1) The document summarizes research conducted on consumer awareness, preferences, and perceptions of various fast food brands like Wendy's, McDonald's, Burger King, Subway, and Chick-Fil-A.
2) Key findings include that 14% of participants were aware of Wendy's in an unaided awareness question, consumers see Wendy's as offering better value for a higher price, and an advantage is its healthier options like salads.
3) The implications are that Wendy's should find new ways to position itself without advertising, leverage its value perception, promote its healthy menu, and vary its advertising beyond the successful "Where's the Beef" campaign.
Vulnerability. Parity. Leadership. Using Shopper Perceptions to Drive Brand ...Watt International
Vulnerability. Parity. Leadership. Using Shopper Perceptions to Drive Brand Decisions
In the world of retail, what matters more – perception or reality? For Watt International, the answer is clear: perception trumps reality. And when it comes to defining research parameters and marketing strategies, the most important insights you can get are found in an understanding of what’s truly important to your (potential) customers, and where your brand stands relative to these factors. After that, it’s all a question of execution, measurement and refining.
In this presentation, Patrick will present:
a. A ground-breaking case study outlining how a retailer is using shopper perceptions and
insights to identify what matters to customers, where it’s winning, and where it’s losing;
b. A look at the path to purchase for a non-traditional retail environment, and what every CPG
and retailer can learn from it; and
c. What role social media plays in the path to purchase.
The document provides guidance on using Facebook for business purposes. It defines key Facebook terminology like personal profiles, pages, groups, walls, news feeds, likes, and fans. It explains how to set up and customize a Facebook page, including changing the cover photo, profile picture, and adding administrators. The document also provides tips on formatting posts and comments, posting photos/videos, events, and using features like replies. It discusses best practices for engaging fans like post scheduling, highlighting important posts, and organizing content. Overall, the document is a quick reference guide for businesses to understand the basic functions and features of Facebook pages.
This presentation will give some idea about market potential of pepsi compare to coca-cola in jamshedpur. The data was collected through questionaires by interacting to the retailers.
The document outlines a study on the market potential of Pepsi in India, including examining the expectations and preferences of retailers, analyzing data on Pepsi's penetration in different types of retail outlets, and providing recommendations to improve Pepsi's market share such as offering better trade margins, improving distribution and complaint handling. The objective of the study was to evaluate the market potential for Pepsi among different segments of retailers in order to increase conversions and conversions of outlets to Pepsi exclusivity.
The document provides an overview of McDonald's marketing environment and strategy in Singapore. It discusses the 4Cs framework - Company, Customers, Competitors, and Change. Under Company, it analyzes McDonald's values, tactics, strengths and weaknesses. For Customers, it outlines customer segmentation, profiling, and target markets. Competitors analyzes brands like KFC and Burger King. Change discusses opportunities and threats like health trends, aging population, and inflation. The document then covers TOWS analysis, marketing mix (4Ps), financial statements, and McDonald's positioning in Singapore.
The document summarizes key findings from a 2010 research study of more than 2,500 Spanish-speaking mothers with children aged 0-5 years old. The study aimed to provide insights into where Hispanic moms shop, what factors influence their store choices, and where they prefer to shop for different product categories. Some key findings include: Walmart and Target are the most shopped stores, with Walmart being cited as the store most frequently shopped. Price is the top factor influencing store choice. The study also provides insights into where moms prefer to shop for 25 different product categories.
This document analyzes the market share of Pepsi in Jamshedpur, India. It finds that Pepsi has a 62% volume share compared to Coca Cola's 38% share. Pepsi exclusively stocked outlets have a 54% empty stock share while mixed outlets show 45% Pepsi share. Slice and Thums Up are the top-selling Pepsi and Coke products respectively. The document recommends that Pepsi improve production, services, and promotions to increase market penetration and better compete with Coca Cola.
This document analyzes the market share of Pepsi in Jamshedpur, India. It finds that Pepsi has a 62% volume share compared to Coca Cola's 38% share. Pepsi exclusively holds 54% of empty stock in exclusive outlets, while Coca Cola holds 46%. In mixed outlets, Pepsi and Coca Cola each hold 45% and 55% of empty stock respectively. The document recommends that Pepsi increase production, improve services, ensure consistent flavor availability, and focus on small retailers to increase its market share.
Vulnerability. Parity. Leadership. Using Shopper Perceptions to Drive Brand ...Watt International
Vulnerability. Parity. Leadership. Using Shopper Perceptions to Drive Brand Decisions
In the world of retail, what matters more – perception or reality? For Watt International, the answer is clear: perception trumps reality. And when it comes to defining research parameters and marketing strategies, the most important insights you can get are found in an understanding of what’s truly important to your (potential) customers, and where your brand stands relative to these factors. After that, it’s all a question of execution, measurement and refining.
In this presentation, Patrick will present:
a. A ground-breaking case study outlining how a retailer is using shopper perceptions and
insights to identify what matters to customers, where it’s winning, and where it’s losing;
b. A look at the path to purchase for a non-traditional retail environment, and what every CPG
and retailer can learn from it; and
c. What role social media plays in the path to purchase.
