The document is a marketing plan for Havaianas flip-flops in the Italian market over the next three years. It analyzes the sector and target market segmentation. The target market is males and females aged 16-40. Within this, three segments are identified: trendy users who follow fashion (10%), functional users who wear them for beach/pool use mainly in summer (69%), and sceptics who are unsure why they bought them (21%). Currently brand awareness in Italy is low at 35%, though many recognize the product without knowing the brand. The plan will develop strategies to increase sales potential over the next three years through effective marketing communications and distribution.
The document provides a brand audit report for the Havaianas brand. It includes a brand inventory that analyzes the brand's first impression, history, architecture, structure, elements, advertising, communication, marketing and competition. It also includes the results of a brand exploratory through a literature review and survey assessing brand awareness and associations. Finally, it provides recommendations around optimal positioning, associations, architecture, marketing mix and communication strategies.
Nike is a major brand in the footwear and apparel industry known for its "Just Do It" slogan and Swoosh logo. It designs, develops, and markets footwear, apparel and equipment worldwide. While providing fashion and comfort, it competes on cost with competitors in the industry. Opportunities for Nike include intervening with new technology, appealing to the general population beyond athletes, and addressing environmental concerns over materials that impact rising costs.
Integrated Marketing Communication - Adidas Viren Lathiya
Integrated Marketing Communication tools of Adidas. This Presentation Includes:-
1) Tools Of I.M.C
2) Channels
3) Marketing Mix Strategies
4) Competitive Advantage
5) B.C.G Matrix
6) Competitive Strategies
Integrated Marketing Communications is a simple concept. It ensures that all forms of communications and messages are carefully linked together. At its most basic level, Integrated Marketing Communications, or IMC, as we'll call it, means integrating all the promotional tools, so that they work together in harmony.
Nike is a major American multinational corporation that designs, develops, manufactures, and sells footwear, apparel, equipment, accessories, and services. Its mission is to bring inspiration and innovation to every athlete in the world. It has a market capitalization of $68 billion and was founded in 1964. Some of its notable marketing campaigns include "Make It Count", "Find Your Greatness", and it endorses major athletes like LeBron James and Cristiano Ronaldo. Nike uses integrated marketing communications to achieve consistency across its brand elements and integration across different contact points with customers. It collects customer data through initiatives like Nike+ to drive its corporate strategy and marketing campaigns.
Brand Management - Levi's Brand Exploratory & InventoryAlexandra H.
This document summarizes research on the Levi's jeans brand equity and recent marketing campaigns. It finds that Levi's has strong brand salience and associations with quality and American culture. However, brand imagery and feelings of resonance differ between older versus younger consumer segments. The document also reviews Levi's recent "Buff" campaign and Curve ID launch, finding an opportunity to better emphasize the brand's corporate social responsibility efforts and ensure consistent messaging across campaigns.
The document analyzes The North Face's athletic footwear business and its competitors. It identifies the brand's target customer segment as "Ultra Marathon Mark and Mindy", active 25-45 year olds who enjoy hiking, running and the outdoors. The document performs a product positioning analysis and evaluates the brand's marketing mix to address problems like low customer exposure to the footwear line.
This document provides a market analysis of Under Armour, Inc. It summarizes the company's current marketing strategy, sales, and investments. The analysis finds that while revenue has increased, net income is low. Most revenue comes from North America, and high promotional investments may not be effective. The report recommends assessing investments, creating tailored international campaigns, pursuing partnerships, and using social media to boost exposure and sales growth internationally by 2025.
Lululemon is a brand known for high-quality yoga apparel. It differentiates itself by focusing on women and cultivating a sense of community in its stores. The brand has expanded beyond yoga to include other athletic apparel but could better segment its brand architecture. Lululemon uses high-performance fabrics and emphasizes function, style, and customer service. It positions itself as a luxury activewear brand and communicates its brand through elements like its logo and reusable shopping bags promoting wellness messages. The brand relies more on interactive marketing like in-store classes than traditional advertising.
The document provides a brand audit report for the Havaianas brand. It includes a brand inventory that analyzes the brand's first impression, history, architecture, structure, elements, advertising, communication, marketing and competition. It also includes the results of a brand exploratory through a literature review and survey assessing brand awareness and associations. Finally, it provides recommendations around optimal positioning, associations, architecture, marketing mix and communication strategies.
Nike is a major brand in the footwear and apparel industry known for its "Just Do It" slogan and Swoosh logo. It designs, develops, and markets footwear, apparel and equipment worldwide. While providing fashion and comfort, it competes on cost with competitors in the industry. Opportunities for Nike include intervening with new technology, appealing to the general population beyond athletes, and addressing environmental concerns over materials that impact rising costs.
Integrated Marketing Communication - Adidas Viren Lathiya
Integrated Marketing Communication tools of Adidas. This Presentation Includes:-
1) Tools Of I.M.C
2) Channels
3) Marketing Mix Strategies
4) Competitive Advantage
5) B.C.G Matrix
6) Competitive Strategies
Integrated Marketing Communications is a simple concept. It ensures that all forms of communications and messages are carefully linked together. At its most basic level, Integrated Marketing Communications, or IMC, as we'll call it, means integrating all the promotional tools, so that they work together in harmony.
Nike is a major American multinational corporation that designs, develops, manufactures, and sells footwear, apparel, equipment, accessories, and services. Its mission is to bring inspiration and innovation to every athlete in the world. It has a market capitalization of $68 billion and was founded in 1964. Some of its notable marketing campaigns include "Make It Count", "Find Your Greatness", and it endorses major athletes like LeBron James and Cristiano Ronaldo. Nike uses integrated marketing communications to achieve consistency across its brand elements and integration across different contact points with customers. It collects customer data through initiatives like Nike+ to drive its corporate strategy and marketing campaigns.
Brand Management - Levi's Brand Exploratory & InventoryAlexandra H.
This document summarizes research on the Levi's jeans brand equity and recent marketing campaigns. It finds that Levi's has strong brand salience and associations with quality and American culture. However, brand imagery and feelings of resonance differ between older versus younger consumer segments. The document also reviews Levi's recent "Buff" campaign and Curve ID launch, finding an opportunity to better emphasize the brand's corporate social responsibility efforts and ensure consistent messaging across campaigns.
The document analyzes The North Face's athletic footwear business and its competitors. It identifies the brand's target customer segment as "Ultra Marathon Mark and Mindy", active 25-45 year olds who enjoy hiking, running and the outdoors. The document performs a product positioning analysis and evaluates the brand's marketing mix to address problems like low customer exposure to the footwear line.
This document provides a market analysis of Under Armour, Inc. It summarizes the company's current marketing strategy, sales, and investments. The analysis finds that while revenue has increased, net income is low. Most revenue comes from North America, and high promotional investments may not be effective. The report recommends assessing investments, creating tailored international campaigns, pursuing partnerships, and using social media to boost exposure and sales growth internationally by 2025.
Lululemon is a brand known for high-quality yoga apparel. It differentiates itself by focusing on women and cultivating a sense of community in its stores. The brand has expanded beyond yoga to include other athletic apparel but could better segment its brand architecture. Lululemon uses high-performance fabrics and emphasizes function, style, and customer service. It positions itself as a luxury activewear brand and communicates its brand through elements like its logo and reusable shopping bags promoting wellness messages. The brand relies more on interactive marketing like in-store classes than traditional advertising.
The difference between new balance and nikeNadia Bohari
New Balance targets serious athletes by focusing on consistent performance and quality rather than celebrity endorsements or flashy marketing like its competitors Nike. It positions itself as an authentic brand for runners seeking the best affordable shoe. In contrast, Nike relies heavily on celebrity endorsements, commercials, and sponsoring sports teams to promote its products and brand image. Both companies target athletes and sports teams as their main consumers since they are more likely to purchase shoes designed for their sport. However, Nike invests much more in these marketing strategies compared to New Balance.
