...[pic] Case study: Diesel for successful living Marketing Basics of Introduction Diesel is an Italian casual wear company, it was founded by Renzo Rosso and best known for its cult Diesel jeans and ironic advertising. Diesel targeted people with a teenage-spirited lifestyle, mostly, focused on 16 to 25 years old. The slogan “Diesel for Successful Living” and the “D” logos are always written on Diesel’s campaigns. The licensed products including Diesel shades, shoes, time frames, fragrances and cosmetics, writing tools, and jewelry. Diesel brand image is quite different from the other fashion brands like Armani Jeans and Levi’s. Diesel focuses on values such as freedom, global outlook, creativity, and thoughtfulness, and the iconic brand core values of rebelliousness, irony and irreverence have been transformed into a unique campaign characterized by innovative and creative design. Before the innovation of StyleLab in 1998, the brand portfolio of Diesel consisted of three main product lines: D-Diesel, Diesel Kids, and 55DSL. D-Diesel was the core business line, it mainly focus on denim and the products were characterized by very high quality and durability. The Diesel Kids line was targeted at young people who did not want to be treated like kids. The 55DSL line was targeted at sportswear collection. However, StyleLab, as a new line, was decided to enter the new and attractive market of high casual wear, and focus on people between 25 to 34 years old. The market...
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...Diesel | Live, breathe and wear passionSearch The Times 100 - Business Case Studies Logo Home PageCase StudiesSTEMRevision TheoryTeaching ResourcesCompaniesCareersShopBlogLogin The Times 100 / Business Case Studies / By Industry / Fashion Business Case Studies by Industry - Fashion Below is a list of The Times 100 business case studies from companies within the Fashion sector of industry. Choose a case study from the lists alongside each company. By TopicBy EditionBy CompanyBy Industry The Times 100 fashion case studies asos.com Logo asos.com [+] The product life cycle and online fashion [+] Strategic growth in the fashion retail industry Ben Sherman Logo Ben Sherman — Using the marketing mix in the fashion industry This case study examines how Ben Sherman uses the marketing mix to help the business remain competitive and extend its market share and influence. — Edition 13 C&A Logo C&A [+] Creating value - brand management [+] Implementing Codes of Conduct Diesel Logo Diesel — Live, breathe and wear passion This case study looks at how Diesel promotes its products and the brand. — Edition 15 Dr Martens Logo Dr Martens [+] Building a fashionable brand image [+] Re-engineering a business process [+] Development of a brand through trade mark protection Levi's Logo Levi's — Reclaiming the identity of a brand This case study has shown how Levi’s has used effective brand management planning to reclaim the brand and to turn around the fortunes...
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...stretching and Line filling. In this industry, Mercedes-Benz lengthens its product line by using both line stretching and line filling. Since the early branding era, the branding strategies have changed throughout the time. Branding is, now-a-days, influencing the consumer buying behavior to a greater extent. As such manufacturers are now concentrating more on brand placement rather than product placement. They are developing brand loyalty in the minds of their customers in order to achieve high retention rate. Automobile companies can build up both product and corporate brand, but the recent trend is towards emphasizing on corporate branding. Previously it was thought that Branding is necessary from the sellers point of view to differentiate own products, but it has regarded as find out the desired product for consumer. Top automobile companies possess high brand equity which enables them to generate differential effect. Today, 9 automobile companies hold their position in the list of top 100 companies in terms of brand equity. Building a strong brand requires not only introducing the brand name but protecting it as well. Although brand...
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...styling of models that will be around in four or five years”. Speed:Around 3.0 seconds for the 0-62mph sprint. The car’s 3.7-litre twin-turbo diesel engine generates 600hp, it still has an F1-style KERS system harnessing energy under braking, there’s a supplementary 80hp electric motor ready to do its stuff under acceleration. Green: A flat carbon-fibre floor that creats downforce which enhance the car’s handling ability. Most of the interior including the centre console is made from recycled newspaper, the seats and headlining are made from felt which is developed from boiling wool, and is fylly recyclable. Distribution channel:factory,logistics,warehouse,store Competitors:Ferrari $192~$410 (Price range) Aston Martin $122~$299 Lamborghini $191~$449 Marserati $118~$142 Pricing strategy: High price-to build a high-grade position substantial profit- aim at maximun profit Limited sales-to control market quantity,avoiding loss Promotion: 1)Advertising- advertising on radio or TV, printing booklets, leaflets, catalogues 2)Public relation-negotiate with the possible partnership to expend businesses 3)Exhibition-attend shows for lead generation and brand management purposes Part 2 Marketing choice & Analysis Tagart customer: Group 1 – Luxury for reward, they tend...
