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Nile taxi advertisnig 2 Nile taxi advertisnig 2 Presentation Transcript

  • EGYPTLand-area of around 1 million km2 Population 90 million Vehicles 5.8 million Employed People 12.5 million Monthly new licenses vehicles 14.5K Cairo comes as one of the top 3 congested cities in the world
  • Making A Better Egypt… PHASE 1 Advertising Campaign   International University in Geneva Advertising- prof. Goldshmitd Louis Kirollos  
  • In a city where the streets are regarded as a battle field between those heading in the same direction, the demand for offshore transportation has become a demand of many. View slide
  • CONTENT Situational Analysis Marketing 1 2 3 4 Evaluation Advertising strategy View slide
  • Situational Analysis 1Recapping our company’s Promise
  •   The  economic  costs  of  traffic  conges1on  in  Cairo  could  be  as  high  as  4  percent  of   GDP  yearly.       The  economic  costs  of  conges.on  are  beyond  travel  delays,  and  they  include   wasted  fuel,  health  impacts  due  to  poor  air  quality  and  accidents,  and  impacts  on   economic  produc.vity.  When  all  combined,  the  yearly  economic  cost  of  traffic   conges.on  could  reach  up  to  4%  of  Egypt’s  GDP.  This  means  an  economic  cost  to   Egypt  of  up  to  EGP  50  billion  a  year  (USD  8  billion/year).     Background1
  • •  5.8  million Vehicle  in  Egypt   50%   In   CAIRO   GUIZA   ALEXANDRIA   1,624,000 728,000 504,000280,000 280,000 280,000 1,904,000 VEHICLES FLEET BY GOVERNERATE AMERICAN CHAMBER OF COMMERCE IN EGYPT Cairo Giza Alexandria Gharbeya Daqahlia Sharqeya Other Govs Our Research1
  • Our Research1 Traffic Concentration
  • Our Research1 Traffic Flow
  • Private Vehicles 68% Motorbikes 12% Trucks & Trailers 9% Taxi 5% vehicle mix Buses 2% Our Research1
  • car owners perception of public transportation 90% 90% 40% 85% 20% 80% 10% 40% 10% 70% 5% 40% 70% 70% 70% 95% 90% 95% Women Men Safety Speed Convenie nt 95% of private vehicle owners have used public transportation before 1 Our Research1
  • Our Target Passengers & Boats YEAR 1 10,000 YEAR 2 70,000 YEAR 3 150,000 70 150 300 Passengers Boats Nile   Taxi   0.6%   Private   Cars   67.5%   Public   transpo rta.on   32%   Nile  Taxi   4.3%   Private   Cars   63.7%   Public   transpor ta.on   32%   Nile  Taxi   9.2%   Private   Cars   58.8%   Public   transpor ta.on   32%   Our Promise1
  • “Making A better Egypt…” Our Promise1 q  Our Citizens An alternative means towards environmentally conscious transportation and traffic congestion solutions. q  Our Clients Seamless and efficient daily transport on The beautiful and uplifting Nile River. q  Our Employees Unparalleled interpersonal and career development opportunities through dedication, decision making and creativity. for
  • •  Smoother  flow  of  traffic  &  parking   •  Decrease  traffic  conges.on     •  Decrease  .me-­‐to-­‐go  for  employees     •  Increase  employees  efficiency  &  effec.veness.     •  Significantly  reduce  carbon-­‐emissions  and  pollu.on     •  Reduce  the  huge  fuel-­‐subsidies .help  to  reduce  the  na.onal  deficit Our Promise1 CorporateSocailResponsability Initiatives
  • Self Evaluation1 SWOT analysis Strengths:   a)  A  Virgin  Market     b)  Marine  Industry  Know-­‐How     c)  high  demand  for  the  service   d)  Excep.onal  Brand  Awareness   Opportuni1es:   a)  The  Market  leader   b)  Seamless  Opera.on   c)  Supplying  excess  demand     d)  Generalized  Brand  Associa.on  ex.  Chips       Weakness:   a)  Inadequate  (momentary)  Licensing     b)  Not  enough  boats  to  meet  demand     Threats:   a)  Wait-­‐.me  for  adequate  licensing,     b)  Therefore  fleet  expansion  will  be   delayed;  it  may  have  a  nega.ve  effect   on  brand  image.      
  • Consumer Evaluation1 Overview •  Segment:  Luxury  Transporta.on   •  Posi.oning:  Strategically  focused  to  ajract  a   premium  of  clients  willing  to  pay  a  premium   price,  providing  alterna.ve  means  of   transporta.on,  efficiency  and  serenity.    
