Primary Competitors. The SmartScanner has no direct competitors. Historically, custom clothing measurements have been taken with a tape measure by a salesperson. For catalog and online clothiers, the consumer takes his or her own measurements. Since the SmartScanner is being targeted to upscale department stores, catalog and websites sales are only indirect competitors to our target market, not to the scanner itself. Another area of indirect competition is the sale of "ready-to-wear" apparel. This has been the standard in the industry for long time. People go to stores and buy clothes off the rack. However, the resurgence of custom-fit clothing is a relatively recent phenomenon, and the SmartScanner only helps xxxxxx its growth by making fittings faster, easier, and more accurate. Given its indirect competition, there are several advantages for retail stores to utilize the SmartScanner. First, the time saved in measuring the customer for custom-fit clothing is significant. Salespersons easily save on average eighteen minutes per customer by using the scanner instead of the standard measuring technique. Second, since the device is easy to operate and accurate, there is no need for the retailers to have tailors take the measurements, another personnel savings. Third, the sale of custom-fit clothing offers a greater profit margin for retailers than "ready-to-wear" clothing, requires no inventory investment, takes little or no display space, and appears to satisfy today’s customers.
Primary Competitors. The marketing and public relations industry is undergoing a period of consolidation as numerous global advertising and marketing firms establish large, United States-based public relations divisions. These same competitors are targeting health care, for much the same reasons as Xxxxxxx Xxxxx. If current trends play out as expected, the business of providing marketing and public relations services to large health care clients will become increasingly consolidated among a few sizable firms. As a result, Xxxxxxx Xxxxx feels that to compete for new, desirable large clients in the health-care field, the company must develop a national presence.
Primary Competitors. No other business in Austin focuses exclusively on the functional still water market. This will provide considerable flexibility in pricing and allow for the creation of a great deal of customer awareness and brand loyalty, erecting significant barriers to entry for potential competitors. While no retail businesses devoted exclusively to functional water beverages exist in Austin, functional water beverages are sold at Whole Foods, Whole Earth Provision, Xxxxxxx'x Markets, and other grocery retailers.
Primary Competitors. Management believes the combination of industry-specific expertise and broad Palm application development experience make Palmtop Innovations unique among companies addressing the inventory management needs of automobile dealerships. Competitors include EDS, Digital Dealership, Microsoft, and SAP. All of these companies are much larger than Palmtop Innovations and capable of bringing much greater resources to bear on the market. However, it is the opinion of management that the company's lead time in developing applications for this market, plus the niche's small size in relation to the markets its competitors are primarily interested in, will provide the company with a long-lasting opportunity to secure a solid market edge in the field.
Primary Competitors. Snap-Quick's competitors include all providers of coaxial cable connectors to all industries that use coaxial cable. The company currently holds a one-percent market share of this industry. The number of companies that supply connectors is numerous; however, the patented Snap-Quick Connector's product advantages make it the preferred connector in the industry. No similar products exist at this time.
