The point of reaching down to the natural limits is referred as innovation saturation. When the suppliers consider offering large sales and market saturation in an abrupt manner, it refers to flood the market. Growth in logistics is a growth element bounded for limiting saturation under the scope of logistic growth and imaginary market. In graphical terms, the blue curve will be depicting the establishment of market size. The red curve of this graph will be describing market growth as the initial derivative for volume in the market. In the graph, the yellow curve will be illustrating weighted growth in terms of market size (Marks and Mirvis, 2010).As for the growth in logistics, the yellow curve depicts the fact that even a large size in the market will be strengthening growth with the approach of saturation. The growth of logistics will never turn out to be negative. This can be best understood by the below graph.
It is mythical belief that all products should go through each and every stage in the cycle of product life. There are certain categories of products that are never able to reach the stage of introduction, while other product ranges will remain in the stage of maturity for a significant duration of time. The duration involved in each and every stage has key dependence upon revenues, production costs and demands. Low costs in production and higher level of demand will ensure a product life of a longer period (Winseck, 2011). When there are high costs of production and low level of demand for each and every product, the offer will not be made across the market for a longer period of time. In an eventual period, the withdrawal is done out of the market through the stage of declining. It has been identified that while there was downward trend for the product of Studio Stores, the prices of the product and its place of availability were both cost incurring to the customers. While the promotion or distribution of the products was attractive to the customers, the market was saturated with the similar products (Chang et al., 2014). The distribution of the products was performed among its competitors because of which the organization of Studio Stores competed itself by the sales of the merchandise that were made by the third party vendors.
As a significant example, dealing with more than 3,700 active licensees all across the globe, the consumer products of Warner Bros focus on licensing the rights to logos, likenesses and name for each and every intellectual property owned by Warner Bros. There is a vast library of televisions and films for entertainment at the organization (Kovarik, 2015). With an international network of agents and offices in major areas across the globe, there is maintenance of continuous commitment for expanding and building the power of recognizing core brands in the global marketplace. This is specifically done by creative and strong retail programs, promotional marketing and creative merchandizing.