This document contains a situational analysis (SWOT) of El Cerrito in the leather goods market in 2000, including recommendations for 2015-2016. Strengths included quality products, brand recognition, and stable profits. Weaknesses were slow growth and emphasis on quality over design. Opportunities included improving the online presence and leveraging the brand. Threats included strong competition. The analysis identifies customer segments based on income, age, and other factors. It recommends focusing on the middle class and millennial segments and outlines the 4Ps of marketing strategy.
L'Oreal Of Paris: Bringing "Class To Mass" With Plénitude Apoorv Malu
This document summarizes L'Oreal's Plénitude skin care brand strategy in the United States. Some key points:
1. L'Oreal launched Plénitude in the US nationwide with 14 SKUs across basic moisturizers, treatment moisturizers, and cleansers.
2. Plénitude initially saw strong sales but then hit a 4-year sales plateau, losing the #2 spot to Pond's by the 9th year.
3. L'Oreal identified needs to improve sales, profits, and Plénitude's contribution globally by rethinking their US strategy, product lineup, and pricing. This included market research to ensure their products fit US customer needs.
Titan launched a premium Swiss watch brand called Xylys in India priced between INR 10,000-33,000. Xylys offered over 60 models across contemporary, classic, and sport collections. With economic liberalization and growth in disposable incomes, the luxury watch market in India was estimated to be growing at 20% annually. However, Titan's Xylys brand faced challenges in establishing itself against well-known European brands in terms of positioning and perception. The case examines behavioral concepts around how consumers perceive luxury watch brands and their self-identity.
Signode Industries faces several problems including increased raw material prices and declining market share. It must decide whether to increase prices to offset costs, maintain prices, or implement a flex-pricing strategy. Maintaining prices would lead to losses while increasing prices could further reduce its market share against competitors offering discounts. A flex-pricing strategy allows selective discounting to meet competitors' prices while retaining large accounts. The recommended plan is to implement flex-pricing initially while monitoring discount levels and shifting focus to the value of Signode's services as steel strapping becomes a commodity.
Toko Bunga Surabaya, Jual Karangan Bunga Surabaya, Jual Bunga Papan Surabaya, Jual Bunga Ucapan Surabaya, Jual Rangkaian Bunga Surabaya, Jual Buket Bunga Surabaya, Bunga Ucapan Selamat, Bunga Ucapan Duka Cita, Bunga Papan Selamat, Bunga Papan Duka Cita
Culinarian Cookware case study analysisSaurabh Mhase
Culinarian Cookware is considering adopting a price promotion strategy but is unsure if it will be profitable. In 2004, an external study found price promotions had a negative impact on profits. However, the sales manager believes the 2004 campaign was successful. There is a dilemma around whether price promotions would help or hurt Culinarian's market share and profits. The case analyzes Culinarian's market position, previous promotion results, and makes recommendations around a new product line and limited price promotions to target different customer segments.
SWOT & PESTLE analysis on Haier company Imsciences peshawar student (MPA 2018) Ahmed Baigal
This document provides information about Haier Group, a leading manufacturer of home appliances. It discusses the company's strengths such as its large market share and trusted brand reputation. It also examines weaknesses like overreliance on the Chinese market. Opportunities for growth include rising consumption in emerging markets and technological advances. Threats include increased competition and flat growth in mature markets. The document then analyzes political, economic, social, technological, legal and environmental factors that could impact Haier's operations both in China and abroad.
This document provides a case study and agenda for SG Cowen's recruitment process of new candidates. SG Cowen focuses on recruiting from top business schools to find loyal, committed candidates with strong cultural fits. They also consider candidates from other top universities and former associates. The selection process involves on-campus interviews and assessments at "Super Saturday" events. While this process allows for collective decision making, it could be improved with online testing and multiple interview phases to reduce bias. The document analyzes four candidate profiles and considers their strengths and weaknesses for the role.
Komatsu Ltd. has experienced unstable management under different leadership styles, including autocratic, diplomatic, and participatory. The company established a total quality concept under Kawai's leadership from 1964-1982 but saw stagnant sales under Tetsuya Katada from 1989-1990 as the construction equipment market declined. Tanaka focused on the domestic market and internationalization from 1987-1989 through pricing decisions. The case recommends Komatsu strengthen its domestic market position, implement more stable management, and diversify its product portfolio.
L'Oreal Of Paris: Bringing "Class To Mass" With Plénitude Apoorv Malu
This document summarizes L'Oreal's Plénitude skin care brand strategy in the United States. Some key points:
1. L'Oreal launched Plénitude in the US nationwide with 14 SKUs across basic moisturizers, treatment moisturizers, and cleansers.
2. Plénitude initially saw strong sales but then hit a 4-year sales plateau, losing the #2 spot to Pond's by the 9th year.
3. L'Oreal identified needs to improve sales, profits, and Plénitude's contribution globally by rethinking their US strategy, product lineup, and pricing. This included market research to ensure their products fit US customer needs.
Titan launched a premium Swiss watch brand called Xylys in India priced between INR 10,000-33,000. Xylys offered over 60 models across contemporary, classic, and sport collections. With economic liberalization and growth in disposable incomes, the luxury watch market in India was estimated to be growing at 20% annually. However, Titan's Xylys brand faced challenges in establishing itself against well-known European brands in terms of positioning and perception. The case examines behavioral concepts around how consumers perceive luxury watch brands and their self-identity.
Signode Industries faces several problems including increased raw material prices and declining market share. It must decide whether to increase prices to offset costs, maintain prices, or implement a flex-pricing strategy. Maintaining prices would lead to losses while increasing prices could further reduce its market share against competitors offering discounts. A flex-pricing strategy allows selective discounting to meet competitors' prices while retaining large accounts. The recommended plan is to implement flex-pricing initially while monitoring discount levels and shifting focus to the value of Signode's services as steel strapping becomes a commodity.
