...reached the peak of its popularity in the 1990s, is perceived by many as a response to the positioning school approach, which dominated in the 1980s. Both schools see supra-normal returns as firm’s ultimate objective and seek the sources of competitive advantage that allow firms to enjoy profits above industry’s average. In attempts to explain the differences in firms’ performance positioning school tends to focus on importance of external environment. Profitability is believed to be predominantly affected by the industry structure and active competition, so successful firms are those who manage to position themselves favorably within attractive industries. In contrast RBV authors argue that “environmental analysis – no matter how rigorous – is only half the story” (Barney, 1995, p.49). Multiple examples of firms demonstrating outstanding performance while competing in high threat and low opportunity environments show that reasons for success can be hidden within. Therefore RBV makes an attempt to open the black box of a firm and explain the differences in performance in terms of firm’s resources, competencies and capabilities. All firms are different from each other and only those in possession of valuable and costly-to-copy resources are able to maintain competitive market position. Such focus on internal analysis represents the major difference of RBV approach in comparison to positioning school. RBV authors also suggest a new practical approach for strategists: rather than...
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...Competitive Positioning for Nestle Executive Summary: Nestle is a MNC corporation which is based in Vevey, Switzerland. The turnover of the corporation is 86$ bn dollars. This is a private sector organization and has more than 325,000 employees. Nestle Everyday Ghee is a main product of the organization in India. The Ghee is effectively packaged with neat cover for hygienic layered complete packing. In this report we study the corporation, its background, the financial and competitive strength in market of their product “NESTLE EVERYDAY GHEE”. Table of contents: 1. Introduction to company and product background 2. Market analysis of Milk products - ghee 3. SWOT 4. PEST 5. Ansoff model with Mckinsey 7S model 6. Customer traits with segmentation 7. Positioning strategy from value proposition 8. Conclusion Introduction to company and product background The corporation NESTLE is the largest food corporation in world in terms of revenues. This Organization was formed in 1905 by merger of Anglo-Swiss Milk Company, and Farine Lactée Henri Nestlé. In 2011, Nestlé was listed No. 1 in the Fortune Global 500 as the world's most profitable corporation. With a market capitalisation of $233 billion, Nestlé ranked No. 9 in the FT Global 500, 2013. The company has presence across India with...
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...Ted Barrett MGT 532 15 July 2013 Analyzing the Relationship between Organizational Ethics and Competitive Positioning In today’s highly competitive domestic and international marketplace, companies face three major competitive challenges: global, sustainability, and technological. In order to meet these competitive challenges, companies must develop practices in several areas including; managing the human resource environment, acquiring and preparing human resources, assessment and development of human resources, and compensating human resources. These four areas are referred to as HRM (human resource management) practice areas. Of the four HRM practice areas, the most significant contributor undoubtedly has to be managing the human resource environment. Noe, Hollenbeck, Gerhart, and Wright (2013) define this to “… include managing the internal and external environmental factors that allow employees to make the greatest possible contributions to company productivity and competitiveness. These include linking HRM practices to company business objectives, ensuring compliance with all federal, state, local, and international laws” (p. 58). Lastly, a final component of this practice area involves the development of work which consequently motivates and satisfies employees, enhances customer service, quality, and overall productivity. At hand are two major resulting factors which have a direct and significant impact upon corporate competitiveness...
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...HOSPITALITY SERVICE FOR A NIGHT WITH RANCE ALLEN 1. Know the menu. Know the ingredients in the dishes so you can help those with dietary restrictions or answer any questions. Ask chef Tiffany questions about the dishes. Chefs are proud of their cooking and are typically happy to offer knowledge you can pass on to your guests. 2. Pay attention. No one wants to wait 20 minutes to get their first drink. Be aware of who is seated in your section, and if you are busy when a group sits down, briefly greet the guests and explain that you will be back promptly. Bring food out when it is ready and hot. Anticipate each guest's needs, such as needing another drink or a condiment, before they have to ask you for it. 3. Act friendly and be helpful. Each table of guests will be different. Some may want to engage in long conversations with you, while others may just want to get their food. Pay attention to their demeanor and responses. If they seem uninterested in conversation, be brief but polite. 4. Offer suggestions when necessary. If another waiter's guests need something and ask you for it, be polite and get it for them. You are there to serve people; being rude and unhelpful is not good for you, the event or the guests. 5. Enjoy your work. If you love your job, people will notice that. Have fun interacting with your guests and show enthusiasm for the food and the event. If the guests see you are having fun, they will in turn feed off your energy. A huge...
