...of 7 different sub groups all designated to different sporting events for lifestyle choices. Adidas groups Internal communication consists of face to face meetings and online communications. Although they try to include all employees in these to functions they have yet to do this and are trying to improve the communications through a scheme in place called route 2015. The external communications at the Adidas group happen successfully though the many advertisements and celebrity endorsements the company use all based around lifestyle choice and major social and sporting events. However they must ensure that the Adidas groups reputation isn't tarnished though unethical business decisions, as in todays society its highly encouraged to act ethical in all aspects of business. 2. Introduction This report will provide a critical analysis of the corporate communications function at he Adidas Group. It will look specifically at the internal and external communication function and examine the effectiveness of the communications. 2.1 Summary of The Adidas Group The Adidas Group is a large multinational company that operates in practically every country all over the world (Adidas Group;2010). Its mission statement is to be ‘the global leader in the sporting goods industry with brands built on a passion for sports and a sporting lifestyle’ (Adidas Group;2011A). The organistaion is made up of 7 different companies Adidas, Reebok, TaylorMade...
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...Business 2 The Pre-Opening Meeting The Pre-Opening Action Plans Ramping Up & Ongoing Support Hilton Brand Programs Continuous Improvement Process The Customer Really Matters Hilton Serenity Collection™ Hilton Breakfast Hilton Fitness by Precor® Hilton Meetings® Hilton HHonors® 6 8 8 10 Appendix Timeline for Building a New Hilton Hotel At-a-Glance – A Brand New Hilton Hotel Key Department Personnel Glossary and Definitions 12 3 1 Building a New Hilton Hotel Building a New Hilton Hotel We believe in the transformational power of travel. We invite travelers to discover the innovative ways in which we help shape their personal journeys. We are inspiring guests to work, relax and enjoy, 24/7, regardless of their trip occasion. Our contemporary, fresh style encourages our guests to take advantage of the local experiences. When we say, “Travel should take you places,” we want to enhance our guests’ perceptions from their first impressions at booking through their entire experience as our guest. A stay at a Hilton Hotel should be transformative. The groundwork to support this commitment is laid months before the first Hilton guest registers at any Hilton Hotel or Resort. To create a transformative environment, we offer extensive resources, systems, people and attention-to-detail to bring your valuable hospitality asset smoothly through the new build cycle. The Hilton Brand bolsters its ownership with proven systems, dedicated brand performance personnel and ongoing...
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...the Marriott philosophy. Not quite an easy challenge for the multitude of Marriott brands and the abundance of campaign management tools used to contact customers spread all over the world. With over 3,200 hotels and resorts under 19 brands in 68 countries, the company was founded by J. Willard Marriott in 1927, which began from a roadside root beer stand to an $11 billion industry on just about anything involved in running a hotel. Despite one of the industry leaders in the market, slow economic conditions intensified rivalry within the hyper-competitive hotel industry. Like the Marriott, its competition also offered the same wide range of hotel and resort brands that cater to different customers’ needs and tastes not to mention rivalries on the basis of location, ambience, price, amenities, and other elements. In order to compete effectively, Marriott relied on extensive marketing research, expert segmentation, and careful targeting. This began with the focus on various type of customers such as business customers, green travelers, meeting planners, vacationers and their families. In using a variety of research techniques, Marriott was able to determine customer needs and behavior, including focus groups, online surveys, and in-room questionnaires. By partnering with brand and marketing leaders, the company was able to build a campaign management platform that scaled across brands, programs and marketing organizations. They were also able to integrate guest communication...
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...beverages company in Australia and market- leading brands in beer, fine wine and spirits. This report is based on the alcohol brand and the main focus is analysis and recommendation of the brand marketing project. We are introducing the brand of Tooheys New, which is one of the best sales in Lion Nathan and occupy Australia region successfully. Major Theoretics: This report will cover several marketing theories, such as PESTEL, SWOT analysis, marketing mix, target market, brand value, CSR, organisational culture and analysis that how to successful promote their brand with plain product package. Define Environment and Influence: Increase sale based on customer loyalty. Macro and micro environment affect company’s business strategy. Macro environment related to policy and community. Because the government banning advertising and the law of the alcohol taxation was increased every year, it is negative effect to alcohol industry growth. Micro environment related to competitors and other internal issues. the first competitors Foster’s Group occupies the beer sale top 1 and 2, it push Tooheys New use low-cost strategy to compete with rival, created high brand reputation to attract customers and find new opportunity to expand market share in the global. Research and Problems: Our group found some websites information and journals to support report and search key words, such as Lion Nathan, brand value and CSR. We have group meeting every weekend and deliver small task for each one...