Nike's social media strategy aims to increase brand recognition and engagement through more interactive content on platforms like Instagram, YouTube, Facebook and Twitter. The strategy involves increasing posting frequency, using hashtags, monitoring competitors, and responding to customers. Progress will be measured through metrics like follower growth, engagement rates, website traffic and sales. Biannual reporting will assess success and identify areas for improvement.
The document provides a situation analysis for The North Face brand, including a SWOT analysis. It summarizes that The North Face is a leading outdoor apparel brand owned by VF Corporation. While apparel manufacturing has declined, VF Corporation has grown to $7 billion in revenue. The SWOT analysis identifies strengths like brand recognition and product diversity, weaknesses like high prices, and opportunities like investing in sustainability and partnerships with sports teams. The greatest opportunity is expanding marketing to college students in the Midwest US.
Nike was founded in 1964 and is now a global leader in athletic footwear and apparel. Headquartered in Oregon, Nike employs over 26,000 people worldwide. Known for its iconic swoosh logo and "Just Do It" slogan, Nike has cultivated an image of excitement, innovation and athleticism through sponsoring major sporting events and iconic athletes. While facing competition from brands like Adidas and Reebok, Nike has maintained the largest market share in the sports industry through strong branding and performance products.
Assignment on Marketing Plan of Nike shoes Al Shahriar
Nike is the largest seller of athletic footwear and apparel in the world. It designs, develops, and markets athletic footwear, apparel, equipment, and accessories. Nike's marketing strategy focuses on creating a lifestyle brand through innovative product design, sponsorship of athletes and teams, and large marketing campaigns. The marketing mix discusses pricing, placement in distribution channels, extensive advertising and promotion, and high-quality customer service. The target markets are recreational athletes, fitness enthusiasts, competitive athletes, sports fans, and students across various age groups and demographics globally.
1) NIKE entered the Indian market in the mid-1990s through an exclusive licensing agreement. It focused on premium niche segments like basketball and tennis rather than cricket.
2) NIKE faces intense competition from rivals like Reebok and Adidas in the Indian sportswear market. Reebok gained early success by associating with cricket.
3) NIKE's unique value proposition is based on innovative product design, durability, and quality. It focuses resources on design/R&D, marketing, and distribution to deliver new products to customers quickly.
Internal Analysis and Strategy Report - LululemonKailey Cornett
The document is an internal case analysis report for lululemon athletica inc. prepared by Kailey Schaneberg for CEO Laurent Potdevin. It provides background on lululemon's success and challenges, including a product recall and leadership transitions that hurt growth. An analysis of lululemon's strengths, weaknesses, opportunities, and threats is presented. The memo recommends that lululemon create an exclusive multi-site fitness membership program, acquire the company that manufactures its Luon fabric to improve quality control and lower costs, expand its men's product line to include traditional sports apparel, and expand its brand ambassador program to professional athletes. Further details supporting these recommendations are attached.
Adidas Originals : Social Media Marketing StrategyMonica Gorantla
This presentation highlights Adidas original's approach to brand engagement, strategies and channels or platforms used to become the most popular sneaker brand on social media.
The document analyzes Nike's marketing strategies. It discusses Nike's mission to inspire athletes worldwide, how it was founded in 1964 and became known for its swoosh logo. The analysis covers Nike's product segments, geographic markets, sponsorship of sports teams, and positioning as a premium brand for serious athletes. It also compares Nike to its main competitor Adidas and recommends Nike capitalize on its brand image in apparel and develop markets in growing economies while maintaining innovation and complying with labor laws.
This document provides a brand audit of Under Armour, analyzing the brand's positioning, market share, elements, marketing support programs, competitors, and recommendations. Some key points:
- Under Armour positions itself as providing performance athletic apparel that regulates temperature and improves performance. Its market share has grown to 14% of the US market, surpassing Adidas as the #2 brand.
- Brand elements like the name, URL, logo and spokespeople effectively meet Keller's criteria of being memorable, meaningful, likable, transferable, adaptable and protectable.
- Marketing programs focus on the temperature regulating apparel lines and securing sponsorships. Competitors Adidas and Nike also utilize celebrity
- Adidas is a German multinational corporation founded in 1920 that designs and manufactures sportswear and accessories.
- It has over 169 subsidiaries worldwide and generates over $11.99 billion in annual revenue.
- Adidas sponsors many major sporting events and was the official sportswear partner of the 2012 London Olympics and Paralympics.
Product Launch - ON Running Marketing Plan Senka Švraka
Orbico will introduce the ON Running brand of running shoes in Croatia. To launch the brand and increase awareness, Orbico will use in-store merchandising, grassroots activities supporting a local celebrity ambassador, paid social media and PR, guerilla marketing, sponsorship of running events, and developing an in-store "Shoe Finder Machine" to help customers. The largest portions of the October 2021 - April 2022 marketing budget will go towards social media activities, guerilla marketing, and supporting brand initiatives and trade events.
Under Armour is reviewing for a new media agency, according to people with knowledge of the matter.
Omnicom Media Group's Optimum Sports has been working on the business since 2011. Representatives from Optimum Sports and Under Armour were not immediately available for comment. Droga5 continues to serve as the brand's creative agency partner.
Last year, the agency captured the intense, rigorous and solitary training rituals of Olympic gold-medalist swimmer Michael Phelps in an Under Armour spot that took home the Grand Prix in the Film Craft Category at the 2016 Cannes Lions International Festival of Creativity.
Under Armour spent $20.6 million on measured media in the U.S. in 2015, according to Ad Age's Datacenter, and about $10.1 million on measured media in the U.S. from January to November of last year.
This document provides a case analysis of Nike, Inc. It begins with an overview of the company's history and operations, including its founding in 1964 and global expansion. The next sections examine Nike's challenges from tightening competition and losing market share in China. The analysis also explores Nike's competitive advantages, marketing strategy, industry forces, SWOT analysis, and recommendations. In conclusion, it summarizes that Nike has performed well financially but still faces threats from competitors and should focus on improving working conditions.
This document provides an analysis of Under Armour, including:
1. A brief history of Under Armour and its founder Kevin Plank.
2. A literature review covering SWOT analysis, BCG matrix, five competitive forces, corporate strategies, and business level strategies.
3. An analysis of Under Armour's SWOT profile, BCG matrix, competitive forces, strategies, and organizational structure.
4. Recommendations regarding strengthening opportunities, addressing weaknesses, and guarding against threats through corporate level strategies, business level strategies, and organizational design changes.
The document provides an overview of Adidas' marketing strategy. It discusses Adidas' mission and vision to be the global leader in sports and focus on innovation. It outlines Adidas' business model of streamlining operations and focusing on innovative products. The target market is athletes aged 20-29 and influential consumers aged 14-19. Main competitors are discussed. The marketing mix of product, price, place and promotion is explained, including brand ambassadors, team sponsorships, and the "Impossible is Nothing" campaign. The marketing budget for R&D and overall is also summarized.
The document provides an overview of Nike's marketing plan to introduce their new NikeFree Run 2+ shoe. It discusses Nike's mission, markets, customers, product revenues, competition, branding, growth rates and financial analysis. The goal is to strengthen muscles and reduce injuries while providing a barefoot running experience through customizable shoes.
Nike and Adidas are two of the largest sports brands in the world. Nike produces a wide range of sports equipment and apparel and was founded in the United States. Adidas was founded in Germany and also produces sports footwear, apparel and other accessories. Both companies use strategies like celebrity endorsements and innovative product designs. While Nike focuses on innovation, Adidas targets the football market. Financial data shows that Nike has higher net margins and earnings per share compared to Adidas.
