...World Wide Drug Case Introduction In this case, there are three parties who play substantial roles in this case: Ahmed Diba (Controller of the Body Products Division of World Wide Drugs), Cheryl Kelly (President of the same division), and the Executive Committee for World Wide Drugs (WWD). Diba is set to put together a proposal for a new product to be developed in the Body Products Division for WWD; the proposal was to be ultimately reviewed and decided upon by the WWD Executive Committee. However when complete, Kelly scans the report and criticizes the fact Diba included a variable cost for the product devoted to dealing with possible litigation fees. She ordered for it to be removed, as it would unnecessarily reduce the contribution margin for the product; thus reducing the likely of the project being accepted. However, she did assure Diba that he would be given a chance to mention the litigation fee to the executive committee when they would present the proposal. Unfortunately, Kelly never did tell Diba about the actual meeting and when it took place. Instead, she decided to attend the executive meeting on her own, and presented the proposal. It was only when the proposal was accepted by the committee and that their division was given the green light to operate, that Diba was told of what had transpired. Kelly’s reasoning for not bringing Ahmed along was that it would her division money if only she went, as the meeting was supposedly held in Toronto. Identification...
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...of content 1.0. Executive summary 4 2.0. Introduction 5 2.1. Background of UGG Company 5 2.2. Assumptions and limitations 5 3.0. Overview of the market 5 4.0. The marketing environment 5 4.1. The Microenvironment 5 4.1.1. Key competitors 6 4.1.2. Other environment 6 4.2. The Macroenvironment 6 4.2.1. Demographic environment 6 4.2.2. Economic environment 7 4.2.3. Political environment 7 4.2.4. Cultural environment 7 5.0. Product 7 5.1. The three level of the product 7 5.1.1. Core Product 8 5.1.2. Actual Product 8 5.1.3. Augmented Product 8 5.2. Brand, packaging and labeling 9 6.0. Target segments 9 6.1. Demographic segment—Gender, Age and life-cycle stage segment 9 6.1.1. Evaluation the needs and wants of the segment (key users benefit) 9 6.1.2. The market positioning of the segment 10 6.1.3. The trend of the segment 11 6.2. Geographic segment 11 7.0. The product categories 11 7.1. Evaluation of the categories 11 7.2. The trend and development of the categories 11 8.0. Conclusion 12 9.0. Recommendations 12 10.0.Reference list 13 1. Executive summary The following report analyses the demographic segment which is classified by gender and age-cycle is targeted by The UGG Company. Firstly, the report briefly describes the background of UGG. Secondly, it shows a general...
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...Proposal on consumer behavior towards Brand Labeling and Brand Logo Introduction Logo and name are two important visual elements of any brand name (Eilertson & Faust 1994). Brand recognition is very much linked with these two elements. But we can observe that companies limit the features of attractive brand labeling (Kohli & Labahn 2002). Products are getting globalization and this is another issue because customers rely in international branded products and there is variation among the customers’ perceptions regarding the impact of brand name and brand logo. Further, brand names that are both exposed to auditory and visual senses imply greater attention. There is a study wherein consumers relate the pitch, sound and meaning of brand names to the products (Kohli & Labahn 2002). This is especially crucial when a company launches a new product in the market wherein a peculiar sound or meaning of a newly heard brand name would fail to catch the interest of customers. They may be seeking much to replace their current brand and the initial request is to create a connection between the name and the product in question. There is little interest in brand logos of commodities that are consumed in a regular and continuous basis. Brand names seemed to be enough. On the other hand, brand logo is prominent in cars. Embedding brand names seemed to be an exaggeration of the price of the particular luxury item. Whatever the reason behind the companies'...
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...During the last decade, Coach has emerged as America's preeminent designer, producer, and marketer of fine accessories and gifts for women and men including handbags, business cases, luggage and travel accessories, wallets, outerwear, eyewear, gloves, scarves, fragrance and fine jewelry. Continued development of new categories has further established the signature style and distinctive identity of the Coach brand. Together with our licensing partners, we also offer watches, footwear, eyewear and fragrance bearing the Coach brand name. Marketing Environment Coach has many competitors but their top three competitors are Dooney & Bourke, Kate Spade and Michael Kors. Dooney & Bourke started in 1975 and is an American made brand; Kate Spade was started in 1993 and is also an American brand and lastly, Michael Kors which was started in 1981, is and American brand. Coach reaches a larger demographic compared too many of their other higher-priced competitors, such as Louis Vuitton, Prada, Gucci, Cole Haan and Dooney & Bourke, because Coach says that they are “affordable luxury”. These competitors are focused on a higher-fashion, higher income demographic than Coach is. Dooney & Bourke and Cole Haan also stress “accessible luxury” which makes them Coach’s key rivals. Coach continues to be one of the best recognized accessories brands in the United States, and is actually the leading American manufacturer and retailer of leather goods, accessories and apparel for women and men. The largest...