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...Personal Statement The world of finance and investment banking attracts many top graduates. I am no exceptional, personally one of the biggest temptations to this subject is the perplexing range of career opportunities its suit all interests such as; auditing work, management consulting, corporate finance, IT consulting, tax planning, human resources and insolvency. As a person who likes to be in charge, have responsibility and be accountable, I see myself in the future as potentially running my own business or being in a management role. After studying accountancy for the first time at college, I discovered that it was the language of business, primarily because its sole purpose was to communicate information to decision makers. As I want to be a future business decision maker, I have decided that this is the subject I need to learn, as it will show me how to get valuable information, teach me what it means and also train me in how to use it to make better decisions. At some stage, all organizations have to present their performance in the form of financial statements. Accounting and finance professionals have to present and interpret such statements to verify and monitor the health of the company behind them. It is this particular aspect that has always appealed to me, I am keen to learn about the financial and accounting decisions that businesses and organizations need to make to be profitable and survive. Another major reason that attracts me to this course is...
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...By eliciting the example of Activision Blizzard, Inc., I’d like to point out the importance of administering a strong positioning strategy for firms: capacity to decide the course of marketing and sales, push for growth, and solidify their position in the market. Competitive positioning involves determining what features or benefits are most essential to the market, thereby constructing value for the market. Located on its investor’s page, the firm proclaims that it is “a worldwide online, PC, console, handheld and mobile game publisher with leading positions across every major category of the rapidly growing interactive entertainment software industry.”1 The video game industry of today looks vastly different than it did 10 years ago, with the stark contrast being that many firms are designing their games to be more family-friendly; the stereotypes of video games no longer being just in the realm of teenage boys. All in all, the industry is faring well with reported sales of 273 million units in 2009, generating an astounding $10.5 billion in revenue. However, it is rather difficult to enter as many games necessitate enormous investments. Not only is it tough to enter, it’s extremely competitive since the big players already own a vast majority of the best brands and are interrelated, thereby enjoying great competitive advantages. To again quote its investor’s page, Activision Publishing’s objective is to “create, acquire, and maintain strong franchises... execute disciplined...
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...and productivity all related to operational effectiveness. But in this way, they move further away from viable competitive positions which can only be achieved by an appropriate strategy. Positioning which was once the way to go about beating competition is now rejected, since its too static. Rivals can easily copy the market position and competitive advantage. However, that is not entirely true as hypercompetition is a self-inflicted wound. It is important to watch out for what your competitors are doing, but improving operational effectiveness alone is not enough, and that cannot be your only strategy. Operational effectiveness and strategy are both important for superior performance which is what a firm aims for. A company can beat rivals if it can stand out, establish a difference it can preserve. Basically a company can either provide greater value to customers or comparable value at low prices, or both. Delivering greater value means higher unit prices, greater efficiency means lower unit costs. Cost arises from performing activities and cost advantage comes from performing activities more efficiently than your competitors. This can be in the choice of the activity or how the activity is performed. So activities are what creates competitive advantage. Operational effectiveness means performing similar activities better than rivals. Strategic positioning means performing different activities or similar activities in a different way. Productivity frontier is the...
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...UNIT-IV Product positioning concept Although there are different definitions of Brand Positioning, probably the most common is: identifying a market niche for a brand, product or service utilizing traditional marketing placement strategies (i.e. price, promotion, distribution, packaging,and competition). Also positioning is defined as the way by which the marketers creates impression in the customers mind. Positioning concepts More generally, there are three types of positioning concepts: 1. Functional positions o Solve problems o Provide benefits to customers o Get favorable perception by investors (stock profile) and lenders 2. Symbolic positions o Self-image enhancement o Ego identification o Belongingness and social meaningfulness o Affective fulfillment 3. Experiential positions o Provide sensory stimulation o Provide cognitive stimulation Perceptual mapping Perceptual mapping provides answers to these vital questions: • What is your market position relative to your competitors? • What are your strengths and weaknesses? • Where are there gaps in the market? • How do you measure up to the “ideal?” • What strategies will improve your competitive position so that you are both relevant to the market and differentiated from competitors? The process includes developing the attributes—either functional, emotional, or both. Survey respondents rate the client brand and competitive brands on each of the attributes, and attribute importance and ideal...
