This document provides a proposal for Under Armour's entry into the Brazilian market. It analyzes the target audience in Brazil through demographics, psychographics, behaviors, and geography. The demographics show Brazil's population is growing and becoming younger, with an expanding middle class that has more disposable income. The psychographics indicate spending habits within different social classes in Brazil. The document also discusses Brazil's cultural values and recommends Under Armour position itself as a high-luxury sports brand to target the affluent and middle class in Brazil who represent the majority of spending on sports apparel. It concludes by recommending strategies for Under Armour to adapt to the Brazilian cultural marketplace while maintaining its brand values.
Lululemon vs under armour business strategy analysisSophie Michelot
This document provides an analysis of Under Armour and lululemon athletica, two companies in the performance apparel industry. It discusses the industry information, key issues, trends, companies' goals, challenges, performance, business strategies, differences in business models, and competitive advantages. Recommendations are made for each company, including intensifying geographic expansion for lululemon and boosting sales/gaining market share through innovative products for Under Armour. Financial data and exhibits are provided in the appendices.
Basically its a group project done by Shayla Khan Shimu,Badhon Mahadi Islam , Shahanur Alam , Shamrat Banik from American International-University Bangladesh
Under Armour was founded in 1996 by Kevin Plank to produce athletic clothing that keeps athletes cool, dry, and light. It initially targeted professional athletes and serious fitness enthusiasts with tight-fitting moisture-wicking shirts. Now, Under Armour produces a full line of performance apparel and footwear for various sports. It focuses on differentiating its products through special fabrics for hot, cold, or variable temperatures. Under Armour has grown significantly and sponsors many sports teams internationally through various retail channels and promotional efforts.
This document introduces a practical guide published by the Brazilian National Secretariat of Justice for their content rating system. The guide provides an overview of the Secretariat and the objectives of the rating system. It then details the criteria used to analyze content involving violence, sex/nudity, and drugs for each rating level (GA to PG-18). It also discusses attenuating and aggravating elements, content descriptors, and guidelines for properly displaying rating symbols on various media like movies, games, websites and live events. The aim is to provide families with reliable tools to make informed choices about what media is appropriate for children.
The current economic recession in Nigeria today tells the whole story; Nigeria is faced with lots of challenges ranging from high rate of poverty, youth and graduate unemployment, over dependence on foreign goods and technology, insecurity, low economic growth and development, poor infrastructural development among others (Ekwesike, 2012)
The plundering on the public coffers by the powers of the republic commit the...Fernando Alcoforado
While Brazil is experiencing the greatest crisis in its history, a number of privileges in the Executive, Legislative and Judiciary powers remain unchanged. These privileges translate into salary readjustments above the inflation indexes, remunerations that exceed R$ 100,000 per month, housing assistance for those who have their own home and payment of school for their children. The Brazilian public sector maintains privileges and a bloated structure even in the face of the greatest fiscal crisis in the history of Brazil. The numbers presented in the paragraphs below that demonstrate the plundering of public coffers by the powers of the Republic in Brazil are presented in the magazine Exame, Edition 1,143 of 2/8/2017 in the article Sobrou para você. De novo (It was left for you. Again) from Flávia Furlan and Luciano Pádua.
Lululemon vs under armour business strategy analysisSophie Michelot
This document provides an analysis of Under Armour and lululemon athletica, two companies in the performance apparel industry. It discusses the industry information, key issues, trends, companies' goals, challenges, performance, business strategies, differences in business models, and competitive advantages. Recommendations are made for each company, including intensifying geographic expansion for lululemon and boosting sales/gaining market share through innovative products for Under Armour. Financial data and exhibits are provided in the appendices.
Basically its a group project done by Shayla Khan Shimu,Badhon Mahadi Islam , Shahanur Alam , Shamrat Banik from American International-University Bangladesh
Under Armour was founded in 1996 by Kevin Plank to produce athletic clothing that keeps athletes cool, dry, and light. It initially targeted professional athletes and serious fitness enthusiasts with tight-fitting moisture-wicking shirts. Now, Under Armour produces a full line of performance apparel and footwear for various sports. It focuses on differentiating its products through special fabrics for hot, cold, or variable temperatures. Under Armour has grown significantly and sponsors many sports teams internationally through various retail channels and promotional efforts.
This document introduces a practical guide published by the Brazilian National Secretariat of Justice for their content rating system. The guide provides an overview of the Secretariat and the objectives of the rating system. It then details the criteria used to analyze content involving violence, sex/nudity, and drugs for each rating level (GA to PG-18). It also discusses attenuating and aggravating elements, content descriptors, and guidelines for properly displaying rating symbols on various media like movies, games, websites and live events. The aim is to provide families with reliable tools to make informed choices about what media is appropriate for children.
The current economic recession in Nigeria today tells the whole story; Nigeria is faced with lots of challenges ranging from high rate of poverty, youth and graduate unemployment, over dependence on foreign goods and technology, insecurity, low economic growth and development, poor infrastructural development among others (Ekwesike, 2012)
The plundering on the public coffers by the powers of the republic commit the...Fernando Alcoforado
While Brazil is experiencing the greatest crisis in its history, a number of privileges in the Executive, Legislative and Judiciary powers remain unchanged. These privileges translate into salary readjustments above the inflation indexes, remunerations that exceed R$ 100,000 per month, housing assistance for those who have their own home and payment of school for their children. The Brazilian public sector maintains privileges and a bloated structure even in the face of the greatest fiscal crisis in the history of Brazil. The numbers presented in the paragraphs below that demonstrate the plundering of public coffers by the powers of the Republic in Brazil are presented in the magazine Exame, Edition 1,143 of 2/8/2017 in the article Sobrou para você. De novo (It was left for you. Again) from Flávia Furlan and Luciano Pádua.
The economic impact of agricultural development on poverty reduction and welf...Caroline Chenqi Zhou
This study employs quantitative and qualitative methods to identify the relationship between agricultural development, poverty reduction, and income inequality. Building upon the World Bank’s Enabling the Business of Agriculture study (2016) and data from the World Development Indicators (2015) for the years 2000 to 2014, we test two hypotheses. The first pertains to agricultural development and poverty reduction to assess to what extent agricultural development reduces poverty. The second, in a similar fashion, addresses the relationship between agricultural development and income inequality. To supplement our quantitative analysis of these questions, we include a case study of agricultural development, agricultural policy reforms, and their impact in Vietnam and Tanzania. We find evidence that agricultural development reduces poverty.