The document provides an overview of Adidas, including its history, leadership, financial details, product segments, and case study issues. Some key points:
- Adidas was founded in 1949 and has grown through acquisitions of companies like Salomon and Reebok. It reported $10 billion in net sales in 2008.
- The company has three product segments: Performance, Originals, and Lifestyle (Y3). Performance focuses on categories like running and football, while Originals and Lifestyle target lifestyle consumers.
- Case study issues include the company's reduced fortunes after changes in ownership, lack of advertising in the US, and opportunities to expand globally and identify new technology products.
-
Red Bull aims to expand into the older adult market by targeting middle-aged men and women experiencing midlife crises who lack motivation. It positions Red Bull as able to give them the focus and energy needed to pursue their deepest desires by getting their "balls back" and finding direction and internal change. Red Bull claims to increase performance, concentration, reaction speed, vigilance, and motivation, making people feel more energetic and improving their well-being.
Portfolio riccardo prandi_branding through design and business innovation str...Riccardo Prandi
The document summarizes a workshop focused on developing a brand extension strategy for Lacoste. The proposed concept, Lacoste EB4 Elegantly Brave, is an activewear line aimed at reviving Lacoste's heritage of innovation. EB4 merges leading edge performance technology with minimalist design. It represents four pillars: style, embedded technology, eco-sustainability, and healthwear. An accompanying app allows customers to personalize clothing based on biometric data and customize training packages to practice sports tied to each product line.
This document provides a marketing plan summary for Yves Saint Laurent. It identifies key issues such as a lack of brand recognition due to the logo not being stitched on clothes. The plan proposes creating a new, more affordable line of YSL to attract more consumers while keeping the core brand exclusive. Competitors like Versace and Louis Vuitton are analyzed. The situation analysis covers social, technological, economic and other external factors, as well as current target markets and audiences.
The difference between new balance and nikeNadia Bohari
New Balance targets serious athletes by focusing on consistent performance and quality rather than celebrity endorsements or flashy marketing like its competitors Nike. It positions itself as an authentic brand for runners seeking the best affordable shoe. In contrast, Nike relies heavily on celebrity endorsements, commercials, and sponsoring sports teams to promote its products and brand image. Both companies target athletes and sports teams as their main consumers since they are more likely to purchase shoes designed for their sport. However, Nike invests much more in these marketing strategies compared to New Balance.
Nike's social media strategy aims to increase brand recognition and engagement through more interactive content on platforms like Instagram, YouTube, Facebook and Twitter. The strategy involves increasing posting frequency, using hashtags, monitoring competitors, and responding to customers. Progress will be measured through metrics like follower growth, engagement rates, website traffic and sales. Biannual reporting will assess success and identify areas for improvement.
The document provides a situation analysis for The North Face brand, including a SWOT analysis. It summarizes that The North Face is a leading outdoor apparel brand owned by VF Corporation. While apparel manufacturing has declined, VF Corporation has grown to $7 billion in revenue. The SWOT analysis identifies strengths like brand recognition and product diversity, weaknesses like high prices, and opportunities like investing in sustainability and partnerships with sports teams. The greatest opportunity is expanding marketing to college students in the Midwest US.
Nike was founded in 1964 and is now a global leader in athletic footwear and apparel. Headquartered in Oregon, Nike employs over 26,000 people worldwide. Known for its iconic swoosh logo and "Just Do It" slogan, Nike has cultivated an image of excitement, innovation and athleticism through sponsoring major sporting events and iconic athletes. While facing competition from brands like Adidas and Reebok, Nike has maintained the largest market share in the sports industry through strong branding and performance products.
Assignment on Marketing Plan of Nike shoes Al Shahriar
Nike is the largest seller of athletic footwear and apparel in the world. It designs, develops, and markets athletic footwear, apparel, equipment, and accessories. Nike's marketing strategy focuses on creating a lifestyle brand through innovative product design, sponsorship of athletes and teams, and large marketing campaigns. The marketing mix discusses pricing, placement in distribution channels, extensive advertising and promotion, and high-quality customer service. The target markets are recreational athletes, fitness enthusiasts, competitive athletes, sports fans, and students across various age groups and demographics globally.
1) NIKE entered the Indian market in the mid-1990s through an exclusive licensing agreement. It focused on premium niche segments like basketball and tennis rather than cricket.
2) NIKE faces intense competition from rivals like Reebok and Adidas in the Indian sportswear market. Reebok gained early success by associating with cricket.
3) NIKE's unique value proposition is based on innovative product design, durability, and quality. It focuses resources on design/R&D, marketing, and distribution to deliver new products to customers quickly.
Internal Analysis and Strategy Report - LululemonKailey Cornett
The document is an internal case analysis report for lululemon athletica inc. prepared by Kailey Schaneberg for CEO Laurent Potdevin. It provides background on lululemon's success and challenges, including a product recall and leadership transitions that hurt growth. An analysis of lululemon's strengths, weaknesses, opportunities, and threats is presented. The memo recommends that lululemon create an exclusive multi-site fitness membership program, acquire the company that manufactures its Luon fabric to improve quality control and lower costs, expand its men's product line to include traditional sports apparel, and expand its brand ambassador program to professional athletes. Further details supporting these recommendations are attached.
Adidas Originals : Social Media Marketing StrategyMonica Gorantla
This presentation highlights Adidas original's approach to brand engagement, strategies and channels or platforms used to become the most popular sneaker brand on social media.
The document analyzes Nike's marketing strategies. It discusses Nike's mission to inspire athletes worldwide, how it was founded in 1964 and became known for its swoosh logo. The analysis covers Nike's product segments, geographic markets, sponsorship of sports teams, and positioning as a premium brand for serious athletes. It also compares Nike to its main competitor Adidas and recommends Nike capitalize on its brand image in apparel and develop markets in growing economies while maintaining innovation and complying with labor laws.
This document provides a brand audit of Under Armour, analyzing the brand's positioning, market share, elements, marketing support programs, competitors, and recommendations. Some key points:
- Under Armour positions itself as providing performance athletic apparel that regulates temperature and improves performance. Its market share has grown to 14% of the US market, surpassing Adidas as the #2 brand.
- Brand elements like the name, URL, logo and spokespeople effectively meet Keller's criteria of being memorable, meaningful, likable, transferable, adaptable and protectable.
- Marketing programs focus on the temperature regulating apparel lines and securing sponsorships. Competitors Adidas and Nike also utilize celebrity
- Adidas is a German multinational corporation founded in 1920 that designs and manufactures sportswear and accessories.
- It has over 169 subsidiaries worldwide and generates over $11.99 billion in annual revenue.
- Adidas sponsors many major sporting events and was the official sportswear partner of the 2012 London Olympics and Paralympics.
Product Launch - ON Running Marketing Plan Senka Švraka
Orbico will introduce the ON Running brand of running shoes in Croatia. To launch the brand and increase awareness, Orbico will use in-store merchandising, grassroots activities supporting a local celebrity ambassador, paid social media and PR, guerilla marketing, sponsorship of running events, and developing an in-store "Shoe Finder Machine" to help customers. The largest portions of the October 2021 - April 2022 marketing budget will go towards social media activities, guerilla marketing, and supporting brand initiatives and trade events.
Under Armour is reviewing for a new media agency, according to people with knowledge of the matter.
Omnicom Media Group's Optimum Sports has been working on the business since 2011. Representatives from Optimum Sports and Under Armour were not immediately available for comment. Droga5 continues to serve as the brand's creative agency partner.