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...Positioning Strategy: By creating product, service, channel, people and image differentiation Nestle reach the consumer touch point more effectively & efficiently in comparing with their competitors in the highly competitive food processing sector. Product Differentiation: Nestle brings a lot of product for target customers. They provide 25 types of minerals in Nido for children. It also provides Cerelac and Lactogen1 &3 for newly born baby exclusively. Now the doctors prescribe these products for babies to their parents for high nutrition Nescafe is a product which contains 4 types of categories. They offer Nescafe ice for hot weather, classic for all 3 in 1 for those who are busy. They provide Maggi including Maggi instant; Maggi 2 minutes which contain various minerals, vitamins and nutritions.Maggi also provide magi healthy soup and Maggi corn soup but charge the same price. Channel Differentiation: Nestle reach their products to the customers through their expert market salesman and transportation. So that their products are much available to their respective customers. Image differentiation: Nestlé’s logo is totally different from its competitors that are greatly accepted by its customers. For that reason customer easily identify them in the market which is another effective advantage for Nestle. People differentiation: Nestle has a large number of employees that are highly educated and trained. In Bangladesh, 400 employees are working in market Company chairman;...
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... commercials • 1998: Derek Jeter signs with Air Jordan Keeping the brand relevant • 2003: Michael Jordan’s final reWrement from the NBA – Nike conWnues to market Air Jordan with acWve NBA players • 2008: Large campaign around Air Jordan XX3 • Today: Many athletes in many sports part of “Jordan team” Stock Price History (87 – 10) 2000% Growth 1987 Source: yahoo.com 2010 Brand Management: Air Jordan 1. BRAND FOOTPRINT 2. PRODUCT POSITIONING 3. COMPETITIVE LANDSCAPE Brand Management: Air Jordan 1. BRAND FOOTPRINT 2. PRODUCT POSITIONING 3. COMPETITIVE LANDSCAPE 1985 1987 87-‐92 TIMELINE 92-‐96 97-‐98 99-‐00 2001 2005 2008 “Become Legendary” “Let Your Game Speak” “Will you be the one?” “ Much Respect to the Believers” “Who Says Man is Not...
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...business today due to the increasing competition within many markets. Consumers have a wide range of products and services to choose from yet they are becoming more alike due to trends in technology therefore a brand needs to be more than just a symbol, logo, name or design. In order to gain a competitive advantage, brands are adding other dimensions that create a unique and meaningful identity in consumers’ minds. These brand associations are also known as points of difference. However, some associations are ‘not necessarily unique to the brand but may in fact be shared with other brands’ (Keller, 2012pg44). These are known as points of parity which are functionally similar or equal associations that give consumers no reason against buying a specific brand. However, it is arguable whether a brand needs to establish points of parity and points of difference with competitors’ brands in order to be successful. This paper looks at buyers of competing retailers and their purchase motives, brand differentiation, brand associations, brand salience, brand mantra USE CATERGORIZATION MODEL, IMPLICATIONS FOR BRAND EQUITY MANAGEMENT,,, CATEGORY DOMINATED BY TWO MAINB BRANDS SO EVALUATE POSITIONING OF EACH USING E.G OF TARGET MARKETS AND POPS AND PODS. ALSO DISCUSS NEGATIVELY CORRELATED ATTRIBUTES AND BENEFITS. Another prime example is Windows and Apple who are both computer vendors. Consumers are aware of both computer brands yet the consumers would identify the attributes differently...
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...1. What changes are occurring in the non-disposable razor category? Assess Paramount’s competitive position. What are the strategic life-cycle challenges for Paramount’s current products as well as Clean Edge? The non-disposable razor category has seen changes in the recent years. * Advertising expenditures increased significantly for newer and smaller players to grab the market share whereas established players did not increase it significantly. * Male grooming product seemed to be a bright spot in the industry with the advent of male-specific personal care products that outpaced the growth in women’s beauty market * 5% growth per year from 2007 to 2010, attributed to innovations and product introductions. * Diversified as better margin derived from the product brought in retailers in the form of club stores and other stores. Competitive Position: * Global Consumer Product Giant with over $13 billion in worldwide sales and $7 billion in gross profits for 2009 since its entry into the market in 1962 * Respected brand in non-disposable razor market. * 23.3% market share by volume of overall non-disposable razor unit and market leader in moderate non-disposable razor unit both by volume and dollar. * New players with technologically improved products posing a threat to Paramount. Strategic Life Cycle Challenges: Clean Edge Razor – based on superior technology and 5 blade design would give enormous boost in sales provided the product does not cannibalize the existing...