LIN Brazil Agro Presentation version #2 | 20180323LUIZ F. BOTELHO
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The document summarizes BCG's analysis of Brazil's emerging middle class and consumer market growth between 2010-2020. Key points:
- 5.3 million Brazilian households are expected to rise from restricted to emergent middle class, accounting for over 85% of consumption growth.
- Companies will need a larger geographic presence in Brazil, including smaller cities, to reach middle/affluent households, which will grow to 37% of households by 2020 from 29% in 2010.
- Sectors like personal/financial services and private education are poised to see the most rapid spending acceleration, while apparel, food, telecom and others will also experience significant growth.
- Rapid shifts in consumer behavior will occur as incomes
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Additionally, this study will help to inform estimates of the potential liability faced by Vietnam’s Social Health Insurance scheme if it assumes responsibility for paying for HIV/AIDS treatment. VAAC is also seeking answers to questions about why patients are not enrolling in the insurance scheme and how to increase the enrollment rate.
Trinidad and Tobago 2015 Health Accounts - Main ReportHFG Project
This document summarizes the key findings of the 2015 health accounts report for Trinidad and Tobago. It finds that total health expenditure was 4.5 billion TT dollars in 2015, equivalent to 4.1% of GDP. The government financed 41% of health spending, while households financed 35% through direct out-of-pocket payments. Noncommunicable diseases accounted for the largest share of recurrent health spending at 42%. Out-of-pocket payments remain high, comprising over a third of total health expenditure. The report recommends strengthening government commitment to health financing, increasing risk pooling to reduce out-of-pocket spending, improving access to services, and institutionalizing ongoing health accounts estimations.
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Authors: Peter Stegman, Elizabeth Ohadi, Heather Cogswell, Carlos Avila and Mompati Buzwani
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Botswana’s health sector has embarked on a broad program of reforms and, to this end, the Ministry of Health (MOH) has developed the Health Services Outsourcing Strategy and Programme 2011-2016. This planning document emerges from major strategic thrusts outlined in the National Development Plan 10 and the revised National Health Policy. Decision makers at the MOH, as well as hospital managers and others involved in implementing the outsourcing strategy at the facility level, need to know, among other things, how much the provision of non-clinical services is already costing the government under the existing arrangements. The study described here intended to support the implementation of the outsourcing plan by generating actual costs for the delivery of four non-clinical services that are, or will be, the focus of future outsourcing efforts: cleaning, laundry, catering, and grounds maintenance. The study looked at costs in five public sector hospitals: Athlone District Hospital, Deborah Retief Memorial Hospital, Gumare Primary Hospital, Goodhope Primary Hospital, and Mahalapye District Hospital.
An analysis of the costs and cost drivers of delivering non-clinical services in hospitals that are not currently outsourcing service delivery provides a cost benchmark. This will enable MOH decision makers and implementers to better understand the costs and cost drivers of non-clinical services and to compare current costs with estimated private sector costs, effectively negotiate contracts, and move toward greater efficiency and cost-savings. Further, cost benchmarks will provide hospitals with the critical data needed to understand not only the cost foundation of outsourced services but also more about what they can expect to receive for that cost, such as the type, quantity, and quality of service or product they are purchasing.
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- A need to strengthen programs targeting at-risk populations like sex workers, transgender individuals, and men who have sex with men.
- Identifying ways to improve the efficient management and sustainability of program budgets given decreasing donor funding over time.
- Recommendations to update the national HIV law to help ensure long-term public funding for HIV programs.
The document discusses the emerging middle class in BRIC countries (Brazil, Russia, India, China). It defines the middle class based on various daily income thresholds. The middle class is growing rapidly in these countries due to economic development and income growth. This is driving increased consumption of goods, services, and higher education. However, challenges remain regarding infrastructure development, environmental sustainability, and meeting the expectations of the growing middle class.
The Development Effectiveness Report analyzes the performance and impact of projects funded by the Multilateral Investment Fund (MIF) in Latin America and the Caribbean. The report finds that over the past decade, MIF projects have helped 5 million people gain access to microfinance and supported over 660 small businesses through $280 million in venture capital funding. Additionally, MIF projects trained over 235,000 youth and helped businesses increase annual sales by an average of 24% while creating over 2,400 jobs. Going forward, the MIF will focus on innovative projects in climate-smart agriculture, inclusive cities, and knowledge economies.
This document provides country profiles for China and India as potential markets for international expansion by Hubbard Foods Ltd. For China, it discusses the political structure and risks, strong GDP and consumer spending growth rates, increasing foreign trade, and gradually increasing tax burden. Food inflation has decreased in recent years. Overall, China represents an attractive market opportunity due to its large economy, growing consumer spending power, and expected continued economic growth making it an ideal target market for expansion.
With this paper, NATHEALTH and Bain & Company seek to drive thought leadership with the aim of moving
towards a healthier, aarogya (disease-free) India over the next decade. This paper aims to build a comprehensive view
of India’s current healthcare ecosystem and share perspectives on the future evolution patterns of India’s healthcare.
For a large number of Indians today, access to quality healthcare is inadequate, and the health system’s goals of
access, affordability and quality remain elusive. An onslaught of non-communicable diseases (NCDs) has resulted
in a dual disease burden even as the country continues to struggle to combat communicable diseases (CDs). Focus
on prevention and wellness is limited, reflecting a highly unorganised primary-care system and a long-standing
curative bias among patients and caregivers. Compounding the situation is an inadequate delivery infrastructure,
talent shortage and limited funding from public and private sources.
This paper lays out an aspirational vision for Indian healthcare for the next decade (2015–2025); the overall objective
is to ensure access to quality care at an affordable cost for every citizen of India. To achieve this objective, this
paper defines the key imperatives for multiple stakeholders, while assessing the gaps and requirements in critical
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This report evaluates three Food for Peace development food assistance projects in Bangladesh implemented between 2010-2015. The projects were found to be largely effective in reducing household food insecurity and improving health outcomes. Specifically:
- All three projects successfully improved agriculture and livelihoods, maternal and child health and nutrition, and disaster preparedness through training and services.
- Linkages with government services were strongest for livestock and fisheries, and weakest for health. Coordination between projects was lacking.