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...Team 1 : Product Development Work Plan Smart Technology: Fitness Apparel [pic] Karene Brown Phillip Bryant Adran Reid Derek Terrell Danyelle Thomas Teri Wiltcher Executive Summary Acquity Consulting Group set out to assist our client, Athos Technology, with increasing their market share in the fitness industry. Athos Technology has developed wearable smart clothing with the distinct ability to measure muscle activity through the use of EMG sensors embedded in the clothing. The company currently offers a limited number of items in its men’s and women’s lines. Through analysis of the fitness apparel and wearable technology markets, we found that there was a clear void in the market that Athos would be uniquely positioned to fill. We found that the wearable technology market is on the rise, with profits expected to reach over $11bn by 2020. Taking a closer look at what drove sales in the fitness apparel industry, we concluded that our client could see increased sales if they introduced a line of full-length compression smart pants. Additionally, given the role that the fusion of fashion and function has played in the growth of the fitness apparel market, we recommended that our client pay particularly attention to the design of the leggings for both male and female consumers. Interviews and surveys were conducted to ascertain an appropriate price point for this product and it was determined that Athos should price the leggings at $175...
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...Early life[edit] Rosso was born in the village of Brugine in the Northeastern Italian region of Veneto. His parents were farmers and he grew up under simple conditions, regularly helping his father after school. Having seen the laborious life required for a farmer, Rosso aspired to do something different from his parents and in 1970 began studying industrial Textile Manufacturing at the Marconi Technical Institute in Padua. There, he produced, at the age of 15, his first self-designed garment, a pair of low-waist bell-bottomed jeans using his mother's Singer sewing machine. He kept experimenting with different jeans models and would give each pair to friends or sell them at school for about 3500 lire[1] (equivalent of 1,80 Euro in current prices).[5] In 1973 he began studying Economics at the University of Venice, where in addition to helping his father on the farm, he also financed his studies by working as a mechanic and as a carpenter. Diesel[edit] Beginnings of Diesel[edit] Diesel logo Rosso dropped out of the University of Venice in 1975 and began to work as a Production Manager at Moltex, a local clothing manufacturer that produced trousers for various Italian clothing labels. Moltex' parent company, the Genius Group, was run by Adriano Goldschmied who would eventually become Rosso's mentor and future business partner. During Rosso's first two years at Moltex the company grew rapidly. In 1978, after Rosso had managed to increase the company's production beyond what...
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...CASES CASE 9 casual fashion. Analysts had long worried that LOFT stores would cannibalize sales “as traditional Ann Taylor shoppers sought more relaxed, lower-priced merchandise, particularly during the recession.” Ann Taylor would be 59 years old in 2013 and needed to make sure it wouldn’t become a victim of a midlife crisis.3 Kay Krill, ANN’s CEO, had been reflecting on these issues for some time. Krill had been appointed president of Ann Taylor Stores Corporation (ANN) in late 2004, and she succeeded to president/CEO in late 2005 when J. Patrick Spainhour retired after eight years as CEO. Even back then, there was concern among commentators and customers that the Ann Taylor look was getting “stodgy,” and the question was how to “reestablish Ann Taylor as the preeminent brand for beautiful, elegant, and sophisticated occasion dressing.”4 Krill’s challenge was based on the ANN legacy as a women’s specialty clothing retailer. Since 1954, Ann Taylor had been the wardrobe source for busy, socially upscale women, and the classic basic black dress and woman’s power suit with pearls were Ann Taylor staples. The Ann Taylor client base consisted of fashion-conscious women from age 25 to 55. The overall Ann Taylor concept was designed to appeal to professional women who had limited time to shop and who were attracted to Ann Taylor stores by their total wardrobing strategy, personalized client service, efficient store layouts, and continual flow of new merchandise. ANN had two branded...
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... , Dabur - a name, a brand, a way of life for billions of people across the globe. From its humble beginnings in the bylanes of Kolkata way back in 1884, Dabur has today emerged as a true Indian Transnational with a portfolio of products that has not just won the trust of consumers in over 60 countries but has become an inseparable part of their daily routine. Dabur has been in the business for over 127 years, yet it behaves as a young company that appeals and remains relevant to the youth, not just in India but in every part of the world. And it’s their support and trust that has helped Dabur surpass the Rs 50 billion ($1 billion) turnover mark in 2011-12. Over the years, we have learnt that to cross such far-reaching milestones, one needs not just great products, but excellence, nimble-footedness and committed channel support. But most importantly, one must establish a deep connect with both mature and young consumers - by understanding them first and then by delivering them world-class products that they can appreciate. INDEED, WE BELIEVE THAT OUR $1-BN MILESTONE IS THE RESULT OF THE BILLION PLUS SMILES OUR PRODUCTS HAVE BROUGHT TO THE FACES OF OUR CUSTOMERS. As the leading Ayurveda and Nature-based Consumer Products Company in the world, we continue to be resolved in the pursuit of excellence for delivering sustained success and continuing leadership. As we move forward in our journey towards further enrichment and growth, we commit ourselves once...
