Task Solutions-Availability Presence of the Brand: MARK5031

Band Management for Dyson Limited
Brand Management for Dyson Limited
6.3. Mental Availability of the Brand
Dyson …

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Band Management for Dyson Limited
Brand Management for Dyson Limited
6.3. Mental Availability of the Brand
Dyson Limited is an established company that has been in operation for so many years.
The company has been selling its products in Australia. Just like any other business entity, ithas
been trying to create abrand in the market. This has been done through the use of marketing
strategies like quality productivity and sales promotion. However, this paper takes aposition that
the company has not succeeded in creating asuccessful mental availability. For the company to
have an excellent mental availability, alot still need to be done. The management must strategize
well on how to capitalize on the marketing strategies including sales promotion, fair pricing, and
even distribution of the products. To achieve this, the company should review its pricing
strategies and be ready to charge lower prices. It currently charges premium rates which do not
resonate with the majority of the clients (Heding, Knudtzen and Bjerre 2020). These are
strategies which can strengthen the company ’sbrand in the market and play acritical role in
making itto be the most competitive in the midst of its competitors. The benefit of these
strategies is that they can create agood reputation of the company. Besides, they can enable itto
reach as large client base and attract and retain alarge number of clients.
7.1. Critic of the Past Efforts to increase the Physical Availability-Presence of the Brand
Dyson has been serving adiverse client base. The company is aware that its clients are
spread across all parts of the country. In this regard, to reach them, ithas been trying to use a
distribution strategy that suits itbest. From the available information, itis evident that the
company has been relying on adirect channel of distribution. It has been reaching out to the
clients through its few selected distribution outlets as well as through the website. Meaning,
clients only have those two options to buy the company ’sproducts. The position of this paper is
that this is not an effective distribution system. The company has not been managing its physical
presence so well. It has become quite difficult for all the clients to visit the distribution outlets
(Giri, Roy and Maiti 2017) .The negative implication is that ithas been limiting the physical
presence of the company, hence, hindering its clients from accessing and purchasing. The
management needs to improve its physical presence strategies. It should consider expanding its
supply chain. Instead of only relying on the website and afew select distribution points, itshould
consider exploring other distribution strategies such as the use of wholesalers, retailers, and
franchisees. Also, itshould consider forming mergers and acquisitions.
8.1. Critique of the Past Efforts to increase the Physical Availability-Prominence and
Dyson has been concerned about its brand. Just like any other business entity, the
company has been doing everything within its capacity to make its brand as prominent ad
conspicuous as possible. One strategy that ithas been applying to achieve this goal is strategic
pricing policies. The company has been distinguishing itself as amarket leader in high quality
productivity. Since itsells quality products, itcharges premium prices which. It believes that
quality calls for higher pricing. The premium prices drive away clients because they are
perceived to be exorbitant (Iyer, Davari and Paswan 2018) .Such afeeling arises because many
clients claim that they cannot afford expensive products. This strategy has been disastrous
because itleads to the loss of clients. It makes the company to lose its prominence. Instead, the
clients end up shifting their loyalty to the competing companies like Samsung, LG Electronics,
Kin Yat, Botch, Venture Corporation, and Electrolux. The clients feel free to purchase the
products from these companies because they charge relatively lower prices than Dyson itself.
Because of this, the company has to review its pricing policies. It should also charge lower prices
which can be afforded by all clients including the low income-earners who are, of course, the
8.2. Recommendations
This paper acknowledges the efforts that the management of Dyson have been putting so
as to market the company. However, itdoes not agree with all the strategies because they have
been derailing the company from accomplishing its branding goals. For the brand presence and
portfolio to be as strong as desired, there are certain improvements that the management should
make. Firstly, the pricing strategies, as already discussed, should be reviewed. The company
should not only charge premium prices. Instead, itshould come up with asegmentation strategy
and be ready to charge low, medium, and premium prices which can cater for all the clients
irrespective of their income levels. Besides, the management should improve on its distribution
strategies. It should not only rely on e-commerce and the few outlets. Rather, itshould expand its
distribution chain by incorporating the contributions of the intermediaries like franchisees,
wholesalers, and retailers (Grubor and Milovanov 2017) .If itdoes this, its products will be
evenly distributed to all parts of the country. The success of these interventions can be gauged by
using sales volume, profitability, client attraction, and retention rates as the metrics.
Giri, B.C., Roy, B. and Maiti, T., 2017. Multi-manufacturer pricing and quality management
strategies in the presence of brand differentiation and return policy. Computers & Industrial
Engineering ,105 ,pp.146-157.
Grubor, A. and Milovanov, O., 2017. Brand strategies in the era of sustainability.
Interdisciplinary Description of Complex Systems: INDECS ,15 (1), pp.78-88.
Heding, T., Knudtzen, C.F. and Bjerre, M., 2020. Brand Management: Mastering Research,
Theory and Practice .Routledge.
Iyer, P., Davari, A. and Paswan, A., 2018. Determinants of brand performance: The role of
internal branding. Journal of brand Management ,25 (3), pp.202-216.


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