...TYPES OF MARKETING STRATEGIES MARKET LEADER STRATEGIES 1. Expand total market 2. Defend market share 3. Expand market share MARKET CHALLENGER STRATEGIES 1. Define strategic objective and opponents 2. Choosing an attack strategy MARKET FOLLOWER STRATEGIES MARKET NICHE STRATEGIES ================ A. 1. MARKET LEADER STRATEGIES EXPAND TOTAL MARKET • New Users E.g.: perfume:--> non-users (mkt-penetration strat) --> men (new market strat) --> other countries (geo-expan strat) E.g.: J&J Baby shampoo: birthrate declining --> ads target adults --> leading brand • New uses Cereals: as snacks --> increase frequency of use OJ: “not for breakfast anymore” Du Pont nylon: parachute-->pantyhose-->blouses & shirts --> auto tires -->seat belts --> carpeting Arm & Hammer: baking--> fridge deodorant --> quell kitchen grease --> carpet/pet deodorant --> bath tub relaxant --> toothpaste --> ???? • More usage: Michelin: want French to drive more --> rate restaurants (best in south --Provence & Riviera) --> publish guidebooks with maps and sights along the way 2. DEFEND MARKET SHARE • decide where to defend • continuous innovation along Mktg Mix Position defense: - purely defensive not enough --> must take offensive counter-measure Eg: Coke --> multi segments of cola mkt --> enter wine market --> acquire fruit drink companies --> desalination equipment --> plastics Flanking defense: - guarding territory not enough - create outposts/flanks: --> protect weak front --> invasion base for counter-attack...
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...Product Offerings P&G offers a wide range of products for the customers to choose from. The wide range of products has been developed through organic as well as inorganic growth. P&G has been able to have such a diversified portfolio of products through a number of acquisitions which also increased its profits significantly. The company’s products have dominance in most of the product categories it operates in. P&G touches and improves the lives of about 4.4 billion people around the world with its portfolio of trusted, quality brands. The company’s leadership brands include Pampers, Tide, Ariel, Always, Whisper, Pantene, Mach3, Pringles, Oral-B, Duracell, Olay, Head & Shoulders, Braun, Ambi Pur, Vicks. P&G has tried to establish trust for their products in the consumers by following a strictly laid down scientific assessment policies for safety. It takes care of the safety from the use of products to the disposal to it i.e. the safety of the environment. There has been a case in 1980 where a product of P&G was responsible for toxic shock syndrome among the consumers. As a responsible citizen of the society P&G voluntarily recalled all the SKUs of that brand from the market and notified the consumers of the same. This action of P&G has established an image of a caring and one that does the right thing for the consumers and not only the company. Why Customers Buy Powerful Brands The company controls some of the most highly respected names in...
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...gives many benefits such as; a. In time availability of competent human resource. b. Attracting competent human resource within or outside the organization. c. Tracking of recruitment process. Main emphasis of the project is to highlight and to find out the HR policies / practices being followed within the bank and the good practices for Employee retention being used in industry as a whole. Following traits will be analyzed within the target Bank; a. Over-all job satisfaction level b. Evaluation system c. Training and work load d. Supervisor behavior e. reprimands and discussion sessions f. Achievements are Acknowledge and rewarded or not. g. Quality and service standards h. Over-all quality evaluation gives a high standard of the organization Askari Bank aims to be organized for consistently providing service quality to its customers. Customers have expectations or standards for quality delivery of service and they constantly assess the bank against other competitors. For service performance to be perceived and evaluated by the customer as high quality, a number of fundamental service processes must be delivered with uniformity and consistency across all businesses. It includes service standards or goals that have been set for those processes that constitute key Moments of Truth for the customers. To deliver quality service at key moments of Truth, Internal Service...
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...Qwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyui opasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfgh jklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvb nmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwerty uiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdf ghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxc vbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwer tyui Submitted by: DIVYA GUPTA 09BS0000711 SEC: B asdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzx cvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwe rtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopa sdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjkl zxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmq wertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuio pasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklz xcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqw ertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiop asdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjk lzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnm ...