The document provides guidance on using Facebook for business purposes. It defines key Facebook terminology like personal profiles, pages, groups, walls, news feeds, likes, and fans. It explains how to set up and customize a Facebook page, including changing the cover photo, profile picture, and adding administrators. The document also provides tips on formatting posts and comments, posting photos/videos, events, and using features like replies. It discusses best practices for engaging fans like post scheduling, highlighting important posts, and organizing content. Overall, the document is a quick reference guide for businesses to understand the basic functions and features of Facebook pages.
This presentation will give some idea about market potential of pepsi compare to coca-cola in jamshedpur. The data was collected through questionaires by interacting to the retailers.
The document outlines a study on the market potential of Pepsi in India, including examining the expectations and preferences of retailers, analyzing data on Pepsi's penetration in different types of retail outlets, and providing recommendations to improve Pepsi's market share such as offering better trade margins, improving distribution and complaint handling. The objective of the study was to evaluate the market potential for Pepsi among different segments of retailers in order to increase conversions and conversions of outlets to Pepsi exclusivity.
The document provides an overview of McDonald's marketing environment and strategy in Singapore. It discusses the 4Cs framework - Company, Customers, Competitors, and Change. Under Company, it analyzes McDonald's values, tactics, strengths and weaknesses. For Customers, it outlines customer segmentation, profiling, and target markets. Competitors analyzes brands like KFC and Burger King. Change discusses opportunities and threats like health trends, aging population, and inflation. The document then covers TOWS analysis, marketing mix (4Ps), financial statements, and McDonald's positioning in Singapore.
The document summarizes key findings from a 2010 research study of more than 2,500 Spanish-speaking mothers with children aged 0-5 years old. The study aimed to provide insights into where Hispanic moms shop, what factors influence their store choices, and where they prefer to shop for different product categories. Some key findings include: Walmart and Target are the most shopped stores, with Walmart being cited as the store most frequently shopped. Price is the top factor influencing store choice. The study also provides insights into where moms prefer to shop for 25 different product categories.
This document analyzes the market share of Pepsi in Jamshedpur, India. It finds that Pepsi has a 62% volume share compared to Coca Cola's 38% share. Pepsi exclusively stocked outlets have a 54% empty stock share while mixed outlets show 45% Pepsi share. Slice and Thums Up are the top-selling Pepsi and Coke products respectively. The document recommends that Pepsi improve production, services, and promotions to increase market penetration and better compete with Coca Cola.
This document analyzes the market share of Pepsi in Jamshedpur, India. It finds that Pepsi has a 62% volume share compared to Coca Cola's 38% share. Pepsi exclusively holds 54% of empty stock in exclusive outlets, while Coca Cola holds 46%. In mixed outlets, Pepsi and Coca Cola each hold 45% and 55% of empty stock respectively. The document recommends that Pepsi increase production, improve services, ensure consistent flavor availability, and focus on small retailers to increase its market share.
This document analyzes the relative market share of Pepsi in Jamshedpur, India. It finds that Pepsi has a 62% volume share compared to Coca Cola's 38% share. Pepsi exclusively stocked outlets have a 54% empty case strength share, while mixed outlets give Pepsi a 45% share. Slice and Thums Up are the top-selling Pepsi and Coke products respectively. The document recommends that Pepsi improve production, services, and promotions to increase market penetration and better compete with Coca Cola.
This document analyzes the relative market share of Pepsi in Jamshedpur, India. It finds that Pepsi has a 62% volume share compared to Coca Cola's 38% share. Pepsi has a 54% empty strength share in exclusive outlets, while Coca Cola has 46%. In mixed outlets, Pepsi's share is 45% and Coca Cola's is 55%. The document recommends that Pepsi increase production, improve services, focus on promotions, and address issues with visicoolers to increase its market share.
This document analyzes the relative market share of Pepsi in Jamshedpur, India. It finds that Pepsi has a 62% volume share compared to Coca Cola's 38% share. Pepsi has a 54% empty strength share in exclusive outlets, while Coca Cola has 46%. In mixed outlets, Pepsi's share is 45% and Coca Cola's is 55%. The document recommends that Pepsi increase production, improve services, focus on promotions, and address issues with visicoolers to increase its market share.
Pepsi Co is an American multinational corporation with interests in manufacturing, marketing and distributing snack foods and beverages worldwide. The key objectives of the summer project at SMV Beverages in Jamshedpur were to study Pepsi Co's distribution system in Ranchi and customer demand for products. Data was collected through interviews with retailers. The analysis found that while 59% of retailers were satisfied with Pepsi distribution, 56% reported that Coke's vehicles arrived first. It was recommended that Pepsi improve distribution to interior areas, regularly monitor distributors, and increase supply to meet demand.
This whitepaper describes the challenges in attracting and retaining brand loyalty online, and presents solutions that can be affordably implemented today by any online retailer.
Cadbury Bournvita was launched in India in 1949 and has since been the leading brown milk food drink brand in the country with a 17% market share. Over the years, Bournvita has repositioned itself through different taglines and targeted both children for their taste preferences and mothers by communicating the drink's nutritional value. Currently priced between Rs. 25 to Rs. 315 depending on size, Bournvita faces competition from brands like Horlicks and Complan but maintains its strong brand equity through widespread distribution and nostalgic brand recall. The presentation analyzes Bournvita's marketing strategy and recommends expanding its target segment and launching new product lines to cater to changing consumer preferences.