  • Competitor Evaluation1 Overview •  Primary  Compe..on:  New  market  (unclear)   with  poten.al  for  strong  compe..on,  but   most  probably  on  a  different  segment  ex.  65   passenger  boats   •  Secondary  Compe..on:  On-­‐shore   Transporta.on.    
  • Brand Identity1 Overview •  Nile  Taxi  is  a  year-­‐old  start-­‐up  that  has  been   founded  over  the  newly  realized  demand  of   alterna.ve  transporta.on  solu.ons.   •   Saving  poten.al  clients  between  25  and  90   minutes  per  trip,  the  brand  is  strategically   focused  to  ajract  a  premium  of  clients  willing   to  pay  a  premium  price.    
  • Brand Identity1 Image •  Designed  to  be  memorable  and  no.ceable,  all  visuals   rela.ng  to  and  affec.ng  Nile  Taxis  brand  Iden.ty  belong  to   a  familiar  but  unique  theme.   •  Forms  a  visual  connec.on  with  the  brands  affilia.on  to   transporta.on  services,  and  primarily,  revealing  the  brands   light  charm  and  crea.ve  philosophy.       •   Whether  adver.sements,  naviga.on  maps  or  graphics,  or   the  booking  applica.on,  all  communica.on  medians  reflect   the  upliling  and  gra.fying  ambiance  offered  by  the  Nile   River,  to  the  seamless  transi.on  offshore  promised  by  the   Nile  Taxi  service.    
  • Rout  Map  
  • TARIFFS  
  • Nile  Taxi  accommodates  car  owners’  needs     Female Friendly Available 18H Highly secure Fast & reduces time Our Promise1
  • NileTaxi DESIGN  
  • Phase 1 Transforming Nile transport Making a better Egypt 4. Brand Perception Corporate Goals •  SAVES TIME & ENERGY •  NO TRAFFIC •  ULTIMATE EXPERIENCE •  STRESS FREE •  TOURISIM FRIENDLY 1 2 3 4   Create  and  lead   the  Nile   transporta.on   business  by   compe.ng  with   the  white  taxi  and   Metro   Become  the  No.1   in  Nile   transporta.on   services  by   covering  all  the   places  on  the  Nile   banks  to  ensure   maximum   convenience       Develop   innova.ve   solu.ons  to   differen.ate   /  grow  new   revenue   streams     Ensuring   the   desired   Brand     Percep1on     1 Corporate Goals
  • Marketing 2delivering on the promises Marketing Goals for the company flow directly out of the organizations’ corporate goals.
  • 1/1/01 26 Marketing2 Short-­‐term  Goals   Phase 1: “Making Egypt Better…” (2015 – 2018) 1.  Sales: to maintain an incremental increase in sales 2.  Market share: to maintain dominance and leadership 3.  Profits: to be self-sustained throughout the launch phase.
  • 1/1/01 27 Marketing2 short-­‐term  OBJECTIVES   Phase 1: “Making Egypt Better…” (2015 – 2018) 1.  To follow fleet expansion plan, operating 300 vessels by 2018 by creating, maintaining and supplying Demand 2.  To have a 100% self-maintaining corporate environment where expectations and performance are automatically defined and reinforced by the corporate culture. 3.  Brand Equity should maintain a 2/3 ratio of Nile Taxis total assets’ value •  Defining Identity through Brand Advertising: market differentiation, Association
  • 1/1/01 28 Marketing2 Target  Market   Demographic Profile: The main clientele generally revolves around the segment of business managers and executives living or and working along the Nile River. (families) Psychographic Characteristics Open Minded, friendly, sophisticated, culture oriented, English speaking, technologically up to date, demanding, rational, safety cautious, time conscious, effinciency orriented , Politically oriented (Nationalistic), Family oriented, religious,
  • Clients   1/1/01 29 Marketing2
  • 1/1/01 30 Marketing2 Campaign  Messages   q  Making a better Egypt for our citizens q  Making a better Egypt for our clients q  Making a better Egypt for our Employees •  Family oriented Corporate Culture •  A competitive Work Environment is landscaped on a steep performance indicated slope rather than a plato. •  Empowering creative thinkers and dedicated professionals •  Seamless and efficient •  Safe, Timely and Reliable •  A beautiful, uplifting emotional experience •  Environmentally sustainable via Solar technology •  Decreasing 10% of traffic in Cairo by 2018 and possibly up to 20% during rush-hours surrounding the Nile River (Central Cairo). •  Pushing for a free market for alternative transportation solutions. (5 years, 4 governments, and 3 transportation ministers)
