This document summarizes two studies on consumers' reasons for purchasing private label brands. The first study examined the "similarity hypothesis" that private labels and manufacturer brands are produced by the same manufacturers. A survey found that many consumers believed a private label cream was produced by the same company as a leading manufacturer brand. The second study tested the "private labels offer benefits hypothesis" using surveys in Germany. The study developed a model of factors influencing consumers' intentions to purchase private labels, such as quality, price, and perceived value.
The document discusses global product policy decisions for multinational companies. It covers strategies for developing new products for global markets such as standardization versus customization. Companies must decide whether to use an extension, adaptation, or invention strategy when penetrating foreign markets. Developing truly global new products requires prospecting for knowledge globally, assessing optimal research locations, and mobilizing knowledge across research centers.
The chapter discusses communicating with global consumers through advertising and other means. It covers topics such as dealing with cultural barriers in advertising, setting global advertising budgets, creative strategy approaches, global media decisions, advertising regulations, choosing an advertising agency, and other communication tools including sales promotions, direct marketing, and trade shows. The chapter includes exhibits showing advertising spending data and examples of global campaigns.
The document discusses product mix, product lines, and individual products. It defines key terms like product mix, product line, and individual product. It also covers product mix characteristics, product and service strategies, individual product strategies like product life cycles, and product line strategies such as increasing or decreasing line length. The product life cycle concept and stages are explained in detail. Limitations of the product life cycle model and ethical issues in product strategies are also summarized.
This chapter discusses global market entry strategies and options for companies expanding internationally. It covers selecting target markets, choosing an entry mode like exporting, licensing, franchising, contract manufacturing, joint ventures, wholly owned subsidiaries, and strategic alliances. Factors that influence entry mode decisions are also presented, such as market characteristics, control needs, and transaction costs. The chapter concludes with discussions on timing of entry and developing exit strategies.
This chapter discusses global market segmentation and positioning strategies. It covers reasons for international market segmentation such as identifying target segments and determining positioning strategies. Approaches to segmentation include country-as-segments, disaggregate consumer segmentation, and two-stage segmentation. Bases for segmentation include demographics, socioeconomics, behaviors, lifestyles. Positioning strategies can be uniform or localized. Global, foreign, and local consumer culture positioning strategies are also examined. Statistical tools for segmentation analysis include cluster analysis and regression analysis.
This chapter discusses global marketing research. It covers defining research problems, secondary and primary research methods, leveraging the internet, assessing market size, new technologies, and managing research. Key topics include formulating research questions, using secondary data sources, designing surveys and samples, challenges of cross-cultural research, and balancing local vs. global research needs. The goal is to provide information to make better global marketing decisions through solid research.
This chapter discusses global market segmentation and positioning strategies. It identifies reasons for international market segmentation such as variation in customer needs. The chapter outlines different approaches to segmentation including country-level, aggregate, and disaggregate methods. It also describes bases for segmenting countries including demographics, socioeconomic factors, and consumer behaviors. Finally, the chapter discusses developing positioning strategies and appeals that are uniform versus localized across global markets.
This document discusses DuPont's approach to ingredient branding, which involves nurturing a strong corporate brand while also leveraging successful product brands. It provides details on DuPont's 200-year history of branding and how it pioneered ingredient branding. Key aspects of DuPont's approach include linking the corporate name to high-quality product brands, promoting brands along the entire value chain, and focusing on ingredients that provide innovative advantages valued by customers. Examples like Lycra are given of how DuPont has successfully implemented this approach.
The document discusses global product policy decisions for multinational companies. It covers strategies for developing new products for global markets such as standardization versus customization. Companies must decide whether to use an extension, adaptation, or invention strategy when penetrating foreign markets. Developing truly global new products requires prospecting for knowledge globally, assessing optimal research locations, and mobilizing knowledge across research centers.
The chapter discusses communicating with global consumers through advertising and other means. It covers topics such as dealing with cultural barriers in advertising, setting global advertising budgets, creative strategy approaches, global media decisions, advertising regulations, choosing an advertising agency, and other communication tools including sales promotions, direct marketing, and trade shows. The chapter includes exhibits showing advertising spending data and examples of global campaigns.
The document discusses product mix, product lines, and individual products. It defines key terms like product mix, product line, and individual product. It also covers product mix characteristics, product and service strategies, individual product strategies like product life cycles, and product line strategies such as increasing or decreasing line length. The product life cycle concept and stages are explained in detail. Limitations of the product life cycle model and ethical issues in product strategies are also summarized.