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...Improving a leading brand INTRODUCTION Fast-developing organisations have a range of business objectives that provide a direction for their actions and drive them forward, particularly in markets that are prone to change and innovation. In recent years few market areas have changed quite as much as that of hotels, where there has been a general recognition that consumer groups have different and changing requirements. This case study outlines how Travelodge quickly established itself as the leading brand in the budget hotel market and how it is now consolidating this position through embracing the Internet technologies needed to create competitive advantage in the 21st century. Many leading businesses have gained their positions of prominence by identifying consumer needs that are poorly provided for and then presenting business solutions to satisfy consumer requirements. Having provided the solutions to customer needs, the intelligent business will then seek to improve its product in line with ever-rising customer expectations. How Travelodge has got to where it is today Travelodge is an example of a leading brand which has been created in a relatively short space of time. Today, nearly everyone has heard of Travelodge, yet the first lodge only opened in 1985. Travelodge recognised the need for budget accommodation when it created the sector in the UK, with the opening of the first lodge at Barton Under Needwood a 20-bedroom property on the A38 near Burton. Today Travelodge...
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...The North Face hosts a high-energy sales meeting at high elevation Sales representatives live the brand and learn about new products at Martis Valley The Challenge The North Face wanted attendees at its Spring 2013 sales meeting to live the brand with an authentic outdoor experience. Sales representatives and corporate employees were invited to hike several miles into Martis Valley, a rural forested area more than 6,000 feet in elevation near Lake Tahoe in a remote region of the Sierra Nevada wilderness. The unique venue provided special challenges for Henry V. The Solution This massive undertaking required that Henry V transport thousands of pounds of tents, chairs, audio-video equipment and temporary power to a remote region of the Sierra Nevada wilderness in order to safely and spectacularly support an audience of nearly 500 guests. Henry V staff lodged in a RV at the remote event site for a week to support the incredible outdoor experience. A 130- by 80-foot saddle tent was the primary venue for general session presentations and meals. Inside, a mountain- shaped structure upon which video mapping projection technology was employed to paint seasonal scenes as a backdrop for presenters. Scaffolding, rock climbing wall cleats and other similar elements enabled presenters and sponsored athletes to speak from different height levels. Henry V also created a custom mobile app for sales content with social networking features for real-time feedback during breakouts. The Results ...
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...|MKTG 3596 - Integrated Marketing Communications |Instructor: Charles F. Byers | |Lec. #94665 |Office: Lucas Hall 216W | |Santa Clara University |Phone: 408-310-9244 | |MBA Winter 2014 |E-mail: cbyers@scu.edu & byers.charles@ yahoo.com | |Meeting Times: Sat. – 8:30 – 11:15 p.m. |Office Hours: Sat. 11:15 a.m. – 12:15 p.m. or by appointment | |Meeting Place: Lucas Hall 307 | | Integrated Marketing Communications Textbooks & Materials Byers & Barr, “Integrated Marketing Communications Custom Edition for Santa Clara University 3E”: Pearson Learning Solutions, 2014. CoursePack Reader – “Marketing 596 – Winter 2014” Course Description This course is designed as an introduction to the concept and practice of integrated marketing communications (IMC). It takes the participant through communication, marketing, branding, and integrated marketing theory, planning and IMC program coordination. The course also addresses the marketing communications tactics of advertising, public relations, direct...
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...Fall Winter 2012 INTERNATIONAL SALES MEETING 25th – 26th October 2011 Operations Update. . Diadora Operations Priorities. Spring Summer 2012 Timelines Sales Forecasting Logistic Platform (HK) Spring Summer 2012 Production Schedule Brand Protection Program Quality Continuous Improvement Sourcing Fall Winter 2012 . Diadora Operations Priorities. Spring Summer 2012 Timelines Sales Forecasting Logistic Platform (HK) Spring Summer 2012 Production Schedule Brand Protection Program Quality Continuous Improvement Sourcing Fall Winter 2012 Sales Forecasting. Macro process, players and final goal Forecast Budget Forecast Budget Markets Sales Planning Vendors Deliveries in full on time Sales Forecasting. Macro process, players and final goal Forecast Budget Forecast Budget Sales Planning Vendors Deliveries in full on time Sales Forecasting. Macro process, players and final goal Forecast Budget Forecast Budget Markets Sales Planning Vendors Deliveries in full on time Sales Forecasting. Process in details Fall Winter 2012 & Spring Summer 2013 Line Plan, CADs, Proto Samples 1 3 Steps Sales Forecast Process 1st Sales Forecast SMS Order Capacity Plan Pre Costing Final Allocation Final Costing Minimum Check Drop 2 3 Photo Samples Arrival 2nd Sales Forecast Sales Meeting & SMS Arrival 3rd Sales Forecast Raw materials Purchasing Plan & Cut Off Schedule Sales Forecasting. Process...
