Gap New Segmentation Integrated Marketing Plan for ADV 826. This proposal includes industry overview, competitors force, SWOT, Positioning, Target Audience, Advertising & Promotion Plan, Budget and Evaluation.
The project conducted both quantitative and qualitative research, developed a target audience and marketing message recommendation for rebranding The Gap.
A BRAND IS FOREVER! A FRAMEWORK FOR REVITALIZING DECLINING AND DEAD BRANDS
2. REVIVAL OF A DEAD BRAND The revitalization of a brand is usually less costly and risky than introducing a new brand, which can cost tens of millions and will more likely fail than succeed -Aaker(1991)
3. REVIVAL OF A DEAD BRAND  neither the lifespan of a brand nor its ultimate destiny is predetermined  But, brand decline is a reversible process  Ex: Harley Davidson and ford after facing great competition lost their hold still regained their status because of their brand value.
4. REVIVAL OF A DEAD BRAND The revitalization of a brand is usually less costly and risky than introducing a new brand, which can cost tens of millions and will more likely fail than succeed -Aaker(1991)
5. DECLINE AND DEATH OF BRANDS Brand equity framework: The differential effect that consumer knowledge about a brand has on the customer’s response to marketing activity, and consumer brand knowledge can be characterized in terms of brand awareness and brand image dimensions A brand with strong equity has high awareness and consumers hold strong, favourable, and unique brand associations
6. DECLINE AND DEATH OF BRANDS Pan am and Oldsmobile (general electrical) examples illustrate that even well-known brands can decline as a result of a wide variety of factors.
7. CAUSES OF BRAND DECLINE Product life cycle (PLC) framework: identifies four stages: introduction, growth, maturity, and decline. It uses sales to define the stages of the life cycle, which in turn are used to predict sales. Different forces leads to brand’s evolution • Managerial actions • Environmental factors • Competitive actions
8. CAUSES OF BRAND DECLINE MANAGERIAL ACTIONS Brands often decline because of leadership, management, and employees making excuses rather than acting with integrity Managerial actions which can cause this are: product quality, price increases, price cuts, brand neglect, and inability to stay with the target market.
9. CAUSES OF BRAND DECLINE MANAGERIAL ACTIONS Product quality: When compromises in product quality for cost-cutting reasons • do not impact brand loyalty in the short run, • managers mistakenly conclude that consumers are willing to accept or live with the change. • At some point when customers’ experiences with the brand do not live up to their expectations, • the brand starts to decline.
10. CAUSES OF BRAND DECLINE MANAGERIAL ACTIONS Price increases : If a company continues to raise prices without offering a corresponding increase in benefits, sooner or later consumers will start to abandon the brand. Volkswagen launched golf but was unable to control costs and had to keep raising prices, until it effectively drove itself out of the entry-level segment where it had once been a leader
11. CAUSES OF BRAND DECLINE MANAGERIAL ACTIONS Price cuts: When a company cuts prices in desperation to increase
The project conducted both quantitative and qualitative research, developed a target audience and marketing message recommendation for rebranding The Gap.
A BRAND IS FOREVER! A FRAMEWORK FOR REVITALIZING DECLINING AND DEAD BRANDS
2. REVIVAL OF A DEAD BRAND The revitalization of a brand is usually less costly and risky than introducing a new brand, which can cost tens of millions and will more likely fail than succeed -Aaker(1991)
3. REVIVAL OF A DEAD BRAND  neither the lifespan of a brand nor its ultimate destiny is predetermined  But, brand decline is a reversible process  Ex: Harley Davidson and ford after facing great competition lost their hold still regained their status because of their brand value.
4. REVIVAL OF A DEAD BRAND The revitalization of a brand is usually less costly and risky than introducing a new brand, which can cost tens of millions and will more likely fail than succeed -Aaker(1991)
5. DECLINE AND DEATH OF BRANDS Brand equity framework: The differential effect that consumer knowledge about a brand has on the customer’s response to marketing activity, and consumer brand knowledge can be characterized in terms of brand awareness and brand image dimensions A brand with strong equity has high awareness and consumers hold strong, favourable, and unique brand associations
6. DECLINE AND DEATH OF BRANDS Pan am and Oldsmobile (general electrical) examples illustrate that even well-known brands can decline as a result of a wide variety of factors.
