...Counterfeiting on Genuine-Item Consumers’ Brand Relationships An often-overlooked constituent in the debate on counterfeiting is the consumer of the genuine article—a brand manager’s primary constituent. These consumers are drawn to premium brands in part because of the exclusivity and connotation of prestige associated with them. These characteristics are also the reason such brands are attractive targets of counterfeiting. When premium brands are counterfeited, which in turn gives a variety of consumers access to them, how do consumers of the genuine items react to the erosion of exclusivity and prestige? An investigation involving premium brands in Thailand and India reveals that consumers of genuine items adopt one of three strategies when faced with the prospect of their favorite brands being counterfeited: flight (abandoning the brand), reclamation (elaborating the pioneering patronage of a brand), and abranding (disguising all brand cues). The author examines these strategies in detail, revealing how the potential loss of exclusivity and prestige can either drive genuine-item consumers away from the brand or impel them to make strong claims to their patronage. Keywords: counterfeits, counterfeiting, brand relationships, conspicuous consumption, fashion, competitive consumption irms invest substantially in building their brands. In some product categories, such efforts are aimed at making a brand prestigious and exclusive. For brands to be perceived as such, they must be...
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...Victoria’s Secret Contents 1) Executive Summary…………………………………………………………………………………………………..3 2) Business Environment Factors………………………………..…………………………………………………4 a. Demography …………………………………………………………………………………………………4 b. Political Stability ……………………………………………………………………………………………5 c. Economy ………………………………………………………………………..…………………………….5 d. Industry…………………………………………………………………………………………………………5 e. Market analysis……………………………………………………………………………………………..6 f. SWOT ……………………………………………………………………………………………………………8 g. Landscape……………………………………………………………………………………………………..9 3) Entry In Singapore: Market Feasibility Study……………………………………………………………10 h. Design …………………………………………………………………………………………………………10 i. Bold and Loud Brand Promotion …………………………………………………………………10 j. Rapid Growth of High-end Female Market………………………………………………….10 k. Price Barriers and Distribution Channels……………………………………………………..11 l. Overview…………………………………………………………………………………………………….11 m. Market Challenges and Opportunities…………………………………………………………11 4) Setting Up Retail Outlet In Singapore……………………………………………………………………..12 n. Documents Required for Registration……………………………………………..………….12 o. Registration Procedure and Timeline……………………………………………..……………12 p. Retail Outlets – Key Facts and Requirements………………………………………………13 q. Licenses for Setting Up a Retail Outlet in Singapore…………………………………….13 r. Hiring Staff…………………………………..……………………………………………..………………13 ...
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...Happening Brand Abstract: The Red Bull energy drink was launched in Austria in 1987, by Dietrich Mateschitz. He claimed to have experienced the invigorating properties of a popular Thai energy drink, Krating Daeng, on a trip to Thailand. Realizing that a similar product could have good potential in Western markets, Mateschitz obtained the license to manufacture a carbonated version of Krating Daeng from its Thai owners. Obtaining permission to sell Red Bull in Europe was not easy, as it contained several ingredients whose effects on the human body were untested However, permissions were eventually obtained, and Red Bull became exceptionally successful in all the markets in which it was launched. It was generally acknowledged that Red Bull's success was the product of the company's innovative marketing efforts. This case study discusses the marketing strategy adopted by Red Bull GmbH, including the company's effective employment of buzz marketing in new markets, and its sponsorship of sporting activities, especially extreme alternative sports, to enhance its image. The case also talks about Red Bull's target markets, and its pricing and differentiation strategies. It includes a section on the various controversies surrounding Red Bull, and the effects of these on its brand image. The competitive situation in the energy drinks market and Red Bull's position vis-à-vis competitors, is also discussed. The case concludes with a commentary on Red Bull's attempts at brand extension...
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...live in infamy. In the worst ever building collapsed in Bangladesh. the nation as well as the rest of the world watched in horror as so many innocent lives were brutally ended when the eight story Rana Plaza housing four garment factories a branch of a private branch of a private bank and a number of shops came crashing down causing death and devastation all around. The death & injured list garments accidents is below. Some garment factory incident between (2005 to 2013) ACCIDENT DATE Spectrum sweater Industries April 11,2005 Limited(Ashulia) Phoenix Garments in tejgaon Garib & Garib sweator factory,Gazipur Ha-meem Groups of sportswear factory (Ashulia) Tazneen Fashion Fire in ashulia Rana Plaza collapse in savar GARMENTS NAME DEATH NUMBERS 75 workers At least25 workers At least 25 workers February 25,2006 February 25,2010 December14,2010 November24,2012 April24,2013 Sources: Newspaper, Reports At least 31 workers At least 112 workers At least 1129 workers Page 1 of 8 One can just simply and directly ask the questions after 42 years of being an independent nation, after years of development marching with the wings of time and technology, after so much advancement in various fields and after containing to move forward, raising hopes for the people who chose to believe is such a monumental tragedy acceptable? The reasons of collapse building due to unauthorized building structure, overloaded of weight didn’t maintain building code also. The causes of tragic...
