This document provides a global marketing plan for introducing the Korean cosmetic brand IOPE into the Australian market. It begins with an executive summary and overview of the company and product. It then analyzes the political, economic, sociocultural and technological environment in Australia. Market segmentation identifies primary and secondary target segments. Objectives are to increase sales and market share while elevating the brand. Strategies address product positioning, pricing, distribution, and promotional communication tactics to successfully launch IOPE in Australia.
Nestle has had a presence in India since 1912 and responded to India's call for local production by establishing its first factory in 1961. It helped transform the local economy and established milk collection centers to ensure fair prices for farmers. Nestle uses a geocentric pricing policy and engages in promotions like sports sponsorships to promote brands like Milo. It distributes products nationally and internationally using various transportation methods and has a supply chain with raw material and finished goods departments. Nestle also has various joint ventures around the world, including expanding a previous joint venture with Coca-Cola and establishing Cereal Partners Worldwide with General Mills.
Colgate-Palmolive Competitive AnalysisAvalon Jones
Competitive analysis of Colgate-Palmolive, with a focus on Tom's of Maine natural toothpaste. Salient competitors: Jason Natural, Arm & Hammer, Crest. References include the sustainability reports of Hain Celestial, Church & Dwight, Procter & Gamble, and Colgate-Palmolive. Techniques include SWOT analysis and Value Innovation Curves.
3M is an American conglomerate company based in St. Paul, Minnesota that employs around 90,000 people globally. It has sales of over $30 billion annually from its portfolio of over 55,000 products that are sold in over 200 countries. 3M is considered the most innovative company in the world due to its culture that encourages creativity and allows staff to spend 15% of their time exploring new ideas. This open culture of innovation has led to the development of major products and brands like Post-It Notes, Scotch tape, and Thinsulate insulation.
Lush effectively segments its market through geographic, demographic, psychographic, and behavioral factors. Geographically, it has stores globally but focuses on urban areas. Demographically, its target is ages 18+ who care about environmental and social issues. Psychographically, its customers are middle-to-upper class strivers and achievers interested in ethical purchases. Behaviorally, Lush understands customer benefits, occasions, and loyalty. Through natural products, customer service, and cause marketing, Lush creates value for its informed, passionate customer base, leading to its success growing from 1 store to over 500 globally.
The case study was given to us by our Professor in Business Policy and Strategy where we were to analyze Patagonia's achievements and successes as well as their downfalls, and give them new ways to expand their business. We took a look at they're corporate strategies, finances, and sales, and then provided feedback with data for where they should ultimately take their company which was described in the case analysis that was given to us.
The document provides a summary of the Brand Asset Valuator (BAV) analysis conducted for Colgate and its competitors (Pepsodent, Close Up, Anchor, Dabur) in India. A questionnaire was used to collect data from 31 respondents on the four BAV pillars: differentiation, relevance, esteem, and knowledge. Scores were calculated for each brand on each pillar. The analysis found that Colgate has the highest scores for relevance and esteem. On the BAV power grid, Colgate is in the leadership category. Pepsodent and Close Up were found to be declining brands, while Anchor is unfocused and Dabur has low brand stature. The BAV provided insights
Buckmeister's proposal of using on-site customer feedback cards is recommended. Feedback cards can provide real-time customer preferences cost-effectively. Descriptive research techniques will be used, including quantitative observation methods like an NPS survey. Primary data sources are interviews, surveys, and social media monitoring. The expected outcomes are insights into customer preferences, purchasing decisions, and behaviors to identify areas for menu, marketing, and promotional improvements.
Colgate palmolive company the precision toothbrush case studyYash B.
Colgate-Palmolive is launching a new precision toothbrush to compete in the highly competitive toothbrush market. They developed a unique brush with three different length bristles shown to remove 35% more plaque. Susan Steinberg must determine positioning, branding, and communications strategies. Key issues are how to position precision, set the advertising budget, and develop a profit plan. Research showed claims of preventing gum disease drove purchase intent. Competition from Oral-B, Reach and others will be tough given their innovation, endorsements, and claims.
Nestle has had a presence in India since 1912 and responded to India's call for local production by establishing its first factory in 1961. It helped transform the local economy and established milk collection centers to ensure fair prices for farmers. Nestle uses a geocentric pricing policy and engages in promotions like sports sponsorships to promote brands like Milo. It distributes products nationally and internationally using various transportation methods and has a supply chain with raw material and finished goods departments. Nestle also has various joint ventures around the world, including expanding a previous joint venture with Coca-Cola and establishing Cereal Partners Worldwide with General Mills.
Colgate-Palmolive Competitive AnalysisAvalon Jones
Competitive analysis of Colgate-Palmolive, with a focus on Tom's of Maine natural toothpaste. Salient competitors: Jason Natural, Arm & Hammer, Crest. References include the sustainability reports of Hain Celestial, Church & Dwight, Procter & Gamble, and Colgate-Palmolive. Techniques include SWOT analysis and Value Innovation Curves.
3M is an American conglomerate company based in St. Paul, Minnesota that employs around 90,000 people globally. It has sales of over $30 billion annually from its portfolio of over 55,000 products that are sold in over 200 countries. 3M is considered the most innovative company in the world due to its culture that encourages creativity and allows staff to spend 15% of their time exploring new ideas. This open culture of innovation has led to the development of major products and brands like Post-It Notes, Scotch tape, and Thinsulate insulation.
Lush effectively segments its market through geographic, demographic, psychographic, and behavioral factors. Geographically, it has stores globally but focuses on urban areas. Demographically, its target is ages 18+ who care about environmental and social issues. Psychographically, its customers are middle-to-upper class strivers and achievers interested in ethical purchases. Behaviorally, Lush understands customer benefits, occasions, and loyalty. Through natural products, customer service, and cause marketing, Lush creates value for its informed, passionate customer base, leading to its success growing from 1 store to over 500 globally.
The case study was given to us by our Professor in Business Policy and Strategy where we were to analyze Patagonia's achievements and successes as well as their downfalls, and give them new ways to expand their business. We took a look at they're corporate strategies, finances, and sales, and then provided feedback with data for where they should ultimately take their company which was described in the case analysis that was given to us.
The document provides a summary of the Brand Asset Valuator (BAV) analysis conducted for Colgate and its competitors (Pepsodent, Close Up, Anchor, Dabur) in India. A questionnaire was used to collect data from 31 respondents on the four BAV pillars: differentiation, relevance, esteem, and knowledge. Scores were calculated for each brand on each pillar. The analysis found that Colgate has the highest scores for relevance and esteem. On the BAV power grid, Colgate is in the leadership category. Pepsodent and Close Up were found to be declining brands, while Anchor is unfocused and Dabur has low brand stature. The BAV provided insights
Buckmeister's proposal of using on-site customer feedback cards is recommended. Feedback cards can provide real-time customer preferences cost-effectively. Descriptive research techniques will be used, including quantitative observation methods like an NPS survey. Primary data sources are interviews, surveys, and social media monitoring. The expected outcomes are insights into customer preferences, purchasing decisions, and behaviors to identify areas for menu, marketing, and promotional improvements.
Colgate palmolive company the precision toothbrush case studyYash B.
Colgate-Palmolive is launching a new precision toothbrush to compete in the highly competitive toothbrush market. They developed a unique brush with three different length bristles shown to remove 35% more plaque. Susan Steinberg must determine positioning, branding, and communications strategies. Key issues are how to position precision, set the advertising budget, and develop a profit plan. Research showed claims of preventing gum disease drove purchase intent. Competition from Oral-B, Reach and others will be tough given their innovation, endorsements, and claims.
Colgate has been in business since 1806 starting as a soap and candle company. It introduced toothpaste in jars in 1873 and collapsible tubes in 1896. Today it focuses on oral care, personal care, home care, and pet nutrition, selling products in over 200 countries. Colgate promotes its toothpaste, toothpowder, and mouthwash through innovative packaging and advertising strategies. It has implemented successful marketing strategies like partnering with dentists and targeting rural markets for growth. While it faces competition and pressure to lower prices, Colgate remains a market-leading brand with high visibility and customer loyalty due to its long history and financial strength.
Loreal in China: Strategies for the Yue Sai BrandAnkit Sen
L'Oreal acquired the Chinese skincare brand Yue Sai but has faced challenges in effectively positioning and marketing the brand. Some key issues include an uncertain business model, reduced brand visibility, and lack of motivation among L'Oreal employees in China. To address these, the document recommends that L'Oreal associate its name more closely with Yue Sai to increase brand awareness and customer acceptance. It also suggests strengthening promotions utilizing Chinese social media and traditional Chinese medicine values, while exploring new product categories and markets.
Since the early 1990s, developing countries have been the fastest-growing market in the world for most products and services. Companies can lower costs by setting up manufacturing facilities and service centers in those areas, where skilled labor and trained managers are relatively inexpensive.If Western companies don’t develop strategies for engaging across their value chains with developing countries, they are unlikely to remain competitive for long.Companies that choose new markets systematically often use tools like country portfolio analysis and political risk assessment, which chiefly focus on the potential profits from doing business in developing countries but leave out essential information about the soft infrastructures there.
This document discusses Nokia's current marketing strategy. It provides information on Nokia's mission, vision, board of directors, and an overview of its market share and competition. It also analyzes Nokia's strengths, weaknesses, opportunities, and threats. Some of Nokia's main weaknesses identified include aiming products at a saturated market and higher costs. The document discusses Nokia's product life cycle and recommends finding a new market segment to target. It provides details on Nokia's current pricing, segmentation, and market research strategies.
Nestlé is the world's largest food and beverage company with over 2,000 brands. In the UK, Nestlé is strongly associated with confectionary, coffee, and cereal brands like KitKat, Nescafé, and Shreddies. While Nestlé has negative perceptions due to past issues, it maintains a 15% market share in confectionary through strong branding of popular brands. Nestlé uses brand acquisitions and innovations to enhance its image and limit competitive threats.