Toko Bunga Surabaya, Jual Karangan Bunga Surabaya, Jual Bunga Papan Surabaya, Jual Bunga Ucapan Surabaya, Jual Rangkaian Bunga Surabaya, Jual Buket Bunga Surabaya, Bunga Ucapan Selamat, Bunga Ucapan Duka Cita, Bunga Papan Selamat, Bunga Papan Duka Cita
Culinarian Cookware case study analysisSaurabh Mhase
Culinarian Cookware is considering adopting a price promotion strategy but is unsure if it will be profitable. In 2004, an external study found price promotions had a negative impact on profits. However, the sales manager believes the 2004 campaign was successful. There is a dilemma around whether price promotions would help or hurt Culinarian's market share and profits. The case analyzes Culinarian's market position, previous promotion results, and makes recommendations around a new product line and limited price promotions to target different customer segments.
SWOT & PESTLE analysis on Haier company Imsciences peshawar student (MPA 2018) Ahmed Baigal
This document provides information about Haier Group, a leading manufacturer of home appliances. It discusses the company's strengths such as its large market share and trusted brand reputation. It also examines weaknesses like overreliance on the Chinese market. Opportunities for growth include rising consumption in emerging markets and technological advances. Threats include increased competition and flat growth in mature markets. The document then analyzes political, economic, social, technological, legal and environmental factors that could impact Haier's operations both in China and abroad.
This document provides a case study and agenda for SG Cowen's recruitment process of new candidates. SG Cowen focuses on recruiting from top business schools to find loyal, committed candidates with strong cultural fits. They also consider candidates from other top universities and former associates. The selection process involves on-campus interviews and assessments at "Super Saturday" events. While this process allows for collective decision making, it could be improved with online testing and multiple interview phases to reduce bias. The document analyzes four candidate profiles and considers their strengths and weaknesses for the role.
Komatsu Ltd. has experienced unstable management under different leadership styles, including autocratic, diplomatic, and participatory. The company established a total quality concept under Kawai's leadership from 1964-1982 but saw stagnant sales under Tetsuya Katada from 1989-1990 as the construction equipment market declined. Tanaka focused on the domestic market and internationalization from 1987-1989 through pricing decisions. The case recommends Komatsu strengthen its domestic market position, implement more stable management, and diversify its product portfolio.
The New York Times Paywall is a case study based on the business transition from the traditional to digital shift of e-newspapers. The launch of digital devices favoured the growth of The Times as well as the advantages of accessibility had escalated its demands and the viewership. They adopted the Paywall strategy for additional revenue generation through subscription plans. However, the dilemma was for the long term sustenance of the latest The New York Times business model.
L'oréal case - Globalisation of AMerican Beautyashwinkumarc100
L'Oréal has grown to become the largest beauty company in the world through a strategy of strategic acquisitions of companies that expand its brand portfolio and global reach. It started with acquisitions of companies in core beauty categories and has expanded over the decades to acquire brands like Redken, Maybelline, Ralph Lauren Fragrances, Helena Rubinstein, and Kiehl's. L'Oréal analyzes the strengths and weaknesses of acquisition targets to identify those with global potential to strengthen its presence in various beauty product divisions worldwide. The company's scale and decentralized structure allow it to maintain entrepreneurial agility while efficiently managing its large portfolio of brands globally.
Silvio Napoli at Schindler India-HBS Case StudyRawad Mroueh
Silvio Napoli was appointed as the head of Schindler's new subsidiary in India in 1997. He recruited an Indian team and developed an initial plan to standardize elevator products, outsource manufacturing, and achieve breakeven within 4 years. However, challenges emerged such as lack of support from European plants and large increases in import duties. While Napoli's initial strategies focused on costs, his impatience and lack of flexibility made adapting to the new challenges difficult.
The document discusses Hewlett Packard's Computer Systems Organisation and its approach to selling to enterprise customers. It finds that HP is strongest in downstream repurchase opportunities but needs to improve in midstream replacement/expansion and upstream innovation opportunities. It recommends that HP adopt a portfolio management approach where it enters accounts at multiple levels tailored to the dynamics of different sales opportunities, rather than its current approach of starting downstream and moving up. This represents a change from treating salespeople as a cost center to developing long-term consultative relationships with enterprise customers.
Biocon is an integrated biopharmaceutical company based in India with four business divisions: small molecules and enzymes, branded formulations, research services, and novel molecules. The document discusses Biocon's business overview, growth opportunities in key therapeutic areas like diabetes and oncology, strong partnerships with large pharmaceutical companies, and promising pipeline of novel drug candidates. Biocon has a diversified business model and revenues, and is well-positioned to benefit from the large and growing biopharma industry globally.
This presentation contains the following for Eileen Fisher, Retail Fashion Brand:
Problem Statement
Decisions to be Made
Company Introduction
POP and POD
Competitive Advantage
Brand Elements
Re-positioning Strategy
Keller Model
- Apex Corporation is facing problems with its organizational structure including informality, lack of structure and financial planning, and increasing customer complaints.
- The document evaluates changing to a circular, functional, or divisional structure.
- It recommends a divisional structure to improve accountability, budgeting, planning and focus on financial targets while balancing control from upper management and freedom from lower management.
McKinsey & Company: Managing Knowledge and LearningDisha Ghoshal
As part of Strategy execution, this presentation on was on how McKinsey & Company flourished throughout the years by Managing Knowledge and Learning diligently.
This document provides an overview of the Indian pharmaceutical industry, Biocon India Group, and a case study they are considering. It discusses the political, economic, demographic, and technological factors shaping the Indian pharmaceutical industry. It also summarizes India's patent regime and how it has evolved over time. The document then provides background on Biocon Group, including their culture and business units. It outlines the broad questions Biocon is considering regarding their growth strategy and whether to expand their Clinigene clinical trials segment. Potential short and long-term strategies for expansion are discussed.
