The document discusses how four companies - Washington Mutual, Whole Foods Market, Harley-Davidson, and Southwest Airlines - have been successful during economic downturns through strong brand strategies. Washington Mutual turned employees into brand ambassadors and focused on superior customer service. Whole Foods differentiated itself by catering to an upscale niche market with an exceptional shopping experience. Harley-Davidson cultivated strong relationships with its target customers so that the brand became part of their identity.
IMC 610 Final Project: IMC Plan for Kmart featuring Adam LevineSusan Sullivan
This document presents an IMC plan for Kmart to target young urban families. It analyzes Kmart's background, strengths, weaknesses and competitors. The target audience is identified as minority moms aged 18-35 and their children. The plan proposes running advertising campaigns during The Voice TV show featuring celebrity apparel lines. It also suggests in-store contests, improving online shopping lists, and capitalizing on back-to-school uniform sales. Measurement of success includes online sales, social media engagement, store traffic and sales. The plan aims to position Kmart as the go-to store for urban families over the next 50 years.
Consumer M&A activity continued to surge with the highest valuations not seen since the economic downturn of 2008 and over $137 billion in total transaction value. Consumer confidence continued to rise, with U.S. retail sales increasing by 4.2% in 2017, bolstered by one of the strongest holiday seasons in recent years. Despite its challenges, the apparel sector could be seen as experiencing a year of growth. Read the apparel report for an in-depth analysis of the global industry, focusing on themes, issues, and opportunities impacting the sector and its performance. We hope you will find this report, and the other reports to follow, a useful source of information.
Target Corporation expanded into Canada in 2013 by acquiring leases for 189 former Zellers stores. However, Target Canada struggled with high prices, failing to understand Canadian consumers, and not retaining many previous Zellers employees. While the US and Canada share cultural similarities, key differences like employee benefits laws posed challenges for Target's expansion. Target ultimately struggled to meet customer expectations in Canada and exited the Canadian market in 2015.
Kohl's is a large department store chain founded in 1962 in Wisconsin. It has grown to over 1,100 stores across the U.S., making it the largest department store by number of locations. Kohl's mission is to be a family-focused and value-oriented store offering quality brands at affordable prices in a convenient environment. The company aims to achieve this through its "Greatness Agenda" focused on amazing products, incredible savings, easy shopping experiences, personalized connections, and high-performing employees. While department stores face challenges from online retailers, Kohl's maintains profitability through strategic initiatives and remains optimistic about reaching $21 billion in sales by 2017.
Target Corporation is a large American retailer that offers everyday essentials and fashion items at discounted prices through its network of stores across the US and Canada. The document analyzes Target's business objectives for 2013 which included expanding internationally, increasing sales and earnings, investing in sustainability initiatives, and enhancing their digital platforms and loyalty programs. It also reviews Target's financial performance, product categories, pricing strategies, and competitive analysis against main rivals Walmart and Sears.
The document discusses trends in celebrity endorsements in India, noting that celebrities feature in about 50% of Indian advertisements compared to 20% in the US. It outlines common structures for celebrity endorsement deals, including fixed term contracts and one-time appearances. The use of celebrities for social media campaigns to create awareness for brands and causes is also mentioned.
Target Corporation is a large American retailer operating general merchandise and food discount stores across the United States. It generates sales from retail stores and credit cards. In 2009, Target had over 1,700 stores and $63 billion in retail sales. It is a major competitor to Walmart and Kmart. Target provides benefits like health insurance, retirement plans, and discounts to employees. The company aims to deliver value and innovation to customers through a clean and customer-friendly shopping experience.
DemandTec Whitepaper: Keeping Brands On CourseIBM DemandTec
This document discusses how consumer packaged goods (CPG) brands are facing challenges in a down economy where consumers are spending less. Consumers are changing their shopping behaviors by eliminating trips, buying store brands and sales items, and stocking up on essentials. This unpredictable demand puts CPG brands at risk of losing market share. The document recommends that CPG manufacturers optimize pricing and promotions at the item level informed by demand data to keep brands appealing during this difficult time. Retailers are also increasing their private label offerings, adding more pressure to CPG brands to remain price competitive. Data-driven trade strategies are needed to satisfy both retailers and consumers.
IMC 610 Final Project: IMC Plan for Kmart featuring Adam LevineSusan Sullivan
This document presents an IMC plan for Kmart to target young urban families. It analyzes Kmart's background, strengths, weaknesses and competitors. The target audience is identified as minority moms aged 18-35 and their children. The plan proposes running advertising campaigns during The Voice TV show featuring celebrity apparel lines. It also suggests in-store contests, improving online shopping lists, and capitalizing on back-to-school uniform sales. Measurement of success includes online sales, social media engagement, store traffic and sales. The plan aims to position Kmart as the go-to store for urban families over the next 50 years.
Consumer M&A activity continued to surge with the highest valuations not seen since the economic downturn of 2008 and over $137 billion in total transaction value. Consumer confidence continued to rise, with U.S. retail sales increasing by 4.2% in 2017, bolstered by one of the strongest holiday seasons in recent years. Despite its challenges, the apparel sector could be seen as experiencing a year of growth. Read the apparel report for an in-depth analysis of the global industry, focusing on themes, issues, and opportunities impacting the sector and its performance. We hope you will find this report, and the other reports to follow, a useful source of information.
Target Corporation expanded into Canada in 2013 by acquiring leases for 189 former Zellers stores. However, Target Canada struggled with high prices, failing to understand Canadian consumers, and not retaining many previous Zellers employees. While the US and Canada share cultural similarities, key differences like employee benefits laws posed challenges for Target's expansion. Target ultimately struggled to meet customer expectations in Canada and exited the Canadian market in 2015.
Kohl's is a large department store chain founded in 1962 in Wisconsin. It has grown to over 1,100 stores across the U.S., making it the largest department store by number of locations. Kohl's mission is to be a family-focused and value-oriented store offering quality brands at affordable prices in a convenient environment. The company aims to achieve this through its "Greatness Agenda" focused on amazing products, incredible savings, easy shopping experiences, personalized connections, and high-performing employees. While department stores face challenges from online retailers, Kohl's maintains profitability through strategic initiatives and remains optimistic about reaching $21 billion in sales by 2017.
Target Corporation is a large American retailer that offers everyday essentials and fashion items at discounted prices through its network of stores across the US and Canada. The document analyzes Target's business objectives for 2013 which included expanding internationally, increasing sales and earnings, investing in sustainability initiatives, and enhancing their digital platforms and loyalty programs. It also reviews Target's financial performance, product categories, pricing strategies, and competitive analysis against main rivals Walmart and Sears.
The document discusses trends in celebrity endorsements in India, noting that celebrities feature in about 50% of Indian advertisements compared to 20% in the US. It outlines common structures for celebrity endorsement deals, including fixed term contracts and one-time appearances. The use of celebrities for social media campaigns to create awareness for brands and causes is also mentioned.
Target Corporation is a large American retailer operating general merchandise and food discount stores across the United States. It generates sales from retail stores and credit cards. In 2009, Target had over 1,700 stores and $63 billion in retail sales. It is a major competitor to Walmart and Kmart. Target provides benefits like health insurance, retirement plans, and discounts to employees. The company aims to deliver value and innovation to customers through a clean and customer-friendly shopping experience.