The soft drink concentrate business is highly profitable due to low costs of production and barriers to entry. Concentrate producers require only $25-50 million for a plant that can serve the entire US market. They face little threat from new entrants due to patented formulas and brand equity built over decades of marketing. In contrast, bottlers face higher costs, more competition, and lower profits of around 35% due to factors like needing large capital investments for plants. However, Coke and Pepsi have been able to sustain profits through brand loyalty, expanding into new markets like juices, and leveraging their brand equity globally despite slowing carbonated drink demand.
The document provides information about a case study on Coca-Cola including objectives, company overview, vision, mission, values, external environment analysis, industry analysis, company analysis, strategies, competitors, and strategic formulation. It discusses Coca-Cola's history, products, financials, growth strategies, and comparison to competitor Pepsi. The document analyzes Coca-Cola's strengths, weaknesses, opportunities, threats and positions products in the BCG matrix.
Dole uses a multi-pronged approach to promote its leafy vegetables, including brand strength built over decades, ongoing agricultural and operational innovation, sustainability initiatives, and customer support. It leverages various marketing channels such as digital media, social media, mobile apps, direct mail, and in-store communications. Dole has over 925k fans across its Facebook pages and uses mobile and social media to support traditional retail programs, driving increased engagement and sales.
Acxiom presentation to Forrester Marketing Forum Nov 2009Tim Suther
The document discusses how marketers can optimize customer value at every interaction in the buying cycle. It recommends four steps: 1) Using data to understand customers, 2) Creating a 360-degree view of each customer, 3) Leveraging insights about customers to inform media spending and engagement, and 4) Ensuring accountability and execution. The document provides examples of how major brands have increased revenue and profits by millions of dollars by taking these steps to concentrate spending on higher value customers through an integrated multichannel approach.
The document discusses how companies can improve marketing performance through better use of customer data and a more personalized, multi-channel approach. It argues that (1) data provides insights into customer value that allow targeting high-value customers, (2) creating a 360-degree view of each customer enables understanding their full relationship, and (3) combining insights with optimized media spending across channels can improve returns significantly. The key is accountability to measure the impact on customer value at each interaction.
1) The document is a research study conducted by Olivia Dutta on the impact of promotional activities on consumers and customer satisfaction with Pepsi cola.
2) The primary objective was to study the effect of promotions on consumers and secondary objectives included promotional strategies, brand awareness, consumer perceptions and repurchase intentions.
3) Findings related to promotions found consumer preference, low awareness of some brands, and success of discount schemes. Findings on customer satisfaction related to taste, availability and service to dealers.
4) Recommendations included promoting less known brands more, avoiding invalid promotion codes, improving service, and focusing on lost customers.
The document provides information about creativity and ideas from a presentation. It discusses that creativity comes from taking time, timing, being different, failing better, and having a vision. It also lists books about creativity. The presentation discusses how a clear brand story is the starting point for creativity, with the brand story having a what, how, and why. It emphasizes focusing storytelling on the why and being brave. The presentation concludes that everything a brand does should align with its brand story.
1) The document summarizes a study on the effectiveness of the Right Execution Daily (RED) program by Braindavan Beverages Pvt. Ltd. in Haldwani, Uttarakhand.
2) Key findings include that awareness of RED was low, availability of products and activation materials was inconsistent, and visibility coolers were not always placed optimally or in good condition.
3) Recommendations focus on improving training, availability, responsiveness to issues, daily distributor visits, and fair treatment of all retailers.
Yum Brands just launched a review of KFC’s $220 million media business. WPP’s MEC has handled media duties for the brand for over a decade but opted not to participate in the review. According to Kantar Media, the fast food brand spent around $55 million on measured media during the first quarter of 2016, down from $56.5 million over the same period last year.
This document provides strategies for food distributors to stay ahead of competition. It recommends (1) controlling inbound traffic to increase profits, (2) adopting supply chain technologies like mobile devices and analytics software, and (3) benchmarking performance against metrics like space utilization. Additional tips include requiring education through certifications, collaborating through resource pooling, eliminating direct-store-delivery where possible, and embracing social media. The overall message is that distributors must be proactive about change to remain successful.
Cockroaches, the Value of Co-creation, & Reflection in #NewMR by Nacho Racca ...InsightInnovation
1. The document discusses using multiple data sources and touchpoints to understand consumer behavior and brand communication in the context of changing media landscapes.
2. It emphasizes the importance of understanding how owned, paid, and earned media contribute to key performance indicators for brands in different markets and consumer targets.
3. The value of research is in providing a 360-degree view of touchpoint effectiveness, media impacts, and how different elements work together to tell a brand's story and drive outcomes.
The document discusses research findings on brand connected consumers. It found that 25% of consumers, termed Brand Connected Consumers (BCCs), frequently post and search for information about brands online. BCCs are influential because they provide information that other consumers seek when making purchase decisions. The study also found that a brand's response to consumer posts, whether positive or negative, can significantly impact future purchasing behavior. It is important for brands to acknowledge and respond to BCCs in order to build goodwill and avoid losing potential customers.
1. The Subaru Loves Learning program offered retailers packages to donate science books to local schools or libraries, with packages ranging from 100-200 books. 125 retailers participated, donating 16,516 books total.