- 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.
1. P&G was pursuing a differentiation strategy focused on R&D and new product development. However, during a recession consumers switched to cheaper private label brands, and rivals cut costs and prices faster than P&G.
2. When Lafley returned to P&G, he launched the Connect + Develop strategy to partner with outside researchers to cut R&D costs and avoid being "stuck in the middle". This allowed P&G to continue innovating successfully.
3. To improve P&G's strategic position, the assistant recommends focusing on international expansion and promotions of products developed through Connect + Develop, which could increase sales without large additional costs. This would allow P&G to maintain innovation while
Blue Ocean Strategy @ Samsung – Galaxy Note Series created Phablet SegmentRajesh Prabhakar
Samsung adopted the blue ocean strategy of creating new, uncontested markets through innovation with its Galaxy Note series of phablets. Samsung invested heavily in R&D to develop new products like the Note, which helped grow the company into a global powerhouse. The Note series created the phablet market segment for smartphones with screens over 6.5 inches. By eliminating the need for separate phones and tablets, the Note was a classic example of value innovation that enhanced functionality. Samsung has sold over 40 million Galaxy Note devices, dominating the phablet market it created and giving Apple strong competition in the smartphone and tablet spaces.
The Indian telecommunications sector has experienced rapid growth in recent years and become the third largest market globally. A PESTEL analysis was conducted to analyze the key political, economic, social, technological, legal and environmental factors influencing the industry. Politically, reforms since the 1980s have opened the sector to private players. Economically, revenue and GDP contribution have increased significantly. Socially, changing lifestyles and rural connectivity have impacted demand. Technologically, advances like 3G and new standards have been adopted. Legally, regulations have evolved with the Telecom Regulatory Authority of India now overseeing the sector. Environmentally, operators are focusing more on reducing electronic waste and emissions.
The document discusses the product life cycle and how Netflix successfully managed its product cycle. It started as a DVD rental service by mail in 1997 which grew rapidly, introducing a subscription model in 1999. In 2007, it launched streaming services marking the introduction of a new product. By 2010, streaming had surpassed DVD rentals in traffic and subscribers. Today, Netflix has over 200 million paying subscribers and continues to grow, showing it has not yet reached maturity in its product life cycle through strategic expansion into original content and interactive storytelling.
Final Presentation on Procter and GambleRishiraj Das
The document is a presentation on Procter & Gamble by Rishiraj Das. It includes an acknowledgement section thanking mentors for their support. The contents section outlines the various topics to be covered in the presentation, including sectoral information, company information, marketing strategy, business finance, human resource management, and a conclusion. Under sectoral information, it provides details on the FMCG sector's contribution to the Indian and world economies, historical growth patterns, and a PEST analysis. Company information includes an overview of P&G's history and promoters, market share, product offerings, and competitor analysis.
About Nestle - sector, leadership
Organization culture - unique characteristics
Appraisal system - Performance Evaluation
Type of organization structure
Managing workforce diversity
Training, Learning and development practices
Employee friendly practices
Cross cultural training if any
Other relevant details about the company.
Stretagies that fit Emerging Markets,
International Business Strategies which are suitalbe for developing countries to attract the international investors
This document discusses Uniqlo's business strategies using various frameworks. It analyzes Uniqlo's strengths, weaknesses, opportunities, and threats in an SWOT analysis. It also examines the five competitive forces Uniqlo faces according to Porter's model. Additionally, it maps out Uniqlo's business model using a Business Model Canvas and proposes a Blue Ocean Strategy to differentiate Uniqlo from competitors like Zara. Finally, it considers ways Uniqlo can apply the ERRC grid to eliminate problems and create new value in the fast fashion industry.
Gillette aired a new ad campaign called "The Best Men Can Be" in January 2019 in response to the #MeToo movement. The ad depicts instances of toxic masculinity and asks men to help stop such behaviors. It received mixed reactions, with some praising Gillette for addressing social issues while others vowed to boycott the brand. Data showed the ad significantly increased online conversations about Gillette and had the biggest impact among women, though purchase intent did not increase much. While most early reactions were positive, sentiment turned negative over time. Gillette defended the campaign as sparking necessary discussion toward positive change.
Henry Nestle founded Nestle in the 1860s by inventing infant formula. It has since grown to be one of the largest food and beverage companies in the world with over 2000 brands operating in 86 countries. Nestle commits to providing quality food and nutrition across many categories including baby food, bottled water, coffee, dairy, and pet care. The company emphasizes decentralization, flat structures, and empowering employees to make decisions to allow for quick responses to changes.
Google has diversified its business beyond its core search engine operations through strategic acquisitions and investments in new technologies. It restructured into a holding company called Alphabet to separate these diverse ventures. Alphabet's founders Larry Page and Sergey Brin have taken a visionary leadership approach, delegating responsibilities while continuing to fund innovative projects through their Moonshot Factory. Google remains Alphabet's most profitable core business through its dominant search engine and highly effective online advertising platforms.
The document summarizes information about Amore Pacific, a South Korean cosmetics manufacturer. It provides details about the company's philosophy, vision, business environment, SWOT analysis, and marketing mix (4Ps). The SWOT analysis identifies strengths such as R&D investment and brand image, weaknesses like high material costs, opportunities like government support, and threats like increased foreign competition. The 4Ps section covers Amore Pacific's product differentiation, pricing strategy, promotional activities, and distribution channels. A BCG matrix classifies the company's divisions.
This document describes a structured process for selecting new export markets. It involves three steps:
1. Wide screening of potential markets based on general factors like purchasing power and infrastructure to identify relevant markets.
2. Fine screening of relevant markets across two dimensions: market attractiveness factors and the company's competitiveness in that market. This identifies the most attractive and suitable segments.
3. Evaluation of markets using a matrix to assess attractiveness and competitiveness, identifying core markets with the largest potential as high in both dimensions. Non-interesting markets are low in both. The tool provides a framework to locate markets for the company's best potential and optimal resource utilization.
This document discusses the fiscal positions and deficits of countries acceding to the European Union. It finds that most acceding countries are arriving with unstable fiscal positions and high budget deficits. The document analyzes how EU transfers and expenditures required for accession will impact the fiscal situations of these countries. It calculates the net financial position of each country based on EU transfers versus contributions to determine the overall fiscal effect of accession. The key finding is that negotiated EU transfers will barely cover the new budget obligations required for accession.
Colgate has been in business since 1806 starting as a soap and candle company. It introduced toothpaste in jars in 1873 and collapsible tubes in 1896. Today it focuses on oral care, personal care, home care, and pet nutrition, selling products in over 200 countries. Colgate promotes its toothpaste, toothpowder, and mouthwash through innovative packaging and advertising strategies. It has implemented successful marketing strategies like partnering with dentists and targeting rural markets for growth. While it faces competition and pressure to lower prices, Colgate remains a market-leading brand with high visibility and customer loyalty due to its long history and financial strength.
Loreal in China: Strategies for the Yue Sai BrandAnkit Sen
L'Oreal acquired the Chinese skincare brand Yue Sai but has faced challenges in effectively positioning and marketing the brand. Some key issues include an uncertain business model, reduced brand visibility, and lack of motivation among L'Oreal employees in China. To address these, the document recommends that L'Oreal associate its name more closely with Yue Sai to increase brand awareness and customer acceptance. It also suggests strengthening promotions utilizing Chinese social media and traditional Chinese medicine values, while exploring new product categories and markets.
Since the early 1990s, developing countries have been the fastest-growing market in the world for most products and services. Companies can lower costs by setting up manufacturing facilities and service centers in those areas, where skilled labor and trained managers are relatively inexpensive.If Western companies don’t develop strategies for engaging across their value chains with developing countries, they are unlikely to remain competitive for long.Companies that choose new markets systematically often use tools like country portfolio analysis and political risk assessment, which chiefly focus on the potential profits from doing business in developing countries but leave out essential information about the soft infrastructures there.
This document discusses Nokia's current marketing strategy. It provides information on Nokia's mission, vision, board of directors, and an overview of its market share and competition. It also analyzes Nokia's strengths, weaknesses, opportunities, and threats. Some of Nokia's main weaknesses identified include aiming products at a saturated market and higher costs. The document discusses Nokia's product life cycle and recommends finding a new market segment to target. It provides details on Nokia's current pricing, segmentation, and market research strategies.
Nestlé is the world's largest food and beverage company with over 2,000 brands. In the UK, Nestlé is strongly associated with confectionary, coffee, and cereal brands like KitKat, Nescafé, and Shreddies. While Nestlé has negative perceptions due to past issues, it maintains a 15% market share in confectionary through strong branding of popular brands. Nestlé uses brand acquisitions and innovations to enhance its image and limit competitive threats.
- 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.
1. P&G was pursuing a differentiation strategy focused on R&D and new product development. However, during a recession consumers switched to cheaper private label brands, and rivals cut costs and prices faster than P&G.
2. When Lafley returned to P&G, he launched the Connect + Develop strategy to partner with outside researchers to cut R&D costs and avoid being "stuck in the middle". This allowed P&G to continue innovating successfully.
3. To improve P&G's strategic position, the assistant recommends focusing on international expansion and promotions of products developed through Connect + Develop, which could increase sales without large additional costs. This would allow P&G to maintain innovation while
Blue Ocean Strategy @ Samsung – Galaxy Note Series created Phablet SegmentRajesh Prabhakar
Samsung adopted the blue ocean strategy of creating new, uncontested markets through innovation with its Galaxy Note series of phablets. Samsung invested heavily in R&D to develop new products like the Note, which helped grow the company into a global powerhouse. The Note series created the phablet market segment for smartphones with screens over 6.5 inches. By eliminating the need for separate phones and tablets, the Note was a classic example of value innovation that enhanced functionality. Samsung has sold over 40 million Galaxy Note devices, dominating the phablet market it created and giving Apple strong competition in the smartphone and tablet spaces.