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...CHAPTER: 6 Positioning Strategies Introduction Globalization and technological advancements have made the market place highly competitive and complex. The customer's needs, wants and desires are changing with each passing moment and this poses a great threat to the companies who are to keep pace with the changing scenarios. To sustain, effective brand positioning strategies are required. Positioning allow customers for product differentiation so that they can choose the appropriate product for themselves. This case study of Tata Nano identifies the pitfalls and shortcomings of their prevalent positioning strategy of “People’s Car” and suggests ways in which Tata Motors could reposition its product for glorifying its image once again in-spite of changing industry dynamics. Since the economic liberalization of the 1990s, development of infrastructure within the country has progressed at a rapid pace, and today there is a wide variety of modes of transport by land, water and air. However, India's relatively low GDP has meant that access to these modes of transport has not been uniform. India's rapidly expanding economy has provided the basis for a fundamental change -- the emergence of a "new vanguard" increasingly dictating India's political and economic direction. This group is India's new middle class - mobile, driven, consumer-oriented, and, to some extent, forward-looking. It encompasses prosperous farmers, white-collar workers, business people, military personnel,...
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...changing the face of the industry as we know it. In addition, increasing safety requirements and voluntary environmental commitments by the automotive industry will also contribute to the changes ahead. Size is no longer a guarantee of success. Only those companies that find new ways to create value will prosper in the future. The purpose of this paper is to present a short overview of the automotive industry today and highlight challenges facing the industry. Based on this perspective, we will discuss strategic levers enabling OEMs to transform to on demand enterprises. Introduction Methodology The evolving automotive landscape The on demand challenge Brand management Customer relationship management 10 Core competency management 13 Software management 15 Quality management 17 Product development management 20 Expansion management 22 Strategic steps toward the on demand business 25 Conclusion 25 About the authors 26 About IBM Business Consulting Services 26 References Methodology The information, data and opinions presented in this paper are based on a series of interviews that IBM Business Consulting Services held with automotive industry experts, who gave us the benefit of their extensive knowledge. This information and data were complemented by our evaluation of industry studies and reports on various aspects and developments in the automotive industry. The evolving automotive landscape The global automotive industry is subject to a range of factors that are increasing...
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...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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...automobiles with digital technology..............................................................6 1.5 Increased pressure for innovation and flexibility in development and manufacturing…...6 1.6 Strategic levers……………………….................................................................................7 1.6.1 Brand management...........................................................................................................7 1.6.2 Customer relationship management……………..............................................................7 1.6.3 Core competency management…………………….........................................................7 1.6.4 Software management.......................................................................................................7 1.6.5 Quality management.........................................................................................................7 1.6.6 Product development management...................................................................................7 1.6.7 Expansion management....................................................................................................8 2. Brand Management Process In...
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...Contemporary Luxury Brand © SDA Bocconi1 1. The Tod’s Group From Diego Della Valle’s words stems the legitimate pride of an entrepreneur who, although coming from a family active in the high quality shoe manufacturing since the beginning of the last century, did not inherited an already established global brand nor a well entrenched market positioning for its products. Rather, he was able to transform a medium-sized family business dealing with third-party shoe manufacturing into a first-tier player in the global luxury arena. Today, Tod’s is a multi-brand luxury company active in footwear, leather goods and apparel, with three well-established brands: Tod’s and Hogan in luxury footwear and leather goods, and Fay, in tailored apparel. Diego Della Valle belongs to Della Valle family, active in the business of high quality shoes since the beginning of the 20th century, within the world-known shoe-making industrial cluster located in the Marche region, in central Italy. In the Seventies, the company expanded through both licensing activity for Krizia, Fendi, Romeo Gigli, Gianfranco Ferré, and by developing its own products. “My intuition was to create a bond with designers, producing shoes for their fashion shows. Thanks to the positive feedback in editorials, I gained credibility on the market.”2 At the beginning of the ‘80s, the family decided to focus on its own brands and – after an in- depth marketing study and a long phase of design and testing - launched the brand J.P. Tod’s (in...
