Brother Refresh EZ Print Subscription Service: Difference between revisions

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 As the above data illustrates, Brother's claim that the program can '''"save the end-user up to 50%"''' is purposefully misleading. They do this by using the following methods:
-#'''Scenario Manipulation''': Brother assumes that the user runs with the service for only a month, ending the program before the billing cycle before or prior to the auto-replenishment alert.
+#'''Scenario Manipulation''': Brother creates a situation where the user runs with the service for only a month, ending the program before the billing cycle before or prior to the auto-replenishment alert.
 #'''Comparing Different Programs''': this is a clear misrepresentation. Here Brother relates Pay-Per-Page to Pay-Per-Cartridge, a false and misleading comparison. The matrix shows us that the Brother price is roughly half that of the next supplier, but here the user '''owns the cartridge''' bought from Staples and only the '''rents the ability to print a certain number of pages''' from Brother.
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 ======Segment Reliance======
-By the '''1990's''', Brother had shifted its resources and focus primarily towards the Printing & Solutions ('''P&S''') market. While it lead the market in domestic sewing and continued make significant gains electronic stationery such as labeling, the returns in the P&S segment continued to expand worldwide. Brother forecast this growth not only through industrial buyers to whom Brother traditionally catered, but with small office and home office users ('''SOHO''') who purchased Brother's products for their high reliability and reasonable cost. By the mid-1990's Brother has released many successful printer lines: laser (both color & mono), all-in-one (print, fax & scan), inkjet, garment, label and mobile.
+By the '''1990's''', Brother had identified a global category for growth and shifted its resources and focus firmly towards the Printing & Solutions ('''P&S''') market. And while it maintained its leadership in domestic sewing, the company continued to make significant gains through electronic stationery such as labeling. The returns in the P&S segment continued to provide opportunities to expand worldwide. Brother had identified a segment opportunity, not only through industrial buyers to whom Brother traditionally catered, but with small office and home office users ('''SOHO''') who purchased Brother's products for their high reliability and reasonable cost. By the mid-1990's Brother has released many successful and profitable lines:
-Throughout the late 1990's and early '''2000's''' the company continued to focus on its long-term relationships within P&S. It saw profitability in parts and consumables and understood that OEM clients, vendors, distributors and large retailers were key to maintaining a strong brand affiliation to drive this demand. To acquire additional industrial and SOHO buyers, Brother engaged in heavy promotion and new product offerings. It introduced high-end all-in-one laser printers and high-speed inkjet printers all at price points not before seen and then hoped to realize profits through the associated sales of parts and consumables. Brother also sought growth in emerging markets. The company invested aggressively in Asia by promoting and selling low-cost '''monochrome laser printers''', which by now had became their strength and specialty.
+* laser printers (both color & mono)
+* all-in-one printers (print, fax & scan)
+* inkjet printers (high-speed color)
+* garment, label and mobile printers.
-Into the '''2010's''' Brother's financial results were flat if not declining. Its operating income and profits fell and net sales, though marginally up, had failed to meet forecast. Furthermore its Printing & Solutions ('''P&S''') segment had not shown the growth expected especially in Asia where Brother had invested heavily. Still, Brother's strategy remained largely the same:
+Throughout the late 1990's and early '''2000's''' the company continued to focus on its long-term relationships within the P&S segment. It identified growth and profitability in the 'parts and consumables' market. Brother understood that OEM clients, vendors, distributors and large retailers were key to maintaining a strong brand affiliation to drive this demand. To acquire additional industrial and SOHO buyers, Brother engaged in heavy promotional schedules and new product offerings. It introduced high-end, all-in-one laser printers and high-speed inkjet printers, all at price points not before seen. Brother also sought growth in emerging markets. The company invested aggressively in Asia by promoting and selling low-cost '''monochrome laser printers''', which by now had became their strength and specialty.
-# Maintain US/EU presence through retail channels and '''seek growth through''' '''SOHO''' & '''SMB''' customers.
+Then into the '''2010's''' Brother's previously positive financial results started to plateau. Its operating income and profits fell, and net sales, though marginally up, had failed to meet forecast. Furthermore, its Printing & Solutions ('''P&S''') segment had not shown the growth expected, especially in Asia where they had invested heavily. Still, Brother's strategy remained largely the same:
-# Target sales channels and support promotions to '''expand sales of mono laser printers''' in emerging markets.
-But by '''2015''' investors and shareholders had started to ask some tough questions.
+#Maintain US/EU presence through retail channels and '''seek growth through''' '''SOHO''' & '''SMB''' customers.
+#Target sales channels and support promotions to '''expand sales of mono laser printers''' in emerging markets.
+But by '''2015''' investors and shareholders had started to ask some tough questions. Despite meeting net sales forecast targets in Printing & Solutions (up by 5.5% YOY), income and profit were in significant decline, The previously stable Machinery & Solution division was in free-fall and the anchor for sales and growth, Printing & Solutions ('''P&S'''), suffered a 4.3% profit contraction.
-'''Brother Business Segment Return 2024'''
+'''Brother Business Segment Return 2024'''
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