The Indian telecommunications sector has experienced rapid growth in recent years and become the third largest market globally. A PESTEL analysis was conducted to analyze the key political, economic, social, technological, legal and environmental factors influencing the industry. Politically, reforms since the 1980s have opened the sector to private players. Economically, revenue and GDP contribution have increased significantly. Socially, changing lifestyles and rural connectivity have impacted demand. Technologically, advances like 3G and new standards have been adopted. Legally, regulations have evolved with the Telecom Regulatory Authority of India now overseeing the sector. Environmentally, operators are focusing more on reducing electronic waste and emissions.
The document discusses the product life cycle and how Netflix successfully managed its product cycle. It started as a DVD rental service by mail in 1997 which grew rapidly, introducing a subscription model in 1999. In 2007, it launched streaming services marking the introduction of a new product. By 2010, streaming had surpassed DVD rentals in traffic and subscribers. Today, Netflix has over 200 million paying subscribers and continues to grow, showing it has not yet reached maturity in its product life cycle through strategic expansion into original content and interactive storytelling.
Final Presentation on Procter and GambleRishiraj Das
The document is a presentation on Procter & Gamble by Rishiraj Das. It includes an acknowledgement section thanking mentors for their support. The contents section outlines the various topics to be covered in the presentation, including sectoral information, company information, marketing strategy, business finance, human resource management, and a conclusion. Under sectoral information, it provides details on the FMCG sector's contribution to the Indian and world economies, historical growth patterns, and a PEST analysis. Company information includes an overview of P&G's history and promoters, market share, product offerings, and competitor analysis.
About Nestle - sector, leadership
Organization culture - unique characteristics
Appraisal system - Performance Evaluation
Type of organization structure
Managing workforce diversity
Training, Learning and development practices
Employee friendly practices
Cross cultural training if any
Other relevant details about the company.
Stretagies that fit Emerging Markets,
International Business Strategies which are suitalbe for developing countries to attract the international investors
This document discusses Uniqlo's business strategies using various frameworks. It analyzes Uniqlo's strengths, weaknesses, opportunities, and threats in an SWOT analysis. It also examines the five competitive forces Uniqlo faces according to Porter's model. Additionally, it maps out Uniqlo's business model using a Business Model Canvas and proposes a Blue Ocean Strategy to differentiate Uniqlo from competitors like Zara. Finally, it considers ways Uniqlo can apply the ERRC grid to eliminate problems and create new value in the fast fashion industry.
Gillette aired a new ad campaign called "The Best Men Can Be" in January 2019 in response to the #MeToo movement. The ad depicts instances of toxic masculinity and asks men to help stop such behaviors. It received mixed reactions, with some praising Gillette for addressing social issues while others vowed to boycott the brand. Data showed the ad significantly increased online conversations about Gillette and had the biggest impact among women, though purchase intent did not increase much. While most early reactions were positive, sentiment turned negative over time. Gillette defended the campaign as sparking necessary discussion toward positive change.
Henry Nestle founded Nestle in the 1860s by inventing infant formula. It has since grown to be one of the largest food and beverage companies in the world with over 2000 brands operating in 86 countries. Nestle commits to providing quality food and nutrition across many categories including baby food, bottled water, coffee, dairy, and pet care. The company emphasizes decentralization, flat structures, and empowering employees to make decisions to allow for quick responses to changes.
Google has diversified its business beyond its core search engine operations through strategic acquisitions and investments in new technologies. It restructured into a holding company called Alphabet to separate these diverse ventures. Alphabet's founders Larry Page and Sergey Brin have taken a visionary leadership approach, delegating responsibilities while continuing to fund innovative projects through their Moonshot Factory. Google remains Alphabet's most profitable core business through its dominant search engine and highly effective online advertising platforms.
The document summarizes information about Amore Pacific, a South Korean cosmetics manufacturer. It provides details about the company's philosophy, vision, business environment, SWOT analysis, and marketing mix (4Ps). The SWOT analysis identifies strengths such as R&D investment and brand image, weaknesses like high material costs, opportunities like government support, and threats like increased foreign competition. The 4Ps section covers Amore Pacific's product differentiation, pricing strategy, promotional activities, and distribution channels. A BCG matrix classifies the company's divisions.
This document describes a structured process for selecting new export markets. It involves three steps:
1. Wide screening of potential markets based on general factors like purchasing power and infrastructure to identify relevant markets.
2. Fine screening of relevant markets across two dimensions: market attractiveness factors and the company's competitiveness in that market. This identifies the most attractive and suitable segments.
3. Evaluation of markets using a matrix to assess attractiveness and competitiveness, identifying core markets with the largest potential as high in both dimensions. Non-interesting markets are low in both. The tool provides a framework to locate markets for the company's best potential and optimal resource utilization.
This document discusses the fiscal positions and deficits of countries acceding to the European Union. It finds that most acceding countries are arriving with unstable fiscal positions and high budget deficits. The document analyzes how EU transfers and expenditures required for accession will impact the fiscal situations of these countries. It calculates the net financial position of each country based on EU transfers versus contributions to determine the overall fiscal effect of accession. The key finding is that negotiated EU transfers will barely cover the new budget obligations required for accession.
This paper quantifies transparency of monetary policy in the three EU New Member States that have adopted direct inflation targeting strategy. Two measures of transparency are applied. The institutional measure reflects the extent to which a central bank discloses information that is related to the policymaking process. The behavioural measure reflects the clarity among the financial market participants about the true course of monetary policy. The paper shows an ambiguous association between the two measures of transparency, which may be attributed to the active exchange rate management policy that undermines the actual transparency proxied by the behavioural measure.
Authored by: Mariusz Jarmuzek, Lucjan T. Orlowski, Artur Radziwill
Published in 2004
International Marketing- Plan for Global Rollout of Google Android Mobile OSAnnabell Satterfield
I wrote this international expansion plan for the world’s first Google-Android OS-based smart phone. I define potential adaptations, create a quantitative model to determine global markets for expansion and rank these markets according to their market potential. Finally, two of these markets, Korea and the United Kingdom, are described in some detail and a marketing plan is defined for these markets.
Global Marketing (Case study of bangladesh and malaysia)Mominul Plabon
This document provides a marketing plan for introducing Agora milk powder into the markets of Bangladesh and Malaysia. It begins with an analysis of the attractiveness of these two countries' dairy industries using the GE matrix. Bangladesh is found to be a more attractive market due to its large potential market size and high demand for powdered milk.
The document then analyzes the political, economic, social and technological factors in each country using PEST analysis. Key differences are noted, such as Malaysia having more stringent trade policies while Bangladesh offers lower costs. Finally, customized marketing strategies are proposed for each country based on the opportunities and threats identified, focusing on segmentation, positioning, product, price, promotion and distribution strategies.
The document is a marketing plan analysis for Mountain Dew in India. It provides an overview of the soft drink industry in India and analyzes Mountain Dew's position in the market. Key points covered include an industry analysis, company analysis of PepsiCo, competitor analysis of Coca-Cola, segmentation of Mountain Dew's target market as youth, and an analysis of Mountain Dew's marketing mix strategies.
MARKETING PLAN OF HOT ICE TEA BY SHAYAN MAQSOODshayanmaqsood
Hot Ice Tea is a new ready-to-drink tea product being introduced by Pepsi. It can be served hot or cold, making it convenient to drink throughout the year. The product will target health-conscious consumers and those seeking convenience. Pepsi has strong distribution capabilities and will position Hot Ice Tea as the only ready-to-drink product that can be served hot or cold. The main competitors will be other tea and functional drink brands, though Hot Ice Tea occupies an untapped segment as a ready-to-drink product that bridges hot and cold offerings.
This marketing plan summary provides an overview of Saucy Grill's business and competitive situation:
- Saucy Grill operates in the casual dining restaurant market in Vancouver. It has experienced steady growth in sales and market share over the past three years. Its target market is adults aged 25-45.
- Saucy Grill faces competition from restaurants like The Keg, Moxie's Classic Grill, and Michael's Back Door. These competitors have similar target markets and positioning as casual dining establishments.
- Market research identified consumer preferences for high quality ingredients, variety of menu options, and a relaxed atmosphere. Younger consumers place more importance on value pricing and promotions. The macro environment is favorable with projected population and income growth
Calavenna Juices International Marketing PlanErica Swallow
This document provides a 4-stage marketing strategy for the international expansion of Calavenna Juices, a premium juice company, into a new foreign market. The stages include: 1) an initial screening of 18 countries, 2) analyzing country indicators to narrow the list to 10 countries, 3) evaluating product market factors to identify the top 3 countries, and 4) analyzing market infrastructure to select the United Kingdom. The primary objectives for expanding to the UK are to achieve high brand awareness and market penetration in London initially.
This document provides an overview and table of contents for a book on how to produce and implement a hotel marketing plan. The book contains 15 chapters that guide the reader through the full marketing planning process, from analyzing customer and competitor trends to developing strategies and tactics, creating a budget, measuring performance, and presenting the plan. The goal is to help hotel sales, marketing, and ownership teams systematically create a strategic, targeted, action-oriented marketing plan to improve results.
Micromax is proposing a marketing plan to expand its presence in India and internationally. Currently Micromax dominates the rural Indian market but faces competition from established brands like Nokia, Samsung, and Apple. The plan aims to position Micromax as customers' preferred brand and target the potential urban and youth markets. It proposes strategies for products, pricing, promotion, placement, distribution, and customer acquisition to help Micromax achieve its objectives.
The Coca-Cola Company has been operating globally for over a century. It produces over 300 beverage brands that are consumed by over 1 billion people per day worldwide. Their mission is to benefit everyone touched by their business. Their marketing involves situational analysis, targeting all age groups but especially those aged 13-24, with the objectives of supplying customers' favorite drinks and increasing profits. Their marketing mix includes using various packaging, prices, and widespread distribution. Promotional strategies emphasize TV, radio, and sports event advertising.