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...BRANDTHINK MALAYSIA INTRODUCTION The Malaysian advertising landscape is gradually shifting its traditional media forms to the emergent new media advertising but still at a nascent stage. The latter shows much room for growth, as the industry fuels to content digitisation on web applications. This has shown when RM14.9 million worth of advertisements was spent on the Internet medium in the first half of 2008. Propelling further to this, the TV medium is creating new media technologies to include ads on applications of mobile video streaming and broadcast mobile TV services. However, this might dampen if Malaysia’s broadband penetration and Information and Communication Technologies (ICT) literacy does not improve. With Government’s various initiatives to push the take-up of broadband, perhaps the advertising market could initiate more eyeballs. I- AGENCY NAME BRANDTHINK is one of Malaysia’s fastest growing marketing services agency. They have established themselves as a growing agency providing not only advertising services, but PR, events, activation and digital. Since 2000, they’ve work with major clients in luxury, fashion, lifestyle and technology to launch iconic brands and products in Malaysia, Singapore and other countries in Asia Pacific, generating millions of advertising awareness, brand value and publicity. Their work seals their reputation as the go-to agency for marketing to the affluent. In 2012, we are voted PR Agency of the Year (Bronze and Local Hero)...
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...Executive Summary FJ Benjamin is a Singapore based fashion and lifestyle company. The company distributes major clothing brands and accessories, and is one of the leading fashion distributors in Singapore. Their success is derived from their ability to secure distribution rights from major brands. FJ Benjamin introduced it very own house label, Raoul, in 2002. Raoul was created to increase the company‟s portfolio as well as to diversify away from distribution risk. Raoul contributes a large percentage of FJ Benjamin‟s annual revenue. With intensive competition in the fashion industry, Raoul must have it own identity in order to differentiate itself from the competitor. Analyses have been undertaken to determine what necessary strategies to be implemented to enhance the brand image so as to increase profits. Strategies are recommended by taking advantage of Raoul‟s strengths and building on their weaknesses in order to take advantage of the available opportunities in the market and to defend it from threats. Studies of the internal and external environment had been conducted to be able to work with Raoul‟s core competencies to gain a competitive advantage over its competitors. This report concludes that Raoul needs to make adjustments on its marketing strategies, and maintain some of its current strategies, in order to be more competitive in the fashion market. Hence, it is proposed that (1) Raoul focus on a single-market strategy and focus on the local market as well as to create...
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...Manchester united has a ahigher Manchester united is believed to have a higher corporate social responsibility than most of football clubs. It is the most successful football clubs in the UK. Its goal is to build corporate communities by motivating, educating and inspiring the future genrations. Compared to gilligham fc, in the last 5years , it has established cohesion projects that target young people.it uses the appeal of football to offer young people a safe environment and help them develop their potentials in football. According to (United, 2013), Manchester football club aims to reduce crime cases by providing op[opportunities for youth involvement, encouraging personal development through volunteer works, promote active participation in other sporting activities as well as football and educate young people about making the right lifestyle choices. It started its community cohesion with a project developed by the premiere league and metropolitan police. Since then it has developed short and long term projects that suit the needs of communities. There is identification of participants as young as 8 to 19years old who have very little home stability, are unemployed or are surrounded by poverty. The project operates We currently operate 6 separate cohesion projects that cover 13 sessions of a 2-3 hour duration for 48 weeks of the year. The sessions operate in the evenings and weekends when other services are not available and when the need for diversionary activities is at...
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...TABLE OF CONTENTS INDUSTRY BACKGROUND …………………………………………………….………………………………………….3 BONIA BRANDS ……………………………………………………………………………………………………………..4 MISSION AND VISSION ...............................................................................................................................................….....5 FINANACIAL STATEMENTS ………………………………………………………………………………………………6 • FINANCIAL HIGHLIGHTS ……………………………………………………………………………………...6 • STOCK DATA …………………………………………………………………………………………………….7 COMPETITORS ………………………………………………………………………………………………………………8 • PADINI …………………………………………………………………………………………………………….8 • ESPRIT …………………………………………………………………………………………………………….9 • ELBA ………………………………………………………………………………………………………………10 PEST ANALYSIS …………………………………………………………………………………………………………….11 • POLITICAL ……………………………………………………………………………………………………….11 • ECONOMIC ……………………………………………………………………………………………………….12 • STRENGHT ……………………………………………………………………………………………………….13 • TECHNOLOGY ……………………………………………………………………………………………………14 SWOT ANALYSIS …………………………………………………………………………………………………………….15 • STRENGHT ………………………………………………………………………………………………………...15 • WEAKNESSES ……………………………………………………………………………………………………..16 • OPPORTUNITIES …………………………………………………………………………………………………..17 • THREAT ……………………………………………………………………………………………………………..18 2.0 CUSTOMER TARGET ……………………………………………………………………………………………………..19 • BONIA GROUP ……………………………………………………………………………………………………...
