Iri npd study 2016 all categories
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IRI NPD Study of all FMCG products reveal that NPD activity is in decline in the face of increasing range rationalisation and margin pressure
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TABLE OF CONTENTS1. Mission Statement Page 22. Marketing .docx
TABLE OF CONTENTS
1. Mission Statement: Page 2
2. Marketing Objectives: Page 2
3. SWOT Analysis: Pages 2-4
4. Target Market: Page 4-5
5. Marketing Activities: Pages 5-7
6. Lessons Learned: Pages 7-15
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b) Year 2
c) Year 3
d) Year 4
e) Year 5
f) Year 6
g) Year 7
h) Year 8
i) Year 9
j) Year 10
7. Summary: Pages 16-17
1. MISSION STATEMENT:
To establish Allstar Brands as a market leader of Over-The-Counter multi-symptom cold/allergy relief, while maintaining the highest level of customer satisfaction through product effectiveness, quality and affordability.
2. MARKETING OBJECTIVES:
· To increase the stock price by 3 points every 2 years
· To maintain a combined direct/indirect sales force of no less than 140
· To increase net income to $40 million in the next 2 years
· To increase brand awareness by 5% yearly for all products of Allstar toward a long-term goal of 85%, thereafter any increase is found sufficient
· To maintain advertising budget expenditure above $26 million, minimum $10 million toward Allround, Allround+ and minimum $9 million toward Allright
· Introduce one new product within every 3-year period according to appropriate market trends and characteristics of demand
· To keep promotional allowance at or above 14% for all products
· To increase customer satisfaction to 60% for all Allstar Brand products within the next 2 years
3. SWOT:
Strengths:
· Allstar Brands have a competitive advantage which is based on the lowest price in the cold/allergy market
· Brand awareness for the products of Allstar Brands is one of the highest among the competitors
· Product mix targets variety of ailments (Allround – multi-symptom, Allround+ - cold and allergy, Allright – cough and cold)
· Customer satisfaction for Allstar products ranges from 54% to 61%
· Allround is the second highest brand purchased among the OTC medicine and has the second largest market share of manufacturing sales
· Allround Brand perception of cough and ache medicine is the highest among the competitors
· Steady rise of product contribution for Allright and Allround+
· Allstar offers relief for all of the most frequent symptoms of ailments: aches, coughing, and chest congestion
· Allright attains largest market share based on manufacturing sales of 14.9% in the cough medicine market
Weaknesses:
· Low sales force
· Steep drop off of stock price after year five
· Allround has the lowest net income among the competitors
· Advertising budget for every product is not sufficient for leading a proper advertising campaign to increase brand awareness
· A stronger competitor Besthelp keeps Allround from being the leader of brands purchased
· Low budget allocated to promotional mix of all 3 products
· Current customer’s intentions to buy Allround, Allround+ and Allright are larger than Allstar can produce
· Annual fall of Allround’s total sales and product contribution since year 5
· Constant fall of trade ratings for Allright and Allround+
· Alls ...
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Similar to Iri npd study 2016 all categories
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1) The study analyzed purchases of 54 million American shoppers over 12 months and 1,364 brands to identify the Pivotal Point Consumers who drive 80% of brand volume.
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TABLE OF CONTENTS1. Mission Statement Page 22. Marketing .docx
TABLE OF CONTENTS
1. Mission Statement: Page 2
2. Marketing Objectives: Page 2
3. SWOT Analysis: Pages 2-4
4. Target Market: Page 4-5
5. Marketing Activities: Pages 5-7
6. Lessons Learned: Pages 7-15
a) Year 1
b) Year 2
c) Year 3
d) Year 4
e) Year 5
f) Year 6
g) Year 7
h) Year 8
i) Year 9
j) Year 10
7. Summary: Pages 16-17
1. MISSION STATEMENT:
To establish Allstar Brands as a market leader of Over-The-Counter multi-symptom cold/allergy relief, while maintaining the highest level of customer satisfaction through product effectiveness, quality and affordability.
2. MARKETING OBJECTIVES:
· To increase the stock price by 3 points every 2 years
· To maintain a combined direct/indirect sales force of no less than 140
· To increase net income to $40 million in the next 2 years
· To increase brand awareness by 5% yearly for all products of Allstar toward a long-term goal of 85%, thereafter any increase is found sufficient
· To maintain advertising budget expenditure above $26 million, minimum $10 million toward Allround, Allround+ and minimum $9 million toward Allright
· Introduce one new product within every 3-year period according to appropriate market trends and characteristics of demand
· To keep promotional allowance at or above 14% for all products
· To increase customer satisfaction to 60% for all Allstar Brand products within the next 2 years
3. SWOT:
Strengths:
· Allstar Brands have a competitive advantage which is based on the lowest price in the cold/allergy market
· Brand awareness for the products of Allstar Brands is one of the highest among the competitors
· Product mix targets variety of ailments (Allround – multi-symptom, Allround+ - cold and allergy, Allright – cough and cold)
· Customer satisfaction for Allstar products ranges from 54% to 61%
· Allround is the second highest brand purchased among the OTC medicine and has the second largest market share of manufacturing sales
· Allround Brand perception of cough and ache medicine is the highest among the competitors
· Steady rise of product contribution for Allright and Allround+
· Allstar offers relief for all of the most frequent symptoms of ailments: aches, coughing, and chest congestion
· Allright attains largest market share based on manufacturing sales of 14.9% in the cough medicine market
Weaknesses:
· Low sales force
· Steep drop off of stock price after year five
· Allround has the lowest net income among the competitors
· Advertising budget for every product is not sufficient for leading a proper advertising campaign to increase brand awareness
· A stronger competitor Besthelp keeps Allround from being the leader of brands purchased
· Low budget allocated to promotional mix of all 3 products
· Current customer’s intentions to buy Allround, Allround+ and Allright are larger than Allstar can produce
· Annual fall of Allround’s total sales and product contribution since year 5
· Constant fall of trade ratings for Allright and Allround+
· Alls ...