This chapter discusses global market entry strategies and options for companies expanding internationally. It covers selecting target markets, choosing an entry mode like exporting, licensing, franchising, contract manufacturing, joint ventures, wholly owned subsidiaries, and strategic alliances. Factors that influence entry mode decisions are also presented, such as market characteristics, control needs, and transaction costs. The chapter concludes with discussions on timing of entry and developing exit strategies.
This chapter discusses global market segmentation and positioning strategies. It covers reasons for international market segmentation such as identifying target segments and determining positioning strategies. Approaches to segmentation include country-as-segments, disaggregate consumer segmentation, and two-stage segmentation. Bases for segmentation include demographics, socioeconomics, behaviors, lifestyles. Positioning strategies can be uniform or localized. Global, foreign, and local consumer culture positioning strategies are also examined. Statistical tools for segmentation analysis include cluster analysis and regression analysis.
This chapter discusses global marketing research. It covers defining research problems, secondary and primary research methods, leveraging the internet, assessing market size, new technologies, and managing research. Key topics include formulating research questions, using secondary data sources, designing surveys and samples, challenges of cross-cultural research, and balancing local vs. global research needs. The goal is to provide information to make better global marketing decisions through solid research.
This chapter discusses global market segmentation and positioning strategies. It identifies reasons for international market segmentation such as variation in customer needs. The chapter outlines different approaches to segmentation including country-level, aggregate, and disaggregate methods. It also describes bases for segmenting countries including demographics, socioeconomic factors, and consumer behaviors. Finally, the chapter discusses developing positioning strategies and appeals that are uniform versus localized across global markets.
This document discusses DuPont's approach to ingredient branding, which involves nurturing a strong corporate brand while also leveraging successful product brands. It provides details on DuPont's 200-year history of branding and how it pioneered ingredient branding. Key aspects of DuPont's approach include linking the corporate name to high-quality product brands, promoting brands along the entire value chain, and focusing on ingredients that provide innovative advantages valued by customers. Examples like Lycra are given of how DuPont has successfully implemented this approach.
e-Collaboration on Asia Pallet Pool SystemECR Community
The document discusses a collaboration between LogisALL Group and Japan Pallet Rental Corp. to operate the Asia Pallet Pool system (APP), an e-collaboration pallet pool network across Asia. Key points include an overview of the two companies and their pallet rental businesses, as well as details on how the joint APP system works through sharing pallets electronically tagged with RFID across various countries in Asia.
Artem izmailov (bacardi). alina krupenina (metro c&c)ECR Community
The document discusses Bacardi rum and opportunities to grow its sales in Russia through developing a cocktail culture and shop-in-shop displays. It notes that Bacardi has 61% of the Russian rum market. A shop-in-shop trial at Metro stores led to a 33% increase in sales volume. The shop-in-shop displays used interactive technology, recipes, and quality materials to provide value, information, and an enhanced in-store experience for consumers.
H.hammer a.dobrosman e-invoices_in_retailECR Community
1. The document discusses e-invoices in Baltic retail, including requirements, progress, and challenges.
2. E-invoice use is growing in the Baltics but penetration remains low, around 4.3% of total invoices. Key retailers are actively promoting e-invoice use with suppliers.
3. Implementing e-invoices is complicated due to the large number of different ERP systems, document format requirements, and additional requirements from retailers. It is also expensive for suppliers to develop their systems to export e-invoices. E-invoice projects require careful planning to avoid failure.
Ecr talbot edwards 080930 final for dayECR Community
This case study examines the benefits an FMCG manufacturer realized through pallet standardization. The company produced beverages across multiple rural factories but sold primarily in urban areas, resulting in high logistics costs. Implementing an industry standard 1200x1000 pallet and drive-in racking reduced pallet acquisition and transport costs, increased storage capacity, and improved operational efficiency and customer service by reducing product damage. Overall, pallet standardization lowered the company's supply chain costs by 2-7% while creating a more sustainable logistics network.
E-collaboration enables dialogue between customers, employees, investors, stakeholders and others through digital means. It is engaging, creative, innovative and insightful but only if people join in. When people join in e-collaboration, they can influence management and markets as well as impact processes and people.
The Three Modes of Collaboration–and What They Mean for Distributed TeamsLean Startup Co.
The document discusses the three modes of collaboration: informative, evaluative, and generative. Informative collaboration involves sharing information through telling, showing, asking, and responding. Evaluative collaboration focuses on challenging, defining, commenting, and revising. Generative collaboration is about brainstorming, visual capturing, building, arraying, and synthesizing. The document emphasizes that effective collaboration in any mode requires addressing behaviors like trust and engagement before focusing on technology alone.