7. CAUSES OF BRAND DECLINE Product life cycle (PLC) framework: identifies four stages: introduction, growth, maturity, and decline. It uses sales to define the stages of the life cycle, which in turn are used to predict sales. Different forces leads to brand’s evolution • Managerial actions • Environmental factors • Competitive actions
8. CAUSES OF BRAND DECLINE MANAGERIAL ACTIONS Brands often decline because of leadership, management, and employees making excuses rather than acting with integrity Managerial actions which can cause this are: product quality, price increases, price cuts, brand neglect, and inability to stay with the target market.
9. CAUSES OF BRAND DECLINE MANAGERIAL ACTIONS Product quality: When compromises in product quality for cost-cutting reasons • do not impact brand loyalty in the short run, • managers mistakenly conclude that consumers are willing to accept or live with the change. • At some point when customers’ experiences with the brand do not live up to their expectations, • the brand starts to decline.
10. CAUSES OF BRAND DECLINE MANAGERIAL ACTIONS Price increases : If a company continues to raise prices without offering a corresponding increase in benefits, sooner or later consumers will start to abandon the brand. Volkswagen launched golf but was unable to control costs and had to keep raising prices, until it effectively drove itself out of the entry-level segment where it had once been a leader
11. CAUSES OF BRAND DECLINE MANAGERIAL ACTIONS Price cuts: When a company cuts prices in desperation to increase
The presentation proposes a new idea for a Zara line extension: Zara for women, a line designed for real women that embraces various body shapes.
The project was done by combining marketing and buying behavior information. Keep in mind that this is a fictitious line. However, actual data about the company and the industry were used to design the marketing plan.
The project is a study on how Vertical Integration as a supply chain strategy has worked for Zara in emerging as a fast fashion system. It also focuses on analyzing the competitive advantages and the challenges of implementing Vertical Integration for Zara.
East Carolina University MBA program presentation. Strategic Recommendations for Lululemon moving forward, Expansion Strategy, Image Management, Financials, Quality Control, Marketing, Positioning, Value Chain Analysis and SWOT.
Unilever Brazil Case - Marketing Strategy for Low-income ConsumersChen Yang Lim
Case study and recommendations for Unilever's marketing strategy in Brazil.
With insights and collaboration with our very own Brazilian, growth strategies and market analysis are formulated to ultimately recommend the launch of a new product with the low-income segment in mind.
"Mara, Maravilhosa"
Created as part of my master's programme in market research & consumer behaviour at IE Business School
it is a retail project which consists of a complete analysis of Van Heusen and V.dot from a retail point of view. which is performed for the completion of a retail project in MBA
The presentation proposes a new idea for a Zara line extension: Zara for women, a line designed for real women that embraces various body shapes.
The project was done by combining marketing and buying behavior information. Keep in mind that this is a fictitious line. However, actual data about the company and the industry were used to design the marketing plan.
The project is a study on how Vertical Integration as a supply chain strategy has worked for Zara in emerging as a fast fashion system. It also focuses on analyzing the competitive advantages and the challenges of implementing Vertical Integration for Zara.
East Carolina University MBA program presentation. Strategic Recommendations for Lululemon moving forward, Expansion Strategy, Image Management, Financials, Quality Control, Marketing, Positioning, Value Chain Analysis and SWOT.
Unilever Brazil Case - Marketing Strategy for Low-income ConsumersChen Yang Lim
Case study and recommendations for Unilever's marketing strategy in Brazil.
With insights and collaboration with our very own Brazilian, growth strategies and market analysis are formulated to ultimately recommend the launch of a new product with the low-income segment in mind.
"Mara, Maravilhosa"
Created as part of my master's programme in market research & consumer behaviour at IE Business School
it is a retail project which consists of a complete analysis of Van Heusen and V.dot from a retail point of view. which is performed for the completion of a retail project in MBA
These slides are from our brand management training program. With our Brand Plan training, we will show you how to come up with the vision, purpose, goals, analysis, key issues, strategies, execution plans and measurements.
At Beloved Brands, we help brands find growth and we make brand leaders smarter.
Get our ideal Brand Plan template in a downloadable PowerPoint file.
Link: https://beloved-brands.com/product/brand-plan-template/
Includes ideal slides for vision, purpose, analysis, key issues, strategies, brand positioning statement, and execution plans.