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...Table of Contents Certificate 2 Acknowledgment 3 Executive Summary 6 Chapter 1: Introduction 7 Eyewear industry in India 7 Chapter2: Literature Review 9 Objectives 12 Chapter 3: Research Methodology 14 Research Design 14 Chapter 4: Results and Analysis 15 Chapter 5: Conclusion and Suggestions 24 Conclusion 24 Suggestions 25 Limitations 26 Annexure 27 About Vision Spring 27 References 32 Questionnaire 34 List of figures Figure 1 Gender distribution of the respondents…………………………. 17 Figure 2 Age of the Respondents……….………………………….……… 18 Figure 3 Pair of eyeglasses people own………………………………..…. 19 Figure 4.Number of retailer customers shopped around…...................... 19 Figure 5 Location…………………………………………………………..…. 20 Figure 6 - The influence of the optician…..………………………………… 21 Figure 7- Influencing factors………………………………………………… 21 Figure 8- Costumers buying online……………..………………………….. 22 Figure 9- satisfaction level of online purchase…………………………….. 23 Figure 10- Reasons behind buying eyewear…………...…………………. 23 Figure 11 discounts/promotions……………………………………………. 24 Figure 12 online use of discount or promotion……………………………. 26 Figure 13 gender and influencers……………………...…………………....26 Executive Summary This project on “Study of Indian Consumers Preferences towards Eyewear” aims at studying the eyewear industry in India and the consumer preferences in this industry. VisionSpring is an eyewear company that works to ensure affordable access to eyewear...
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...The success of luxury brands in Japan and their uncertain future Ronald Jean Degen International School of Management Paris 2009 Working paper nº 52/2009 2 globADVANTAGE Center of Research in International Business & Strategy INDEA - Campus 5 Rua das Olhalvas Instituto Politécnico de Leiria 2414 - 016 Leiria PORTUGAL Tel. (+351) 244 845 051 Fax. (+351) 244 845 059 E-mail: globadvantage@ipleiria.pt Webpage: www.globadvantage.ipleiria.pt WORKING PAPER Nº 52/2010 Janeiro 2010 Com o apoio da UNISUL Business School 3 The success of luxury brands in Japan and their uncertain future Ronald Jean Degen Ph.D. Candidate at the International School of Management Paris Vice Chairman of Masisa Chile Address: E-mail: degen@lomasnegras.com Phone: +55 41 9918 9000 Cabanha Orgânica Lomas Negras Ltda. Caixa Postal 95 Campo Alegre, SC 89294-000 Brasil Ronald Jean Degen is in the Ph.D. Program of the International School of Management in Paris, and the Vice Chairman of Masisa in Chile. He was a Professor at the Getúlio Vargas Graduate Business School of São Paulo where he pioneered the introduction of teaching entrepreneurship in 1980 and wrote the first textbook in Portuguese on entrepreneurship published in 1989 by McGraw-Hill. He just published a new textbook on entrepreneurship that was published in 2009 by Pearson Education 4 The success of luxury brands in Japan and their uncertain future ABSTRACT The Japanese are the...
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...the fast fashion industry Table of Contents 1. Introduction 3 2. Industry environment of fast fashion 4 2.1 PEST analysis 4 2.2 Five forces analysis 6 2.3 Summary of findings 7 3. Analysis of Zara and H&M 7 2.1 Analysis of Zara 7 2.1.1 Vision, mission and objectives 7 2.1.2 Internal analysis 8 2.1.3 Business model canvas 8 2.1.4 Value proposition canvas 9 2.2 Analysis of H&M 10 2.2.1 Vision, mission and objectives 10 2.2.2 Internal analysis 10 2.2.3 Business model canvas 11 2.2.4 Value proposition canvas 12 2.3 Summary of findings 12 4. Comparison of business models between Zara and H&M 12 4.1 Comparison of business models 13 4.2 Comparison of value proposition canvas 14 4.2 Summary of research insights 14 5. Development of a new entrant 15 5.1 Strategic model 15 5.2 Business model canvas 16 6. Reflection on strategic insights 16 7. Conclusion 17 References 18 1. Introduction Fast fashion is a sub sector of the fashion industry that boasts fast response to consumer demand and efficient distribution of materials and products in the global landscape (Hines and Bruce 2007). Hines and Bruce (2007) also imply that fast fashion could quickly identify and capture business opportunities and transform them into products in a timely manner. As fast fashion retailers need to deliver trendy apparels to end customers, low cost production and efficient distribution become primary trends of fast fashion industry...