- Gender-focused approaches had positive results, though this varied between projects. The SHOUHARDO II project had highly impressive outcomes for women's empowerment.
- Behavior change communication strategies effectively promoted practices like hy
The document is a report by the International Labour Organization (ILO) on global wage trends and income inequality. It finds that:
- Wage growth in recent years has been driven by emerging and developing economies, where real wages have risen since 2007. However, wage growth slowed in 2013 compared to 2012.
- In developed economies, wages generally remained stagnant in 2012 and 2013, and in some countries wages remained below their 2007 level.
- The distribution of wages has been a key factor in recent inequality trends in many countries, highlighting the importance of policies that affect income distribution, such as minimum wages and collective bargaining.
The team project, interviewed the client and produced a detailed, executable marketing plan based on his declared goals for his international gaming business.
DCR TrendLine February 2015 - Non Employee Workforce Insightss
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This document provides an overview of key development indicators and challenges in India, as well as details on World Bank programs and support for India. Some key points:
- India has seen high growth but also has wide disparities, with over 300 million people living below the poverty line.
- World Bank support focuses on infrastructure development, improving conditions in lagging states, strengthening the financial sector to support SMEs, and making service delivery more effective.
- Major World Bank projects include investments in transportation, power, and urban development to address infrastructure bottlenecks constraining growth. Assistance also targets agriculture, education, health, and other social sectors.
- Moving forward, addressing regional disparities, skills development,
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Benchmarking Costs for Non-Clinical Services in Botswana’s Public HospitalsHFG Project
Authors: Peter Stegman, Elizabeth Ohadi, Heather Cogswell, Carlos Avila and Mompati Buzwani
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Botswana’s health sector has embarked on a broad program of reforms and, to this end, the Ministry of Health (MOH) has developed the Health Services Outsourcing Strategy and Programme 2011-2016. This planning document emerges from major strategic thrusts outlined in the National Development Plan 10 and the revised National Health Policy. Decision makers at the MOH, as well as hospital managers and others involved in implementing the outsourcing strategy at the facility level, need to know, among other things, how much the provision of non-clinical services is already costing the government under the existing arrangements. The study described here intended to support the implementation of the outsourcing plan by generating actual costs for the delivery of four non-clinical services that are, or will be, the focus of future outsourcing efforts: cleaning, laundry, catering, and grounds maintenance. The study looked at costs in five public sector hospitals: Athlone District Hospital, Deborah Retief Memorial Hospital, Gumare Primary Hospital, Goodhope Primary Hospital, and Mahalapye District Hospital.
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- In developed economies, wages generally remained stagnant in 2012 and 2013, and in some countries wages remained below their 2007 level.
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Similar to international marketing brazil and Under Armour (20)
2. Student work starts here
Contents
0.1 Introduction............................................................................................................................ 3
0.2 Target audience...................................................................................................................... 4
0.2.1 Demographic.................................................................................................................... 4
0.2.2 Psychographic.................................................................................................................. 5
0.2.3 Behaviour........................................................................................................................ 6
0.2.4 Geographic....................................................................................................................... 7
0.2.5 Benefits ........................................................................................................................... 8
0.3 Brazil opportunity and threat for Under Armour(UA)................................................................ 9
0.4 Brazil cultural value............................................................................................................... 10
0.4.1 Strength and weakness of UA in Brazil............................................................................. 11
0.5 UA brand positioning............................................................................................................. 12
0.5.1 Perception Maps: ........................................................................................................... 13
0.6 Recommendation and adaptation for UA in the Brazilian market............................................. 14
0.7 Entry mode........................................................................................................................... 14
0.8 Conclusion............................................................................................................................ 14
References................................................................................................................................. 15
Appendix.................................................................................................................................... 17
3. 0.1 Introduction
Thisreportwill investigate the practicality of UnderArmourenteringthe Brazilianmarketplace.The
reportwill look intothe threatsandopportunities of the Brazilianmarkettoevaluate the strengths
and weaknessesof UnderAmour marketingefforts. A conclusion,withrecommendationsand
strategiesforthe Braziliancultural marketplace toadoptwill resultfromthisinvestigation. Thiswill
be achieved withoutcompromising UnderArmour’s brandvalue proposition.
Brazil ispart of the BRIC Nationswhichare the fastestgrowingandlargestemergingeconomies.
Theyaccount for almostthree billionpeople,orjustunderhalf the total populationof the world.
(economywatch,2010).Brazil’seconomyisthe largestinSouthAmerica;ithasa majoragricultural
products,commodity-basedeconomy and,therefore reliesheavilyon the price of commodities and
exporting. Brazil iscurrentlyinatransformationphase, becomingaconsumerdriveneconomy
whichrelies onitsgrowingmiddleclassspending tomaintainthe economystability.The
governmentencouragesinternational business (nytimes,2012)
Under Armour(UA) isbasedin NorthAmericaand is a developeranddistributorof athleticand
lifestyle fashionapparelformen,womenandchildren.Itsbrandvalue propositionmissionisto
make all athletesbetter,throughpassion,design andthe relentlesspursuitof innovation. The
brand’svisionistoempower athleteseverywhere,motivatingthemtoachieve greatness.
(underarmour,2015). UnderArmour is the marketleaderinperformance apparel withover70%
marketshare,including companybrandsHOTGEAR,COLDGEAR andALLSEASONGEAR. These are
extremelypopularamongprofessional athletesaswell asconsumers.As apparel ishightechand
innovative,the costof the product ishighand above that of competitors. Itsmaincompetitorsare
Nike ,Adidas,PumaandReebok, all of which are well established brandswithinthe marketplace
while UnderAmourhasyetto expandinternationally.
4. 0.2 Targetaudience
In orderto move intoBrazil’smarketplace UnderArmourwillneedtoevaluatethe waysinwhich
theywill be able tobreakcustomersintoeasilytargetedsegments. These segmentswouldhave
similarcharacteristicswhichwouldallow the companytoconcentrate theireffortsonthe needsof
the customerswithinthe groups. ‘Thismakessegmentationaproactive partof developinga
marketingstrategyandinvolvesthe applicationof techniquestoidentifythese segments’(Wind,
1978)(Brassington,2006,p193).The analysesthe behaviourpatternsof the Braziliansocialclassesin
an attemptto understandthe attitudesinlinewithUnderArmour’sopportunitieswithinthe
Brazilianmarket.