This document provides a marketing plan for Levi's 501 original fit jeans. It begins with an executive summary that outlines the plan's goal of increasing sales by 6% through various tactics. It then gives background on Levi's as a company. The plan establishes smart objectives and tactics related to distribution, promotions, pricing, and changing the product image. It analyzes the market situation, strengths/weaknesses, opportunities/threats, and main competitors. The target market is identified as well. The integrated marketing mix discusses bringing back the classic American look through advertising, promotions, and competitive pricing. Specific tactics are outlined for pricing, product, distribution, and promotion elements. Advertisements, a storyboard, and evaluation methods are also mentioned
This document provides a marketing plan for Red Bull energy drink. It discusses Red Bull's history and background, noting it was founded in 1982 and is now the leading energy drink brand globally. The plan outlines Red Bull's mission to be the premier marketer of energy drinks worldwide. It then analyzes Red Bull's target market of active young adults aged 18-35, describes pricing and distribution strategies, identifies major competitors, and sets objectives to increase distribution and brand awareness.
Rolex's marketing plan aims to target a new younger market segment of males aged 21-35. It proposes a promotion strategy using traditional, online and social media advertising to position Rolex as a status symbol and alternative to cell phones. The plan outlines objectives to educate younger consumers on watch value and create an interactive social media presence. It provides an action timeline to launch new ads and online/social media accounts between 2013-2014. The financial forecast predicts increased watch production and sales profits above population growth rates.
This document provides an analysis of the cosmetics industry and the position of LG Household & Health Care Ltd within that industry. It discusses trends in the global cosmetics market with a focus on key regions. Technological, environmental, social and economic influences on the industry are examined. The specific markets of South Korea and China are then analyzed, including an overview of LG's market share and competitive positioning within those countries. Recommendations are made based on this analysis to add value to LG Household & Health Care Ltd.
Frucor is a leading beverage company in New Zealand and Australia that manufactures and distributes fruit juices, energy drinks, soft drinks, and other beverages. Frucor holds the largest market share in energy drinks and juice in both countries. While Frucor has been successful with brands like V energy drink and Just Juice, it faces competition from large multinational companies like Coca-Cola Amatil. To maintain its competitive advantage, Frucor will need to continue innovating new products and exploiting opportunities in international markets over the next five years.
This document provides an analysis of Estee Lauder Companies' current position, performance, vision, mission, objectives, external environment, internal strengths and weaknesses. It discusses Estee Lauder's 26 brands operating in over 130 countries, growth in different product segments, geographic revenue analysis, and financial performance from 2005-2007. PESTLE, Porter's 5 Forces, and external/internal factor analyses are also included. Recommended strategies are market development, penetration, product development, and forward/backward/horizontal integration.
Business plan developed during the Entrepreneurship course in collaboration with Anton Bolotin, Anna Serõna, Daniel Spiridonov, Giacomo Zappoli, Ilja VaŠuta, Marta Suitslepp.
The team is definitely multicultural, with members from Estonia, Italy, Germany and Russia.
Cotton On is proposing to expand into Canada and China in the short term through franchising. For Canada, franchising would allow Cotton On to rapidly expand with less financial risk by leveraging local partners' market knowledge and resources. Cotton On would gain experience in Canada's retail market while avoiding legal issues. In China, franchising could help Cotton On navigate regulations while expanding aggressively. Mexico is proposed as a medium term market where Cotton On could establish company-owned stores after first entering through agents or distributors.
Strategic Operation Management (Case Study of Iceland))Mominul Plabon
Iceland Food is a major UK food retailer known for affordable prices and good quality frozen foods. A strategic analysis was conducted to identify issues and opportunities for Iceland's future business strategies. The analysis found that Iceland has a sizable UK market share through competitive pricing and quality. However, its growth strategy could consider additional issues like targeting all income levels and diversifying beyond just frozen foods. To strengthen its position, the most suitable strategic option for Iceland is to continuously introduce new product ranges in the existing UK market through internal resource and capability development.
The document provides an overview of the chemical industry and the Indian chemical industry. It discusses the following key points:
1. The chemical industry globally is a $3 trillion industry that produces precursors and intermediates for most other industries. The industry is expected to grow at 8% annually. Asia is the fastest growing region.
2. The Indian chemical industry earned $155-160 billion in 2013 and is expected to grow 11-12% in the next 2-3 years. Key segments like specialty chemicals will see considerable growth.
3. A PEST analysis is provided to understand the macroenvironmental factors impacting the chemical industry in areas like politics, economics, society and technology.
This document provides information about Apple Inc. and Samsung Electronics Co., Ltd., including:
1) Company profiles that describe each company's products, internationalization strategies, and competitive advantages.
2) Overviews of the socio-political, economic, and financial environments in India, the United States, Australia, and South Korea - four key countries for the companies' international operations.
3) Details on Apple and Samsung's specific operations and sources of risk in those selected countries.
The document provides an analysis of the marketing policies and strategies of AP Eagers Limited, an automotive retail group in Australia. It conducts an environmental analysis using PEST factors and performs a situational analysis using SWOT. It also does a competitive analysis using Porter's Five Forces model and evaluates AP Eagers' product portfolio using BCG matrix analysis. Key recommendations include creating a strong brand message to differentiate AP Eagers and transforming dealerships into brand identities. It also recommends focusing marketing efforts on new vehicle models.
The strategic management for Nestle company which consist of SWOT Analysis, Value Chain Analysis, Pestle, Porter 5 Forces, along with reference list and appendices
Population Health- Health and Human Services Description.docxstilliegeorgiana
Population Health- Health and Human Services
Description: The baccalaureate graduate nurse will apply leadership concepts, skills, and
decision making in providing care in a variety of settings.
Course Competencies: 3) Integrate concepts from behavioral, biological and natural sciences to
review health needs of diverse populations. 7) Conduct a windshield survey. 8) Develop a plan
to meet an identified need in the community. 10) Discuss the sociopolitical, economic, and
ethnic characteristics of a community and their influence on population health.
QSEN Competencies: 1) Patient-Centered Care 3) Evidence-Based Practice 5) Safety
BSN Essential II
Area Gold
Mastery
Silver
Proficient
Bronze
Acceptable
Acceptable
Mastery not
Demonstrated
Observations
Social service
agencies, clinics,
dentists, doctors,
urgent care,
pharmacy? How far
is the nearest
hospital?
Is there access to
healthy food
choices-grocery
store(s),
restaurant(s), and
number of fast food
restaurants?
Facilities for
seniors? Long term
care facilities?
All of the listed
observations are
clearly addressed
and discussed in
a comprehensive
and detailed
manner with 2 or
more specific
examples.
Additional
issues, not listed
are addressed.
Three or more of
the listed
observations are
not present or
discussed in
depth
Two or less of
the listed
observations are
not present or
discussed in
depth
Does not
include
observations
Provide
recommendations
for two additional
health and/or social
service resources to
address the selected
population group
Provide
recommendation
s for two
additional health
and/or social
service resources
to address the
selected
population group
Provide
recommendation
s for two
additional health
and/or social
service resources
but does not
address the
selected
population group
Provide
recommendation
s for one
additional health
and/or social
service resources
to address the
selected
population group
Does not
include
observations
APA, Grammar,
Spelling, and
Punctuation
No errors in APA,
Spelling, and
Punctuation.
One to three errors
in APA, Spelling,
and Punctuation.
Four to six errors
in APA, Spelling,
and Punctuation.
Seven or more
errors in APA,
Spelling, and
Punctuation.
References Provides two or
more references.
Provides two
references.
Provides one
references.
Provides no
references.
Running head: BUSINESS 1
BUSINESS 2
Week 3 Assigment 1
Latonya Louden
Strayer University
BUS499 Business Administration Capstone
Brian Grizzell
02/04/2020
Strategic Management and Strategic Competitiveness
Globalization
Apple Inc is one of the most successful public corporations today. It has been ranked number one on the Forbes list for the last decade. Being an American multinational tech company, Appl ...
RUNNING head FITBITPg. 1FITBITPg. 3Fit.docxjoellemurphey
RUNNING head: FITBIT Pg. 1
FITBIT Pg. 3
FitBit
Janet Grayson
Int 640
Product and country background
Young company Fitbit Inc. was established in 2007. The head quarter is situated in San Francisco, California USA. The company produces their products in Singapore, Indonesia, and Malaysia, because these countries provided the cheapest labor force and raw materials (Brown, 2008). We are going to consider fitness tracker, which produced by Fitbit. Zip, One, Flex, Charge, Charge HR, and Surge are different models of fitness trackers. Primarily they look like bracelet. According to the website of Fitbit Inc., Fitness tracker is an innovative device, which allows people to measure a distance run, number of steps for the whole day, quantity of burning calories, and pulse (2015). Moreover, the gadget determines sleep phase and wakes up user in the best time for him. In addition, some models have а display, which demonstrate all data on the screen. However, it is possible to connect Fitbit with PC, tablet, or smartphone and apply certain app for it.
Even Fitbit Inc. is American company, which operates outside the country in Europe, Asia, and South America. The most interesting country for future development of Fitbit is Germany. Germany has the most powerful and effective economy in the whole Europe. High salaries, good social security, and lack of corruption make German market more attractive and provide excellent conditions for entry.
Rate of unemployment is just 6%. Inflation is extremely low and counted as 1.6% (The world bank, 2015). Country has perfect geographical location in Europe. It is а relatively small country, where population is about 81 million Germans. Germany has own natural resources like arable land, natural gas, potash, iron ore, salt, uranium, nickel, coal, copper, lignite, and timber,. Also, country has very famous manufactories in the world like BMW and Mercedes. Thus, country sells outside foodstuffs, vehicles, machinery, metals, textiles, and chemicals. As Germany is а leader of Euro Union, country has good relationships with many other partners like Belgium, China, USA, Poland, Italy, Austria, Spain, United Kingdom, Netherlands, and Switzerland (Infoplease, 2015). Furthermore, Germany is а developed country, where people apply innovative technologies. Thus, the country is the best choice for fitness tracker of Fitbit.
