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History
Strategic Issues
Situational Analysis
Strategic Analysis and Choice
Recommended Strategy
Vision
Mission
Goals
Strategy
Objectives
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International Business Strategy_AVON_PresentHungyu Lai
International Business Strategy
An international business strategy analysis report based on the assumption of the Avon company case
Researched and Presented in UCI IBOM class
L’Oreal: Local Knowledge, Global Brand
Case Study: What are Some of L’Oreal’s Ways?
Author: Ted Landgraf
The purpose of this case study is: Show how important market
analysis is in all business areas; Know your competition; To strive
and prosper, be an “ABC Organization”; Think outside of the box;
Innovation is powerful; Branding is necessary; Global strategy is
fundamental; Know Your SWOT; and Much more.
Airbnb, Inc. Strategic Plan 2017-2021 MBA - strategic Management Assignment...Mohie Ismail
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(Based on Harvard business review - case study June 2017 )
content :
History
Strategic Issues
Situational Analysis
Strategic Analysis and Choice
Recommended Strategy
Vision
Mission
Goals
Strategy
Objectives
Analysis of BMW mini case from Kotler's Marketing Management textbook.
This presentation was created by Shashank Srivastava, IET Lucknow during a Marketing internship under the guidance of Prof. Sameer Mathur, IIM Lucknow.
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For the last 8+ quarters though, their growth has been stagnating. This is partly due to evolution of some of their key categories, as consumers seek other forms of Personal Care. TipTop's head of marketing has been studying this evolution of the market, and the changing consumer, and he feels that TipTop needs to revamp their product portfolio. He strongly feels that deodorants is a Personal Care category that TipTop needs to get into, because of its exploding growth and potential. Some of the other leaders at TipTop however, are not so sure. TipTop has hired you to help. Can you specifically answer these questions for them:
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2. If they choose to enter, what launch strategy would you recommend in terms of product type, distribution and marketing strategy?
TipTop has provided some data for you to base your conclusions on. Please state what other types of data you might need."
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The digital marketing strategy outlines a detailed behavioral analysis on the Indian consumer journey from research > evaluation > consideration > purchase in the beauty industry. The digital marketing plan for the beauty brand has been created taking key insights from beauty consumer footprints and their behavior on the key digital channels to improve the beauty brand's discoverability and desirability on the top digital platforms.
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Your client is one of India's oldest homegrown FMCG companies, TipTop Products. They have been key players in the Personal Care category for several decades, competing successfully with large multinational companies. They are currently present in the categories of soaps, shampoos, moisturizing creams, fairness products and talcum powder. They are focused in the northern and eastern parts of the country, although their products enjoy good distribution across India. Their products are popular both in urban (Tier 2) and rural areas.
For the last 8+ quarters though, their growth has been stagnating. This is partly due to evolution of some of their key categories, as consumers seek other forms of Personal Care. TipTop's head of marketing has been studying this evolution of the market, and the changing consumer, and he feels that TipTop needs to revamp their product portfolio. He strongly feels that deodorants is a Personal Care category that TipTop needs to get into, because of its exploding growth and potential. Some of the other leaders at TipTop however, are not so sure. TipTop has hired you to help. Can you specifically answer these questions for them:
1. Should TipTop enter the Deodorants market? Would you look at a specific market segment or look at the overall market? Please provide your reasons based on the data provided.
2. If they choose to enter, what launch strategy would you recommend in terms of product type, distribution and marketing strategy?
TipTop has provided some data for you to base your conclusions on. Please state what other types of data you might need."
The deodorants category in India is booming. There are more than 500 deodorant brands in India trying to woo the consumer. These brands have around 1000 sub-brands or variants. The total size of the market is around 370 million dollars. While the market is largely urban (90% of volume), rural India is also catching up, and growth is faster than urban growth at 29%. The market is also very different for women versus men. Male deodorants contribute 69% to total volume. While the overall market has been growing at 18% year-on-year for the past 3 years, women's deos have seen faster growth - around 21%. The total fragrance category consists of deodorants, perfumes and body sprays. More data on key brand shares and distribution is given below.
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1. A case study by Mohammed Sajjad Bhojani
3rd March 2013
“Al Shaya, online and digital”
2. 70 brands, 2,400 outlets – Al
Shaya is a retail phenomenon
International retail franchise operator
Founded 1980
Operates in MENA, Russia and EU
32,000 employees, $2billion turnover
3. Retail continues to flourish in ROW,
but internet is now part of the
retail landscape
4. Pure plays start the eCommerce revolution
& innovate where traditional retail has not
moved fast enough
Circa 2m member mark. MENA roll out
3m uniques per month
Trading in 6 Gulf
markets
Secured $20m in
funding
23. PPC activity or lack of is a concern.
Competitors bidding on brand name
Customer searches on la Senza
Figleaves and
Ann Summers
are picking off
brand loyal,
returning and
high ROI
customers
24. SEO rankings are poor vs competitors.
Current approach lacking.
Customer enters Sleep wear
ASOS and Next
rank for “Sleep
Wear”
25. Large generic traffic keywords owned
by competitors
Customer enters Lingerie
La Senza
rankings not
visible.
Urgent SEM
strategy
needed with
investment
26. SEO KPI analysis identifies poor La
Senza performance within market
La Senza BHS Selfridges
Page
Authority
58 64 79
Page Moz
Rank
5.18 5.69 6.16
Page Moz
Trust
5.72 5.84 6.1
External
followed links
2,988 10,152 34,998
27. Recent changes have impacted Google
shopping – this is no longer free but is
a large traffic driver
No presence for La Senza within
Google Shopping
Suggests inactive feed or new PLA
ads not set up with a CPC
investment
28. Al Shaya SEO approach is questionable–
Mothercare.KW Meta data requires rework
Keyword selection does not appear to be
researched or chosen based on keyword
volume – why would you target the keyword
“Drive” “Combination”?
29. Page titles and meta data are core SEO
components – site is not optimised
Page title only contains Car Seats this should be
supplemented with target keywords eg Isofix, childrens car
seat etc based on a keyword plan
How many Al Shaya sites have a keyword plan?
30. Page source analysis shows meta data on car
seats page is not page specific and loaded with
same keywords from home page...
Within the car seat category the
content and keywords should be
car seat related
31. Significant opportunity online for Al Shaya
across all markets
Needs to up-weight multi language roll out and
deliver high volume of sites rapidly
Digital Marketing strategy needed to ensure cost
effective/efficient traffic generation across all
sites and markets
Short term priority with la Senza to drive web
contribution and web sales with Traffic plan
32. SWOT
Strengths Weaknesses
Opportunities Threats
Retail experience
Cost effective platform (Magento)
2 Trading sites live (LaSenza/Mothercare)
Experienced management team
Al Shaya investment/resources
Strong brands & recognition
Trusted brands
Local language (Mothercare)
Stock/Merchandising (Mothercare)
Pace – roll out of multi lingual sites
Digital Marketing
Lack of mobile (LaSenza/Mothercare)
Analytics
Trading & Merchandising
Digital Marketing strategy
Non Branded SEO
eCRM
Retargeting
Social Media (LaSenza/MENA)PPC
Conversion via platform enhancement
Mobile – multi platform & multi channel
Get logistics and customer service right
In Store POS
Local pure plays getting it right
More nimble competitors with quicker pace of
development
Customer adoption (slow)
Customer fears ref credit card usage online