The document discusses Aldi, a discount grocery store chain. It provides a SWOT analysis, noting Aldi's strengths are affordable prices and strong operations in Germany. Weaknesses include limited shopping experience and perception as cheap. Opportunities exist in developing markets and increased marketing. Threats include competition from established brands. Aldi operates with private label brands, rigorous quality control, and efficient stores between 8,000-15,000 square feet. It strategically selects locations near competitors like Walmart to siphon customers.
Starbucks was facing declining customer satisfaction due to perceived issues like prioritizing profits over experience and slower service times. While it was highly successful initially by focusing on quality coffee and atmosphere, the brand was seen as less trendy and partners were providing unsatisfactory service. It is recommended that Starbucks invest $40 million to improve partner training and speed of service to convert satisfied into loyal customers. Converting just 46 more customers per store per day to highly satisfied would allow the investment to break even.
Marketing : Repositioning Strategies of Cadbury Dairy MilkRohan Bharaj
Cadbury Dairy Milk has become synonymous with chocolate in India through effective positioning strategies. It has associated itself with emotions, celebrations, and achievements through memorable ad campaigns. By introducing variants, it provides reasons for repeat purchases and caters to anyone and everyone by portraying that every time is a time for Dairy Milk. With widespread availability and affordable pricing, it has become ingrained in Indians' moments of joy and is considered the benchmark for chocolate taste in India.
Today, innovation in razors and blades is thwarted by a lack of new technology and increasing consumer reluctance to pay for the ‘‘latest and greatest’’ in shaving technology. Gillette relied on extensive research and development to create a single product for global distribution. The product was supported by a marketing premise that it would be equally valuable to customers globally.
Mia Foster is the new CEO of Levendary Café, replacing the founder. Levendary Café is a 3,500 location quick casual restaurant chain that is publicly traded. It has been successful in the US market but is now looking to expand internationally, starting in China. There are several challenges Foster faces in China, including differing tastes and business practices compared to the US. She will need to make changes to the company's structure and operations in China to better adapt to the local market and manage the independent business practices of Louis Chen, who operates Levendary Café locations in China. Foster is developing an action plan to standardize practices while allowing flexibility, establish better oversight of Chen, and continue the company's growth strategy in
The document provides background information on Crown Cork & Seal in 1989. It discusses the metal container industry structure, trends towards in-house manufacturing, plastics, glass, and aluminum cans. It also profiles Crown Cork & Seal's history, challenges under new leadership, competitors, and recommendations for entering plastics and acquiring Continental Can. Analysis includes a SWOT analysis, 5 forces analysis, value chain analysis, and corporate, business, and functional strategies.
Marico Limited is an Indian consumer goods company founded in 1857 and headquartered in Mumbai. It produces coconut and edible oils, hair oils, hair care products, fabric care products, and personal care products which it sells in India and internationally. The company aims to put consumers first, promote excellence and innovation, and generate wealth for shareholders and growth. Its brand portfolio includes Parachute, Saffola, Hair & Care, Shanti Amla, and others. Managing its brand portfolio effectively allows it to utilize resources optimally, prioritize growth areas, increase efficiency, provide clarity to customers, and create leverage across brands.
This document analyzes Titan Eye+, an eyewear brand owned by Titan Company. It discusses the growth of the eyewear industry in India and Titan Eye+'s small 1% market share. Titan Eye+ targets style-conscious consumers across age groups through affordable products. It competes against unorganized retailers and international brands. Titan Eye+ positions itself as a fashion accessory at an affordable price through exclusive stores, free eye tests, and campaigns promoting accessibility.
The document discusses the changing Indian marketing environment and the challenges it poses for companies. Key points include:
- The Indian population is growing rapidly and becoming more urbanized and educated, expanding the middle class. Rural markets are also growing impressively.
- New economic policies since the 1990s have liberalized and opened up the Indian economy, increasing competition from both multinational and domestic companies.
- Marketing challenges in this new environment include increased competition from new domestic and global entrants, demands for competitive pricing and high quality from consumers, and the need for Indian companies to export and go global.
The document discusses the changing Indian marketing environment and the challenges it poses for companies. Key points include:
- The Indian population is growing rapidly and becoming more urbanized and educated, expanding the middle class. Rural markets are also growing impressively.
- New economic policies since the 1990s have liberalized and opened up the Indian economy, increasing competition from both multinational and domestic companies.
- Marketing challenges in this new environment include increased competition from new domestic and global entrants, demands for competitive pricing and high quality from consumers, and the need for Indian companies to export and go global.
The New York Times Paywall is a case study based on the business transition from the traditional to digital shift of e-newspapers. The launch of digital devices favoured the growth of The Times as well as the advantages of accessibility had escalated its demands and the viewership. They adopted the Paywall strategy for additional revenue generation through subscription plans. However, the dilemma was for the long term sustenance of the latest The New York Times business model.
L'oréal case - Globalisation of AMerican Beautyashwinkumarc100
L'Oréal has grown to become the largest beauty company in the world through a strategy of strategic acquisitions of companies that expand its brand portfolio and global reach. It started with acquisitions of companies in core beauty categories and has expanded over the decades to acquire brands like Redken, Maybelline, Ralph Lauren Fragrances, Helena Rubinstein, and Kiehl's. L'Oréal analyzes the strengths and weaknesses of acquisition targets to identify those with global potential to strengthen its presence in various beauty product divisions worldwide. The company's scale and decentralized structure allow it to maintain entrepreneurial agility while efficiently managing its large portfolio of brands globally.
Silvio Napoli at Schindler India-HBS Case StudyRawad Mroueh
Silvio Napoli was appointed as the head of Schindler's new subsidiary in India in 1997. He recruited an Indian team and developed an initial plan to standardize elevator products, outsource manufacturing, and achieve breakeven within 4 years. However, challenges emerged such as lack of support from European plants and large increases in import duties. While Napoli's initial strategies focused on costs, his impatience and lack of flexibility made adapting to the new challenges difficult.
