Cody osborne powerpoint example

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This document outlines Oakridge Centre's 50th anniversary marketing campaign. It discusses the mall's history, target markets including suburban affluents and urban professionals, and marketing objectives to maximize customer experience and increase gift card awareness. Recommendations include advertising through magazines, billboards, and transit to promote the anniversary and reinforce the brand image. Direct marketing tactics like mailers and sales promotions are suggested to connect with customers and drive traffic. Public relations efforts will focus on sharing customer stories and benchmarking the campaign's success.

Business

OAKRIDGE 50TH ANNIVERSARY CAMPAIGN Celebrating The Oakridge Community

BACKGROUND INFORMATION 50 Years In The Community

BACKGROUND INFORMATION HISTORY COMPANY Built in 1959 Became enclosed 1984 Merged with Ivanhoe in 2001 Two floors and over 150 stores Also comprised of medical, dental and financial offices 50,400 square feet of condominiums Over 300 square feet of parking

BACKGROUND INFORMATION CURRENT POSITIONING INITIATIVES Synonymous with style Quality and fashion-forward Appeal to fashion-conscious Deliver unparalleled shopping experience Working with Canuck Place Charitable efforts with Dress For Success The Cancer Society, United Way and local organizations

COMPETITIVE ANALYSIS How Oakridge Centre Stands Out

SWOT ANALYSIS A Shopping Centre With Outstanding Offerings

STRENGTHS AND WEAKNESSES STRENGTHS WEAKNESSES ,[object Object]

Smaller advertising budget than competition

Diminishing visitation, expenditure from “Urban Comfortables” psychographic

Increasing visitation and expenditures from STA

Shoppers visit mall an average of 5.8 times a month

The conversion rate of browsers to buyers is 55%

The walk out rate is only 8%, half the national average,[object Object]

SkyTrain will increase traffic to the mall

Close proximity to households with income above the BC average

The economic downturn led to retail closures

Shoppers may turn to more affordable alternatives

Canada Line makes competition more accessible

The centre’s ability to expand its mix of stores is limited by square footage restraints,[object Object]

SUBURBAN AFFLUENTS ASIAN HEIGHTS ,[object Object]

Income - Average household income $100,000

Living- Over 75% own their own home,[object Object]

URBAN COMFORTABLES YOUNG TECHNOCRATS UNIVERSITY ENCLAVES ,[object Object]

Income - Average household income $82,000

Income - Average household income $73,000

Education - Highly educated,[object Object]

Primark is expanding into Canada by opening its first store at Yorkdale Mall in Toronto in Summer 2017. Primark originated in Ireland and operates 293 stores across Europe selling affordable fashion. It aims to target Canadian millennials through social media promotion and word of mouth while maintaining low prices through efficient operations. Primark will face competition from H&M, Zara and others but sees opportunity in the growing Canadian apparel market and increasing millennial population. It plans to establish brand awareness and gauge market response before potentially expanding further.

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This document provides information on The Asian, a luxury lifestyle media platform connecting luxury fashion partners with affluent Chinese consumers. It targets wealthy Chinese-Americans and new immigrants with household incomes 30% higher than the national average. The Asian uses print publications as well as social media platforms to promote partners' products and guide consumer opinions on a global scale. Marketing options for partners include print advertisements, social media promotions, and trade programs that leverage existing merchandise as advertising value.

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This document provides an overview of JCPenney's brand audit and strategies. It begins with an agenda and company overview. It then analyzes JCPenney's strengths, weaknesses, opportunities, and threats through a SWOT analysis. Competitors are identified and target markets are outlined. Effective and ineffective past brand works are examined. JCPenney's goal of becoming the "Great store experience" is stated. Brand building tactics around elements, marketing mix, communications, and partnerships are proposed. The document concludes with suggestions for qualitative and quantitative brand measurement.

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This document discusses strategies for marketing to special audiences. It identifies key special audience segments like global markets, African Americans, Spanish-speaking individuals, Asian Americans, and GLBT communities. For each, it outlines values, consumption habits, and ways to effectively reach them through media choices, messaging, and other culturally sensitive approaches. The document also discusses using strategies like cause-related marketing, cross-promotions, and non-traditional options like text, viral marketing and guerilla marketing to engage special audiences.

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Urban Outfitters group has achieved exceptional sales growth of 23% annually over the past 10 years, even as the fashion retail industry has seen gloomy conditions and saturated western markets. The group succeeds in increasing sales and improving operating margins through its unique brand concepts like Urban Outfitters, Anthropologie, and Free People that target specific demographics with curated merchandise and store experiences. Urban Outfitters group has developed a new model for brand retail that drives top sales productivity compared to its peers.

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Luxury beauty brands face a dilemma in choosing whether to centrally produce point-of-sale materials to ensure brand consistency or allow local production for flexibility. Central production maintains brand control but lacks local input, while local production has quick response times but risks inconsistent brand experience. An optimal approach combines benefits of both through training, regional production centers, and cloud-based guidelines to facilitate local needs within brand standards.

Urban Outfitters is a specialty retailer founded in 1970 with over 14,000 employees and 102 stockholders. It operates 5 brands: Urban Outfitters, Free People, Anthropologie, Leifsdottir, and Terrain. Its vision is to offer compelling, distinctive products and store environments that customers feel an empathetic connection to. It targets young adult customers but saw decreased sales during the economic downturn of 2009 when this demographic had high unemployment. Current strategic recommendations include launching a wedding line, opening new stores, and developing new brand concepts, while my recommendations include outsourcing more merchandise and launching a children's line.

