Gary Michaels Fine Jewelry is a family-owned high-end jeweler in New Jersey that sells designer jewelry, diamonds, and watches. While it has strengths like its knowledgeable staff and large diamond selection, it faces threats from online retailers and lower prices from major chains. The strategic campaign will focus on leveraging opportunities like the holiday season and e-commerce to attract younger customers and build upon existing positive reviews and ratings to spread brand awareness.
This document provides an overview of Tiffany & Co., a leading jewelry company. It discusses the company's products, target segments, financial performance, physical and human assets. It also outlines Tiffany's social responsibility efforts including its foundation which donates 2% of pre-tax earnings to charity. The company operates globally and its new business environment includes a smartphone app and expanding into markets like Russia.
This document provides an analysis of Tiffany & Co's business strategies and the jewelry industry. It discusses macroeconomic factors affecting the industry, Porter's five forces analysis of competitive forces, and key success factors. Tiffany & Co's strategies, SWOT analysis, and financial performance are examined. Issues and recommendations are provided.
Tiffany & Co.'s annual report discusses financial results for the fiscal year ended January 31, 2013. Worldwide net sales increased 4% to $3.8 billion but gross profit declined as a percentage of net sales. Net earnings declined 11% to $416 million due to difficult year-over-year comparisons, challenging economic conditions, and product cost pressures. The company added 28 new stores during the year. Tiffany & Co. remains confident in long-term growth potential and plans new store openings, product introductions, and marketing activities for the coming year.
Case Study focused on iconic luxury brand, Tiffany, detailing the relevance of its brand identity and what it has come to represent. Introduced social media initiatives to create awareness, engage audiences and build community.
•The study also considered financial instruments for hedging overall risk under changing economic conditions.
This document contains information about Tiffany & Co., including the names of four MBAE students analyzing the company, Tiffany's history and products, financial overview, and analyses using various business frameworks. It discusses Tiffany's brand strength, revenue streams from jewelry sales, and potential threats from competitors like Blue Nile. Porter's Five Forces, demographic trends, mass customization, and Christensen's disruption theory are applied to understand Tiffany's position and recommend expanding their target market.
Tiffany & Co. was founded in 1837 by Charles Lewis Tiffany and John Young in New York City. They began with a stationary store and later added jewelry and silverware. In 1853, Tiffany gained control of the firm and renamed it Tiffany & Co. Today, Tiffany & Co. operates flagship stores around the world, with its main store located on Fifth Avenue in New York City. The company generates most of its sales from high-end retail jewelry, maintaining a reputation for quality gems and craftsmanship.
Learn why ASD Market Week is the most comprehensive B2B trade show in the US! Our Post Show Report from March 2016 outlines how you can reach new buyers and find new markets at ASD.
The document promotes ASD Market Week, a major trade show, by highlighting its growth in attendance, variety of buyers, and value for exhibitors. Some key details include:
- Attendance has grown across many buyer categories over the past few years, with retail buyer attendance up 11% and unique store counts up 5%.
- The event draws buyers from over 90 countries, making it truly global in scope.
- Exhibitors can expect to meet buyers from a wide range of retail store types, including apparel, cosmetics, general merchandise, and more.
This document provides an overview of Tiffany & Co., a leading jewelry company. It discusses the company's products, target segments, financial performance, physical and human assets. It also outlines Tiffany's social responsibility efforts including its foundation which donates 2% of pre-tax earnings to charity. The company operates globally and its new business environment includes a smartphone app and expanding into markets like Russia.
This document provides an analysis of Tiffany & Co's business strategies and the jewelry industry. It discusses macroeconomic factors affecting the industry, Porter's five forces analysis of competitive forces, and key success factors. Tiffany & Co's strategies, SWOT analysis, and financial performance are examined. Issues and recommendations are provided.
Tiffany & Co.'s annual report discusses financial results for the fiscal year ended January 31, 2013. Worldwide net sales increased 4% to $3.8 billion but gross profit declined as a percentage of net sales. Net earnings declined 11% to $416 million due to difficult year-over-year comparisons, challenging economic conditions, and product cost pressures. The company added 28 new stores during the year. Tiffany & Co. remains confident in long-term growth potential and plans new store openings, product introductions, and marketing activities for the coming year.
Case Study focused on iconic luxury brand, Tiffany, detailing the relevance of its brand identity and what it has come to represent. Introduced social media initiatives to create awareness, engage audiences and build community.
•The study also considered financial instruments for hedging overall risk under changing economic conditions.
This document contains information about Tiffany & Co., including the names of four MBAE students analyzing the company, Tiffany's history and products, financial overview, and analyses using various business frameworks. It discusses Tiffany's brand strength, revenue streams from jewelry sales, and potential threats from competitors like Blue Nile. Porter's Five Forces, demographic trends, mass customization, and Christensen's disruption theory are applied to understand Tiffany's position and recommend expanding their target market.
Tiffany & Co. was founded in 1837 by Charles Lewis Tiffany and John Young in New York City. They began with a stationary store and later added jewelry and silverware. In 1853, Tiffany gained control of the firm and renamed it Tiffany & Co. Today, Tiffany & Co. operates flagship stores around the world, with its main store located on Fifth Avenue in New York City. The company generates most of its sales from high-end retail jewelry, maintaining a reputation for quality gems and craftsmanship.
Learn why ASD Market Week is the most comprehensive B2B trade show in the US! Our Post Show Report from March 2016 outlines how you can reach new buyers and find new markets at ASD.
The document promotes ASD Market Week, a major trade show, by highlighting its growth in attendance, variety of buyers, and value for exhibitors. Some key details include:
- Attendance has grown across many buyer categories over the past few years, with retail buyer attendance up 11% and unique store counts up 5%.
- The event draws buyers from over 90 countries, making it truly global in scope.
- Exhibitors can expect to meet buyers from a wide range of retail store types, including apparel, cosmetics, general merchandise, and more.
This document provides information about three major diamond retailers: Blue Nile, Zales, and Tiffany. It discusses their business models, product offerings, target customers, and financial performance from 2007-2011.
Blue Nile is an online-only retailer that offers high-quality diamonds and jewelry at lower markups. It targets men with a no-pressure sales approach. Zales operates stores targeting various customer segments but has struggled with changing strategies. Tiffany focuses on high-end products through global stores and sourcing, maintaining strong profit margins.
Cover 3 is a fine dining establishment with locations in Austin and San Antonio, Texas. It combines outstanding food and drink with a love of sports. This document outlines Cover 3's situation analysis, target consumer research, and marketing and media objectives and plan to increase sales and brand awareness over the next 9 months. The objectives include increasing return customers, alcohol sales, and average spending per person. The media plan allocates a $72,000 budget across social media, print, and radio advertising. Key tactics include sports-themed social media posts, print ads in local newspapers, and radio ads targeting commuters.
This document provides information about advertising and sponsorship opportunities for the ASDMaketWeek event in Las Vegas from March 11-14, 2018. It outlines various digital, print, and on-site options to promote companies and drive traffic to booths. Digital options include ads on the event website and mobile app. Print options include directory ads and inserts. Onsite options include banners above or near booths. Many options are available at different price points. Free marketing tools are also provided to exhibitors as part of their participation fee.
The document provides details about a proposed Skirt Weight product from Swarovski. The Skirt Weight is a thin pin that slips through fabric to hold skirts down and can be accessorized with Swarovski crystals. The document outlines Swarovski's SWOT analysis and discusses targeting working women and college/high school girls. It describes the marketing mix of product, price, placement and promotion strategies to maximize profit through the Skirt Weight.
Tiffany & Co. aims to selectively expand its global store network while maintaining its brand value. It seeks to increase store productivity and operating margins while enhancing customer awareness through marketing. Tiffany also focuses on product innovation and superior customer service. In the past year, Tiffany opened 17 new stores globally and saw sales rise in the Americas and Asia-Pacific regions. It plans to increase capital expenditures to support continued international expansion.
The Nordstrom Way to Customer Service Excellence document discusses the history and culture of Nordstrom, a leading fashion retailer in the US. Some key points:
1) Nordstrom traces its origins to a shoe store founded in Seattle in the early 1900s and has since expanded across the US and into Europe, employing nearly 50,000 people.
2) Nordstrom is known for its excellent customer service, wide product selection, and employee empowerment. Employees are empowered to make decisions to best serve customers.
3) Nordstrom places a strong emphasis on diversity and inclusion, with people of color making up 39.1% of its workforce. It recruits from a variety of communities and advertises in diverse publications
Nordstrom offers high fashion clothing, shoes, and accessories for men, women, and children at various price points. They have 117 full-line stores across 36 states and 148 Nordstrom Rack stores. Nordstrom targets customers in their 20s but anyone who enjoys fashion. Their $4 million marketing budget focuses on promoting their stores and Nordstrom credit card through mailings, in-store promotions, social media like Facebook, Instagram and Twitter, and their mobile app.