This document discusses collaboration and workflow tools. It defines collaboration as a joint effort to accomplish a shared goal and discusses challenges of virtual teams like building trust and managing communication across time zones. It also defines workflow as the automatic routing of information and tasks according to set rules. The document reviews collaboration software, characteristics of virtual teams, and drivers of e-collaboration like increasing internet technology and globalization. It discusses issues in effective collaboration including trust, cultural differences, and software challenges.
GBS CH 2 MANAGING INDUSTRY COMPETITION Shadina Shah
This document discusses industry competition and Porter's five forces framework. It begins with definitions of industry and the structure-conduct-performance model. It then explains Porter's five competitive forces that shape industry competition - the threat of new entrants, power of suppliers and buyers, threat of substitutes, and rivalry among existing competitors. The document also discusses generic strategies of cost leadership, differentiation, focus, and speed. Finally, it covers the tensions between global integration and local responsiveness, and how the integration-responsiveness grid can help companies address these pressures.
A deep Insight into the development of the Diaper industry in the North American Market (Case Study on P&G Vs Kimberly Clark) - A paper presented by Kenoma Agbamu
This document summarizes a study investigating consumer perceptions of private label brands in the South African grocery sector. Private label brands have achieved greater success globally, especially in developed markets, but have not seen similar success in South Africa. The study aims to better understand how South African consumers currently view private label brands in terms of factors like trust, availability, pricing, and packaging. The findings could help advance academic research on private label brands and improve their positioning, market share, and profitability for retailers in South Africa.
- Sealed Air Corporation is a leading manufacturer of coated bubble packaging but has faced new competition from uncoated bubble packaging.
- Mr. Hauser, the AirCap product manager, is considering manufacturing and marketing an uncoated bubble packaging material in response to market trends.
- The options being considered are introducing uncoated bubbles worldwide, not introducing them, introducing only in the US, or only in European markets.
- After evaluating the market conditions and product positioning, introducing uncoated bubbles only in European markets is recommended, as the European market is more price sensitive and losing share of coated bubbles.
Mario glowik charts_market_entry_strategies_july_2009Ahmed Zidan
This document summarizes Mario Glowik's 2009 book "Market Entry Strategies". It discusses qualitative and quantitative research methods, compares their advantages and disadvantages. It also examines various internationalization theories including the internalization theory, eclectic paradigm, location concepts, Porter's diamond model, and the Uppsala model. For each theory, it provides the key concepts and limitations.
Gillette is the global leader in male toiletry products. It has a global presence with 61 facilities in 25 countries and 40,000 employees. Gillette's strategy focuses on maintaining market leadership through innovation, research and development, and brand building. Gillette's razor business generates over half of its profits and continues to grow through new products like Mach3. Gillette faces threats from competitors and changing consumer preferences but remains well positioned through its strong brands and innovation.
The document discusses the international product life cycle theory and its application to Aston Martin. It begins with an introduction to the international product life cycle model, which describes how industries and companies evolve their marketing strategies as a product moves through stages of introduction, growth, maturity, and decline in domestic and foreign markets. It then provides an overview of Aston Martin, including the company's history and evolution. The document analyzes the international product life cycle stages through which Aston Martin has progressed.
This chapter discusses product and brand decisions for international markets. It covers defining a company's product offering, including core benefits, expected products, and augmented products. The chapter also discusses different types of products, branding strategies, and adapting products versus standardizing them across markets. Key aspects that can be modified for different markets include product attributes, packaging, quality, positioning, and after-sale services. The chapter provides examples of companies that use global, international, local, and private label branding approaches.
This chapter discusses global product policy decisions for developing new products for global markets. It covers global product strategies such as standardization versus customization and extension, adaptation, and invention strategies. The chapter also discusses multinational diffusion of new products and factors that influence adoption rates. In developing new products for global markets, companies should identify ideas from customers, competitors, collaborators, and within the company. The new product development process includes screening, concept testing, test marketing, and determining whether to use a waterfall or sprinkler strategy for market entry. Truly global innovation requires companies to prospect globally for knowledge, assess optimal research locations, and mobilize knowledge across locations through information exchange, relocating people or knowledge, or co-location
Product placement in movies and its consumer perceptioninventionjournals
Product placement is exponentially more and more present in our everyday lives, as we are exposed to it in all mainstream media, even though as a lot of times we are not even aware of the fact. One of its most prevalent occurrence is in movies, where taking a closer look on the highest grossing 35 Hollywood movies, the average number of product placement sightings was 13,9 in 2014. Its effectiveness is unquestionable, especially when put against the traditional means available for marketers. This paper aims to explore the main characteristics of product placement as well as to study its various branches of how they appear, how their reach is measurable and how the general public sees them and how these views might have changed over time (the goal is to expose the main theoretical correlations and various study results from the past years, while the primary research is not part of the paper). All the while the paper also seeks to find out where this relatively new type of advertising is heading, especially regarding the changes in digitalization, the new trends in marketing and the changes to consumers' perception of advertising
This document provides an overview of key product strategies for companies operating in the Asia Pacific region. It discusses product hierarchy, product mix decisions, product line strategies, new product development, positioning, repositioning, brands, and other important considerations for developing an effective product strategy in ASPAC markets. The summary focuses on the high-level topics covered rather than verbatim content.