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...THE CHINESE MARKET FOR CLOTHING THE CHINESE MARKET FOR CLOTHING Abstract for trade information services ID=42692 International Trade Centre (ITC) The Chinese Market for Clothing. Geneva: ITC, 2012. xi, 92 p. (Technical Paper) Doc. No. SC-11-212.E Survey on Chinese market for clothing - describes the structure and characteristics of the domestic Chinese market for clothing; provides an analysis of the tariff structure of imports by product group; outlines special import regulations, customs procedures, transport, as well as requirements relevant to packaging, labelling, standards, and ethical trading; examines the market potential, the consumer preferences and behaviour; provides an overview of the distribution channels, the major brands, the procurement practices including the use of e-commerce and ICT procurement; highlights the key players in China's textiles and garment market, the possibilities for cooperation along the value chain, and the existing national support schemes; appendices include contacts details of sector related companies in China. Descriptors: Clothing, Standards, Packaging, Distribution, Procurement, Electronic Commerce, Consumer Behaviour, Market Surveys, China. For further information on this technical paper, contact Mr Matthias Knappe, (knappe@intracen.org) 2011 SITC-84 CHI English The International Trade Centre (ITC) is the joint agency of the World Trade Organization and the United Nations. ITC, Palais des Nations, 1211 Geneva 10, Switzerland...
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...Contents 2 INTRODUCTION 3 3 RUST-OLEUM 4 3.1 COMPANY BACKGROUND 4 3.2 SITUATION 5 3.3 SITUATION STATEMENT 6 3.4 COMPETITORS 6 3.5 TARGET MARKET 7 3.6 MARKETING OBJECTIVES 8 3.7 SOCIAL MEDIA PLAN 8 3.7.1 STEP 1: TEAM EDUCATION AND ENGAGEMENT 9 3.7.2 STEP 2: MESSAGING 10 3.7.3 STEP 3: TACTICS 11 4 NEVERWET 17 4.1 HOW TO USE THE PRODUCT 17 4.2 MOTIVATION 17 4.3 SWOT ANALYSIS 18 4.3.1 STRENGTH 18 4.3.2 WEAKNESSES 18 4.3.3 OPPORTUNITIES 18 4.3.4 THREAT 19 4.4 TARGET MARKET 19 4.5 PRODUCT BEHAVIOUR 19 4.6 PLACE (DISTRIBUTION) 19 4.7 CHANNEL OF DISTRIBUTION 20 4.8 PRICE 20 4.9 PROMOTION 20 5 CONCLUSION 21 6 REFERENCES 22 7 APPENDIXES 23 INTRODUCTION Social media has taken the marketing world by storm. Today, not only do companies have a dedicated Website,but organizations, representative of all industries and sizes, also have a blog, Twitter account, Facebook page and a Youtube channel (Wetpaint & Alimeter, 2009). In fact, social media is the number one activity on the web. Because of this, companies view social media as a critical component to its overall marketing strategy, especially since these tactics are cost-effective and produce results (Wetpaint & Alimeter Group, 2009). A social media strategy allows a business to reach a different audience – sometimes a smaller, niche audience committed to a...
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...to 2011. According to Schaper and Volery (2004) the factors that influenced the entrepreneurial activity for Charles and Keith from 1994 to 1996; just prior to the founding of the brand can be classified into five elements, namely, the environment, opportunities, resources, the organisation and the entrepreneur. At that point, the environment at community level during that time was that there were no known home-grown brands in the fashionable footwear market. Providers that exist were either neighbourhood stores or branded labels such as Nine West. However, during that period with a weak economy (National Wages Council (NWC), 1996), both brothers, Charles and Keith faced employment challenges such as the lack of opportunities as they had not done well academically and with that, they decided to work in their family owned shop in Ang Mo Kio. They assisted their parents entirely from the serving of customers to stock counting. “After helping out in my family owned shop for a couple of years, I felt that ladies footwear in Singapore was plain and basic as compared to other countries. There was no footwear retailer selling fanciful footwear at good pricing. Women in Singapore often have to rely on imported footwear which is expensive and unbefitting. Together with Keith, we introduced this brand – Charles & Keith”. Starting a business is never easy, especially when you are younger than others in the industry. “When we first started, the suppliers felt that I was young and...
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