Wiikano Orchards | Marketing Plan
Dena Yazzie has decided to go ahead with the main idea of Tahki’s proposal but with one change. The company will not abandon its brand. So they will try to get a more expensive product based on added value but they will build this effort on the existing clientele. The board was satisfied to a large extent with the solution. They felt that they had built this brand and people knew it so it was an asset that should be utilized.
Your team is hired by the board of Wiikano Orchards and asked to develop a Marketing Plan that implements Tahki Yazzie’s proposal with the given that the existing brand will be kept.
Golden rules tmre
The document discusses the golden rules of measuring CPG advertising performance. It summarizes key principles such as optimizing for single exposures over frequency, measuring across the total ROI funnel, choosing the right measurement tools, evaluating both creative and media, selecting the proper metrics, accounting for purchase cycles, and understanding earned versus organic social media. Native advertising is also highlighted as being more impactful than traditional ad formats. The presentation was given by representatives from IRI and InsightExpress.
The Hidden Revenue Opportunity
Organic revenue growth in the pharmaceutical industry is getting increasingly more difficult to achieve. The irony is that that the majority of pharmaceutical companies are leaving 12%-35% of MAT revenues on the table each year. The challenge is to find the internal champion to engage the organization in pursuing this unrealized revenue as the causes and solutions cut across multiple departments. This leaves only the most senior levels to accept responsibility to initiate a program to both maximize revenues and minimize sub-optimal spending across all brands and all commercial departments.
Strategic Management in P&G
P&G has diverse product segments and a large customer base. However, profits declined 5.2% despite revenue growth. Competition is intense with Unilever and Johnson & Johnson. Opportunities exist in developing markets and new products. Threats include regulation and changing demand. P&G should focus on quality, innovation and developing markets to maintain market share against strong competitors.
Valeant Investor Day 2015 Presentation
Valeant provides revised guidance for Q4 2015 and full year 2015 due to impacts from separating from Philidor and transitioning to a new partnership with Walgreens, estimating a $250M revenue impact from Philidor separation and $150M from the Walgreens transition. Valeant also provides initial guidance for 2016, estimating $12.5-12.7B in revenue and $13.25-13.75 per share in adjusted EPS, representing over 20% growth compared to updated 2015 guidance.
Nonprofit Content Marketing - 2015 Benchmarks, Budgets and Trends - North Ame...
Nonprofit Content Marketing - 2015 Benchmarks, Budgets and Trends - North Ame...Content Marketing Institute
This document is a report on nonprofit content marketing practices in North America. Some key findings include:
- 61% of nonprofit professionals surveyed said they use content marketing.
- 35% said their organization is effective at content marketing.
- Only 23% said they have a documented content marketing strategy.
- Common goals for nonprofit content marketing include brand awareness (87%), engagement (84%), and client/constituent retention (82%).
- Popular metrics used to assess success include increased event attendance/participation (55%) and engagement metrics like social shares (53%).USA Multi Level marketing Industry Research 2018
This report is prepared by Maple Growth Partners, an investment research and strategic advisory firm.
We recently evaluated the US multi level marketing industry for our client, a US-based private investment firm. In this report, we provided a typical performance cycle of an MLM company; identified suitable KPIs to analyze and compare competitor firms; and commented on general MLM market dynamics.
We identified that ‘pop and drop’ is the typical performance curve for a MLM firm. Pop and drop can be defined as a paradigm when sales massively increase in the initial years and then subsequently experience a sharp drop right after hitting the peak level. Typically, drop in sales of the existing markets are usually covered by the gains in sales of new markets. This is pretty much a non-ending cycle of entering and exiting new markets.
Increasing number of people joined MLM industry during and post 2008-09 recession with the hope of additional/secondary income but sales dropped as it was difficult to sell (already inflated) products.
- Direct selling retail sales per person was the lowest in 2009, peak of recession
- As the number of people involved in direct selling is increasing, direct sales per person has been on a declining trend
We also included top 55 companies in the US and compared them using a standard template by populating data fields such as key products/services, compensation structure, sales method, geographies, financials, member churn rate, business entry fee, % of sales commission, etc.