The document outlines the new product development process for cosmetics. It discusses 11 steps: 1) marketing concept, 2) product concept, 3) chemical concept, 4) packaging concept, 5) technical client interface, 6) client technical interface, 7) OEM client interface, 8) client OEM interface, 9) client OEM interface, 10) OEM create BMR, and 11) OEM production. The process involves developing concepts, getting client feedback, creating samples, testing, and final production. Key factors in the development include the marketing concept, product performance, texture, pH, preservatives, stability, and packaging compatibility.
Colgate-Palmolive Company: The Precision ToothbrushAkshat Singh
Colgate-Palmolive is an American consumer products company focused on oral care, personal care, home care, and pet nutrition. The document discusses Colgate-Palmolive's five-year plan from 1991-1995, which emphasized new product launches, expanding into new markets, improving manufacturing efficiency, and focusing on core consumer products. It also analyzes Colgate-Palmolive's toothbrush market and the development of a new toothbrush called Precision, which was designed to be superior at plaque removal through extensive research, testing, and consumer feedback. The document considers Precision's marketing mix, promotion strategy involving dental professionals, and potential as either a niche product or mainstream brand.
The document discusses some of the major challenges that marketing managers face, such as generating revenue through value creation for customers while also capturing value for the firm. It provides a short overview of marketing strategies and decisions, examining the tools and frameworks that managers can use to improve decision making. The session agenda covers marketing core concepts, challenges, and a class assignment involving analysis of a new product or service.
e-Collaboration on Asia Pallet Pool SystemECR Community
The document discusses a collaboration between LogisALL Group and Japan Pallet Rental Corp. to operate the Asia Pallet Pool system (APP), an e-collaboration pallet pool network across Asia. Key points include an overview of the two companies and their pallet rental businesses, as well as details on how the joint APP system works through sharing pallets electronically tagged with RFID across various countries in Asia.
Artem izmailov (bacardi). alina krupenina (metro c&c)ECR Community
The document discusses Bacardi rum and opportunities to grow its sales in Russia through developing a cocktail culture and shop-in-shop displays. It notes that Bacardi has 61% of the Russian rum market. A shop-in-shop trial at Metro stores led to a 33% increase in sales volume. The shop-in-shop displays used interactive technology, recipes, and quality materials to provide value, information, and an enhanced in-store experience for consumers.
H.hammer a.dobrosman e-invoices_in_retailECR Community
1. The document discusses e-invoices in Baltic retail, including requirements, progress, and challenges.
2. E-invoice use is growing in the Baltics but penetration remains low, around 4.3% of total invoices. Key retailers are actively promoting e-invoice use with suppliers.
3. Implementing e-invoices is complicated due to the large number of different ERP systems, document format requirements, and additional requirements from retailers. It is also expensive for suppliers to develop their systems to export e-invoices. E-invoice projects require careful planning to avoid failure.
Ecr talbot edwards 080930 final for dayECR Community
This case study examines the benefits an FMCG manufacturer realized through pallet standardization. The company produced beverages across multiple rural factories but sold primarily in urban areas, resulting in high logistics costs. Implementing an industry standard 1200x1000 pallet and drive-in racking reduced pallet acquisition and transport costs, increased storage capacity, and improved operational efficiency and customer service by reducing product damage. Overall, pallet standardization lowered the company's supply chain costs by 2-7% while creating a more sustainable logistics network.
E-collaboration enables dialogue between customers, employees, investors, stakeholders and others through digital means. It is engaging, creative, innovative and insightful but only if people join in. When people join in e-collaboration, they can influence management and markets as well as impact processes and people.
The Three Modes of Collaboration–and What They Mean for Distributed TeamsLean Startup Co.