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...Louis Vuitton is the world’s biggest luxury brand for bags and accessories. It was established in France, Europe in year 1854. Louis Vuitton brand and company is an international well-established firm named after the founder and designer Louis Vuitton. Following the death of Louis Vuitton in 1892, his son, Georges Vuitton took over the leadership of the firm. He was ambitious about taking Louis Vuitton to the next step — building a global brand and setting up a multinational corporation. In year 1885, LV opened its first oversees store in London. In 1936, Gaston-Louis Vuitton took over the direction of the company when his father, Georges Vuitton, passed away. He guided the brand into its modern age. The company expanded its product line by applying the craftwork and design of its leather to small leather goods. In the mid 1970s, Louis Vuitton had become the world’s biggest luxury brand in terms of market share. Louis Vuitton entered Japanese market in year 1968, and it came the most popular luxury brand in Japan. In year 1970, LV opened its first stores in Japan, which had revenue of $1 Million on its first day. By 1977, the company owned two stores in Japan with annual profits of US$10 million Until Louis Vuitton, the strategy for business in Japan for multinational companies was to send their products through Japanese distributors. LV was the first company that took different approach and strategy of opening its own store in Japan. LV also hired Japan’s top designer...
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...contents include the methodology adopted for conducting research, stages of questionnaire development, findings and assessment of research result, Strategy plot and recommendations based on result assessment and strategy plot. On almost all brand health parameters PSO lubes are not performing well. Brand adoption funnel suggest PSO lube brands have stuck at consideration to trial stage and following appeared as the main factors behind the bottleneck: Expensive brand Poor corporate image Does not offer good services Mechanics do not recommend it No advertising and no promotions PSO brands also performing significantly lower than Shell on specific attributes (Pack, Quality, VFM and Purchase intentions) as highlighted and validated through hypothesis /significance test. Key Words: Engine Lubricant, Market Research, Strategy Plot, and Brand Adoption Funnel 1. Introduction PSO is the largest oil marketing company of Pakistan. It has market share in local market as below: 78% in Black Oil (Furnace oil) 57% in White Oil (Petrol and diesels) Overall approx. 65% market share in POL products Improving market share of PSO’slubes products, strategic alignment with car manufacturers and strong presence & footprints of foreign brands are the current challenge in High End Lube Market. The Lube Oil Market Potential is Estimated as 365,000 MT per annum in which 33% contribution is of OMCs...
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...Journal of Marketing Management Vol. 26, Nos. 1–2, February 2010, 74–89 From an aggregate to a brand network: a study of the ´ brand portfolio at L’Oreal Claude Chailan, International University of Monaco, Monaco Abstract Our purpose is to contribute to the understanding of brand-portfolio management by examining the brand-portfolio strategies of a world-leading company. We started to work on a case study with L’Oreal. Our research ´ focused on two questions: (1) what reasons lead L’Oreal to develop a brand´ portfolio strategy?; (2) how can brand-portfolio management create a higher and stronger level of competitive advantage for this company? The results show that an aggregation of brands is not in itself a brand portfolio. The juxtaposition of brands is one of, but not the sole, element necessary for the development of a brand portfolio, which is a combination of a brand ensemble and key competences born out of organisational savoir-faire. By analysing the evolution of the L’Oreal brand portfolio, this work shows how the brand ´ combination within a portfolio is a key factor for company development, growth, and risk management. It is a crucial phase to understand L’Oreal’s competitive ´ advantage. Keywords brand portfolio; brands; strategic marketing; L’Oreal ´ Introduction Many firms are becoming increasingly concerned with the definition of the relationships between brands within the company as parts of a whole, and with the organisation of these connections within...