0.2.1 Demographic-Demographicssegmentation isthe usage of populationcharacteristicsand
provides arange of useful variablestostate currenttrendsandopportunities inconsumerbehaviour
(Materson,Pickton,2010,p125)
Brazil’scurrentpopulationis203 millionwithayearlychange of 0.85% (1.6 million).Itisglobally
ranked5th most populatedcountryinthe world(worldometers,2015). 85% (172 million) live in
urbanisedenvironmentsand62%of the populationisaged29 or under(Appendix 1)
(worldpopulationreview,2014). Male to female ratiois49.156% to 50.844%. Brazil’spopulationis
projectedbythe national statisticsagencytopeakat 228 millionin2042 (worldpopulationreview,
2014).
As Brazil’sinfrastructure improvesandpovertyisminimised,thusspear-headingBrazil’smiddle-class
growth,life expectancyisincreasingto71 yearsfor menand78 yearsforwomen. It isestimated
bothmenand womenwill live,onaverage,longerthan80 years by2041.
(worldpopulationreview,2014)
As more womenare enteringthe workforce andchoosingtowaitbefore havingchildren,an aging
populationisbeingcreatedinBrazil (worldpopulationreview,2014). In the 1980’s, Brazil’sfertility
rate was4.31. This hasdecreasedto1.82 in 2015 (worldometers,2015),resultinginfewermouthsto
feedandmore disposal income tospendonproducts.
Brazil issegmentedto4 wavesof household;subsisterhouseholdpoverty(12% of population),
makingunder$3,000 annually. Occupationsinclude:cleaners,unemployed.Restrictedhouseholds
have recentlypassedpoverty(59%of population),making between$3,000-$15,000. Occupations
include:housemaids,builders.Secondwave:emergenthouseholds(18% of the population) make
$30,000- $45,000. Occupationsinclude teachers,managers.Thirdwave,establishedmiddle-class
(5% of the population) whomake $30,000 to $45,000. Occuationsinclude:doctors,lawyers. Fourth
wave:affluenthouseholds(6%of the population) make $45,000 andbeyond. Occupation:investors
and businessowners. (bcgperspectives) and(thebrazilbusines,2011)
Table:0.2.1a: demographic
The demographicinformationshowsBrazil population istoincrease;alsoitisa youngpopulation,
life expectancyhasincreased, womenfertilityrate hasdecreased.Thisindicates the potentialof
consumerswithinthe BrazilianmarketforUnder Armour,as families have anincrease indisposal
income andlongerlife isassociatedwithhealthand exercise, therefore atargetaudience forUA
sport performance apparel will have anpositionwithinagrowingpopulation.Social gradingisused
to understandthe populationof eachsocial classand the capabilityof purchase powerforthe UA
brand. The informationshowsthatrestrictedhouseholdsare the biggest population;Therefore UA
can devise astrategyto specifically targetthisgroupthroughprice initiatives.
5. 0.2.2 Psychographic- Psychographicreferstothe understandingof the psychologicalbasisof
opinions,motivations andattitudes.Ithelpstodeterminethe reasonsof purchase of productsand
services.(Yeshin,2011,p197)
In Brazil incomesreflectconsumptionrate perhouseholdonproductandservice categories.Itis
importantto understandspendingpsychologyof consumerstoanticipate purchase intentand
precisely,strategicallypositionandtargetthe productstocustomers. Householdsenteringnew
income segments:subsisterhouseholdscanaffordtopurchase little more thannecessities.
Restrictedhouseholdsincrease consumptionof basicgoodsanddurable products. Theyalsotrade
up to highervalue products,especiallyinelectronics.Emergenthouseholdsspendmoneyon
essential andhighervalueproducts.These householdstrade uponproducts.Establishedhouseholds
increase spendinginnewcategoriesandtrade upinwine,clothingandentertainment.Affluent
householdsspend40%on discretionaryconsumption;theydramaticallyspendmoneyonlivingin
luxury.(Appendix 2) (bcgperspectives,anon)
The emergentandestablishedhouseholdswill representaround35% of Brazil’sincome in2020,
while the affluentwill increase theirshare from39% to nearly43 %.The middle-classandaffluent
householdswill accountfor85% of incremental consumptioninBrazil between2010 and2020
(Appendix 3) (bcgperspectives).The emergentandestablishedsocial classrepresents80.2% on
sport apparel total spendandaffluenthouseholdsrepresent11.66% (Appendix 4)(M.O.F.A.O.D,
2014).
Table 0.2.2a: Psychographic
The psychographicinformation showssocial classesspendingonsportbrandapparel,therefore
indicatingcustomerprofitabilityforUA brand withinBrazil emergent,establishedandaffluent. The
psychographicinformationshowsthe differentspendinghabitswithinsocial classes.It isimportant
to understand attitudes,motivationandincome becauseitcan predictcategoriestrade upas
income increases.Thiscanvarydue to the perception of brandpositioningtothe consumer.
….”Schaninger(1981) comparedthe relative effectivenessof social classandincome.Income exerts
an influence whenthe productof concernisexpensive,andsocial classexertsaninfluence whenthe
productof concerncan be seenasa reflectionof consumersocial class thisinformationisparticular
inproduct categories ”….Positioningthe UA brand as highluxurysportbrandwill create animage
withinthe societytoreflectthe targetaudience of affluentandmiddle classconsumers.
Personality
VALSwas createdtomaximize the abilitytopredictconsumerbehaviour. VALS systembasedon
demographicandpsychological characteristics correlatedwithpurchase behaviour.The dimension
of the frameworkisbasedonmotivationandresources.Differentlevelsof resources(age,
education,income)enhance orconstrainthe expressionof apersonmotivation( J.Baker,
2014,p270) UA will be targetingpersonality;
Achievers Consumerswhoare primarilymotivatedbyachievementlookforproducts
and servicesthatdemonstrate successtotheirpeers. Theyare attractedto
premiumbrands
Experiencers Young , enthusiastic, self- expressiondesiresocial orphysical activity,variety
and risk,
Table 0.2.2b: personality
Thistwo combinedpersonalityrepresentthe UA brandpositioning whichis primarybasedon
enhancingpersonal skillsthroughhardwork.