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...AY 2011 COMPARISON OF MARKETING STRATEGIES BETWEEN JAPANESE AND KOREAN COSMETICS COMPANIES IN THAILAND’S MARKET MATHAVEE REUNGSINPINYA Major in Business Administration GRADUATE SCHOOL OF COMMERCE WASEDA UNIVERSITY 35092351-8 C.E. PROF. GROSSBERG PROF. SUGIURA D.E. PROF. FUJITA Table of Contents CHAPTER 1. SECTION 1. SECTION 2. SECTION 3. SECTION 4. CHAPTER 2. SECTION 1. SECTION 2. SECTION 3. INTRODUCTION ................................................................................... 1 INTRODUCTION ............................................................................................ 1 OBJECTIVE OF THE STUDY........................................................................... 3 RESEARCH METHODOLOGY ......................................................................... 3 STRUCTURE OF PAPER ................................................................................. 4 INDUSTRY ANALYSIS .......................................................................... 5 THAILAND’S COSMETIC MARKET ................................................................. 5 JAPANESE COSMETICS IN THAILAND ........................................................... 8 KOREAN COSMETICS IN THAILAND ........................................................... 10 CHAPTER 3. MARKETING STRATEGIES OF MAJOR JAPANESE AND KOREAN COSMETIC COMPANIES ..............................................................................................14 SECTION 1. JAPANESE...
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...Analysis Projects Norine Webster University of British Columbia Okanagan February 14th, 2014 Table of Contents 1. Executive Summary……………………………………………………………………….2 2. Industry Description………………………………………....…………………………….3 3. Value Chain……………………………...………………………………………………..5 4. Relevant Features/Factors for the Industry ……………………………………………….7 5. Porter’s Five Forces ………………………………………………………………………9 6.1. Competitors and Level of Rivalry ……………………………………………………………………...9 6.2. Suppliers and Relative Power…………………………………………………………………………10 6.3. Buyers and Relative Power …………………………………………………………………………...10 6.4. Possible New Entrants, Barriers to Enter and Exit, Threat of Entry ………………………………….11 5.5 Substitute Products, Barriers to Switching, and Threat of Substitutes………………………………...12 6. Financial Ratios………………………………………………………………………….12 7. STEEP Analysis………………………………………………………………………….16 7.1. Social/Cultural Factors…………………………………………………………………………………16 7.2. Technological Factors…………………………………………………………………………………..18 7.3. Economic Factors………………………………………………………………………………………19 7.4. Environmental Factors………………………………………………………………………………….20 7.5. Political Factors………………………………………………………………………………………...20 8. Significant Drivers……………………………………………………………………….20 9. Key Success Factors……………………………………………………………………..22 9.1. Distribution……………………………………………………………………………………………..22 9.2. Brand Name and Brand Loyalty………………………………………………………………………..22 9.3. Manufacturing...
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...significant periods in the United States economic history are actually the three centuries before England settled in America. There were four changes happening in Western Europe that have greatly influenced America. Those changes were economic, political, religious, and intellectual (Fite 15). So why were these changes so important? They were the reasons that England decided to explore and expand in the western part of the world. The decision to expand trade and commerce was the most important advancement in the history of economics (Fite 15). From the time that the Virginia colonies were settled in 1609 up until 1890, farming was the most important aspect of the United States economy (Fite 30). Although manufactured products were worth more than products produced on a farm for the first time in 1889, farming was how the majority of Americans made a living (Fite 30). Despite the fact that agriculture dominated in these early years and the industrialization of the colonies was well under developed, “there was a high degree of specialization in the colonial economy” (Fite 63). For example, there were tobacco crops in the southern colonies which were crops that produced money, and in the northern colonies there was international trade with other continents (Fite 63). All of this called for a well-organized and planned distribution system (Fite 63). America had a significant increase in its economy during the beginning of the 18thcentury (Fite 102). After the Revolutionary War...
