Requiem is a leading Canadian MP3 player company that provides a portfolio of 4 products: Sonic2, Sonic7, Runner, and Energy. The document outlines Requiem's 2025 marketing plan to maintain its leading market position. Key elements of the plan include conducting market research and analysis, setting goals to increase market share and brand awareness, and implementing a marketing mix strategy with actions for each of the 4Ps (Product, Price, Place, Promotion). The marketing budget and responsibilities are identified to guide tactical execution of the plan in 2025.
This is the PowerPoint presentation of a Marketing/Business Plan me and four of my classmates made for Sony\'s consumer electronics market for our Marketing Management class.
A BTL Strategy Proposal for Orange Telcom Ugandan that will aid in the implementation of Orange communication strategy, and all other means that will guarantee consistency of the Orange brand, her products and services.
2025: Visions for the Future of PublishingPaul Lomax
Can we predict the major trends that will affect publishing over the next ten years? I talked about the recent past and the future of publishing, including the App Store and digital editions, ad blocking, platforms, and print. http://www.pagelizard.com/2025-visions-for-the-future-of-publishing/
Hotel 2030 is a cross-sector platform that acts as a catalyst for open discussion on the possible changes facing the hospitality industry and associated innovations for hotels over the next 15 to 20 years.
As we explore potential changes, we see some trends having increasing impact. Based on discussion and feedback from hospitality companies, tourism experts and government bodies around the world, this summary shares insights on shifts by 2020.
The ten most significant trends that are seen as potentially impacting hotels in 2020 are:
African Travellers
500m new middle class in Africa require accessible hotel accommodation for both work and leisure across the continent
Co-Branded Experiences
Hotels partner with established consumer brands to deliver leading-edge, repeatable co-branded experiences
Dynamic Pricing
Transparent real-time pricing reflects personal ability to pay and enhances yield optimization across the service sector
Faith Compliance
More organizations flex their processes and proactively switch to become compliant with cultural norms and experiences
Female Centricity
New experiences are designed, and established ones reinvented, with the influential female population’s needs at the core
Final Frontiers
Increasing interest and participation in remote journeys drive more of us to seek to access the inaccessible
New Forms of Ownership
Shared co-operatives, partnerships and membership funding business models replace franchising and direct ownership
Smart Buildings
Increasingly intelligent, self-monitoring buildings set new standards as big data is shared between operations and providers
Upstream Insight
Companies and networks have, and act on, very early insight on future intent to travel and customise services to suit
Waste Reuse
Seeing waste as a resource and encouraging its reuse within the footprint shifts many towards the circular economy
Hotel 2030 Emerging Trends - Initial Perspectives May 2013Tim Jones
Hotel 2030 is a cross-sector platform that aims to act as a catalyst for open discussion on the possible changes facing the hospitality industry and the associated innovation opportunities for hotels over the next 15 to 20 years. Starting with initial perspectives drawn from a number of studies already undertaken by varied companies and academics, as with the futureagenda programme, the intent is that interested organizations around the world will use this material to challenge assumptions, identify gaps, add their own views and collectively co-create a richer, deeper dialogue of possible futures in the hospitality sector.
Every day, thousands across the globe talk about your products, your brand, and your competitors. Now imagine a reality in which you knew what the world is talking about right now. You don’t need a crystal ball to make social media predictions for the future. A marketer’s intuition, backed by social listening and analytics, can do the trick and engage target audiences. The ever-changing consumer, economic and digital landscapes naturally enable social media marketers to develop a hunch about how their brand and audience are impacted by those shifts. To turn a hunch into a real prediction, marketers need to understand how to analyze the growing amounts of data at their disposal. Consumer opinion has changed YoY and historical data is your most reliable friend for social media management, content marketing, crisis management, brand monitoring, customer support and more we will discuss together.
In this webinar dive in and learn:
- How social media platforms can help turn data to business insights
- How social listening empowers marketers to discover every new trend first
- How to use your owned data to fine-tune predictions or pivot in a smart direction
This is the PowerPoint presentation of a Marketing/Business Plan me and four of my classmates made for Sony\'s consumer electronics market for our Marketing Management class.
A BTL Strategy Proposal for Orange Telcom Ugandan that will aid in the implementation of Orange communication strategy, and all other means that will guarantee consistency of the Orange brand, her products and services.
2025: Visions for the Future of PublishingPaul Lomax
Can we predict the major trends that will affect publishing over the next ten years? I talked about the recent past and the future of publishing, including the App Store and digital editions, ad blocking, platforms, and print. http://www.pagelizard.com/2025-visions-for-the-future-of-publishing/
Hotel 2030 is a cross-sector platform that acts as a catalyst for open discussion on the possible changes facing the hospitality industry and associated innovations for hotels over the next 15 to 20 years.