6. 0.2.3 Behaviour –Behavioursegmentationisbasedonthe relationshipbetweencustomerand
productusage (Brassington,2006,p207)
In Brazil 80 millionpeopleclaimingtobe activelyengagedinone ormore sports,andapproximately
60% of the populationbeingunder30yearsold,(latinvex,2014) . Womenswearis the largest
segmentinsport-wear, accounting for about 48% of the industry; menswear and children’s
wearaccount for 34% and19%, respectively.(M.O.F.A.O.D,2014)
The 2014 FIFA WorldCup,followedbythe 2016 OlympicGames,bothinBrazil,will playarole in
drivingthe performance of sportswear.Inadditionthe warmclimate makesiteasytopractice
outdoorsportsall year long.
Football’sisthe dominate sportinbrazil,runningandcyclingare gainingmomentum.The Riode
JaneiroOlympicswill bringworld-classrunnersandcycliststoBrazil,promotingthe popularityof
these sports,stimulatinggrowthasa result.(latinvex,2014).Runninghasbecome the country’s
secondmostpopularsport,with4.5 million runnerstrainingregularly,dedicatedrunnersare happy
to investinperformance sportswear,includingspecialfootwear,fast-dryT-shirts,compression
shortsand anti-UV caps,and there remainsplentyof opportunityfordevelopment.(latinvex,2014)
Brazil prefersperformance apparelaccountingfor45% of sportsapparel value salesin2013.
Brazilianstendtopurchase performance brandsoverfashionsportapparel,Thisislargelydue tothe
seriousnessforsport. Theyare preparedtopay more forhigh-specsportswear.Brazilianconsumers
are extremelybrandconsciousandbrandname certainlyinfluencespurchase decisions.
(latinvex,2014)
target audience byusage; highusers;professionalathletes,aspiringyoungathletes andsports
enthusiast. Mediumusers:students,dieters,peoplepursuinghealthylifestyle. Lowusers:people
whowant to keep fit, once aweekrunnersorbike ridersandleisure funsports.
Table 0.2.3a: Behaviour
The behavioursegmentationshowsthe relationshipbetween Braziliansandsportsproducts.It
shows80millionare activelyintoone ormore sportsand 60% of the populationisunder30 years,
thisshowsthe customerprofitabilityforUA inthe marketplace.Brazil will hostthe worldcupand
OlympicGamesthiswill have adirectinfluence andmotivationformore people topartake in
sportingactivities. Sportperformance apparel isalreadyestablished withinBrazil as45% of sales
were performance apparel.Braziliansare willingtopayhighpricesforenhancingperformance
therefore UA will profitfromthisbehaviourastheyare the function brandleadersinsport
performance apparel inthe USA.
UA brand positioninginAmericacaterstoheavyusers;athletes,aspiringyoungathletesorsports
enthusiast.they mostlytraineverydaytoimprove theirsportperformance forcompetitions.
Competitorsare stronglypositionedformediumandlowerusers. UA strategyto penetrate high
userswasthrough sponsoringcollege/universitiesandendorsingprofessional athletesto promote
itsbrand withinAmerica,thisstrategycan be adoptedinBrazil.
7. 0.2.4 Geographic-Definedasthe analysispeoplebywhere theylive (slight,1997,p6) thisgive an
understandwhere customersare placedgeographicallywithinthe country.This will make the
targetingprocesseffective andefficient.
0.2.4a Table :Geographic
The geographicinformationindicates southandsouth-eastregioninBrazil consistof the wealthiest
individualandfamilies. These regionsconsistof Sao-PauloandRio,these are the biggestpopulated
citieswithinBrazil andcoverover72% of all e-commerce revenue. NorthandNorthwest regions
showsthe mostpromisinggrowthpotential ashousehold increasesincome.UA will targetthe
wealthysouthernareasof Brazil tohave more exposure topotential customersandeasilytargete-
commercial customerwithspecial local offers.
Geographiclandscape of Brazil isbrokendowninto5 regionsand26 states.The southand the
southeastregionare consideredasthe urbanisedandwealthycitiesinBrazil.Southandsoutheast
regionconsistof Sao –Paulowitha populationof 19millon(2007) and RioDe Janeiro14million
(2007) people (Appendix 5). Sao-Pauloisregardedasthe one of the largestcityinthe world
(worldpopulationreview,2014) itsknownforits vibrantcolourful culture,beaches,shoppingmalls.
Thisregionwill have the highestconcentrationsof upper-incomeBraziliansin2020. Nike alreadyhas
establishedstoresinthese location(Appendix6) The northand northwestare still undevelopedbut
showthe fastestgrowth potential itis“projectedtoaddaround2.5 millionnew middle-classand
affluenthouseholdsbetween2010 and 2020.” (bcgperspectives,anon) Appendix7showsthe
growthrate potential of newemergingcitieswithinbrazils.
E- Commerce
Only53% of brazils202 millionpopulationare active onthe internet.Mostof the populationthatis
yetto have access to the webcome fromunder-developedstateswhere connectionsare still
expensive andunreliable(techinbrazil,2015).
Southand south-easternregion ;SãoPaulo,Riode JaneiroandMinas Gerais,combinedwithEspirito
Santogather over72% of all e-commerce revenue. E-commerce revenue washighlyapparentin
south-easternasbecause theseareashave goodinfrastructure logistics.Customerstruste-
commercial sitesbecause deliveryisina timelymanner.SaoPauloshowedthe highestrevenue
share among othersinnercities(Appendix 8) ,outside the cityandmetropolitanareasof brazil
customerare lesslikelyuse e-commercial due tounreliablelogistics andtheyprefertosee andfeel
itemsthe before deciding topurchase(techinbrazil,2015).
