This document outlines a communications plan for Barbie to address challenges it has faced and evolve to better meet the needs of its key audiences. The plan has three main objectives: 1) increase parent understanding of Mattel's new constructive communication policies, 2) generate interest in Barbie's MyScene line among 30% of girls aged 7-12, and 3) increase all Barbie product sales by 30%. Tactics include corrective action, sponsorships, strategic philanthropy, fashion partnerships, and social media engagement. The plan aims to restore confidence in Barbie and cement its role as a positive influence for young girls.
This document provides an analysis of business operations for a processing plant. It demonstrates analyzing financial performance using a common-sized income statement and horizontal analysis. It also examines market analysis using fuel oil and gasoline margins, internal operational performance using on-stream factor and reasons for shutdowns, commercial performance using sales against plan and market, and production, sales, and inventory levels over time. The analysis is intended to serve as a basis for management discussions and aim for continuous improvement.
How to Prepare "Statement of Financial Position" TutorialAngelicaSembrano
The document provides a step-by-step tutorial on how to make a Statement of Financial Position (balance sheet). It first defines what a balance sheet is and its purpose. It then outlines the steps for preparing an adjusted trial balance, which includes recording adjusting journal entries. Examples of adjusting entries are given for depreciation, accrued expenses, prepaid expenses, and corrections. The document concludes by explaining how to prepare a balance sheet from the adjusted trial balance, including classifying and presenting assets, liabilities, and owner's equity sections to satisfy the basic accounting equation.
1) The document contains 14 multiple choice questions regarding the consolidation of financial statements and accounting for minority interests.
2) The questions cover topics such as calculating minority interest, unrealized gains and losses, and the equity method of accounting for investments in subsidiaries.
3) The correct answer is provided for each question, along with financial information used to arrive at the answer such as income statements, balance sheets, and calculations of adjustments.
This document defines and provides examples of major types of accounts used in accounting, including assets, liabilities, capital/equity, income/revenue, and expenses. Assets are divided into current assets (those expected to be converted to cash within one year) and non-current assets. Current assets include cash, accounts receivable, inventory, and prepaid expenses. Non-current assets include long-term tangible and intangible property. Liabilities are also split between current and non-current, with current liabilities expected to be paid within one year. Capital/equity represents the owner's residual claim in the business assets. Income increases equity, while expenses decrease equity.
The document provides guidance on revenue forecasting for businesses. It discusses that a revenue forecast estimates revenues over a fixed time period like a quarter or year. It is based on past financial performance, market conditions, and sales pipelines. For example, analysts consider Apple's past sales, products, and demand to forecast revenues. The document then outlines different revenue forecasting methods and provides steps to follow, which include establishing timelines, forecasting expenses and sales, considering the market, and reviewing forecasts regularly. It also lists tips for more accurate forecasts such as factoring in available resources and past project revenues. Common mistakes like relying on assumptions and failing to adapt are also discussed.
This document provides an overview of Sony's history from its founding in 1946 to the 1960s. Some key points:
- Sony was founded in 1946 in Tokyo as Tokyo Tsushin Kogyo Kabushiki Kaisha by Akio Morita and Masaru Ibuka to initially produce rice cookers but later shifted to electronics.
- Early successes included developing Japan's first tape recorder in 1950 and then introducing transistor radios in 1955, which were a huge commercial success both domestically and when exported to the US.
- The company changed its name to Sony Corporation in 1958 to capitalize on the growing popularity of the Sony brand name.
- Throughout the 1950s and 1960s, Sony engineers
Inspire@eLC Chapter 3 - HKTVMall: Leading Technology Evolution for eCommerce Industry by Ms. Jelly Zhou, Executive Director and Chief Executive Officer (Hong Kong) of Hong Kong Technology Venture Company Limited
Nestle Philippines Incorporated is a large food manufacturing corporation established in 1983 that manufactures instant coffee, milk, and noodles. It has 497 employees and is committed to helping communities through various social programs, including agronomy assistance for coffee farmers since the 1960s, health and nutrition programs, education initiatives, and environmental protection projects. Nestle also supports corporate social responsibility programs related to agriculture, education, community development, and environmental preservation.
This document provides an analysis of business operations for a processing plant. It demonstrates analyzing financial performance using a common-sized income statement and horizontal analysis. It also examines market analysis using fuel oil and gasoline margins, internal operational performance using on-stream factor and reasons for shutdowns, commercial performance using sales against plan and market, and production, sales, and inventory levels over time. The analysis is intended to serve as a basis for management discussions and aim for continuous improvement.
How to Prepare "Statement of Financial Position" TutorialAngelicaSembrano
The document provides a step-by-step tutorial on how to make a Statement of Financial Position (balance sheet). It first defines what a balance sheet is and its purpose. It then outlines the steps for preparing an adjusted trial balance, which includes recording adjusting journal entries. Examples of adjusting entries are given for depreciation, accrued expenses, prepaid expenses, and corrections. The document concludes by explaining how to prepare a balance sheet from the adjusted trial balance, including classifying and presenting assets, liabilities, and owner's equity sections to satisfy the basic accounting equation.
1) The document contains 14 multiple choice questions regarding the consolidation of financial statements and accounting for minority interests.
2) The questions cover topics such as calculating minority interest, unrealized gains and losses, and the equity method of accounting for investments in subsidiaries.
3) The correct answer is provided for each question, along with financial information used to arrive at the answer such as income statements, balance sheets, and calculations of adjustments.
This document defines and provides examples of major types of accounts used in accounting, including assets, liabilities, capital/equity, income/revenue, and expenses. Assets are divided into current assets (those expected to be converted to cash within one year) and non-current assets. Current assets include cash, accounts receivable, inventory, and prepaid expenses. Non-current assets include long-term tangible and intangible property. Liabilities are also split between current and non-current, with current liabilities expected to be paid within one year. Capital/equity represents the owner's residual claim in the business assets. Income increases equity, while expenses decrease equity.
The document provides guidance on revenue forecasting for businesses. It discusses that a revenue forecast estimates revenues over a fixed time period like a quarter or year. It is based on past financial performance, market conditions, and sales pipelines. For example, analysts consider Apple's past sales, products, and demand to forecast revenues. The document then outlines different revenue forecasting methods and provides steps to follow, which include establishing timelines, forecasting expenses and sales, considering the market, and reviewing forecasts regularly. It also lists tips for more accurate forecasts such as factoring in available resources and past project revenues. Common mistakes like relying on assumptions and failing to adapt are also discussed.
This document provides an overview of Sony's history from its founding in 1946 to the 1960s. Some key points:
- Sony was founded in 1946 in Tokyo as Tokyo Tsushin Kogyo Kabushiki Kaisha by Akio Morita and Masaru Ibuka to initially produce rice cookers but later shifted to electronics.
- Early successes included developing Japan's first tape recorder in 1950 and then introducing transistor radios in 1955, which were a huge commercial success both domestically and when exported to the US.
- The company changed its name to Sony Corporation in 1958 to capitalize on the growing popularity of the Sony brand name.
- Throughout the 1950s and 1960s, Sony engineers
Inspire@eLC Chapter 3 - HKTVMall: Leading Technology Evolution for eCommerce Industry by Ms. Jelly Zhou, Executive Director and Chief Executive Officer (Hong Kong) of Hong Kong Technology Venture Company Limited
Nestle Philippines Incorporated is a large food manufacturing corporation established in 1983 that manufactures instant coffee, milk, and noodles. It has 497 employees and is committed to helping communities through various social programs, including agronomy assistance for coffee farmers since the 1960s, health and nutrition programs, education initiatives, and environmental protection projects. Nestle also supports corporate social responsibility programs related to agriculture, education, community development, and environmental preservation.
Saavn is an Indian music streaming platform founded in 2006. It has since grown to have 20 million monthly active users worldwide and partnerships with over 900 music labels. The platform offers free streaming supported by advertisements and a subscription service called Saavn Pro which is ad-free and allows offline listening. In 2018, Saavn was acquired by Reliance Industries, combining it with their JioMusic service to create a large Indian music streaming business.
This document summarizes the final presentation of Charles Vinzon Racelis for his MM program at the Ateneo Graduate School of Business. It includes background information on Globe Telecom, the company's mission, vision and values. It also provides financial statements such as the income statement and balance sheet for 2013 and 2012, as well as ratio analyses and business strategies. The strategies include investing in international cable systems and IT/network modernization to improve internet connectivity and increase market share in the growing Philippine mobile market.
It's the end of 2010, and a majority of companies have ventured into social media as a publishing channel. Yet many aren't seeing the results they'd hoped for. That's because of the approach.
This whitepaper explores the concept of Engagement, Influence and Activation as end goals to corporate social media, not as a publishing channel but as a way to better connect, share and interact with your markets.