The document discusses Hewlett Packard's Computer Systems Organisation and its approach to selling to enterprise customers. It finds that HP is strongest in downstream repurchase opportunities but needs to improve in midstream replacement/expansion and upstream innovation opportunities. It recommends that HP adopt a portfolio management approach where it enters accounts at multiple levels tailored to the dynamics of different sales opportunities, rather than its current approach of starting downstream and moving up. This represents a change from treating salespeople as a cost center to developing long-term consultative relationships with enterprise customers.
Biocon is an integrated biopharmaceutical company based in India with four business divisions: small molecules and enzymes, branded formulations, research services, and novel molecules. The document discusses Biocon's business overview, growth opportunities in key therapeutic areas like diabetes and oncology, strong partnerships with large pharmaceutical companies, and promising pipeline of novel drug candidates. Biocon has a diversified business model and revenues, and is well-positioned to benefit from the large and growing biopharma industry globally.
This presentation contains the following for Eileen Fisher, Retail Fashion Brand:
Problem Statement
Decisions to be Made
Company Introduction
POP and POD
Competitive Advantage
Brand Elements
Re-positioning Strategy
Keller Model
- Apex Corporation is facing problems with its organizational structure including informality, lack of structure and financial planning, and increasing customer complaints.
- The document evaluates changing to a circular, functional, or divisional structure.
- It recommends a divisional structure to improve accountability, budgeting, planning and focus on financial targets while balancing control from upper management and freedom from lower management.
McKinsey & Company: Managing Knowledge and LearningDisha Ghoshal
As part of Strategy execution, this presentation on was on how McKinsey & Company flourished throughout the years by Managing Knowledge and Learning diligently.
This document provides an overview of the Indian pharmaceutical industry, Biocon India Group, and a case study they are considering. It discusses the political, economic, demographic, and technological factors shaping the Indian pharmaceutical industry. It also summarizes India's patent regime and how it has evolved over time. The document then provides background on Biocon Group, including their culture and business units. It outlines the broad questions Biocon is considering regarding their growth strategy and whether to expand their Clinigene clinical trials segment. Potential short and long-term strategies for expansion are discussed.
The document discusses Aldi, a discount grocery store chain. It provides a SWOT analysis, noting Aldi's strengths are affordable prices and strong operations in Germany. Weaknesses include limited shopping experience and perception as cheap. Opportunities exist in developing markets and increased marketing. Threats include competition from established brands. Aldi operates with private label brands, rigorous quality control, and efficient stores between 8,000-15,000 square feet. It strategically selects locations near competitors like Walmart to siphon customers.
Starbucks was facing declining customer satisfaction due to perceived issues like prioritizing profits over experience and slower service times. While it was highly successful initially by focusing on quality coffee and atmosphere, the brand was seen as less trendy and partners were providing unsatisfactory service. It is recommended that Starbucks invest $40 million to improve partner training and speed of service to convert satisfied into loyal customers. Converting just 46 more customers per store per day to highly satisfied would allow the investment to break even.
Marketing : Repositioning Strategies of Cadbury Dairy MilkRohan Bharaj
Cadbury Dairy Milk has become synonymous with chocolate in India through effective positioning strategies. It has associated itself with emotions, celebrations, and achievements through memorable ad campaigns. By introducing variants, it provides reasons for repeat purchases and caters to anyone and everyone by portraying that every time is a time for Dairy Milk. With widespread availability and affordable pricing, it has become ingrained in Indians' moments of joy and is considered the benchmark for chocolate taste in India.
Today, innovation in razors and blades is thwarted by a lack of new technology and increasing consumer reluctance to pay for the ‘‘latest and greatest’’ in shaving technology. Gillette relied on extensive research and development to create a single product for global distribution. The product was supported by a marketing premise that it would be equally valuable to customers globally.
Mia Foster is the new CEO of Levendary Café, replacing the founder. Levendary Café is a 3,500 location quick casual restaurant chain that is publicly traded. It has been successful in the US market but is now looking to expand internationally, starting in China. There are several challenges Foster faces in China, including differing tastes and business practices compared to the US. She will need to make changes to the company's structure and operations in China to better adapt to the local market and manage the independent business practices of Louis Chen, who operates Levendary Café locations in China. Foster is developing an action plan to standardize practices while allowing flexibility, establish better oversight of Chen, and continue the company's growth strategy in
The document provides background information on Crown Cork & Seal in 1989. It discusses the metal container industry structure, trends towards in-house manufacturing, plastics, glass, and aluminum cans. It also profiles Crown Cork & Seal's history, challenges under new leadership, competitors, and recommendations for entering plastics and acquiring Continental Can. Analysis includes a SWOT analysis, 5 forces analysis, value chain analysis, and corporate, business, and functional strategies.
Marico Limited is an Indian consumer goods company founded in 1857 and headquartered in Mumbai. It produces coconut and edible oils, hair oils, hair care products, fabric care products, and personal care products which it sells in India and internationally. The company aims to put consumers first, promote excellence and innovation, and generate wealth for shareholders and growth. Its brand portfolio includes Parachute, Saffola, Hair & Care, Shanti Amla, and others. Managing its brand portfolio effectively allows it to utilize resources optimally, prioritize growth areas, increase efficiency, provide clarity to customers, and create leverage across brands.
This document analyzes Titan Eye+, an eyewear brand owned by Titan Company. It discusses the growth of the eyewear industry in India and Titan Eye+'s small 1% market share. Titan Eye+ targets style-conscious consumers across age groups through affordable products. It competes against unorganized retailers and international brands. Titan Eye+ positions itself as a fashion accessory at an affordable price through exclusive stores, free eye tests, and campaigns promoting accessibility.