DemandTec Whitepaper: Keeping Brands On CourseIBM DemandTec
This document discusses how consumer packaged goods (CPG) brands are facing challenges in a down economy where consumers are spending less. Consumers are changing their shopping behaviors by eliminating trips, buying store brands and sales items, and stocking up on essentials. This unpredictable demand puts CPG brands at risk of losing market share. The document recommends that CPG manufacturers optimize pricing and promotions at the item level informed by demand data to keep brands appealing during this difficult time. Retailers are also increasing their private label offerings, adding more pressure to CPG brands to remain price competitive. Data-driven trade strategies are needed to satisfy both retailers and consumers.
This document provides a summary and analysis of Target's strategy and opportunities for growth. It discusses Target's current strategy of investing in guest service, digital fulfillment, store remodels, supply chain, and owned brands. It then provides recommendations to enhance Target's growth and durability, including: 1) Leaning into Target's style and fun brand equity by increasing new brands, limited releases, and in-store experiences. 2) Recharging Target's REDcard program by offering a premium tier with fuel discounts and Shipt membership. 3) Leveraging Target's owned grocery brands like Simply Balanced, Archer Farms, and Market Pantry to drive loyalty and competitive differentiation. The document analyzes these opportunities and recommendations in more detail
The Power of Brand in Radical Times of Uncertainty BAV Group
This document discusses how the Brand Asset Valuator (BAV) model provides a quantifiable measure of brand equity and momentum. BAV analyzes over 56,000 brands across 52 countries using 75 consistent metrics to measure brands on four pillars: differentiation, relevance, esteem, and knowledge. It finds that brand equity, as measured by BAV, has a significant influence on business success factors like market share, customer loyalty, and stock price performance. BAV can identify trends in how cultural values are impacting brands and help guide strategic decisions around mergers, acquisitions, and portfolio management.
This document provides background information on Kmart's history, financials, products, competitors, and pricing. It outlines that Kmart has struggled financially in recent years, with revenue decreasing from $718 million to $14.6 million from 2012 to 2011. The document reviews Kmart's store count, categories of products offered, and largest competitors of Walmart and Target. It provides details on Kmart's mission statement and strategies to rebuild relationships with customers.
- Heritage and independent food and drink brands from the UK are experiencing high levels of M&A activity driven by both trade and financial acquirers, reaching a post-2007 record.
- Demand for these brands is rising as consumers prioritize brands with innovation, provenance, and trust, and international consumers are attracted to the values these brands represent.
- Heritage and independent brands are outperforming global competitors through innovation and an ability to reinvent categories and respond quickly to consumer needs, making them attractive acquisition targets.
This document discusses global branding strategies. It notes that while standardization has benefits, there are also local obstacles to consider. Successful global brands develop strategies incrementally and sometimes sacrifice long-established local brands. A strong global brand strategy clearly defines the brand's values and character to ensure consistent communication, while allowing local adaptation. Global brands benefit from reduced marketing costs but must consider each market's unique culture and conditions to build brands with strong, differentiated value propositions.
BAV & Kantar @ Cannes: The Power of PurposeBAV Group
During day three of the 2018 Cannes Lions Festival, Y&R Global CEO David Sable and Laura Jones, Executive Strategy Director of Y&R’s BAV Group, joined Kantar during a session focused on brands and the power of purpose. They examined the ways in which brand purpose can drive staying power and longevity in the market—as well as the many pitfalls to achieving these goals.
Target Corporation Consulting Project - Growth through acquisition. Interim report.
University of Michigan, Ross School of Business, MO 470, Winter 2015.
- Sales data from 2008-2009 showed significant growth, with 2009 dollar sales 194% of 2008 and case volume 178% of 2008. Online sales from 2008-2009 also increased substantially.
- The 2010 sales projections forecast continued growth, with total case volume projected to be over 22,000 cases and total sales projected to be over $2.6 million, up from 12494 cases and $1.22 million in 2009.
- The company planned to expand into 21 new states in 2010 and projected incremental sales of over 7,700 cases from the new market expansion.
This document provides an initiation of coverage report on PVH Corporation by analysts at Temple University. It includes an overview of PVH Corp as a global apparel company and owner of brands like Calvin Klein and Tommy Hilfiger. The investment thesis is that PVH Corp is undervalued due to investor skepticism about long term growth for Calvin Klein, but that recent strategic moves by management to restructure Calvin Klein and acquire other companies will help drive future growth and share price appreciation. The report also includes an industry overview of trends in retail, fashion design, and consumer spending.
Apparel Quarterly Update - Late Fall 2017Duff & Phelps
Consumer M&A activity continues to surge with over $25 billion of transaction value completed in Q3 2017 alone. Similarly, valuations reached levels that haven't been seen since the economic downtown of 2008. This activity is underpinned by the strength of the debt capital markets where middle-market debt multiples have increased to almost 6x EBITDA. Within Consumer, the Active Apparel and Footwear index garnered the highest valuations at 12.6 times last 12 months’ (LTM) EBITDA. Read the report for more detail on current market conditions, trends and transaction activity.
Group 7 Final: Target to Expand Internationally to Mexico (final draft) Kenneth Griffith
Target is considering expanding internationally into Mexico. Target has a long history in the US dating back to 1902 and currently operates 1,778 stores across 48 states. Mexico represents a potential growth opportunity due to increasing demand, lower costs, and a skilled workforce. However, Target must consider Mexico's political environment and cultural differences regarding issues like power distance and uncertainty avoidance to ensure success.
This document presents a proposal for how Target can use e-commerce and mobile platforms to drive sales and profitability at brick-and-mortar stores. It introduces three ideas: 1) enhancing Target's Instagram presence to promote in-store engagement and discounts, 2) using geofencing to send customized deals to nearby customers, and 3) a buy-one-give-one holiday toy drive promoted on social media. Strengths, weaknesses, and next steps are discussed for implementing each idea. The document also includes background on Target and competitive analysis to support the proposed strategies.
Wrigley has been successful in China through various marketing channels. It examines Wrigley's history since 1891 and how it has expanded globally. It discusses the confectionery market and Wrigley's strengths as the largest gum company. Opportunities exist in China and Russia for double-digit growth, while competition from Cadbury and tax threats present challenges. Marketing strategies include promoting dental benefits, new flavors, and integrating with agencies.
The document summarizes recent market trends in the US retail and apparel retail sectors:
- The 2010 holiday retail season saw strong sales growth of 4.1% compared to previous years, led by an 11.2% increase in clothing sales. However, rising cotton and production costs may force retailers to raise prices in 2011.
- M&A activity in the apparel sector has slowed but is expected to increase as strategic buyers seek growth through acquisitions. The acquisition of J. Crew in 2010 for $3 billion represented a premium to its stock price and leveraged the company's growth potential.
- Recent retail sales figures from 2001-2010 show overall growth, with apparel retail sales growing from $119
Family Dollar provides an internal assessment of its current mission, vision, organizational structure, financial performance, and strengths and weaknesses. It also analyzes external factors like competitors, opportunities, and threats in the market. Based on this analysis, Family Dollar considers strategies to expand internationally, improve technology, reward employees, and provide more affordable products and community support. The document outlines tools to formulate strategies like focusing on core low-price products, pursuing strategic acquisitions, and strengthening competitive positioning through international expansion.
Specialty Retail Clothing Industry Evaluationjschiff47
Our team was asked to evaluate the specialty retail clothing industry and decide if United States based companies would be able to survive the current environment. Next, we were asked to discuss specific companies that have positioned themselves for future success, and give recommendations on how businesses can survive and thrive going forward.