Outline the key details about your event, including what it is about, who will attend, important dates, and photos from past events. Highlight the various sponsorship types and benefits available, making sure to specify which level of sponsorship you are requesting. Include testimonials from influential people and information on how sponsors can register guests. Provide your target sponsor profile and make the pitch document concise, personal, and easily accessible online with all your contact details.
Factors affecting demand in entertainment industryabhi17_singla
The media and entertainment industry in India has grown explosively over the last two decades from a single state-owned TV channel to over 400 active channels today. The document discusses factors that affect demand and supply in the entertainment industry such as price, income, tastes, and technology for demand, and infrastructure costs, technology innovation, inputs, and investment capacity for supply. It also outlines changes in the industry like growing live entertainment and e-commerce ticket sales, as well as foreign filmmakers working in India.
The document provides information about a project report submitted by Upendra S. Tiwari, an MBA student at Annamalai University, for their summer internship project at Sony India Pvt. Ltd. in Bangalore. The report includes details such as an executive summary on the consumer durable industry in India, Sony's company profile and mission, the product profile, competitors in the market, the research methodology, data analysis, SWOT analysis, and conclusions. The objectives of the study were to analyze customer requirements, study competitors' service attitudes, identify strengths and weaknesses, and understand customer opinions and suggestions to provide better services.
If your company needs to submit a Event Filming Coverage Proposal Powerpoint Presentation Slides look no further. Our researchers have analyzed thousands of proposals on this topic for effectiveness and conversion. Just download our template, add your company data and submit to your client for a positive response. https://bit.ly/38mRh40
Samuel Dunlap is a company that was founded in 2004 by JunKoo Kim and focuses on digital comics known as webtoons. It launched its Challenge League program in 2020 to help independent creators and has partnerships with companies like Crunchyroll to bring webtoons to international audiences. Key figures include Ken Kim as the leader while its main competitors are platforms like Tappytoon and WEBTOON features translation of works, tools for creators, and a large library but lacks mature content unlike Tappytoon.
The document provides background information on Mattel and the history of Barbie dolls. It discusses how Barbie has faced criticism for lack of diversity but is still widely known and valued by consumers. Research included focus groups and surveys with mothers and showed Barbie is seen as educational and promoting imagination. However, the Barbie Fashionista line lacks a clear identity and messaging is too complex. The recommendation will address how to better market this line to increase sales.
- Barbie was created in 1959 when Ruth Handler founded Mattel Creations and introduced the Barbie doll.
- Over the decades, Barbie expanded from just a doll to include Ken and a variety of careers and accessories. She also began appearing in television shows and movies.
- As technology advanced, Barbie integrated these developments, such as having recorded voices and accompanying movies, apps, and television appearances, which drove increased sales and brand awareness globally.
A deep dive into sabyasachi kolkata x H&M collaborationkaustav sengupta
A collaboration that is one of the most hyped events in the Indian fashion and retail world today is appearing to me as one of the biggest fashion paradoxes in India. Is it the 'Pierre Cardin syndrome', an intention to democratize fashion or simply a suicide mission for Sabya? My critical review on Sayasachi's collaboration with H&M, a fast fashion brand.
Classic case of brand failur barbie doll in the indian marketsandeepnair89
- Mattel's Barbie doll was initially unsuccessful in capturing the Indian market despite economic liberalization that favored foreign corporations.
- While superficial modifications to appeal to local cultures worked elsewhere, Barbie failed in India due to cultural norms that rejected her hyper-sexualized, Western depiction of femininity.
- Barbie's unrealistic body type directly violated Indian standards regarding appropriate sexuality and gender roles, leading Mattel to remove Barbie from the mass Indian market.
This document contains Grant McCracken's presentation on branding best practices and lessons. The presentation includes 10 dos and 10 don'ts of branding. Some of the key points made are: brands should have many meanings, not just one clear meaning; brands need both broad meanings that appeal to large audiences as well as more niche, obscure meanings; the brander, not the consumer, is the prime mover in shaping the brand; and old media still plays an important role in establishing foundational brand meanings.
The document describes the 5 step process for obtaining writing assistance from HelpWriting.net:
1. Create an account with a password and email.
2. Complete a 10-minute order form providing instructions, sources, deadline and sample work.
3. Review bids from writers and choose one based on qualifications, history and feedback.
4. Review the completed paper and authorize payment or request revisions.
5. Request multiple revisions to ensure satisfaction and receive a full refund for plagiarized work. HelpWriting.net aims to fully meet customer needs.
The document discusses the Goldiblox brand building campaign and analyzes why it was so effective. It provides the following key points:
1) The Goldiblox campaign was purpose-led, with a clear goal of getting more women into STEM fields. It took a stand on an issue and drove its messaging and actions from its core values.
2) It had a clear point of view that society was failing to support women in STEM, and this POV informed all its actions.
3) It used remarkable execution across its video and content to drive viral sharing. The video was designed to be emotionally engaging and philosophically provocative.
4) It tapped into an underserved audience and
What Marketers Can Learn From the GoldiBlox "Girls" Parodyjimbler
We all loved the goldiblox "Girls" parody. Here's a quick framework i used to explain to some marketers why i thought it was great. The goal of the presentation was to create a framework for understanding why this worked and what we as marketers can learn from it.
The document discusses the Goldiblox brand building campaign and analyzes why it was so effective. It provides the following key points:
1) The Goldiblox campaign was purpose-led, with a clear goal of getting more women into STEM fields. It took a stand on an issue and drove actions based on its values.
2) It had a clear point of view and voice that resonated with its target audience.
3) It designed remarkable content, like its viral video song, that was shareable and tapped into cultural themes.
4) It built an engaged community through crowdfunding that helped spread its message widely on social media.
Barbie-By Aviroop Banik,Rizvi Academy of Management,Bandra(W),Mumbai.Aviroop Banik
- Barbie was created in 1959 by Ruth Handler and became hugely popular among kids and pre-teens, selling nearly 350,000 dolls in its first year. However, its popularity began declining in the early 2000s.
- To arrest the decline, Mattel added more accessories for Barbie and introduced a new boyfriend, Blaine. However, Bratz dolls became a major competitor targeting older girls.
- By the mid-2000s, tweens were becoming more interested in electronics, cell phones, and fashionable items like jewelry and cosmetics. Mattel struggled to keep Barbie relevant to changing tween interests and lifestyles.
BlogWell Los Angeles Social Media Case Study: Mattel, presented by Travis Har...SocialMedia.org
In their BlogWell Los Angeles presentation, Mattel's Senior Manager, Social Media, Travis Harding, and Manager of Social Media for Barbie & Girls, Jessica Kimiabakhsh, share how they successfully integrated social media into their "Barbie For President" campaign.
They talk about the campaign from the objectives to the results and how they engaged fans on Instagram, Tumblr, Twitter, and Facebook.
Watch the video of the presentation here: https://vimeo.com/57356122
Here are the slides of our masterclass at Web Summit, where we discussed key emerging social media trends as we transition into a more hopeful 2022 from social commerce to niche platforms – we’ll cover them all.
FINAL Deliverable-Fantastic 5, Now 6-MKTG 3660Erika Cole
The Cabbage Patch Kids brand was popular in the 1980s but has since declined as it failed to evolve with its target audience. This document proposes repositioning the brand by modernizing its dolls and introducing an educational app. A new target audience of 3-6 year old girls and their parents is identified. The strategy involves using digital media like YouTube ads and in-app ads alongside traditional signage to promote the nostalgic aspect of the dolls while emphasizing their new educational benefits through the app. This aims to change perceptions of the brand from outdated toy to fun and engaging learning tool for children.
This document outlines a marketing plan to introduce the character Cobby, a detective red panda, to different target audiences in India. Cobby speaks with a chipmunk voice and helps solve cases for the police and people in need. The plan aims to make Cobby appealing to kids ages 6-12 by portraying him as helpful and responsible, to teens ages 13-19 as a role model and hero, and to young adults ages 19-25 as a rebel who fights injustice. The marketing plan focuses on digital platforms like Facebook, Twitter, and YouTube as well as print comics and events at schools, malls, and comic conventions to generate buzz and interest in Cobby.
Saavn is an Indian music streaming platform founded in 2006. It has since grown to have 20 million monthly active users worldwide and partnerships with over 900 music labels. The platform offers free streaming supported by advertisements and a subscription service called Saavn Pro which is ad-free and allows offline listening. In 2018, Saavn was acquired by Reliance Industries, combining it with their JioMusic service to create a large Indian music streaming business.
This document summarizes the final presentation of Charles Vinzon Racelis for his MM program at the Ateneo Graduate School of Business. It includes background information on Globe Telecom, the company's mission, vision and values. It also provides financial statements such as the income statement and balance sheet for 2013 and 2012, as well as ratio analyses and business strategies. The strategies include investing in international cable systems and IT/network modernization to improve internet connectivity and increase market share in the growing Philippine mobile market.
It's the end of 2010, and a majority of companies have ventured into social media as a publishing channel. Yet many aren't seeing the results they'd hoped for. That's because of the approach.