The document discusses trends in the jewelry industry and consumer preferences. It covers topics like sustainability becoming more important to consumers, especially younger generations; a demand for customization, unique designs, and storytelling from brands; an emphasis on transparency around sourcing and supply chains; and a focus on experiences over just products. Emerging trends mentioned include solo traveling, nostalgia, using technology to provide escapism, and designing with empathy and compassion. The trends suggest consumers want brands that align with their values and provide meaningful products and stories.
Tiffany & Co. is a luxury jewelry and specialty retailer founded in 1837. The 12-page document analyzes Tiffany's financial performance from 2008-2012, the luxury goods industry, and competitors. It finds that while Tiffany had record sales and profits in 2011, its operating environment has weakened in the latter half of 2012. It recommends Tiffany focus on international expansion, productivity gains, and strengthening its supply chain and e-commerce to drive growth in 2013 and beyond.
Founded in 1837, Tiffany & Co began as a "fancy goods" purveyor before focusing on fine jewelry and silverware in 1845. Key events include Charles Tiffany's buyout of partners in 1853 and renaming to Tiffany & Co, the opening of their flagship Fifth Avenue store in 1940, and going public on the NYSE in 1987. Tiffany is known for iconic pieces like the Tiffany Diamond and engagement rings, and for collaborations with designers like Jean Schlumberger, Elsa Peretti, and Paloma Picasso. The company produces 60% of products in-house and is innovative with new alloys like their secret-formula Rubedo metal.
This document outlines a marketing plan for a new Jack Daniel's Dark Cherry Whiskey product aimed at expanding their target market to include more women ages 21-45. The plan includes an analysis of competitors, objectives to increase sales and appeal to women through new advertising, and a proposed budget of $2.1 million allocated across magazine, web, billboard, and radio advertisements specifically targeted to reach women. It also includes proposals for pre- and post-testing to evaluate the effectiveness of the new marketing campaign.
Tiffany & Co. is a luxury jewelry brand founded in 1837 that is known for its high quality silver jewelry and engagement rings. The brand's iconic blue boxes and logo are highly recognizable symbols of luxury. Tiffany became very successful by clearly marking prices on all goods and only accepting cash payments, which established it as a high-end brand. The company continues to market primarily to wealthy customers around the world and has adapted to new digital strategies to appeal to younger generations.
Conducted intensive consumer research on Victoria's Secret's brand, including retail observation & customer interviews. Created brand personas & developed
This document provides a market analysis for a proposed Skirt Weight product. It includes a SWOT analysis identifying external factors like culture, demographics, technology and the economy. It segments the target market of women into high school/college girls and working women. The marketing mix is proposed, including sterling silver and gemstone materials, a $60 price point, promotions on HGTV and Food Network, and mall store placement. Projected first year sales of 500,000 units are estimated to generate $13.9 million in revenue and $13.2 million in profit.
In this hypothetical project, we have been hired by Voodoo Doughnut to create a media plan. Our media group, BrandAid collaborated to create media recommendations for the Voodoo media business as they expand their fun and distinctive business in Madison, WI for the first time.
The document proposes a creative strategy to increase visits by suburban mothers to Nordstrom stores. It suggests focusing on appealing to the target customers' desire for socialization and fashion by positioning Nordstrom as "The party where friends and fashion meet." Tactics would include direct mail invitations to fashion-themed events at Nordstrom and advertising promoting the idea of a celebration of friends and fashion.
This document outlines a research project to help TOPMAN connect better with teen and 20s consumers. The project aims to [1] create a unique marketing strategy, [2] strengthen TOPMAN's brand image, and [3] clearly identify consumer groups. Research methods will include analyzing TOPMAN's history and competitors, interviewing consumers and industry experts, and conducting focus groups. Trends around youth culture, digital marketing, and men's fashion will also be examined. The end goal is to develop a new marketing strategy based on deep insights into TOPMAN consumers.
Topman was launched in 1978 as the brother brand to women's fashion leader Topshop. It now has over 185 stores in the UK and Topman.com receives over 160,000 visits per week. Topman offers fashionable men's clothing covering styles from suits to indie-inspired casual wear along with accessories. It has collaborated with designers like Kim Jones, Peter Densen, and Markus Lupfer.
Cp03 evolución de clases y análisis de clases en el capitalismo central die...Miguel Angel Zamora
La Unión Europea ha acordado un paquete de sanciones contra Rusia por su invasión de Ucrania. Las sanciones incluyen restricciones a las importaciones de productos rusos de alta tecnología y a las exportaciones de bienes de lujo a Rusia. Además, se congelarán los activos de varios oligarcas rusos y se prohibirá el acceso de los bancos rusos a los mercados financieros de la UE.
The meeting notes discuss a team meeting held on 12/11/2016. Team members Neha Shahzad, Tamia-Mullaney Downer, and Tanika Singh were present for an in-lesson meeting. They discussed filming their production at the local and accessible Hainault Forest Country Park and confirmed details of the narrative for their production.
This document provides information about three major diamond retailers: Blue Nile, Zales, and Tiffany. It discusses their business models, product offerings, target customers, and financial performance from 2007-2011.
Blue Nile is an online-only retailer that offers high-quality diamonds and jewelry at lower markups. It targets men with a no-pressure sales approach. Zales operates stores targeting various customer segments but has struggled with changing strategies. Tiffany focuses on high-end products through global stores and sourcing, maintaining strong profit margins.
Cover 3 is a fine dining establishment with locations in Austin and San Antonio, Texas. It combines outstanding food and drink with a love of sports. This document outlines Cover 3's situation analysis, target consumer research, and marketing and media objectives and plan to increase sales and brand awareness over the next 9 months. The objectives include increasing return customers, alcohol sales, and average spending per person. The media plan allocates a $72,000 budget across social media, print, and radio advertising. Key tactics include sports-themed social media posts, print ads in local newspapers, and radio ads targeting commuters.
This document provides information about advertising and sponsorship opportunities for the ASDMaketWeek event in Las Vegas from March 11-14, 2018. It outlines various digital, print, and on-site options to promote companies and drive traffic to booths. Digital options include ads on the event website and mobile app. Print options include directory ads and inserts. Onsite options include banners above or near booths. Many options are available at different price points. Free marketing tools are also provided to exhibitors as part of their participation fee.
The document provides details about a proposed Skirt Weight product from Swarovski. The Skirt Weight is a thin pin that slips through fabric to hold skirts down and can be accessorized with Swarovski crystals. The document outlines Swarovski's SWOT analysis and discusses targeting working women and college/high school girls. It describes the marketing mix of product, price, placement and promotion strategies to maximize profit through the Skirt Weight.
Tiffany & Co. aims to selectively expand its global store network while maintaining its brand value. It seeks to increase store productivity and operating margins while enhancing customer awareness through marketing. Tiffany also focuses on product innovation and superior customer service. In the past year, Tiffany opened 17 new stores globally and saw sales rise in the Americas and Asia-Pacific regions. It plans to increase capital expenditures to support continued international expansion.
The Nordstrom Way to Customer Service Excellence document discusses the history and culture of Nordstrom, a leading fashion retailer in the US. Some key points:
1) Nordstrom traces its origins to a shoe store founded in Seattle in the early 1900s and has since expanded across the US and into Europe, employing nearly 50,000 people.
2) Nordstrom is known for its excellent customer service, wide product selection, and employee empowerment. Employees are empowered to make decisions to best serve customers.
3) Nordstrom places a strong emphasis on diversity and inclusion, with people of color making up 39.1% of its workforce. It recruits from a variety of communities and advertises in diverse publications
Nordstrom offers high fashion clothing, shoes, and accessories for men, women, and children at various price points. They have 117 full-line stores across 36 states and 148 Nordstrom Rack stores. Nordstrom targets customers in their 20s but anyone who enjoys fashion. Their $4 million marketing budget focuses on promoting their stores and Nordstrom credit card through mailings, in-store promotions, social media like Facebook, Instagram and Twitter, and their mobile app.
The document discusses trends in the jewelry industry and consumer preferences. It covers topics like sustainability becoming more important to consumers, especially younger generations; a demand for customization, unique designs, and storytelling from brands; an emphasis on transparency around sourcing and supply chains; and a focus on experiences over just products. Emerging trends mentioned include solo traveling, nostalgia, using technology to provide escapism, and designing with empathy and compassion. The trends suggest consumers want brands that align with their values and provide meaningful products and stories.
Tiffany & Co. is a luxury jewelry and specialty retailer founded in 1837. The 12-page document analyzes Tiffany's financial performance from 2008-2012, the luxury goods industry, and competitors. It finds that while Tiffany had record sales and profits in 2011, its operating environment has weakened in the latter half of 2012. It recommends Tiffany focus on international expansion, productivity gains, and strengthening its supply chain and e-commerce to drive growth in 2013 and beyond.
Founded in 1837, Tiffany & Co began as a "fancy goods" purveyor before focusing on fine jewelry and silverware in 1845. Key events include Charles Tiffany's buyout of partners in 1853 and renaming to Tiffany & Co, the opening of their flagship Fifth Avenue store in 1940, and going public on the NYSE in 1987. Tiffany is known for iconic pieces like the Tiffany Diamond and engagement rings, and for collaborations with designers like Jean Schlumberger, Elsa Peretti, and Paloma Picasso. The company produces 60% of products in-house and is innovative with new alloys like their secret-formula Rubedo metal.
