Sigma & Company

I would suggest that Sigma balance the need for continued growth with its desire to serve only those customers that it can satisfy completely by increasing its product mix. In the past, Sigma has been asked by corporate clients to include additional advertising products as companion pieces to their calendar programs (Ferrell and Hartline, 2014, p. 266). As a result, management began to consider the viability of becoming an ASI (Advertising Specialty Institute) dealer distributer and did so in March of 2000 (p. 266). The ASI resources opened up new markets for additional business from many of their existing customers (p. 266). Aside from these small pieces that can be sent as complements, Sigma should include in its product/service mix new advertising offerings such as billboard printing. Billboard printing has a large market. Also, Sigma should offer neon sign advertising options to its

This could include advertising on racks, cubes, platforms, and mannequins. Floor advertising and counter advertising can increase the sales revenues of Sigma. Other areas in which Sigma can expand are transit media, automobile, & building wraps. I would suggest that Sigma continue gathering information from existing and potential customers to develop the most effective marketing strategy (Ferrell and Hartline, 2014, p. 468). Another I suggestion that I would make to Sigma is that it must keep developing cost-efficient products for its customers in order to remain competitive (p. 469). Doing so in the past has allowed the company to maintain existing customers and even bring back customers that had purchased from its new competitors (p. 469). It is also important that Sigma keep its focus on substantial savings in production costs, quality, and timely distribution (p. 469). The company must continue to produce its original products, but it must continue to add new items to its product line as