This whitepaper explores the concept of Engagement, Influence and Activation as end goals to corporate social media, not as a publishing channel but as a way to better connect, share and interact with your markets.
Outline the key details about your event, including what it is about, who will attend, important dates, and photos from past events. Highlight the various sponsorship types and benefits available, making sure to specify which level of sponsorship you are requesting. Include testimonials from influential people and information on how sponsors can register guests. Provide your target sponsor profile and make the pitch document concise, personal, and easily accessible online with all your contact details.
Factors affecting demand in entertainment industryabhi17_singla
The media and entertainment industry in India has grown explosively over the last two decades from a single state-owned TV channel to over 400 active channels today. The document discusses factors that affect demand and supply in the entertainment industry such as price, income, tastes, and technology for demand, and infrastructure costs, technology innovation, inputs, and investment capacity for supply. It also outlines changes in the industry like growing live entertainment and e-commerce ticket sales, as well as foreign filmmakers working in India.
The document provides information about a project report submitted by Upendra S. Tiwari, an MBA student at Annamalai University, for their summer internship project at Sony India Pvt. Ltd. in Bangalore. The report includes details such as an executive summary on the consumer durable industry in India, Sony's company profile and mission, the product profile, competitors in the market, the research methodology, data analysis, SWOT analysis, and conclusions. The objectives of the study were to analyze customer requirements, study competitors' service attitudes, identify strengths and weaknesses, and understand customer opinions and suggestions to provide better services.
If your company needs to submit a Event Filming Coverage Proposal Powerpoint Presentation Slides look no further. Our researchers have analyzed thousands of proposals on this topic for effectiveness and conversion. Just download our template, add your company data and submit to your client for a positive response. https://bit.ly/38mRh40
Samuel Dunlap is a company that was founded in 2004 by JunKoo Kim and focuses on digital comics known as webtoons. It launched its Challenge League program in 2020 to help independent creators and has partnerships with companies like Crunchyroll to bring webtoons to international audiences. Key figures include Ken Kim as the leader while its main competitors are platforms like Tappytoon and WEBTOON features translation of works, tools for creators, and a large library but lacks mature content unlike Tappytoon.
The document provides background information on Mattel and the history of Barbie dolls. It discusses how Barbie has faced criticism for lack of diversity but is still widely known and valued by consumers. Research included focus groups and surveys with mothers and showed Barbie is seen as educational and promoting imagination. However, the Barbie Fashionista line lacks a clear identity and messaging is too complex. The recommendation will address how to better market this line to increase sales.
- Barbie was created in 1959 when Ruth Handler founded Mattel Creations and introduced the Barbie doll.
- Over the decades, Barbie expanded from just a doll to include Ken and a variety of careers and accessories. She also began appearing in television shows and movies.
- As technology advanced, Barbie integrated these developments, such as having recorded voices and accompanying movies, apps, and television appearances, which drove increased sales and brand awareness globally.
A deep dive into sabyasachi kolkata x H&M collaborationkaustav sengupta
A collaboration that is one of the most hyped events in the Indian fashion and retail world today is appearing to me as one of the biggest fashion paradoxes in India. Is it the 'Pierre Cardin syndrome', an intention to democratize fashion or simply a suicide mission for Sabya? My critical review on Sayasachi's collaboration with H&M, a fast fashion brand.
Classic case of brand failur barbie doll in the indian marketsandeepnair89
- Mattel's Barbie doll was initially unsuccessful in capturing the Indian market despite economic liberalization that favored foreign corporations.
- While superficial modifications to appeal to local cultures worked elsewhere, Barbie failed in India due to cultural norms that rejected her hyper-sexualized, Western depiction of femininity.
- Barbie's unrealistic body type directly violated Indian standards regarding appropriate sexuality and gender roles, leading Mattel to remove Barbie from the mass Indian market.
This document contains Grant McCracken's presentation on branding best practices and lessons. The presentation includes 10 dos and 10 don'ts of branding. Some of the key points made are: brands should have many meanings, not just one clear meaning; brands need both broad meanings that appeal to large audiences as well as more niche, obscure meanings; the brander, not the consumer, is the prime mover in shaping the brand; and old media still plays an important role in establishing foundational brand meanings.
The document describes the 5 step process for obtaining writing assistance from HelpWriting.net:
1. Create an account with a password and email.
2. Complete a 10-minute order form providing instructions, sources, deadline and sample work.
3. Review bids from writers and choose one based on qualifications, history and feedback.
4. Review the completed paper and authorize payment or request revisions.
5. Request multiple revisions to ensure satisfaction and receive a full refund for plagiarized work. HelpWriting.net aims to fully meet customer needs.
The document discusses the Goldiblox brand building campaign and analyzes why it was so effective. It provides the following key points:
1) The Goldiblox campaign was purpose-led, with a clear goal of getting more women into STEM fields. It took a stand on an issue and drove its messaging and actions from its core values.
2) It had a clear point of view that society was failing to support women in STEM, and this POV informed all its actions.
3) It used remarkable execution across its video and content to drive viral sharing. The video was designed to be emotionally engaging and philosophically provocative.
4) It tapped into an underserved audience and
What Marketers Can Learn From the GoldiBlox "Girls" Parodyjimbler
We all loved the goldiblox "Girls" parody. Here's a quick framework i used to explain to some marketers why i thought it was great. The goal of the presentation was to create a framework for understanding why this worked and what we as marketers can learn from it.
The document discusses the Goldiblox brand building campaign and analyzes why it was so effective. It provides the following key points:
1) The Goldiblox campaign was purpose-led, with a clear goal of getting more women into STEM fields. It took a stand on an issue and drove actions based on its values.
2) It had a clear point of view and voice that resonated with its target audience.
3) It designed remarkable content, like its viral video song, that was shareable and tapped into cultural themes.
4) It built an engaged community through crowdfunding that helped spread its message widely on social media.
Barbie-By Aviroop Banik,Rizvi Academy of Management,Bandra(W),Mumbai.Aviroop Banik
- Barbie was created in 1959 by Ruth Handler and became hugely popular among kids and pre-teens, selling nearly 350,000 dolls in its first year. However, its popularity began declining in the early 2000s.
- To arrest the decline, Mattel added more accessories for Barbie and introduced a new boyfriend, Blaine. However, Bratz dolls became a major competitor targeting older girls.
- By the mid-2000s, tweens were becoming more interested in electronics, cell phones, and fashionable items like jewelry and cosmetics. Mattel struggled to keep Barbie relevant to changing tween interests and lifestyles.
BlogWell Los Angeles Social Media Case Study: Mattel, presented by Travis Har...SocialMedia.org
In their BlogWell Los Angeles presentation, Mattel's Senior Manager, Social Media, Travis Harding, and Manager of Social Media for Barbie & Girls, Jessica Kimiabakhsh, share how they successfully integrated social media into their "Barbie For President" campaign.
They talk about the campaign from the objectives to the results and how they engaged fans on Instagram, Tumblr, Twitter, and Facebook.
Watch the video of the presentation here: https://vimeo.com/57356122
Here are the slides of our masterclass at Web Summit, where we discussed key emerging social media trends as we transition into a more hopeful 2022 from social commerce to niche platforms – we’ll cover them all.
FINAL Deliverable-Fantastic 5, Now 6-MKTG 3660Erika Cole
The Cabbage Patch Kids brand was popular in the 1980s but has since declined as it failed to evolve with its target audience. This document proposes repositioning the brand by modernizing its dolls and introducing an educational app. A new target audience of 3-6 year old girls and their parents is identified. The strategy involves using digital media like YouTube ads and in-app ads alongside traditional signage to promote the nostalgic aspect of the dolls while emphasizing their new educational benefits through the app. This aims to change perceptions of the brand from outdated toy to fun and engaging learning tool for children.
This document outlines a marketing plan to introduce the character Cobby, a detective red panda, to different target audiences in India. Cobby speaks with a chipmunk voice and helps solve cases for the police and people in need. The plan aims to make Cobby appealing to kids ages 6-12 by portraying him as helpful and responsible, to teens ages 13-19 as a role model and hero, and to young adults ages 19-25 as a rebel who fights injustice. The marketing plan focuses on digital platforms like Facebook, Twitter, and YouTube as well as print comics and events at schools, malls, and comic conventions to generate buzz and interest in Cobby.
This presentation was designed to provide strategic recommendations for a brand in decline. The deck also incorporates a situational assessment, including a brand identity, positioning, architecture, and portfolio strategy for the Brand.
Presentation originally created for NYU Stern's Brand Strategy course. Design by Erica Santiago & Chris Alexander.
Talking at IBRC's Social Media Futures Congress as the opening comment on on "what is the future of #socialmedia?" My thoughts: I'm not sure, anyone who says they know for sure - doesn't know. But... what I do know, is that social and content will become one. It kinda already has.