The document discusses the three modes of collaboration: informative, evaluative, and generative. Informative collaboration involves sharing information through telling, showing, asking, and responding. Evaluative collaboration focuses on challenging, defining, commenting, and revising. Generative collaboration is about brainstorming, visual capturing, building, arraying, and synthesizing. The document emphasizes that effective collaboration in any mode requires addressing behaviors like trust and engagement before focusing on technology alone.
This document discusses collaboration and workflow tools. It defines collaboration as a joint effort to accomplish a shared goal and discusses challenges of virtual teams like building trust and managing communication across time zones. It also defines workflow as the automatic routing of information and tasks according to set rules. The document reviews collaboration software, characteristics of virtual teams, and drivers of e-collaboration like increasing internet technology and globalization. It discusses issues in effective collaboration including trust, cultural differences, and software challenges.
GBS CH 2 MANAGING INDUSTRY COMPETITION Shadina Shah
This document discusses industry competition and Porter's five forces framework. It begins with definitions of industry and the structure-conduct-performance model. It then explains Porter's five competitive forces that shape industry competition - the threat of new entrants, power of suppliers and buyers, threat of substitutes, and rivalry among existing competitors. The document also discusses generic strategies of cost leadership, differentiation, focus, and speed. Finally, it covers the tensions between global integration and local responsiveness, and how the integration-responsiveness grid can help companies address these pressures.
A deep Insight into the development of the Diaper industry in the North American Market (Case Study on P&G Vs Kimberly Clark) - A paper presented by Kenoma Agbamu
This document summarizes a study investigating consumer perceptions of private label brands in the South African grocery sector. Private label brands have achieved greater success globally, especially in developed markets, but have not seen similar success in South Africa. The study aims to better understand how South African consumers currently view private label brands in terms of factors like trust, availability, pricing, and packaging. The findings could help advance academic research on private label brands and improve their positioning, market share, and profitability for retailers in South Africa.
- Sealed Air Corporation is a leading manufacturer of coated bubble packaging but has faced new competition from uncoated bubble packaging.
- Mr. Hauser, the AirCap product manager, is considering manufacturing and marketing an uncoated bubble packaging material in response to market trends.
- The options being considered are introducing uncoated bubbles worldwide, not introducing them, introducing only in the US, or only in European markets.
- After evaluating the market conditions and product positioning, introducing uncoated bubbles only in European markets is recommended, as the European market is more price sensitive and losing share of coated bubbles.
Mario glowik charts_market_entry_strategies_july_2009Ahmed Zidan
This document summarizes Mario Glowik's 2009 book "Market Entry Strategies". It discusses qualitative and quantitative research methods, compares their advantages and disadvantages. It also examines various internationalization theories including the internalization theory, eclectic paradigm, location concepts, Porter's diamond model, and the Uppsala model. For each theory, it provides the key concepts and limitations.
Gillette is the global leader in male toiletry products. It has a global presence with 61 facilities in 25 countries and 40,000 employees. Gillette's strategy focuses on maintaining market leadership through innovation, research and development, and brand building. Gillette's razor business generates over half of its profits and continues to grow through new products like Mach3. Gillette faces threats from competitors and changing consumer preferences but remains well positioned through its strong brands and innovation.
The document discusses the international product life cycle theory and its application to Aston Martin. It begins with an introduction to the international product life cycle model, which describes how industries and companies evolve their marketing strategies as a product moves through stages of introduction, growth, maturity, and decline in domestic and foreign markets. It then provides an overview of Aston Martin, including the company's history and evolution. The document analyzes the international product life cycle stages through which Aston Martin has progressed.
This chapter discusses product and brand decisions for international markets. It covers defining a company's product offering, including core benefits, expected products, and augmented products. The chapter also discusses different types of products, branding strategies, and adapting products versus standardizing them across markets. Key aspects that can be modified for different markets include product attributes, packaging, quality, positioning, and after-sale services. The chapter provides examples of companies that use global, international, local, and private label branding approaches.