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...International American University Department of Business The University Catalog and Student Handbook supplement this syllabus and are available through IAU Online as a digital soft copy. Please make sure that you review the University Catalog and Student Handbook so that you can be successful in this course. 4201 Wilshire Blvd., Suite #610 ♦ Los Angeles, CA 90010, CA, U.S.A. ♦ T: (323) 938-4428 ♦ F: (323) 938-4-4429 ♦ E: www.iau.la MKT 500C Marketing Management Syllabus Instructor Name: Instructor Phone: Instructor Email: Campus / Room: Mode: COURSE DETAILS Christopher Lloyd, MBA (310) 594-1023 clloyd@iau.la Main Campus – B Hybrid Term/Year: Days: Time: Start: End: Fall S2, 2015 Wednesdays 6:00pm - 10:00pm October 26, 2015 December 18, 2015 Christopher Lloyd earned his MBA with a concentration in Information Systems from California State University Long Beach in 2012. Professor Lloyd teaches as an adjunct professor for courses in management, marketing, business, information systems management, and computer information systems for undergraduate and graduate level courses. His responsibilities include teaching and mentoring undergraduate and graduate students, and attending conferences and symposiums addressing strategic management, digital marketing, and search engine optimization. Professor Lloyd's "learning through application" approach earns him high praise from his students. His genuine interest in their career advancement ...
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...set implies . . . that it is impossible to make abnormal profits by trading on the basis of that information set. 1. Prices in mkt reflect info about securities =>won’t be easy to find NPV>0 for financing i.e. under/overpriced securities is unlikely. 2. Market is efficient w/ respect to some info set if security prices would be unaffected by revealing that info to all participants. Weak Market reflects all info about past prices therefore can’t make abnormal profits based on past info. If it holds, Covariance (tomorrow’s abnormal return, today’s abnormal return) = 0, stock prices follow “random walk”. Test: transaction costs make technical trading not have a positive NPV. Semi Strong Weak plus - all publicly available info (i.e. rapid reaction time = can’t make money on the news) Test 1: active mgt funds in general perform worse than mkt. If info is already reflected in prices, extra costs of research & transaction of actively mgd fund vs tracker fund, incurred in vain Test 2: Study cumulative abnormal returns over time. Results show that info gets incorporated immediately (immediately rise (or fall) of prices), and starts to get incorporated before (insider’s info) Strong Semi Strong plus info NOT publicly available (inside info) Test: (Test 2 for semi), shows that there is insider’s trading or info leakage, also regulation Implications of mkt efficiency: - Expected return on a stock is exactly the one to compensate investors for the risk that they absorb...
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...(Selections from Chs.1, 2, 7 of text.) 1 Overview: 1. 2. 3. 4. 5. 6. Magnitude of Real Estate Investment Performance of R.E. Investment The “Real Estate System” (role of capital mkts) The space market The asset market & investment industry Example real world R.E. development investment 2 Magnitude Figure 1a: Net Asset Value of U.S. Structures ($ billions, 2003, source BEA) Total = $ 23,747 Govt. R.E., $5,751 Houses, $11,917 Commercial R.E., $6,079 3 Magnitude Figure 1b: Net Asset Value of U.S. Commercial Real Estate Structures ($ billions, 2003, source BEA) Total = $ 6,079 Billion Institutional, $955 Hotel & Recreational, $554 Office, $1,131 Retail, $1,313 Residential (apts), $1,168 Industrial*, $958 4 Magnitude U.S. Institutional Commercial Real Estate Physical Stock: 44B SF U.S. Commercial R.E. Physical Space (SF) Capital Value: $3.3 Trillion U.S.Commercial R.E. Capital Value ($) Retail 25% Apartment 41% Retail 34% Apartment 25% Warehouse 9% Office 18% Warehouse 16% Office 32% Source: PPR, 2003 5 Asset Mkt Exhibit 1-5: Major Types of Capital Asset Markets and Investment Products Public Markets: Equity Assets: Stocks REITs Mutual funds Private Markets: Real Property Private firms Oil & Gas Partnerships Bank loans Whole Mortgages Venture Debt Debt Assets: Bonds MBS Money instruments 6 Magnitude 1.2.4 The Magnitude of Real Estate in the overall Capital Market… Exhibit 1-7 US Capital...
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...MKT 315 WK 8 QUIZ 6 CHAPTERS 12 & 13 To purchase this visit here: http://www.activitymode.com/product/mkt-315-wk-8-quiz-6-chapters-12-13/ Contact us at: SUPPORT@ACTIVITYMODE.COM MKT 315 WK 8 QUIZ 6 CHAPTERS 12 & 13 MKT 315 WK 8 Quiz 6 Chapters 12,13 MULTIPLE CHOICE 1. One of the main issues Proctor & Gamble (P&G) Company had with its Max Factor is: a. Giant mass market U.S. retailers were not willing to give more shelf space to Max Factor products. b. P&G's marketing team had failed to gain sufficient brand recognition. c. Even though P&G threw millions of dollars in trade promotions, sales of the Max Factor brand continued to fall. d. Foreign sales of Max Factor products were falling. e. Offering big trade discounts to retailers simply did not work. 2. The effectiveness of the overall promotional strategy depends on how successful the manufacturer is in: a. Implementing its advertising, sales promotion, personal selling, and publicity. b. Securing cooperation from independent channel members in implementing the promotional strategy. c. Keeping its promotional budget in check. d. Developing creative promotional tactics. e. How its promotions compare to its competitors. 3. ___________ is a term used to refer to the use of several promotional tools in a coordinated effort to achieve maximum promotional impact. a. Exponential marketing b. Integrated marketing communication c. Expanded promotion d. Advertising materials e. Persuasive advertising 4...