The document discusses digital peer pressure and social media engagement by businesses. It provides examples of both good and bad social media campaigns.
The good example is of a bookstore owner who honestly shared on social media that the store may have to close, and offered customers a free burrito if they visited. This emotional connection with the community generated many new sales and saved the store.
The bad example is of Skittles allowing unfettered user comments on its website about Skittle colors. Without filters or moderation, negative comments were published. The unclear strategy and informal tone may have encouraged inappropriate responses. The lesson is businesses need control and participation in social media conversations regarding their brand.
Surprise is what businessschools teach you toavoid. Ma.docxmabelf3
Surprise is what business
schools teach you to
avoid. Mattel's research
.showed Barbie sales
falling as girls sought a
cooler doll. But Mattel
misjudged how, and
how fast, to move.
Learn from Mattel's
mistakes in gathering—
and acting o n -
competitive intelligence.
BY KIM S. NASH
AND MELDUVALL
S E C T I O N
MATTEL BASE CA.
Headquarters: 333 Continental Blvd,, El Segundo, CA 90245
Phone:(310)252-2000
Business: Makes and markets toys, including Barbie, Hot Wheels and Fisher-Price products.
Chief Executive Officer: Robert Eckert
Financials in 2004: S5.1 biliion in sates; $573 million in profits; net profit margin of 11%,
Challenge: To maintain Barbie's place as the top-selling fashion doll in the world, and a cash
cow for Mattel, amid an onslaught of doll challengers,
BASELINE GOALS:
Generate 50% of sales outside the U,S,, up from 42% last year
Cut overhead costs as a percentage of sales to between 17% and 18%, down from
20% last year.
Increase operating margin as a percentage of sales to 20%, up from 14% last year.
Continue to decrease reliance on Wal-Mart, Toys R Us and Target, which combined
accounted for 46% of sales last year, down from 50% in 2002, in favor of smaller
retaifers and online sales.
Badnews came with Botoxed lips
and belly shirts^ln_J:he summejLaf.20i)L_loymak£rL
M.GA EQtertaiDmentintmduced YasmioJade, Sasha
andXIoe—the BxatzJbLe nevyJashlon d_oJis_canie in
a rainbow_of skj[i_toaes,_with_po'ilin.g, streetrsmart.
expressions. Afj:kaa-_American_Sas)_ a_wore.a_hip-_hQp_
knit cap and low-rise
38
No blonde hair, sugary smile or impossible figure, which for
four decades had defined Mattel's iconic Barbie doll.
Girls who wanted attitude and ethnicity, not pert and pale,
bought $20 million worth of Bratz dolls in the first six
months they were out, and the doll line went on to win the
People's Choice Toy ofthe Year award from the Toy Industry
Association.
MGA had hit a coveted demographic—girls age 6 to 12—
dead-on.
And yet, Mattel was uncharacteristically sluggish in
response. It would be a full 14 months before Mattel came
out with a Barbie offshoot, the My Scene dolls, that featured
the right mix of vivid makeup and edgy clothes that young
girls now craved.
The gap was long enough for Bratz to get a platform-
booted foot in the door and stay there. Unlike doll makers
before it, MGA was able to seize, and keep, market share.
Woridwide sales of Bratz reached S700 million last vear
—growing more than 45% over the previous 12 months,
while Barbie has stagnated at the same S1.5 billion level since
MGA introduced Bratz four years ago. Barbie's share of the
fashion doll market has shrunk from 75% in 2000 to roughly
6 Q % today, says Sean McGowan, a financial analyst at Harris
Nesbitt Gerard in New York.
Today, new rivals—Janay and Friends from Integrity Toys,
Girls on the Go from Tolly Tots, and the Princess line from
Disney—are are all crowding into the doll aisle.
"It's a business that's more up for grabs than ever befor.
Surprise is what businessschools teach you toavoid. Ma.docxdeanmtaylor1545
Surprise is what business
schools teach you to
avoid. Mattel's research
.showed Barbie sales
falling as girls sought a
cooler doll. But Mattel
misjudged how, and
how fast, to move.
Learn from Mattel's
mistakes in gathering—
and acting o n -
competitive intelligence.
BY KIM S. NASH
AND MELDUVALL
S E C T I O N
MATTEL BASE CA.
Headquarters: 333 Continental Blvd,, El Segundo, CA 90245
Phone:(310)252-2000
Business: Makes and markets toys, including Barbie, Hot Wheels and Fisher-Price products.
Chief Executive Officer: Robert Eckert
Financials in 2004: S5.1 biliion in sates; $573 million in profits; net profit margin of 11%,
Challenge: To maintain Barbie's place as the top-selling fashion doll in the world, and a cash
cow for Mattel, amid an onslaught of doll challengers,
BASELINE GOALS:
Generate 50% of sales outside the U,S,, up from 42% last year
Cut overhead costs as a percentage of sales to between 17% and 18%, down from
20% last year.
Increase operating margin as a percentage of sales to 20%, up from 14% last year.
Continue to decrease reliance on Wal-Mart, Toys R Us and Target, which combined
accounted for 46% of sales last year, down from 50% in 2002, in favor of smaller
retaifers and online sales.
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38
No blonde hair, sugary smile or impossible figure, which for
four decades had defined Mattel's iconic Barbie doll.
Girls who wanted attitude and ethnicity, not pert and pale,
bought $20 million worth of Bratz dolls in the first six
months they were out, and the doll line went on to win the
People's Choice Toy ofthe Year award from the Toy Industry
Association.
MGA had hit a coveted demographic—girls age 6 to 12—
dead-on.
And yet, Mattel was uncharacteristically sluggish in
response. It would be a full 14 months before Mattel came
out with a Barbie offshoot, the My Scene dolls, that featured
the right mix of vivid makeup and edgy clothes that young
girls now craved.
The gap was long enough for Bratz to get a platform-
booted foot in the door and stay there. Unlike doll makers
before it, MGA was able to seize, and keep, market share.
Woridwide sales of Bratz reached S700 million last vear
—growing more than 45% over the previous 12 months,
while Barbie has stagnated at the same S1.5 billion level since
MGA introduced Bratz four years ago. Barbie's share of the
fashion doll market has shrunk from 75% in 2000 to roughly
6 Q % today, says Sean McGowan, a financial analyst at Harris
Nesbitt Gerard in New York.
Today, new rivals—Janay and Friends from Integrity Toys,
Girls on the Go from Tolly Tots, and the Princess line from
Disney—are are all crowding into the doll aisle.
"It's a business that's more up for grabs than ever befor.
Marketing Mix of Barbie dolls under the brand name of Mattel. A little description about mattel as a company and then discussion on 4 p's of barbie along with recommendations on how to improve further.
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2. TABLE OF CONTENTS
**************************
1.0 EXECUTIVE SUMMARY.......................................................................................................... ii
2.0 SITUATION ANALYSIS............................................................................................................. 1
2.1 Background Information.................................................................................................... 1
2.2 Problems & Opportunities................................................................................................. 2
3.0 GOAL, OBJECTIVES & STRATEGIES.................................................................................... 3
4.0 KEY MESSAGES........................................................................................................................ 4
4.1 To Parents........................................................................................................................... 4
4.2 To Young Girls................................................................................................................... 4
4.3 To Critics............................................................................................................................ 5
4.4 To Shareholders.................................................................................................................. 5
5.0 TACTICS..................................................................................................................................... 6
5.1 Objective 1......................................................................................................................... 6
5.2 Objective 2......................................................................................................................... 8
5.3 Objective 3......................................................................................................................... 11
5.4 Tactic Schedule.................................................................................................................. 16
6.0 EVALUATION............................................................................................................................. 25
7.0 BUDGET...................................................................................................................................... 27
APPENDICES
**************************
APPENDIX A: SWOT & PEST ANALYSES
APPENDIX B: SAMPLE SOCIAL MEDIA POSTS
!
>$>
3. 1.0 EXECUTIVE SUMMARY
Barbie is about to embark on a new chapter of her life as a more audience-focused brand,
choosing to capitalize on her well-established place in the hearts of young girls while evolving to meet
their changing needs more effectively and creatively. This opportunity has presented itself through a
number of challenges Barbie has faced over the past few years but it is with excitement that we move
forward from these challenges and present our revamped and refocused Barbie.
The communications team at Barbie has performed extensive research into the challenges we
have faced in the past, the audiences who are most invested in Barbie being a success, and the ways in
which we can better cater to the needs of our number one priority: the young girls who have grown, and
indeed want to grow up with Barbie. Critics in the past have pointed out the perhaps limited scope of
Barbie’s interactive elements, suggesting that we have not taken the changing social climate into
consideration in our brand. Unfortunately, we have a history of reacting negatively towards this vein of
criticism and it has not shown Barbie in a positive light. In the future, conversations with our critics and
competitors will be an important element to our communications plan as we need to understand both sides
of our audiences properly in order to bring Barbie into the future in the best way possible.