As we explore potential changes, we see some trends having increasing impact. Based on discussion and feedback from hospitality companies, tourism experts and government bodies around the world, this summary shares insights on shifts by 2020.
The ten most significant trends that are seen as potentially impacting hotels in 2020 are:
African Travellers
500m new middle class in Africa require accessible hotel accommodation for both work and leisure across the continent
Co-Branded Experiences
Hotels partner with established consumer brands to deliver leading-edge, repeatable co-branded experiences
Dynamic Pricing
Transparent real-time pricing reflects personal ability to pay and enhances yield optimization across the service sector
Faith Compliance
More organizations flex their processes and proactively switch to become compliant with cultural norms and experiences
Female Centricity
New experiences are designed, and established ones reinvented, with the influential female population’s needs at the core
Final Frontiers
Increasing interest and participation in remote journeys drive more of us to seek to access the inaccessible
New Forms of Ownership
Shared co-operatives, partnerships and membership funding business models replace franchising and direct ownership
Smart Buildings
Increasingly intelligent, self-monitoring buildings set new standards as big data is shared between operations and providers
Upstream Insight
Companies and networks have, and act on, very early insight on future intent to travel and customise services to suit
Waste Reuse
Seeing waste as a resource and encouraging its reuse within the footprint shifts many towards the circular economy
Hotel 2030 Emerging Trends - Initial Perspectives May 2013Tim Jones
Hotel 2030 is a cross-sector platform that aims to act as a catalyst for open discussion on the possible changes facing the hospitality industry and the associated innovation opportunities for hotels over the next 15 to 20 years. Starting with initial perspectives drawn from a number of studies already undertaken by varied companies and academics, as with the futureagenda programme, the intent is that interested organizations around the world will use this material to challenge assumptions, identify gaps, add their own views and collectively co-create a richer, deeper dialogue of possible futures in the hospitality sector.
Every day, thousands across the globe talk about your products, your brand, and your competitors. Now imagine a reality in which you knew what the world is talking about right now. You don’t need a crystal ball to make social media predictions for the future. A marketer’s intuition, backed by social listening and analytics, can do the trick and engage target audiences. The ever-changing consumer, economic and digital landscapes naturally enable social media marketers to develop a hunch about how their brand and audience are impacted by those shifts. To turn a hunch into a real prediction, marketers need to understand how to analyze the growing amounts of data at their disposal. Consumer opinion has changed YoY and historical data is your most reliable friend for social media management, content marketing, crisis management, brand monitoring, customer support and more we will discuss together.
In this webinar dive in and learn:
- How social media platforms can help turn data to business insights
- How social listening empowers marketers to discover every new trend first
- How to use your owned data to fine-tune predictions or pivot in a smart direction
Start-up Stage - Corporate Solutions - Presentation by Jonathan Kurfess, CEO & Founder of Appinio at the NOAH 2015 Conference in London, Old Billingsgate on the 12th of November 2015.
1. Marketing Plan for 2025
Marcus Parks, Oleksandr Surkov, Igor Ivanenko, Roman Margulis, Olena Vidaiko
2. Report Plan
Action and Budget Plan for 2025
Tactics – Implementing Marketing Strategy
Implementing Marketing Mix Contingency Plan
Marketing Strategy
Gap Analysis
Business Goals and
Objectives
STP Analysis and Strategy Portfolio Analysis Growth Strategy
Situation Analysis and Marketing Summary
Marketing Environment
Market Share and Product Life
Cycle
Historic Growth Rate and Sales Critical Success Factors
3. Company Overview and Product Definition
“We exist to competently supply world-class MP3 players to our valued customers”
Requiem is a Consumer Electronics Corporation
Since 2016
Leader on the Canadian market of MP3 players
Product portfolio: Sonic2, Sonic7, Runner, Energy
4. SWOT Analysis
Internal
Strengths Weaknesses
Largest product portfolio on the market (4 items)
Technological development of products
Professional management
Effective use of advertising and promotional budget
The largest total market share
Late launch of the sport product “Runner” (one period later
than main competitors)
Technological 1-year development gap of “Runner”
High retail margin (in the past)
Limited budget for advertising and promotion
Opportunities Threats
External
C Music is a part of cultural behavior of Canadians
Canada is a multicultural dynamic environment – subject to quick
transformation and change
Our competitors use the same segmentation as we do. Therefore,
there is not a lot of room for differentiation.
