This document summarizes an OECD report on the French economy. It finds that while well-being is high in France, per capita growth has been weak for some time and unemployment remains high, especially among youth. It recommends that France speed up structural reforms to improve growth prospects, lower public spending substantially in the medium term to reduce taxes, reform the inflexible labor market, and strengthen vocational education. Fully implementing ambitious structural reforms across these areas could boost France's GDP by up to 4% by 2025.
This document summarizes an internship under Professor Sameer Mathur of IIM Lucknow. The internship covered topics like presentation skills, marketing insights, and case study analyses. Modules included understanding marketing management, developing strategies, communicating value, and sustaining growth. A case study on Micromax analyzed its success in India through innovations, affordable products, brand building, and customization. Brand management is shifting from product brands to trusted brands as information access increases customer power over channels and retailers.
Polarizing brands are those with both passionate fans and critics. Marketers at Kraft found their Miracle Whip dressing was strongly polarizing, with many loving it and others detesting it. In 2011, Kraft launched an ad campaign that embraced this polarization by featuring celebrities who either praised or criticized Miracle Whip. The strategy worked, generating a 631% surge in social media mentions and a 14% sales increase. More broadly, while polarizing brands tend to perform poorly in traditional metrics, they can thrive by capitalizing on polarization through strategies like placating critics, amplifying polarizing attributes, or driving wedges in the market to create polarization.
What marketers misunderstand about online reviews Sameer Mathur
Asustek, a Taiwanese electronics manufacturer, saw great success with its Asus-branded laptops and tablets after ignoring doubters and developing products under its own brand. This success shows how user reviews now play a dominant role in purchase decisions (O influence) over marketer messages (M influence) and prior preferences (P influence). Companies must understand where their products fall on the O continuum to address competitive positioning, communications, research, and segmentation strategies. As consumer reliance on user reviews increases, traditional marketing approaches are less effective, and new approaches like analyzing social media are more important.
A brand is forever ! A framework for Revitalizing Declining and Dead brandsSameer Mathur
This document provides guidelines for revitalizing declining brands. It defines key terms like brand equity, brand decline, and brand revival. Common causes of brand decline are discussed, such as compromising on quality, price increases without added value, neglecting the brand, and losing the target market. The document also examines the product life cycle and product evolutionary cycle models. It provides examples of brands that declined and were able to revive by reconnecting with their original target markets and brand identities. The document concludes with criteria for determining if a brand is worth reviving and guidelines for taking a long-term perspective through repositioning while resisting short-term tendencies to milk the brand.
This document summarizes an OECD report on the French economy. It finds that while well-being is high in France, per capita growth has been weak for some time and unemployment remains high, especially among youth. It recommends that France speed up structural reforms to improve growth prospects, lower public spending substantially in the medium term to reduce taxes, reform the inflexible labor market, and strengthen vocational education. Fully implementing ambitious structural reforms across these areas could boost France's GDP by up to 4% by 2025.
This document summarizes an internship under Professor Sameer Mathur of IIM Lucknow. The internship covered topics like presentation skills, marketing insights, and case study analyses. Modules included understanding marketing management, developing strategies, communicating value, and sustaining growth. A case study on Micromax analyzed its success in India through innovations, affordable products, brand building, and customization. Brand management is shifting from product brands to trusted brands as information access increases customer power over channels and retailers.
Polarizing brands are those with both passionate fans and critics. Marketers at Kraft found their Miracle Whip dressing was strongly polarizing, with many loving it and others detesting it. In 2011, Kraft launched an ad campaign that embraced this polarization by featuring celebrities who either praised or criticized Miracle Whip. The strategy worked, generating a 631% surge in social media mentions and a 14% sales increase. More broadly, while polarizing brands tend to perform poorly in traditional metrics, they can thrive by capitalizing on polarization through strategies like placating critics, amplifying polarizing attributes, or driving wedges in the market to create polarization.