Instead of blindly moving ahead as we have done in the past, the 2012 communications plan
outlines a year of interaction. We will engage in partnerships with like-minded charities and not-for-
profits who also consider the well-being of young girls to be paramount to the success of society at large
and plan to transform Barbie into more than just a toy or a brand. By partnering with these not-for-profits
we will show, through actions and not just words, that we want what is best for our biggest fans and
Barbie is ready to help make that a reality!
We have also designed a social media platform and strategy that will allow Barbie to have her
very own voice in 2012, tweeting, blogging and posting to her fans about her experiences at Fashion
Weeks, charity events, her presidential campaign, and in every day life so they can feel as connected as
possible to their icon. Moving forward with Barbie in 2012 will be a revolutionary and changing year in
the history of our favourite doll.
!
>$$>
4. 2.0 SITUATION ANALYSIS
2.1 Background Information
Mattel introduced “Barbie Teenage Fashion Model” to the world in 1959. She was an instant hit
on the toy market and continued to be Mattel's signature doll and profit engine for 40 years after her
original launch.
Recently within the larger struggling toy industry, Barbie's sales have fallen for seven straight
quarters on a year-to-year basis. Global sales of Barbie have fallen 18 per cent as of 2005 while sales in
the United States have decreased by 30 per cent. This is the first time that Mattel has dealt with such a
serious drop in revenue as Barbie accounts for an estimated 25 to 35 per cent of Mattel's total sales.
There has also been a serious backlash against Barbie amongst girls ages seven to eleven. In the
past, Barbie has been “idolized as a role model for young girls, an icon of American culture, a model of
aesthetic perfection and cultural icon of heterosexual femininity.” Numerous studies conducted
throughout the late 1990s and early 2000s have found that a majority of girls engage in destructive play
with Barbie as rejection of their past. Barbie is hated because she is “babyish” and many girls feel that
she represents “their younger childhood out of which they had now outgrown.” Girls are turning away
from the didactic stylings of Barbie and to the fashion-forward world of Bratz dolls. Bratz dolls are main
competition for Barbie and as of 2005, sales of Bratz are up by 40 per cent.
In addition to the backlash of young girls, fierce opposition campaigns from The Body Shop,
Dove and Nike have contributed to an “anti-Barbie climate.” These campaigns criticize the narrow view
of beauty that Barbie enforces. The Body Shop launched “Ruby, the Anti-Barbie” in 1996 as a way to
challenge beauty stereotypes. Dove followed the trend and in 2005 create the “Campaign for Real
Beauty” as a way of moving away from the Barbie beauty ideal: “tall, young, thin, blond, Caucasian and
large-breasted.” Nike also joined the trend in 2005 and created the “What Story Does Your Body Tell?”
campaign. In addition to these formal campaigns, Barbie also faced stiff critiques in the forms of parody
through the late 1990s through music, commercials and photography.
>=>
5. 2.2 Problems and Opportunities:
“Instead of acknowledging the critique and starting a discussion with the opposing campaigns, Mattel
decided to either simply ignore the critique of take the other party to court.” Mattel must learn to engage
in a meaning discussion about Barbie in the media.
! Problem: Lack of constructive two-way communication with their publics
! critics
! competitors
! customers
" parents
" girls ages seven to twelve
! Problem: Lack of response to the critical campaigns of detractors:
! direct attack of Barbie from The Body Shop
! indirect attacks of Dove and Nike
! Problem: Lack of understanding the deeper issues of Barbie's figure and appearance
! unrealistic figure of Barbie
! didactic nature of Barbie's “self”
! Bratz dolls are more proportionate and fashion forward
! Opportunity: Barbie as a storyteller for young girls ages three to six
! continue to write imaginative stories for Barbie and then create the toys
! continue to make Barbie DVDs, pop-up books and rich story “maps”
! Opportunity: Barbie as an fashion icon for girls ages seven to twelve
! continue to seek out valuable partnerships with fashion retailers
! emphasis on Barbie Style brand
! continue to partner with designers for the Fashion Luxe collection
! continue to create celebrity Barbies:
" characters from “Twilight”, “High School Musical” and other popular franchises
>;>
6. ! Opportunity: Barbie as “real-world” experience for girls ages seven to twelve
! expand MyScene line of dolls
! focus on realistic teen lifestyle
Mattel has the ability to turn the above problems facing Barbie into opportunities. Mattel must
first realize that failure to constructively respond to the criticisms further damages Barbie's reputation
among all publics.
3.0 GOALS, OBJECTIVES & STRATEGIES
GOAL: To enhance the relationship between Barbie and her critics and customers so
confidence is restored and Barbie is cemented as a positive companion for young girls.
Objective 1: To have an effect on the awareness of customer-parents, specifically to increase the
understanding of parents about Mattel's new policies regarding constructive two-way communication with
critics and competitors, reaching 70 per cent of the parent demographic within the next fiscal year.
Strategies:
! Corrective Action – publicly recognize failure to establish communication with critics, repair the
damage with critics done through lawsuits and work to prevent reoccurrence through new policies
! Sponsorships – scholarships for adolescent girls based on the fields that Barbie has had careers in
such as Dr. Barbie, Architect Barbie, Veterinarian Barbie, etc.
! Strategic Philanthropy – donate to not-for-profits that relate directly to issues regarding body
image and self-esteem
Objective 2: To have an effect on the acceptance of girls between the ages of seven and twelve,
specifically to generate interest among 30 per cent of North American girls in that age bracket for Barbie's
MyScene collection within the next fiscal year.
Strategies:
! Alliances and Coalitions – pair with highly recognized designers for the Fashion Luxe collection;
>?>
7. continue to pair with Sephora; alliances with Forever21, American Eagle and H&M; particularly
H&M designer collections
! Special Events – Barbie does Fashion Weeks in New York City, London, Milan, Paris
! Newsworthy Information – Barbie presidency bids for 2012
Objective 3: To have an affect on the action of customer-parents, specifically to increase sales of all
Barbie products by 30 per cent within the next fiscal year.
Strategies:
! Organizational Performance – adapt Barbie to appeal to parents by being less edgy than Bratz but
still fashion-forward to warrant interest among girls ages seven to twelve
! Transparent Communication – address issues with customer-parents surrounding Mattel's
handling of Barbie's image
! Special Events – Holiday Barbie editions – multicultural; short essay contests; parade floats
4.0 KEY MESSAGES
4.1 To Parents
Although the world around her has changed many times since her “birth” in 1959, Barbie is still
the same girl-next-door that young girls can not only play with, but also learn with through Barbie’s many
different careers, relationships, and venues for interaction. Younger children can enjoy creating story lines
for Barbie and her friends and practice their social skills by playing with Barbie while older girls (aged
seven to twelve) can turn to Barbie as a fashion icon, following her journey through the Fashion Weeks of
the world and purchasing items from her MyScene and Fashion Luxe lines of clothing. Barbie’s
restructuring is to ensure that she will always remain an important part of any child’s life, from their first
encounter to when they introduce Barbie to their own children.
4.2 To Young Girls
Bring Barbie with you as you grow up and enter a new and exciting world of school, fashion, and
choices that will one day shape your life! Barbie has big plans for herself and has the tools for you to
>@>
8. make some big plans of your own, too. The MyScene and Fashion Luxe clothing collections can be found
at a number of your favourite stores, proving that Barbie is not just for your little sister anymore! Follow
her journey as she experiences all the major Fashion Weeks in 2012, tweeting and blogging about them as
she goes! Write to Barbie and tell her what she means to you and you could win an incredible Barbie prize
pack with enough stuff to share with all your friends! Also look for some of Barbie’s closest friends, your
favourite movie characters, in stores soon.
4.3 To Critics
We have made a mistake by defending ourselves against criticism when we should have been
engaging in a conversation about why Barbie is the way she is and we sincerely hope it is not too late to
mend the relationships that have been damaged by this. We don’t want Barbie to remain a static figure,
unchanging through time, but rather a fluid icon who is able to adapt to the world and to her beloved fans
as they grow up and their needs change. For this reason we are hoping to form partnerships with
important organizations who are also committed to the well-being of young girls, their body image, and
self esteem. We are going to refocus our efforts on scholarships and other ways to make Barbie’s fans’
dreams and goals to come true like essay contests to encourage critical thinking from a young age, and art
shows to encourage creativity. Barbie does not want to leave her fans behind, nor does she want to be left
behind, as our industry moves forward to a more interactive and supportive role in the lives of children.
4.4 To Shareholders
Over the past seven quarters we have failed to deliver the exceptional results we know you expect
from us and indeed that we expect from ourselves. Moving forward, Barbie is taking steps to evolving
and revamping our image to once again be the number one choice of toy for young girls aged three to six
and to also establish Barbie as the number one brand for girls aged seven to twelve as well with new focus
placed on the MyScene and Fashion Luxe clothing and accessory lines. By refocusing our efforts on not
only our products but also our key audiences, girls aged three to twelve and their parents, Barbie will soon
be as dear to the hearts of this generation as she has been for over fifty years.
