Marketing in hypermedia computer mediated environmentsGyeongmin Ahn
The document discusses marketing implications of commercializing hypermedia computer-mediated environments like the World Wide Web. It proposes a process model of consumer navigation behavior in these environments. The model involves three stages - antecedent conditions for flow, the flow experience of seamless engagement during navigation, and consequences of flow. Key research issues are identified around measuring flow and its impacts on learning, exploration, and subjective experiences. Both experiential and goal-directed consumer behaviors are discussed in relation to the flow experience.
The document discusses brand performance, brand equity, and integrated marketing communication as they relate to the shampoo brands Pantene, Sunsilk, and Dove. It begins with an introduction that establishes the research objectives and questions. It then provides profiles of the parent companies P&G and Unilever, as well as profiles of the individual Pantene, Sunsilk, and Dove brands. The literature review discusses components of market performance, brand equity, and integrated marketing communication. The bulk of the document consists of an analysis of the brands' market performance, brand equity, and marketing communications strategies. It concludes with a discussion of opportunities to improve brand performance.
The document provides information about Pantene's market share and 4P's analysis in Thailand. It states that Pantene has been the leading beauty shampoo brand since 2009, with 14% of the market share. While Sunsilk has the largest share at 26%. The analysis also examines the brands' products, prices, places of distribution and promotional strategies. It finds that Pantene's bottles are white while competitors have color-coded bottles for different formulas. Pantene targets all consumer groups but has not fully utilized online media or emphasized new product developments.
The document provides background information on the Axe/Lynx brand of male grooming products owned by Unilever. It discusses the history and launch of Axe in various markets, the product line which began as a deodorant body spray, marketing strategies used including targeting 18-25 year old males, and competitive landscape. The document also examines the product life cycle of Axe fragrances and extensions of the brand over time.
Dove launched a marketing campaign called "Campaign for Real Beauty" to promote positive body image. The campaign features ordinary women rather than models and aims to build women's self-esteem. Dove's parent company Unilever generates over €51 billion in annual sales from brands in over 190 countries. Market research shows most women are dissatisfied with their appearance and Dove aims to address this issue through advertising, websites, billboards, and panel discussions to promote its message.
Marketing in hypermedia computer mediated environmentsGyeongmin Ahn
The document discusses marketing implications of commercializing hypermedia computer-mediated environments like the World Wide Web. It proposes a process model of consumer navigation behavior in these environments. The model involves three stages - antecedent conditions for flow, the flow experience of seamless engagement during navigation, and consequences of flow. Key research issues are identified around measuring flow and its impacts on learning, exploration, and subjective experiences. Both experiential and goal-directed consumer behaviors are discussed in relation to the flow experience.
The document discusses brand performance, brand equity, and integrated marketing communication as they relate to the shampoo brands Pantene, Sunsilk, and Dove. It begins with an introduction that establishes the research objectives and questions. It then provides profiles of the parent companies P&G and Unilever, as well as profiles of the individual Pantene, Sunsilk, and Dove brands. The literature review discusses components of market performance, brand equity, and integrated marketing communication. The bulk of the document consists of an analysis of the brands' market performance, brand equity, and marketing communications strategies. It concludes with a discussion of opportunities to improve brand performance.
The document provides information about Pantene's market share and 4P's analysis in Thailand. It states that Pantene has been the leading beauty shampoo brand since 2009, with 14% of the market share. While Sunsilk has the largest share at 26%. The analysis also examines the brands' products, prices, places of distribution and promotional strategies. It finds that Pantene's bottles are white while competitors have color-coded bottles for different formulas. Pantene targets all consumer groups but has not fully utilized online media or emphasized new product developments.
The document provides background information on the Axe/Lynx brand of male grooming products owned by Unilever. It discusses the history and launch of Axe in various markets, the product line which began as a deodorant body spray, marketing strategies used including targeting 18-25 year old males, and competitive landscape. The document also examines the product life cycle of Axe fragrances and extensions of the brand over time.
Dove launched a marketing campaign called "Campaign for Real Beauty" to promote positive body image. The campaign features ordinary women rather than models and aims to build women's self-esteem. Dove's parent company Unilever generates over €51 billion in annual sales from brands in over 190 countries. Market research shows most women are dissatisfied with their appearance and Dove aims to address this issue through advertising, websites, billboards, and panel discussions to promote its message.
คิดใหม่ ทางใหม่
วิธีคิดใหม่
แนวคิดนี้ได้ปรากฏใน "A New Way to Think" ด้วยความเฉลียวฉลาดและความชัดเจนที่เป็นเครื่องหมายการค้าของเขา Martin ครอบคลุมขอบเขตการจัดการทั้งหมด โดยฉายให้เห็นถึงธรรมชาติที่แท้จริงของการแข่งขัน อธิบายว่าความสำเร็จของบริษัทหมุนรอบตัวลูกค้าอย่างไร เผยให้เห็นว่ากลยุทธ์และการดำเนินการเป็นสิ่งเดียวกันได้อย่างไร และอื่นๆ อีกมากมาย
การอ่านหนังสือ เปรียบเสมือนได้สนทนาแบบตัวต่อตัวกับหนึ่งนักคิดธุรกิจชั้นนำของโลก
"วิธีคิดใหม่" เป็นแนวทางที่จำเป็นสำหรับผู้นำธุรกิจในปัจจุบันหรือใช้เป็นแรงบันดาลใจ
A New Way to Think: Your Guide to Superior Management Effectiveness
Author : Roger L. Martin
Publisher : Harvard Business Review Press; 1st edition (May 3, 2022)
Named one of "10 Must-Read Career and Leadership Books For 2022" by "Forbes." The ultimate guide to the essentials of strategy and management, from one of the world's top business thinkers.