Our brand plan template provides formatted blank slides with key marketing definitions where you can insert your own brand plan.
Gain access to our one-page brand plan and our one-page Brand Strategy Roadmap.
For more on Beloved Brands, here are a few of our most popular articles
1. Beloved Brands Marketing Training programs.
https://beloved-brands.com/brand-management-training/
2. Our Beloved Brands Mini MBA is an online marketing course to help your marketing career.
https://beloved-brands.com/mini-mba/ for online marketing course
3. Simple process to build your Brand Positioning Statement
https://beloved-brands.com/brand-positioning/ for brand positioning
4. How to write a Marketing Plan
https://beloved-brands.com/marketing-plans/
5. Our one-page strategic plan
https://beloved-brands.com/brand-strategy-roadmap/
6. The best and worst of a Creative Brief
https://beloved-brands.com/creative-brief-line-by-line/
7. Marketing Plan Template
https://beloved-brands.com/product/marketing-plan-template/
8. Our one-page Brand Plan
https://beloved-brands.com/brand-plans
9. How to understand Brand Architecture
https://beloved-brands.com/brand-architecture
10. How to use Marketing Funnels to analyze your brand
https://beloved-brands.com/marketing-funnels/
Read our story on how to write a brand plan:
https://beloved-brands.com/2012/06/24/brand-plan/
Help for the Brand Manager with tips on how to write a brand plan, including vision, mission, strategies, tactics, execution, and the overall writing and flow of the plan.
Advertisement Class, Fifth session
Based on the book: Contemporary Advertising and Integrated Marketing Communications, 15th edition
(All photos/videos - copied from the internet, used only for educational purpose)
How to Use AI to Write a High-Quality Article that Ranksminatamang0021
In the world of content creation, many AI bloggers have drifted away from their original vision, resulting in low-quality articles that search engines overlook. Don't let that happen to you! Join us to discover how to leverage AI tools effectively to craft high-quality content that not only captures your audience's attention but also ranks well on search engines.
Disclaimer: Some of the prompts mentioned here are the examples of Matt Diggity. Please use it as reference and make your own custom prompts.
In this presentation, Danny Leibrandt explains the impact of AI on SEO and what Google has been doing about it. Learn how to take your SEO game to the next level and win over Google with his new strategy anyone can use. Get actionable steps to rank your name, your business, and your clients on Google - the right way.
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Trust Element Assessment: How Your Online Presence Affects Outbound Lead Gene...Martal Group
Learn how your business's online presence affects outbound lead generation and what you can do to improve it with a complimentary 13-Point Trust Element Assessment.
Videos are more engaging, more memorable, and more popular than any other type of content out there. That’s why it’s estimated that 82% of consumer traffic will come from videos by 2025.
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The Secret to Engaging Modern Consumers: Journey Mapping and Personalization
In today's digital landscape, understanding the customer's journey and delivering personalized experiences are paramount. This masterclass delves into the art of consumer journey mapping, a powerful technique that visualizes the entire customer experience across touchpoints. Attendees will learn how to create detailed journey maps, identify pain points, and uncover opportunities for optimization. The presentation also explores personalization strategies that leverage data and technology to tailor content, products, and experiences to individual customers. From real-time personalization to predictive analytics, attendees will gain insights into cutting-edge approaches that drive engagement and loyalty.
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2. Introduction
Repositioning
Advertising
&Promotion
Evaluation and
Improvement
Achieve Goals
and Objectives
1. How to tell the customer Gap already expanded their product line to meet
more customers’ needs.
2. How to promote and advertise Gap products to the wide age range of
customer segmentation.
3. How to attract teenagers and young adults (Generation Y) to shop at Gap, and
ultimately turn them into loyal customers.
4. How to bring those middle age adults (Baby Boomers, Generation X) back to
Gap and become loyal customers again.
3. Background & Issues
1. Poor sales performance
2. Target segmentation/Positioning
- Failed to meet Generation Y’s needs and wants
- Blurred positioning: compete with Old Navy
4. Background & Issues
3. Poor sales performance Leadership
- The absence of a strong leadership
4.Marketing communication strategy
- How to reach their new target audience
- Promote Gap as a brand or core product line
- Celebrity endorsement?