This document outlines a marketing plan for a new Jack Daniel's Dark Cherry Whiskey product aimed at expanding their target market to include more women ages 21-45. The plan includes an analysis of competitors, objectives to increase sales and appeal to women through new advertising, and a proposed budget of $2.1 million allocated across magazine, web, billboard, and radio advertisements specifically targeted to reach women. It also includes proposals for pre- and post-testing to evaluate the effectiveness of the new marketing campaign.
Tiffany & Co. is a luxury jewelry brand founded in 1837 that is known for its high quality silver jewelry and engagement rings. The brand's iconic blue boxes and logo are highly recognizable symbols of luxury. Tiffany became very successful by clearly marking prices on all goods and only accepting cash payments, which established it as a high-end brand. The company continues to market primarily to wealthy customers around the world and has adapted to new digital strategies to appeal to younger generations.
Conducted intensive consumer research on Victoria's Secret's brand, including retail observation & customer interviews. Created brand personas & developed
This document provides a market analysis for a proposed Skirt Weight product. It includes a SWOT analysis identifying external factors like culture, demographics, technology and the economy. It segments the target market of women into high school/college girls and working women. The marketing mix is proposed, including sterling silver and gemstone materials, a $60 price point, promotions on HGTV and Food Network, and mall store placement. Projected first year sales of 500,000 units are estimated to generate $13.9 million in revenue and $13.2 million in profit.
In this hypothetical project, we have been hired by Voodoo Doughnut to create a media plan. Our media group, BrandAid collaborated to create media recommendations for the Voodoo media business as they expand their fun and distinctive business in Madison, WI for the first time.
The document proposes a creative strategy to increase visits by suburban mothers to Nordstrom stores. It suggests focusing on appealing to the target customers' desire for socialization and fashion by positioning Nordstrom as "The party where friends and fashion meet." Tactics would include direct mail invitations to fashion-themed events at Nordstrom and advertising promoting the idea of a celebration of friends and fashion.
This document outlines a research project to help TOPMAN connect better with teen and 20s consumers. The project aims to [1] create a unique marketing strategy, [2] strengthen TOPMAN's brand image, and [3] clearly identify consumer groups. Research methods will include analyzing TOPMAN's history and competitors, interviewing consumers and industry experts, and conducting focus groups. Trends around youth culture, digital marketing, and men's fashion will also be examined. The end goal is to develop a new marketing strategy based on deep insights into TOPMAN consumers.
Topman was launched in 1978 as the brother brand to women's fashion leader Topshop. It now has over 185 stores in the UK and Topman.com receives over 160,000 visits per week. Topman offers fashionable men's clothing covering styles from suits to indie-inspired casual wear along with accessories. It has collaborated with designers like Kim Jones, Peter Densen, and Markus Lupfer.
Cp03 evolución de clases y análisis de clases en el capitalismo central die...Miguel Angel Zamora
La Unión Europea ha acordado un paquete de sanciones contra Rusia por su invasión de Ucrania. Las sanciones incluyen restricciones a las importaciones de productos rusos de alta tecnología y a las exportaciones de bienes de lujo a Rusia. Además, se congelarán los activos de varios oligarcas rusos y se prohibirá el acceso de los bancos rusos a los mercados financieros de la UE.
The meeting notes discuss a team meeting held on 12/11/2016. Team members Neha Shahzad, Tamia-Mullaney Downer, and Tanika Singh were present for an in-lesson meeting. They discussed filming their production at the local and accessible Hainault Forest Country Park and confirmed details of the narrative for their production.
La revolución industrial actual es la cuarta, impulsada por cinco vectores de cambio: inteligencia, colaboración, bioeconomía, descentralización y valores. Esto permitirá una nueva etapa industrial más inteligente y sostenible, distribuida en regiones y acorde a nuevos estilos de vida. Tres paradigmas tecnológicos cobran relevancia: Big Data, inteligencia artificial y Internet de las Cosas.
This document provides information about purchasing a 3Com 3C16735A 16-port switch from Launch 3 Telecom. Launch 3 Telecom is an experienced telecom supplier that offers competitive pricing, quality customer service, and expertise in 3Com products. They accept various payment methods for purchases and provide same-day shipping with tracking for orders placed before 3PM. The 3Com 3C16735A purchase includes a warranty, and Launch 3 Telecom offers additional services like repairs, maintenance contracts, and equipment recycling.
The document discusses ICI Pakistan's values of customer centricity, integrity & responsibility, innovation, passion for people, and delivering enduring value. It states that these values form the core of how the company operates every day and are visible in both words and actions of employees. The values are embedded into the company's culture and form the DNA of ICI Pakistan. The document also notes that building on these values is how the company evaluates and recognizes both individual and corporate success.
This document contains the resume of Mohamed Farid El-Sayed Gom'a, including his contact information, career summary, profile summary, personal information, education history, and employment history. He has over 4 years of experience as a steel structure engineer in thermal power plant projects in Egypt and Qatar. His experience includes roles at Project Services Company in Qatar, El Masria Construction Contract in Egypt, and DSD Ferrometalco in Egypt, where he was responsible for steel structure erection, fabrication, and maintenance engineering work. He holds a BSc in Mechanical Power Engineering from Alexandria University.
This document provides information about purchasing a 3Com 3C17225 cable from Launch 3 Telecom. It describes how to purchase the cable through their website or by phone, offers same day shipping, and provides details about payment options, warranty, and additional services available from Launch 3 Telecom such as repairs, maintenance contracts, and equipment de-installation.
1) La revolución de marzo en Prusia puso el poder en manos de la burguesía prusiana, pero esta no luchó por sus propios intereses sino que defendió los intereses del pueblo que la había llevado al poder.
2) A diferencia de las revoluciones inglesa y francesa, la revolución de marzo en Prusia no representó el triunfo de una nueva sociedad sobre la antigua, sino el renacimiento de una sociedad ya muerta.
3) La burguesía prusiana no representaba los intereses de
El documento presenta una lista de actividades y técnicas de evaluación para estudiantes sobre temas económicos en Ecuador. Las actividades incluyen exámenes orales y escritos, proyectos, demostraciones y ensayos sobre sectores económicos del país, recursos naturales, grupos étnicos y aspectos históricos como el cierre bancario de 1999. Los instrumentos de evaluación mencionados son cuestionarios, crucigramas, diagramas, reactivos y encuestas.
Este documento describe las tecnologías Ethernet 10 Mbps, 100 Mbps y 1000 Mbps, incluyendo sus ventajas, desventajas y medios de transmisión. Ethernet 10 Mbps (10BASE-T) utiliza cable UTP y puede tener características half-duplex o full-duplex, aunque su longitud máxima es de 100 metros. Ethernet 100 Mbps puede usar cable UTP categoría 5e (100BASE-TX) o fibra óptica (100BASE-FX) para soluciones de backbone. Ethernet 1000 Mbps puede usar cable UTP o fibra óptica, dividi
El documento describe las funciones y el proceso de instalación y uso de TeamViewer, un software que permite la conexión remota y control de otros equipos, compartir escritorios y archivos, y realizar videoconferencias. Primero se descarga e instala el programa, luego para conectarse a otro equipo se ingresa su ID y contraseña, lo que permite ver y controlar la pantalla remota y transferir archivos.
Este documento presenta el sílabo de la asignatura "Herramientas de la web 2.0 en la Educación" impartida en la Universidad Nacional de Chimborazo. La asignatura se enfoca en identificar y utilizar eficientemente las herramientas de la Web 2.0, así como analizar los nuevos modelos educativos apoyados en la Web. El sílabo describe los contenidos, objetivos y metodología de la asignatura de manera constructivista, evaluando el aprendizaje a través de encuestas y entrevistas.
La multiplexación es un proceso para combinar datos múltiples mediante la asignación de la información a canales de ancho de banda. Existen diferentes tipos de multiplexación como la multiplexación con división de tiempo, frecuencia o longitud de banda densa para fibra óptica. Los multiplexores y demultiplexores utilizados pueden ser pasivos o activos y es importante minimizar la diafonía y maximizar la separación de canales.
Sunil Jakhar presented on pollution in Delhi, India. There are three main types of pollution: air, water, and noise. Air pollution comes from transportation, industries, and domestic emissions. The government has taken steps to control air pollution from vehicles by phasing out old vehicles, converting vehicles to CNG, and implementing stricter emission standards. Water pollution comes from domestic sewage and industrial effluent. The government has ensured industries install effluent treatment plants and has treatment sewage plants. Noise pollution comes from industries, transportation, and generators. The government has designated silence zones around hospitals and restricts generator use at certain times.
This document provides information about the 3Com 3C10118A hard drive field replacement unit and describes how to purchase it from Launch 3 Telecom. Launch 3 Telecom offers same day shipping for orders received by 3PM EST as well as a warranty and return policy. They also provide additional services such as equipment repair, maintenance contracts, de-installation, and asset recovery.