>A>
9. 5.0 TACTICS
5.1 Objective 1
“To have an effect on the awareness of customer-parents, specifically to increase the
understanding of parents about Mattel's new policies regarding constructive two-way communication
with critics and competitors, reaching 70 per cent of the parent demographic within the next fiscal year.”
Strategy i) Corrective Action
Internal
! Formulate new two-way communications policy (January)
# RACE model
# first draft
! Finalize policy (February)
! Create fact sheet of new policy (February)
! Email fact sheet (March)
! Upload fact sheet to employee intranet (March)
! Hold meetings with main offices across North America (March)
External
! Draft speech for Public Affairs meeting (February)
! Finalize speech (February)
! Plan meeting (February)
! Invite media (February)
! media release (March)
! Provide copies of new policy (March)
! Upload speech and policy to website (March)
! Message from the President blog (March)
! Use social media (Facebook, Twitter) as free advertisement (February)
! Publish quarterly and annual reports (March, June, September, December)
>B>
10. ! highlight positive work towards two-way communication and implementation
Strategy ii) Sponsorships and Scholarships
Internal
! Set up scholarship fund (April)
! Select education streams to be considered for scholarships (April)
! Set guidelines for essay contest (April)
! Select jurors (April)
! Create informational brochure regarding contest rules, regulations and scholarship details
(April)
! Meeting regarding Awards Dinner celebration (Sheila, this will be held the year after given the
timeline) (November)
! Create media release (April)
External
! Media release (May)
! Post information on website (May)
! Post information on blog and social media sites (Facebook, Twitter) (May)
! Education outreach to North American schools (May, June, September, October)
! Check in with school to determine feedback (November)
Strategy iii) Strategic Philanthropy
Internal
! Establish fund (June)
! Create fact sheet for charities/not-for-profits (June)
! Reach out to charities/not-for-profits that deal with issues regarding body image , self-esteem
and women's interests. Gauge partnership interest (June)
! Establish list of charities/not-for-profits (July)
! Determine annual rotation list (July)
>C>
11. ! Draft media release (July)
! Plan fundraising Barbie Art Show / Silent Auction for December (September)
! select venue
! call for submissions
! catering, etc.
External
! Media release (August)
! Post information on website (August)
! Post information on social media (August)
! Release call for submissions for art show (September)
! Invites to new charities/not-for-profits (October)
! Invites to large donors (October)
! Invites to media (October)
! Barbie Art Show / Silent Auction (December)
5.2 Objective 2
“To have an effect on the acceptance of girls between the ages of seven and twelve, specifically to
generate interest among 30 per cent of North American girls in that age bracket for Barbie's MyScene
collection within the next fiscal year.”
Strategy i) Alliances and Coalitions
Internal
! Plan which designers to approach for partnerships with relaunching MyScene (January)
! Target, Wal-Mart, Sephora, Forever21, American Eagle and H&M
! Meet with marketing and advertising (January)
! Gather samples from MyScene / Fashion Luxe designers for partnership presentations
(January)
>D>
12. ! Prepare presentations and materials for pitch meetings with designers (February)
! Prepare fact sheet on new alliances (March)
! Upload fact sheet to employee intranet (March)
! Develop draft coalition communications plan to present to designer’s communications teams
(March)
External
! Present to target designers (February)
! Meet with communications personnel from allied designers (March)
! Finalize coalition communication plan (April)
! Issue news release announcing alliances (April)
! Plan product launch at New York and downtown Toronto locations of stores carrying MyScene
(May)
! Send out invites to media for product launches (May)
! Use social media to promote events (May)
! Product launch events (May)
! Use social media to tweet and post from events as Barbie herself (June)
! Use social media (Facebook, Twitter) as free advertisement (February)
! Publish quarterly and annual reports (March, June, September, December)
! updating on success of lines and satisfaction of allied designers
Strategy ii) Special Events
Internal
! Prepare fact sheet on Fashion Week for senior management (April)
! Present benefits of Barbie attending Fashion Week to senior management (April)
! Set up meetings with Fashion Week officials (May)
! Prepare news release to announce Barbie will be at all four locations for the Spring/Summer
season fashion shows in September and October (July)
>E>
13. ! New York City, London, Milan, Paris
! Prepare media kits for announcement (July)
! Arrange for communications personnel to be at each Fashion Week event (August)
! Prepare news releases for after each event (September)
! Write speech and prep President for final event (October)
! Upload a video of speech to employee intranet (October)
External
! Media release (July)
! Media kits (July)
! Media conference (August)
! Post information website and social media (August)
! Blog, tweet and post on Facebook live from each Fashion Week event as Barbie herself
(September and October)
! Issue news release after each event (September and October)
! Speech by the President after final event in Paris (October)
! Blog about entire experience from Barbie’s point of view (November)
Strategy iii) Newsworthy Information
Internal
! Meet with senior management to approve plan for Barbie’s 2012 US Presidency Bid (June)
! Prepare internal memo to employees (June)
! Prepare news release to issue on 4th of July announcement (June)
! Prepare commercials to air in the beginning of July (June)
! Prepare contest information for Barbie’s slogan contest (July)
! Select criteria and judges (July)
! Select winner (September)
! Create promotional material and apparel with new slogan (September)
>=<>
14. ! Create fact sheet on Barbie’s “campaign platform” for media (October)
! Prepare news release for Nov. 6 (Election Day) (November)
External
! Media release (July)
! Co-ordinate airing of new commercials announcing Barbie’s bid for President (July)
! Post information on website (July)
! Post information on blog and social media sites (Facebook, Twitter) (July)
! Announce the contest on website (August)
! “What Should Barbie’s Campaign Slogan Be?”
! Use social media (Facebook, Twitter) as free ads. (August)
! Announce winner of contest (September)
! Release fact sheet on platform to media (October)
! Blog, tweet and post on Facebook about Presidential election as Barbie herself (October and
November)
! Issue news release on Election Day (November)
5.3 Objective 3
“To have an affect on the action of customer-parents, specifically to increase sales of all Barbie
products by 30 per cent within the next fiscal year.”
Strategy i) Organizational Performance
Internal
! Plan meeting to discuss Barbie re-design (January)
! Communicate need for re-design to design-development team (January)
! Hold employee meetings to ensure understanding (January)
! Formulate public re-design contest (February)
! Draft contest rules and requirements (February)
>==>
15. ! Finalize rules and requirement (March)
! Set deadlines for submissions (March)
! Set judgement criteria (March)
! Select judging panel (March)
! Begin partnership negotiations (February)
! Madonna (Material Girl), Jessica Simpson, Beyoncé (House of Dereon)
! Finalize partnership deals (April)
! Presentation of internal re-design submissions (May)
! Re-design focus group test (May)
! Analyze data / results (May)
External
! Media release announcing need for new design (January)
! Update website (January)
! Use social media (Facebook and Twitter) as free advertisement (January)
! Message from the President blog (January)
! Press conference with president (January)
! draft speech
! draft preparatory Q&A / media training
! Media release announcing re-design contest (April)
! Update website with rules and requirements (April)
! Use social media (Facebook and Twitter) as free advertisement (April)
! Press conference presenting new design (October)
! Draft presentation (September)
! Finalize presentation (September)
! Invite media (September)
! media release
>=;>
16. ! Draft preparatory Q&A/media training (September)
! Upload new looks to website (October)
! Use social media (Facebook and Twitter) as free advertisement (October)
Strategy ii) Transparent Communication
Internal
! Formulate new two-way communications policy (January)
# RACE model
# first draft
! Finalize policy (February)
! Create fact sheet of new policy (February)
! Email fact sheet (March)
! Upload fact sheet to employee intranet (March)
! Hold meetings with main offices across North America (March)
External
! Draft speech for Public Affairs meeting (February)
! Finalize speech (February)
! Plan meeting (February)
! Invite media (February)
! media release (March)
! Provide copies of new policy (March)
! Upload speech and policy to website (March)
! Message from the president blog (March)
! Use social media (Facebook, Twitter) as free advertisement (February)
! Publish quarterly and annual reports (March, June, September, December)
! highlight positive work towards two-way communication and implementation
Strategy iii) Special Events
>=?>
17. Internal
! Formulate short-essay contest (What does Barbie mean to you?) (July)
! Draft contest rules and requirements (July)
! Finalize rules and requirement (August)
! Set deadlines for submissions (August)
! Set judgement criteria (August)
! Select judging panel (August)
! Winner selection deadline (October)
! Holiday event plan (May)
! Apply for permission to submit float to holiday parade (major cities across U.S.A and Canada)
(January)
! Design float (January)
! Promote float (September)
External
! Media release announcing short-essay contest (September)
! Update website with rules and requirements (September)
! Use social media (Facebook and Twitter) as free advertisement (September)
! Media release announcing new holiday collection (October)
! Update website (October)
! Use social media (Facebook and Twitter) as free advertisement (October)
! Press conference with president (October)
! draft speech
! draft preparatory Q&A / media training
! Launch party for new collection (December)
! Select venue (September)
! Finalize presentation (November)
>=@>
18. ! Design display (November)
! Book catering and venue equipment (September)
! Invite media (November)
! Upload new looks to website (December)
! Use social media (Facebook and Twitter) as free advertisement (December)
>=A>
19. 5.4 Tactic Schedule
ACTIVITY January February March April May June July August September October November December
STRATEGY Internal/External TACTIC First Quarter Second Quarter Third Quarter Fourth Quarter
OBJECTIVE 1: To have an effect on the awareness of customer-parents, specifically to increase the understanding of parents about Mattel's new policies regarding constructive two-way communication with critics and competitors, reaching 70 per cent of the parent demographic within the next fiscal year.