5. Industry Overview & Competitors
Apparel Industry
• Four Formats:
Mall-based specialty store,
Mass merchant or promotional department store,
Traditional department stores,
National chain stores
• Sale Performance:
2001 is increased by 1.3% from $182 billion in 2000.
Sales keeps grow in coming year
27% of apparel sales comes from the specialty stores
8. Target Audience
Strategic Marketing Plan Recommendation
Customers aged between 15 to 55.
Generation Y
Brand Switcher
Price Sensitive
Fashion Sensitive
Generation X and Baby Boomers
Brand Loyal
Special connection with Gap
Prefer basic and classic design, esp, semi-casual
9. New Positioning
Strategic Marketing Plan Recommendation
To Gap target customers aged between 15 to 55, Gap is the brand of
apparel retailers that offers the customers the classic, fashionable and
affordable clothes that meet their different needs and exceptional value.
10. Objectives
Strategic Marketing Plan Recommendation
Stop the negative growth in sales
Increase domestic sales by 15% during fiscal year 2003
4.4
4.6
4.8
5
5.2
5.4
5.6
5.8
1999 2000 2001 2002 2003
Forecast
Ideal
11. Objectives
Strategic Marketing Plan Recommendation
Maintain the market share 2.8%
Repositioning the overall Gap brand
Win back the Baby Boomers and the Generation Xers
Increase /strengthen the brand loyalty of Generation Yers
12. Advertising Plan
Strategic Marketing Plan Recommendation
Advertising Objective:
Build Gap new brand image through advertising by differentiating
Gap from other competitors and avoid cannibalization internally with
Old Navy.
Recall the image of “American icon” among old generations (Baby
Boomers and Generation X) in order to win back and reinforce their
brand loyalty.
Emphasis “Classic is the new fashion” among young generations
(Generation Y), and gradually help them build brand preference with
Gap.
13. Advertising Plan
Strategic Marketing Plan Recommendation
Message Strategies——High-involvement Transformational
Gap as a brand & Individual product lines.
By adopting affective strategies, we came out three taglines :
“Back to Classic” ——Brand image. (version 1).
“Classic is the new fashion” Gap Basic product line.(version 2).
“Welcome back, old sport” Gap Classic product line. (version 3).
16. Promotion Plan
Strategic Marketing Plan Recommendation
Consumer Promotion
(1)Coupon
Free sample give-away coupon
Discount Coupon
Time-limited price-off coupon
“Birthday gift for you” VIP coupon
(2)Premium: Membership Program
VIP only free- gifts
VIP Coupons
VIP exclusive event invitations
Seasonal Gap magazine
17. Promotion Plan
Strategic Marketing Plan Recommendation
Consumer Promotion
(3)Contests:
“Gap and I” Photo Contests
(4)Events Promotion
Gap Fashion Show
In-store VIP Appreciation Night
In-store Party
“Welcome Home Old Sport, Come to Join Us, New Dude!”
18. Promotion Plan
Strategic Marketing Plan Recommendation
Retailing Promotion:
-Store layout:
Separate Gap Basic and Classic
End-cap marketing
Feature ads
-Store atmosphere:
Store Music
19. Promotion Plan
Strategic Marketing Plan Recommendation
• Public Relations:
Corporate Social Responsibility (CSR)
Human Right(labor issues)
• Press Release
20. Media Allocation & Media Plan
Strategic Marketing Plan Recommendation
TV-60%
Magazine-18%
Outdoor-12%
Catalog-7%
Online-3%
Sales of Gap follows a seasonal pattern, and reach its peak before holiday season
Seasonal Priming Pattern
Media Allocation
21. Budget
Strategic Marketing Plan Recommendation
2001 2002 2003
Sales(billion) $5.2 $4.9 $5.65
Adspend (million) $102.3 $88 $125*
Advertising/sales
ratio
1.97% 1.80% 2.21%
* Based on the advertising elasticity coefficient for durables, an
increase of 15% in sales for 2003 would need an adspend increase
of 41.7% over the 2002’s, which would be $125.
22. Evaluation
Strategic Marketing Plan Recommendation
Panel survey
- Measures: Brand recall & recognition, brand preference,
brand action intention, brand promoted ad recognition and
recall
- Time: before the campaign, 6 months , and 12 months
Focus group
Sales and market share