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...Structured positioning and unstructured positioning is different and both are important. And both can be applied by same brand In unstructured, brand is positioned to prospect’s mind through telling a story with metaphors by analyzing the situation and purpose of consuming a brand, habits of consumers, competitors brand image, consumer’s character and timing of consumption etc .Here storytelling as an art plays an important role because it’s shape the perception of consumers for particular brand or product. So just take the data and fact by research and put in your mind and imagine (the way you want to show yourself or your product or brand on consumer’s mind) Like GET MILK campaign of American dairy group, Apple’s ad for IBM. But it is already constitutes in structure positioning under emotional branding where mystery, sensuality and intimacy are like daewik,dehik and bhautik of TRISHUL. Structured positioning starts with the target certain types of consumer, leads to define the competitive frame of reference (CFR).In CFR, not only present competition arena but also coming competition can be smelled by analyzing both Industry (no. of sellers, degree of product differentiation, entry barrier, cost structure etc) and market competition (relative substitutes) such as coca-cola ignored the coffee bars business. In CFR, category membership is important because “YOU SEE WHAT TO EXPECT TO SEE” pour a gallo in 50 year old French burgundy then carefully decant a glass in front of a...
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...the case. Analysis: From the list below, identify and briefly discuss what you consider to be the two major issues and management problems challenging Disney. In your analysis also respond to the questions listed below. • Strategy, mode of entry • Organizational structure • Marketing, sourcing strategies(650s), logistics • International and local staffing policy. ??? DRS defines strategy as “Management’s idea on how to best attract customers, operate efficiently, compete effectively, and create value. Guides building and sustaining the company’s competitive position within its industry” (DRS, p. 809). What factors led to the disappointing performance of Hong Kong Disneyland? Factors leading to Hong Kong Disneyland’s poor performance include: high prices for tickets and food; small park size; inconvenient location too far from primary business and residential areas, product offering, product positioning, cultural gaps, staff issues, bad press, and overcrowding led to the disappointing performance of Hong Kong Disneyland. The case study also adds “lack of unique features, insufficient appeal to adults and missing Chinese elements (Farhoomand, p. 1) as possible reasons for the park’s lackluster performance. Marketing mix = product, price, promotion, brand, and distribution. DRS p. 623 Why did the management team repeatedly offend local people despite its awareness of the importance of observing local culture and customs? Why have the remedial actions...
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...Tablet PC Advertising Plan [pic] Written by: Emily Bowers Erin Sullivan Dr. Taylor’s-MKTG 341 Table of Contents I. Executive Summary 3 a. Summary of Situation 3 b. Summary of Advertising Objectives 3 c. Summary of Advertising Strategy 3 II. Situation Analysis 4 a. Competitive Marketing Positioning 4 b. Target Market Description 5 i. Market Segments Identified 5 ii. Primary Market 5 iii. Secondary Market 6 III. Advertising Objectives 7 a. Primary or Selective Demand 7 b. Quantified Expression of Objectives 7 c. Length of Time for Achievement of Objectives 7 IV. Advertising Strategy 8 a. Product Concept 8 i. Product or Market Positioning 8 ii. Product Differentiation 10 b. The Communications Media (Media Plan) 11 i. Definition of Media Objectives 11 1. Reach 11 2. Frequency 12 3. Gross Rating Points 12 4. Continuity, Flighting, Pulsing 12 c. Determination of Which Media Reach the Target Audience Best 13 i. Traditional Mass Media 13 1. Television 13 2. Newspapers 14 3. Magazines 14 ii. Other Media 15 1. Interactive/Digital Media 15 2. Publicity 15 3. Sales Promotions 16 4. Other Media 16 d. Advertising Message 17 iii. Copy Elements 17 1. Advertising appeal to use 17 2. Copy Layout 17 3. Key Consumer Benefits 18 4. Product Personality or Image 18 5. Slogan to Use...
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