2. The program utilized social media, retailer websites, and a dedicated landing page to promote the book donations and generate over 1,000 views, but the landing page and organic social posting lacked traffic.
3. While retailers responded positively to the turn-key program that benefited local charities, the assessment found that planning would need to begin earlier to accommodate summer school schedules.
- The document summarizes the results of Subaru's "Loves to Help" and "Loves to Care" campaigns run in various regions to engage retailers and customers. It found that about a third of retailers participated in events like food drives and blood drives. Social media engagement and "CareConnect" stories performed well. Overall the campaigns exceeded expectations in impressions and engagement, though retailers did not always label events under the Subaru programs.
This document analyzes the relative market share of Pepsi in Jamshedpur, India. It finds that Pepsi has a 62% volume share compared to Coca Cola's 38% share. Pepsi exclusively stocked outlets have a 54% empty case strength share, while mixed outlets give Pepsi a 45% share. Slice and Thums Up are the top-selling Pepsi and Coke products respectively. The document recommends that Pepsi improve production, services, and promotions to increase market penetration and better compete with Coca Cola.
This document analyzes the relative market share of Pepsi in Jamshedpur, India. It finds that Pepsi has a 62% volume share compared to Coca Cola's 38% share. Pepsi has a 54% empty strength share in exclusive outlets, while Coca Cola has 46%. In mixed outlets, Pepsi's share is 45% and Coca Cola's is 55%. The document recommends that Pepsi increase production, improve services, focus on promotions, and address issues with visicoolers to increase its market share.
This document analyzes the relative market share of Pepsi in Jamshedpur, India. It finds that Pepsi has a 62% volume share compared to Coca Cola's 38% share. Pepsi has a 54% empty strength share in exclusive outlets, while Coca Cola has 46%. In mixed outlets, Pepsi's share is 45% and Coca Cola's is 55%. The document recommends that Pepsi increase production, improve services, focus on promotions, and address issues with visicoolers to increase its market share.
Pepsi Co is an American multinational corporation with interests in manufacturing, marketing and distributing snack foods and beverages worldwide. The key objectives of the summer project at SMV Beverages in Jamshedpur were to study Pepsi Co's distribution system in Ranchi and customer demand for products. Data was collected through interviews with retailers. The analysis found that while 59% of retailers were satisfied with Pepsi distribution, 56% reported that Coke's vehicles arrived first. It was recommended that Pepsi improve distribution to interior areas, regularly monitor distributors, and increase supply to meet demand.
This whitepaper describes the challenges in attracting and retaining brand loyalty online, and presents solutions that can be affordably implemented today by any online retailer.
Cadbury Bournvita was launched in India in 1949 and has since been the leading brown milk food drink brand in the country with a 17% market share. Over the years, Bournvita has repositioned itself through different taglines and targeted both children for their taste preferences and mothers by communicating the drink's nutritional value. Currently priced between Rs. 25 to Rs. 315 depending on size, Bournvita faces competition from brands like Horlicks and Complan but maintains its strong brand equity through widespread distribution and nostalgic brand recall. The presentation analyzes Bournvita's marketing strategy and recommends expanding its target segment and launching new product lines to cater to changing consumer preferences.
The soft drink concentrate business is highly profitable due to low costs of production and barriers to entry. Concentrate producers require only $25-50 million for a plant that can serve the entire US market. They face little threat from new entrants due to patented formulas and brand equity built over decades of marketing. In contrast, bottlers face higher costs, more competition, and lower profits of around 35% due to factors like needing large capital investments for plants. However, Coke and Pepsi have been able to sustain profits through brand loyalty, expanding into new markets like juices, and leveraging their brand equity globally despite slowing carbonated drink demand.
The document provides information about a case study on Coca-Cola including objectives, company overview, vision, mission, values, external environment analysis, industry analysis, company analysis, strategies, competitors, and strategic formulation. It discusses Coca-Cola's history, products, financials, growth strategies, and comparison to competitor Pepsi. The document analyzes Coca-Cola's strengths, weaknesses, opportunities, threats and positions products in the BCG matrix.
Dole uses a multi-pronged approach to promote its leafy vegetables, including brand strength built over decades, ongoing agricultural and operational innovation, sustainability initiatives, and customer support. It leverages various marketing channels such as digital media, social media, mobile apps, direct mail, and in-store communications. Dole has over 925k fans across its Facebook pages and uses mobile and social media to support traditional retail programs, driving increased engagement and sales.
Acxiom presentation to Forrester Marketing Forum Nov 2009Tim Suther
The document discusses how marketers can optimize customer value at every interaction in the buying cycle. It recommends four steps: 1) Using data to understand customers, 2) Creating a 360-degree view of each customer, 3) Leveraging insights about customers to inform media spending and engagement, and 4) Ensuring accountability and execution. The document provides examples of how major brands have increased revenue and profits by millions of dollars by taking these steps to concentrate spending on higher value customers through an integrated multichannel approach.
The document discusses how companies can improve marketing performance through better use of customer data and a more personalized, multi-channel approach. It argues that (1) data provides insights into customer value that allow targeting high-value customers, (2) creating a 360-degree view of each customer enables understanding their full relationship, and (3) combining insights with optimized media spending across channels can improve returns significantly. The key is accountability to measure the impact on customer value at each interaction.