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...current situation facing the brand and company? The Bel Brand in the United States is a subsidiary of Fromageries, a family-owned cheese maker. The flag ship company in the USA is, “The Laughing Cow”. This cheese is a cream cheese brand. In 2003, this company had strong sales in the United States because of its association with the South Beach Diet. (Kellogg School of Management, 2012, pg 1) The South Beach Diet was a popular low carbohydrate diet for losing weight. However, as the craze for the low carbohydrate diet diminished so did the sales for The Laughing Cow brand? Ann Legan, the marketing director of Bel Brand USA called a meeting and discussed and debated with her team whether the product’s position needed to be changed? (Kellogg School of Management, 2012, pg 1)They debated if the brand should give up its healthy-snack position in the United States in favor of the family-focused positioning globally. She discussed three alternatives in the meeting. The first position was more consistent with the Europeans. The cheese would be positioned in a way to stress family values and meet children’s needs. The second position is to spring off the South Beach Diet and focus on the healthy aspect of the product as a low calorie nutritional snack. The third option is to choose a new position all together. The brand would have its own identity in the United States and will distance itself from the European values and even the emphasis of the brands great taste. (Kellogg School of...
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...BUS 101 PROJECT SUBMITTED TO : NOOR-E-HASNIN SECTION: 06 SUBMITTED BY : 1. RUSHMIAN ANNOY WADUD (1410221643) 2. SERAJUS SALEHIN (1511397630) 3. HASAN MUSTAFA TARIQUE (1510270630) 4. FARHAN HASAN (1510199630) 5. MD. ARIFUL ISLAM (1230423026) Acknowledgment We owe our profound gratitude to our course instructor Ms. Noor-E-Hasnin (NEH), who took keen interest on our project work and guided us all along, till the completion of our project work by providing all the necessary information for developing a complete analytical report. We thank her for her sincere guidance, supervision and encouragement throughout the course. Table of Contents Introduction _______________________________________________________________ 6 Literature Review Company Background _______________________________________________________ 7 Company Mission and Vision __________________________________________________ 8 Organization Chart ___________________________________________________________ 9 How the Business was formed Articles and By Laws of Corporation ____________________________________________ 10_ Advantages and Disadvantages of Business _______________________________________ 12 Detains of number and types of product __________________________________________ 15 Industry Analysis Major Competitors __________________________________________________________ 17 SWOT Analysis ____________________________________________________________ 19 Conclusion...
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...JOB DESCRIPTION Brand Director Reporting to: BOD Level: 05 Roles: Be responsible for the overall business and brand management, including overall operation management, strategic planning and development of the brand. Act as the business owner of the brand and be able to provide long-term sustainable solutions. Accountabilities: 1. Business Operation Management • Manage business system and operation: retail excellent execution, targets and sales, process… • Achieve P&L of business and deliver annual top line business (sales). • Resolve daily cross functional problems. • Adapt and ensure the understanding of brand guidelines, strategies and concepts in all daily execution. • Build & lead the implementation of brand agenda (both planning and execution). • Ensure all legal compliance for the brand operations. • Supplier reporting and coordination. • Meetings with suppliers according to the meeting objectives. • Control internal communication/reporting. • Manage external communication/public affairs, crisis and competition. 2. Strategic planning and brand development • Strategic alignment with BOD on brand strategy (3-year plan). • Annual marketing plan/ media plan/ promotion plan. • Engage and implement brand investment plan. • Identify opportunity for business development. • Lead all channel development and negotiation with channel partners. • Improve process, system, business...