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Starbucks aggressively expanded internationally in the 1990s and early 2000s at the expense of performance. The pace and scope of expansion negatively impacted returns. Going forward, Starbucks aims to balance growth and performance by slowing expansion, improving operations, and targeting new markets like China through acquisitions and technology. Lessons include conducting thorough market research and analyzing internal strengths to effectively position for international success.

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一比一原版(QMUE毕业证书)英国爱丁堡玛格丽特女王大学毕业证文凭如何办理

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永久可查学历认证【微信：A575476】【(QMUE毕业证书)英国爱丁堡玛格丽特女王大学毕业证成绩单Offer】【微信：A575476】（留信学历认证永久存档查询）采用学校原版纸张、特殊工艺完全按照原版一比一制作（包括：隐形水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠，文字图案浮雕，激光镭射，紫外荧光，温感，复印防伪）行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备，十五年致力于帮助留学生解决难题，业务范围有加拿大、英国、澳洲、韩国、美国、新加坡，新西兰等学历材料，包您满意。【业务选择办理准则】一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信：A575476】文凭即可二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信：A575476】即可三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。留信网认证的作用: 1:该专业认证可证明留学生真实身份 2:同时对留学生所学专业登记给予评定 3:国家专业人才认证中心颁发入库证书 4:这个认证书并且可以归档倒地方 5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息 6:个人职称评审加20分 7:个人信誉贷款加10分 8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才 → 【关于价格问题（保证一手价格）我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子我给客户的都是第一手的代理价格，因为我想坦诚对待大家不想跟大家在价格方面浪费时间对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！

Cover Story - China's Investment Leader - Dr. Alyce SU

msthrill

In World Expo 2010 Shanghai – the most visited Expo in the World History https://www.britannica.com/event/Expo-Shanghai-2010 China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.

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一比一原版(QMUE毕业证书)英国爱丁堡玛格丽特女王大学毕业证文凭如何办理

Cover Story - China's Investment Leader - Dr. Alyce SU

Cody osborne powerpoint example

1. OAKRIDGE 50TH ANNIVERSARY CAMPAIGN Celebrating The Oakridge Community

3. MEET THE TEAM

4. AGENDA

5. BACKGROUND INFORMATION 50 Years In The Community

6. BACKGROUND INFORMATION HISTORY COMPANY Built in 1959 Became enclosed 1984 Merged with Ivanhoe in 2001 Two floors and over 150 stores Also comprised of medical, dental and financial offices 50,400 square feet of condominiums Over 300 square feet of parking

7. BACKGROUND INFORMATION CURRENT POSITIONING INITIATIVES Synonymous with style Quality and fashion-forward Appeal to fashion-conscious Deliver unparalleled shopping experience Working with Canuck Place Charitable efforts with Dress For Success The Cancer Society, United Way and local organizations

8. COMPETITIVE ANALYSIS How Oakridge Centre Stands Out

9. COMPETITIVE ANALYSIS

10. SWOT ANALYSIS A Shopping Centre With Outstanding Offerings

11.

12. Smaller advertising budget than competition

13. Brand image reduces visits from price-conscious shoppers

14. Decreasing Sales from PTA

15. Diminishing visitation, expenditure from “Urban Comfortables” psychographic

16. Gift card awareness only 51.6%

17. Strong, recognizable brand

18. Caters to a high income bracket

19. Increasing visitation and expenditures from STA

20. Shoppers visit mall an average of 5.8 times a month

21. Regular shoppers spend $82 per visit

22. The conversion rate of browsers to buyers is 55%

23.

24. communicate promotional offers

25. build brand loyalty

26. Green technology

27. Energy efficiency, cost savings

28. Improve brand image

29. SkyTrain will increase traffic to the mall

30. Close proximity to households with income above the BC average

31. The economic downturn led to retail closures

32. Shoppers may turn to more affordable alternatives

33. Canada Line makes competition more accessible

34.

35. TARGET MARKET

36. SUBURBAN AFFLUENTS

37.

38. Income - Average household income $100,000

39.

40.

41. Income - Average household income $82,000

42. Living - Rental housing

43. Work - Professional and technical

44. Who - Younger students and teachers

45. Income - Average household income $73,000

46.

47.

48. Income - Average household income $61,500

49. Work - Service industry

50. Living - Live in condos

51. Income - Average household income $61,000

52.

53. 50TH ANNIVERSARY

54. THE BIG IDEA

55.

56.

57. MOVING FORWARD Oakridge Centre in 2010

58. MARKETING OBJECTIVES 2010 Maximize customer experience Continue to grow Urban Comfortable group by 100% Promote and increase gift card sales by 15% by December 31st 2010 Increase traffic to the website

59. COMMUNICATIONS OBJECTIVES Reintroduce the red ‘O’ Move away from ‘Defining Moments’ Communicate the stories customers share with Oakridge Increase gift card awareness by 51.6% to meet Ivanhoe benchmark Reinforce brand positioning and upper-class image

60.

61. RECOMMENDATIONS Entering 2010 With Style

62.

63. Product in FASHION Magazine

64. Warm colours of excitement

65. The red ‘O’

66. Saturation to bring out red clothing

67. Lines create emphasis and hierarchy

68.

69. More emphasis on the clothing

70. A single message

71.