This chapter discusses global product policy decisions for developing new products for global markets. It covers global product strategies such as standardization versus customization and extension, adaptation, and invention strategies. The chapter also discusses multinational diffusion of new products and factors that influence adoption rates. In developing new products for global markets, companies should identify ideas from customers, competitors, collaborators, and within the company. The new product development process includes screening, concept testing, test marketing, and determining whether to use a waterfall or sprinkler strategy for market entry. Truly global innovation requires companies to prospect globally for knowledge, assess optimal research locations, and mobilize knowledge across locations through information exchange, relocating people or knowledge, or co-location
Product placement in movies and its consumer perceptioninventionjournals
Product placement is exponentially more and more present in our everyday lives, as we are exposed to it in all mainstream media, even though as a lot of times we are not even aware of the fact. One of its most prevalent occurrence is in movies, where taking a closer look on the highest grossing 35 Hollywood movies, the average number of product placement sightings was 13,9 in 2014. Its effectiveness is unquestionable, especially when put against the traditional means available for marketers. This paper aims to explore the main characteristics of product placement as well as to study its various branches of how they appear, how their reach is measurable and how the general public sees them and how these views might have changed over time (the goal is to expose the main theoretical correlations and various study results from the past years, while the primary research is not part of the paper). All the while the paper also seeks to find out where this relatively new type of advertising is heading, especially regarding the changes in digitalization, the new trends in marketing and the changes to consumers' perception of advertising
This document provides an overview of key product strategies for companies operating in the Asia Pacific region. It discusses product hierarchy, product mix decisions, product line strategies, new product development, positioning, repositioning, brands, and other important considerations for developing an effective product strategy in ASPAC markets. The summary focuses on the high-level topics covered rather than verbatim content.
The document outlines the new product development process for cosmetics. It discusses 11 steps: 1) marketing concept, 2) product concept, 3) chemical concept, 4) packaging concept, 5) technical client interface, 6) client technical interface, 7) OEM client interface, 8) client OEM interface, 9) client OEM interface, 10) OEM create BMR, and 11) OEM production. The process involves developing concepts, getting client feedback, creating samples, testing, and final production. Key factors in the development include the marketing concept, product performance, texture, pH, preservatives, stability, and packaging compatibility.
Colgate-Palmolive Company: The Precision ToothbrushAkshat Singh
Colgate-Palmolive is an American consumer products company focused on oral care, personal care, home care, and pet nutrition. The document discusses Colgate-Palmolive's five-year plan from 1991-1995, which emphasized new product launches, expanding into new markets, improving manufacturing efficiency, and focusing on core consumer products. It also analyzes Colgate-Palmolive's toothbrush market and the development of a new toothbrush called Precision, which was designed to be superior at plaque removal through extensive research, testing, and consumer feedback. The document considers Precision's marketing mix, promotion strategy involving dental professionals, and potential as either a niche product or mainstream brand.
The document discusses some of the major challenges that marketing managers face, such as generating revenue through value creation for customers while also capturing value for the firm. It provides a short overview of marketing strategies and decisions, examining the tools and frameworks that managers can use to improve decision making. The session agenda covers marketing core concepts, challenges, and a class assignment involving analysis of a new product or service.
This document discusses the interface between cotton production and marketing from the perspective of spinners and suppliers. Spinners require high quality raw cotton that meets certain specifications in terms of trash content, length, strength, fineness and other properties to efficiently run their spinning plants and produce quality yarns and fabrics. To meet these demands, growers and suppliers must ensure production, picking and ginning processes achieve very high standards. Cotton is also manually graded by experts to classify purchases for clients.
The presentation describes various market structures and their characteristics; Perfect competition, Monopoly and Imperfect competition markets Monopolistic competition, Oligopoly, Duopoly
The document discusses the product life cycle of marketing management. It begins by introducing the four stages of a product's life cycle: introduction, growth, maturity, and decline. It then provides examples like 3D TVs in the introduction stage and tablets in the growth stage. For each stage, it outlines the typical characteristics like low sales and high costs in introduction and rapidly rising sales in growth. Finally, it discusses implications of the product life cycle concept for assessing opportunities, threats, and adjusting marketing strategies.
- Henkel is a family business founded in 1876 that operates across 8 product types, with 60% of sales overseas. It has three business units focused on consumer goods, beauty/adhesives, and industrial products.
- Henkel uses umbrella branding, developing a single brand to sell multiple related products. This provides uniformity while being economical, but risks affect all brands if one fails.
- Pattex and Pritt are two of Henkel's most successful adhesive brands, achieving high brand awareness and sales globally since the 1950s and 1960s. Henkel faced challenges in extending these brands too broadly with unsuccessful new products in the 1970s-1980s.
- Moving forward, Henkel's strategy was
Similar to Gianfranco walsh university_of_koblenz-landau (20)
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms for those who already suffer from conditions like depression and anxiety.
Unilever and Magnet are collaborating to drive growth in health and beauty categories. They tested Unilever's expertise in new store layouts and navigation elements in a Magnet hypermarket. This led to a 10-15% sales increase. Future plans include expanding the test to more stores and categories. The collaboration uses Unilever's Customer Insight and Innovation Centre to gain insights and simulate opportunities through virtual and physical retail labs. This helps organize categories effectively and attract more shoppers to the health and beauty area through clear signage and segmentation.