1) The document is a research study conducted by Olivia Dutta on the impact of promotional activities on consumers and customer satisfaction with Pepsi cola.
2) The primary objective was to study the effect of promotions on consumers and secondary objectives included promotional strategies, brand awareness, consumer perceptions and repurchase intentions.
3) Findings related to promotions found consumer preference, low awareness of some brands, and success of discount schemes. Findings on customer satisfaction related to taste, availability and service to dealers.
4) Recommendations included promoting less known brands more, avoiding invalid promotion codes, improving service, and focusing on lost customers.
The document provides information about creativity and ideas from a presentation. It discusses that creativity comes from taking time, timing, being different, failing better, and having a vision. It also lists books about creativity. The presentation discusses how a clear brand story is the starting point for creativity, with the brand story having a what, how, and why. It emphasizes focusing storytelling on the why and being brave. The presentation concludes that everything a brand does should align with its brand story.
1) The document summarizes a study on the effectiveness of the Right Execution Daily (RED) program by Braindavan Beverages Pvt. Ltd. in Haldwani, Uttarakhand.
2) Key findings include that awareness of RED was low, availability of products and activation materials was inconsistent, and visibility coolers were not always placed optimally or in good condition.
3) Recommendations focus on improving training, availability, responsiveness to issues, daily distributor visits, and fair treatment of all retailers.
Yum Brands just launched a review of KFC’s $220 million media business. WPP’s MEC has handled media duties for the brand for over a decade but opted not to participate in the review. According to Kantar Media, the fast food brand spent around $55 million on measured media during the first quarter of 2016, down from $56.5 million over the same period last year.
This document provides strategies for food distributors to stay ahead of competition. It recommends (1) controlling inbound traffic to increase profits, (2) adopting supply chain technologies like mobile devices and analytics software, and (3) benchmarking performance against metrics like space utilization. Additional tips include requiring education through certifications, collaborating through resource pooling, eliminating direct-store-delivery where possible, and embracing social media. The overall message is that distributors must be proactive about change to remain successful.
Cockroaches, the Value of Co-creation, & Reflection in #NewMR by Nacho Racca ...InsightInnovation
1. The document discusses using multiple data sources and touchpoints to understand consumer behavior and brand communication in the context of changing media landscapes.
2. It emphasizes the importance of understanding how owned, paid, and earned media contribute to key performance indicators for brands in different markets and consumer targets.
3. The value of research is in providing a 360-degree view of touchpoint effectiveness, media impacts, and how different elements work together to tell a brand's story and drive outcomes.
The document discusses research findings on brand connected consumers. It found that 25% of consumers, termed Brand Connected Consumers (BCCs), frequently post and search for information about brands online. BCCs are influential because they provide information that other consumers seek when making purchase decisions. The study also found that a brand's response to consumer posts, whether positive or negative, can significantly impact future purchasing behavior. It is important for brands to acknowledge and respond to BCCs in order to build goodwill and avoid losing potential customers.
1. The Subaru Loves Learning program offered retailers packages to donate science books to local schools or libraries, with packages ranging from 100-200 books. 125 retailers participated, donating 16,516 books total.
2. The program utilized social media, retailer websites, and a dedicated landing page to promote the book donations and generate over 1,000 views, but the landing page and organic social posting lacked traffic.
3. While retailers responded positively to the turn-key program that benefited local charities, the assessment found that planning would need to begin earlier to accommodate summer school schedules.
- The document summarizes the results of Subaru's "Loves to Help" and "Loves to Care" campaigns run in various regions to engage retailers and customers. It found that about a third of retailers participated in events like food drives and blood drives. Social media engagement and "CareConnect" stories performed well. Overall the campaigns exceeded expectations in impressions and engagement, though retailers did not always label events under the Subaru programs.
Subaru collected 272,212 lbs of e-waste across 184 collection events in four regions, with the highest collection in Philadelphia at 124,262 lbs. Social media engagement included posts on Facebook and Twitter. Over 480,000 customers were contacted through CareConnect about the event, with a 20% email open rate and 1.5% click rate. Retailer websites saw over 5,000 visits to the e-waste event page, and 351 submissions to the Love Promise story page, with slightly more before the event. Retailers found the turn-key program effective but wanted more lead time for execution and a shorter timeframe for the program overall. Partnering with the right vendor is important to the success.
This document lists over 30 event photos from various Subaru events around the United States, including a taping of Antiques Roadshow in Boston, a fall festival in Philadelphia, a women's half marathon in Tempe, Arizona, skiing and snowboarding events in Pennsylvania, a car show in Philadelphia, auto show test drives in Washington D.C. and New York, and a cherry blossom festival in Pennsylvania.
The document summarizes the Capstone simulation results of Minhee Huh, Molly McGowan, and King Tan. Their original strategy was cost leadership and differentiation but they shifted to focus on cost leadership and differentiation. They achieved peak market share in round 4 but then lost shares. Their 3-year plan focuses on developing new products, entering new segments, and increasing investments and finance. They achieved high sales, profits, and stock price over 8 rounds.
The document discusses IKEA's options regarding its sourcing in India. It notes past issues IKEA had with child labor and formaldehyde in suppliers. It recommends IKEA exit India for now due to these past issues wasting time and costs, the reputation risks, and not adhering to IKEA's mission statement. However, it suggests IKEA could re-enter India in the future if suppliers make positive changes regarding bonded labor.
