...Kuala Lumpur, Jakarta, Bangkok, Manila, Brunei, Shanghai. BRAND VALUE AND CULTURE Secret Recipe promises a value lifestyle proposition of great variety and quality food at affordable prices. The uncompromising quality of food and desserts using quality ingredients, coupled with moderate pricing, has created a new lifestyle cult, compromising of a loyal base of food and cake lovers. CAFÉ CONCEPT AND AMBIENCE Secret Recipe Cakes & Café offers a friendly and personalised full-service dining experience for customers and incorporates a modern contemporary and vibrant interior concept with comfort ambience, and great food. It provides a great respite for customers to enjoy good food and quality time with friends, family or associates, after a long day at work. Secret Recipe a popular lifestyle café chain, has become a household name following its debut in 1997. Secret Recipe has successfully established its brand name in Malaysia, Singapore, Indonesia, Thailand, China, Philippines, Brunei, and Australia by virtue of its fine quality cakes, fusion food and distinctive service. A leading and largest café chain in Malaysia, with Halal certification awarded by Jabatan Kemajuan Islam Malaysia (JAKIM),[6] Secret Recipe is committed to continue to adhere to the standards of preparation of all food and processing plant in the restaurant in accordance to the regulatory guidelines including HACCP and VHM guidelines. Customers can always enjoy in confidence from...
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...Embracing DNA, Expanding Horizons: The Panda Turns Fifty Sherine Jayawickrama December 2011 Produced for discussion at the Role of Brand in the Nonprofit Sector conference on December 8, 2011, with support from the Rockefeller Foundation. Embracing DNA, Expanding Horizons: The Panda Turns Fifty The World Wildlife Fund (WWF) was established fifty years ago to save endangered species from extinction. The first WWF office was established in Switzerland in April 1961 and the second was established in the United States in December of that year. Fifty years later, WWF is one of the largest conservation organizations in the world, operating in more than 100 countries and employing more than 5,000 staff. WWF is a global network of 30 self-governed national offices, five WWF associates operating under different names, and dozens of program offices each working under the direction of a national office. Over the years, WWF’s work has expanded beyond species conservation to include habitat preservation and pollution reduction. Acknowledging this expanded scope, the global organization changed its name in 1986 to the World Wide Fund for Nature. However, WWF offices in the United States and Canada retained the original name and, in 2001, the WWF network decided to use the original acronym “WWF” as its one global name. Notwithstanding the different names, WWF’s logo—the iconic panda—is cherished by the entire WWF network. Inspired by a popular panda named Chi Chi at the London zoo...
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...The Brand Experience Toolkit Brand Experience Toolkit [August 2007] Table of Contents 1.0 History of the AIESEC Brand 1.1 1.2 1.3 What is a brand? Why do we have a global brand? Brand Promise vs. Brand Experience: an evolution 2.0 The Brand Experience 2.1 2.2 2.3 2.4 2.5 2.6 2.7 An overview Our competitors Our target audiences Physical manifestations Benefits Differentiator Essence 3.0 Filter tool – how to use the Brand Experience in practice 3.1 3.2 Assessing your results Finding support Brand Experience Toolkit 1.0 – History of the AIESEC brand Brand Experience Toolkit [August 2007] History of the AIESEC brand The global AIESEC brand as we know it today was launched by AIESEC International in 2004. The first Brand Toolkit included explanations on what is a brand, why we need one and the steps in order to achieve that, including our Brand Promise, visual guidelines and marketing campaign. 1.1 What is a brand? A brand is more than just a logo, slogan or a colour scheme; it is the image and reputation that we want others to associate with our organization. But, a brand is also more than just the image that we want others to have of us; it is also a description of the organization that we want to be. A brand is an expression of your actions and what you do every day. In AIESEC, our global brand is represented through our living The AIESEC Way. Our ―Brand Experience‖ is the experience we want our stakeholders (members, supporters and enablers)...