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...Athletic Apparel and Footwear Industry The athletic apparel and footwear industry experienced steady growth for more than two decades, beginning in the early 1980’s. For example, in the U.S.A. alone, consumer spending on athletic footwear increased by 10 percent during the first six months of 2005 (Quinn, 2006). Consumers were not just professional athletes, but ordinary men, women, and children who wore athletic apparel for both sports and leisure. The industry became more fashion-oriented, resulting in higher levels of innovation and cutting-edge technology. As a result of the emphasis on style and fashion and customers’ demands for improving performance and comfort, the industry experienced short life-cycles for individual products (Quinn, 2006). The industry was...
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...The CASE Journal Volume 5, Issue 2 (Spring 2009) Ann Taylor: Survival in Specialty Retail Pauline Assenza Manhattanville College Alan B. Eisner Lubin School of Business, Pace University Jerome C. Kuperman Minnesota State University Moorhead In the summer of 2008, headlines announced that the declining economy was generating a “wave of retail closures” among many well-known companies, including Home Depot, Pier 1 Imports, Zales, Gap, Talbots, Lane Bryant, and Ann Taylor. The Chief Executive of J.C. Penney’s called the 2008 situation “the most unpredictable environment in his 39-year retail career”. i One industry group forecasted that nearly 6,000 retail stores would close in 2008, a 25 percent increase from the previous year. A representative from the National Retail Federation (NRF) suggested that these businesses should “look at where they’re underperforming and how can they change their operations so that they have a little bit more power in another area, or a little bit more growth potential.” ii Kay Krill, President and CEO of Ann Taylor Stores Corporation (ANN), was already considering this advice. Krill had been appointed President of ANN in late 2004, and succeeded to President/CEO in late 2005 when J. Patrick Spainhour retired after eight years as CEO. At that time, there had been concern among commentators and customers that the Ann Taylor look was getting “stodgy”, and the question was how to “reestablish Ann Taylor as the preeminent brand...
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...Table of Contents EXECUTIVE SUMMARY/ABSTRACT 4 OVERVIEW 5 History and Background 5 Mission Statement 5 Social/Corporate Responsibility 6 BUSINESS ANALYSIS 8 Core Competencies 8 Management Structure 9 Current Objectives 9 Current Short Term Objectives 9 Current Long Term Objectives 10 Current Strategy 10 Advertising and Representative Value Proposition (“RVP”) 10 Product Line Simplification(PLS) 10 Strategic Sourcing Initiative 10 Enterprise Resource Planning System 11 Zero-Overhead-Growth 11 Restructuring Initiatives 11 SWOT Analysis 13 Strengths 13 Weaknesses 15 Opportunities 17 Threats 22 FINANCIAL INFORMATION 23 SUMMARY OF RECOMMENDATIONS 25 Technology and Social Media 25 Focusing on International Growth- the BRIC Countries 27 Brazil 28 Recommendations for Brazil 33 Russia 34 Recommandations for Russia 40 India 41 Recommendations for India 46 China 47 Recommendations for China 53 Conclusion ………….…………………………………………………………………………………….54 REFERENCES 55 AVON- A GLOBAL COMPANY FOR WOMEN EXECUTIVE SUMMARY/ABSTRACT Avon is a powerhouse in the beauty industry with over $10 Billion in sales and claims its stake as being the largest direct seller in the world. After performing extensive research on the company using multiple online tools, journals, articles and texts, we...
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...GLOBAL ANALYSIS- AVON MGT 795: Section G11 Professor: Patrick Saparito Jennifer Callaghan J.R. Longino Rasa Navickaite Meghan Quinn Lia Torre Table of Contents EXECUTIVE SUMMARY/ABSTRACT 4 OVERVIEW 5 History and Background 5 Mission Statement 5 Social/Corporate Responsibility 6 BUSINESS ANALYSIS 8 Core Competencies 8 Management Structure 9 Current Objectives 9 Current Short Term Objectives 9 Current Long Term Objectives 10 Current Strategy 10 Advertising and Representative Value Proposition (“RVP”) 10 Product Line Simplification(PLS) 10 Strategic Sourcing Initiative 10 Enterprise Resource Planning System 11 Zero-Overhead-Growth 11 Restructuring Initiatives 11 SWOT Analysis 13 Strengths 13 Weaknesses 15 Opportunities 17 Threats 22 FINANCIAL INFORMATION 23 SUMMARY OF RECOMMENDATIONS 25 Technology and Social Media 25 Focusing on International Growth- the BRIC Countries 27 Brazil 28 Recommendations for Brazil 33 Russia 34 Recommandations for Russia 40 India 41 Recommendations for India 46 China 47 Recommendations for China 53 Conclusion ………….…………………………………………………………………………………….54 REFERENCES 55 AVON- A GLOBAL COMPANY FOR WOMEN EXECUTIVE SUMMARY/ABSTRACT Avon is a powerhouse in the beauty industry with over $10 Billion...
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