The document discusses the Johnson & Johnson recall crisis of 2010. It analyzes the problem of a 20 month gap between when the recall issues started and when J&J officially recalled products. It also discusses an earlier "phantom recall" in 2008 that cost the company over $15 million. The document performs a stakeholder analysis, showing how stockholders, consumers, the CEO, and employees were impacted by both the immediate recall and the earlier phantom recall. It concludes by providing recommendations for J&J to prevent future crises, including establishing standards and codes of ethics, separating responsibility among large teams, and prioritizing job security.
The document summarizes the Capstone simulation results of Minhee Huh, Molly McGowan, and King Tan. Their original strategy was cost leadership and differentiation but they shifted to focus on cost leadership and differentiation. They achieved peak market share in round 4 but then lost shares. Their 3-year plan focuses on developing new products, entering new segments, and making investments. They achieved high sales, profits, and stock price over the 8 rounds.
The document discusses IKEA's options of remaining in or exiting the Indian market due to past issues with child labor at its suppliers in India. It recommends that IKEA exit India for now to avoid legal and reputational risks, but consider re-entering in the future if conditions improve, as staying would waste time and money dealing with the ongoing problems while damaging IKEA's brand and mission to provide a better life for customers.
Five below promotional photo shoot for safetyMolly McGowan
Five Below is holding a promotional photo shoot. The company wants to remind participants that safety should be the top priority during the event. Photographers and models are advised to be cautious of props, equipment, and other set pieces to avoid accidents and ensure a fun, successful shoot.
The document discusses "Swing Kids", teenagers and college students in Nazi Germany who opposed the Hitler Youth movement through their embrace of American swing music and fashion styles. While the Swing Kids were seen as a threat to the Nazi regime for their defiance, their overall effectiveness is debated - from a German perspective they preserved some freedom, but from an American perspective their impact was likely small given what is typically taught about WWII. A history teacher questions how much German students today know about the Swing Kids movement.
Bulletin boards can be used for educational purposes or to celebrate holidays. Residents are also encouraged to contribute their own ideas and creations to the bulletin boards.
Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
SATTA MATKA SATTA FAST RESULT KALYAN TOP MATKA RESULT KALYAN SATTA MATKA FAST RESULT MILAN RATAN RAJDHANI MAIN BAZAR MATKA FAST TIPS RESULT MATKA CHART JODI CHART PANEL CHART FREE FIX GAME SATTAMATKA ! MATKA MOBI SATTA 143 spboss.in TOP NO1 RESULT FULL RATE MATKA ONLINE GAME PLAY BY APP SPBOSS
Presentation by Herman Kienhuis (Curiosity VC) on Investing in AI for ABS Alu...Herman Kienhuis
Presentation by Herman Kienhuis (Curiosity VC) on developments in AI, the venture capital investment landscape and Curiosity VC's approach to investing, at the alumni event of Amsterdam Business School (University of Amsterdam) on June 13, 2024 in Amsterdam.
Dive into this presentation and learn about the ways in which you can buy an engagement ring. This guide will help you choose the perfect engagement rings for women.
Garments ERP Software in Bangladesh _ Pridesys IT Ltd.pdfPridesys IT Ltd.
Pridesys Garments ERP is one of the leading ERP solution provider, especially for Garments industries which is integrated with
different modules that cover all the aspects of your Garments Business. This solution supports multi-currency and multi-location
based operations. It aims at keeping track of all the activities including receiving an order from buyer, costing of order, resource
planning, procurement of raw materials, production management, inventory management, import-export process, order
reconciliation process etc. It’s also integrated with other modules of Pridesys ERP including finance, accounts, HR, supply-chain etc.
With this automated solution you can easily track your business activities and entire operations of your garments manufacturing
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4. 4
BACKGROUND AND
OBJECTIVES
• Understand awareness trial and usage of brands in the
category
• Understand factors that are driving purchase decisions
• Understand positioning opportunities relative to the
competition
• Awareness and impact of television advertising campaign
6. OUR APPROACH: 6
RESEARCH OBJECTIVES
Sampling Size 1,638
Interview Method Internet survey using Qualtrics
Screening Criteria Fast food
Time for Survey 15-20 minutes
7. 7
OUR APPROACH
AWARENESS TRIAL AND USAGE
MULTIPLE CHOICE
3, 5 , AND 9 POINT LIKERT SCALES
BRAND RATINGS
5 POINT LIKERT SCALES
ADVERTISING EFFECTIVENESS
MULTIPLE CHOICE
3 POINT LIKERT SCALE
DEMOGRAPHICS
MULTIPLE CHOICE
8. 8
KEY FINDINGS
• Few of the percentages of all of the participants in the
survey were aware of Wendy’s in the “Top of Mind
Unaided Awareness” question. The majority were aware
of McDonalds.
• Consumers view the brand Wendy’s as a “better value for
higher price” brand which is the main driver of purchase.
But Wendy’s needs to reposition because the fast food
market predominantly wants quick and cheap food.
• An advantage that Wendy’s has over its main competitors
is that it offers healthier choices like salads.
• The “Wheres the Beef?” Ad was successful in their
positioning in the consumers mind.