What marketers misunderstand about online reviews Sameer Mathur
Asustek, a Taiwanese electronics manufacturer, saw great success with its Asus-branded laptops and tablets after ignoring doubters and developing products under its own brand. This success shows how user reviews now play a dominant role in purchase decisions (O influence) over marketer messages (M influence) and prior preferences (P influence). Companies must understand where their products fall on the O continuum to address competitive positioning, communications, research, and segmentation strategies. As consumer reliance on user reviews increases, traditional marketing approaches are less effective, and new approaches like analyzing social media are more important.
A brand is forever ! A framework for Revitalizing Declining and Dead brandsSameer Mathur
This document provides guidelines for revitalizing declining brands. It defines key terms like brand equity, brand decline, and brand revival. Common causes of brand decline are discussed, such as compromising on quality, price increases without added value, neglecting the brand, and losing the target market. The document also examines the product life cycle and product evolutionary cycle models. It provides examples of brands that declined and were able to revive by reconnecting with their original target markets and brand identities. The document concludes with criteria for determining if a brand is worth reviving and guidelines for taking a long-term perspective through repositioning while resisting short-term tendencies to milk the brand.
Yoga originated in ancient India and has since spread worldwide. There are differing views on commercializing yoga. Bikram Choudhury trademarked his hot yoga sequence, aggressively pursuing perceived copycats. In contrast, Tara Stiles took a relaxed approach, making yoga accessible through social media without religious or proprietary claims. The Hindu American Foundation believes yoga's roots in Hindu philosophy should be acknowledged, not that practitioners must convert, while others argue yoga predates and is separate from religions. Overall, commercialization can promote yoga's benefits, but its origins and connections to Hinduism remain topics of discussion.
Gino sa distribution management channelSameer Mathur
Gino SA is a large burner manufacturer that sells 95% of its products in China through three major distributors. The current issue is whether Gino should start an OEM relationship with Feima, one of the distributors, which could damage relationships with other distributors. Four solutions are analyzed: 1) maintain all relationships but risk loss of control, 2) continue only with Feima but no growth, 3) start OEM with Feima but risk other relationships, 4) start OEM with Feima along with initiatives to satisfy other distributors like establishing a local warehouse. A financial analysis shows Solution 4 would be most profitable and achieve long term goals while balancing relationships.
Dove is a skincare brand owned by Unilever that was launched in 1957. In the 1970s, Dove increased in popularity as a milder soap. In the 2000s, Dove launched campaigns promoting "real beauty" by featuring ordinary women. This helped shift perceptions of beauty away from unrealistic standards. Dove also began the Self Esteem Project in 2002 to help raise girls' self-confidence. Through its campaigns and focus on diversity, Dove has grown its brand value while also facing some controversies related to Unilever's other brands.
This document discusses Saxonville Sausage Company, a 70-year old family-owned business that generates $1.5 billion in annual revenue. Their top product is bratwurst, which accounts for 70% of sales, though sales have been declining. Their Italian sausage brand Vivo currently has a 16% market share in the Eastern US. The document assesses Vivo's strengths and weaknesses, and recommends segmenting and targeting loyal customers and strong Italian sausage markets. It also suggests positioning concepts centered around family, love, balance or creative cooking to differentiate Vivo and drive growth.
What is communication mix and how should it be setSameer Mathur
The document discusses the marketing communications mix, which consists of eight major communication models: advertising, sales promotion, public relations, events and experiences, direct marketing, interactive marketing, word-of-mouth marketing, and personal selling. When choosing a marketing communications mix, marketers must consider the advantages and costs of each tool as well as factors like the product, market, consumer readiness, and stage in the product lifecycle. The optimal mix depends on examining these distinctive qualities and determining what will most effectively introduce, build enthusiasm for, and remind consumers about the company and its products.