The Braziliangovernmentimplementedagrowthaccelerationprogramme (PAC2) particularlyin
termsof infrastructure,of R$958 billion(round€400 billion).This effortwillbe developingthe
logisticstoimprove the e-commerce deliveryaroundBrazil inparticularcitiesoutside the capital or
metropolitanareas,thereforeindicatinggrowthof e-commercial inmore citiesaroundbrazil
(bpostinternational,2014)
Customerbehaviour
Braziliane-commerce revenue bysocial class,Affluent(ClassA) andEstablished(ClassB) accounts
61% of purchasesonline,researchfrom2013 showsthat 97% of citizensbelongingtoclassA and
78% of citizensbelongingtoclassB were online.Emergent(classC) accountfor35%, Restricted
(ClassD) and Subsister(ClassE) accountsfor4% (techinbrazil,2015) (Appendix 9) .Fashionand
accessorieshasthe largestshare amongcustomerusinge-commercial ,itmade up18% of retail
ecommerce transactionsinH1 2014. The nextlargestshare came fromhealthand beautyaids(16%),
(emarketer,2015) (Appendix 10)
8. 0.2.5 Benefits- Benefitsegmentationisthe desiredorsoughtfunctional andpsychosocial benefits,
reflectingthe fundamentalhumanneedsof consumers forthe productor service (Haley1968)
As UnderAmouris a specialistatproducingperformance basedtechnologyclothing,
Under Amourshave several productrangeswhichbenefitthe customers.”Infraredtechnologythat
recirculatesheataroundthe wearer’sbody,Coldbacktechnologydesignedtoreflectheatandkeep
athleticscool inthe sun,and MagZip technologywhichallowsazippertobe pulledwithone hand.”
(prophet,2014) HeatGearArmourVent:“builttohandle the worstheat—it’stougher,driesfaster&
givesyoutrue breathability.”wickssweatawayfromthe body,Anti-odourColdGear:circulates
heat, keepspeopledryandprotected, smusclesforincreasedpower. Heatgear: Moisture
Transport Systemwickssweatawayfromthe body.(underarmour,2015)
0.2.5 Table:Benefits
All the featuresbenefitcustomerspartakinginsportsbymakingthemfeel comfortableandenabling
themto trainlongerto improve sportperformance throughconditioningtheir body.UA products
featuresare functional tomostlyheavyuserswhotrainhardunderweatherconditions.UA product
usestechnologyforindividualtoenhance theirskillsthroughtraining.UA usesthe tagline “Iwill”
whichdifferentiate itself fromNike “justdoit”.
Summary
The segmentationprocesswasusedtounderstandUA targetaudience withinBrazil.The information
establishedafoundationof amore focusedmarketingeffort(smith1957)p193. The purpose of
segmentationprocessistopositionUA brandto enhance customerlifestyleorhelpthemtoachieve
theiraspirationforphysical activitySolomon(1994)
Target audience
Demographic Social class Personality Productusage Geographic Benefits
Male/female
Age 18-40
Future:
40-80 age
(greymarket)
Emergent,
middle-class
and affluent
Achievers
Experience
Heavyusers:
Professional
athletes,aspiring
athletes,sport
enthusiast,dieters,
healthyliving
Age
South, south
east- Sao
Pauloand Rio
Jeniro
Future plans:
north and
north west
Motivated
athletes,keep
athlete dry,
recirculates
heataround
body,wick
sweat,
9. 0.3 Brazilopportunityand threat forUnderArmour(UA)
Opportunities threats
85% (172 million) liveinurbanisedenvironments
,62% of the populationisaged29 or under, peak
at 228 millionin2042, Life expectancy
grown(age 80) ;these indicate the potential
customerbase for UA withinthe Brazilian
market.It statespeople are livingforlonger
therefore aneedtoexercise tomaintaina
healthylifestyle will be importantandUA can
utilise thisopportunityinthe longterm.
Raise of middle class, highdisposal income,
80 millionpeople claimingtobe activelyengaged
inone or more sports, 2014 FIFA WorldCup,
followedbythe 2016 OlympicGames ,Brazilians
purchase performance brandsoverfashionsport
apparel;these showthe potentialpopularity
growthof sportwithinbrazil marketplace.UA
can utilise these eventsandcaterto customers’
needstopromote itsproducts.
Big citiesSao- PauloandRioDe Janeiro will have
the most affluent. classin2020, São Paulo,Rio
de JaneiroandMinas Gerais,combinedwith
EspiritoSantogatherover72% of all e-
commerce revenue:thesecitieswithinbrazil
showsthe mostcustomerprofitabilitypotential
withinbrazil.UA can concentrate totarget these
areas.
Northernregion,underdevelopedcitiesshow
greatestopportunityasmore familiesbecome
middles-classoraffluent;thisshowsfuture
opportunitiesoutside the majorcity,quickly
reactingto thisgrowthareas will gainan
advantage overcompetitors
logisticsInfrastructure improvementto
underdevelopedcitieswithinbrazil,thiswill help
e-commercial sites
Womenhavinglesschildren, agingpopulation;
thisindicates UA will mainly targetedatyoung
heavyusers,therefore thismaycause a decline
inUA products
Economyinstabilityof the countriesthreaten
customersspendinghabits,asinfinancial crisis
consumertendtouse theirmoneywiselya
decrease onluxuryproducts
incomesreflectsconsumptionrate per
household,therefore the emergentmiddleclass,
isbiggestpopulatedsocial classmaysettle for
lowerprice competitorsbrands
Football dominatesbrazil,Nike andAdidashave
strongpresence,footballisthe biggestsport
marketwithinbrazil.
Nike,Adidasandlocal sportsbrandsalready
establishedwithinbrazil
Apple watch;apple are transformingitswatch
intoa healthylifestylesport trackers.Thisisa
directcompetitorwithUnderArmourlongterm
goal ;to enterwearable technologysportgearto
improve consumerperformance
GenerationZ,are not heavyusersof UA
products, theyprefertobe on the internetor
fastfoodchains.They do not like exercise and
follow fashion,therefore brandslike Nike and
Adidasare appealingtothem.
0.3 Table:Brazil opportunityandthreatforUnder Armour(UA)
10. 0.4 Brazilculturalvalue
Culture valuesinfluence all aspectsof consumerbuyer behavioursindifferentcountries.Thiscanbe
the central considerationindevelopingandimplementinginternationalmarketingstrategies. (Doole
& Lowe,2012,p66)
Brazil culture values;The understandBrazilianculture the three mainareastounderstand is;beliefs,
valuesandcustom of specificsituatione.gChristmas,Easteretcthatserve todirectconsumers
behaviour.(Doole &Lowe,2012,p66)
Brazil isone of the world’s mostdiverse placesdue toitsmixture of differentnationalitiesmigrating
to create unique culture andcustom.Brazil has a bigvibrantculture full of funandenjoyment.They
love football,carnival,musicandwell knownfordanceslike sambaandsalsa. (brazil.org,2015)
Brazil is a collectivismsociety theyare very familyorientated;theyare tight-knitted, intimesof
hardshipfamilymemberswill sticktogethertoresolves problems formally. Braziliansvaluetrustand
loyalty whichisbuiltthroughfriendship,therefore productwill have to create valuablerelationships
with Brazilianconsumers. Religionisamajorcultural variable andhas significanteffecton beliefs
and normsas well astaboos (Doole & Lowe,2012,p68) inbrazil 80% of the populationascribesto
the Roman Catholicfaith traditions.