Walsh University CFA Challenge Report (1)Jerad Kitzler
- Signet Jewelers is initiated as a buy recommendation with a one-year target price of $142.50 per share. Revenue growth is forecast to be rapid in Fiscal 2016 as Signet integrates the Zale division, followed by declining growth. Synergies from the Zale acquisition will increase profitability and efficiency.
- Signet operates over 3,500 stores under brands like Kay Jewelers, Zales, H. Samuel, and Ernest Jones. It aims to be the largest specialty retailer of jewelry in the US, Canada, and UK.
- The report provides an overview of Signet's divisions including Sterling, Zale, and UK. It also discusses the jewelry industry, season
Nordstrom's 6-month buying plan allocates budget across its New York flagship store and Los Angeles Grove store locations. The plan dedicates 85% of the budget to shoes and 15% to accessories. It also includes purchasing plans and budgets for emerging designers like Amina Muaddi, Minju Kim, and others. The amounts planned total over $18 million for SPACE purchases across all locations and categories.
Rothberg Jewelers is a New York-based retailer of high quality gemstones and jewelry that primarily sells through TV networks. It seeks $2-3 million in investment to fund inventory expansion and website improvements to further grow its business. The company offers a wide selection of jewelry, diamonds, and precious stones and has established relationships with major television networks. It aims to target customers aged 49+ in the US market and has experienced rapid growth through television sales.
The document provides an analysis of the target market, competitors, and marketing strategies for a proposed women's boutique. It analyzes the demographics, behaviors, and interests of the target market of women ages 35-50 in middle to upper-middle income brackets. Three main competitors are identified: Dillard's, Target, and a local boutique. Dillard's and Target have a larger customer base due to their national presence but carry a broader range of products. The local boutique has a loyal following but relies more on word-of-mouth. Marketing strategies analyzed include promotions, social media, and branding. A SWOT analysis compares the strengths, weaknesses, opportunities and threats faced by each competitor.
Investing is a critical aspect of building wealth and securing a stable financial future. While traditional investment options like stocks, real estate, and bonds often take center stage, there exists a lesser-known avenue that can yield substantial returns: selling jewelry. Beyond its aesthetic appeal and emotional value, jewelry possesses unique characteristics that make it an exceptional financial asset. In this article, we will explore the reasons why selling jewelry can be the best financial decision one can make. We will tell you why this is so that if you get in touch with a genuine gold buyer right now it will be the most profitable decision of your life.
Liz James Designs - Marketing Campaign Book - Spring 2014Gabriel Chambers
Campaign proposal for Liz James Designs, a small jewelry store in Austin, TX. Our audience was not marketing executives, but a small business owner with only basic experience in advertising. Thus we developed and pitched our campaign that was simple and elegant, yet heavily digital and analytical.
Ironically- small-box retailers like Dollar General owe their growth t (1).pdfsaurabhmehramehra
Ironically, small-box retailers like Dollar General owe their growth to the success of our big-box
rivals. The dominance of big-box retail fuels the demand for a convenient alternative. - David
Perdue, Chairman and CEO, Dollar General Walking through the home cleaning aisle of a Dollar
General store in Nashville, Tennessee, David Perdue, CEO of Dollar General, reflected on the
significant progress the dollar store industry, and Dollar General in particular, had made in the
United States over the past decade. Many consumers in the U.S. still believed that the large
dollar store retailers focused on low-priced knick-knacks. In 2007, however, this was far from
reality. The majority of the products sold at Dollar General were household consumables priced
under $10 , and one-third of these products were nationally branded consumer goods including
Tide, Pepsi, and Kellogg's Cereal. The dollar store industry, led by Dollar General, had been the
fastest-growing retail channel throughout the United States over the past decade with the only
exception being supercenters (such as Sam's Club and Costco). At the beginning of 2007, Perdue
had reason to be pleased. Since he had taken leadership of the company in 2003, the company
had grown from 6,273 stores to 8,260 in early 2007 . Revenues had increased to $9.2 billion by
the end of fiscal year 2006, representing a 9% cumulative average growth rate over the past five
years. This frenetic pace of growth, while very exciting, also created some growing pains for
Dollar General. During fiscal year 2006, Dollar General was forced to address a number of
structural issues pertaining to its growth. The company closed over 200 low-potential stores and
wrote off a significant amount of old inventory that had built up over time. Perdue knew that
there remained significant growth opportunities within the U.S., but the question hanging over
his head was how to achieve both sustainable and profitable growth for the long term. With
8,260 company-owned stores in the U.S., maintaining the current growth rate was going to be
challenging. "Should we continue to drive growth through new store openings?" Perdue thought
to himself as he stood in the store, "or should we focus more on our existing stores and look to
drive growth through merchandising and in-store operational improvements?" As Perdue
watched a customer add a \$20 leather jacket to her shopping cart, which was already filled with
grocery items including soup, bread, and soda, he once again was struck by the unique position
Dollar General occupied in the marketplace. The company had evolved over the past decade to
become a retailer that provided highly consumable products in addition to the traditional dollar
store "treasure-hunt" items. As Perdue observed the bustling activity in the store, he knew the
opportunity in front of Dollar General was tremendous. The question that remained in his mind
was, "How do we continue to leverage the significant growth in this ind.
ECRU Provate Label and Product DevelopmentPicha Choo
ECRU is a luxury women's clothing company based in New York City that aims to provide high quality American sportswear with a minimal, natural aesthetic. The company's target customers are women ages 25-40 living in Manhattan and Brooklyn. ECRU plans to open its first store in SoHo and offer 4 seasonal collections each year across various categories like tops, dresses, and outerwear. Research shows the target demographic has high incomes and appreciates fashion, art, and design. ECRU aims to meet customer expectations for luxury products through high quality materials, exclusivity, and pricing that balances margins with competitive rates.
A multifaceted future the jewelry industry in 2020Anil GROVER
The jewelry industry seems poised for a glittering future. Annual global sales of €148 billion are expected to grow at a healthy clip of 5 to 6 percent each year, totaling €250 billion by 2020. Consumer appetite for jewelry, which was dampened by the global recession, now appears more voracious than ever.
But the industry is as dynamic as it is fast growing. Consequential changes are under way, both in consumer behavior as well as in the industry itself. Jewelry players can’t simply do business as usual and expect to thrive; they must be alert and responsive to important trends and developments or else risk being left behind by more agile competitors.
Ironically- small-box retailers like Dollar General owe their growth t (1).pdfvishalateen
Ironically, small-box retailers like Dollar General owe their growth to the success of our big-box
rivals. The dominance of big-box retail fuels the demand for a convenient alternative. - David
Perdue, Chairman and CEO, Dollar General Walking through the home cleaning aisle of a Dollar
General store in Nashville, Tennessee, David Perdue, CEO of Dollar General, reflected on the
significant progress the dollar store industry, and Dollar General in particular, had made in the
United States over the past decade. Many consumers in the U.S. still believed that the large
dollar store retailers focused on low-priced knick-knacks. In 2007, however, this was far from
reality. The majority of the products sold at Dollar General were household consumables priced
under $10 , and one-third of these products were nationally branded consumer goods including
Tide, Pepsi, and Kellogg's Cereal. The dollar store industry, led by Dollar General, had been the
fastest-growing retail channel throughout the United States over the past decade with the only
exception being supercenters (such as Sam's Club and Costco). At the beginning of 2007, Perdue
had reason to be pleased. Since he had taken leadership of the company in 2003, the company
had grown from 6,273 stores to 8,260 in early 2007. Revenues had increased to $9.2 billion by
the end of fiscal year 2006, representing a 9% cumulative average growth rate over the past five
years. This frenetic pace of growth, while very exciting, also created some growing pains for
Dollar General. During fiscal year 2006, Dollar General was forced to address a number of
structural issues pertaining to its growth. The company closed over 200 low-potential stores and
wrote off a significant amount of old inventory that had built up over time. Perdue knew that
there remained significant growth opportunities within the U.S., but the question hanging over
his head was how to achieve both sustainable and profitable growth for the long term. With
8,260 company-owned stores in the U.S., maintaining the current growth rate was going to be
challenging. "Should we continue to drive growth through new store openings?" Perdue thought
to himself as he stood in the store, "or should we focus more on our existing stores and look to
drive growth through merchandising and in-store operational improvements?" As Perdue
watched a customer add a $20 leather jacket to her shopping cart, which was already filled with
grocery items including soup, bread, and soda, he once again was struck by the unique position
Dollar General occupied in the marketplace. The company had evolved over the past decade to
become a retailer that provided highly consumable products in addition to the traditional dollar
store "treasure-hunt" items. As Perdue observed the bustling activity in the store, he knew the
opportunity in front of Dollar General was tremendous. The question that remained in his mind
was, "How do we continue to leverage the significant growth in this indus.