Outdoor Products Industry Insights 2016Duff & Phelps
Rapid growth of e-commerce, significant competition, and market saturation will continue to drive consolidation in the outdoor and sporting goods retail industry. Innovative companies are commanding attention from corporate and private equity buyers, with the market ripe for acquisition activity.
P&G Procter & Gamble Harvard Case Study: Marketing CapabilitiesK Sharan
P&G is a global consumer goods leader with more than a dozen billion-dollar brands and the largest financial commitment to marketing. In 2010, P&G had an $8.68 billion advertising budget, $78.94 billion in sales, and $12.74 billion in net sales. P&G focuses on building customer relationships, constant innovation, and a customer-centric marketing approach to satisfy customers in a way that wins over competition. The company reconsiders its advertising strategies to better meet global consumers and markets through approaches like celebrity endorsements and event sponsorships.
This document provides a summary and analysis of Target's strategy and opportunities for growth. It discusses Target's current strategy of investing in guest service, digital fulfillment, store remodels, supply chain, and owned brands. It then provides recommendations to enhance Target's growth and durability, including: 1) Leaning into Target's style and fun brand equity by increasing new brands, limited releases, and in-store experiences. 2) Recharging Target's REDcard program by offering a premium tier with fuel discounts and Shipt membership. 3) Leveraging Target's owned grocery brands like Simply Balanced, Archer Farms, and Market Pantry to drive loyalty and competitive differentiation. The document analyzes these opportunities and recommendations in more detail
The Power of Brand in Radical Times of Uncertainty BAV Group
This document discusses how the Brand Asset Valuator (BAV) model provides a quantifiable measure of brand equity and momentum. BAV analyzes over 56,000 brands across 52 countries using 75 consistent metrics to measure brands on four pillars: differentiation, relevance, esteem, and knowledge. It finds that brand equity, as measured by BAV, has a significant influence on business success factors like market share, customer loyalty, and stock price performance. BAV can identify trends in how cultural values are impacting brands and help guide strategic decisions around mergers, acquisitions, and portfolio management.
This document provides background information on Kmart's history, financials, products, competitors, and pricing. It outlines that Kmart has struggled financially in recent years, with revenue decreasing from $718 million to $14.6 million from 2012 to 2011. The document reviews Kmart's store count, categories of products offered, and largest competitors of Walmart and Target. It provides details on Kmart's mission statement and strategies to rebuild relationships with customers.
- Heritage and independent food and drink brands from the UK are experiencing high levels of M&A activity driven by both trade and financial acquirers, reaching a post-2007 record.
- Demand for these brands is rising as consumers prioritize brands with innovation, provenance, and trust, and international consumers are attracted to the values these brands represent.
- Heritage and independent brands are outperforming global competitors through innovation and an ability to reinvent categories and respond quickly to consumer needs, making them attractive acquisition targets.
This document discusses global branding strategies. It notes that while standardization has benefits, there are also local obstacles to consider. Successful global brands develop strategies incrementally and sometimes sacrifice long-established local brands. A strong global brand strategy clearly defines the brand's values and character to ensure consistent communication, while allowing local adaptation. Global brands benefit from reduced marketing costs but must consider each market's unique culture and conditions to build brands with strong, differentiated value propositions.
BAV & Kantar @ Cannes: The Power of PurposeBAV Group
During day three of the 2018 Cannes Lions Festival, Y&R Global CEO David Sable and Laura Jones, Executive Strategy Director of Y&R’s BAV Group, joined Kantar during a session focused on brands and the power of purpose. They examined the ways in which brand purpose can drive staying power and longevity in the market—as well as the many pitfalls to achieving these goals.
Target Corporation Consulting Project - Growth through acquisition. Interim report.
University of Michigan, Ross School of Business, MO 470, Winter 2015.
- Sales data from 2008-2009 showed significant growth, with 2009 dollar sales 194% of 2008 and case volume 178% of 2008. Online sales from 2008-2009 also increased substantially.
- The 2010 sales projections forecast continued growth, with total case volume projected to be over 22,000 cases and total sales projected to be over $2.6 million, up from 12494 cases and $1.22 million in 2009.
- The company planned to expand into 21 new states in 2010 and projected incremental sales of over 7,700 cases from the new market expansion.
This document provides an initiation of coverage report on PVH Corporation by analysts at Temple University. It includes an overview of PVH Corp as a global apparel company and owner of brands like Calvin Klein and Tommy Hilfiger. The investment thesis is that PVH Corp is undervalued due to investor skepticism about long term growth for Calvin Klein, but that recent strategic moves by management to restructure Calvin Klein and acquire other companies will help drive future growth and share price appreciation. The report also includes an industry overview of trends in retail, fashion design, and consumer spending.
Apparel Quarterly Update - Late Fall 2017Duff & Phelps
Consumer M&A activity continues to surge with over $25 billion of transaction value completed in Q3 2017 alone. Similarly, valuations reached levels that haven't been seen since the economic downtown of 2008. This activity is underpinned by the strength of the debt capital markets where middle-market debt multiples have increased to almost 6x EBITDA. Within Consumer, the Active Apparel and Footwear index garnered the highest valuations at 12.6 times last 12 months’ (LTM) EBITDA. Read the report for more detail on current market conditions, trends and transaction activity.
Group 7 Final: Target to Expand Internationally to Mexico (final draft) Kenneth Griffith
Target is considering expanding internationally into Mexico. Target has a long history in the US dating back to 1902 and currently operates 1,778 stores across 48 states. Mexico represents a potential growth opportunity due to increasing demand, lower costs, and a skilled workforce. However, Target must consider Mexico's political environment and cultural differences regarding issues like power distance and uncertainty avoidance to ensure success.
This document presents a proposal for how Target can use e-commerce and mobile platforms to drive sales and profitability at brick-and-mortar stores. It introduces three ideas: 1) enhancing Target's Instagram presence to promote in-store engagement and discounts, 2) using geofencing to send customized deals to nearby customers, and 3) a buy-one-give-one holiday toy drive promoted on social media. Strengths, weaknesses, and next steps are discussed for implementing each idea. The document also includes background on Target and competitive analysis to support the proposed strategies.
Wrigley has been successful in China through various marketing channels. It examines Wrigley's history since 1891 and how it has expanded globally. It discusses the confectionery market and Wrigley's strengths as the largest gum company. Opportunities exist in China and Russia for double-digit growth, while competition from Cadbury and tax threats present challenges. Marketing strategies include promoting dental benefits, new flavors, and integrating with agencies.
The document summarizes recent market trends in the US retail and apparel retail sectors:
- The 2010 holiday retail season saw strong sales growth of 4.1% compared to previous years, led by an 11.2% increase in clothing sales. However, rising cotton and production costs may force retailers to raise prices in 2011.
- M&A activity in the apparel sector has slowed but is expected to increase as strategic buyers seek growth through acquisitions. The acquisition of J. Crew in 2010 for $3 billion represented a premium to its stock price and leveraged the company's growth potential.
- Recent retail sales figures from 2001-2010 show overall growth, with apparel retail sales growing from $119
Family Dollar provides an internal assessment of its current mission, vision, organizational structure, financial performance, and strengths and weaknesses. It also analyzes external factors like competitors, opportunities, and threats in the market. Based on this analysis, Family Dollar considers strategies to expand internationally, improve technology, reward employees, and provide more affordable products and community support. The document outlines tools to formulate strategies like focusing on core low-price products, pursuing strategic acquisitions, and strengthening competitive positioning through international expansion.