The document discusses the changing Indian marketing environment and the challenges it poses for companies. Key points include:
- The Indian population is growing rapidly and becoming more urbanized and educated, expanding the middle class. Rural markets are also growing impressively.
- New economic policies since the 1990s have liberalized and opened up the Indian economy, increasing competition from both multinational and domestic companies.
- Marketing challenges in this new environment include increased competition from new domestic and global entrants, demands for competitive pricing and high quality from consumers, and the need for Indian companies to export and go global.
The document discusses the changing Indian marketing environment and the challenges it poses for companies. Key points include:
- The Indian population is growing rapidly and becoming more urbanized and educated, expanding the middle class. Rural markets are also growing impressively.
- New economic policies since the 1990s have liberalized and opened up the Indian economy, increasing competition from both multinational and domestic companies.
- Marketing challenges in this new environment include increased competition from new domestic and global entrants, demands for competitive pricing and high quality from consumers, and the need for Indian companies to export and go global.
The document discusses the process of international marketing research in 6 steps:
1) Define the research objective and problem to be solved
2) Determine the appropriate research design and method such as surveys, interviews, or experiments
3) Design the specific research instrument such as a survey questionnaire
4) Implement the research by collecting data
5) Analyze the collected data through methods like summaries or regression analysis
6) Present the findings in a report to inform business decisions
This document discusses the branding challenges faced by Asian manufacturing firms as they attempt to transition from contract manufacturers to brand owners. It outlines several market-level and firm-level challenges, including competing in a sophisticated global marketplace, higher customer expectations, an emphasis on manufacturing over R&D, a top-down management style, and less willingness to invest in market research and branding consulting. While many Asian firms see branding as a way to capture more value and break out of the commodity trap of manufacturing, very few have succeeded in creating truly global brands, with the notable exceptions being Japanese and Korean automotive and electronics brands. The document examines some potential avenues for Asian firms to transition to branding, but notes that success is not guaranteed and competitive
The document discusses global marketing and international business decisions. It covers factors in the global marketing environment like exchange rates, trade barriers, and corruption. It also discusses reasons for companies to expand internationally like competing globally or accessing new markets. The document outlines decisions for international market selection, market entry methods, developing a global marketing program, and global organizational structure.
This document describes in detail about the various steps to be taken for creating a new brand. It also talks about brand positioning, market segmentation, market capture and various others strategies that could be taken up to make a new brand success
Running head LOUIS VUITTON IN JAPAN1Louis Vuitt.docxcowinhelen
Running head: LOUIS VUITTON IN JAPAN
1
Louis Vuitton in Japan
2
Louis Vuitton in Japan
Name
Institution
SECTION 1 Introduction.
In Japan market, some of the opportunities the firm can take advantage of is the high number of people who are wealthy. Most of the wealthy population are old thus giving them the opportunity to spend much on the luxury products. The second opportunity that exists is the online business. Most people buy goods and services online thus reducing the overhead cost to the firm. The firm can take a bold step to venture into the online sales increase its sales (Hata, 2004).The firm is also experiencing some challenges. First, the firm is faced with stiff competition from the large and the small firms which have established links with the customers. Some firms offer door to door delivery. The second challenge is the production of counterfeit products in the name of Louis Vuitton thus painting the name of the firm negatively. The fake products are also cheap thus denying the genuine firm its revenue ("Louis Vuitton in Japan by Jessica Kelley on Prezi", 2018).
SECTION 2 Opportunities.
As highlighted the Japanese population consist of a huge number especially the women who are rich but old. This is a good opportunity that the firm can capitalize on since this group is ready to spend their saving having in mind that they will die soon. Women are always easy spenders and the product of Louis Vuitton can be their target based on the quality of the goods. Another opportunity is the online businesses (Hata, 2004). With the advancement in technology, the company can take its products online so that the sale can improve. The online sales will reduce the expenses incurred but at the same time increase the earnings since many people will be able to get access to the products. The online business bridges the gap between the seller and the buyer without movement or extra cost incurred ("Louis Vuitton in Japan by Jessica Kelley on Prezi", 2018).
SECTION 3 Challenges.
As an organization that operates in a competitive market structure, it is faced with competition from both well established and the upcoming firms. Some of the firms that compete with Louis Vuitton include, Burberry Bulgari and Gucci. Some of these firms offer comparatively lower prices compared to Louis Vuitton thus reducing the marketability of her products. The second challenge the organization faces is the production of the counterfeit products. The liberalization has made it hard to determine the genuine products from the fake products. The counterfeit products are cheaper than the original products thus barring the genuine companies from reaping to the maximum based on the cost of production. The competition forces the firm to reduce its prices but retains the quality thus reducing her revenue (Hata, 2004).
SECTION 4
Solution
s.
The firm needs to take advantage of the opportunities and make the firm more profitable. The firm must reduce its cost of p ...
The document discusses the history and growth of Abercrombie & Fitch from its founding in 1892 to today. It began as an upscale sporting goods store and expanded successfully under new leadership. Limited Brands purchased the struggling brand in 1988 and reinvented its image, transforming it into a multi-billion dollar global youth fashion retailer. The company continues growing through new concepts and cautious international expansion.
The document outlines H&M's #HaveMore campaign, which highlights individuals each week who help their community. It is a branded entertainment campaign that focuses on people's good deeds rather than the brand. The document also includes analyses of H&M's strengths, weaknesses, opportunities, threats, and competitive environment using tools like Porter's Five Forces and PESTEL. It proposes strategies for H&M to maintain its cost leadership position and encourage current customers to purchase more through frequent new items and unique selling points.
Understanding that businesses operate within an external environment.pptxMolly584409
The document discusses various external factors that businesses must consider when operating, including competition, market conditions, economic growth, market demand, incomes, interest rates, demographic factors, environmental issues, and fair trade. It provides details on each factor, such as how competition occurs between similar businesses, the various types of market demand analysis, and how interest rates and demographic changes can impact businesses.