Buccellati is an Italian luxury jewelry brand with over 200 years of history. It is seeking to modernize its brand while maintaining its core values of artisanal craftsmanship. A new CEO and the 4th generation family designer are helping introduce more affordable product lines like engagement rings and watches, as well as non-jewelry items like iPhone cases, to attract younger customers. Buccellati will focus on its boutique stores and leveraging its heritage to compete against top jewelry brands in North America like Tiffany, Cartier, and Van Cleef & Arpels.
Children's Apparel Retailers. Market Share ShiftGary White
The document discusses trends in the children's apparel retail market, including:
1) Flash sales sites like Zulily, Myhabit, and Nordstrom's Hautelook are gaining market share from brick-and-mortar retailers. These sites offer designer brands at discounted prices on a first-come, first-served basis.
2) Established retailers like Gymboree, The Children's Place, Gap Kids, and Old Navy are facing challenges with expense management and driving top-line growth through fashion and digital competency.
3) Department stores are also competing for the children's apparel market and have strengths in fashion, events, brands, and omni-channel strategies.
Children's apparel retailers. market share shiftGary White
Major market share shift in the children's apparel channel.
Can brick and mortar retail keep pace with online retailers.
How about the flash sales sites? Are they here to stay?
Gymboree, Children's Place, Carter's, Zulily, Hautelook, are all key players here.
This document summarizes research conducted for an advertising agency and jewellery brand in Palakkad, India. The research aimed to understand consumer perceptions, preferences, and levels of awareness of gold jewellery brands. A survey was administered to females in Palakkad urban areas. Key findings included that family and children were most significant to respondents, and quality was the main reason for preferring certain jewellery brands. Most purchases occurred during weddings. The document provides suggestions for the client's advertising campaign, such as targeting younger consumers and using customer testimonials.
State a FINANCE problem within the company from the case study and pro.pdfdoshirajesh75
State a FINANCE problem within the company from the case study and provide justification and
recommendations for that problem. Minimum of one page. The writing off old inventory is a
good example
Ironically, small-box retailers like Dollar General owe their growth to the success of our big-box
rivals. The dominance of big-box retail fuels the demand for a convenient alternative. - David
Perdue, Chairman and CEO, Dollar General Walking through the home cleaning aisle of a Dollar
General store in Nashville, Tennessee, David Perdue, CEO of Dollar General, reflected on the
significant progress the dollar store industry, and Dollar General in particular, had made in the
United States over the past decade. Many consumers in the U.S. still believed that the large
dollar store retailers focused on low-priced knick-knacks. In 2007, however, this was far from
reality. The majority of the products sold at Dollar General were household consumables priced
under $10 , and one-third of these products were nationally branded consumer goods including
Tide, Pepsi, and Kellogg's Cereal. The dollar store industry, led by Dollar General, had been the
fastest-growing retail channel throughout the United States over the past decade with the only
exception being supercenters (such as Sam's Club and Costco). At the beginning of 2007, Perdue
had reason to be pleased. Since he had taken leadership of the company in 2003, the company
had grown from 6,273 stores to 8,260 in early 2007. Revenues had increased to $9.2 billion by
the end of fiscal year 2006, representing a 9% cumulative average growth rate over the past five
years. This frenetic pace of growth, while very exciting, also created some growing pains for
Dollar General. During fiscal year 2006, Dollar General was forced to address a number of
structural issues pertaining to its growth. The company closed over 200 low-potential stores and
wrote off a significant amount of old inventory that had built up over time. Perdue knew that
there remained significant growth opportunities within the U.S., but the question hanging over
his head was how to achieve both sustainable and profitable growth for the long term. With
8,260 company-owned stores in the U.S., maintaining the current growth rate was going to be
challenging. "Should we continue to drive growth through new store openings?" Perdue thought
to himself as he stood in the store, "or should we focus more on our existing stores and look to
drive growth through merchandising and in-store operational improvements?" As Perdue
watched a customer add a $20 leather jacket to her shopping cart, which was already filled with
grocery items including soup, bread, and soda, he once again was struck by the unique position
Dollar General occupied in the marketplace. The company had evolved over the past decade to
become a retailer that provided highly consumable products in addition to the traditional dollar
store "treasure-hunt" items. As Perdue observed the bustling activi.
The Lodge is a new outdoor company that will provide high quality fishing gear while honoring natural resources. Its store will have interactive elements like a rock climbing wall and large fish aquarium. It will sell rods, reels, lures, outerwear, and other gear. Competitors include Cabela's, Bass Pro Shops, and Dick's Sporting Goods, but The Lodge aims to build a community around its brand through unique in-store experiences.
ONEHOPE is a global cause brand that donates 50% of profits from wine and other products to charitable causes. It aims to make giving back a lifestyle choice. ONEHOPE's first product is a line of wines supporting causes like breast cancer awareness, autism, and military veterans. The document outlines ONEHOPE's brand positioning, target consumers, management team, wine production and distribution partners, retail partners, marketing strategies both online and offline, and corporate partnerships.
This document discusses how various retailers are innovating their brick-and-mortar store experiences to attract customers. It provides examples of brands like & Other Stories, Anthropologie, Billy Reid, MiniLuxe, Blue Nile, Warby Parker, Bonobos, Alo Yoga, Eataly, Wally's, Tesla and Ford that are enhancing the in-store experience through brand storytelling, customized services, events, and interactive spaces. The document also discusses how online retailers are opening physical stores to benefit from omnichannel shopping and address customers who want to touch and see products before buying.
Similar to GMFJ_PRCampaign_Portfolio_StatusPR (20)
1. Message Design for Public Relations
Rutgers, The State University of New Jersey
December, 2016
Michael LaPallo - Kimberly Jones - Tayah Swedlund - Hanna Choi - Vailey Eberhard
“Gary Michaels: For now, for a lifetime.”
STRATEGIC PUBLIC RELATIONS CAMPAIGN
2. 1
- For Now, For a Lifetime -
PR Strategic Campaign Plan
MICHAEL LAPALLO
KIMBERLY JONES
HANNA CHOI
TAYAH SWEDLUND
3. 2
VAILEY EBERHARD
PR Strategic Campaign Plan
SITUATION ANALYSIS
ORGANIZATIONAL BACKGROUND
Gary Michaels Fine Jewelry was established in Manalapan, N.J., in 1998 by the grandsons of
Rose and Hy Littman, who had opened their first store in Brooklyn in New York City in 1928,
creating Littman Jewelers, which would become the largest family owned jewelry retailer in the
United States. Gary Michaels Fine Jewelry is a full-service high-end jeweler that sells designer
jewelry, watches, engagement and bridal pieces, and high quality Gemological Institute of
America certified loose diamonds. The retailer also offers repair, customization, and appraisal
services. It is family-owned and operated by cousins Gary and Michael Littman, and has a
6,000-square-foot showroom located in Manalapan, N.J. According to the Littmans, bridal items
account for about 40 percent of total sales, with 20 percent in loose diamonds and another 20
percent in wedding bands and mountings. Diamond fashion makes up another 20 to 25 percent
of total revenue, with 20 percent in Sterling silver and 15 percent in watches. After 18 years of
operation, the core concept of the business remains the same: to pair the finest selection of
designer brands with the largest assortment of diamonds in the market.
Since the opening of the store, Gary Michaels Fine Jewelry has received numerous awards and
recognition for its diamonds and service:
· America’s Coolest Store 2002, Instore Magazine
· Top 10 Jewelry Stores in Monmouth County, Prime Buyers Report
· one of America’s Best Couture Jewelers, Wall Street Journal
· many great Billboard, Google, and Facebook reviews
INDUSTRY & MARKET TRENDS
The more recent economic upturn trending has been typically leading to increases in
discretionary spending and disposable income. In 2014, overall fine jewelry sales in the US
totaled $68.8 billion, rising 1.4 percent year-over-year, and watch sales increased 7.7 percent up
to $9.13 billion, according to Polygon’s “Retail Jewelry Industry in the U.S. 2014 Report”.
There was record Spending on Jewelry in 2014, with jewelry and watch sales totaling $78.08
billion, up 1.5 percent from 2013, according. Specialty jewelry retailers saw a 1.1 percent
increase in sales, to a record $33.61 billion in revenue for 2014.
Holiday sales saw an overall decline though in 2014, jewelry sales in the US market totaled
$21.75 billion during the November to December Holiday Season, a decrease of 1.4 percent
when compared with the January to November period of the previous year, and sales by specialty
4. 3
jewelers decreased 4.7 percent in the period. With new technologies and developments in the
U.S. there has been a growth in sales of fine jewelry and watches. A majority of people in all
cultures have had a drive to adorn themselves with jewelry mainly for beauty, to show status, and
or to symbolize something eventful. People from all walks of life and from all income levels,
from every region and of almost any age group buy jewelry.
It is important to note that, “A reason for the decline seems to be a shift in purchasing habits.
More jewelry was purchased throughout the year, somewhat de-emphasizing the importance of
the holiday season for jewelry sales,” as cited by Polygon. This has some large potential
implications for jewelry retailers to not expect the strongest sales during the normally peak
season. While total expenditure is growing, expenditure per item is not increasing at the same
rate, leading to a trend of buying more for less. The average amount spent on jewelry per each
U.S. was a record $612 on fine jewelry and fine watches in 2013, with fine jewelry alone
averaging a record $434 per household.