10. 10
UNAIDED AWARENESS
McDonald's 53% 100%
Burger King 6% 89%
Wendy's 14% 87%
Taco Bell 6% 63%
KFC 1% 53%
Arby's 1% 37%
Chick-fil-A 5% 34%
Subway 1% 28%
Checkers 1% 26%
Popeyes 1% 19%
Top of Mind Awareness Total Unaided Awareness
Even though you may have already told us, please check all of
Base Size:1,702 the brands of Fast Food restaurants that you may have
HEARD of.
11. 11
BRANDS CONSIDERED
Brands 0 Brands
3%
5 Brands 6 Brands
7% 13% 1 Brands
4 Brands 34%
12%
3 Brands
2 Brands
16%
15%
Please think of your next purchase of Fast Food. Which of
the following brands would you consider when purchasing
Base Size:1,638
12. FOR THE SCATTER PLOT ON 12
THE FOLLOWING
SLIDE, RESPONDENTS WERE
ASKED THE FOLLOWING
QUESTIONS:
- In the next three months, how likely would you be to buy,
or have someone in your household buy, the following brands
of fast food?(Select one for each brand)
- Please rate your overall satisfaction with each brand below.
You may use any part of the scale below.(Select one for each brand)
13. 13
LIKING VS FUTURE
PURCHASE INTENT
SCATTER PLOT
Top 2 Box Future Purchase Intent
Top 2 Box Future Purchase Intent
60.00%
McDonald’s Subway
50.00%
Wendy’s
40.00% Chick-Fil-A
Taco Bell
30.00% Burger King
Kentucky Fried Chicken
20.00%
Sonic
Arby’s
10.00% Checkers Popeye’s
0.00%
0.00% 10.00% 20.00% 30.00% 40.00% 50.00%
Top 2 Box Overall Liking
14. 14
FOR THE DATA ON THE CHART ON THE
FOLLOWING SLIDE, RESPONDENTS WERE ASKED
THE FOLLOWING QUESTIONS:
-Please think of your next purchase of fast food. Which of the
following brands would you consider when purchasing fast
food?
-Which of the following brands you be most likely to choose
when you next purchase fast food?
-And which of the following brands would be your second
choice when you next buy fast food? That is, if your first
choice were not available.
15. 15
CONSIDERATION, FIRST/SECOND CHOICE
BRANDS
First/Second Choice in Consideration Set
Subway 48%
39%
McDonald's 41%
33% 41%
Wendy's
31% 35%
Chick-Fil-A
29%
Taco Bell 30%
22%
Burger King 23%
12% Consideration
Kentucky Fried Chicken 18%
7% First or Second Choice
Sonic 15%
7% 14%
Arby's
7% 10%
Popeye's
4% 9%
Checkers 4%
0% 10% 20% 30% 40% 50% 60%
Please think of your next purchase Base Size Consideration= 1,776
of fast food. Which of the following Base Size First Choice= 1,721
brands would you consider when Base Size Second Choice= 1,103
purchasing fast food?
16. RESPONDENTS WERE ASKED THE 16
FOLLOWING QUESTIONS WHICH ALLOWED US
TO CREATE A BRAND FUNNEL ON THE NEXT
PAGE…
• Even though you may have already told us, please
check all of the brands of Fast Food that you have
HEARD of.
• Which of the following brands have you used in the
past year?
• Which of the following brands have you used in the
past 3 months?
• Which of the brands that we've discussed today do
you eat REGULARLY?
19. 19
“WHERE’S THE BEEF” AD AWARENESS AND
EFFECTIVENESS.
•First, participants in the survey were shown the “Where’s the Beef”
advertisement on the previous page. They were asked if they recall
seeing the ad. If they did not recall the ad, then they were screened
out to the end of the survey.
• The participants who recalled the ad were then asked what
commercial the brand was for.
•Then they were asked to answer the following questions using a
likert scale:
•The ad said something important to me
•The ad was enjoyable to watch
•The ad made me more interested in the brand
•I'm getting tired of seeing the ad
•The ad made me more likely to consider buying the brand
•The following slide contains our results
20. 20
Wendy’s TV Ad
Advertising Effectiveness (1653)
Breakthrough 56%
Brand Linkage 76%
Advertising Diagnostics (921)
Persuasion
Said something important to me 15.20%
Made me more interested in the brand 22.26%
Was enjoyable to watch 48.10%
Getting tired of seeing this ad 46.8%
21. 21
PERCEPTUAL MAP
THE PERCEPTUAL MAP WAS BASED OFF OF HOW
INDIVIDUALS RATED BRAND ATTRIBUTES BASED OFF A
FIVE POINT LIKERT SCALE.
THE INDIVIDUALS WERE ASKED 20 QUESTIONS IN
WHICH THEY HAD TO AGREE OR DISAGREE WITH THE
STATEMENT
THE DATA WAS CONVERTED INTO A PERCENTAGE AND
THEN PUT INTO A T-TEST MODEL TO TEST FOR
SIGNIFICANCE.