This document discusses various considerations for developing an effective global marketing strategy. It covers 6 key steps: 1) Understanding the global marketing environment. 2) Deciding whether to enter international markets. 3) Choosing which markets to enter. 4) Determining the best method of market entry. 5) Developing an appropriate global marketing program. 6) Establishing an optimal global marketing organization structure. The document provides an overview of factors to analyze within each of these 6 steps to systematically plan an international expansion.
Luxury goods sector and Consumer goods sectorMidhun Abraham
The document compares the luxury goods sector and consumer goods sector. It defines luxury goods as products with a high price premium, rare materials, and craftsmanship. The luxury goods market is characterized by globalization, consolidation, and diversification. Consumer goods are end products for average consumers like food and clothing. The consumer goods industry depends on advertising, retail outlets, and brand differentiation. Both sectors face challenges like changing consumer preferences, economic conditions, and supply chain issues. Opportunities exist in tapping new markets, digital channels, and meeting needs of various demographic groups.
Gap Inc. saw double digit declines from 2000-2002 after rapid expansion in the 1980s and 90s led by former CEO Mickey Drexler. New leadership attempted turnarounds through cost cutting and new brands but with limited success. By 2010 under CEO Glenn Murphy, Gap was refocusing on its core brands, improving designs, cutting costs further, and expanding internationally again. However, it still faced threats from low-cost competitors and a changing retail industry. To improve its position, Gap needed to reduce store numbers, expand properly into new markets, enhance products, and strengthen its branding to reconnect with customers.
The document provides a market research report on the children's wear market in Vietnam. It finds that the market size was 5 trillion VND in 2012 and is growing at 10% annually. Baby and toddler wear is the fastest growing segment. While the number of children is decreasing, revenue continues to rise due to price increases and consumers spending more. The market remains highly fragmented with no single brand having over 0.5% market share. The report segments the market and provides analysis of purchasing behaviors and preferences across income levels and priorities of quality, design and price. It forecasts continued growth in the children's wear market in Vietnam.
Globalization is the increasing integration of economies and societies globally through trade and cultural exchange. It has led businesses to operate internationally and markets to become more interconnected. Key factors driving globalization include improved communication, transportation, trade agreements, and the growth of multinational corporations. While globalization creates new market opportunities, it also presents threats from increased competition and requires adaptation of marketing strategies to different cultural and economic environments around the world.
5 XU HƯỚNG NGƯỜI TIÊU DÙNG CẦN...
1. Sự khác nhau giữa các vùng miền
2. Người tiêu dùng thích sản phẩmmới, nhưng họ khá dè chừng với những sản phẩm này
3. Digital như một phần tất yếu
4. Sự bùng nổ của Ecommerce
5. Sự bền vững, an toàn và thân thiện của sản phẩm
This document provides an overview of key marketing concepts including definitions of marketing, the marketing management process, marketing philosophies, environmental analysis, relationship marketing, and market segmentation.
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2. Table of Contents
1. Answers
a. Answer 1
b. Answer 2
i. Answer 2a
ii. Answer 2b
iii. Answer 2c
iv. Answer 2d
v. Answer 2e
2. Tables
3. Graphs
4. Figures
5. References
3. 1. Provide a situational analysis (SWOT) analysis of El Cerrito (EC) in the leather goods market in 2000
given the case input
Strengths
High Quality: EL Cerrito products were well
known for their quality and company focused
largely on quality of the product [Ref 1] [Fig 3]
Diversified products: As the company grew,
they started selling new products [Table 1]
Varied channel of distribution: El Cerrito had
different channels of distribution:
o Company-owned stores
o Retail
o Online
Longest presence in Market: El Cerrito has
been selling its goods since 1936 (USA) [Fig 1]
Stable and Profitable company: Revenue for
fiscal 2000 was $550M and Operating Profit
was $56M [Graph 2] [Table 2]
Public company: RS International was a public
company which gave it a market
capitalization of $800M
Affordable luxury brand: Their price was
affordable with good quality offering
Weakness
Slow growth: The firm began with 6 employees
and grew slowly [Ref 1]
More Emphasis on quality: The emphasis on
quality was more than the design
Quality and Purchase trade-off: Since the
product has rich quality, people usually buy
only once in several years. Hence, if a customer
makes a purchase once, the next purchase
would be made by the customer only after
several years
Raw look: People considered leather to be a
raw look during 2000 and only few people
bought it. So mostly only the trend-setters
bought it.
High costs: High costs in terms of
o Administrative cost
o Duties and Tax
Lack of promotional activities: The company
has variety of products, but very less efforts
was laid in promoting
Opportunities
Improve online presence: El Cerrito had
online presence even in 2000.
Reliable brand and emerging market growth:
El Cerrito has marked themselves as a reliable
brand and this could have been used to get
hold of greater market share
Whole sale discounts: Company could give
discounts on whole sale, so as to encourage
mass buying of the products
Leverage quality and brand name: Since the
company was already known for their good
quality and brand, they could have leveraged
this fact to gain more customer gain
Rise in Export: Have global presence and sell
to more countries
Be market leader in new leather products
Threats
Strong competition: Faced severe
competition from European brands like Coco
Channel, Louis Vuitton, Hermes [Graph 4]
Investment in fashion line: Since the company
already offers good quality product, the
company could have invested more on
making their products more fashionable
Increase in manufacturing cost: The
manufacturing cost has been increasing with
each year making the company gain less
marginal price with each growing year
Environmental causes: Since leather is mostly
made out of animal skin, the rise in
environmental awareness among the people
might act as a major threat to the company
4. 2. Assumption: 2015-2016 Case
2a. Upgrade your SWOT if needed. Highlight the changes and “why” you have made them
Strengths
Shift from quantity to quality over the past
decade: Increasing use of quality components
Continuous emphasis on product
Meat production continues to be number 2,
hence no added import cost [Table 3]
Willingness to Pay: For good quality leather
products, people are willing to pay any price,
especially in developed countries like USA
Continues to hold strong position locally
Faster delivery options
With the development in technology, easy
communication and base set up across
countries
Growing fashion consciousness globally
Weakness
Online market still unexplored
New unmet trends in the market
Increase in tax and cess
International price fluctuation
High labor force: resulting in high labor charges
Lack of strong presence in the global fashion
market.