What are the major steps in developing effective communicationSameer Mathur
The major steps in developing effective communication are:
1. Identify the target audience and their characteristics.
2. Determine the communication objectives such as creating brand awareness, improving brand attitude, or increasing purchase intention.
3. Design the communication strategy by formulating appealing messages aligned with the brand positioning, developing creative strategies to convey product benefits or image, and selecting appropriate message sources.
4. Select the appropriate communication channels to deliver the messages, which may include personal channels like salespeople or advocates, expert channels, social channels, and non-personal channels like advertising.
5. Establish the total marketing communication budget using methods like allocating a percentage of sales, matching competitors' spending, or bas
Marketing communications work through models that describe the communication process between senders and receivers. The macro model outlines key factors like the sender, receiver, message, media, encoding, decoding, feedback, and potential interference. Micro models examine consumer responses in cognitive, affective, and behavior stages, like the AIDA, hierarchy-of-effects, and innovation-adoption models. Effective communication requires understanding the audience and their expected responses to tailor the message.
This document discusses strategies for branding new products and developing a branding portfolio. There are three main branding strategies: individual brand names, a corporate umbrella name, or a sub-brand name. A "house of brands" strategy uses individual brands while a "branded house" strategy uses a corporate umbrella name. Brand portfolios include flagship brands, cash cow brands for profitability with low marketing, low-end entry brands, and high-end prestige brands. Brand extensions, like line extensions or category extensions, can improve new product success but risk brand dilution. Developing the right branding strategy is important for introducing new products and building a brand portfolio.
What are the key issues with e commerce and m-commerceSameer Mathur
E-commerce uses websites to sell products and services online, providing convenience for customers. Online retailers compete based on customer experience on the website, delivery capabilities, and problem resolution. Pure-click companies launched solely as online retailers, while brick-and-click companies added e-commerce to existing physical stores. Key inhibitors to online shopping include lack of experience, social interaction, and personal consultation. M-commerce through smartphones and PDAs is increasingly important.
How should comapnies integrate channels and manage conflictsSameer Mathur
This document discusses managing integrated marketing channels and conflicts between channels. It describes vertical marketing systems where producers, wholesalers and retailers work as a unified system. It also discusses horizontal marketing systems where unrelated companies pool resources for new opportunities. The benefits of integrated channels are increased coverage, lower costs and customized selling, but new channels can introduce conflicts over control and cooperation. It identifies types of channel conflicts and their causes, and provides strategies for managing conflicts, such as strategic justification, dual compensation and employee exchange programs.
What decisions do companies face in managing their channelsSameer Mathur
This document discusses key decisions companies face in managing their marketing channels. It identifies six main channel-management decisions: 1) selecting channel members, 2) training and motivating channel members, 3) evaluating channel members, 4) modifying channel design and arrangements over time, 5) adding or dropping individual members, and 6) considering global channel opportunities and challenges. It emphasizes the importance of viewing channel members as partners, determining their needs, and providing superior value to build strong channel relationships.
This document discusses designing and managing integrated marketing channels. It states that marketers should analyze customer needs, establish channel objectives and constraints, and identify and evaluate major channel alternatives. It notes that channels produce five service outputs: lot size, waiting and delivery time, spatial convenience, product variety, and service backup. Objectives and constraints vary based on market segments, product characteristics, and the larger environment. When identifying alternatives, each channel has unique strengths and weaknesses, and alternatives differ in types of intermediaries, number of intermediaries, and terms and responsibilities. Evaluation of alternatives considers the different levels of sales and costs each will produce.
What work do marketing channels performSameer Mathur
This document discusses marketing channels and their functions. It explains that marketing channels work to move goods from producers to consumers by overcoming time, place and possession gaps. Intermediaries perform important functions like gathering customer information, promotion, negotiating prices and terms, financing inventory, and facilitating the transfer of ownership. Channels can have different levels depending on the number of intermediaries involved, from zero-level direct sales to three-level channels. Producers often rely on intermediaries for their expertise, resources and ability to make goods widely accessible to target markets more effectively and efficiently than going it alone.