Specialty Retail Clothing Industry Evaluationjschiff47
Our team was asked to evaluate the specialty retail clothing industry and decide if United States based companies would be able to survive the current environment. Next, we were asked to discuss specific companies that have positioned themselves for future success, and give recommendations on how businesses can survive and thrive going forward.
Outdoor Products Industry Insights 2016Duff & Phelps
Rapid growth of e-commerce, significant competition, and market saturation will continue to drive consolidation in the outdoor and sporting goods retail industry. Innovative companies are commanding attention from corporate and private equity buyers, with the market ripe for acquisition activity.
P&G Procter & Gamble Harvard Case Study: Marketing CapabilitiesK Sharan
P&G is a global consumer goods leader with more than a dozen billion-dollar brands and the largest financial commitment to marketing. In 2010, P&G had an $8.68 billion advertising budget, $78.94 billion in sales, and $12.74 billion in net sales. P&G focuses on building customer relationships, constant innovation, and a customer-centric marketing approach to satisfy customers in a way that wins over competition. The company reconsiders its advertising strategies to better meet global consumers and markets through approaches like celebrity endorsements and event sponsorships.
O documento descreve o programa TIMES UP, um reality show de 30 minutos que acompanha casais que estão prestes a se separar devido a mudanças em suas vidas, como faculdade ou carreira. Cada episódio mostra a vida dos casais nas semanas antecedendo a separação, com amigos e familiares dando opiniões. No final, os casais decidem se permanecem juntos ou não.
Este documento apresenta várias propostas de patrocínio para o programa de TV Tarde Vip, incluindo planos mensais com chamadas patrocinadas, aberturas e encerramentos caracterizados, entrevistas e cobertura de eventos. O perfil do público é majoritariamente feminino entre 25-49 anos das classes AB e C. Os preços variam de R$380 a R$60.533 dependendo do plano e duração do patrocínio.
This document appears to be samples of medical insurance advertisements from Medical Mutual for the state of Indiana. It includes generic templates for print ads with blank spaces for adding customized plan details. The templates provide the overall layout, text and design of ads that can be tailored for specific plans and campaigns in Indiana.
O documento descreve o crescimento e desempenho do canal Space. Ele destaca que o Space é o canal número um na América Latina e Brasil para fãs de ação, teve um crescimento de audiência de 60% desde 2010, e sua base de assinantes aumentou 5 vezes nos últimos 5 anos para mais de 13 milhões. O Space atinge sozinho 41% das pessoas com TV paga e está entre os canais de filmes e séries mais assistidos no horário nobre, 24 horas e finais de semana.
O documento descreve um programa de rádio e mídias digitais com o objetivo de divulgar uma ação. Ele inclui toques ao vivo no rádio de 30 minutos diariamente e intervenções ao vivo de 60 minutos em um dia a definir, além de posts patrocinados no Facebook e um publieditorial no blog durante a ação. Detalha as responsabilidades da rádio e do patrocinador para a execução do programa.
This children's story is about a blue and red spotted cat named RA who is made fun of by his classmates for "not having a clue". RA searches everywhere trying to find out what a clue is and why he doesn't have one. An old man in the park tells RA that clues used to exist but flew away when they missed Noah's ark. The old man explains that a clue actually lives in the heart of anyone who asks questions and seeks truth. RA realizes he has had a clue inside himself all along. The next day at school, RA is no longer bothered by the laughter as he proudly shares his new understanding with his classmates.
This document provides a summary of an individual's personal and professional qualifications. The individual is 28 years old, single, and Thai. They have a Master's degree in Chemical Engineering and Bachelor's degree in Petrochemical and Polymeric Materials. Their previous experience includes internships in biodiesel and crude oil production and research projects related to biofuels. Their skills include process engineering, laboratory testing, computer programs, languages, and they are seeking a position as a Process or Production Engineer.
Target Corporation is a large discount retailer founded in 1902 with over 1,700 stores nationwide. Target's mission is to be their customers' preferred shopping destination by delivering outstanding value, innovation, and exceptional experiences. Target prides itself on its commitment to customers, community, diversity, and the environment. Target aims to foster an inclusive corporate culture where employees feel valued and empowered. Target competes against retailers like Walmart and Amazon and has maintained financial growth in recent years, though some deterioration in profit margins occurred after a 2013 data breach. Target's target demographic is middle-class individuals with a household income around $64,000 who value quality, trust, and value.
This document provides an overview of the U-Vend company, which operates in several business segments including novelty ice cream, automated retail through vending machines, digital advertising, fantasy sports, and sports collectibles. It describes U-Vend's growth in revenue and points of sale over the past year. The document also outlines opportunities in each of U-Vend's business segments and strategies for expanding into new markets in North America by identifying popular sports, attractions and interests in different regions. It presents financial summaries showing increased revenue and gross profit for U-Vend over the past year.
Goodwill Industries is undergoing a brand overhaul to address negative perceptions of second-hand shopping and increase awareness of their mission. The rebranding will focus on maintaining Goodwill's values while improving store appearance and positioning the brand as a choice for those wanting to support their community. Research shows Goodwill of Southern California is highly successful but opportunities exist to grow donations and sales. The marketing plan will employ advertising, social media, and community events to better inform potential customers and donors of Goodwill's community impact. The goal is to increase employment among disabled citizens in California by 5% following a successful rebranding.
1) McDonald's had a record-breaking year in 2021 with $112 billion in global sales and $23.2 billion in revenues, as well as 13.8% comparable sales growth in the US.
2) The company made significant progress on its strategic plan called "Accelerating the Arches" which focuses on marketing, the core menu, and digital, drive-thru, and delivery. A quarter of sales came from digital channels.
3) McDonald's continued efforts around sustainability, diversity, and community support. It committed $5 million to support employees in Ukraine and established a community fund to support neighborhoods.
Running head Mission, vision, and values. .docxtodd581
Running head: Mission, vision, and values. 1
Mission, vision, and values. 3
Name
Institution affiliation
Date
Mission, vision, and values
.
Introduction
The company that I have decided to study is Coca Cola Company. It started back in 1886 by a pharmacist known as Dr.John Pemberton in Atlanta. Currently is the leading company in the manufacture of beverages around the globe. Just like other companies, coca cola is working towards maintain a sustainable growth for the business in the beverage industries.
Body
Some of the company’s visions include; providing a great place to work for people, to offer a portfolio of drinks and brand, building a network with partners and helping to build and to support a sustainable communities. The company is in line with its vison. This is because they have managed to grow over the years in different cultures and environment. They have also made a partnership with other organization is supporting the communities in different countries which helps in supporting a sustainable community. The employees of this multinational business organization are given the best working condition while at the same time being motivated by great payments. (Papulova, 2014).
The missions of this company are; to refresh the world, to inspire the moments of happiness and creating value in people and the world as a whole. They have managed to achieve their mission by creating value to humanity. For instance, they support games such as football clubs, which eventually creates value in people. In addition to football, they also support music talent via programs such as coke studio, which offers a platform for the musicians to showcase their talents and styles. They have also managed to refresh the world by producing a variety of beverages, which offers their consumers a wide variety of choices. Apart from just producing beverages, they also have water production units, which refreshes the body. They also inspire moments of happiness by organizing events in communities and supporting talents.
The coca cola values include; leadership, collaboration, integrity, accountability, passion, diversity and quality. Since the company has managed to offer a variety of quality products at affordable prices, they have been able to meet their values.