The document discusses concerns about implementing a Just-In-Time Delivery (JITD) program from the perspectives of internal sales/marketing and external distributors and retailers. Key concerns include the potential for decreased incentives, loss of sales from promotions, interrupted warehouse operations and inventory management, and decreased flexibility in manufacturing planning. The proposed focus is on educating stakeholders, implementing point-of-sale systems to prove benefits, incentivizing appropriately, and using shipment data to improve forecasting and manufacturing planning.
Klaus Obermeyer founded Obermeyer in 1947 in Aspen, Colorado. In 1985, Obermeyer formed a joint venture called Obersport in Hong Kong to increase production capacity. Obermeyer's supply chain stretches from Asia to Aspen, with textile and accessory suppliers in Asia manufacturing garments that are then shipped through Obersport and Sport Obermeyer to retailers in the US. Obermeyer faces challenges in uncertain demand forecasting for its seasonal ski fashion products and long lead times in its Asian manufacturing process.
The document discusses factors to consider when designing a supermarket layout, including store size and shape, product categories, customer flow, and merchandise display. It describes different types of store layouts like grid, loop, and free-form and techniques for merchandise presentation and ambiance design. Planograms are also discussed as visual diagrams of a store layout and product placement that provide benefits like efficient shelf usage and improved sales.
Boeing is headquartered in Chicago and is the world's leading aerospace company, manufacturing commercial jetliners and military aircraft. It employs over 155,000 people globally. Boeing uses lean production principles to reduce costs and production time. This involves simplifying manufacturing processes, reducing components and weight, and empowering employees. Boeing also works closely with suppliers to ensure quality products and training through its lean system.
The document provides background information on a hospital that was established in 1897. It discusses the hospital's vision to be a leading international hospital known for quality care. The summary also notes that the hospital currently has 600 staff members and sees over 700 outpatients per day. Finally, it outlines the hospital's medical departments and check-up processes.
This document provides background information on a hospital that was established in 1897. It discusses the hospital's vision, mission, current situation, SWOT analysis, medical services, organization, check-up processes and layout, training programs, and the benefits of the check-up section. Key details include that the hospital aims to be internationally respected and accredited, provide high quality care, has over 600 staff and growing annual revenue, and focuses on continuous improvement and staff training.
Walmart is the largest retail store and most profitable company in the world. It operates various store formats including discount stores, supercenters, neighborhood markets, Sam's Club warehouses, and an online store. Walmart pursues strategies like efficient supply chain and inventory management to maintain low costs, and respects individuals, serves customers, and strives for excellence. It has continued successful growth even after the death of founder Sam Walton by following his strategic formulas.
1. The History of Starbucks began in 1971 and grew through various acquisitions and expansions led by CEO Howard Schultz to become a global coffeehouse brand.
2. Starbucks pursues a slow growth policy through company-owned stores rather than franchising, focusing on quality coffee, employee satisfaction, and a unique customer experience to gain brand loyalty and competitive advantage.
3. To maintain market share against increasing competition, Starbucks will continue expanding globally through both company-owned and licensed stores, pursuing acquisitions, and experimenting with new products and store formats to attract more customers.
Southwest Airlines was founded in 1967 to take advantage of deregulation in the airline industry by utilizing point-to-point routes with low fares rather than traditional hub-and-spoke systems. Over several decades, Southwest expanded its fleet from four to over 400 planes serving over 50 cities. It developed a low-cost business strategy focused on efficiency and passing savings to customers. Looking to the future, Southwest will aim to strengthen its brand, pursue vertical and horizontal integration opportunities, and continue optimizing its low-cost business model to remain competitive in the dynamic airline industry.
This document provides a marketing plan overview for Nescafe Gold premium coffee segment in Thailand. It summarizes that the premium coffee segment is growing but still introductory, with opportunities to double market size in 3 years. Nescafe Gold has grown its market share successfully since launching in 2004, but faces threats from substitute products and needs to further drive the premium coffee category overall. The plan aims to leverage Nescafe's brand strength and prioritize product, price, promotion to maintain Nescafe Gold's leadership over competitors like Moccona Royal Gold.
This document outlines the marketing strategy and implementation plan for a housing development project in Thailand. It includes details on marketing channels like trade shows. It allocates 3% of expected sales to the communication budget. The action plan schedules advertising, PR activities, and sales promotions from 2005-2006. It establishes controls for monitoring the plan and evaluating performance. Finally, it provides financial projections showing expected cash flows, profits, and returns.
The document provides an overview of iberry's business strategy for 2006. It discusses iberry's market situation and competitors. The strategic plan outlines objectives to increase sales and brand awareness through new store openings, cost reductions, and differentiated products. Tactical plans are proposed for the 4P's (Product, Price, Place, Promotion). An action plan details initiatives for retail expansion, new products, and promotional activities. Progress will be monitored through key performance indicators.
The document summarizes information about Bangchak Petroleum Pcl, a Thai oil refinery and gas station company. It discusses Bangchak's history and operations, including establishing an oil refinery in 1988 and growing to over 1,000 gas stations. The summary also outlines Bangchak's focus on alternative energies like gasohol and biodiesel, and strategies to increase sales and market share of these products. Finally, the summary presents Bangchak's projected sales growth and profit estimates for 2006.