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...factory; a brand is something that is bought by a customer. A product can be copied by a competitor, a brand is unique. A product can be quickly out-dated, a successful brand is timeless” (Quiston, 2004, p 345). Many brands today mean little to consumers, who have become accustomed to buying on price alone. But a new tool can help companies separate themselves from the crowd. (David Aaker).Branding has emerged as a top management priority in the last decade due to the growing realization that brands are one of the most valuable intangible assets that firms have. Driven in part by this intense industry interest, academic researchers have explored a number of different brand-related topics in recent years, generating scores of papers, articles, research reports, and books. This paper identifies some of the influential work in the branding area, highlighting what has been learned from an academic perspective on important topics such as brand positioning, brand integration, brand-equity measurement, brand growth, and brand management. The paper also outlines some gaps that exist in the research of branding and brand equity and formulates a series of related research questions. Choice modelling implications of the branding concept and the challenges of incorporating main and interaction effects of branding as well as the impact of competition are discussed. Key Words: Brand, Brand name, consumer behaviour, purchase decision, level of involvement, brand equity , brand extensions. ...
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...live beautifully both in domestic and in global markets. Shiseido has been making efforts to build customer trust brands through improving the technological capability, product function and safety, hospitality at sales counters and other elements regarding to customer trust. Shiseido began its internationalization process in 1957 by establishing a subsidiary corporate in Taiwan. After that, Shiseido accelerated its process of being a global play through entering prestige markets in Europe, Americas and China. Over 50 years, Shiseido has built a strong brand in the global market through diversity and brand equity. Currently, Shiseido is operating business in 87 countries and regions including Japan. And in 2012, the net sales in the global markets reach roughly 50 percent of the total net sales of Shiseido and the overseas sales ratio grows to over 44 percent (Shiseido, 2012). In 2012, Shiseido’s global cosmetics division centers on cultivating its prestige brands and emphasizes on developing its business in Asia market, especially in China. As a result, the sales from the global cosmetics division grow by over 12 percent year on year on a local currency basis (Shiseido, 2012). The sales in the Europe increase by around 10 percent, mainly driven by its fragrance business. And in the Americas, with the strong performance of the global brand SHISEIDO, make-up brand NARS and bareMinerals, the sales in the region grow roughly 13 percent (Shiseido, 2012). In the Asia, Shiseido gains...
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...Effect of Brand Image on Consumer Purchasing Behaviour on Clothing: Comparison between China and the UK’s Consumers By Kwok Keung Tam 2007 A Dissertation presented in part consideration for the degree of “MSc International Business” Table of Content Page numbers Abstract i Acknowledgements ii Chapter 1: Introduction 1.1 The importance of brand image on fashion clothing 1.2 Background information of China and the UK clothing markets 1.2.1 China clothing market 1.2.1.1 Chinese spending habits 1.2.1.2 Impediments to China’s clothing brand development 1.2.2 UK clothing market 1.2.2.1 British spending habits 1.2.2.2 Characteristics of the UK clothing market 1.3 Theoretical framework 1.4 Objectives of the dissertation 1.5 Outline of the dissertation 1 1 2 2 3 4 5 5 6 7 7 8 Chapter 2: Literature review 2.1 Introduction 2.2 The important roles of brand 2.2.1 The characteristics of successful brands 2.3 Brand equity 2.3.1 Brand awareness 2.3.2 Perceived quality 2.3.3 Brand loyalty 2.3.4 Brand association 2.4 Consumer buying behaviour 10 10 10 11 12 13 15 16 17 19 2.4.1 Models of consumer behaviour 2.5 Summary 20 23 Chapter 3: Methodology 3.1 Introduction 3.2 Theoretical backgrounds 3.2.1 Review of different research traditions 3.2.2 Quantitative versus qualitative analysis 3.2.3 Reliability and validity of data 3.3 Justification of research method 3.4 Sampling 3.5 Interview schedule 3.5.1 Stage one 3.5.2 Stage two 3.5.3 Stage three 3.6 Administration...
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