The mission of any organization is usually meant to be used as a guide to the employees so that they can be able to live up to the rules and the regulations of the organization. It is important for the employees to master the company’s mission and the vision so that they can be able to work hard and achieve them. They also offer a road map towards the realization of profits for a given organization. Therefore, it is important for the employees to understan.
Running head Mission, vision, and values. .docxglendar3
Running head: Mission, vision, and values. 1
Mission, vision, and values. 3
Name
Institution affiliation
Date
Mission, vision, and values
.
Introduction
The company that I have decided to study is Coca Cola Company. It started back in 1886 by a pharmacist known as Dr.John Pemberton in Atlanta. Currently is the leading company in the manufacture of beverages around the globe. Just like other companies, coca cola is working towards maintain a sustainable growth for the business in the beverage industries.
Body
Some of the company’s visions include; providing a great place to work for people, to offer a portfolio of drinks and brand, building a network with partners and helping to build and to support a sustainable communities. The company is in line with its vison. This is because they have managed to grow over the years in different cultures and environment. They have also made a partnership with other organization is supporting the communities in different countries which helps in supporting a sustainable community. The employees of this multinational business organization are given the best working condition while at the same time being motivated by great payments. (Papulova, 2014).
The missions of this company are; to refresh the world, to inspire the moments of happiness and creating value in people and the world as a whole. They have managed to achieve their mission by creating value to humanity. For instance, they support games such as football clubs, which eventually creates value in people. In addition to football, they also support music talent via programs such as coke studio, which offers a platform for the musicians to showcase their talents and styles. They have also managed to refresh the world by producing a variety of beverages, which offers their consumers a wide variety of choices. Apart from just producing beverages, they also have water production units, which refreshes the body. They also inspire moments of happiness by organizing events in communities and supporting talents.
The coca cola values include; leadership, collaboration, integrity, accountability, passion, diversity and quality. Since the company has managed to offer a variety of quality products at affordable prices, they have been able to meet their values.
The mission of any organization is usually meant to be used as a guide to the employees so that they can be able to live up to the rules and the regulations of the organization. It is important for the employees to master the company’s mission and the vision so that they can be able to work hard and achieve them. They also offer a road map towards the realization of profits for a given organization. Therefore, it is important for the employees to understan.
The document summarizes the annual report of The Estée Lauder Companies for fiscal year 2008. It discusses how the company achieved nearly $8 billion in global sales across 29 brands sold in over 140 countries. The company's strategy for growth is a multi-national, multi-channel, and multi-brand approach. Key highlights include strong sales growth in emerging international markets, expansion of brands and products into new regions, and increased sales through new channels like travel retail and online.
This document provides background information on branding, including definitions of what constitutes a brand, how brands have evolved, principles of effective branding, and the benefits of strong brands. It discusses brands as valuable assets that create customer loyalty and secure future revenue. The document aims to inform the future strategy of the ENERGY STAR brand by reviewing its history, achievements, and opportunities.
ZAG- 17 steps process branding workshop (NYL)lynjang
The document summarizes the branding strategy of New York Life Insurance Company (NYL). NYL focuses on life insurance, annuities, and long-term care insurance. While competitors have expanded into other financial services, NYL remains focused on its core competencies. It emphasizes its long history of over 160 years in business, strong financial position, and highly-trained agent network to promote loyalty and trust among customers.
SOVEREIGN BANK TO CHANGE ITS NAME TO SANTANDERBANCO SANTANDER
Sovereign Bank will change its name to Santander Bank on October 17, 2013 as it fully adopts the Santander brand. It will invest over $200 million to renovate branches, upgrade ATMs, launch new products and services, and run an advertising campaign to promote the new brand to its 1.7 million customers across 9 states. The name change is part of Sovereign Bank's integration into the global Santander Group since it was acquired in 2009, allowing it to offer customers access to the group's resources while maintaining a local community focus.
BrandZ Top 100 Most Valuable Global Brands 2010 SummaryCaroline Simon
The BrandZ Top 100 report analyzed brand values of the most valuable global brands in 2010. The total brand value of the Top 100 brands grew 40% over the past five years to $2.04 trillion in 2010. Technology, financial, and beer brands saw some of the strongest brand value growth. Trust and recommendation between brands and consumers were highly correlated with brand value. Leading brands adapted to shifts in consumer priorities like sustainability, health, and social responsibility in the post-recession world.
The BrandZ Top 100 report ranks the most valuable global brands. It found that the total brand value of the Top 100 brands grew by 40% over the past five years, reaching $2.04 trillion. Strong brands were able to maintain their value during the economic recession by balancing quality and value. Leading brands communicated honestly with customers and adapted to changes in consumer attitudes around issues like sustainability, health, and social responsibility. Successful brands engaged with customers through social media but needed to do so authentically in a way that aligned with the brand. Emerging markets like the BRIC countries provided opportunities for growth but brands also needed to adapt to local cultures.
This annual report summary provides an overview of Procter & Gamble's (P&G's) financial highlights and business strategies for 2022:
- P&G achieved net sales of $80.2 billion in 2022, up 5% from 2021. Operating income was $17.8 billion.
- P&G's strategic focus areas are a portfolio of daily-use product categories, superiority across products/brands, ongoing productivity, constructive disruption, and an empowered organization.
- Fabric Care, Baby Care, and Feminine Care saw double-digit organic sales growth in 2022. All major product categories increased market share over the past year.
- Lincoln National Corporation reported net income of $91.6 million for 2002, achieving positive net flows in each business despite declines in equity markets negatively impacting fees and assumptions.
- The company focused on controlling expenses, maintaining a strong capital position, and developing new products, positioning itself for future growth while lessening short-term impacts of market downturns.
- Lincoln believes it is well-positioned for long-term growth in retirement income and wealth transfer businesses as baby boomers focus on ensuring income and legacy, and the industry evolves to provide comprehensive financial planning and retirement solutions.
MetLife exceeded its financial targets for 2002, delivering an operating return on equity of 11.7% compared to its target of 11.5%. It continued focusing on capital management through real estate sales and debt offerings, enhancing its risk-based capital ratio. Business growth outpaced the market across lines as Institutional Business achieved a 23% operating return on equity and Individual Business exceeded its $200 million expense reduction goal. MetLife also achieved milestones such as growing its international business and signing a new 10-year Snoopy advertising contract.
Lincoln National Corporation's 2004 annual report summarizes the company's strong financial performance in 2004. The company reached record levels of gross deposits and net flows, demonstrating the company's ability to attract new business and retain existing customers. The company benefited from an economic upturn as well as its focus on product excellence, distribution reach, and brand strength. Looking ahead, the company is optimistic about its future prospects due to the large retirement savings needs of aging baby boomers and its product offerings that are well-positioned to meet those needs.
Customer Relationship Marketing Building Customer Relation.docxalanrgibson41217
Customer Relationship Marketing
Building Customer Relationships for Enduring Profits
in a Wired Economy
John G. Sanchez
President & CEO
Zunch, Inc.