USA in not in top 10 producer of leather [Table
5]
Unorganized sectors
No pronounced improvement in research and
development
Still no wide geographic coverage
Lack of easy access to online customers
Opportunities
Extend relationship with
o Chemical industries
o Finishing auxiliaries
o Tanning base
o Modernized manufacturing units
Rising potential in the domestic market
Collaboration with leather institutes and
leather research labs
Consumer expectations rise year by year and,
to maintain its position, the leather and
leather products industries require ongoing
research at all levels.
Participate in International Leather fairs [Ref
3] and El Cerrito should collaborate with
various leather organizations well established
in USA over the past decade [Table 6]
Expand to Asian market
Franchises have gained popularity only
recently
Use internet and E-commerce as a medium to
sell products
Threats
Growing domestic market for footwear and
leather articles
Major manufacturing and tanning firms are in
the process of shifting their base to
developing countries sue to high wage levels
and strict environmental norms in developed
countries
Stricter international standards
Increase in competition
Lack of communication facilities and skills
With increasing pressures regarding
chemicals, water usage, and landfill issues,
researchers are called upon to ensure the
stability of the industry
Growing competition from developing
populated countries like China, India and
Japan
Continuous policy changes
Recession strongly affects leather industry
5. 2b. Recommend a positioning statement for El Cerrito
“El Cerrito is an affordable luxury brand providing varied range of quality leather products to choose from
for those who are looking for comfort and good experience. El Cerrito is one of the early movers in leather
industry, dominating since 1936 in offering good quality products at reasonable price and is well known
because of the importance the company gives to the brand”
2c. Identify the segments, their characteristics, motivations, and needs/desires
El Cerrito can be divided based on Income level, demographic and new segmentation.
Segment description based on Income level in USA
Segment Characteristics Motivation Needs/Desires
Rich Stands 2nd
in population after
Middle class [Graph 7]
Look for quality and luxurious
brand. Brand conscious
Willing to pay any amount for a
branded and high quality product
Own high end designer goods
It is possible to obtain
brand loyalty from the
rich segment
Sending gifts to them
during special occasions
will motivate them to
buy more products
Good quality products
Use only branded goods
Always looks for
uniqueness
Liked to be paid special
attention
Middle
Class
Forms majority of the population
[Graph 7]
Willing to pay a little more for
quality products
Has varied options to choose
from
Highly influence the market
It is possible to get greater
market share in middle
class by offering:
Good discounts
Variety of products
Fashionable products
Coupons
Good online presence
Reasonable pricing
Good customer service
Perfect balance of quality
and pricing
Fashion trend-setters
Usually buys what
everyone around them
are buying
Poor Forms least set of population
[Graph 7]
Spend only on basic necessities
Usually earn money on day to day
basic
Give out of trends
products at a much
lower price or for free
Can sell during off-
season
Look only for basic needs
Usually, finding food is
the main priority
Frugal spending
Segmentation based on Age in USA
Segments Characteristics Motivation Needs/Desires
Boomlets They are 8-12 years old
Use what their parents choose
for them
Unaware of brands
Get inclined towards
attractive products
Like to use playful goods
Look for products
that can entertain
them and attractive
Millennium Form the largest group [Graph
6]
Easily influenced by
surrounding
No strong intention of saving
Buy products that have
good discount, but also
good quality
Look for fashionable
goods
Like shopping
They need
Fashionable
Good quality
Good pricing
Varity of options
Generation
X
Next large group
Usually have a family
Save money
Once this segments like
a product, they continue
to buy the same
Money conscious
Spends reasonable
money
6. Baby
Boomers
First generation to witness
many things, like increase in
working women, technology,
innovation, etc.
They are motivated to
buy products that last
long
Habit of buying the same
product again
Like to buy long
lasting products
Pays reasonable
price
Mature + GI
Generation
Less in number
Strong loyalty for brands
Buy products with
reasonable price
Look for quality over
quantity
Comfort
Quality
New segments, characteristics and Unique value proposition:
University students: There are a large number of university students who are fashion conscious
and usually buy what other students are buying. So on campus delivery and online invitation to
buy products would greatly profit the company and customer base increases.
Focus of having more sales during mid-winter season when temperature is moderately cold and
this is the best time to wear leather jackets. Provide discounts during other seasons as off-season
discounts
Geographic segmentation:
o The current geographic segmentation for the company is to concentrate on the
metropolitan cities of the country only as they have greater population, fashion
conscious, trend-setters and increase sales
o Expansion at a global level: Expand the customer base at a global level. Since Europe is
already dominated, choose Asia since the population is more, fashion conscious, position
as market leader. Offer good starting promotion and online advertising
Sales of Pet goods and services are growing at 6.5% a year. 93% of the owners buy at least one
gift for their pets each year, and 55% buy four or more. Hence dog chains, etc can be made of
leather and sold. Emphasis on the fact that metal may be irritable to pets, hence to use leather
neck chains.
2d. Select the segments that you think the company should prioritize on and define the Unique Value
Proposition
Among the segments based on income level, it is wise for El Cerrito to focus on Middle class since
they form the highest percentage in population [Graph 7], look for luxurious products at affordable price
and if majority of them buy the product, then the rest will also most likely buy since this segment is
influenced a lot by people around them. Product can be marketed to these customers by having strong
promotion and good customer care to ensure they are satisfied with the product and continue to increase
customer base by word of mouth.