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...OIL AND GAS INDUSTRY 3 SECTORS: 1. Upstream: Exploration and production (E&P) 2. Midstream: Transportation 3. Downstream: Distribution and retail * Most int’l oil & gas co. = INTEGRATED ID potential O&G field - prdcn = 1 – 3 years Total CAPEX up to $100MM+ (depends on circumstances of each drilling project ie. Under water, earctic, etc.) Constraints: * LICENSE to operate each oil and gas field (drill vs prdcn) (*licensing can be sold*) country owns right to resources issues license share in profits * Country can enter into JV with company (BUT gvt ONLY shares in profit) Criteria: proof of credentials 1. Tech ability 2. Environ. Awareness 3. Financial capacity PSA license: profit sharing w/gvt (% of profits ie. Rev. – amort cost of drilling- royalties – prdcn c.) Royalty tax also imposed by gvts (% mkt value of o&g prdcn) Independent E&P companies: EU & UK : range of diff. size listed companies ( on AIM’s or full staock Markets) Investors: large institutional investors TRGT. : LONG TERM GROWTH IN SH. PX YJ (E&P of O&G fields) * Listed on AIM * IPO: US $60MM * S/H: 12 large institutional s/h own 96% sh. * Purpose: ID potential O&G fields to be brought into prdcn * Strategy: explore, appraise, develop into prdcn its licensed fields SAFELY + RESPONSIBLY Financing: Note: very high CAPEX before ability to earn revenues equity not enough, rqr debt financing * Bank...
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...his faith in the model, quoting examples from the airline and steel industries. The model along with the others that Porter has developed, such as the value chain, strategic groups and national competitive advantage, continue to influence strategic thinking in profound ways. And yet, one cannot help observing that perhaps the time has come to re-examine these models in the light of empirical evidence. This paper attempts to argue that the usefulness of the five-force model is limited in emerging economies as compared to mature markets. A longitudinal study of the IT Enabled Services Industry in India demonstrates that with low entry barriers, a high degree of competition (industry rivalry), bargaining power of buyers (Fortune 100 companies), bargaining power of suppliers (large manufacturers of hardware who force technological up gradation at regular intervals), and the absence of clear differentiators (or close substitutes being offered), the industry should have been very unattractive according to the five-force model. On a practical level though, the paper shows that the major players in the industry have all been able to turn in stellar performances year after year. With this apparent dichotomy between theory and practice, the paper questions the usefulness of depending on one model for all situations. INTRODUCTION: The five-force model of competition was first introduced by Porter in 1980 in his book on Competitive Strategy. For 30 years since the...
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...British College of Applied Studies (University of Wolverhampton) Contents Executive Summary .......................................................................................................................03 Situational Analysis .......................................................................................................................... 04 Marketing Strategies .....................................................................................................................13 Financials………………………………………………………………………………………………………………………………………..22 Controls……………………………………………………………………………………………………………………………………………….24 Reference List …………………………………………………………………………………………………………………………………….33 MKT Page 2 Executive Summary Harley Davidson is a Motor cycle manufacturing company which has a range of motor cycles offered to the matured men in the past and is now on the verge of introducing a new range of bikes for youngsters and women in the UK market. In its tradition, Harley Davidson were very much focusing on the matured men over 35 years which needed a new innovative market to be captured in the UK which is highly potential as the current market was dropping due to alienating customer base and huge competition from the Japanese competitors by introducing new sophisticated motorcycles which were more attractive. The new product segments were focused on youngsters between 18-35 who are working which needed a riding experience for their routine purposes with HD – Young and...
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...Inc. Acorda Therapeutics, Inc. Adobe Systems Inc Analog Devices, Inc. Adolor Corp Archer-Daniels-Midland Co Automatic Data Processing Alliance Data Systems Autodesk Inc Adtran Inc AMERICAN DAIRY INC Associated Estates Realty Ameren Corporation Advanced Energy Industries Inc Agnico-Eagle Mines Ltd. American Eagle Outfitters American Electric Power Aercap Holdings N.V. NYSE Arca Lead Market Maker UBS SECURITIES, LLC MORGAN STANLEY & CO CITADEL SECURITIES LLC CITADEL SECURITIES LLC TIMBER HILL LLC GOLDMAN SACHS & CO WOLVERINE TRADING, L.P. GOLDMAN SACHS & CO WOLVERINE TRADING, L.P. CUTLER GROUP, LP CITADEL SECURITIES LLC TIMBER HILL LLC CITIGROUP DERIVATIVES MKTS INC. GOLDMAN SACHS & CO CITADEL SECURITIES LLC WOLVERINE TRADING, L.P. CITADEL SECURITIES LLC MORGAN STANLEY & CO WOLVERINE TRADING, L.P. CITIGROUP DERIVATIVES MKTS INC. CITADEL SECURITIES LLC WOLVERINE TRADING,...