What is a marketing channel system and value networkSameer Mathur
A marketing channel is a set of interdependent organizations involved in making a product available to consumers. Channel decisions are critical as channels must serve existing markets and create new ones. Firms must decide whether to use a push or pull strategy to induce intermediaries to carry and promote products. A combination is often most effective. Hybrid and multichannel marketing involve using multiple channels to target different customer segments through the right products, places, and communication. A value network includes a firm's suppliers, customers, and partnerships that help source, enhance, and deliver offerings.
Yoga originated in ancient India and has since spread worldwide. There are differing views on commercializing yoga. Bikram Choudhury trademarked his hot yoga sequence, aggressively pursuing perceived copycats. In contrast, Tara Stiles took a relaxed approach, making yoga accessible through social media without religious or proprietary claims. The Hindu American Foundation believes yoga's roots in Hindu philosophy should be acknowledged, not that practitioners must convert, while others argue yoga predates and is separate from religions. Overall, commercialization can promote yoga's benefits, but its origins and connections to Hinduism remain topics of discussion.
Gino sa distribution management channelSameer Mathur
Gino SA is a large burner manufacturer that sells 95% of its products in China through three major distributors. The current issue is whether Gino should start an OEM relationship with Feima, one of the distributors, which could damage relationships with other distributors. Four solutions are analyzed: 1) maintain all relationships but risk loss of control, 2) continue only with Feima but no growth, 3) start OEM with Feima but risk other relationships, 4) start OEM with Feima along with initiatives to satisfy other distributors like establishing a local warehouse. A financial analysis shows Solution 4 would be most profitable and achieve long term goals while balancing relationships.
Dove is a skincare brand owned by Unilever that was launched in 1957. In the 1970s, Dove increased in popularity as a milder soap. In the 2000s, Dove launched campaigns promoting "real beauty" by featuring ordinary women. This helped shift perceptions of beauty away from unrealistic standards. Dove also began the Self Esteem Project in 2002 to help raise girls' self-confidence. Through its campaigns and focus on diversity, Dove has grown its brand value while also facing some controversies related to Unilever's other brands.
This document discusses Saxonville Sausage Company, a 70-year old family-owned business that generates $1.5 billion in annual revenue. Their top product is bratwurst, which accounts for 70% of sales, though sales have been declining. Their Italian sausage brand Vivo currently has a 16% market share in the Eastern US. The document assesses Vivo's strengths and weaknesses, and recommends segmenting and targeting loyal customers and strong Italian sausage markets. It also suggests positioning concepts centered around family, love, balance or creative cooking to differentiate Vivo and drive growth.
What is communication mix and how should it be setSameer Mathur
The document discusses the marketing communications mix, which consists of eight major communication models: advertising, sales promotion, public relations, events and experiences, direct marketing, interactive marketing, word-of-mouth marketing, and personal selling. When choosing a marketing communications mix, marketers must consider the advantages and costs of each tool as well as factors like the product, market, consumer readiness, and stage in the product lifecycle. The optimal mix depends on examining these distinctive qualities and determining what will most effectively introduce, build enthusiasm for, and remind consumers about the company and its products.
What are the major steps in developing effective communicationSameer Mathur
The major steps in developing effective communication are:
1. Identify the target audience and their characteristics.
2. Determine the communication objectives such as creating brand awareness, improving brand attitude, or increasing purchase intention.
3. Design the communication strategy by formulating appealing messages aligned with the brand positioning, developing creative strategies to convey product benefits or image, and selecting appropriate message sources.
4. Select the appropriate communication channels to deliver the messages, which may include personal channels like salespeople or advocates, expert channels, social channels, and non-personal channels like advertising.
