...John Foretnberry (2010) says “Brands are names, logos, slogans and other references that identify goods and services—allowing customers to distinguish products from competitive offerings.” (p.62) Marketing communication strategy defines the business’s plan for product information dissemination and brand awareness development. Plaza Home Health Services does not have a successful marketing communication strategy. Their current strategy is using word of mouth, customer loyalty and counting on their past success to continue to stand out amongst the competitors. They have set themselves apart from the competition by employing top employees, offering a top rated benefits package to attract the best talent, and being up to date with their medical strategies within the home health industry. Plaza Home Health Services’ branding and identity strategy are lacking ingenuity and creativity, this must change if they wish to continue to have success and to push them to the forefront of their market. Plaza Home Health, (PHHS) does not have a marketing identity. PHHS is missing some of the major branding components that will help differentiate their business from competition, they currently do not have an identifiable logo, slogan or any other identifiable resource that represents who they are in the industry they have found a niche in that stands out to consumers. In healthcare logos stand out to consumers when they can identify the name quality of service with a familiar character or...
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...HOW SHOULD CRACKER JACK BE MARKETED AS A FRITO LAY BRAND? Question 1 STRATEGIC MARKETING: OBJECTIVES AND INITIATIVES Strategic Objectives Offered by Borden 1. Revitalize the customer franchise 2. Improve operating efficiencies 3. Extend Cracker Jack trademark Strategic Initiatives to Achieve Objectives 1. Invest in advertising and promotion to consumers to revitalize customer franchise 2. Improve operating efficiencies through Frito Lay’s DSD distribution 3. Use brand and flavor extensions to extend C-J trademark Positioning in the Salty Snack aisle is preferred to meet strategic initiative 2 of improving operating efficiencies through DSD distribution Advertising of $22 or $32 million preferred to meet strategic initiative 1 of revitalizing the customer franchise Flex Bag packaging preferred to meet strategic initiative 2 of operating efficiencies because of cost reductions RESULTING MARKETING INITIATIVES THAT MEET STRATEGIC OBJECTIVES All Options Position in Salty Snack Aisle & Use DSD Delivery System STM Projections of Manufacturer Pound Volume and Manufacturer Sales Dollars Package Size and Form and Retail Price $22 million Advertising & Promotion Budget $32 million Advertising & Promotion Budget 8-ounce Flex Bag packaging at $1.99 Retail Price 36.4 million pounds $103.7 million factory sales dollars 43.8 million pounds* $124.4 million factory sales dollars* 7-ounce Flex Bag packaging...
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...Managing the brand Even though the there has been a significant level of marketplace change within the last thirty years, the principles that involve in management have not changed. But the capacities to understand and implement the principles of companies have significantly improved. The role of the top management It is a core task of the top management to generate and maintain a culture and business atmosphere where improved understanding of the consumer is the driving force for the team entrusted with management of the brand. Managing brands for value creation According to the research which was carried out by Booz Allen Hamilton and Wolff Olins, they have found that there are three categories of companies. These companies were categorized in a way that how each company has identified the importance of brands in their success. The three types are briefly described below. * Brand-guided companies: These companies have identified that brand is so important for the success of their business and therefore to have a reasonable management of brand. They have established a common understanding of what they stands for and therefore have assigned clear brand ownership at top management level [1]. * Emerging brand companies: These companies have not yet fully recognized the importance of brands in success. They are developing a common understanding of their brands. Therefore we can expect them to be a brand-guided company over the next five years. * Brand-agnostic...
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...Revitalizing a Brand- Plaza Home Health Services Donna L. Jones-Bryant HSA 505 July 26, 2015 Dr. Becky Foster Revitalizing a Brand- Plaza Home Health Services Plaza Home Health Services Plaza Home Health Services is a leader in providing home health services in Georgetown co-owned by Nancy Edwards and Jennifer Moore. Their pledge to provide exceptional home health service has commanded that their services be maintained at the maximum echelon, well above the competition. The entrepreneurs are relentlessly seeking methods to solidify their position in the market via economic control and deeper endeavors in constructing a brand that would be recognized as tantamount with unsurpassed quality home health service. Current Marketing Communication, Identity, and Brand Position The current market communication of Plaza Home Health is based on inadequately created logo, unappealing business cards and advertising brochures and, a lackluster building insignia. The existing market communication is so ineffective that the only observable marketing effort perceived are the actual services; aside from this, the company has not made a resolute attempt at branding. The printed personality of Plaza home services is just a plain black and white advertising display of their name. Presently, the labeling efforts are undeveloped with no visible energies spent to manufacture an exclusive trademark. SWOT Analysis Strengths: • Entered the market at the strongest...