Last year, the agency captured the intense, rigorous and solitary training rituals of Olympic gold-medalist swimmer Michael Phelps in an Under Armour spot that took home the Grand Prix in the Film Craft Category at the 2016 Cannes Lions International Festival of Creativity.
Under Armour spent $20.6 million on measured media in the U.S. in 2015, according to Ad Age's Datacenter, and about $10.1 million on measured media in the U.S. from January to November of last year.
This document provides a case analysis of Nike, Inc. It begins with an overview of the company's history and operations, including its founding in 1964 and global expansion. The next sections examine Nike's challenges from tightening competition and losing market share in China. The analysis also explores Nike's competitive advantages, marketing strategy, industry forces, SWOT analysis, and recommendations. In conclusion, it summarizes that Nike has performed well financially but still faces threats from competitors and should focus on improving working conditions.
This document provides an analysis of Under Armour, including:
1. A brief history of Under Armour and its founder Kevin Plank.
2. A literature review covering SWOT analysis, BCG matrix, five competitive forces, corporate strategies, and business level strategies.
3. An analysis of Under Armour's SWOT profile, BCG matrix, competitive forces, strategies, and organizational structure.
4. Recommendations regarding strengthening opportunities, addressing weaknesses, and guarding against threats through corporate level strategies, business level strategies, and organizational design changes.
The document provides an overview of Adidas' marketing strategy. It discusses Adidas' mission and vision to be the global leader in sports and focus on innovation. It outlines Adidas' business model of streamlining operations and focusing on innovative products. The target market is athletes aged 20-29 and influential consumers aged 14-19. Main competitors are discussed. The marketing mix of product, price, place and promotion is explained, including brand ambassadors, team sponsorships, and the "Impossible is Nothing" campaign. The marketing budget for R&D and overall is also summarized.
The document provides an overview of Nike's marketing plan to introduce their new NikeFree Run 2+ shoe. It discusses Nike's mission, markets, customers, product revenues, competition, branding, growth rates and financial analysis. The goal is to strengthen muscles and reduce injuries while providing a barefoot running experience through customizable shoes.
Nike and Adidas are two of the largest sports brands in the world. Nike produces a wide range of sports equipment and apparel and was founded in the United States. Adidas was founded in Germany and also produces sports footwear, apparel and other accessories. Both companies use strategies like celebrity endorsements and innovative product designs. While Nike focuses on innovation, Adidas targets the football market. Financial data shows that Nike has higher net margins and earnings per share compared to Adidas.
The document provides an overview of Adidas, including its history, leadership, financial details, product segments, and case study issues. Some key points:
- Adidas was founded in 1949 and has grown through acquisitions of companies like Salomon and Reebok. It reported $10 billion in net sales in 2008.
- The company has three product segments: Performance, Originals, and Lifestyle (Y3). Performance focuses on categories like running and football, while Originals and Lifestyle target lifestyle consumers.
- Case study issues include the company's reduced fortunes after changes in ownership, lack of advertising in the US, and opportunities to expand globally and identify new technology products.
-
Red Bull aims to expand into the older adult market by targeting middle-aged men and women experiencing midlife crises who lack motivation. It positions Red Bull as able to give them the focus and energy needed to pursue their deepest desires by getting their "balls back" and finding direction and internal change. Red Bull claims to increase performance, concentration, reaction speed, vigilance, and motivation, making people feel more energetic and improving their well-being.
Portfolio riccardo prandi_branding through design and business innovation str...Riccardo Prandi
The document summarizes a workshop focused on developing a brand extension strategy for Lacoste. The proposed concept, Lacoste EB4 Elegantly Brave, is an activewear line aimed at reviving Lacoste's heritage of innovation. EB4 merges leading edge performance technology with minimalist design. It represents four pillars: style, embedded technology, eco-sustainability, and healthwear. An accompanying app allows customers to personalize clothing based on biometric data and customize training packages to practice sports tied to each product line.
This document provides a marketing plan summary for Yves Saint Laurent. It identifies key issues such as a lack of brand recognition due to the logo not being stitched on clothes. The plan proposes creating a new, more affordable line of YSL to attract more consumers while keeping the core brand exclusive. Competitors like Versace and Louis Vuitton are analyzed. The situation analysis covers social, technological, economic and other external factors, as well as current target markets and audiences.
Digital Marking Plan: Yves Saint LaurentKeithBaumann
This document provides a summary of a digital marketing plan for Yves Saint Laurent fashion brand. It identifies key issues such as a lack of brand recognition and proposes strategies like creating a more affordable line of clothing and ensuring the YSL logo is visible. The plan includes an analysis of the external environment, current target markets and audiences, customer touchpoints and main competitors. The internal and external situations are assessed to determine gaps and guide the marketing objectives and strategy.
This document provides an overview of the luxury goods industry and an analysis of LVMH as a major player in the industry. It begins with a market segmentation of the luxury goods industry and an analysis of growth trends, operating margins, and industry concentration. It then analyzes LVMH's resources, capabilities, business strategy, and organizational structure. The document concludes with a discussion of industry evolution and innovation at LVMH. Key points include a segmentation of luxury consumers, analysis of Porter's Five Forces in the industry, and an overview of LVMH's diversification and vertical integration strategies.
Business Studies Project Marketing Management Class 12 CBSEKushShah65
The document is a marketing project report for a class on Business Studies. It discusses various topics related to marketing including the marketing mix, competitor analysis, and a SWOT analysis of a competitor brand. The report focuses on backpacks as the product being marketed under the brand name "Waymore". It describes the different types of backpacks available, features of products in the Waymore portfolio, and details on branding and pricing.
Omni-Channel Retailing: The Future Trend in Fashion and Luxury Industry - Par...Fashionbi
This publication offers you insights into:
-The most important findings from various surveys that were recently conducted on the changing behauviors of consumer
-Best Omni-Channel marketing practices of more than 60 famous brands and retailers.
-More than 25 successful future retail trends and opportunities in Fashion
Baselworld 2017 marked the 100th anniversary of the world's largest event for the watch and jewellery industry. The event gives attendee's - be they professionals, journalists, or the public alike - the chance to discover new trends, innovations and creations for the world's most prestigious brands.
IESEG SCHOOL OF MANAGEMENT - MASTER 2017
NGUYEN Hoang Quan
NGUYEN Thi Duc Hanh
TRANG Thi Ngoc Thao (Traci)
The rising trend of veganism worldwide has become a solid lifestyle of many. This has not only changed retail industry, but also been reshaping luxury industry, opened to a whole new potential market of vegan luxury. Many brands find this is both branding and business opportunity that need to make the most out of it. France, the capital of fashion and luxury industry, is where these companies want to capture values of this segment and thrive.
This findings in this report is the results of a qualitative research on the perceptions and preferences of current luxury consumers on vegan luxury. By analyzing, first, the market situation, we presume the market segment that presents the highest potential for these companies: millennials. We then decide on the target interviewee profile and the method to conduct the research. Through in-depth interviews with current luxury consumers, we
found out that this age group is very aware of and receptive towards vegan luxury products; yet they do not portrait themselves as typical vegan luxury consumers. Communication
from brands, therefore, plays a crucial role in attracting this age group.
This paper will start with Introduction on the research questions, the company profile this report will serve, and overview about the market in the flow that define the most potential
segment. Methodology on how to conduct this research is explained in details in Method section. ‘Main Findings’ highlights insights from research data which continues with concrete Recommendations in the section that follows.
This document discusses product and branding strategies. It covers the product life cycle (PLC) model which explains how market response and marketing activities change over a product's lifetime. The PLC includes introduction, growth, maturity, and decline stages. Branding is also discussed as creating relationships with customers through symbols, names, and unique identifiers for products. Strong brands have high brand equity which provides a pricing premium over generic competitors. Packaging is also mentioned as an important part of branding that protects products and communicates with customers.