The document discusses Danone implementing a Vendor Managed Inventory (VMI) system with Viktoria, a retailer, to improve order and stock accuracy. Key benefits of the VMI system included reduced out-of-stock levels, lower total supply chain costs from improved execution, and automation of ordering between Danone and Viktoria's IT systems. The VMI approach created a win-win collaboration through higher sales, better in-store operations, and reduced costs for both companies.
ECR demand Kantar_category_segmentationECR Community
The document discusses the benefits of an integrated marketing approach for growing product categories rather than just focusing on taking market share from competitors. It argues that most manufacturers still use a "share steal" business model even for categories that have room for more growth. An integrated approach puts the shopper at the center and thinks about win-win strategies for both manufacturers and retailers. This could involve linking product consumption to purchase opportunities and having coordinated sales and marketing plans. Growing the overall category leads to benefits for everyone rather than just shifting shares between competitors.
1. Consumers' Reasons for Buying Private Label
Brands – Some Empirical Findings
Gianfranco Walsh
Professor of Marketing & Electronic Retailing,
University of Koblenz-Landau, Germany
Visiting Professor of Marketing, University of
Strathclyde Business School, Glasgow
2009 ECR Baltic Forum, Riga, October 29, 2009 Prof. G Walsh 1
2. I. Background
II. Two Studies
III. Conclusion
2009 ECR Baltic Forum, Riga, October 29, 2009 Prof. G Walsh 2
3. Background: The PLB Market
2009 ECR Baltic Forum, Riga, October 29, 2009 Prof. G Walsh 3
4. Background: The PLB Market
Private Label Brands Percentage of all
(PLB) Food Product Shopping Trips
Introductions in the US Including PLB
(in % of all food product
launches)
2009
82%
73%
2005 55%
13% 25%
Source: Mintel, USA (2009) Source: AC Nielsen (2006)
2009 ECR Baltic Forum, Riga, October 29, 2009 Prof. G Walsh 4
5. Background: The PLB Market
In 2008, Food Sales Percentage of US
in US: households that consume
PLB regularly
PLB
Manu- 97%
+9.3% facturer
Brands
+4.5%
Source: Levy, P. (2009)
Source: Mintel, USA (2009) marketingnews, 30.05.09. p. 13
2009 ECR Baltic Forum, Riga, October 29, 2009 Prof. G Walsh 5
6. Background: The PLB Market
- In 2009, Wal-Mart relaunched its own "Great
Value" brand.
- Great Value includes 5,000 items.
- Several European multiples increase share of
private label brands.
- ….
Source: Brat, Illan, Ellen Byron and Ann Zimmerman (2009): US retailers cut back on variety,
once the spice of marketing, Wall Street Journal, June 29 , p. 16
2009 ECR Baltic Forum, Riga, October 29, 2009 Prof. G Walsh 6
7. Background: The PLB Market
- Category competition (-)
- Utilize expertise and excess
plant capacity (+)
- …
- Profit margins (+)
- Customer store loyalty Private-Label
(+) Brands
- …
Consumers
- Choice (+)
- Lower prices (+)
- …
2009 ECR Baltic Forum, Riga, October 29, 2009 Prof. G Walsh 7
8. Background: Previous Research
- Private label brands (PLB) continue to attract attention
within retailing and marketing (e.g., Choi and Coughlan 2006;
Jin and Suh 2005; Lamey et al. 2007).
- UK retailer Tesco: in 1993 introduced its „Value‟ range. In
1997, Tesco launched „Finest‟ product range - premium
PLB, priced the same as their branded counterparts.
- Previous research that shows that national brands
command higher prices (e.g., Kosenko and Krishnan 1990) needs
revising.
- Price differential in some categories such as frozen and
refrigerated food is now as low as 20% or 16%,
respectively (AC Nielsen 2005).
2009 ECR Baltic Forum, Riga, October 29, 2009 Prof. G Walsh 8
9. Background: Previous Research
IBPLB = Intention to Buy Private Label Brands (PLB)
2009 ECR Baltic Forum, Riga, October 29, 2009 Prof. G Walsh 9
10. Background: Previous Research
- AC Nielsen (2005) survey in 38 European countries: PLB
are good alternative to other brands and rated most
highly in the Netherlands (91%), Portugal (89%), and
Germany (88%).
- Why do people buy PLB?
“Similarity hypothesis” (PLB and MB are made by the
same manufacturers; Study 1).