The value of brand
Brands that invest in building their brand equity through long-term brand-building activities see significantly greater returns than those who focus only on short-term activations. Strong brands generate substantially higher sales volumes, command price premiums, and are more likely to grow their market share than weaker brands. Studies show that 60% of a company's marketing budget should be dedicated to brand-building and 40% to activations, and that brand-building investments have financial returns over periods of 6 months or more.
Case study III pharmaceuticals
This case study evaluated the feasibility of a pharmaceutical company launching products in the Indian market. Mangal Advisory Services conducted reviews of the company's operations, marketing, the industry, and financials. It was found that manufacturing locally in India could reduce costs by 30-40% and allow the company to better deal with currency risks. However, the company's high pricing and reliance only on ethical marketing posed challenges. For the project to be viable, the summary recommends manufacturing in India and considering less stringent advertising approaches to reduce costs.
Presentation p&g final
Procter & Gamble is the world's largest consumer goods company, known for brands like Always, Braun, Bounty, Charmin, Crest, Downy, Febreze, Gillette, Olay, Pampers, Pantene, Tide, and Wella. The document analyzes P&G's business in 2011 through external and internal audits, strategic frameworks like BCG matrix and IE matrix, and recommends strategies like increasing investments in R&D, targeting male consumers through celebrity endorsements, and focusing marketing of established brands on their brand recognition. The analyses aim to help P&G accelerate growth, especially in emerging markets
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Nielsen Global New Product Innovation Report- June 2015
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快速办理(Adelaide毕业证书)阿德莱德大学毕业证文凭证书一模一样
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3:国家专业人才认证中心颁发入库证书
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四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
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◇申请留学生创业基金
留信网认证的作用:
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2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
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5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
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Heritage Conservation.Strategies and Options for Preserving India Heritage
Presentation looks at the role , relevance and importance of built and natural heritage, issues faced by heritage in the Indian context and options which can be leveraged to preserve and conserve the heritage.It also lists the challenges faced by the heritage due to rapid urbanisation, land speculation and commercialisation in the urban areas. In addition, ppt lays down the roadmap for the preservation, conservation and making value addition to the available heritage by making it integral part of the planning , designing and management of the human settlements.
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【主营项目】
一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
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如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
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Iri npd study 2016 all categories
- 1. IRIs 2016 Review of NPD shows that: Distribution Trade Promotion Only 1 in 30 new products achieve 75% distribution in their first 12 weeks & only 1 in 10 ever get to that level (IRI’s measure of true product performance) • Only 20% of new products maintain a SRI above the average in their sector for 3 years • New products that underperform based on SRI start to lose distribution after 9 months • Highest success rate - Health and Personal Care • Lowest success rate - Food & Drink and Pet Food Only 50% of all new products ever reach 36% distribution continues to be important for NPD – but retailers are promoting less, and switching away from multibuys. What does this mean for manufacturers? • Understand how other NPD has performed in your category • Have accurate success benchmarks for your own launch and manage expectations for the future • Measure progress during the first weeks of launch to give vital predictors for the future success of your NPD • It has become harder than ever to get products listed and promoted in the first few weeks, so you need all of the collaboration tools available to make sure your product gets seen instore and online by your target market Source IRI - a retail and FMCG market intelligence company. Based on c. 3000 product launches from 2013 – 2015 across; food, soft drinks, confectionery, personal care, health and household categories.. No additional restructuring or manipulation of IRI figures is permitted www.iriworldwide.com IRI NPD studies have historically determined the very best NPD achieves: 75% distribution in first 12 weeks. High levels of trade promotion, especially multi-buy and/or off-shelf in first 12 weeks and a deal depth approaching the category average. Sales Rate Index above that of the average item in its sector. Sales Rate Index IRI 2016 Review of New Product Development in the UK Packaged FMCG Market (excludes Alcohol)
- 2. 13% NumberofNPD launches Supermarkets are cutting back on the number of SKUs stocked by an average of 6.3% Making it much harder for NPDs to gain listings NPD contribution to overall sales is down 2010 2015 NPDs are vital in driving category growth typically launched at a 53% premium to the category average, NPDs encourage trading up, so less NPD adversely affects category growth. Source IRI - a retail and FMCG market intelligence company. Based on c. 3000 product launches from 2013 – 2015 across; food, soft drinks, confectionery, personal care, health and household categories.. No additional restructuring or manipulation of IRI figures is permitted www.iriworldwide.com ALL PRODUCTS Achieving good distribution is a prerequisite of success but this is getting harder to do, average maximum distribution levels are down by 4.9 percentage points since 2010-11. Distribution What does success look like? Success is defined as selling faster than the average in your sector. Success rates in ‘All Products’ have fallen from 29.6 in 2010/11 to 29.0 in 2013/15 3.4% 2.1% IRI 2016 Review of New Product Development in the UK Packaged FMCG Market (excludes Alcohol) The percentage fall in the number of new branded launches in 2015 vs. 2014.
Editor's Notes
- All products Average
- By Key Sector