Market Segment
Last year, actual sales of health and fitness trackers (HFT) easily outstripped smartwatches. This was driven, in part, by the significantly lower average sales price of HFT, making these devices more affordable than full-feature smartwatches. Another reason for the higher popularity of HFT (according to a GfK survey of 5000 smartphone owners across five countries1) is the fact that a majority of consumers see activity tracking as being the most important function of a wearable – including a smartwatch at the present time.
In Europe’s biggest markets, Germany, Great Britain and Fra ...
The document provides an overview of the Association of International Property Professionals (AIPP). It discusses global property trends, the objectives of AIPP for 2011, and their plans to further develop standards, provide member benefits, and increase consumer protection and confidence going forward. AIPP aims to be the united voice of international property professionals through a code of conduct and complaint/dispute resolution procedures. Their goals for 2011 include introducing country-specific panels, enhanced professional indemnity insurance for members, and defective title and occupiers liability insurance for consumers.
Primark’s Background Primark retails a diverse range o.docxstilliegeorgiana
Primark is considering expanding internationally into new markets. They analyzed various macro and micro criteria of potential markets including GDP, population, urbanization, corruption, economic freedom, and the apparel market. Based on this analysis, Canada and Sweden were identified as the top opportunities. Both countries have large apparel markets, low corruption, and culturally resemble Primark's existing markets. Canada has a GDP of $1.6 trillion and the apparel market is worth $1 billion. Sweden has a GDP of $467 billion and the apparel market is worth $96 billion, making both attractive options for Primark's international expansion.
Integrated Marketing Communication Plan for Folli Follie Spyros Langkos
This document provides an integrated marketing communications plan for the FF Group of Companies focusing on their expansion into China. It includes a situation analysis of the luxury goods market and competitors in China. The objectives are to strengthen FF's reputation, attract new customers, and create positive buzz in the industry. The strategies proposed include consistent branding, reusable digital content, and metrics to measure activities and inform future decisions. If implemented, this plan aims to successfully introduce the FF brand in China while respecting local needs and expectations.
1) The document discusses the cosmetic industry in India, providing background on major players in the Indian cosmetic market.
2) It outlines key companies like Lakme, Ponds, Procter & Gamble, L'Oreal, and Hindustan Unilever Ltd that dominate the industry.
3) The cosmetics industry in India has seen rapid growth in recent years and is expected to continue growing due to rising incomes and increased fashion awareness among Indian consumers.
The document provides information about the cosmetic industry in India. It discusses that the Indian cosmetic industry has grown rapidly in recent years and is expected to continue growing. Key points include:
- The size of the Indian cosmetic market was estimated to be $2.5 billion in 2008 and $4.6 billion currently.
- Major players in the Indian cosmetic industry include Lakme, Ponds, Procter & Gamble, L'Oreal, and Hindustan Unilever Ltd.
- The herbal cosmetic industry is an important driver of growth in India as consumers prefer organic products over chemical ones.
2. Global Marketing Plan - 2012
May 2012
Crawley
!
!
Executive Summary
!
The objective of this report is to identify the possibility to introduce the Korean cosmetic
product IOPE into the Australian market. Market potential and different aspects of analysis
will be demonstrated in the report, which illustrates the Australian market as a promising
market for IOPE.
!
The IOPE is a brand under the Amore Pacific Corporation which is one of the largest
cosmetics and beauty companies in the Korean cosmetics industry. However, IOPE
Aircushion sunblock is a new product in the Australian market. Based on the research on
Australian environment, good political level and stable financial situation are confirmed.
Additionally, the SWOT analysis of IOPE examined itself to have its own positioning prior to
the introduction in the Australian market. Moreover, the risk analysis and fine grained
analysis investigated the market risk, market attractiveness and relative competitive strength.
!
A thorough assessment evaluated the product life cycle in Australia. Hence, product’s
position, brand has been decided and adapted different communication ways to promote.
Besides, based on the possible factors affecting price decision, the final price of product is
AUD 35. Furthermore, aiming to build brand image and establish good relationship with
customers, diverse routines for distribution and advertising will be addressed in details.
!
!
!
!
!
!
!
!
!
!
!
!
!
Maximising
Revenue
Opportunities
&
Strengthening
Our
Brand
Power
Page
2
4. Global Marketing Plan - 2012
7.3.1 Factors Affecting Pricing Decision 16
7.3.2 Terms of Pricing 17
7.3.3 Terms of Payment 17
7.4 Distribution Strategy 18
7.4.1 Factors Affecting Channel Decisions 18
7.4.2 Structure of the Channel 18
7.4.3 Screening and Selecting Intermediaries 18
7.4.4 Managing Logistics 18
7.4.5 E-Commerce for Distribution Decisions 19
7.5 Communication Strategy 19
7.5.1 Communication Objective 19
7.5.2 Budgeting Decisions 19
7.5.3 Message Decision 20
7.5.4 Media Decision 20
7.5.5 Localization vs. Standardization 20
7.5.6 Sales Promotion 20
7.5.7 PR and Sponsorship 20
7.5.8 Direct Marketing 20
7.5.9 Personal Selling 20
8. IMPLEMENTATION AND CONTROL 21
8.1 Structure 21
8.2 Implementation 21
8.3 Control and Feedback 22
8.4 Contingency Plan 22
9. CONCLUSION 23
10.REFERENCES 24
11. APPENDIXES 27
!
List of Figures
Figure 3.1 Hofstede Cultural Dimension 7
Figure 4.1 Arrivals and Departures Trend 10
Figure 6.1 Break Even Analysis 13
Maximising
Revenue
Opportunities
&
Strengthening
Our
Brand
Power
Page
4
5. Global Marketing Plan - 2012
Figure 7.1 Air Cushion Sunblock 15
Figure 7.2 Product Life Cycle 16
Figure 8.1 Organizational Structure of Amore Pacific 21
List of Tables
Table 3.1 Risk Analyses 8
Table 3.2 Market Attractiveness 8
Table 3.3 Market Competitiveness 9
Table 5.1 SWOT Analysis 11
Table 7.1 Price Model 17
!
1. INTRODUCTION
!
This report examines the selected item-IOPE Air Cushion Sunblock. IOPE is a subsidiary
brand of the Amore Pacific Corporation. The SWOT analysis will identify the product’s
strengths, weaknesses, opportunities and threats followed by the assessments on the
Australian market. The report will provide a general marketing entry strategy which will help
the company to successfully enter the Australian market.
!
2. CORPORATE ANALYSES
!
Amore Pacific Corporation is one of the largest cosmetics and beauty companies in the
Korean cosmetics industry. Its reputation is remarkably increasing for the sustainable
manufacturing to minimize waste and pollution. The product-line structure is divided into
two segments which are Cosmetics and Mass Cosmetics & Sulloc (Amore Pacific, 2012).
!
The products range from skincare products, make up products and fragrances and personal
care products. Due to its growth, the company is already operating globally in 9 countries
such as France, Hong Kong, China, Singapore, Vietnam, Taiwan, Thailand, Brunei and the
United States (Amore Pacific 2012).
!
The company has conceptualised and aims to measure firm performance against corporate
Maximising
Revenue
Opportunities
&
Strengthening
Our
Brand
Power
Page
5
6. Global Marketing Plan - 2012
ideology which has three main elements. These are an epithet of Asian Beauty Creator,
embracing the values of openness, innovation, proximity, sincerity and challenge and lastly,
becoming one of the world’s top ten largest-selling premium cosmetic brand by 2015 (Amore
Pacific 2012).
!
According to the management performance in 2011, the company had a growth rate of
12.4%, resulting in a market penetration rate of 34.9% in the domestic cosmetic market
(Amore Pacific 2012). Despite rising inflation, the sales revenue of cosmetic products
accelerated through the brand diversification to meet the needs of different market segments.
It also achieved customer satisfaction by providing customized solutions that classifies
premium and affordable brands.
!
!
Considering the current growth and practice in satisfying domestic consumers, the company
has proven its creativity by introducing a product line called IOPE Aircushion Sunblock that
was introduced to the market in 2009.
!
!
3. TARGET COUNTRY ANALYSES
!
3.1 Political Environment
Australia is a federal parliamentary democracy with a view of market liberalism. The multi-
party cooperation within the structure of Australian government implies a political stability
with a low level of corruption (Australian Trade Commission, n.d).
!
The Australian legal system is based on English common law (CIA factbook, n.d). A minimal
political risk and an open market create favorable conditions for attractive foreign
investment.
!
3.2 Economic Environment
!
Maximising
Revenue
Opportunities
&
Strengthening
Our
Brand
Power
Page
6
7. Global Marketing Plan - 2012
Australia is one of the world’s high-income economies with per capita income of US$ 46,200
in 2011 (World Bank, 2011). According to the Australian Bureau of Statistics (2012), there
was an average increase of 4.4% in the income level over a year. The increasing wealth
reflects the high purchasing power of the Australian consumers. This tendency implies a
high-potential target market.
!
3.3 Socio-cultural environment
The increasing immigration has resulted in creation of diverse culture and lifestyle among the
Australian communities (The people of Australia,n.d). In general, Australia has a low-context
culture that prefers direct communication style and deal oriented work. Individuals also
expect to be independent and egalitarian (Hollensen, S 2010).
Based on the Figure 3.1 Hofstede’s cultural dimensions, the Australian culture has a relatively
low power distance, moderate uncertainty avoidance and a strong degree of individualism
and Masculinity within the society (Hofstede, n.d). In addition, Australian businesses are
short-term oriented for the profit maximization compared to South Korea. The
!