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...organization have a recognizable, unique and sustainable brand? Your brand is not your name, logo, and website – your brand is how others perceive your organization. Both pubic and privately funded institutions have a responsibility to the public and require community approval and support for their actions. In particular, philanthropic organizations that rely on the pubic for financial contributions are directly accountable for their program and expenditures. Too often nonprofit organization leadership assumes the public image of the work and value of the programs and services is self-apparent to the public. Until an effort has been made to assess how your organization is perceived, you may be missing a significant part of your target audience – or in some cases sending a message that is totally misunderstood by potential donors and supporters. In this short article, Dr. Lucille Maddalena will share her experience working with nonprofits during the past twenty years. She provides guidelines and suggestions to help you build a Brand Team that will assess how your organization is viewed and build the brand name you need based upon your organization’s Mission Statement. Learn how to ask the right questions to clearly define the purpose and scope of your brand, and then develop a set of best practices that will guide the implementation of a unique and sustainable brand for your organization. Developing your organization’s brand will enable your target audience to understand the...
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...How Diageo Manages its Brands A case study of Brand Asset Management (BAM) in action Diageo Industry: Global Drinks Site Scope: Brand Asset Management BAM Solution: VYRE Unify Diageo is a UK success story. With a net sales close to £10Bn*, Diageo has 25,000 employees working globally across 180 countries. It is the acknowledged market leader in the global drinks industry and its 370 brands include category leaders and household-name brands such as Smirnoff (vodka), Guinness (beer) and Johnnie Walker (whisky). Great marketing and branding are central to Diageo’s success. Creativity in advertising and promotions in particular is a critical factor. Diageo excels in this area, and Guinness for example has won numerous accolades for its impactful advertising campaigns. With a £1.5Bn* annual investment in marketing, Diageo has been keenly aware of the need to protect its intellectual property and brand assets. This paper reveals how Diageo’s industry-leading global Brand Asset Management (BAM) system helps Diageo manage its exalted international reputation and global brand ambitions. * year ended 30 June 2011 1 Overview of SmartBrand SmartBrand is the name of Diageo’s BAM system and is actively used by c. 5,000 Diageo brand, marketing, and compliance managers world-wide, and Diageo’s agencies. “ With a company of our size and complexity Smartbrand is essential in making it more effective, both at search and spin and from a compliance perspective. The site protects our...
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...ENTREPRENEURSHIP CASE STUDY ON SECRET RECIPE PROGRAMME: EXECUTIVE MASTER IN BUSINESS ADMINISTRATION EMBA-Entrepreneurship – Case Study “Secret Recipe” Page 1 Table of Contents I Declaration ..................................................................................................................................... 2 II Executive Summary ..................................................................................................................... 3 III Abstract ........................................................................................................................................ 4 1.0 Company Description .................................................................................................................. 5 2.0 Challenges of Getting Business .................................................................................................. 8 2.1 Startup & Capital ......................................................................................................................................... 8 2.2 Identity or Branding .................................................................................................................................... 8 2.3 Expansion or Growth ................................................................................................................................... 8 3.0 Setting Up The Business ....................................................................
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...Starbucks and GE want to expand their market and provide something useful for their customers. Introducing this is a first mover’s advantage and can provide a solid partnership and brand extension for Starbucks and GE. Whom are we talking to? Men and women 24-44, who are coffee lovers. Targeting business professionals, continuously juggling a busy lifestyle with an above average income. What would we like them to think? Starbucks and GE have built a cup that is high quality and has the latest technology. I should get this because my co-workers will think it is unique. What is the single most persuasive idea we can convey? An everyday cup that can reheat and keep beverages hot and charge on your computer. Why should they believe it? Starbucks and GE are established brands with high quality products. When is the target most receptive to our message? Early mornings before work and Saturday and Sunday viewings Evening news (Channels 4, 8, 11) Where is the target most receptive to our message? Style and Living Magazines Starbucks stores Public Transportation (Bus shelter and exterior bus ads) Creative Guidelines : 30 television spot featuring the StarCup Guerilla marketing: Train, bus and subway heaters that are dressed up as StarCups Ad featuring the mug Brand personality: sophisticated, sleek, high-tech, a...