According to Edahn Golan’s “U.S. State of the Jewelry Market,” spending on jewelry and
watches occurs most during two periods of adult life during mid-twenties to mid-thirties, and
again, between the age 55 and 64 when the majority of people get married and then reach peaks
in their earning power.
COMPETITION
Product/service form competitors pursue the same market segments and publics, and they have
similar “values” or benefits to customers and audiences. Some of these direct competitors are
Diamond Castle and Gold-N-Time (in Freehold, N.J.), being most similar in all respects as well
as located nearby. Some others are Reeds Jewelers (a physical store in Freehold), Jewelry
Design Gallery, and Freehold Jewelers. Category competition includes industry retailers that
offer products and services with the same “features,” inclusive of large jewelry retail chains, like
Jared The Galleria of Jewelry, Kay Jewelers, and Zales. Other competitors in this area are
designer jewelry stores like Tiffany & Co. and Pandora; department stores that offer jewelry like
Macy’s, JCPenney, Lord & Taylor, Nordstrom, etc.; and small independent shops and servicers,
such as Aramis Boutique & Fine Jewelry, Gregory’s Jewelry, Jewelry Mine, Giorgio’s Fine
Jewelry (in Freehold mall), Watch Stop, Watch & Jewelry Doctor, X Jewelry, Gabriel Jewelers,
and Jem Jewelers.
Generic competition that can fulfill the same customer need with substitutable things can be seen
as fashion accessory retailers and designer outlets, e.g. Michael Kors, Coach, Fossil, francesca’s,
Charlotte Russe, or Express; casual jewelry retailers, e.g. Charming Charlie, Piercing Pagoda,
Things Remembered, Jeweled Studio, and Claire’s; and eCommerce dedicated websites like the
Jewelry Exchange, Ice.com, BlueNile, QVC, Amazon, overstock.com, and eBay.
Major Competitors:
1. Diamond Castle
5. 4
Another upscale high-end jewelry retailer with a wide selection, good reputation, large building
and elegant showroom that performs all services as Gary Michaels with very similar business
positioning. It is also geographically located extremely close only a few miles north on Highway
9 South. Diamond Castle is definitely an important competitor to consider.
2. Reeds Jewelers
With similar value and positioning Reeds has a local store nearby in Monmouth County, and is
still also a family-owned business even though it operates across 13 states along with a solid e-
commerce business, making it a formidable competitor that can certainly outmatch Gary
Michaels resource contributions to marketing, PR, or advertising efforts.
3. Chain Jewelry Retailers at The Freehold Raceway Mall
There are several competitors from those previously identified here, but the largest threat comes
from the large national retailers like Jared, Zales, and Kay. Sterling, one of the two biggest
global jewelry retailers and the largest U.S. specialty jewelry retailer, owns all three of these and
operates more than 3,000 locations total under a variety of national and ten regional brand
names.
SWOT ANALYSIS
STRENGTHS:
1. Family-Owned: people drawn to family-owned businesses rather than huge name brand
companies because many like to support small/local businesses and want a more personal
experience
2. Location: located in the heart of Manalapan Township in heavily populated upper-middle
class suburban area in central NJ along highly trafficked Interstate Highway Route 9 South
3. Relationship Selling: get to know customers one on one
4. Physical Building: modern, appealing, urban, upscale beautiful design and decor that is still
warm and inviting with a large amount of display space
5. Staff: highly experienced, educated, friendly staff with extremely low turnover
6. Inventory: new and up-to-date items in store and very large selection of high quality
diamonds
7. SEO/SEM: first result listed across Google, Yahoo!, and Bing for queries of “gary michaels”
with or without any combination of “jewelry, jewelers, manalapan, nj;” first result and first pay-
per-click ad listed for “manalapan jewelry” on Google & Yahoo! and second on Bing; also first
6. 5
Facebook result, sixth organic result for “high end jewelry nj” and first for “high end jewelry
manalapan nj” in Google
8. Industry Knowledge/Experience: owners and founders know jewelry business extensively,
with insight into national brand competition, also, as were previously part of third-largest retail
chain, owned by their family, i.e. Littman Jewelers
9. Private Ownership: autonomy from responsibility to shareholders
WEAKNESSES:
1. Budget: does not have the size budget for advertising like large brand jewelry companies,
franchises, and national retailers do
2. Customer Base: mostly aging Baby-Boomers; few younger clientele
3. Online Presence: low social media following and engagement
4. Size Paradox: not a large, well-known retailer, but not generally perceived as “mom and pop”
OPPORTUNITIES:
1. Market Demand: higher demand for diamonds of quality, especially ethically sourced
2. Seasonality: higher sales period during upcoming holiday season, critical timing
3. e-commerce-Ready: already have fully functional online ordering system in place on website
4. Favorable Ratings/Reputation: available window to seize/build upon these, spreading
awareness of preexistent awards, ratings, and reviews to drive the generation of more, new
similar content
5. National Breast Cancer Awareness Month: during month of October in future years, can
partner with charity and/or use some promotion to link GMFJ to the cause, improving social
responsibility, thus its reputation, perception, and possibly media coverage
THREATS:
7. 6
1. Online Purchasing and Ordering: from other stores, wholesalers, designer
brands/manufacturers themselves, and specially dedicated ecommerce sites; particularly growing
trend in propensity toward these latter two options
2. Lower Prices by Major Retailers: massive national and international retailers have ability to
offer more lower price points and promotional deals
3. Market Saturation: surrounding area occupied by many competing jewelry stores
PR ISSUE STATEMENT:
The recession in the U.S. economy that began in 2008 along with the trend of online shopping
has decreased foot traffic coming in through the doors at Gary Michaels Fine Jewelry. A public
relations campaign will support the company goal to increase in-house sales, generating more
revenue with a younger demographic in mind. The campaign will increase the needed online and
social media engagement and drive more people back into the store.
ANALYSIS OF KEY PUBLICS
KEY PUBLIC 1: Recent/NearCollege Graduate & Young Professional Men
Millennial men comprise the target public that the business wants, but is not currently
receiving. These men fall in the millennial age range between 20 and 28 and are mostly college
graduates. They tend to make a lower income. The average annual gross income of these
targeted men is around $35,000 - $50,000. It is important to target these men specifically
because they are ready to get engaged and will enact the purchase. Also, according to Edahn
Golan’s The US State of the Jewelry Market Report, college graduates with a bachelors degree,
but not advanced degrees, are among the highest spenders on high-end jewelry. These men are
looking for something they can afford while paying off their college loans. It is not necessarily
anything over-the-top, but is something that is special and unique. According to a recent
Marketwatch article in the New York Post from September 2016, over the past five years the
average spent on engagement rings has increased by nearly $1,000 to about $6,000, with 36
percent of grooms saying they will go out of their way and pay more for ethically sourced gems
and with more millennials opting for customized rings (with side stones, etc.) with nearly half of
all purchases customized last year. The “bigger is better” single-stone trend is no longer
dominant. Living within about a 40-mile radius, many of these younger men will be willing to
drive for a quality ring and experience.
As Millennial men, they are focusing on the use of technology to find their ring. They may
resort to online shopping and finding options based on what is readily handed to them if finding
it difficult to satisfy their wants. They like things done quickly and do not want to have to search
around for a long while. More than likely, they will decide to go to one of the first places they
see an eye-catching ring at or there is a lot of attention on social media about. However, they are
8. 7
more focused on the shopping experience and want more than just the end item being purchased.
They are influenced by others’ opinions, particularly a woman around their girlfriend’s age to
seek advice. It is typical for men to listen to other women and their advice because many times
they feel that most women like the same things or can provide a valuable frame of reference.
KEY PUBLIC 2: Older Millennial Men
These men are those who are also going to be interested in the jewelry for its uniqueness.
Ranging from the ages of 29 to 36, these men are more mature than the average engaged men
and will be more considerate while engagement ring shopping. Since they have waited to get
engaged, they are not rushing into anything therefore, have more time to shop around. These
men are past the entry job level age and will have more disposable income and discretionary
spending power. Targeting those with the average annual salary of about $90,000-$120,000 is
ideal.
These men are willing to put in the time to find these nice pieces. They earn more than the
younger previously defined millennial men and since most men are not getting engaged after the
age of 36, these men are going to be the targets for the more expensive rings. These men are
more likely to buy other items besides just rings such as necklaces, earrings, or bracelets
depending on what is being offered. They are more mature than the younger millennial man,
making them more decided of what they want. They are motivated by quality over anything and
also desire an attentive and personalized experience. These men are influenced by people in the
jewelry field they see as experts and other trustworthy women. The status symbol and look of
the jewelry is important, especially that it looks expensive, high quality, and unique.