The document summarizes research on brand awareness in the luxury watch industry. It reviews 5 studies that examined topics like gender differences in luxury brand perception, the relationship between brand awareness and purchase decisions, the impact of branding strategies on line extensions, luxury firms' use of internet technologies, and the effect of social media marketing. The document also discusses the need to study brand awareness of luxury watches to help companies target marketing, differentiate products, and set pricing. It describes the research methodology used and outlines key findings and conclusions, such as the prominent role of social media and strong brand recognition of TAG Heuer, Cartier, and Rolex.
This document provides a summary of a report on branding essentials for fashion accessories in India. It begins with an introduction that discusses the history and development of the fashion accessory industry. It then provides a literature review and theoretical framework on topics like market segmentation and consumer behavior. The document outlines the objectives, methodology, and limitations of the report. It also includes sections on consumer behavior analysis, primary data collection methods, results, analysis, and conclusions/recommendations.
Fashion forecasting involves predicting upcoming trends in colors, fabrics, and styles for the fashion industry. Forecasters monitor cultural influences and consumer behavior to identify emerging trends. They communicate their findings to designers, retailers, and marketers. Forecasting requires analyzing past trends, current events, and economic/social factors that may impact future trends. It can focus on short-term seasonal trends or long-term shifts in the industry. Forecasters use various sources like trade shows, magazines, and social media to track signs of changing tastes.
1) A product goes through different stages in its life cycle from development to growth to maturity and decline. Marketing strategies must adapt to the changing needs in each stage.
2) Products can be classified by their life cycle length as basic, fashion, or fad. Basic products like jeans have long life cycles while fashions change more quickly.
3) Five types of consumers adopt fashion products at different stages from innovators to late adopters. Marketing must target each group appropriately.
The document discusses how Du Pont extended the product life cycle of nylon through systematic strategies. It summarizes the four main strategies Du Pont used: 1) Promoting more frequent usage among current users by introducing colored and patterned nylon hosiery. 2) Developing more varied usage among current users through fashion-focused marketing. 3) Creating new users by targeting younger demographics. 4) Finding new material uses like tires, carpets, and others to drive continued sales growth beyond the original markets. Through continuous innovation and applying these strategies, Du Pont extended nylon consumption from 50 million pounds annually to over 500 million pounds, postponing saturation and maximizing profits over the product lifecycle.
This document provides a marketing audit for Levi Strauss & Co. that includes an industry analysis. The industry analysis section identifies important demographic trends, including the growing Hispanic population, aging baby boomers, tech-savvy millennials, the growing Asian market including China, and the increasing influence of women consumers. It also examines economic trends in wholesale/e-commerce, consumer confidence, and overseas markets. Environmental issues, science/technology advancements, regulatory issues, and cultural/social trends in the industry are analyzed. The competitive environment and threats/opportunities facing Levi's are also assessed. Recommendations include reviving Levi's social media campaign, increasing switching costs through a subscription service, promoting water conservation, and introducing a
FMM 325 Final Project Guidelines and Grading Guide OvShainaBoling829
FMM 325: Final Project Guidelines and Grading Guide
Overview
The final project for this course is a professional production challenge which will be submitted as a PowerPoint presentation. This project will require students
to develop a comprehensive, sustainable apparel collection as a fictitious private-label manufacturer. The student will research and create concepts to produce
the garments as detailed in the design brief. Students will also merchandise the collection. Students will acquire the capability to act quickly to solve
manufacturing and production challenges as they arise. This will also give students an opportunity to learn how to properly document recommendations with a
specialized standard in mind. The final product represents an authentic demonstration of competency because students will emulate a collection based on a
design brief, which are currently used by professionals in the apparel industry. The project is divided into four milestones, which will be submitted at various
points throughout the course to scaffold learning and ensure quality final submissions. These milestones will be submitted in Modules Two, Three, Five, and
Seven.
Guidelines
The Design Brief:
An Organic Planet
Season: Spring/Summer
Directions: Seeing a radical change in our global climate, we are forced to think differently and act more responsibly in our approach to design. We need to
simplify, be more resourceful, and understand more clearly what our impact on the planet is based on the decisions we make. For this season, we are going on a
journey to Bali, a place closely connected to the Earth, where people live in balance with the land through their resourcefulness and spiritual reverence. Be
mindful and respectful of the Balinese people and their customs. We choose to blend in with our surroundings while still retaining a sense of self. Clothes that
can be tied or wrapped and layered, almost sculptural in effect, are preferred. Minimize the use of hardware, and if it is absolutely necessary, make it meaningful.
All fabrics are either organic or recycled, with an absolute minimum of waste left over. Zero waste is ideal.
Colors: Reflecting the Balinese people and their respect for the connection of all things natural, we will use the four elements as our guiding inspiration for color,
creating a sense of balance and harmony in the collection.
• Earth: warm browns such as cinnamon, teakwood
• Air: white, glass or metal, ice
• Fire: tangerine, saffron, fuchsia
• Water: aqua, oceanic blue
Your role: designer, merchandiser, sales, marketer, buyer
Milestone One: Paper: Targeting The Sustainably Minded Customer
In task 2-3, you will submit a short paper of 2–3 pages. Determine your target market category and how and why these consumers embrace fashions that are
made of environmentally friendly fabrics. You should research and define your product’s targeted customers and describe their characteristics.
Descri ...
This document discusses the channel of distribution and marketing channels. It notes that channel of distribution is the most powerful element of the marketing mix as it determines how goods are made available to markets. Marketing channels are complex systems that involve many decision makers across wide geographical areas. The document also discusses how producers faced gaps between production and sales that distribution sought to address, such as spatial, temporal, perceptual, and transactional gaps. It defines marketing channels and notes their objectives can include sales growth, market share improvements, and efficient systems. The rest of the document provides context on the Indian soft drink industry and need for studying competitors like Pepsi and Coke.
This document provides an overview and summary of Mintel's 2023 Global Consumer Trends report. It discusses Mintel's approach to predicting future consumer trends based on analyzing consumer behavior drivers and how COVID-19 validated their models. The document highlights some of the key trends identified for 2023, including consumers focusing on themselves and brands helping them express individuality, and consumers having more power as co-creators working alongside brands. It also previews how concepts like the metaverse, NFTs, and digital identities will continue shaping consumer behavior and brand partnerships in the coming years.
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Prescriptive analytics BA4206 Anna University PPTFreelance
Business analysis - Prescriptive analytics Introduction to Prescriptive analytics
Prescriptive Modeling
Non Linear Optimization
Demonstrating Business Performance Improvement
1. Bachelor (Hons) In Business Studies
ATHLONE INSTITUTE OF TECHNOLOGY
Marketing Plan
everyone wears it
Lecturer: Brian Toolan
Campa Enrico A00150755
Doronzo Giuseppe A00150759
Marti Giulia A00168075
Palermo Luca A00150769
2011 / 2012
2. Table of Contents
1. INTRODUCTION ...................................................................................................................................... 1
2. SECTOR ANALYSIS .................................................................................................................................. 1
2.1 Market............................................................................................................................................................ 1
2.2 Defining the target segment ................................................................................................................. 1
2.3 Targeting ...................................................................................................................................................... 2
2.4 Notoriety of product ................................................................................................................................ 2
2.5 Product’s attributes and attitude ....................................................................................................... 2
2.6SWOT Analysis ............................................................................................................................................ 3
2.7Positioning .................................................................................................................................................... 3
2.8Sales’ Potential in 3 years ....................................................................................................................... 4
3. MARKETING STRATEGY ....................................................................................................................... 5
3.1 Marketing Goals ......................................................................................................................................... 5
3.2 Communications ....................................................................................................................................... 5
3.3 Basic strategies .......................................................................................................................................... 6
3.4 Strategies year-by-year .......................................................................................................................... 7
4. DISTRIBUTION ........................................................................................................................................ 8
Appendices ..................................................................................................................................................... I
Appendix 1 –Sales’ Potential in 3 years ................................................................................................... I
Appendix 2 - Questionnaire ....................................................................................................................... II
Appendix 3 - Results ..................................................................................................................................... III
Appendix 4 - Budget estimated ................................................................................................................ VI
3. Havaianas Marketing Plan 1
1. INTRODUCTION
Our marketing plan refers to the development phase of the next three years, of the Havaianas flip-
flops, in the Italian market. With quantitative and qualitative methodology of analysis, we have
collected and analyzed data through a questioner (see Appendix 2) in order to create an operative
and strategic plan that will go along with the product towards a prosperous stage of maturity.