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...customisation. Standardisation means that companies learn to operate as if the world were one large market – ignoring regional and superficial differences (Levitt). To speak specifically, executives aim to sale the global products what are the best-value product with high quality, best technology and low prices in different national markets. Its mission is modernity and its mode, price competition, even when it sells top-of-the-line, high-end products. It knows about the one great thing all nations. Moreover, the strategy of standardization not only responds to worldwide homogenized markets but also expands those markets with aggressive low pricing. Furthermore, the standardisation pays more attention on the extras such as status, brand image and promotion. And the total cost of designing is lower than that of customization. While, compared to customization, it focuses on understanding customers. To be speak specifically, depending on the cultural diversity, the executives pay more attention on realizing the choice criteria of customers, the purchase ways of customers, the purchase frequency. Its mission is to design the different products based on the different needs of different national customers. It knows a lot about a great many countries and congenially adapts to supposed differences. Moreover, due to the different designs, it need to pay more cost on product design. | |Standardisation |customisation...
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...the icing on the cake | Unit 4Marketing Plan/SWOT Analysis | Unit 4 Assignment | | | 1/29/2013 | | The Icing On The Cake Marketing strategy Mission Icing on the cake is a retail accessory store specializing in trendy unique accessories and jewelry for the night, or any occasion. Our mission is to understand what our customers' needs and hopes are after buying accessories such as jewelry like Necklaces Bracelets, Pins, Rings, and Earrings The Icing On The Cake will maintain financial balance while delivering a quality product to our customers. I will try my best to make accessories accessible throughout by having fashion shows, and events. We will make a profit and generate cash. I will provide a rewarding work environment and fair compensation to our employees; ultimately provide excellent value to our customers The Icing On The Cake marketing strategy will inform customer about the products that it offers and work toward building customer loyalty and referrals. The message that The Icing on the cake will seek to communicate is that they offer the best selection of fashionable women's accessories in Atlanta Ga. The first method that the Icing On The Cake will use to communicate is location. Location is important because a good location is where lots of traffic to introduce the store to different people.The Icing on the Cake has chosen a nice new shopping center area in Conyers GA that just starting to receive lots of walk through traffic. This will...
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...Growth Destroyed Brand Value by John Quelch JULY 2, 2008 WHAT TO READ NEXT 10 Charts from 2013 That Changed the Way We Think Make Your Emotions Work for You in Negotiations The Real Problem with Pensions Starbucks announcement that it will close 600 stores in the US is a long-overdue admission that there are limits to growth. In February 2007, a leaked internal memo written by founder Howard Schultz showed that he recognized the problem that his own growth strategy had created: “Stores no longer have the soul of the past and reflect a chain of stores vs. the warm feeling of a neighborhood store.” Starbucks tried to add value through innovation, offering wi-fi service, creating and selling its own music. More recently, Starbucks attempted to put the focus back on coffee, revitalizing the quality of its standard beverages. But none of these moves addressed the fundamental problem: Starbucks is a mass brand attempting to command a premium price for an experience that is no longer special. Either you have to cut price (and that implies a commensurate cut in the cost structure) or you have to cut distribution to restore the exclusivity of the brand. Expect the 600 store closings to be the first of a series of downsizing announcements. Sometimes, in the world of marketing, less is more. Schultz sought, admirably, to bring good coffee and the Italian coffee house experience to the American mass market. Wall Street bought into the How Starbucks’ Growth Destroyed Brand Value vision...
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...telecommunications worker. If their mobile phone has broken or cannot run effectively, it is easy to affect their life. Therefore, a consumer will consider purchasing the new mobile phone directly instead of the old phone. For some low-income consumer and want function phone, they may prefer to select the lower price mobile phone brand such as Xiaomi, Meizu, Huawei, etc. These brand will be their first choice. It is because this company provides lower price products. Meanwhile, some consumer is unable to afford high price mobile phone. Thus, the lower price mobile phone can fulfill the consumer basic need and attract them to purchase...