“PLB-offer-numerous-benefits hypothesis” (Study 2).
2009 ECR Baltic Forum, Riga, October 29, 2009 Prof. G Walsh 10
11. Study 1 (Similarity hypothesis)
- First, 30 exploratory interviews.
- Second, survey was carried out in two waves in the
German city of Hanover using a qualified convenience
sample of N = 355 male and female and different aged
consumers.
- On-street interviews from Monday to Saturday.
- Average interview length was just below 30 minutes.
2009 ECR Baltic Forum, Riga, October 29, 2009 Prof. G Walsh 11
12. Study 1
Germany‟s 3rd largest
chemist's chain with
1,300 stores and 18,000
employees. Revenues in
Germany of approx. €2.5
bn.
Source: Walsh, G. (2002).
2009 ECR Baltic Forum, Riga, October 29, 2009 Prof. G Walsh 12
13. Study 1
Private label brand shown Manufacturer brand
during the interviews (original)
(copy)
Source: Walsh, G.; Mitchell, V.-W. (2005): Consumers Vulnerable to Perceived Product Similarity
Problems: Scale Development and Identification, Journal of Macromarketing, 25 (2), 140-152.
2009 ECR Baltic Forum, Riga, October 29, 2009 Prof. G Walsh 13
14. Study 1
- Interviewees received a tin of Isana Crème and asked if
they believed that Isana Creme and Nivea Creme were
made by the same manufacturer.
Private label brand shown Manufacturer brand
during the interviews (original)
(copy)
43% said „no‟ / 31% „don‟t know‟ / 26% „yes‟
2009 ECR Baltic Forum, Riga, October 29, 2009 Prof. G Walsh 14
15. Study 1
Private label brand shown Manufacturer brand
during the interviews (original)
Finding: (copy)
PLB can cause perceived product similarity,
which can benefit retailers but hurt customers.
Legal responses?
2009 ECR Baltic Forum, Riga, October 29, 2009 Prof. G Walsh 15
16. Sample 2 (PLB-offer-numerous-benefits hypothesis)
- Primary data were collected in Germany.
- The questionnaire was pre-tested with N = 38 consumers.
- Two surveys were carried out in two major western
German cities.
- Two samples – total of N = 642 face-to-face interviews.
- Four product categories (cookies, chocolate bar, granola bar,
canned sweet corn).
- Regression Analysis.
Source: Walsh, G.; Mitchell, V.-W. (2008): Determinants of the Intention to buy Private Label
Brands – A Revised Perspective, in: Robinson, L. (Ed.), Proceedings Developments in Marketing
Science, AMS 2008 Annual Conference, Vancouver (Kanada).
2009 ECR Baltic Forum, Riga, October 29, 2009 Prof. G Walsh 16
17. Sample 2 – The Model
Attitude Toward
Private Label
Brands
Brand
Consciousness
CPV Factor 1:
Quality
CPV Factor 2: Intention to Buy
Emotional Private-Label
Consumer Perceived
Brands
Value
CPV Factor 3:
Price
CPV Factor 4:
Social
2009 ECR Baltic Forum, Riga, October 29, 2009 Prof. G Walsh 17
18. Sample 2 – The Model
Attitude Toward
Private Label
Brands
Brand
Consciousness
CPV Factor 1:
Quality
CPV Factor 2: Intention to Buy
Emotional Private-Label
Brands
CPV Factor 3:
Price
CPV Factor 4:
Social
CPV = Consumer Perceived Value
2009 ECR Baltic Forum, Riga, October 29, 2009 Prof. G Walsh 18
19. Study 2 – Results
Attitude Toward
Private Label
Brands
Brand
Consciousness
CPV Factor 1:
Quality
CPV Factor 2: Intention to Buy
Emotional Private-Label
Consumer Perceived
Brands
Value
CPV Factor 3:
Price
CPV Factor 4:
Social
bold arrows = significant effect
2009 ECR Baltic Forum, Riga, October 29, 2009 Prof. G Walsh 19
20. Conclusion
- Study 1: Fine line between legitimate retail brand and
trademark infringement.
- Study 2 specifies new drivers of intention to buy PLB and
shows their differential impact.
- Quality-related value, emotional value and price-
related value are drivers of intention to buy PLB.
- Implication: enhance the social value of PLB, either
through communications or through more premium
ranges of PLB which are consumed in social situations.
- Future research: test our model to see if the findings
hold in other countries
- …
2009 ECR Baltic Forum, Riga, October 29, 2009 Prof. G Walsh 20