Customer Relationship Marketing John G. Sanchez 2
Table of Contents
I. Introducing Customer Relationship Marketing ……………..……3
II. Defining Customer Relationship Marketing ..……..………………5
III. The Customer Relationship Marketing Revolution..……….….8
IV. Breaking From Tradition..…...…..………………………….………...10
V. Getting Loyalty Into The Loop .………..……...…………………….15
VI. Measuring Loyalty……..………...………………....………….…………17
VII. Getting The Right Mix………….…...……………………….……….....20
VIII. Righting Marketing Wrongs…….……...……….…...…....…..……23
IX. The Basics Of Customer Relationship Marketing...……….….25
X. End Notes……………...………………..…………………………….………..31
Customer Relationship Marketing John G. Sanchez 3
I. Introducing Customer Relationship Marketing
Marketers started the new millennium in one of two groups: those who practice
Customer Relationship Marketing, and those who do not. Those who do are
reorganizing their marketing programs to create and strengthen brand loyalty.
They put as much emphasis on retaining customers as they do on attracting
customers. These same marketers are also abandoning the notion that
advertising’s job ends with the sale, that it’s goal is to effect some “hands-off”
at some cash register. They recognize that the sale is the beginning of an
opportunity to create an enduring, profitable brand relationship with the
customer.
Those who do not practice Customer Relationship Marketing (CRM) may not
have to—yet. But they will. They will if they are to survive in this millennium,
if they are to sustain profitable growth in the face of diminishing returns from
the marketing waves that preceded CRM. There are three such waves, which,
collectively, have driven marketing since World War II.
Mass marketing fostered growth through economies of scale and
efficiencies of reach, constructs as old as the Industrial Revolution kept
relevant by the post-war boom in population and uninterrupted gains in
discretionary income. Mass products and services were mass marketed
and mass distributed to mass markets through mass advertising in mass
media.
Targeted marketing took over when mass marketers realized that all
customers are not created equal. Focused marketing led not only to
specialized products and specialized distribution but also to specialized
media, audiences and messages.
Global marketing, which many marketers use to this day, is essentially a
hybrid that takes the targeted approach across geography instead of
within geography. To achieve the economies of scale promised by mass
marketing, marketers searched for common target markets worldwide.
When marketers discovered, for example, that teenagers in Melbourne,
Munich, and Manhattan shared a gr.
To scale and grow your digital marketing agency, you need to offer more to your clients. Easy right? Not so fast.
Do you spend more money and time hiring and training staff to support new services, or do you risk quality of work by bringing in independent contractors?
Check out these webinar slides to learn clever, time-saving ways to expand your agency offerings and increase profits. You’ll also learn how to:
• Fill gaps that are hurting your revenue.
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This document brings together a set
of latest data points and publicly
available information relevant for
Financial Services Industry. We are
very excited to share this content and
believe that readers will benefit from
this periodic publication immensely.
1. Good brands in bad times
Reflections on how strong
brands build business in
bad economic conditions
T H I S P R E S E N T AT I O N I S A J O I N T P R O D U C T I O N O F
2. cut their workforce and have not reduced their
branding activities to an ineffective level.
Instead, each company has supported its
brand strategy in a unique way in order
to remain competitive.
Washington Mutual: Turn Employees
into Brand Cheerleaders
Washington Mutual performed well in
2001 and experienced growth into 2002.
The company reported record earnings of
$3.11 billion for 2001, representing a 52%
increase on a per-share basis compared
to 2000.1 In 2001 Washington Mutual
increased the number of households served
by 16% and added over one million new
checking accounts.2
Since 2001, Washington Mutual stock has
out-performed top competitor Wells Fargo
as well as the S&P 500 Index. Washington
Mutual has the number one market share in
eleven states including Washington and
California.3
Washington Mutual has committed itself to
developing and implementing a strong brand
strategy. “Our strategy is to create a powerful
national franchise for the Washington Mutual
brand, focusing especially on our two leading
consumer financial services industry segments
– consumer banking and home loans.”4
Washington Mutual is “committed to building
a world-class company and a powerful
national brand franchise.” 5 President and
CEO Karry Killinger believes “that all
The purpose of
this white paper
is to demonstrate
that companies
that prosper in
this bleak business
environment
possess strong
and effective
brand strategies.
S T R O N G B R A N D S I N B A D T I M E S | P A G E 2
In times of economic volatility, corporations
are forced to reflect on their core success
factors. Efficiency becomes key to survival,
but which factors separate the struggling
survivors from those who thrive in these
uncertain economic times? Innovative
products and services, exceptional customer
experiences, a direct line of communication
between management and the marketplace,
and long-term as well as short-term strategies
are mandatory.
An effective brand strategy sets thriving
businesses apart from those that simply
survive, or worse, fail. A strong brand has the
ability to influence purchases, foster customer
relations and build trust in the company itself.
However, these benefits do not materialize
without carefully planned and executed
strategy.
The purpose of this white paper is to
demonstrate that companies that prosper in
this bleak business environment possess strong
and effective brand strategies. With focus and
innovation, brand-focused companies endure
difficult economic times and continue
sustainable growth. As examples, we will
examine why Washington Mutual, Whole
Foods Market, Harley-Davidson and
Southwest Airlines have been successful in a
time when their respective industries are
experiencing flat or negative growth. Each of
these companies reported positive earnings in
2001 and growth into 2002. They have not
3. Washington Mutual
found that...providing
a superior customer
experience is key to
winning customers.
S T R O N G B R A N D S I N B A D T I M E S | P A G E 3
world-class companies have in common the
following characteristics: above average EPS
growth; market leadership in key businesses;
superior growth in new customers as well
as high levels of customer satisfaction and
retention; and strong intangible assets,
including a powerful brand, a track record
of successful acquisition integration and
management depth and breadth.”6
Washington Mutual has been successful due
in large part to the involvement of its
employees as brand cheerleaders. The
company realized that customers were
unhappy with their banks. “In its preliminary
research, the company [Washington Mutual]
found that New York consumers were
frustrated with local services and were
quite willing to switch banks.”7 Therefore,
providing a superior customer experience is
key to winning customers. For this reason,
Washington Mutual has positioned its staff
as the customer’s alternative to bad service.
Bank employees are encouraged to provide
superior customer service both in and out
of the bank. In fact, Washington Mutual
provides four hours of paid time off every
month to employees so they can volunteer
in the community.8
Washington Mutual has supported its
positioning strategy with humorous
advertising that speaks directly to the
customer’s desire for good service from a
company that cares about its customers.
One campaign featured bank employees as
local celebrities. A separate campaign glorified
the callousness of other banks and asserted
that Washington Mutual was the bank with
Human Interest in mind. In 2001 Washington
Mutual’s advertising reached an all-time high
and the company was number one in national
brand awareness among mortgage lenders.9
Currently, Washington Mutual is focused on
its entry into the lucrative New York market.
The company launched a multimillion-dollar
ad campaign, including television, radio,
outdoor and transit advertising. “The strategy
is to out price competitors to appeal to the
value-conscious middle market with no-fee
to low-fee services.”10
The key is backing up brand promises
with solid customer experiences and
planning for future success. “Our
management team firmly believes that
the combination of our customer-centric
philosophy, unique strategy and business
model, growing brand recognition,
innovative ways of serving consumers and
ability to successfully integrate acquired
companies will be a powerful source of future
growth and profitability in the future.”11
Whole Foods Market: Offer an Exceptional
Customer Experience
Whole Foods posted sales of $2.7 billion in
2002 and has reported sales growth of at least
20% more for the past twelve consecutive
quarters. Over the past five years, the
company’s average store size has grown 33%,
weekly sales have increased 42% and average
contribution dollars per store has increased
4. Whole Foods caters
to a lucrative niche
market by providing
high quality organic
and natural foods
and related products
as well as a pleasing
shopping experience.