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...In: Business and Management Snapple BRAND MANAGEMENT Case No. 3 SNAPPLE: REVITALIZING A BRAND INTRODUCTION In the 1990s, Snapple Corporation was one of the leading “New Age” beverage brands when the category was just beginning to take off. With the combination of a unique product, package design, and quirky advertising, the company grew form a regional underground favorite toa nationally recognized brand. Snapple’s rise in the beverage industry was crowned in 1994, when the Quaker Oats Company purchased Snapple for $1.7 billion. Quaker expected to make Snapple a major player in the industry, as it had done with GAatorade. However, the company was unable to capitalize on the brand’s previous success. In 1997, Quaker sold Snapple to Triarc Beverage Group for $300 million. Triarc faced a number of challenges, including reversing the sales slide, revamping the distribution system, and creating new products that will enable growth. Most importantly, Triarc had to find a way to reconnect the brand with its consumers. Triarc successfully resurrected the Snapple brand, and in 2000 sold Snapple to Cadbury Schweppes for $1.45 billion. Cadbury Schweppes then faced the challenge of maintaining Snapple’s brand strength in an increasingly competitive beverage environment. THE EMERGENCE OF SNAPPLE The roots of Snapple Corporation date back to 1972 in Brooklyn, New York when brothers-in-law, Leonard Marsh and Hyman Golden, left their window-washing business and teamed up with...
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...retailers and new play platforms). Those two issues by themselves would have been cause enough for concern. However, the CEO also felt that the company had lost its way and had no clear idea of what it stood for (c.f. “who it was”) and what products it should offer. It was further clear to him, and to everyone, that changes were needed. In early 2004, they had formulated a new strategy (and presumably this was far from being tested and proven as a means to “turn the ship around”. That plan dealt with: (i) the financial situation (improving cash flow and eliminating debt etc) by selling off non-core assets, reducing operational complexity and outsourcing some manufacturing elements; (ii) Increasing profit margins, by revitalizing product lines, made harder by the need to cut costs. (iii) Grow organically; invent new ways of creating value. The first phase was accomplished by end 2005 but the second and third had yet to show fruit (or commence in some ways). The main challenge at that point was HOW to reinvent and reinvigorate innovation in the company. Strategically from 1999, through Star Wars and Harry Potter kits, and Bionicle, the old strategy of “free play” was being surrendered to “structured play” where the pieces were fragile, instructions were complex and there was a RIGHT way to do it rather than a free play mode (not to mention the incorporation of new modern weapons into a simple...
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...selective venues for a good, exclusive focus. The student brand manager concept familiarizes entire campuses with the brand, the brand managers recruitment system itself being selective (and requires the applicants to be very familiar with the red bull brand). Disadvantages: First of all, some markets are overflown due to the rather selective targeting of red bull. More importantly, the targeting of colleges, while emphasizing the fact that Red Bull mainly targets athletes and people in need of energy, cause some dissociation considering the very high association of red bull and alcoholic drinks in student environments. This, combined with the many health concerns regarding the mixing of caffeine and red bull, causes major criticism of the brand. Q.2. Red bull could have dealt with such rumors by bringing emphasis to the fact that health authorities such as the FDA never actually proved that red bull and alcohol was harmful. Moreover, their omission of particular ingredients such as ephedrine and guarana should be put forward. In a global point of view, they should put forward the fact that correlation (of health hazards and the drink) does not imply causation. Finally, a stricter control regarding the distribution of products on campuses and how they are consumed and used should be a priority for Red Bull if they really want to remain true to their values. Q.3. There are many markets that Red Bull, as a revitalizing energy drink, can tap into. First, regarding their original...
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...ageless brands really exist? Or it’s just a myth and ultimately it’s the time which has the last say and the brand dies an obliterated death? Of course, some brands do vanish with time but there are others which are too reluctant to step down the decline phase of their life cycle. These brands beat the odds and sometimes surprise even the company expectations. With the ageless brands there exists only one theory, that is, it will continuously have a subconscious on the minds of the people across generations. A product which succeeds in doing so is not going to die anytime soon. These products never cease to surprise us. A brand doesn’t need to be Boeing or Airbus to last for decades. As simple a product as Cherry Blossom shoe polish has done it too. Launched in 1906, this product finds a shelf space in almost every household in India. The only competitor of cherry, one can think of is the Kiwi shoe polish, which is again 100+ years old. Obviously, the question will arise, how and why? Some products get lost in the sands of time while others continue to thrive for decades? Delivering performance over the years and never letting hold of customers go away through continuous relationships with the customers is the key. Thums up is a product which is as stubborn as it can get. Originally, manufactured by Parle in India, this product was a threat to coca cola and hence, coca cola chose to buy Thums up with a sole purpose of killing it. However, Coca-Cola didn’t kill the brand after...
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...Starbucks' Growth Destroyed Brand Value Cenk Kazanci Southern State University Abstract 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. How Starbucks' Growth Destroyed Brand Value Schultz sought, admirably, to bring good coffee and the Italian coffee house experience to the American mass market. Wall Street bought into the vision of Starbucks as the “third place” after home and work. New store openings and new product launches fueled the stock price. But sooner or later chasing quarterly earnings growth targets undermined the Starbucks brand in three ways. First...