5. Establish the total marketing communication budget using methods like allocating a percentage of sales, matching competitors' spending, or bas
Marketing communications work through models that describe the communication process between senders and receivers. The macro model outlines key factors like the sender, receiver, message, media, encoding, decoding, feedback, and potential interference. Micro models examine consumer responses in cognitive, affective, and behavior stages, like the AIDA, hierarchy-of-effects, and innovation-adoption models. Effective communication requires understanding the audience and their expected responses to tailor the message.
This document discusses strategies for branding new products and developing a branding portfolio. There are three main branding strategies: individual brand names, a corporate umbrella name, or a sub-brand name. A "house of brands" strategy uses individual brands while a "branded house" strategy uses a corporate umbrella name. Brand portfolios include flagship brands, cash cow brands for profitability with low marketing, low-end entry brands, and high-end prestige brands. Brand extensions, like line extensions or category extensions, can improve new product success but risk brand dilution. Developing the right branding strategy is important for introducing new products and building a brand portfolio.
What are the key issues with e commerce and m-commerceSameer Mathur
E-commerce uses websites to sell products and services online, providing convenience for customers. Online retailers compete based on customer experience on the website, delivery capabilities, and problem resolution. Pure-click companies launched solely as online retailers, while brick-and-click companies added e-commerce to existing physical stores. Key inhibitors to online shopping include lack of experience, social interaction, and personal consultation. M-commerce through smartphones and PDAs is increasingly important.
How should comapnies integrate channels and manage conflictsSameer Mathur
This document discusses managing integrated marketing channels and conflicts between channels. It describes vertical marketing systems where producers, wholesalers and retailers work as a unified system. It also discusses horizontal marketing systems where unrelated companies pool resources for new opportunities. The benefits of integrated channels are increased coverage, lower costs and customized selling, but new channels can introduce conflicts over control and cooperation. It identifies types of channel conflicts and their causes, and provides strategies for managing conflicts, such as strategic justification, dual compensation and employee exchange programs.
What decisions do companies face in managing their channelsSameer Mathur
This document discusses key decisions companies face in managing their marketing channels. It identifies six main channel-management decisions: 1) selecting channel members, 2) training and motivating channel members, 3) evaluating channel members, 4) modifying channel design and arrangements over time, 5) adding or dropping individual members, and 6) considering global channel opportunities and challenges. It emphasizes the importance of viewing channel members as partners, determining their needs, and providing superior value to build strong channel relationships.
This document discusses designing and managing integrated marketing channels. It states that marketers should analyze customer needs, establish channel objectives and constraints, and identify and evaluate major channel alternatives. It notes that channels produce five service outputs: lot size, waiting and delivery time, spatial convenience, product variety, and service backup. Objectives and constraints vary based on market segments, product characteristics, and the larger environment. When identifying alternatives, each channel has unique strengths and weaknesses, and alternatives differ in types of intermediaries, number of intermediaries, and terms and responsibilities. Evaluation of alternatives considers the different levels of sales and costs each will produce.
What work do marketing channels performSameer Mathur
This document discusses marketing channels and their functions. It explains that marketing channels work to move goods from producers to consumers by overcoming time, place and possession gaps. Intermediaries perform important functions like gathering customer information, promotion, negotiating prices and terms, financing inventory, and facilitating the transfer of ownership. Channels can have different levels depending on the number of intermediaries involved, from zero-level direct sales to three-level channels. Producers often rely on intermediaries for their expertise, resources and ability to make goods widely accessible to target markets more effectively and efficiently than going it alone.
What is a marketing channel system and value networkSameer Mathur
A marketing channel is a set of interdependent organizations involved in making a product available to consumers. Channel decisions are critical as channels must serve existing markets and create new ones. Firms must decide whether to use a push or pull strategy to induce intermediaries to carry and promote products. A combination is often most effective. Hybrid and multichannel marketing involve using multiple channels to target different customer segments through the right products, places, and communication. A value network includes a firm's suppliers, customers, and partnerships that help source, enhance, and deliver offerings.