i) Internal Formulate a new two-way communication policy:
Corrective - RACE model X
Action - first draft
Finalize policy X
Create fact sheet of new policy X
Email fact sheet X
Upload fact sheet to employee intranet X
Hold meetings with main offices across N.A. X
External Draft speech for Public Affairs Meeting X
Finalize speech X
Plan meeting X
Invite media X
Produce and issue media release X
Provide copies of new policy X
Upload speech and policy to website X
Message from the President blog X
Use social media (Facebook, Twitter) as free ads. X
Publish quarterly and annual reports
- highlight positive work towards two-way X X X X
communication and implementation
ii) Internal Set up scholarship fund X
Sponsorships
(Scholarships) Select education streams to be considered for
X
scholarships
Set guidelines for essay contests X
!"#!
20. ACTIVITY January February March April May June July August September October November December
STRATEGY Internal/External TACTIC First Quarter Second Quarter Third Quarter Fourth Quarter
ii) Internal Select jurors X
Sponsorships
(Scholarships) Create informational brochure regarding contest
X
rules, regulations and scholarship details
Meeting regarding Awards Dinner celebration (to
X
be held in early 2013)
Create media release X
External Media release X
Post information on website X
Post information on blog and social media sites
X
(Facebook, Twitter)
Education outreach to North American schools X X X X
Check in with schools to receive feedback X
iii) Internal Establish fund X
Strategic
Philanthropy Create fact sheet for charities / not-for-profits X
Reach out to charities / not-for-profits that deal
with issues regarding body image, self-esteem X
and women’s interests. Gauge partnership interest
Establish list of charities / not-for-profits partners X
Determine annual rotation list X
Draft media release X
Plan fundraising Barbe art show / silent auction
for December
- select venue X
- call for submissions
- catering, etc.
External Media release X
Post information on website X
Post information on social media (Facebook,
X
Twitter)
!"#!
21. ACTIVITY January February March April May June July August September October November December
STRATEGY Internal/External TACTIC First Quarter Second Quarter Third Quarter Fourth Quarter
iii) External Release call for submissions for art show X
Strategic
Philanthropy Send out invites to new charities / not-for-profits
X
partners
Send out invites to large donors X
Send out invites to media X
Barbie Art Show / Silent Auction X
OBJECTIVE 2: To have an effect on the acceptance of girls between the ages of seven and twelve, specifically to generate interest among 30 per cent of North American girls in that age bracket for Barbie's MyScene collection within the next fiscal year.
i) Internal Plan which designers to approach for partnerships
Alliances and with relaunching MyScene / Fashion Luxe
X
Coalitions - Target, Wal-Mart Sephora, Forever21, American
Eagel and H&M
Meet with marketing and advertising departments X
Gather samples from MyScene / Fashion Luxe
X
designers for partnership presentations
Prepare presentations and materials for pitch
X
meetings with designers
Prepare fact sheet on new alliances X
Upload fact sheet to employee intranet X
Develop draft coalition communications plan to
X
present to designer’s communications teams
External Present plan to target designers X
Meet with communications personnel from allied
X
designers
Finalize coalition communication plan X
Issue news release announcing alliances X
Plan product launch at New York and downtown
X
Toronto locations of stores carrying MyScene
Send out invites to media for product launch X
!"#!
22. ACTIVITY January February March April May June July August September October November December
STRATEGY Internal/External TACTIC First Quarter Second Quarter Third Quarter Fourth Quarter
i) External Use social media to promote events (Facebook,
X
Alliances and Twitter)
Coalitions
Product launch events X
Use social media to tweet and post from events as
X
Barbie herself
Publish quarterly and annual reports
- updating on success of lines and satisfaction of X X X X
allied designers
ii) Internal Prepare fact sheet on Fashion Week for senior
X
Special Events management
Present benefits of Barbie’s involvement in
X
Fashion Week to senior management
Set up meetings with Fashion Week officials X
Prepare news release to announce Barbie will be
at all four locations for the Spring/Summer
X
season fashion shows in September and October
- New York City, London, Milan, Paris
Prepare media kits for announcement
Arrange for communications personnel to be at
X
each Fashion Week event
Prepare news releases for after each event X
Write speech and prep President for final event X
Upload video of speech to employee intranet X
External Media release X
Media kits X
Media conference to announce Fashion Week
X
involvement
Post information on website and social media X
Blog, tweet and post on Facebook live from each
X X
Fashion Week event as Barbie herself
!"#!
23. ACTIVITY January February March April May June July August September October November December
STRATEGY Internal/External TACTIC First Quarter Second Quarter Third Quarter Fourth Quarter
ii) External Issue news release after each event X X
Special Events
Speech by the President after final event in Paris X
Blog about entire experience from Barbie’s point
X
of view
iii) Internal Meet with senior management to approve plan
X
Newsworthy for Barbie’s 2012 US Presidency Bid
Information
Prepare internal memo to employees X
Prepare news release to issue on 4th of July
X
announcement
Prepare commercials to air in the beginning of
X
July
Prepare contest information for Barbie’s slogan X
Select criteria and judges for contest X
Select winner X
Create promotional material and apparel with
X
new slogan
Create fact sheet on Barbie’s “campaign
X
platform” for media
Prepare news release for Nov. 6 (Election Day) X
External Media release X
Co-ordinate airing of new commercials
X
announcing Barbie’s bid for President
Post information on website X
Post information on blog and social media sites
X
(Facebook, Twitter)
Announce the contest on website
X
- “What Should Barbie’s Campaign Slogan Be?”
Use social media (Facebook, Twitter) as free ads. X
!"#!
24. ACTIVITY January February March April May June July August September October November December
STRATEGY Internal/External TACTIC First Quarter Second Quarter Third Quarter Fourth Quarter
iii) External Announce winner of contest X
Newsworthy
Information Release fact sheet on platform to media X
Blog, tweet and post on Facebook about
X X
Presidential election as Barbie herself
Issue news release on Election Day X
OBJECTIVE 3: To have an affect on the action of customer-parents, specifically to increase sales of all Barbie products by 30 per cent within the next fiscal year.
i) Internal Plan meeting to discuss Barbie re-design X
Organizational
Performance Communicate need for re-design to design-
X
development team
Hold employee meetings to ensure understanding X
Formulate public re-design contest X
Draft contest rules and requirements X
Finalize rules and requirements X
Set deadlines for submissions X
Set judgement criteria X
Select judging panel X
Begin partnership negotiations
- Madonna (Material Girl), Jessica Simpson, X
Beyoncé (House of Dereon)
Finalize partnership deals X
Presentation of internal re-design submissions X
Re-design focus group test X
Analyze data / results X
External Media release announcing need for new design X
Update website X
Use social media (Facebook, Twitter) as free ads. X
!"#!
25. ACTIVITY January February March April May June July August September October November December
STRATEGY Internal/External TACTIC First Quarter Second Quarter Third Quarter Fourth Quarter
i) External Message from the President blog X
Organizational
Performance Press conference with President
- draft speech X
- draft preparatory Q&A / media training
Media release announcing re-design contest X
Update website with rules and requirements X
Use social media (Facebook, Twitter) as free ads. X
Press conference presenting new design X
Draft presentation X
Finalize presentation X
Invite media
X
- media release
Draft preparatory Q&A / media training X
Upload new looks to website X
Use social media (Facebook, Twitter) as free ads. X
ii) Internal Formulate a new two-way communication policy:
Transparent - RACE model X
Communication - first draft
Finalize policy X
Create fact sheet of new policy X
Email fact sheet X
Upload fact sheet to employee intranet X
Hold meetings with main offices across N.A. X
External Draft speech for Public Affairs Meeting X
Finalize speech X
Plan meeting X
!""!