KEY PUBLIC 3: Millennial Women
Beginning in their twenties, millennial women are looking to purchase what is new and
current. Following celebrities and social influencers now more than ever, they want to live up to
those lifestyles. Falling in the ages of 20 to 36 years old, these women want what is “in,” but
also want to be able to start a trend, having a piece of jewelry that is “social media worthy.” The
women in their early twenties are getting closer to college graduation and the acceptable
engagement ring, since it is now somewhat of a taboo for students to be engaged before
graduation. These women will also be impressed by the process of the gems being hand-picked
and sourced from foreign countries and by the details that make each piece of jewelry unique.
Many are shopping for their own rings with their intended husbands and want a memorable
“couple’s experience.”
At this age, they are ready to get engaged. They are extremely influenced by social media
and what the mainstream has. They are also competitive so they want their ring to be at least a
step above that of their friends. They live relatively locally in about a 40-mile radius. If the
jewelry has a uniqueness about it or is “social media worthy,” it will most likely create a sale.
Also these women are motivated by celebrity endorsement or visuals in order to make a purchase
decision. They live within a 40-mile radius, but the right social media post will get them in the
store.
9. 8
PR GOALS & OBJECTIVES
GOAL: The goal of the campaign is to increase in-store foot traffic, the customer base, and
online social media presence by attracting new customers in the targeted key publics of
millennials and young professionals.
The PR campaign will increase Gary Michaels’ brand visibility, recognition, and reputation by
spreading awareness through educating and informing key publics. The campaign will also
generate/stimulate demand among target audiences for engagement rings, bridal, and high end
jewelry, while informing these publics of the benefits of Gary Michaels as well as providing the
retailer as the clear, logical, viable option to satisfy it.
OBJECTIVES
Foot-Traffic: To:
- (A.) increase the number of new male customers with recorded birth years ranging from
1980-1996 in the Gary Michaels’ in-store purchase database by 4 percent,
- (B.) increase this male target segment by 6 percent on the Gary Michaels email/mailing
list (as tracked by those who sign up in the store),
- (C.) increase the amount of females with birth years from 1980-1996 by 1 percent in the
database,
- (D.) and increase this female segment by 5 percent from the email/mailing list,
all within the next 6 months.
Online and Social Media Presence:
- To increase the total number of new Facebook Page Likes by 500 (from 1,785 to 2,285)
in the next 6 months, and by 750 (to at least 2,535) over the next year, and to increase the
total number of Twitter followers (from 648) to at least 1,000 in the next 6 months.
Social Media Engagement:
- To generate a minimum of 200 positive comments or posts relating to the wedding band
contest and pop-up shop across social media channels on Facebook, Twitter, Snapchat,
and Instagram in the next 6 months, and to generate at least 150 more positive comments
or posts relating to the breast cancer awareness campaign within one year.
10. 9
KEY MESSAGES
For Recent/NearCollege Graduate & Young Professional Men:
“Gary Michaels provides a memorable and convenient shopping experience with great diamonds
at affordable prices that the special woman in your life will love!”
finest quality and largest selection of loose diamonds in New Jersey with affordable
prices and customizations
Highly-trained/courteous staff,
Luxurious, elegant, modern showroom with espresso bar
Clean website and social media sites
For Older Millennial Men:
“Gary Michaels provides high quality and unique jewelry, excellent attentive expert service, and
a personalized shopping experience”
Top designer brands, GIA-certified diamonds, and unique customizations
Highly knowledgeable staff that educates customers in the 4 Cs and offers a pressure-free
and personalized experience
6,000-sq-ft elegant showroom,
For Millennial Women:
“Gary Michaels offers a luxurious and enjoyable experience, both online and in the store.”
Top designer brands, exquisite and unique pieces, and the largest assortment of diamonds
in New Jersey
Can engage through company website and social media sites
o Instagram
o Facebook
o Twitter
Affordable prices, experienced staff, large and elegant showroom
STRATEGIES & TACTICS
11. 10
1. A cross-platform social media campaign will be created that will increase followers and
engagement on all accounts. The campaign will center around uploading pictures of engaged
couples with a contest to see which couple will get the most likes and win free wedding bands
from Gary Michaels Fine Jewelry.
- Tactics used will include creation of social media sites including Snapchat and
Instagram, social media news releases across platforms including Facebook and Twitter,
and pitch letters to attempt to garner news media coverage about the contest.
2. A seasonal pop-up shop will be set up at Short Hills Mall for Black Friday that will widen the
customer base and increase social media attention as well as sales. This strategy will also
ultimately lead to more store traffic by targeting a base of new potential customers from different
locales and appealing to consumers who may have no prior awareness of Gary Michaels. The
seasonal temporary shop will effectively act as a “teaser,” attracting new high-end customers,
whom if they like what they are exposed to at Short Hills for the holiday season, will need to go
into the Manalapan store for future business.
- Tactics used will be a news release combined with a social media push through
announcements, as well as pitch letters to media, email newsletters and event planning.
3. Gary Michaels Fine Jewelry will form a corporate partnership with the Susan G. Komen
Foundation to donate 2 percent of all in-store sales made during each weekend of October, 2017
between Fridays and Sundays to the cause, as well as hold several events such as Passionately
Pink fundraisers on “Pink Days” in the store and the Gary Michaels “Party in Pink” as the
culmination event. There will also be a social media contest to vote on who is “Prettiest in Pink”
and “Most Preposterous in Pink” all during the next National Breast Cancer Awareness Month to
appeal to more customers by improving its brand visibility and reputation and also increase
social media attention.
- Tactics used will be pitch letters to the press, news releases, social media news releases,
social media contests, newsletter features, flyers, event plans, and a CSR video.
12. 11
MEDIA RELEASE
Contact: Kimberly Jones, Media Relations
Status PR
kjj54@scarletmail.rutgers.edu
Mobile: 973-746-5519
For Immediate Release
Gary Michaels Fine Jewelry to Give Most “Liked” Couple Free Wedding Bands
In celebration of its new Instagram account and updated Facebook page, the jewelry store will
give away two wedding bands to the couple whose picture receives the most likes.
MANALAPAN, N.J., October 9, 2017 – Today, Gary Michaels Fine Jewelry announced its plan
to create a new social media campaign. The campaign includes displaying its new Instagram
account as well as its updated Facebook account. Included in the new campaign is a new social
media contest specifically for engaged couples to participate in for the chance to win wedding
bands.
The accounts include new pictures featuring all of the new jewelry pieces as well as the top
sellers, countries the owners have traveled to, the process of buying the jewelry, and new daily
promotion updates.
Most importantly, the reason for this entire social media update is to promote the store’s new
social media campaign. The campaign requires interested engaged couples to send in one photo
of the couple. The submitted picture will be posted on Gary Michaels Fine Jewelry’s Facebook
and Instagram account.
The contest starts on November 1and ends on November 14 at 11:59 p.m. During this time
period, any individual with a Facebook and/or Instagram account has the opportunity to like any
of the pictures posted. The couple’s picture with the most combined likes between their
Instagram and Facebook accounts at 11:59 p.m. on November 15 will win any wedding band in
the store of their choice.
“We are focusing on the millennial generation since they are the people who are now getting
engaged. By using social media, we have an efficient way to display images of our products. It
also allows us to share events, create more awareness, and post our daily deals. This is one big
13. 12
step forward in during our rebranding and we hope it will generate more foot traffic so the public
can see the exquisite jewelry we sell,” said Co-owner Michael Littman.
Any engaged couple is allowed to participate in this social media contest. The sign-up deadline is
October 25th
at 11:59 p.m. Couples can sign up by emailing info@garymichaelsfinejewelry.com.
Each submission must include the couple’s name, county they reside in, a picture of the couple,
and a creative caption of their choosing.
This new contest is Gary Michaels’ first on social media and its largest customer giveaway yet.
The business encourages couples to be creative with both their picture and caption to help
themselves generate more likes.
Continuing what Gary and Michael’s grandparents, Rose and Hy Littman, started with Littman
Jewelers, now they want to continue the family legacy. Their mission was to always please each
customer and build relationships on trust. By creating this new campaign, Gary Michaels Fine
Jewelry has the opportunity to please one lucky couple with a brand new set of wedding bands.
“As our business continues to grow, we want to showcase all of the beautiful jewelry we have
available for purchase in-store and online. One thing many people do not realize is that both
Gary and I travel around the world to look at different stones, picking what we feel looks the best
and has great quality. We want to show our customers the entire process we go through when
picking the best for our store and make our social media accounts more personal. We strongly
feel this is what sets us apart from any of the larger, more commercial jewelry chain brands,”
said Co-owner Gary Littman.
About Gary Michaels Fine Jewelry
At Gary Michaels Fine Jewelry in Manalapan, customers are warmly greeted in a luxurious,
6,000-square-foot showroom by the most experienced, educated and friendly sales consultants in
the industry. The sleek, contemporary elegance of the store is understated yet powerful. Gary
Michaels Fine Jewelry provides customers with the widest selection, the best value and
unparalleled service and expertise, all in an environment of comfort and luxury that befits the
importance of their purchase. Gary and Michael Littman hold dear their grandparents’ mission
since 1928-- to offer unmatched service and to maintain the highest integrity. Gary Michael’s
will continue that tradition and look forward to helping make those special moments with their
customers for a third generation.