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...Session 1 Pg 441 2. A=1200 B=1900 Total = 3100 E(Rp)=Wta x E (RA) + Wtb x E(Rb) = 0.39 x 11 + 0.61 x 16 = 14.05% WTA=1200/3100 = 0.31 Wtb= 1- 0.39 = 0.61 E(Ra)=11% E(Rb)= 16% 7. E(Ra) = Pr x E(Rr)+ Pn x E(Rn)+ Pb x E(Rn) = 0.1 x 6%+ 0.6x 7 +0.3 X11 = 8.1% Variance = Pr x [Rr-E(Ra)] ² + Pnx [Rn – E(Ra)] ² +Pb x [Rb-E(Ra)] ² =0.1 x (6 – 8.1)² +0.6(7-81) ² + 0.3 x (11-8.1) ² = 3.69% = square root of 3.69 = 1.92% 11. βp =Wtq x βa + WtR x Br + Wtq X B…. = 0.25 x 0.6 +0.2 x .7 +0.15 x 1.15 + 0.4 x 1.34 = 1.2 14. = Session 1 eg 5.8 Slide 34 βL_ind=0.38 βu _ ind = βL_IND/[1+(1-T) x (D/Eind) 0.38/[1+(1-0.28)x 0.76] =0.2456 Βdyn_Lev = βu_ind x [1+ (1-T) x D/Edyn] = 0.25 x [ 1 + (1+0.29) x 0.82] = 0.39 Chapter 13 question 15 (pg 442) β = 1.3 E (Rm) = 14% Rf = 5% E(r) = Rf + β x [E(Rm)-Rf] – EMRP formula = 5 + 1.3 (14 - 5) 5 + 1.3 x9 16/7% Session 3 Cost of capital Question 3 pg 472 E (R) = Rf + βE(EMRP) = 4% + 1.15 x 8 = 13.2% Slide 6 applies Re = E1/Po + g = D0(1+g)/P0 +g = 1.8(1+0.05)/34 + 0.05 = 10.56% Rc_ave = 13.2+10.56/2 = 11.88% Question 6 pg 472 WACC (cost of funds the company uses to expand – equity and debt)= 13.2 + 10.56/2 = 11.88% WACC = [E/E+D ]x KE +[ D/D+E] x KD x (1-T) TTM = 12 yrs 105% of Face value (nominal, principal) 100 1million R100 ytm is your market rate when issued but after that you have to calculate it. YTM at issue is just the MK (Market) + IR (interest rate) it is the...
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...A. Executive Summary: The Zhong-Lian Knitting Company Chinese Joint Venture (JV) is facing trouble among its two owners that have different objectives. American based Heartland Spindle is looking for higher profits and a move to higher quality clothing markets in the USA while Suzhou First Textile Company, the Chinese partner, is looking to enter the domestic Chinese market and expand its manufacturing capacity through job growth, in line with local government pressures. My recommendation is to first focus on what is best for the JV given its situation and opportunities – which is to grow through acquisition and focus on expanding its current clothing products into the Chinese Domestic market. From that analysis with the implied 4% ROI, Heartland should to exit the JV and invest in entities that better meet its needs and expectations in countries that are more attractive to its needs. Finally in the future Heartland should be more careful when entering into JV agreements so that all parties have an appreciation for cultural differences, a common understanding of objectives and directions that are embedded in the JV agreement. Note – the Executive Summary is one area that is repetitive of other sections given its nature. B. Industry Dynamics: The Zhong-Lian Joint Venture (JV) is currently manufacturing clothing for the US mass market, a strategic group within the overall apparel industry (versus high end fashion brands). Their clothing is sold through retailers such as Walmart...
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...28/2/2013 Executive Summary The purpose of this report is to look at Easyjet and how they align their Strategic Business Strategies to compete with other similar businesses within the aviation industry. It will also look at how they may implement these strategies into their business. The report will look at how they deal with political, economic, social and technological obligations and threats. This will be analysed by using different theories and models in the form of external, internal and sustainability of position. In conclusion, the author will consider if the business practices of Easyjet are conducive to achieving the overall goal of greater market share. Introduction This report will largely focus on the airline company Easyjet. This business is a successful example of a “no frills” budget...
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