Figure 3.1 Hofstede Cultural Dimension
!
!
!
!
!
!
!
Source: www.Geert-Hofstede.com
!
4. Technological Environment
!
Australia has an efficient transportation system and provides advanced telecommunication
Maximising
Revenue
Opportunities
&
Strengthening
Our
Brand
Power
Page
7
8. Global Marketing Plan - 2012
services including internet. By encouraging the use of advanced technologies, the time for
information process is reduced that overcomes the distant communication barriers (Newton,
Brotchie & Gipps 1997).
!
According to Gilding and Critchley (2003), Australians comfortably adopt new technologies
in their life. In 2011, the internet service was provided to around 6.7 million households.
Moreover, 68 percent of them used the internet to purchase goods and it is expected to rise
(Australian Bureau of Statistics 2011).
!
As a result, the demanding use of smart phones and Social Media is growing in Australia.
iPhone controlled 60.5 percent of the Australia’s mobile phone market share in 2010 while
the Australia’s highest social media usage was 89 percent for Facebook users in 2011 (Sensis
e-Business Report 2011).
!
!
!
!
5. Risk Analyses
!
Table 3.2 Risk Analyses
Maximising
Revenue
Opportunities
&
Strengthening
Our
Brand
Power
Page
8
9. Global Marketing Plan - 2012
!
6. Fine Grained Analyses
!
A thorough assessment of market attractiveness and competitiveness in the Australian market
for 2012 can be referred to the following tables:
Table 3.2 Market Attractiveness
!
!
!
!
Table 3.3 Market Competitiveness
!
Maximising
Revenue
Opportunities
&
Strengthening
Our
Brand
Power
Page
9
10. Global Marketing Plan - 2012
The Australian market attractiveness and competitive strength is assessed which indicates a
score of 79 for the market attractiveness and 77 for market competitiveness. This implies that
the Australian market is not fully sufficient to support various marketing activities.
4. TARGET MARKET ANALYSIS
!
4.1 Market Segmentation
!
Australia is in proximity to the ozone hole and although the size of hole is shrinking, the
continued ozone depletion imposes the health risks of the UV radiation on Australians,
resulting in the overexposure to the sun (Department of Sustainability, Environment, Water,
Population and Communities, n.d). In particular, skin cancer is associated with UV exposure
that is of particular concern for young women in Australia.
!
In support of this view, women in the ages of 25 and 44 years are more likely to have used
solarium than men. Solarium use such as tanning increases the UV exposure and increases
the risk of skin cancer. Appendix B demonstrates the urgency of the issue and furthermore
distinguished the market segments.
!
4.2 Market Targeting
Primary Market
The characteristics of the primary market would be females aged between 24 to 40 years old.
This segment is considered because the product characteristics meet the needs of regular
workers or anyone who is sensitive to skincare treatment.
!
The price is set to a reasonable price due to the high risk of product feasibility as a result of
its unique characteristics. Further looking at Appendix B; consumers that of Asian descent are
advisable to be another primary target.
!
Secondary Market
The secondary market will target the rest of the age range, for over 40 and anyone ranging
Maximising
Revenue
Opportunities
&
Strengthening
Our
Brand
Power
Page
10
11. Global Marketing Plan - 2012
from 19 to 24 years of age. It is considered feasible to target female who are still studying in
college as well as other senior aged women who require frequent outdoor or recreational
activities.
!
The secondary market also accounts tourism; the number of frequent visits by tourists in
airports throughout Australia reflects the level of internationalism in Australia. The following
figure shows the statistics of visitors’ arrivals and departures that shows an increasing trend
of internationalism in Australia.
!
Figure 4.1 Arrivals and Departures Trend
!
!
Source: ABS 2012 Source: ABS 2012
!
!
5. SITUATION ANALYSIS (SWOT)
Table 5.1 SWOT Analysis
Maximising
Revenue
Opportunities
&
Strengthening
Our
Brand
Power
Page
11
12. Global Marketing Plan - 2012
!
!
!
6. AIMS AND OBJECTIVES
6.1 Marketing Objectives
Maximising
Revenue
Opportunities
&
Strengthening
Our
Brand
Power
Page
12
13. Global Marketing Plan - 2012
1. Generate an annual increase of 35 percent in average sales.
2. Increase market penetration every quarter
3. To elevate the brand equity of the cosmetics maker in the moderate to high-end
market.
4. To promote inner beauty through beauty foods in the moderate to high-end
market.
5. To nurture its powerful brand image
6. Realize a successful growth in introducing a unique product design of beauty
gallery and spa shop that provides after- sun skin care services in targeted cities.
6.2 Financial Objectives
1. To achieve an increase in the average sales by 35 percent each year
2. Reduce the Long-Run Average Cost by 1% per quarter.
3. Secure the largest market share in department stores by attracting younger
customers.
4. Acquire a market share of 0.04 to 0.05 percent in the first year
5. Acquire market share and attract potential investors by listing its name on the
Australian Stock Exchange by 2019.
!
According to Austrade, the market value for the cosmetics and toiletries is about $ 5
billion. This indicates that there is a lucrative business opportunity exists in the Australian
market. Assuming that the market value for cosmetics is $2.5 billion, $1 million worth of
sales in the first year will be equivalent to 0.04-0.05% of the market value.
!
!
!
Figure 6.1 Break Even Analysis
Maximising
Revenue
Opportunities
&
Strengthening
Our
Brand
Power
Page
13
14. Global Marketing Plan - 2012
!
!
The Break Even analysis was performed on a yearly basis. As shown above, the yearly
Breakeven is attained at the output level of 5,958 units. The value of each output includes
one unit of Sunblock and complementary facial treatment. The selling price per unit is
$35 for the Sunblock and $35.75 per skincare or facial services. The average percent
variable cost is 36.70 percent of the monthly selling price per unit.
A monthly fixed cost of $22,230.00 is estimated to account for fixed expenses: rent,
electricity, advertising and insurance. There are two main areas of income: Skin- care and
aesthetics retail and the reseller sales. Skincare services are $65 per service minimum,
with 55% of that going to the company. The basis for the sales projections is
a conservative estimate of 7 services per day in the first month and 53 services per day by
the end of the first year. At 53 services per day, the company would still only be operating
at 75% of the full capacity with 7 treatment rooms operating 7 days a week, 8-10 hours
per day.
The expected sales forecast at which the breakeven point is attained is $595,800 ($100 x
5,958).
Sales Forecast
Sales for the first year will be equal as the breakeven value; therefore the first year profit
is expected to be zero. From the second year onwards, sales is expected to grow 35 per
Maximising
Revenue
Opportunities
&
Strengthening
Our
Brand
Power
Page
14
15. Global Marketing Plan - 2012
cent average as shown in appendix C.
Expense Forecast
In the first year, expenses are expected to be the same as sales value. It is expected to
grow by 10 per cent in the second year as shown in appendix C.
!
7. MARKETING STRATEGIES
!
1. Market Entry Strategy
!
Direct export mode:
A direct entry mode is chosen through an export agency. The most suitable export agent
will be chosen from someone has the relevant expertise and experience in the local
market. The advantages and disadvantages of the chosen entry mode can be referred to
Appendix D.
!
2. Product and Brand Strategy
!
2.1. Product Attributes and Core Benefits
IOPE is a premium brand, targeting the higher end of the market. In 2012, the Aircushion
Sunblock was rewarded as the best product of the technology innovation within the
category of household items (Amore Pacific,2012). The item has integrated sun protection
and liquid foundation in a powder and provides a functional water-proof and sweat proof
solution.
The core benefits of a product include the air-cushion technology and a fresh moisturizer.
The product also provides heat blockage and cooling function which maximize the
cooling effect.
!
It is designed for frequent travellers to use without finger tips when applying makeup.
Sunscreen with liquid foundation is absorbed into the sponge and one squeeze by a brush
sponge pumps the liquid. The multifunctional product gives convenience of mobility for
customers to use and the uniqueness of product provides competitive advantage over
Maximising
Revenue
Opportunities
&
Strengthening
Our
Brand
Power
Page
15
16. Global Marketing Plan - 2012
other supplies and opens more growth opportunity for the group to enter the global
market.
Figure 7.1 Air Cushion Sunblock
!
!
!
!
!
!
!
7.2.2 The Product Life Cycle
For the first time, the Aircushion Sunblock was introduced into the Korean market in
2008. During the 2009-2010 period, the company adopted heavy sales promotions to
increase sales. As a result of sales boost in 2011, the product is in the growth stage
(Amore Pacific,2012).
In Australia, it will take four to five years to enter the maturity stage. The product
marketability requires around 6 months to improve brand awareness. Through the
implementation of intensive sale promotions, it is expected that the product will reach
the growth stage in 2014.
!
!
Figure 7.2 Product life cycle
Maximising
Revenue
Opportunities
&
Strengthening
Our
Brand
Power
Page
16
17. Global Marketing Plan - 2012
!
7.2.3 Product Communication Mix: promotion adaptation
The product communication mix will be based on promotion adaptation due to the
product’s adaptation into the Australian market. English will be used as the
intermediary language and use popular promotion media in Australia, such as TV,
internet, Facebook, apple application.
7.2.4 Product Positioning
IOPE is a new product, targeting active women who engage themselves in social
activities. The product’s positioning will be in the middle market by emaphsizing its
quality on prestige, uniqueness, convenience and affordability.
7.2.5 Branding Decision
IOPE will be retained as the name of product which will launch in Australia. In
Korea, the IOPE brand has already achieved a reputable image. Moreover, IOPE is
not hard to pronounce and easy to remember. Furthermore, the logo of IOPE looks
concise and elegant.
!
3. Pricing Strategy
!