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...| Newell | Memo To: Alex From: Morgan Baker CC: Jimmy Lanigan Date: November 17, 2008 Re: Newell’s current situation Recently, the United States based basic home and hardware product company Newell acquired Calphalon, a manufacturer of anodized aluminum cookware and Rubbermaid, a manufacturer of plastic consumer and commercial products. These acquisitions were deemed necessary by CEO John McDonough. Calphalon will give Newell the ability to enter the department and specialty store markets as well as help Newell’s cookware product line reach the top of the market. Rubbermaid allows Newell greater presence globally and increases brand name. Below you will find information about the Newell Company that will help you better understand the current position and the direction to take in the future. Corporate Level Strategy The Newell Corporate Level Strategy started as a product line strategy where Newell sold their products of drapery hardware to all channels, but the product lines lacked differentiation. In 1966, Newell bought a small window-shade manufacturer in attempts to conquer the problem of differentiation. It was not until Dan Ferguson met Stanford Professor Bob Katz and spoke about differentiation strategies that Newell really began to develop a “build on what we do best” philosophy. After this discussion, Ferguson realized that Newell’s competitive advantage was the knowledge of how to make a high-volume/low-cost product and relate to and sell to the...
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...carried out in Malaysia and Hong Kong. Industry Trend and Development Going forward, we still firmly believe that issues relating to size and brand power will continue to be the predominant competitive features that businesses in the retail fashion industry have to address. Shopping malls, both new and existing ones, are getting larger, and the stores located within them are also expanding in size. The newly-opened Berjaya Times Square and Ikea Store can attest to that. And given the continuing proliferation of brands and the numerous communication channels that exist, it will get increasingly tougher to reach, secure and retain customers. In this chaotic and rapidly evolving market environment, brands, properly and smartly managed, will provide the stability needed to drive growth and market share. Flashback |1971 |Began operations as Hwayo Garments Manufacturers Company, a sole proprietorship carrying out the manufacturing | | |of ladies garments and wholesaling of the finished products to departmental stores. | |1973 |Expanded into the trading of textiles. | |1975 |Entered the retail industry with the company's pioneering brand : PADINI. | |1981 |The brand VINCCI was created to market ladies shoes, bags, belts and other accessories. | |1987 |Children wear...
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... : 14 January Subject : Solution for Caferoma’s Problems For your consideration, we held an internal meeting on January 10 regarding Caferoma’s problems. Among the problems are due to brand loyalty, price and copied product. Therefore, below are the suggestion that have been agreed in the meeting last week. Repositioning the product Segment - variety the target market, make it suitable for different necessity. Taste - add new flavors such as mocha, vanilla, espresso, etc. - Packaging - design a new packaging which more attractive, fresh look, simple and classic. Pricing Reduce the price by, say, 20% to 30% to make it more competitive. Hence, it represents affordable brand. Advertising Hire a prominence individual to be brand ambassador. Give trial version at hypermarkets as a promotion for new flavors suggested above. Run a new advertising campaign that create awareness of brand’s new look and flavors. Multiple Brand Give minor product changes, under different brand names at lower prices. Own label products Makes an agreement with hypermarkets to sell Caferoma’s coffee under their own labels. A new product Create a new product either coffee or decaffeinated product under the Caferoma brand. Stretching the brand Selects few manufacturers of coffee equipment such as cafetieres, percolators, coffee machines, etc to use Caferoma brand on their goods. As a Marketing Manager, I would like to hear your feedbacks from the suggestion above. A...
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...& Gamble's business strategy? What is the relationship of collaboration and innovation to that business strategy? The main business strategy has three focus points. It needs to uphold the popularity of its existing brands, via advertising and marketing; it must extend its brands by developing new products under those brands; and it must invent and create new brands. P&G spends 3.4 percent of revenue on innovation because it is so important to them, therefore it is important for the researchers, marketers, and managers to collaborate to achieve their goals to be an innovative company and to create new and successful products. 2. How is P&G using collaboration systems to execute its business model and business strategy? List and describe the collaboration systems and technologies it is using and the benefits of each. P&G is using collaborative systems by generating the majority of their ideas using sources from outside the company. This not only helps develop new innovations quicker, it also cuts down on research and development costs. They switched from using email to using Microsoft products. This included instant messaging, unified communications, Microsoft Live Communications Server functionality, Web conferencing with Live Meeting, and content management with SharePoint. This was helpful to the company because it was quicker to communicate, and you could share data more efficiently to the people who need to see it. They also adopted Teamcenter...
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