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...Executive Summary This report will list out Kraft Foods’ perceived strengths and weaknesses. Some of the sources used in this report were taken from Kraft Foods 2012 annual report, government data, and other news agencies. Kraft does not willing list its own strengths and weaknesses for the general public to see. Some of the information in this report is inferred upon the results of various financial articles. From the information available, Kraft has more strengths than weaknesses and has the capacity to turn many of its weaknesses into strengths provided some guidelines are followed. Introduction Every company throughout the world has from time to time completed an internal analysis of itself. Kraft Foods is no different. To remain profitable in this economy, Kraft cannot remain stagnate. This report will accomplish an internal view of Kraft Foods’ strengths and weaknesses. After analyzing these strengths and weaknesses, Kraft can use the strength of innovation and the weakness of supply and turn them both into good opportunities. Strengths Innovation: One of Kraft Foods’ greatest newfound strength is innovation. However, this was not always the case. In 2008, Kraft ranked next to last in its peer group in new product successes. (Goudreau, 2013) For the rest of 2008 and 2009, 17 of 19 new products introduced into the market were considered failures. There is even a quote from an outside company consultant who was brought in to report on Kraft’s innovation...
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...a leading technology brand-sap Submitted by- Richard Doley (PGP /19/221) 1. What should SAP stand for? What is its brand promise? SAP has consistent product quality and innovation for which it has to stand but at the same time it should devise a consolidated strategy for all its target markets with one common logo and consistent tag lines so as to avoid unnecessary ambiguity in the customer’s perception. It must have a brand promise of enabling the target companies across the world so as to leverage technology and improve accountability, efficiency, profitability and visibility of their business. Customers should be able to clearly see the values and services they would like to undertake through SAP. 2. Would you make any changes in the branding elements? SAP brand architecture, logos? Though SAP is one of the world’s most reputed companies, they made a mistake in branding. During the initial phase of the internet boom, SAP lost out on a large share of possible customers, because of their seeming inability to innovate. Later on, even though the product that SAP released was a strong one, the possible users speculated that it was just a decision to create a brand. Another factor is that with the country heads being different and the overall coordination being lacking, SAP is unable to portray a single brand image across all the countries where it operates. So, what should be done in this regard is, there should be a centralization. The brand image of SAP should...
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...chains have fallen. Company launched in 2001 and by 2011 you had to have a order of 30$ with a delivery fee associated with it. The company started to fall apart when the competition start to raise in the industry that is when they started offering local grown and organic but their were some fields they just couldn’t compete with. 23–30 Borden Avenue Long Island City, New York 11101 U.S.A. Telephone: (718) 928-1000 Fax: (718) 433-0648 Web site: http://www.freshdirect.com Private Company Founded: 1999 Sales: $200 million (2005 est.) NAIC: 311991 Perishable Prepared Food Manufacturing http://www.encyclopedia.com/doc/1G2-3480000039.html SWOT ANALYSIS Strength: * Has strong financial assets * Powerful online grocery brand * Advanced food technology with software system * Strong relationship with local stores and distributors * Approach is very innovative * Excellent customer service * Warehouse had 12...
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...Literature Review International Marketing is the performance of business activities designed to plan, price, promote, and direct the flow of the company’s goods and services to consumers or users in more than one nation for a profit. (Philip R. Cateora et al, 2008). International marketer’s task becomes more complicated that of the domestic marketer as it operates entirely in different business environments. A firm operating in a domestic market undoubtedly feels comfortable in adjusting the business decisions in line with the environmental changes at domestic level. However, the process in an international marketing effort often involves substantial doses of cultural, political and economic shock. To adjust and adapt a marketing program to international market, marketers should be able to interpret the effect and the influence of the uncontrollable environmental factors on their marketing plan for each and every foreign market in which they intend to do businesses. The uncontrollable factors/ elements constitute the culture and the task of cultural adjustment is the most challenging and vital one confronting international marketers. International marketers are responsible for adjusting their marketing efforts to cultures to which they are not attuned. In dealing with unknown markets, marketers must be aware of the framework they use in evaluating the potential of a market. In any system of different people, their political and economic structures, religions and other elements...
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