Among the segments based on generation, it makes sense for El Cerrito to focus on Millenniums
as they not only form the largest group, but are willing to try new things and like shopping more than any
other group. It is easy to attract such customers with various discounts and coupons to ensure they keep
buying the product more and more. The company could also offer gifts coupons in order to make customer
feel special and try more of their new products. They usually get easily convinced to buying products.
7. 2e. Determine the “4 Ps” for each segment you choose
The 4 P’s described below holds well for all the segments:
Product
El Cerrito has range of products which are high-quality
They started with Leather wallets
Leather handbags
Belts
Key rings
Charms
Folios
Different material products
Attract new segment of customer by adding new
products
New product scope:
Leather chains for pets
Leather footwear
Leather sofas
Leather chair cushions
Stylish leather jackets
Leather Jackets
Phone leather cases
Price
Affordable luxury brand [Graph 5]
Offer pricing depending on the place:
o If the place already has good market leader,
then offer good discounts and promotional
coupons
o If the place does not have a market leader in
leather, then strongly position the brand so as
to leverage initial movers in the industry. Try
skimming technique for such a place
o If the place has other leather sellers, but none
are market leader, offer reduced price initially,
so as to set up good brand value and then go
on to increase the price of the product.
Make efforts to foresee the price before
competitors do.
Increased price for customized leather products
such as collars, key chains, etc.
Place
El Cerrito Channel of distribution:
o Company-owned stores [Graph 1]
o Retail
o Online
Increase of sales through whole-sale retailers
Massive improvement needed in terms of online
presence and online promotion
Sell using eBay, Amazon, Walmart, and other well-
known online shopping websites
Expand globally:
o Target Asian countries as there are no well-
established market leaders yet
o Focus on metropolitan cities as the population
is more and more fashion conscious
Consider tie-ups with sports bikes and raw bikes
like Harley Davidson
Consider tie-ups with research and development
in universities to improve products
Pay more attention to advertising and selling
using technology
Promotion
1-year warrantee on all products
24*7 toll free customer care number to satisfy the
customer
Continuous feedback from customers
Special offers + Free gifts during special occasions
Endorsement by celebrities in advertisements
Endorsement in movies
Grand launching events in new places
Good online presence in social media like
Facebook, twitter, blogs, Quora, Medium and also
good website
Clearance sale at the end of year
Presence in many fashion Magazines, specifically
women’s magazines
Have photos of normal people who use the
product in Instagram. This encourages more
people to buy products
Promote in international leather fairs.
Promotion through:
o Television
o Newspapers
o Online advertising
o Banners
9. Table 3: Major meat producing countries
Table 4: Major Leather producing countries
10. Table 5: Leather Production by country
Table 6: Organizations El Cerrito should collaborate with
Column1 International Leather Organization
Organization Expansion
ALCA American Leather Chimists Association
FFANY Fashion Footwear Association of New York
FIA Footwear Industreis of America
LLGMA
Luggage and Leather goods manufacturers of
America
SSIA Shoe Service Institue of America
Table 7: Expensive brand competitive analysis
11. GRAPHS
Graph 1: El Cerrito Company-owned stores
Graph 2: El Cerrito Financial Results ($ in Millions)
0 20 40 60 80 100 120 140 160 180
U.S branded
U.S Outlet
Total
FY 2000 FY 1999
0
100
200
300
400
500
600
Net Sales Cost of sales Gross Profit SG&A Operating Income
1997 1998 1999 2000
12. Graph 3: El Cerrito Gross Margin, SG&A and Operating income
Graph 4: Price of Handbags offered by different companies
0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00%
Gross Margin
SG&A
Operating Income
2000 1999 1998 1997
250
100
90
3000
5000
0 1000 2000 3000 4000 5000 6000
El Cerrito
Kohls
Sears
Louis Vuitton
Hermes
Price($)
13. Graph 5: Leather production and trade in 2006
Graph 6: Population division based on age
350
550
422
222
in Million sq. ft
Output Export Import Available
0
5,000,000
10,000,000
15,000,000
20,000,000
25,000,000
30,000,000
35,000,000
40,000,000
45,000,000
50,000,000
Population
14. Graph 7: Income Level in USA
0 200000 400000 600000 800000 1000000
Bottom 10%
Bottom 20%
Bottom 25%
Middle 33%
Middle 20%
Top 25%
Top 20%
Top 5%
Top 1.5%
Top 1%
Starting Ending
15. Figures
Figure 1: El Cerrito logo
Figure 2: El Cerrito: Driving Growth, History of El Cerrito
16. Figure 3:
Figure 4: El Cerrito: Driving Growth : Quotes by Sara Jansen, CEO, RS International
Thank You Professor
17. REFERENCES
[1] El Cerrito: Driving Growth
https://hbr.org/product/el-cerrito-driving-growth/KEL929-PDF-ENG
[2] Leather Market
http://leatherpanel.org/sites/default/files/publications-
attachments/future_trends_in_the_world_leather_and_leather_products_industry_and_trade.
pdf
[3] International leather fairs
http://10times.com/leather/tradeshows
[4] Understanding market of Chanel
http://www.slideshare.net/UznadzeSonia/chanel-new-product-team-f
[5] Understanding Leather market
http://www.slideshare.net/anmol135/market-segmentation-of-a-company?qid=7eede1b6-
bd6c-405e-820c-9747f57fc296&v=&b=&from_search=11
[6] Demography of USA
https://en.wikipedia.org/wiki/Demography_of_the_United_States
[7] Six generation in America
http://www.marketingteacher.com/the-six-living-generations-in-america/
[8] Market Segmentation
https://www.mindtools.com/pages/article/stp-model.htm
[9] Leather Jacket, bikers
https://www.google.com/search?q=harley+davidson+bikes+leather+jacket&espv=2&source=ln
ms&tbm=isch&sa=X&ved=0ahUKEwivotbhpY7NAhWq64MKHakyDzUQ_AUIBygB&biw=1745&bi
h=828