2. SECTOR ANALYSIS
2.1 Market
In general consumers, in the summer footwear market, look for a comfortable product, resistant,
functional, practical and ecstatically pretty, all characteristics that Havaianas’ flip-flops seems to
have.
Flip-flops are worn throughout the summer season, mainly on the beach and almost every day or
for every occasion, primarily by females (only 2% of females don’t wear flip-flops, against the 32%
of males – see Appendix 3).
In the beginning flip-flops were lived as footwear especially “for the beach”, nowadays the
situation has changed: we can find flip-flops at the foot of boys and girls also in the city (the 77%
states that in their own city people wear it “on every occasion” – see Appendix 3 - Q3). This shift
justifies also the big offer that has lately overflowed the market about summer footwear.
The flip-flops’ market is divided between a traditional market of reference composed by who uses
the product for the beach, for spare time, for sport and between smaller segments of the market
as the one for surf.
Concerning the distribution channel, from our research, has emerged that it is divided into
products depending on the use to which it is.
When the purchase is purely functional, for example the use on the beach, the favourite place is
mainly the local market that has prices more convenient. When the functionality approaches a
more trendy use and the flip-flops is worn also for hanging out with friends and for spare time, the
favourite places for the purchase are stores of trends and sport.
2.2 Defining thetargetsegment
The highversatility of the productallows usto enterHavaianasin any segment ofthe
marketaccording to the custom, which makesthe consumer, following thus
abehaviouralsegmentationthat takes intoaccount the differentprofilesofconsumersand themanner
of useofflip-flops.
When we talk about "Surf market" it’s referring to all those consumers who, also not practicing
this sport, share with surfers, the way they dress and sometimes even an ideal or a lifestyle.
In recent years, many brands dedicated exclusively to surfing have created a situation of
overcrowding in the supply of flip-flops. This have made us to think about the opportunity for
Havaianas, to regain market is very affectionate, and at the same time, neglected. The strategic
importance ofpaying specialattention tothis markettrendis linked to
thegrouprecognizedas "tribal" of those consumerswho sharea common
4. Havaianas Marketing Plan 2
passionandexperience, bothin the online world, but alsoin the real worldwith a high numberof
surfclubs, beach partiesand events relatedto the competitions.
2.3 Targeting(see Appendix 3 – Q2)
We believe that the investigations that we have carried out describe that the product is suitable
for everyone, but we wanted to restrict the target to all male and female consumers belonging to
an age range between 16 and 40 years because, in our opinion, the strategies that we propose will
be more accessible.
Within our target we have identified three main categories of consumers:
• Trendy:Individuals who followfashion trends, represented by 10%.It may seem very low,
but we must consider the fact that people do not allow the purchase to be influenced by
fashion.
• Functional: thosethat purchaseout of necessity. In the summer they use the product
mainly to go to the beach, for convenience and because it is easy to wear them. However
during winter season, the use of flip-flops declines because it is mainly used in the
changing rooms, swimming pool or other sports facilities. This category represents the
largest share of the target, represented by 69% and this justifies the position that we will
give to the final product.
• Sceptics: those who doesn’t know why they have bought it, represented by 21%.
2.4 Notoriety of product
In Brazil, the Havaianas’ product is very well known: in terms of spontaneous awareness is second
only to Coca Cola. It is a mass product, a commodity.
In Italy begins its insertion as a basic product, but it quickly becomes the object of worship for
those who get in touch with it. Havaianas seems, in fact, to tend naturally toward fashion. This
may also represent a risk, as characteristic of a "fashion" is to be "temporary" and be forgotten
after a few seasons.
Very important is that from the questioner, has emerged that only the 35% knows the brand, but
we have to say that often they recognize the product, but they do not know the brand.
2.5 Product’s attributes and attitude
The Havaianas’ product presents itself with some key features: it is simple, useful, cheap, for
different occasions, never goes out of fashion, cosy. First of all for customers the elements are
important like the materials used and also the quality (they do not loose their original colour and
do not facilitate the foot sweating).
It’s a product that expresses freedom, which is referred to as “democratic” because it is wearable
among each fellow of any social class (because everyone can wear them, thanks to the affordable
price). It is creative, thanks to the wide range of designs and existing colours; original of its kind
and allow stating our own personality thanks to the selection. It can be considered an “authentic”
product, attached to the place where they are manufactured.
5. Havaianas Marketing Plan 3
2.6 SWOT Analysis
2.7 Positioning
We have detected two possible markets to treat in distinct ways:
Traditional Market
The traditional market refers to
who purchases the product in
the summer for the beach and
leisure time and uses it during
the winter season in the locker
room in the gym and in the
swimming pool.
Havaianas, from our analysis,
we have found to be present in
the market in an undefined
position: the company
indicates it between
6. Havaianas Marketing Plan 4
functionality and fashion, but in our opinion, even if they have started to move in that direction, it
is still influenced by the fashion factor.
The optimal placement will therefore be that resulting from the effect of opposing forces: the first
induced by marketing’s strategy ad hoc, will push it to functionality, the second will push the
brand on the opposite direction, thanks to the intrinsic value of the product that, as we have said,
tends toward fashion.
Havaianas, with a small part of his own, will go to place itself through the creation of a line
“Limited Edition”, dedicated only to high fashion stores. This strategy will serve to strengthen the
image of Havaianas for the consumer of high economic level. For the company will not be a mere
strategy to increase profit, but a strategy to have a strong visibility against a medium-high target,
which will allow the brand to enter in hotel facilities, spa and other reality of high level, otherwise
for our researches the target will be hard to fulfil.
Surf Market
As we have said, the surf market will show for Havaianas a very special goal. As the “surfer”, for his
purchases tends to apply to specialised shops in the area, but also to the more traditional one, we
cannot speculate to a different placement to the one analyzed previously.
From our research has emerged that those who belong to this segment, although for the most
part very attached to our brand, with the current proliferation of new products have begun to turn
their preferences to the competitors. Therefore the strategy will be focused in being able to
exploit the high level of involvement that surfer reserve to Havaianas without losing the sight of
new and inferior products in terms of quality, but considered the most fashionable.
2.8 Sales’ Potentialin 3 years(see Appendix 1)
First Year
The sale potential for the first year will be determined on the basis of two main parameters. The
first is given from the “physiological” growth rate of the market, while the second one will be the
one inducted by the strategy of communications and promotions that we have scheduled to give
with a wider visibility.
Havaianas with its 400.000 pairs sold reflects adiscrete market share. Assuming an annual increase
in sales of 20% we will have about 80.000 pairs more. To this we add an increase estimated by
market share, induced by the marketing campaign of about 35.000 pairs (+8,8%). We believe that
we cannot point to an achievement greater than this forecast since the first phase of the strategic
plan will be the more delicate and also the slower to be transposed by customers.