D
Target markets for all 3 types of products are available:
a lot of students for “Energy”, many people who enjoy
sports for “Runner”
S
Lifestyle of Canadians is favorable for mp3 player
manufacturers – large market
T
Canada is well developed technologically – provides
high quality human resources and technologies
Cell phones as the main substitute products
E High incomes of Canadian population
National currency devaluation affects the costs for the parts
supplied from abroad
P
No major restrictions or regulations are posed
regarding mp3 players
Lowering duties for cheep Chinese players
5. Sales and Market Share
0
100000000
200000000
300000000
400000000
500000000
600000000
700000000
2016 2017 2018 2019 2020 2021 2022 2023 2024
Historic Growth Rate and Sales
Sonic7
Sonic2
Energy
Runner
Overall
6%
20%
8%
8%
23%
3%
28%
4%
Market Structure Overall
Firm1
Music
Happy
Ultra Music Inc
Firm4 Inc
Reptar International
Life Enjoy
Requiem
Firm8
7. Product Portfolio and Targeting
Both “Sonics” are
designed for mass
consumer
Target markets for
“Energy” are Generation
X, Y and millennials.
Differentiated targeting
strategy is used for this
product.
The best strategy for
“Runner” is
Concentrated, as the
target audience is not
so broad.
8. Marketing Goals and Objectives
Increase market share to
30% in sales by the end
of 2025:
Increase product
awareness rating by the
end of 2025 to:
•“Sonic 7” – 0.65
•“Sonic 2” – 0.30
•“Energy” – 0.90
•“Runner” – 0.60
Increase distribution
rating by the end of
2025 to:
•“Sonic 7” – 0.50
•“Sonic 2” – 0.10
•“Energy” – 0.20
•“Runner” – 0.50
Increase product specs
rating by the end of
2025 to:
•“Sonic 7” – 0.90
•“Sonic 2” – 0.70
•“Energy” – 0.95
•“Runner” – 0.90
9. Marketing Mix
Product
For Standard segment, Requiem will aim to achieve the best
price/benefit balance for the best quality it can offer.
Requiem’s “Runner” product team will strive for developing the
product’s specs and characteristics.
Youth category will revolve around improving “Energy” design
and style
Place
Segment Price sensitivity
Sports Low
Standard High
Youth Med
Promotion
The main advertising and promotional channels used for
achieving awareness and promoting the company’s values
will include TV, magazines, digital media, POP displays,
rebates, salesforce training etc.
Price
Actual Recommended
Sonic2 78 95
Sonic7 95 95
Runner 136 130
Energy 67 60
10. Action and Budget Plan for 2025
4P Activity Decisions/Budget Responsible Review
Product
Product Development (R&D) “Sonic 7” 2025 Cost Reduction Project/$1,000,000
“Sonic 2” 2025 Cost Reduction Project/$1,000,000
“Energy” 2025 Spec and Cost Reduction
Project/$2,000,000
“Energy” 2025 Spec and Cost Reduction
Project/$2,000,000
Product
management
and R&D
departments
Annually
Price
Product Pricing Planning “Sonic 7” – retail $78/ wholesale $50.7
“Sonic 2” – retail $95/ wholesale $61.75
“Energy” – retail $67/ wholesale $45.56
“Runner” – retail $136/ wholesale $91.12
Product
management
department
Annually
Promotion
Advertising and Communications Campaign “Sonic 7” – TV/$4,500,480; Digital media/$2,531,520
“Sonic 2” – Magazines/$2,000,000
“Energy” – TV/$5,500,000; Digital media/$4,500,000
“Runner” – TV/$4,500,000
Department of
Advertising and
Communications
Annually
Promotional Campaign
Trade shows Salesforce training Gifts Social
Media
POP displays Rebates
“Sonic 7” $275,000 $275,000 $1,100,000 $825,000 $1,375,000 $1,650,000
“Sonic 2” $110,640 $92,200 $645,400 $184,400 $368,800 $442,560
“Energy” $225,000 $225,000 $900,000 $675,000 $1,125,000 $1,350,000
“Runner” $400,000 $1,000,000 $1,500,000 $500,000 $1,000,000 $600,000 Advertising and
Communications
Annually
Place
Distribution and Wholesale “Sonic 7” – retail margin 35%
“Sonic 2” – retail margin 35%
“Energy” – retail margin 32%
“Runner” – retail margin 33%
Sales
Department
Annually
11. Conclusion
Requiem is the market leader and the main goal for the future periods is to
maintain its leading position on the market of music players
Clear Marketing strategy and tactics are set to allow Requiem to be
successful in the future and achieve its goals and objectives
Key learning outcomes of this report comprise conducting marketing audit
and analysis of the environment, establishing and implementing marketing
strategy and tactics as well as presenting findings to the stakeholders
To achieve learning objectives the tools and frameworks studied during the
course have been utilized