MAP DIAGRAM:
WENDY’S ADVANTAGES ARE ON THE RIGHT
COMPETITOR’S ADVANTAGES ARE ON THE LEFT
22. 22
WENDY’S V. MCDONALDS
Maintain
Serious Competitive
Weakness: Advantage
Try Fixing
Is good for lunch
Is good for breakfast Is a brand I trust
Offers a good variety of Has combo meals I like
desserts Is different than other brands
Has the best french fries Is good for dinner
Has a good selection of Their food is always fresh
Has the best chicken
coffee based drinks sandwiches
Has appropriate meals for Is good value for the money
young children Is good for a late night snack
No
Differences
Has a good value menu Always has a friendly
($1 or 99 cent menu items) atmosphere
The service is always fast Always lets me customize my order Has the best hamburgers
to make it larger or smaller Is a high quality brand
Has a quick drive-thru service Offers a good variety of
Is competitively priced salad options
The restaurant is always
Is environmentally responsible
clean
Is good for an afternoon snack
Potential Potential
Opportunity Opportunity
to improve to improve.
23. 23
WENDY’S V. SUBWAY
Maintain
Serious Competitive
Weakness: Advantage
Try Fixing
Has combo meals that I like
Has the best chicken sandwiches
Is good for lunch
Offers a good variety of desserts
Is a brand I trust Is good value for the money Is good for a late night snack
Is different than other brands
Has the best french fries
Is good for dinner
Has a good selection of coffee based
Their food is always fresh
drinks
Is good for breakfast
Has appropriate meals for young
children
No
Differences
Has a friendly atmosphere Has a good value menu ($1 or 99
Is a high quality brand cent menu items)
Is environmentally Has quick drive thru service
responsible Is good for an afternoon snack
The service is always fast Always lets me customize my order to Offers a good variety of salad
The restaurants always make it larger or smaller options
clean Is competitively priced
Potential Potential
Opportunity Opportunity
to improve to improve.
24. 24
WENDY’S V. CHICK-FIL-A
Maintain
Serious Competitive
Weakness: Advantage
Try Fixing
Is good for lunch Is good for a late night snack
Is a brand I trust
Has combo meals that I like
Is different than other brands Is a good value for the money
Is good for dinner Has a good selection of coffee based
Their food is always fresh drinks
Is good for breakfast
Has the best chicken sandwiches
Offers a good variety of desserts
Has the best french fries
Has appropriate meals for young
children
No
Differences
Always has a friendly Has a good value menu ($1 or 99
atmosphere cent menu items)
Is a high quality brand Has the best hamburgers
Is environmentally Is good for an afternoon snack
responsible Always lets me customize my order to Is competitively priced
The service is always fast make it larger or smaller
The restaurants always Has quick drive thru service
clean Offers a good variety of salad options
Is good for an afternoon
snack
Potential Potential
Opportunity Opportunity
to improve to improve.
25. 25
TO FIGURE OUT THE TOP 2 BOX PERCENTAGE
WE USED STATISTICAL PROCESS SOFTWARE. WE
USED 3 QUESTIONS TO GET FIND OUT RESULTS:
WHICH OF THE FOLLOWING BRANDS HAVE
YOU USED IN THE PAST YEAR?
WHICH OF THE FOLLOWING BRANDS HAVE
YOU USED IN THE PAST 3 MONTHS?
PLEASE RATE YOUR OVERALL PRODUCT
SATISFACTION WITH EACH BRAND BELOW- 5
POINT LIKERT SCALE, VERY SATISFIED TO
VERY DISSATISFIED
26. 26
TOP 2 BOX
SATISFACTION
McDonald's 70.10%
62.80%
Burger King 77.20%
63.70%
Taco Bell 81.10%
70.40%
Wendy's 81.90%
74.60%
Subway 87%
80.20%
Chick-Fil-A 91.60%
85.50%
0.00% 20.00% 40.00% 60.00% 80.00% 100.00%
Past 3 months Users Past Year Users
Base size year= 1,755
Base size 3 months= 1,753
28. 28
SUMMARY OF KEY FINDINGS
• 14% of the participants in the survey were aware of Wendy’s
in the “Top of Mind Unaided Awareness” question.
• Consumers view the brand Wendy’s as a “better value for
higher price” brand which is the main driver of purchase
• An advantage that Wendy’s has over its main competitors is
that it offers healthier choices like salads. A disadvantage
that Wendy’s has in relevance to their competitors is their
breakfast selection.
• “Where’s the Beef” was a success because consumers
associated the commercial with Wendy’s, however a strong
portion of the consumers got tired of this ad very quickly
29. 29
IMPLICATIONS
• Wendy’s should try a different technique to position themselves
in the consumer’s mind. They need to create brand equity so
they can be remembered even when they aren’t showing
advertisements.
• Wendy’s needs to take advantage of their position of “high
value for a higher price.” They need to find an incentive for
consumers to be willing to spend that extra dollar.
• A large reason why Wendy’s wins consumers over other brands
is their healthy menu. Their advertisements need to make the
healthy menu appeal to the target market.
• Although “Where’s the Beef” was successful, Wendy’s needs to
keep up on their innovation and have more of a variety of
advertising so that consumers don’t get annoyed with the
brand.
30. THANK YOU FOR YOUR TIME
IF YOU HAVE ANY QUESTIONS REGARDING OUR
ANALYSIS, PLEASE FEEL FREE TO CONTACT ALEX
GRIMBLE, CHRISTIE SEITZ, OR MOLLY MCGOWAN FROM
FOX MARKETING CONSULTANTS FOR A FURTHER
EXPLANATION.