3.1. Factors Affecting Pricing Decision
Big Mac index was taken into account in the pricing strategies in order to measure the
purchasing power between two countries which have different currencies. Basically,
US dollar has been used as a standard of currencies around the world. Therefore,
compare to US dollar, currencies should be indicated that they are overvalued or
undervalued. According to reports from The Economist (2012), purchasing power for
Australian people is higher than Korean so, in average, ability of Australian
Maximising
Revenue
Opportunities
&
Strengthening
Our
Brand
Power
Page
17
18. Global Marketing Plan - 2012
consumers to buy Korean products does not highly affect the firm’s pricing strategy.
The price is also influenced by many external factors such as commission fees for an
agent, tariff and GST. These factors should raise prices up when products are sold in
foreign countries. Consequently, prices of our products have been set in 35 AUD
dollars, approximately, as our decision is to enter the medium-class market.
3.2. Terms of Pricing
Price is set based on the local price of the Air cushion sunblock in South Korea which
is approximately AUD 30. By shipping the product overseas, there will extra costs
imposed as shown in the price model below; therefore to compensate all extra costs,
consumer will pay AUD 35. By analyzing the Big Mac index, the purchase power
parity in Australia is higher than in South Korea; therefore the price has been set
accordingly to adjust the foreign market.
Table 7.1 Price Model
!
3.3. Terms of Payment
All transaction cost in this venture will be paid in AUD and the currency risks will be
borne to the firm. Letter of credit (L/C) will be used as payment method. With the L/
C, bank will act as a third party to guarantee a payment between buyer and seller if
the agreements have implemented. Therefore, it should be a good method and have a
less risk for trading across countries.
!
4. Distribution Strategy
Price model
Firm’s net price $8.00
Shipping + insurance $0.80
Tariffs 10% $0.88
Importer’s margin 10% $0.97
Retailer mark-up 229% $24.35
Retail price (GST exclusive) $35.00
Maximising
Revenue
Opportunities
&
Strengthening
Our
Brand
Power
Page
18
19. Global Marketing Plan - 2012
!
7.4.1 Factors affecting channels decision
Out of the five external factors that may affect the distribution channel, the nature of
the product plays a major role. Since the IOPE brand is set at a mid-level pricing and
also offers exclusivity although it is not a luxury brand, the product cannot be
distributed at any given location. Although there is a high competition in the
Australian cosmetic market, mid-level products should be widely perceived and
easily introduced to consumers.
7.4.2 Structure of the channel
Based on the selling price and the nature of the product, choosing a selective
distribution approach is seen to be the best method of distribution. The aim of this
strategy is that it can keep brand image while the products would still be achievable
for consumers. Branding control will also be manageable since this method can
reflect the brand image; not to mention the pricing control as with this method, the
company can avoid an over-supply of product to the market where the potential could
happen by choosing the intensive distribution approach.
7.4.3 Screening and selecting intermediaries
By using the selective method of distribution, the decision to own two stores and
open counters in big department stores such as David Jones and Myer is considered
to be an effective way to reach the consumers. Department stores are seen to be able
to provide brand positioning as they also sell competitor products of the same tier. By
lining up with other mid to high end cosmetic products, brand image of the IOPE
brand will increase and have better positioning.
7.4.4 Managing Logistics
As the group established only a specific store and distributed places, the most
significance criteria for an appropriate agent are a strong connection with the
shopping centers and efficient distribution network. A chosen agent will have a
responsibility to provide an efficient exporter. For logistic supply, water
transportation should be the best choice for transporting the products overseas as the
products can be transported in huge amount. Although water transportation usually
takes longer time than air freight, the products can be stocked in Australia as the
Maximising
Revenue
Opportunities
&
Strengthening
Our
Brand
Power
Page
19
20. Global Marketing Plan - 2012
products’ life span is quite long and the company plans to own their own stores.
7.4.5 E-commerce for distribution decisions
The cost-effective method of distribution will be promoted through online. A timely
response to the customers’ orders will be processed by creating an application for
smart phones used by different age groups. In order to promote the e-commerce
distribution, we will be offering the special discounts for the created orders via
online.
Furthermore, an account under the company’s own brand will be created on Mobile
Messengers such as WhatsApp This will frequently give update information on
products and delivery modes. A personalized customer service care will be provided
through the non-verbal means of communication. The use of online messenger allows
the company to be one step closer to a networked business with customers.
!
5. Communication Strategy
!
5.1. Communication Objective
The company’s promotion objective is focused on improving the customers’
awareness about the product and building a brand image of ‘natural beauty’ for IOPE,
as this is the first year to introduce Air cushion Sunblock and South Korea brand to
Australia market.
5.2. Budgeting Decisions
Marketing budget will be set by using a percentage of sales; the company will
allocate $2 for every unit sold for the advertising budget, and $1.20 for the
promotional package budget. The marketing budget will increase accordingly and
consequently with the number of units sold as shown in appendix C.
5.3. Message Decision
A unique selling proposition will spread our core message ‘staying beautiful is easy’
for Australian customers. Simultaneously, it aims to establish a natural and premium
brand to attract customers to use and accept the product.
5.4. Media Decision
Based on the positive effect of promotions discussed in Appendix E, the company
Maximising
Revenue
Opportunities
&
Strengthening
Our
Brand
Power
Page
20
21. Global Marketing Plan - 2012
will promote the product through newspapers, magazines, internet, mobile software
applications and cinemas. Modes of advertisement can be referred to appendix F.
5.5. Standardization vs. Localization
A localization strategy is designed to match the local market characteristics, which is
based on Australian lifestyle.
5.6. Sales Promotion
Sales promotions will be offered in gift packages. This offer includes complementary
products from the same brand that has a value. This approach offers the opportunity
for our customers to know more about other products and shows our appreciation
towards their contributions to the products.
5.7. PR and Sponsorship
The consequence of establishing public relations is building brand image and loyalty.
Considering IOPE as a new brand in Australia, the company will take sponsorship
into consideration upon its initial success.
5.8. Direct Marketing
In order to increase brand awareness, internet marketing plays a vital role. Facebook
is the largest social network (Sensis e-business report, 2011). For this reason, the
company will set up its official page on Facebook to establish a friendly and
approachable image. This approach allows the company to receive constant
customers’ feedback.
5.9. Personal Selling
A face-to-face in-store introduction and service will demonstrate the new product to
customers. Customers will have a chance to try IOPE and give feedback.
!
8. IMPLEMENTATION AND CONTROL
!
8.1.Structure
Figure 8.1 Organizational Structure of Amore Pacific
Maximising
Revenue
Opportunities
&
Strengthening
Our
Brand
Power
Page
21
22. Global Marketing Plan - 2012
!
The venture in Australia will be directly monitored by the corporate headquarter through
the International Business Unit. Therefore, the Australian venture unit will be headed by
an overseas representative manager that will directly report to the head office.
!
8.2.Implementation
!
Analyzing global accounts
Long-term benefits will be gained from a chosen agent whose recruitment is dependent
upon the competency of an agent. The same common interests, trust and loyalty between
two companies are the essential criteria that need to be taken into account for choosing a
proper agent.
!
Selecting suitable strategies for the global accounts
Lower costs of operations and a commission-based payment for agents will be used as
incentives to maintain a mutual relationship. The commitment will encourage an agent to
find the cost-effective ways to distribute.
!
Developing operation level capabilities
To have a spontaneous resolution, the store manager has an authority to make a decision
and cope with several in-store problems aside from being a corporate representative to
communicate and exchange information with other representatives from other global
Maximising
Revenue
Opportunities
&
Strengthening
Our
Brand
Power
Page
22
23. Global Marketing Plan - 2012
accounts. Email and other network might be used as tools to streamline consultation from/
with the corporate HQ in Korea.
!
8.3.Control and Feedback
!
A monthly review of budget will assess the financial performance against the expected
sales revenue. Based on the results of payback period in appendix C, it will take less than
3 years for IOPE to achieve a return on investment.
Moreover, the firm’s performance and problems can be detected and controlled using the
“Feedforward control” which provides some indicators as follows (Holenson 2011):
- Inventory shrinkage
- Sales volatility
- Customers’ complaint
- Competitors’ sudden behaviour
-Increase in returns of goods
!
8.4.Contingency Plan
!
A developed contingency plan will be executed were the events such as lacking in
demand or under-performing sales occurs. The first step involves adding promotional
packages followed by reductions in the sales price which will result in a longer Break-
Even point. The time limit for the operation is set to a three-year period. If the venture
fails in Australia, the operations will cease and the leftover items will be sold at discounts
through resellers.
!
9. CONCLUSION
!
The unique product attributes and the unavailability of complete substitutes in the
Australian market pose the growth opportunity. Due to the lack of consumer knowledge
about the product, the role of increasing brand awareness is crucial. Considering a limited
budget with potentially high risk at an early-stage, the cost-effective promotion is
preferred through Social Media advertising and local dissemination. The implementation
Maximising
Revenue
Opportunities
&
Strengthening
Our
Brand
Power
Page
23
24. Global Marketing Plan - 2012
of successful marketing strategy will ensure the company to achieve its goals.
!
!
!
!
!
!
!
!
!
!
!
!
!
!
!
!
!
10. REFERENCES
Albaum, GS, Strandskov, J & Duerr, E 2002, International marketing and export
management, 4th edn, Prentice Hall, Harlow.
!
Amore Pacific 2011, Annual Report 2011.
!
Amore Pacific (2012) Amore Pacific. Available from: <http://en.amorepacific.com/about/
about_ceo.jsp>. [9 April 2012].
!
Australian Bureau of Statistics 2011, Household Use of Information Technology,
Australia, 2010-11. Available from: <http://www.abs.gov.au/AUSSTATS/abs@.nsf/
Latestproducts/8146.0Contents2010-11?
opendocument&tabname=Summary&prodno=8146.0&issue=2010-11&num=&view
=>. [18 April 2012].
!
Australian Bureau of Statistics n.d., Statistics. Available from: < www.abs.gov.au>. [24
Maximising
Revenue
Opportunities
&
Strengthening
Our
Brand
Power
Page
24
25. Global Marketing Plan - 2012
March 2012].