Brazilian generations’ differences
To understandgenerationdifferencesinbrazil Inglehart(1997) states “that historical,societal and
cultural eventsthattake place duringthe formative learningyearsof agenerational cohortwill
impactthe values,attitudesandbehavioursof thatgroupthroughlife” these changestookplace in
brazil as itsgoingthrougha developingphase of anagriculture societytoa post-modernsociety.
The differencescanbe seenthroughgenerationXtogenerationZ.
GenerationX GenerationY GenerationZ
This generation grew up comfortable
to a dominant authority,with
modest expectations. Limited
expertise or confidence in how to
build a business;they were more
comfortable being partof the
multinational enterprises that
dominated the economy after
Vargas’rule. They were idealismfor
a better future and an anti-
authoritarian pointof view; Worried
about the economy, this generation
developed a short-term orientation
and became excessiveconsumers.
They fought for a better future
through protesting against military
control and gained democratically
election. This difficultpath left
members of Generation X risk-
adverse, with a strong sense of self-
relianceand a strong commitment
to their families.
(tammyerickson,2011)
Culture: dictatorship,family,,equal
rightfighters, pessimistic
Brazilian generation Y emerged
motivated with the freedom
they gained from generation X
efforts to make brazil a much
fairer workingenvironment
with the help of government .
This generation developed
excitement about the economy
status of Brazil.This generation
is optimistic,with a desireto
make things better and gain
success.This is becauseof
generation X instilling“you can
be anythingyou want”. This has
enabled this generation to
become a vibrantmiddle-class.
This generation has puts their
family as priority as generation
X. generation Y are social class
oriented as imageplacea big
emphasis on lifestyle.
(tammyerickson,2011)
Culture: democratic,religious,
family,technology, work hard,
optimistic
Generation Z is benefitting from
previous generations efforts. This
generation are tech savvy and image
conscious.They have great interest
in brand image within society. They
are startingto develop their sense of
identity and are anxious to cultivate
a sophisticated self-image.Brands
are seen as status symbols,and they
are not prepared to compromise,
even in hard time. They are concern
with environmental issues as they
have witnessed the deforestation of
the amazon and pollution within
brazil.They are interested in
sustainability.This generation spend
time alone56% explore the Internet
alone,30% play on their own, and a
sad 5% say they hangout alone. They
want to be successful.(Euromonitor
International,2011)
Culture; Democratic,religious,family
oriented, technology, success ,brand
conscious.
11. Summary
The Brazilianculture isveryvibrant,excitingandsociable;thesetraitsare embeddedwithinthe
culture andhave been passedthroughgenerations.Hofstede (2010) illustratespeoplebelief system
and behaviourpattern(Appendix 11) GenerationXvaluesandattitudeswasbasedonfighting
againstdictatorshipandmilitarycontrol fora betterfuture fortheirchildren’s,GenerationYvalues
and attitudeswasmotivatedbytheirparentsgivingthemconfidenceinachievingthe impossible,
thisgenerationisthe drivingforce of the raisingBrazilianmiddle-class,GenerationZisbenefiting
fromparentshard work,theyvalue theirfamiliesandsustainability.Theyare brandconsciousand
have a highusage of the internet.Theyspendvarioushoursalone onthe internetandhave astrong
belief forwhattheysee onsocial media.
UA can use thisinformationtotargetgeneration’svaluesandattitudes.The ethosof the Brazilian
culture andvalue isbasedon hard workingtoachieve success.This philosophyissimilartothe UA
brand positioningthereforeUA can use these generationstoryintoitsmarketingefforts.Generation
Z is brandconsciousare not willingtocompromise therefore there are brandloyal toprestige
brandswithhighsocietyacceptance. UA can utilise this bypositioningitbrandtobe highquality
luxurysportperformance brand.
0.4.1 Strength andweakness of UA in Brazil
Strength
Unique sellingpropositionof innovative
sportsweartechnology(marketleaderinsport
performance apparel inAmerica)
Positionedasa highquality,expensive sport
performance apparel brand
Highbrand presence inthe USA whichshows
credibilitytothe Brazilianconsumers
HighlyintegratedwithAmericanFootball and
Americanbasketballwhichisbecomingan
interesttoBrazilianyoungsters
Acquirednewsportsponsorshipsdeals with
Brazilianfootball team;Sao-PauloFC,
(localisation)
Weakness
Notestablishedinternationally
Productline isa discretionaryitems and
therefore ineconomiccrisisorcut back these
productswill notbe purchasedbycustomers
Team basedinthe America,hasnot expandedor
have any officesin brazil
Veryintensive competition,Nike,Adidas,
Reebokandlocal Brazilianheritage sportbrand,
competitorscaneasilyproduce UA replicas,as
the Braziliangovernmentdoesn’thave aspecific
departmentforpatentcontrols,there isa black
marketinbrazil where people sell counterfeit
brandsat lowerprices
12. 0.5 UA brand positioning
Positioningiscreatingabrand whichhasa competitive advantage andcaterstoconsumerneeds.
Positioningisthe perceptioninwhichcustomerview brandsthroughmarketingeffortsandstatus
withinitscommunity. (Brassington,2006,p358)
UA standsfor workinghardto overcome obstaclestobettercraftthe individual skillstobe a winner.
The brand essence revolvesaroundbeingthe underdog,beingmotivatedtoworkhardto succeed.
The slogan“I will”isemotional whichcapturesthe passion,intensityanddrive forthe individual.UA
productshave functional innovativefeatureswhichare advantages overcompetitors,butthroughits
emotional transparencyithasdevelopedanpersonality whichis describedasattitude clothing.