For more information, visit garymichaelsfinejewelry.com or follow us on
Facebook: https://www.facebook.com/GaryMichaelsFineJewelry/
Gary Michaels Fine Jewelry
55 US Highway 9 South
Manalapan, New Jersey 07726
# # #
14. 13
PITCH LETTER
Subject: Have you seen a 7 carat diamond in person?
Dear XXXX,
Pop-up stores are a new and rising trend in the jewelry industry. The pop-up store for Gary
Michaels Fine Jewelry will be the highest valued pop-up store in history, featuring over $1
Million in diamonds.
North N.J. is about to get a taste of unique and exquisite diamonds when Gary Michael’s
Fine Jewelry opens its pop-up store on Friday, November 25, 2016.
Gary Michaels pop-up store is specifically designed for those who want to purchase an
engagement ring around the holidays, and for those who are not within driving distance of their
main location in Manalapan, N.J.
The owners, Gary and Michael Littman, hand
pick only the best quality diamonds from
India to sell to their customers. These
diamonds are of rare quality that cannot be
purchased in a major retailer. They pride
themselves on offering their customers the
highest quality jewelry at the best value, with
the most professional and courteous service.
Gary Michaels pop-up store provides high end
clientele with easy access to high-end
diamonds. The store is designed with those in
mind who are:
· Looking to get engaged
· Upgrading a significant other's wedding ring
· Purchasing a timeless piece for Christmas or the New Year.
· Replacing old settings with a new and improved one
Gary Michaels Fine Jewelry is a family-owned business with classic and timeless diamonds. I
invite you to inform your readers about the new pop-up store, and be on the lookout for a Black
15. 14
Friday promotional deal. I look forward to hearing back from you, and taking any questions you
may have.
Visit Gary Michaels Fine Jewelry online at:
http://garymichaelsfinejewelry.com/
Manalapan Epi Centre, 55 U.S. 9, Manalapan Township,
NJ 07726
Hours: 10AM- 5:30PM
Phone: (732) 577-1030
Regards,
Vailey Eberhard, vbe5@scarletmail.rutgers.edu
17. 16
GARY MICHAELS FINE JEWELRY
EVENT CONCEPT PLAN
NAME: The Gary Michaels Party in Pink
DATE, TIME, & LOCATION:
The event will be entitled “The Gary Michaels Party in Pink.” It will take place on Saturday,
October 28, 2017, from 7:00 p.m. to 11:00 p.m. inside the store at Gary Michaels Fine Jewelry
located in the Manalapan EpiCentre, 55 U.S. Highway 9, Manalapan Township, NJ 07726.
OBJECTIVES:
The main objectives for this event are: to bring people into the actual store to expose them to the
showroom to drive foot traffic; to showcase and increase awareness of Gary Michaels’
commitment to corporate social responsibility initiatives, philanthropy, and community; to
provide an “experience” that is memorable and shows that Gary Michaels offers more than just a
place for a purchasing transaction; and to increase social media presence (engagement and
attention) and gain local media coverage, both helping to drive attendance at this event, as well
as build awareness for the store.
BRIEF DESCRIPTION:
The event will be promoted as a formal cocktail party that is the culmination of a month-long
series of fundraising days and accompanying social media contest centered around National
Breast Cancer Awareness Month. The event will be themed with the color pink and the
showroom will be decorated accordingly. The space will feature live music from a local DJ,
catered passed hors d'oeuvres from one of the outstanding Monmouth County restaurants Gary
Michaels has partnered with in the past (e.g. Osteria or La Fromagerie), pink champagne and
pink lemonade, as well as a photographer and an event-specific “step and repeat.” Another
concept for the event is to get women to try on and be photographed in the unique jewelry that
drives sales at Gary Michaels Fine Jewelry.
PUBLICS TO INVITE:
The top three target publics that will be invited are older millennial men, millennial women, and
returning customers. It is important to try to directly reach and invite the two former because
they are the main publics that we are trying to influence and target in the PR plan to increase
their awareness, favorability, and traffic into the store. To obtain highest possible attendance,
strengthen customer relationships and community ties, and not turn off existing clientele,
18. 17
returning current customers will also be invited, which are also a great target audience for
increasing sales.
FIT WITH STRATEGY:
This event supports our main goals of the strategic campaign and aligns well with the plan. By
holding an event inside the actual location, inviting and appealing to the target publics
mentioned, it will bring people directly into the store to increase in-store foot traffic and widen
the customer base especially among the coveted millennial audiences. The happenings at the
Party in Pink event itself, photo opportunities, dancing, and associated contests lend perfectly to
generating social media posts and content, which will bolster Gary Michaels’ social media
presence and engagement as outlined. The event will support the other goals of the plan by
helping to directly increase Gary Michaels’ brand visibility, recognition, and reputation and will
also stimulate demand for engagement rings, bridal, and high end jewelry, while informing these
publics of the benefits of Gary Michaels as well as providing the retailer as the clear, logical,
viable option to satisfy that demand through the showcasing and trying-on of the jewelry and the
experiential feeling provided by the event that the targeted publics in the plan are looking for.
The Party in Pink event also directly fits as an integral part of the third strategy enumerated in
the plan that correlates to National Breast Cancer Awareness Month.
PROMOTING & PUBLICIZING:
Traditional and digital media will be used to promote the event. A comprehensive digital
approach will include the social media platforms of Facebook, Twitter, and the new Gary
Michaels Instagram site, along with announcements on the website, in the email newsletter, and
through the current customer direct mail list. A news release will be issued for local traditional
print media like the Tri-Town News community newspaper serving Manalapan, the Sandpaper to
get possible attention from South and North New Jersey respectively, the Asbury Park Press, and
the Star-Ledger, which will be pitched for coverage also. If none is garnered, a small amount of
ad space will be bought in the Sunday edition of the Asbury Park Press the weekend prior to the
event. The event will also be publicized throughout the month of October to customers in the
store by employees and display signage, especially on the Passionately Pink donation fundraising
days. The social media contest will also further promotion of the event since it will be promoted
that the winners will be announced and awarded at the event.
Other Event Ideas:
Pop-up Store
The pop-up is specifically being placed in The Mall at Short Hills because the stores there are
high-end and very well known. The pop-up store targets the second key public: Older Millennial
Men. Ranging from the ages of 29 to 35, these men are more mature when it comes to buying.
The men in the defined target segment have passed the entry level job position and make an
average annual salary of about $90,000-$120,000. These men have the income to purchase a
19. 18
unique engagement ring. This tactic would be implemented not only because it will put Gary
Michaels’ name out-- increasing visibility, recognition, and awareness—but it will increase the
status and favorability of Gary Michaels because it is being placed next to other high-end
retailers. However, if the buyer does not find what he is interested in, then he can always be
referred to the Manalapan store for a wider selection. The main concept of this pop up is to get
the name out, to increase status, visibility, awareness, positive perception and support the
marketing goal of more engagement ring sales, all while influencing people to come check out
the main location driving the foot traffic there. We decided not to use this tactic because the
party event will have a bigger impact on the social media presence and bring people directly into
the store to better further the goals laid out in the plan.
BridalShowcase
Gary Michaels will be participating in and sponsoring the NJ Bridal Convention. This event
takes place at the NJ Convention & Expo Center in Edison, N.J. Typically, this event hosts 50
exhibits and brides from all over the tri-state area attend. Admission is free for all future brides
and guests, meaning that this is an excellent opportunity to connect with potential customers that
are actively looking to purchase wedding bands. By sponsoring this event, Gary Michaels would
be getting exposure and be placed among some of the best bridal companies in the Metropolitan
area. This also hits two of our key publics: millennial men and women. More specifically, this
allows us to connect with members in the area who may not know about Gary Michaels and can
become potential bridal and/or long-term future customers. We chose the Party in Pink event
over the bridal showcase because it had a broader impact across multiple areas and goals defined
in the plan, and will not have the competition from other jewelry stores that would be at the
convention.
20. 19
CSR VIDEO STORYBOARD
- Developed by: StatusPR
- Designed by: Hanna Choi& Michael LaPallo
- Written By: Michael LaPallo
26. 25
CONCLUSION
The strategies and supporting tactics to execute them in this campaign are designed to
accomplish the goals and achieve the objectives. A new social media site for Instagram is
created to increase online presence and add to engagement. Multiple contests like the “Cutest
Engagement Couple” take place across social media platforms to drive likes and followers to
increase engagement as described. Other tactics such as the newsletter and brochure are used to
increase the general visibility and awareness of information about Gary Michaels, the brand.
The CSR video along with National Breast Cancer Awareness Month efforts will also increase
visibility and improve the reputation of the jeweler and the Gary Michaels brand. The increased
online engagement, visibility, and positive reputation will all lead to more people coming into
the store. Other strategies and tactics are designed to directly or indirectly drive more foot-traffic
in as well such as the fundraisers and “Party in Pink” in-store events and the Pop-Up, which can
attract new audiences, generate interest and awareness in them, and bring them into the store.