S T R O N G B R A N D S I N B A D T I M E S | P A G E 4
roughly 76%. Whole Foods has built a brand
that differentiates the company from its
competitors. “We believe that because Whole
Foods is a differentiated lifestyle brand, we
will continue to be somewhat insulated from
economic slowdown, but we do not expect
to be completely immune.”16
Wal-Mart’s decision to move aggressively into
grocery chain territory has retailers such as
Safeway, Kroger and Albertson’s worrying
about a price war. Unlike these unfortunate
companies, Whole Foods is strategically
positioned to withstand a Wal-Mart invasion.
Whole Foods caters to a lucrative niche
market by providing high quality organic and
natural foods and related products as well as a
pleasing shopping experience. Innovative store
design, cause related marketing programs and
quality private label products promote
customer loyalty.
Whole Foods chairman and founder John
Mackey describes how customers are attracted
to Whole Foods, “we have experienced this in
our markets across the country to different
degrees over the past 21 years and have found
that conventional supermarkets serve as a
‘gateway experience’ to shopping at Whole
Foods Market. The conventional markets help
introduce, create awareness of, and legitimize
natural and organic products to millions of
customers. However, as these customers
become more knowledgeable and committed
to living a healthy lifestyle, they begin to
shop at Whole Foods Market for a broader
selection, better prices, informed customer
service and, overall, a more authentic
shopping experience.”17
Whole Foods focuses on all aspects of the
customer experience including store design,
product selection and customer service.
Most importantly, Whole Foods consistently
delivers on the promises its brand makes.
“It is our authenticity as a wellness lifestyle
brand that is our major competitive
advantage. We recognize this and are very
committed long term to strengthening our
brand by remaining true to our mission,
core values and quality standards.”18
Harley-Davidson: Define and Implement
Target Market Brand Strategies
Harley-Davidson achieved its 16th consecutive
year of record revenues and earnings in 2001,
despite the economic downturn. In fact, the
company outperformed the S&P 500 for
the majority of 2001 and 2002.
The company reported revenues of $3.36
billion for 2001, an increase of 15.7% over
2000 and net income of $437.7 million for
2001 an increase of 25.9% over 2000.19
Harley-Davidson’s 44% share of the large
engine (651+cc) motorcycle market in both
the United States and Canada dwarfs that
of competitors; Suzuki, Yamaha, Kawasaki
and BMW.
Harley-Davidson has earned its large and
fiercely loyal customer base by cultivating the
relationship between the brand and its target
5. Harley-Davidson
has utilized various
methods of customer
feedback to evaluate
and maintain the
level of devotion
and attachment
for the brand.
S T R O N G B R A N D S I N B A D T I M E S | P A G E 5
market. Harley-Davidson customers do not
simply own a motorcycle. Instead, the brand
becomes a part of the customer’s definition
of him or herself in terms of relationships,
behavior and attitude. “Our customers come
from all walks of life and all corners of the
globe. But that’s not what makes them stand
out in a crowd. They share a special bond –
a passion for motorcycles and a love for
adventure that makes them unlike any other
people on the planet.”20
Harley-Davidson has utilized various methods
of customer feedback to evaluate and maintain
the level of devotion and attachment for the
brand. “We continue to make customer
feedback a crucial part of our product
development and quality improvement
processes.”21
Several key communication methods are used
by Harley-Davidson to connect with its target
market and to create a brand community
comprised of loyal customers. The Enthusiast,
Harley-Davidson’s 86 year-old motorcycling
magazine, has a circulation of 900,000
and growing and is touted as the “oldest
continuously published motorcycling
magazine in existence.”22 The company’s
Harley Owners Group (H.O.G.) boasts
membership over 660,000 worldwide in 115
countries. The company has capitalized on
feedback garnered from these forums and
has offered additional products to further
customize Harley-Davidson motorcycles.
“In 2001 we [Harley-Davidson] introduced
more than 1,000 new parts and accessories,
and we will continue to give customers the
options they rely on to create machines that
not only speak to them, but for them.”23
Harley-Davidson leadership has been
organized to further enhance the focus on
marketing activities, product innovation and
customer service. Harley-Davidson’s senior
management group is divided into three
overlapping functional circles named Create
Demand Circle (CDC), Produce Products
Group (PPG) and Provide Support Circle
(PSC). “The CDC is charged with creating
demand through new product ideas and
marketing concepts, the PPG with turning
those concepts and ideas into reality, and the
PSC with providing the necessary services
to support those activities.”24
Harley-Davidson’s consistent management of
the brand and its relationship with the target
market has resulted in a long history of
growth and innovation. “It is a legacy forged
by generations of people with a passion for
motorcycling, a commitment to honor and
building on the past, and the determination
to seek out new opportunities in the future.”25
Southwest Airlines: Develop and Maintain
Customer Loyalty
In an industry known for its volatility and
economic hardships, Southwest Airlines has
not only endured, it has flourished. Southwest
has been profitable for 29 consecutive years
and is the only United States major carrier
to post a profit during the fourth quarter
6. S T R O N G B R A N D S I N B A D T I M E S | P A G E 6
2001 and for the full year 2001.26 In fact,
“Southwest alone provides 90 percent of all
discount air travel in the United States.”27
The company’s success has been reflected in
the performance of Southwest stock.
“According to Money Magazine, Southwest
Airlines has the best performing stock over the
past thirty years.”28 Although September 11
made an impact on Southwest’s revenues, the
company’s stock regained momentum shortly
after the market reopened.
Southwest has been successful despite the
turbulent nature of the airline industry by
remaining focused on its employees and
customers as well as being prepared to meet
a variety of economic challenges. “Southwest
has surmounted each such crises during
the past 30 years by being prepared for it.
We pledge to our Employees and to our
Shareholders that, for their benefit, their
continued well-being, and their secure,
prosperous futures, we will always: Be
Prepared!”29 Southwest’s history of
overcoming economic disasters coupled
with its level of commitment to the customer
has assisted in building not only a strong
company, but also a strong brand.
Southwest has cultivated its brand over the
years by remaining focused on the main goals
of the organization as well as the needs and
desires of the consumer. Southwest’s mission
statement says it all, “The mission of
Southwest Airlines is dedication to the highest
quality Customer Service delivered with
warmth, friendliness, individual pride, and
Company Spirit.”30 Southwest has developed
its loyal customer base by not only offering
low fares, but by delivering on its historic
commitment to customer service and
communicating with customers via a variety
of media. Southwest increased its advertising
budget 7.2% in 2002 over 200131 , reflecting
a continued emphasis on the importance of
communicating with customers, especially in
difficult economic times.
Southwest saw the Internet as an opportunity
to connect with customers, cut costs and make
ticket purchasing more convenient. In fact,
“Southwest was the first airline to establish a
home page on the Internet.”32 The website
has already developed a loyal customer base as
demonstrated by the more than 3.6 million
subscribers to Southwest’s Click ‘N Save
weekly e-mail newsletter. Additionally, the
company currently generates roughly 50%
of its passenger revenue from online bookings
on the website. In May 2002, “the Jupiter
Media Metrix named Southwest the airline
that best utilizes the Internet and provides
brand synergy between its main line and
online presence.”33
Southwest also works to provide customers
with incentives they will find exciting, not
annoying. For example, the company’s loyalty
program is the most generous of the major
carriers and “was designed to reward our
[Southwest’s] Customers based on trips rather
than miles. After purchasing and flying only
eight roundtrips on Southwest, Customers
receive a roundtrip ticket, good for travel
Southwest has
developed its loyal
customer base by
not only offering
low fares, but by
delivering on its
historic commitment
to customer service
and communicating
with customers via
a variety of media.