Competitors personality: brandpersonalityisthe ”setof humancharacteristicsassociated witha
brand” thisis a driverof self-expressivebenefits,brand-customerrelationshipsandthe
communicationof functional benefits, using brandpersonality dimensionsof JenniferLAaker
frameworkwill gainagreaterunderstandingof UA and competitor.(prophet,2013)
Brands Personality brand reflection
Nike Sophisticated,ruggedness,
competence ,
True sportsmanship,champion
and aggressive
Under Armour Sophisticated,ruggednessand
competence
Hard work outmotivation,team
workand aggressive
0.5.1 Table:
Brazil rationvs emotional
Nike andUnderArmour are similarbutbetraydifferentimages. Nike isachampiontopdog witha
tagline “justdoit”, while UnderArmouris an underdogmotivatedtoovercome obstaclestobe a
championthroughhard workand determination. UnderArmourhasanemphasisontrainingand
performinginits promotions.
In Brazil UA marketingeffortswill be towardsemotional positioningthroughbetrayingasporting
and healthylifestyle.In Brazil, brandsdictate social status, individualism;sophistication therefore
emotional lifestyle marketinghastobe associated withprestige andcredible imagery.Brazilians
trust people whotheybuildrelationships with,throughemotionaladvertisingUA will be able to
buildanemotional trustworthy bondtothe Brazilian market, consumerwillbecome brandloyal.The
“I will”ethosisinstilledwithinBrazilianculture thereforemanipulatingandintegratingUA brand
positioningwillhave tobe executed creativitytocapture Braziliansattention
13. 0.5.1 Perception Maps:
Perceptionmapsare insightintocompetitorspositioningwithin amarket,the perceptionmapis
primarilyusedtoidentifycompetitive advantages pointsandpossibleavenuetodifferentiate
productsor brand for consumers. (Brassington,2006,p360)
USA perceptionmap
Brazil perceptionmap
In Brazil UA will positionasa highprestige brandaimingathighusersand affluent social class.
Brazilianperceptionare basedonsocietystatus,thereforepositioningthe brandasa high luxury
sport brandfor seriousathletesandsportpersonal,willmotivateandattractall social classes inthe
categoryof sportwear.Braziliansare brandconsciousand willingtopaythe cost to fulfil needbut
alsosociallyaccepted.
Performance
Leisure
HighpriceLow price
Under Armour
Nike
Adidas
Affluent
Lower- Class
Low user Highuser
UA
Nike
14. 0.6 Recommendationandadaptationfor UA in theBrazilian market
UA shouldadoptsBrazilianvibrantcolourstoitsproducts,Brazilianstakespride intheir
countrycolours ;
UA shouldgaininsightto category spendingbehaviouramongsocial classes andunderstand
whencustomerstrade updue to increase inincomes;
UA shoulddevelop agrey marketsportperformance apparel asbrazil isforecastedtobe an
agingpopulation;
UA is primarya sport andfitnessfocusedbrand,UA shouldtryto adapt tothe Brazilian
culture throughmarketingthroughdifferentactivitiese.g,UA wearforsamba or salsa
dancing,sportperformance gearforphysical workers,egagriculture workers,bricklayers
and miners
UA shouldtargetgenerationZthroughdigital base platform andpromote healthyliving.
therefore buildahealthysocial media platformwhere generationZ can interactwith
sportingactivities withinthe communityandprovide incentives
UA shoulduse the Braziliansuccessstory“nothingtosomething“mentality adoptedinUA
marketingefforts.UA standforunderdogand Brazil has resemblance of the Brazilianculture
withinitscurrentmarketingefforts.
UA can target familieswithincentives,asfamiliesare valuedandatthe core of decision
making;UA can utilise thisculture byofferingfamilyinitiative
0.7 Entrymode
Establishalocationforoffice space inBrazil.License manufacturesin Brazil toavoidpurchasinga
factory cost. Negotiate acontract agreementof percentage of salesandcommission withthe
licenser,Setupadistributionnetwork viaagentsorlocal companiestogetUA withinbrazil
supermarketchainsorsmall sportspecificretailers.Openup UnderArmourspecialist storesin
capital citiestocompete withcompetitors. Establishe-commerce logisticspartnershipsto tocater
for online customers.Create abigBraziliancampaign launch, acquire Braziliansportpersonal tobe
the front manof the campaign.Asthe companieswillbe basedin Brazil thiswill eliminatetariff fees
and take advantage of the “MERCOSUL agreement”
0.8 Conclusion
The report investigatedBrazil marketwithUA opportunitiestoenterthe marketplace.The Brazilian
marketshowsa lotof potential withitsyoungpopulationandgrowingmiddle classwhoare willing
to spendonprestige internationalbrands.The growingof sportsandthe importance of performance
sport apparel consumptionindicatesUA iswell positionedtoenterthe marketasit has the
innovative productsalready.UA will have tocreate a verycreative advertisementtoentice andbuild
relationshipswithcustomers.
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22. Appendix 11
Figure 0.4.1: Hofstede dimensionsof brazil
Results Reasoning
High power distance Brazil is a high power distancecountry due to its family
orientation where older members are respected and make key
decisions on behalf of the family. This translates into the
business organisation of hierarchy structure,managers are
responsiblefor final decision making.
Collectivism As Brazil is a family oriented society, they have bigfamilies and
decisions arebased on family principles.They look out for trust
and loyalty which is builtthrough social meetings and gatherings
to build businessrelationships.Brazilians will alwaysgive
opportunities to people they trust or in their inner circlebefore
seeking partnerships fromless sociablepartners outsidetheir
circle.
Feminine/masculinity Brazil is a feminineand masculine society,meaningit is in-
between “masculinevalues such as achievement and exerciseof
power and feminine values;caringfor others, being less self-
centred”. This stems from the Brazilian attitudes of friendliness
and free spirit. Also females work as much as male figures and
there is an upcoming wave of strongeducated women in Brazil.
High uncertainty avoidance Brazil is a high uncertainty avoidancesociety, with a strong need
for rules and elaboratelegal systems in order to structurelife.
This provides a safer environment in which to live. Due to high
crime levels in Brazil this balances Brazilian life with sociable
encounters with peers.
Normative and pragmatic Brazil is a normativeand pragmatic society.This means they
have traditional principles and arelookingto the future for a
better living. This may stem from parents workinghard to give
better opportunity for their children by sending them to school
in order to have a better future.
Indulgent society Brazil is an indulgentsociety. This means they love enjoyinglife
and have a positiveattitude to each other. They areoptimistic
and enjoy socialising,which stems from family values.