  • Advertising Strategy 3Making A Better Egypt… (2015-2018) •  Reaching Potential clients by increasing brand awareness to 1000% through social media. •  Reinforcing Nile Taxis’ brand Identity by highlighting and familiarizing its rational appeals with clients to 100% •  Increasing the familiarity Nile Taxis' CSR Initiatives with clients to 90% through radio broadcasting (brand ambassadors)
  • 1/1/01 32 Differen.a.on   3 Advertising Budget
  • 1/1/01 33 Creative Advertising3 1.  Print layouts: Clients planning their routes with Nile Taxi 2.  Brochure or catalog: interested potential Clients their routes with Nile Taxi 3.  Radio scripts: commuters stuck in traffic 4.  Outdoor Billboard: commuters stuck in traffic 5.  Social Networking : Interacting with potential clients 6.  Personal contact: Clients
  • 1/1/01 34 Avg. vehicle speed: 12kph + arrival time: +12m Avg. Nile Taxi speed: 50kph +arrival time: -18m Strategies3 Billboard   1.  High Traffic area 2.  Live camera 3.  Accurate readings Call Now to Book q  Making a better Egypt for our clients
  • 1/1/01 35 Strategies3 Nile  Taxi  Skipper  Booth   1.  Personal Selling 2.  Free Photos 3.  Promotions and offers 4.  Employment forms… q  Making a better Egypt for our citizens q  Making a better Egypt for our Employees
  • 1/1/01 36 Strategies3 Crea.ve  Strategies   1.  Annual Boat Races •  Reflecting desired perceptions §  High tech, know-how, safety creativity ,boldness §  Brand diversification 2.  Radio commercial series “Traffic Warriors” •  Humor reflects brand charm and identity §  During rush hour q  Making a better Egypt for our Employees q  Making a better Egypt for our citizens
  • 1/1/01 37 Social Media Strategies3 Facebook  q  Making a better Egypt for our clients 1/1/01 37
  • Social Media Strategies3 Interaction
  • 1/1/01 39 3 Social Media Strategies Emotional Influencers Egyptian Primeminister
  • 1/1/01 40 3 Social Media Strategies Posts and Updates
  • Media  Coverage  
  • Differen.a.on   3 Social Media Strategies
  • LONDON CAB Brand  Associa.on   3 Advertising Strategies
  • Evaluation 2delivering on the promises4 Corporate  Goals   Marke.ng  Objec.ves     Adver.sing  Objec.ves    
  • 1/1/01 46 Evaluation4 Corporate  Goals   1 2 3 4   Create  and  lead   the  Nile   transporta.on   business  by   compe.ng  with   the  white  taxi  and   Metro   Become  the  No.1   in  Nile   transporta.on   services  by   covering  all  the   places  on  the  Nile   banks  to  ensure   maximum   convenience       Develop   innova.ve   solu.ons  to   differen.ate   /  grow  new   revenue   streams     Ensuring   the   desired   Brand     Percep1on     4. Brand Perception •  SAVES TIME & ENERGY •  NO TRAFFIC •  ULTIMATE EXPERIENCE •  STRESS FREE •  TOURISIM FRIENDLY Ø  Evaluation: Qualitative surveys at malls, street, and with Clients (determining what characteristics of the desired brand perception need to be re- addressed)
  • 1/1/01 47 Evaluation4 Marke.ng  Goals   Phase 1: “Making Egypt Better…” (2015 – 2018) 1.  Sales: to maintain an incremental increase in sales Ø  Evaluation: computing and analyzing weekly sales (determining the effectiveness of advertising strategies by analyzing sales fluctuations in relation to their release dates) 2.  Market share: to maintain dominance and leadership Ø  Evaluation: Keeping track of market share and brand popularity in comparison to competition 3.  Profits: to be self-sustained throughout the launch phase. Ø  Evaluation: Keeping debit and credit relatively equal
  • 1/1/01 48 Evaluation4 Marke.ng  Objec.ves     Phase 1: “Making Egypt Better…” (2015 – 2018) 1.  To follow fleet expansion plan, operating 300 vessels by 2018 by creating, maintaining and supplying Demand Ø  Evaluation: Following expansion plan 2.  To have a 100% self-maintaining corporate environment where expectations and performance are automatically defined and reinforced by the corporate culture. Ø  Evaluation: Qualitative survey for employees 3.  Brand Equity should maintain a 2/3 ratio of Nile Taxis total assets’ value Ø  Evaluation: Analyzing Total assets and Market Value of the Brand on a monthly basis