7. Innovative products
and services,
exceptional customer
experiences,
direct lines of
communication
between management
and the marketplace,
and long-term as
well as short-term
strategies are
apparent for each
of these companies.
S T R O N G B R A N D S I N B A D T I M E S | P A G E 7
anywhere on our system for up to a year.”34
Southwest customers are loyal because they
know what to expect from the company in
terms of service, quality and price based on
their relationship with the brand and it’s
various touch points. The company’s
consistent focus on communication through
a variety of media and its ability to deliver
on brand promises without fail will drive
Southwest’s success, despite the volatile airline
industry. “Our business strategy has served us
well during what has been the most difficult
period in airline history. And while we are
proud of our progress since September 11,
we will continue to work hard to improve
our Customer convenience and maintain
our low costs so that we can continue to
bring the Freedom to Fly to America for
many generations to come.”35
Washington Mutual, Whole Foods,
Harley-Davidson and Southwest Airlines
share many positive traits. Each of these
companies possess innovative products and
services, exceptional customer experiences,
direct lines of communication between
management and the marketplace, and
long-term as well as short-term strategies.
However, their exceptional attention to the
relationship between the consumer and the
brand has secured their success in the hearts
of consumers as well as in the marketplace.
8. Bibliography
S T R O N G B R A N D S I N B A D T I M E S | P A G E 8
1 Washington Mutual Annual Report 2001
“Highlights of 2001” page 36
2 Washington Mutual Annual Report 2001
“Highlights of 2001” page 36
3 Schiffman, Betsy. “WaMu Wants More”
Forbes September 13, 2002
4 Washington Mutual Annual Report 2001.
“Creating a Powerful National Brand” page 39
5 Washington Mutual Annual Report 2001
“Looking Ahead” page 45
6 Washington Mutual Annual Report 2001
“Looking Ahead” page 45
7 Schiffman, Betsy. “WaMu Wants More”
Forbes September 13, 2002
8 Washington Mutual Annual Report 2001
“We Live Here Too” page 33
9 Washington mutual Annual Report 2001
“We’re like you” page 28
10 Schiffman, Betsy. “WaMu Wants More”
Forbes September 13, 2002
11Washington Mutual Annual Report 2001
“Chairman’s Letter” page 36
12 Pope, Colin. “Whole Foods eats up market”
Austin Business Journal August 9, 2002
13 Whole Foods Market Annual Report 2001
“Dear Fellow Shareholders” page 5
14 Whole Foods Market Annual Report 2001
“Dear Fellow Shareholders” page 5
15 Whole Foods Market Annual Report 2001
“Dear Fellow Shareholders” page 5
16 Whole Foods Market Annual Report 2001
“Dear Fellow Shareholders” page 5
17 Whole Foods Market Annual Report 2001
“Dear Fellow Stakeholders” page 8
18 Whole Foods Market Annual Report 2001
“Dear Fellow Stakeholders” page 8
19 Harley-Davidson Annual Report 2001
“Chairman’s Letter” page 6
20 Harley-Davidson Annual Report 2001
“Generations of Customers” page 26
21 Harley-Davidson Annual Report 2001
“Generations of Customers” page 28
22 Harley-Davidson Annual Report 2001
“Generations of Customers” page 28
23 Harley-Davidson Annual Report 2001
“Generations of Customers” page 28
24 Harley-Davidson Annual Report 2001
“Generations of Management” page 14
25 Harley-Davidson Annual Report 2001
“Chairman’s Letter” page 5
26 Southwest Airlines Annual Report 2001
“Low-Fare Commitment” page 5
27 Southwest Airlines Investor Relations
“Fact Sheet” www.swa.com
[downloaded January 3, 2003]
28 Southwest Airlines Investor Relations
“Fact Sheet” www.swa.com
[downloaded January 3, 2003]
29 Southwest Airlines Annual Report 2001
“Be Prepared!” page 4
30 Southwest Airlines Investor Relations
“Mission of Southwest Airlines” www.swa.com
[downloaded January 3, 2003]
31 Bloom, Jonah. “Upstart JetBlue Makes Marketer
of the Year” Advertising Age December 9, 2002
32 Southwest Airlines Investor Relations
“Fact Sheet” www.swa.com
[downloaded January 3, 2003]
33 Southwest Airlines Investor Relations
“Mission of Southwest Airlines” www.swa.com
[downloaded January 3, 2003]
34 Southwest Airline Annual Report 2001
“Low-Fare Commitment” page 5
35 Southwest Airline Annual Report 2001
“Moving Ahead” page 6
9. About our firms
S T R O N G B R A N D S I N B A D T I M E S | P A G E 9
Thomas Zoe Thomas is a San Francisco based
integrated marketing communications agency.
We use the best strategic thinking to create
branding, advertising, public relations, web
and marketing communications solutions.
Our agency was founded on 4 simple truths:
Truth #1:
To capture sales, you need to use imagination
to capture people’s attention.
Truth #2:
You must consider new ideas that people may
want and test them to insure their success.
Truth #3:
You need someone to take the best idea and
make people believe it’s useful.
Truth #4:
A brand is the fulcrum of what you are selling
and what people are buying.
We believe that when we listen to our clients
and their customers, then truly understand
their needs, we deliver the solutions to
increase sales for our customers’ brands.
For more information, please contact:
Ms. Tara Rayder
Partner, Account Director
Thomas Zoe Thomas
2901 Buchanan Street Suite 5
San Francisco, CA 94123
ph. 415 292 3449
em. tara@thomaszoethomas.com
p.s.l. marketing resources is a small and
efficient group of highly trained marketing
professionals. Since our founding in 1987,
p.s.l. marketing has helped over a hundred
different companies - from small to large and
from consumer packaged goods and retail
companies to high tech firms - successfully
address a wide range of marketing challenges.
p.s.l. marketing helps clients make sound
business decisions based on a balance
of creative and pragmatic thinking - while
delivering strategic insights and customized
marketing solutions that are firmly grounded
in practical, real-world experience as marketers
and line managers.
Classically trained with hands-on line
management experience, p.s.l. marketing
is lead by career marketers, not career
consultants. p.s.l. marketing has built
brands for many of the country’s largest
and most successful consumer goods
companies.
For more information, please contact:
Ms. Nancy Pullen
President
p.s.l. marketing
1939 Harrison Street Suite 200
Oakland, CA 94612
ph. 510 451 7266
em. npullen@pslmarketing.com
10. Acknowledgments
S T R O N G B R A N D S I N B A D T I M E S | P A G E 1 0
Kelly Burke has been a San Francisco
illustrator, airbrush artist and designer in the
art and advertising community for over 25
years. Elegance, simplicity and charm are a
few words that describe Kelly’s style. Her
influences lie in French culture, her California
upbringing, and a love of all things feline.
Her designs for “Kitten,” the wildly successful
beauty products by Benefit Cosmetics,
have been recognized as instrumental in
the success of the brand.
Joy and brightness are at the heart of every
image Kelly creates, capturing both the
eye and the heart of all that view them.
For more information, please contact:
Ms. Kelly Burke
atelier des cinq chats
2443 Fillmore Street, #280
San Francisco, CA 94115
em. kelly@cinqchats.com
Primary writer:
Kristen Colwell
Designer:
Mark Marinozzi
Editors:
Nancy Pullen, Tara Rayder, Mark Marinozzi