!
Australian Custom and Border Protection Service 2012, Working Tariff 2012, Australian
Government. Available from: <
http://www.customs.gov.au/tariff/tariff2012.asp >. [4
May 2012].
!
Australian Government 2012: About Australia. Available from: <http://australia.gov.au/
about-australia>. [18 May 2012].
!
Australian Trade Commission n.d., Democratic and Politically Stable. Available from:
<http://www.austrade.gov.au>. [24 March 2012].
!
Australian Trade Commission 2012, Cosmetics and Toiletries overview. Available from:
<http://www.austrade.gov.au/Cosmetics-and-Toiletries-overview/default.aspx>. [29
April 2012].
!
Central Intelligence Agency n.d, The World Factbook. Available from: <https://
www.cia.gov/library/publications/the-world-factbook/geos/as.html>. [11 May
2012].
!
Department of Sustainability, Environment, Water, Population and Communities, The
ozone layer. Available from: <http://www.environment.gov.au/atmosphere/ozone/
ozone.html>. [19 May 2012]
!
Gilding, M and Critchley, C (2003) Technology And Trust: Public Perceptions of
Technological Change in Australia. Australian
Journal
of
Emerging
Technologies
and
Society, 1 (1), p.52-69.
!
Hewer, A 1990, ‘Cosmetics in Australia: foreign brands a big factor’, Drug & Cosmetic
Industry, Vol.146(2), p.33(3). Available from: Proquest [05 May 2012].
!
Hofstede, G n.d, What about Australia. Available from: <http://geert-hofstede.com/
australia.html>. [5 May 2012]
!
Hollenson, S. (2011), Global Marketing: A Decision-Oriented Approach, 5th ed, Pearson
Education Limited, Harlow.
!
IOPE Air Cushion Sunblock EX, 2012. Available from: <http://www.shopatkorea.com/
servlet/the-979/IOPE-Air-Cushion-Sunblock/Detail>. [5 May 2012].
!
Johansson, JK 2006, Global marketing: foreign entry, local marketing & global
Maximising
Revenue
Opportunities
&
Strengthening
Our
Brand
Power
Page
25
26. Global Marketing Plan - 2012
management, 4th edn, Mcgraw-Hill Irwin, Boston.
!
Newton, P.W., Brotchie, J.F. & Gipps, P.G. (1997), Cities in Transition: Changing
Economic and Technological Processes and Australia’s Settlement System.
Available from: <http://www.environment.gov.au/soe/1996/publications/technical/
pubs/cities.pdf>. [18 April 2012].
!
Reserve Bank of Australia 2012, Financial Stability Review. Available from: <http://
www.rba.gov.au/publications/fsr/2012/mar/pdf/overview.pdf>. [25 April 2012].
!
Richardson, A 2012, Cosmetics and Toiletry Wholesaling in Australia, IBISWorld
Industry Report F4798. Available from: <http://clients.ibisworld.com.au/industryau/
default.aspx?indid=1874>. [25April 2012].
!
Sensis e-Business Report (2011). The Online Experience of Small and Medium
Enterprise.Sensis.
!
Socialmedianews (2011), Mobile Browser Market Share Australia – July 2011. Available
from: <http://www.socialmedianews.com.au/mobile-browser-market-share-
australia-%E2%80%93-july-2011/>. [18 April 2012].
!
The Economist 2012, Daily chart: The Big Mac Index. Available from: <http://
www.economist.com/blogs/graphicdetail/2012/01/daily-chart-3>. [10 May 2012].
!
The People of Australia,n.d., Australia’s Multicultural Policy. Available from: <http://
www.immi.gov.au/media/publications/multicultural/pdf_doc/people-of-australia-
multicultural-policy-booklet.pdf>. [18 May 2012].
!
Terrill, R 2011, ‘Diversity in Australia. (immigration)’, The Medical Journal of Australia,
vol.174, no.1, pp.4(2).
!
!
!
!
!
!
!
!
Maximising
Revenue
Opportunities
&
Strengthening
Our
Brand
Power
Page
26
27. Global Marketing Plan - 2012
!
!
!
!
!
!
!
!
11. APPENDIXES
Appendix A
Hofstede ’s cultural dimension
Power distance Low power distance means people in Australia prefer to have
egalitarian relationship in working and business environment.
Managers and employees prefer to share information frequently.
Communication is informal, direct and participative.
Uncertainty
Avoidance
Middle level of uncertainty avoidance means Australians has less
concern about ambiguity and uncertainty. People are fairly relaxed and
not adverse to taking risks. The individuals do not prefer formal rules
and fixed pattern of life (Geert Hofstede, n.d).
Individualism Australia is a highly individualistic society where people are expected
to be self-orientated and look after their immediate families.
They value independence than rely on others.
People in Australia focus on personal goals (Hollensen,2011).
Masculinity Most of the people in Australia value competition, achievement and
success. Be proud of successes and achievements in life, and the goal
is to win. Offer a basis for hiring and promotion decisions in the
workplace. Conflicts are resolved at the individual level (Geert
Hofstede, n.d).
Short term
orientation
Most of people in Australia concentrated on personal stability or
happiness for the present life. Australian businesses measure their
performance on a short-term basis (Geert Hofstede, n.d).
Maximising
Revenue
Opportunities
&
Strengthening
Our
Brand
Power
Page
27
28. Global Marketing Plan - 2012
!
!
Appendix B
Rationale for Market Segment
Research found that solarium attributes to skin ageing and wrinkles. There are already
many cosmetic products that exist in the market. These include pressed powder
foundation and liquid foundation with a sunscreen. However, these products give
inconvenience to women who are already outside and pressed for time when they need to
reapply after several hours.
!
This implication raises the need for a beauty product that provides hydration and
miniaturization of women’s skin and hence providing their skin look young and lowers
their risk for skin cancer that gives convenience for their healthy lifestyle.
!
Furthermore, almost over 8 percent of the Australian population is of Asian descent and it
is expected to increase due to the flexible policies in relation to the new immigration law.
As IOPE earns over 67.32 per cent of its consolidated sales revenue from Asia, its
successful position in the Asian market attracts more recognition when targeting the Asian
consumers in Australia. A potential market by targeting the major city such as Sydney,
IOPE can segment the Australian market by gender and age.
IOPE global revenue share from the consolidated sales revenue
!
!
Source: Amore Pacific 2011
26.66%
3.50%
29.17%
40.66%
China
France
US
Rest
of
Asia
Maximising
Revenue
Opportunities
&
Strengthening
Our
Brand
Power
Page
28
29. Global Marketing Plan - 2012
!
Rationale for Primary Market
As the other complementary products such as skincare products under the same brand is
valued highly for its quality and expensiveness, the reasonably affordable price of
Sunblock is positioned as a marketable product in the position of a premium brand image
that attracts those working women in the middle class to buy the rich culture into their
atmosphere.
!
Appendix C
Projected Income Statement
*The payback period will be in the third year.
!
Appendix D
Entry Mode
Advantages
For IOPE product, it is a first-mover into Australian market. Choosing direct export mode
can assist the Amore Company to access to potential local contacts and accumulate more
local market experience. In addition, Amore can obtain more control of this market, such
as undertake market research, design marketing mix strategy and provide local selling
support service by the company itself. Through this directing exporting process, the
company can get more Australian market knowledge and change the marketing strategy
2013 2014 2015 2016
595,800 691,128 884,644 1,194,269+
234,567 272,098 348,285 470,185++++
361,233 419,030 536,359 724,085
34,046 39,493 50,551 68,244
20,427 23,696 30,331 40,946
217,360 223,881 230,597 237,515
75,000 77,250 79,568 81,955
14,400 14,832 15,277 15,735
0 4,000 4,000 4,000
361,233 383,152 410,323 448,395
0 35,879 126,036 275,689
0 10,764 37,811 82,707+++++++
0 25,115 88,225 192,983++++
Promotional+package
Salaries
Rent
Utilities+&+maintenance
Depreciation
Total+operating+expenses
Operating+expenses:
Advertising
Earnings+before+tax
Tax+expense+(30%)
Net+Income
Sales
Cost+of+Sales
Gross+Profit
Maximising
Revenue
Opportunities
&
Strengthening
Our
Brand
Power
Page
29
30. Global Marketing Plan - 2012
accordingly the products’ success and problems.
!
!
Disadvantages:
For the disadvantages of direct exporting, using agent may have unexpected delays in
delivery of goods. Secondly, the company need to invest more capital in sales
organisation of Australian market. Lastly, the important one is cultural differences
between South Korea and Australian, different language and business customs causing
communication problems.
!
Overcome entry barriers:
The IOPE is lack of product competitive advantage because the unawareness of product
by Australians, the company need to plan a suitable communication strategy such as
advertising, sales promotion and personal selling to reduce local fierce competition.
!
Appendix E
Media Decision
Newspaper Printer advertisement: Lower cost, accessible by readers through city
newspaper and free community newspaper, maybe other language
(Chinese) newspaper published locally, most of the urban areas
population read it every day. Primary medium of local advertisers.
Magazine Pictures and article advertisements in professional make up
magazines and fashion magazines. It is targeted girls and women
who using make up products to be aware.
Internet Facebook webpage advertisements. The impact of facebook website
has covered wide range of people. The company can open an
account to communicate with customers in use and potential
customers. Two way communication.
Mobile
application
Create apple application and android application for customers to
use and be familiar with the new information about IOPE products.
Maximising
Revenue
Opportunities
&
Strengthening
Our
Brand
Power
Page
30
31. Global Marketing Plan - 2012
!
Appendix F
Advertisements
!
!
!
Cinema The advertisement before the movie is another effective way to
promote our products. It has truly captive audience.
Maximising
Revenue
Opportunities
&
Strengthening
Our
Brand
Power
Page
31