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Peter Fontana Kelly Wilson George Lazar Hsin-Yi Tai Group 2
Sasa  ,[object Object],[object Object],[object Object],[object Object],[object Object]
Market Environment ,[object Object],[object Object],[object Object],[object Object]
About Sasa 1978 1985 1989
The Essence of Success ,[object Object],[object Object],[object Object],[object Object]
The Essence of Success ,[object Object],[object Object],[object Object]
T he Challenge ,[object Object],[object Object],[object Object]
Solution ,[object Object]
Solution ,[object Object]
New Retail Format ,[object Object]
C ompetitiors ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
How can Sasa better leverage its brand equity?
[object Object],1978 Opened  Business 1981 Expanded 1985 Expanded Again 1995 10 Stores 1997 IPO Foreign Expansion 1999 Flagship Store Store  Brand First Loss Hired Professionals 2000 Acquired Philip Wain Premium Store Launched ecommerce 2001 Entered China Health foods Self Service  Stores What  Next?
Turnover
Innovation Professionalism Value Customer Customer Customer Steady Growth Brand Truth
Brand Essence ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Brand Identity ,[object Object],[object Object],[object Object],More than a cosmetics retailer.  A Holistic Beauty and Wellness provider.
Opportunities Cosmetics Fitness Wellness Food Beauty Media Training  Centre Lifestyle
How to improve profitability and maintain growth?
Where are the customers shopping? 28 3 11 Body Shop Tier 3 5 5 Red Earth Tier 2 5 28 31 Shiseido Tier 1 Cosmetics 4 Ponds Tier 3 7 Red Earth Tier 2 49 40 42 Calvin K Tier 1 Fragrance 14 14 Revlon Tier 3 6 9 13 Ultima Tier 2 22 31 42 Shiseido Tier 1 (in %) (in %) (in %) Skincare Rainbow Bonjour Sasa
Sasa Vs. Goliath 50 5 11 Body Shop Tier 3 29 14 5 Red Earth Tier 2 15 70 31 Shiseido Tier 1 Cosmetics 46 3 4 Ponds Tier 3 3 12 7 Red Earth Tier 2 20 66 42 Calvin K Tier 1 Fragrance 32 18 14 Revlon Tier 3 49 20 13 Ultima Tier 2 20 63 42 Shiseido Tier 1 (in %) (in %) (in %) Skincare Specialty Shops Dep. Store Sasa
Segmentation - 6 19 Real Spender 5 21 41 Convenience Seeker 5 37 50 Value Seeker 4 31 57 Real Spender Purchase 4 18 23 Convenience Seeker 5 29 Value Seeker TOM Rainbow Bonjour Sasa
Where is she spending? $3,981 $4,008 $4,884 Mon. Household Income $1,243 $1,373 $1,732 Mon. Personal Income 12 11 8 Retired/Unemployed 31 20 19 Housewives 29 17 15 Students 6 7 7 Part time 22 41 48 Full time Working Status 8 9 11 50-64 27 24 22 40-49 17 18 27 30-39 28 31 29 20-29 20 16 11 15-19 (in %) (in %) (in %)  Age Rainbow Bonjour Sasa
Sasa Woman ,[object Object],[object Object],[object Object],[object Object],[object Object]
Who they are missing out on? ,[object Object],[object Object]
Why are they important? ,[object Object],[object Object],[object Object]
Why is branding critical? ,[object Object],[object Object],[object Object],[object Object],[object Object]
How can Sasa grow its brand?
 
Recommendation ,[object Object],[object Object],[object Object],[object Object],[object Object]
IMC Campaign ,[object Object],[object Object],[object Object]
Objective: To reach out to the teenage audience, to move from their consideration set to the preferred retailer. Desired response: To influence the beauty conscious teens to shop at Sasa.
Objective: Communication highlighting the range of brands they stock.  An exercise in association branding. Desired response: Sasa is a premium retailer  stocking the leading cosmetic brands
Objective: To reiterate its discount retailing heritage. Desired response: To drive home the point that Sasa is value for money.
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Leveraging Sasa's brand equity and reaching new customers

  • 1. Peter Fontana Kelly Wilson George Lazar Hsin-Yi Tai Group 2
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  • 4. About Sasa 1978 1985 1989
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  • 12. How can Sasa better leverage its brand equity?
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  • 15. Innovation Professionalism Value Customer Customer Customer Steady Growth Brand Truth
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  • 18. Opportunities Cosmetics Fitness Wellness Food Beauty Media Training Centre Lifestyle
  • 19. How to improve profitability and maintain growth?
  • 20. Where are the customers shopping? 28 3 11 Body Shop Tier 3 5 5 Red Earth Tier 2 5 28 31 Shiseido Tier 1 Cosmetics 4 Ponds Tier 3 7 Red Earth Tier 2 49 40 42 Calvin K Tier 1 Fragrance 14 14 Revlon Tier 3 6 9 13 Ultima Tier 2 22 31 42 Shiseido Tier 1 (in %) (in %) (in %) Skincare Rainbow Bonjour Sasa
  • 21. Sasa Vs. Goliath 50 5 11 Body Shop Tier 3 29 14 5 Red Earth Tier 2 15 70 31 Shiseido Tier 1 Cosmetics 46 3 4 Ponds Tier 3 3 12 7 Red Earth Tier 2 20 66 42 Calvin K Tier 1 Fragrance 32 18 14 Revlon Tier 3 49 20 13 Ultima Tier 2 20 63 42 Shiseido Tier 1 (in %) (in %) (in %) Skincare Specialty Shops Dep. Store Sasa
  • 22. Segmentation - 6 19 Real Spender 5 21 41 Convenience Seeker 5 37 50 Value Seeker 4 31 57 Real Spender Purchase 4 18 23 Convenience Seeker 5 29 Value Seeker TOM Rainbow Bonjour Sasa
  • 23. Where is she spending? $3,981 $4,008 $4,884 Mon. Household Income $1,243 $1,373 $1,732 Mon. Personal Income 12 11 8 Retired/Unemployed 31 20 19 Housewives 29 17 15 Students 6 7 7 Part time 22 41 48 Full time Working Status 8 9 11 50-64 27 24 22 40-49 17 18 27 30-39 28 31 29 20-29 20 16 11 15-19 (in %) (in %) (in %) Age Rainbow Bonjour Sasa
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  • 28. How can Sasa grow its brand?
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  • 32. Objective: To reach out to the teenage audience, to move from their consideration set to the preferred retailer. Desired response: To influence the beauty conscious teens to shop at Sasa.
  • 33. Objective: Communication highlighting the range of brands they stock. An exercise in association branding. Desired response: Sasa is a premium retailer stocking the leading cosmetic brands
  • 34. Objective: To reiterate its discount retailing heritage. Desired response: To drive home the point that Sasa is value for money.