead in the Global TV market thanks to strong demand for its TV, LCD TV, and FPTV product.

According to the DisplaySearch, Samsung achieved number one position in total market share in terms of revenue for TV with 24.0%, FPTV with 24.4%, and LCD TV with 24.2%. This performance consolidated Samsung’s number one position in the world market, who consequently recorded the most units sold for the last 5 years.

This performance was all the more impressive since Samsung recorded around 30% market share (in terms of revenue) in cut-throat North American LCD TV market, widening the gap to 13.4% with the 2nd player.

??TV? 3D TV? ?? ??? ?? ?? ??? ??? 2?? ?? ?? ???? ????, 5? ?? 1?? ?? ??? ?? TV ????? ??? ???? ????.

??????? ???????? ??? ????? ? 2??? '?? TV•?? TV•LCD TV' ???? ?????? ?? 24.0%, 24.4%, 24.2% ???? ?? ???? ??????.

??, TV ??? ??? ?? ??? ?? LCD TV ???? 30%? ???? 29.3% ???(????)?,
2??? ??? 13.4%P? ??? ?? ?? ???? ??????.

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