So we arrive at designing a sales target for the first year 400.000 + 80.000 + 35.000 = 515.000
(28,8%).
Second Year
At this point we can collect the results induced by the campaign of the first year. The market will
find us to participate in different stores that will go from trendy shops to the sporty ones as well as
clothes’ stores of “surf/skate”. The second will be the year where the sales will reach high level
7. Havaianas Marketing Plan 5
because of the convergence of the two strategies: the longer-term one,about the visibility for the
first year and the one finalised to the expansion of the network of sales for the second year.
Then we can assume a growth of 50% with goals of sales that are around 773.000 pairs.
Third Year
A good sales target for the 3rd year will be to be able to maintain and to reconfirm the massive
volumes of sales of the previous year. The strategic goal is represented by the sales of the so-
called “Limited Edition” to realize in the high fashion shops. Being a limited line, this means that
for no reason the quantity entered in the market has to exceed the preset threshold and the
promise made to retailers.
3. MARKETING STRATEGY
We believe that we should not use advertising on paper or with mass media, and in particular we
will keep unchanged the prices which, ranging between 16 and 24€ will results suitable to be
perceived by consumers of high level of quality.The product won’t be modified over the design
and production phases, taking place in Brazil. The only changes could only regard the possibility to
import other models of the Brazilian’s range and the eventuality to integrate the pack with small
variation.They will be exploited at most all the others instruments made available from the
marketing to reach better the target that we propose. To perform these strategies we have
estimated a budget of the costs involved (see Appendix 4).
3.1 Marketing Goals
First Year - Visibility
• Provide more popularity to the brand in a way that potential buyers can easilyassociate the
brand with the various models.
• Createan emotional bond withthe brandand its history.
Second Year -Distribution
• Developmentof strategies forexpansionof the offer through “Pull” and “Push” strategies.
•Re-proposethemost successful eventsof the previous year.
Third Year-Consolidation and Line Extension
• Meeting the needs of different target users through the creation of exclusive limited edition
lines.
3.2 Communication
The communication and promotion strategy will be the focal point of the first year of Havaianas'
strategy to have more visibility. Havaianas is a product that can be considered "authentic": a long
history, a great deal of continuity, a strong relationship with Brazil, the place of origin of the
product and always visited in the dreams of Italians, natural materials and a process that has
within it elements of almost "craft" that make it meaningful and human history. The product in
Brazil promotes various social campaigns, for that we would resume, as we realize that we cannot
8. Havaianas Marketing Plan 6
bring out of this country only the light-heartedness, joy, but we must also address the more
problematic aspects such as the condition of children, poverty and exploitation environment in
which the Italians have always been very sensitive.It also seems important to reconnect to a
particular segment that has known for more than ten years the quality of Havaianas and
appreciates the values: the world of surfing.
We have differenced our strategies in "Basic Strategies", which encompasses the entire range of
the three years, and "Strategies year by year” that will be focused on every single year.
3.3 Basic strategies
Social Network
In the core of our proposals for Havaianasit doesn’t have to be missed a free advertise offered by
social networks like Facebook and Twitter. It will be important to create a direct relationship with
the consumer, through tweets (short twitter posts) and comments on Facebook, communicative,
and certainly more in line with the requirements of the post-modern Internet surfer, and
especially expected to visit the site.
Social networks have become a way of communication B2C, and more importantly C2B, C2C and
even B2B. It will also be a fundamental meaning for the publication of events, Havaianas'
partnerships (for example the one with the world of surfing), and social initiatives.We also thought
about two contests on the website in the first two years.
The users to participate in various competitions must register by communicating their e-mail.
This will allow the company to create a large agenda of contacts through which it can
communicate the dates of events, promotional events and news of any kind in order to create a
direct line to the most loyal.
P.A.: Must be provided a person who thinks to the Internet sector in a fast, effective and unique
way because users are not willing to tolerate long delays, inefficiency and lack of answers to their
complaints.
Initiativesfor social
Since Havaianas in Italy is already involved in social work, what we recommend is to advertise
these initiatives through the website, with a special section up to date on what is being
undertaken, charity events, achievements, the projects to undertake, the funds collected.
Among other possible initiatives to be undertaken suggesting collaboration with UNICEF in the
"AdottaunaPigotta". From the 8th of December to the 24th of the month of each year, in fact, in
over 500 Squares in Italy, it is sold the Pigotta: a rag doll, present in all cultures of the world,
UNICEF will let package it by ordinary people, but also to designers and artists in special editions.
The funds raised are used to implement vaccination programs in countries in the South of the
World.
The manufacturing cost of the doll is extremely low because it is made of poor materials and
waste. Havaianas could, in our opinion, make a limited number of these dolls (such as 200 pieces),
dressed in typical Brazilian costumes and with our flip-flops at the foot.This would allow the
company to be active even in the winter season.
9. Havaianas Marketing Plan 7
Bear &Havaianas Surf Team
We have seen as the surf market presents singular peculiarity and precisely of these
considerations, it provides a strategy that will be repeated over a three years time.
Our idea should be the one to offer a project of Co-Marketing with Bear surfboards, one of the
emerging company in the Italian surf.
The Bear Company organizes a surf team who travels around Italy to participate to the four
competitions of the Italian circuit to which provides surf’s boards.
Our suggestion is to create a partnership with them receiving a strong visibility compared to an
accessible cost both in monetary and time spent terms.
• The Bear Surfboards could create a web page on their website about the Havaianas
collaboration.
• At the same time on the Havaianas website we could add a link that brings you on their
website.
• The new bus (provided by Bear Surfboards) used for transfers will have on each side the
Havaianas logo and also for the athletes are going to be provided t-shirts, sweatshirts, hats
and surf’s boards designed by Bear &Havaianas and they will obviously have the flip-flops
at their foot.
• A professional photographer will follow the team and the photos taken will be shared from
both companies.
3.4 Strategiesyearbyyear
3.4.1 First Year
Havaianas’ Event on the beach
Among the events planned for the first year we offer participation in a sporting event, with a
strong impact among the youth audience, on the Beach Volleyball, a discipline that in recent years
has enjoyed a great success.
The choice of this event is motivated by the strong link between sport (beach volley), beach (pitch)
and Brazil (more representative Team). The target to which we refer to is not absolutely a "Niche",
because the subjects participating in these events can both be professional athletes and also
amateurs, all sharing the desire to have fun, to socialize, to spend the whole days on the beach.
In a sport that requires being on the beach for several hours moving from one beach to another,
the use of our flip-flops becomes crucial, with comfort and ease of cleaning.
These types of events are a privileged channel to enter the gym: it is considered that the vast
majority of those who participate in beach volley tournaments are those who are engaged in
winter sports indoors and then they can lead our flip-flops in the locker rooms of the gyms.
Beach Volley Tournaments
Among the majority of national character tournaments we plan to be present as a main sponsor of
the two biggest events of the summer beach volley:
10. Havaianas Marketing Plan 8
• Bibione Beach Volleyball:The event takes place in Bibione, a beach town near Venice, in
three distinct events: May, June, and September.
• Kiklos Beach Volleyball:Thiseventistakingplace on the mostknown and touristic place in the
Riviera Romagnola (AdriaticCoast), with the samescheduleof the theBibioneevent.
Havaianas with its sun and fun spirit fits well within this event. We suggest its presence as a
partner of the event with the possibility of high visibility in an attractive village of great tourist
value. To support this point we suggest the participation of Havaianas in Kiklos's tournament,
following a sharp tourism in the Adriatic Riviera in the summer.