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...Internal and External Factors Paper Christine Cornelius MGT / 230 – Management, Theory and Practice April 22, 2012 Instructor: CHERLYNN PERINOVIC Internal and External Factors Many external and internal elements affect the way in which companies are controlled. Chevrolet, among the Large 3 Automobile Producers in the United States of America, isn't exempt from this atmosphere. Globalization, technology, advancement, variety as well as ethics all influences the 4 tasks of administration. Administrators should think about these impacts while scheduling, organizing, leading as well as managing. Managing the functions of a worldwide production organization just like Chevrolet is dynamic, with external as well as internal environments not static, administrators should be capable to respond to these types of modifications and change their administration method when needed. Even though the 4 tasks of administration are utilized to achieve objectives as well as operate a company, the external and internal elements should be kept in mind all the time. Globalization Enterprises are global all over the world. Companies need to involve themselves with international markets. In a global environment, income is rising and demand is increasing, leading organizations to focus on external factors as in international market exchange. General Motors has their Chevrolet model in many different parts of the world. They have experienced profit gains and profit losses. The use of going...
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...with their target clientele. 2. The creative agencies retained for the marketing of these projects have not been able to fathom the developer’s vision, resulting in a fatal Chinese Whisper syndrome. In both cases, sales and leases take an ‘inexplicable’ and terminal beating. o An erroneous assumption that long-standing market reputation alone will ensure sales This fallacy, based on an obsolete truth of the Indian real estate sector’s boom periods, has caused a number of very respectable real estate banners of yesteryears to hang limp in the winds of change that are blowing today. During the boom time of 2007-’08, a developer’s brand was often sufficient to ensure property sales and leases. The market back then was largely driven by speculators who had very little insight into the true nature of real estate. For these players, a developer’s brand was often the only yardstick, and apartments and offices in newly launched projects were snapped up on that basis alone. Today, even end-users and occupiers know exactly what they want from the spaces they buy and lease. They will patronize a project because it gives them what they want within their budgets –...
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...branding – Brand stretch，brand revitalization and brand deletion, the total communication for brand management, relationship management, relationship brands and the value of brand culture. On the three great dilemmas, the author raised the issue of whether to stretch a brand name into other areas- either inside or outside its existing category – when it is doing well; what to do when a brand has been neglected and needs revitalizing and whether this can be achieved and lastly, whether to kill or delete a brand if the future holds no prospects. According to Temporal, extending or stretching a brand involves producing variants of the same brand in the same category. However it produces another issue that it falls in the same industry while breaking into another category. The author also introduced three basic reasons for brand extension – natural causes, market growth reductions and confidence in the invincibility of the brand. While extending the brand, certain techniques such as the use of an existing brand name to move into a new product or service category are adopted. On the other hand, line extensions of a brand use the existing name to offer a new product or service in the same category. The section also concluded several summary of the advantages such as extending the brand is less costly than creating a new one, the consumer receives a better choice, less risk for consumers if the brand s trusted, existence of synergy which leads to saving on marketing cost, brand revitalization...
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...Q2. Globalization of L’Oreal After spreading as a sought after brand in Europe, L’Oreal decided to become global and its first stop was the United States. L’Oreal was indeed good at studying its new market. Soon enough it was competing well with the top local brands in America and the reason for its success was the acquisitions that it underwent in order to grow internationally. The acquisitions of companies such as Maybelline Kiehl’s and Redken acted as the thway for the growth and success of L’Oreal. The acquisition strategy implemented by L'Oreal guide them to be the world leader company in the beauty industry; all these US acquisition they made created a sub division within their products catalogue, consumer, professional, and luxury, L'Oreal's success is a clear example of how to implement a corporate strategy and manage a brand internationally to achieve a massive growth even when the market they sell their products in isn't very steady, the key was to understand and successfully satisfy the needs of every customer through its products like they did with the Wet Lipstick in Japan, or the Research and Development process they carry out to satisfy the Afro-American customer needs. L'Oreal has the capacity to reach more people across the world than any other beauty company thanks to their distribution channels and also is able to generate a bigger income rather than other companies due to their big products catalogue. The prospect of increasing profitability and market...
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...Defining Marketing Definition of marketing is how companies/businesses achieve their customers and improve products. Marketing helps businesses grow and generate profit if done right. The development and strategies of marketing is done by knowing what the customer needs and interest are and using that information to help lure them in for business or to create better product. Marketing is about delivering and satisfying the desires of the customer and using that for advertising and bettering a business. The definitions of marketing from other sources are as follows. “Marketing is everywhere. Formally or informally, people and organizations engage in a vast number of activities that we could call marketing. Good marketing has become an increasingly vital ingredient for business success. And marketing profoundly affects our day-to-day lives. It is embedded in everything we do—from the clothes we wear, to the Web sites we click on, to the ads we see (Philip Kotler, 2009).” The second source and definition is by William Perreault. He believes marketing is more than just trying to sell a product. “In fact, the aim of marketing is to identify customers’ needs and meet those needs so well that the product almost 'sells itself.' This is true whether the product is a physical good, a service, or even an idea. If the whole marketing job has been done well, customers don’t need much persuading. They should be ready to buy. And after they buy, they’ll be satisfied and ready to buy the...
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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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