26. ACTIVITY January February March April May June July August September October November December
STRATEGY Internal/External TACTIC First Quarter Second Quarter Third Quarter Fourth Quarter
ii) External Invite media X
Transparent
Communication Produce and issue media release X
Provide copies of new policy X
Upload speech and policy to website X
Message from the President blog X
Use social media (Facebook, Twitter) as free ads. X
Publish quarterly and annual reports
- highlight positive work towards two-way X X X X
communication and implementation
iii) Internal Formulate short-essay contest
X
Special Events - “What Does Barbie Mean to You?”
Draft contest rules and requirements X
Finalize rules and requirements X
Set deadlines for submissions X
Set judgement criteria X
Select judging panel X
Winner selection deadline X
Holiday event plan X
Apply for permission to submit float to holiday
parade X
- major cities across USA and Canada
Design float X
Promote float X
External Media release announcing short-essay contest X
Update website with rules and requirements X
Use social media (Facebook, Twitter) as free ads. X
!"#!
27. ACTIVITY January February March April May June July August September October November December
STRATEGY Internal/External TACTIC First Quarter Second Quarter Third Quarter Fourth Quarter
iii) External Media release announcing new holiday collection X
Special Events
Update website X
Use social media (Facebook, Twitter) as free ads. X
Press conference with President
- draft speech X
- draft preparatory Q&A / media training
Launch party for new collection X
Select venue X
Finalize presentation X
Design display X
Book catering and venue equipment X
Invite media X
Upload new looks to website X
Use social media (Facebook, Twitter) as free ads. X
!"#!
28. 6.0 EVALUATION
Throughout the process of the Barbie reputation overhaul, evaluations will be conducted
periodically in order to measure the success of the financial, emotional and communication goals
previously outlined in our communications plan. The purpose of these evaluations is to measure the
intended changes outlined in our objectives, but more importantly, to aid in the ultimate achievement of
our organizational goal. More specifically, we will be measuring the changing attitudes/relationship
between Barbie and her customers and critics, the increased awareness of Mattel's new policies regarding
constructive two-way communication, and measuring changes in the acceptance of Barbie by girls
between the ages of three and twelve.
In order to measure the changing attitudes among critics and customers towards Barbie, the
communications team will be responsible for conducting media scans at regular intervals, in order to
evaluate the effectiveness of the new initiatives set in place by Mattel. A well-done media scan will
provide the communications team with an understanding of who is talking about Barbie and her new
image, what is being said, general attitudes, the projected future for the doll, how the new initiatives are
being received by the public, as well as an evaluation of our overall communications efforts. The
information obtained through the media scan will aid in determining the basic wants and needs of
Barbie’s key audiences, which will help to guide future communications efforts. In addition, this style of
evaluation complies with our initiative to implement policies regarding two-way communication into
Mattel’s organizational culture. Through monitoring public opinion, we have the opportunity to
understand what worked, as well as what didn’t, which in turn can be internalized by Mattel, resulting in
the appropriate organizational changes.
Information regarding Mattel’s changing communication policies will be communicated both
internally as well as externally. A fact sheet detailing all changes to organizational policy, as well as the
implementation of new communications strategies, will be uploaded to Mattel’s intranet site in addition to
being e-mailed out to all employees. In order to ensure that the new policies and procedures have not only
been read, but also understood by all staff, meetings will be held in all Mattel offices across North
>;A>
29. America. This will provide an environment for open discussion and clarification amongst all levels of
employees. Additionally, this fact sheet will also appear on the company’s website, the president’s blog,
the annual report, and will be further disseminated through our new education outreach program created
for students and schools across North America.
Finally, the changes in acceptance of Barbie by girls between the ages of three and twelve will be
evident in increased sales of the doll and other Barbie products within the demographic. Mattel’s financial
analysts will meticulously track trends and changes in the sales of Barbie dolls and products, and will
communicate all findings through the quarterly and annual reports. They will evaluate the overall costs
associated with the new re-branding initiatives, in contrast to the revenue produced by sales of the doll
(and related products) in the months following their implementation.
>;B>
30. 7.0 BUDGET
ITEM COST BREAKDOWN ($)
TOTAL
Jan. Feb. Mar. Apr. May June July Aug. Sept. Oct. Nov. Dec. ($)
First Quarter Second Quarter Third Quarter Fourth Quarter
Media conference (venue
and refreshments) 2,500 2,500.00
Copies of new policy
(print material) 250 250.00
Hire graphic designers for
designing social media
outlets 3,000 3,000.00
Public quarterly reports
(print material) 500 500 500 500 2,000.00
Public annual report
(print material) 750 750.00
Scholarship fund 15,000 15,000.00
Informational brochure
regarding contest rules,
regulations and
scholarship details (print
material) 1,000 1,000.00
Meeting regarding
Awards dinner
celebration (venue and
refreshments) 5,000 5,000.00
!"#!
31. ITEM COST BREAKDOWN ($)
TOTAL
Jan. Feb. Mar. Apr. May June July Aug. Sept. Oct. Nov. Dec. ($)
First Quarter Second Quarter Third Quarter Fourth Quarter
North American schools
fund 10,000 10,000.00
Create fact sheet for
charities / not-for-profits
(print material) 1,000 1,000.00
Fundraising Barbie Art
Show / Silent Auction for
December (venue and
catering) 5,000 5,000.00
Invites to new charities /
not-for-profits partners,
large donors, and media
(print material) 500 500.00
Barbie Art Show / Silent
Auction (venue and
catering) 15,000 15,000.00
Fact sheet on new
alliances (print material) 500 500.00
Product launch events at
New York and downtown
Toronto locations of
stores carrying MyScene 30,000 30,000.00
!"#!
32. ITEM COST BREAKDOWN ($)
TOTAL
Jan. Feb. Mar. Apr. May June July Aug. Sept. Oct. Nov. Dec. ($)
First Quarter Second Quarter Third Quarter Fourth Quarter
Meetings with Fashion
Week officials
(allowances) 2,000 2,000.00
Barbie fashion week
events in New York City,
London, Milan and Paris
(communication
personnel at each event -
travel, accommodations
and allowances) 150,000 150,000.00
Media conference to
announce Fashion Week
involvement (venue and
refreshments) 3,000 3,000.00
Speech by the President
after final event in Paris
(business trip cost) 5,000 5,000.00
Commercials to air in the
beginning of July 50,000 50,000.00
Barbie’s contest (prizes) 20,000 20,000.00
Promotional material and
apparel with new slogan 20,000 20,000.00
!"#!
33. ITEM COST BREAKDOWN ($)
TOTAL
Jan. Feb. Mar. Apr. May June July Aug. Sept. Oct. Nov. Dec. ($)
First Quarter Second Quarter Third Quarter Fourth Quarter
Employee meetings to
ensure understanding of
plan (catering) 2,000 2,000.00
Partnership (celebrity
endorsement agreement) 200,000 200,000.00
Media conference with
President (venue and
refreshments) 5,000 5,000.00
Media conference
presenting new design
(venue and refreshments) 5,000 5,000.00
Media conference (venue
and refreshments) 2,000 2,000.00
Hold meetings with main
offices across N.A.
(travel costs) 10,000 10,000.00
Short-essay contest prize
(“What Does Barbie
Mean to You?”) 10,000 10,000.00
Holiday event 15,000 15,000.00
Holiday parade
preparation 150,000 150,000.00
!"#!
34. ITEM COST BREAKDOWN ($)
TOTAL
Jan. Feb. Mar. Apr. May June July Aug. Sept. Oct. Nov. Dec. ($)
First Quarter Second Quarter Third Quarter Fourth Quarter
Media conference with
President (venue and
refreshments) 3,000 3,000.00
Launch party for new
collection 25,000 25,000.00
TOTAL COSTS 388,750.00 109,500.00 210,500.00 59,750.00 768,500.00
!"#!
36. PEST Analysis
Political Economical
! new leadership under Neil B. Friedman ! depressed toy market
! lack of two-way communication ! plummeting Barbie sales
! issues of lawsuits against competitors ! competition from Bratz dolls
and critics
Social Technological
! Barbie's figure ! move to digital products ie. Barbie websites,
! pressure from external groups online games, social media
! move to DVDs
SWOT Analysis
Strengths Weaknesses
! History of Barbie ! Barbie as “babyish” and “unfashionable”
! advanced as women advanced ! Barbie as representing young girls
! purchase of the American Girl Brand ! Barbie does not represent the average
! success of Girl Power ads American girl
! partnership with Girls Inc. ! Focus on didactic play instead of fashion
! Barbie DVDs play
! MyScene dolls ! constant lawsuits against detractors
! focus on fashion ! missed opportunities for dialogic
communication
! failure to address real issues with figure
during Barbie remodelling
Opportunities Threats
! expansion of the American Girl brand ! decreasing Barbie sales
! expansion of Barbie DVDs ! anti-Barbie campaigns
! expansion of MyScene dolls ! opposition regarding Barbie's figure and
beauty stereotyping
! The Body Shop
! Dove
! Nike
! Competition and success of Bratz dolls
!
!"!