This will mean to be present among the sponsors of the tournament that will appear, with its own
brand, on technical material, advertising and various gadgets.
Internet Strategy
The expected contest for the first year is called: ‘Cattura le tueHavaianas’.
The consumer will send his own picture in the weirdest way that you can use the Havaianas flip-
flops: the most bizarre and original will be published on the website, with the possibility to be
commented form all users, and the winning picture well as becoming the image for the
communication campaign for Havaianas of the following year is going to win a trip for two people
for a week long in Brazil.
3.4.2 Second and Third year
Concerning the Havaianas events they will be replicated also in the second and third year.
Internet Strategy for the second year
The contest for this year is called: ‘Disegna le tueHavaianas’.
The consumer will be invited to draw his ownHavaianas: he/she can create the weirdest fantasy
that could describe his way of being, without changing the shape of the flip-flops, he could just
change an existing one. The best drawings will be published on the website and the best exemplar
will be made as limited edition the following year carrying on the name of the winner who could
become an external design for Havaianas in Italy.
4. DISTRIBUTION
From our research has emerged that Havaianas is distributed nation-wide, in particular in the
middle and southern Italy. In the beginning the Havaianas product was distributed only in high
fashion shops, nowadays we can find them in sports and high fashion shops.
Our distribution politics will be divided as follows:
4.1 First Year
Our goal this year will mainly focus on the increase in demand from the consumer more than in
increasing in supply. We will than restrict on keeping the product in areas where already exists,
trying to increase the informative aspect and the communication, which concern it on every level.
At the same time we will prepare the strategy for next year.
11. Havaianas Marketing Plan 9
Operative Strategy: Also if we don’t assume an active strategy regarding the distribution, they are
going to be carried out a series of actions in order to prepare the field for the Trade Relations that
are going to be consolidated next year.
It is going to be created a central database of all the retailers to be able to manage all the email
contacts, information’s and reserved news. We will show, in a non-commercial way, the Havaianas
world, which is being created, making us feel always to the others more active. You will have to
address a “unique” treatment to our faithful clients with arrangement of a web page dedicated to
the Relationship Online: this virtual space, which is going to be accessible only with a special
password, is representing a fundamental relationship between importers and retailers.
4.2 Second Year
The distribution, this year, will be the main focus so we will have to converge all efforts of the
company. Our aim will be to increase the distribution capacity of "coddling" retailers through
techniques that, as we shall see later, will share strategies on "Push" and "Pull".
We will bring Havaianas where they are fewer(South Italy), preferring the trendy shops and
resorts, and sports of the provincial capitals. As for the high-class shopping, we'll just deploy the
product where it is already in use, as these will be the subjects of a subsequent policy.
Approaching the product to the world of surfing, beach volley and sports in general, the goal is to
distribute the product in a widespread manner in the Havaianas shops specializing in clothing-
footwear and accessory equipment for these activities. In these environments, however, we would
not want to go with the whole range of models, but with those who we believe have features that
are more suited to the sports world, and consequently be able to seasonally adjust the sales: we
refer to traditional, brazil, style, top, and surfing. The models with patterns that resemble more
the heat, colour and fun will be dedicated exclusively to summer trade (such as high). These
presuppose a selection, although not rigid, about the stores that will sell various models of
Havaianas.
We will try to implement a commercial and personal loyalty program aimed to retailers. The
choice, in fact, is to pay particular attention to the shopkeepers, awareness that these are the
front line of Havaianas for the end customer.Requests features to the retailer will be mandatory:
interpersonal skills, courtesy, quick response times. Just as we must ensure that: after-sales
service, fulfilment of the terms and delivery time. Our motto will be to satisfy the retailer as well
as we wish that they would satisfy who goes to buy our flip-flops.
Operational Strategy "Pull"
Channel Information: We propose the creation of a magazine/catalogue that contains all models
of flip-flops, and those already present in Italy, and those that are not imported into our country
to give the possibility to amplify the offer, which allow orders differing in kind. The catalogue also
has illustrated the events and everything that deals with the world and philosophy of Havaianas.
Sales promotions: Retailers who order more than 750 pairs will be given the opportunity to join
the activity of promotion. For a limited time (e.g.From the 20th of May to the 20th of June)
Havaianasis committed to send for free to stores a quantity of gadgets (bracelets, rings, key
chains) and accessories (handbags, bags with rhinestones and logo or gift packs) in the size of 1/3
12. Havaianas Marketing Plan 10
of the order (forexample with an order of 750 pairs you will be entitled for 250 gadgets). Retailers
will offer the gadgets as a prize direct to consumers. It 's clear that such promotions will help to
create in-store traffic and improve the rotation on the shelves. This mechanism can be used only
seasonally to avoid creating situations of near-permanent promotion (promotional spiral) that
could damage the image of the brand and could change the buying behaviourof the consumer.
Operational Strategy"Push"
Discounts for re-sellers:Discountson reaching acertain amountpurchasedin order to pushretailersto
increasethe order.
Adverting space for resellers:Wewill givean opportunity for allretailersto participateactively in
theeventscalendar intheir province. Havaianaswill make availablespacesonposters,leaflets, flyers
andon theinsideof the structure thatwill hostthe eventon whichthe retailerwill be ableto
advertiseusingthe nameor logoof the store.Of courseeverything isfree.
We want tohighlighthow the adoptions of strategies such as those mentioned above
will, indirectly, a sort ofprotection from thephenomenon ofillegalimportation. In the long run, in
fact, itwill tendtowards a situation of equilibrium in which, for the retailer, the purchase ofparallel
importsfrom the market of flip-flops, no longer representa way to savea few dollars, butwill
provea wasteof the manyadvantagesofferedby our company.
4.3 Third Year
This year, we will propose a line of limited luxury edition for high fashion shop, while keeping all
other previous policies. In this area, we will focus on a selective distribution characterized by
limited availability and higher prices in selected stores. From our research in fashion stores we
have found that they are very interested in the traditional line of Havaianas because, while not
allowing them to a good profit margin, it sells very well by exerting a strong recall function and
visibility of the store to an atypical target. Retailers seem excited to be selling special versions of
Havaianasthat can only be found in their shops and in limited editions. There are many who
believe that it might give rise to a phenomenon of "collecting".
As seenin thepositioningof the third year, the logicwill be topush the producton the market witha
"push" strategyin orderto createfertile groundto go to theconquest ofthereality ofabove-average
levelthat does notseem toappreciatetodaythequality of theproduct and giveweight to
thosefeaturesthat make it uniqueand "authentic" in its kind. Withthis latest initiativeHavaianaswill
indeed bea productcross-worn bypeople of everysocial class.
Operational Strategy:The third yearwe will see uson the marketwith a strategy ofmanagement
andmaintenance ofwhat has been acquiredso far,and oneaimed on creatingan
extensionlinethrough theso-called"limitededition"to achievegoalsof image anddifferentiationof
demand, asseen previously. Thelimited editionlineshas to be allocatedto theexclusiveshopsof
fashionthat willbe threein an edition of2000 pieceseach. One of thesewill beimplemented
accordingto the modeldesigned by thewinner of the "Disegna le tueHavaianas".
13. Havaianas Marketing Plan I
Appendices
Appendix 1 –Sales’ Potentialin 3 years
1000000
900000
800000
700000
Sales
600000
2%
500000
50 %
400000
28,8 %
300000
0 1 2 3
Years
14. Havaianas Marketing Plan II
Appendix 2 - Questionnaire
Gender : Age:
1 Do you use flip-flops?
a. Yes
b. No
If you have aswered No go to the third question.
2 Why did you buy a pair of flip-flops?
a. Because it’s fashion
b. Because it’s fuctional.
c. I don’t know why.
3 Are flip-flops used on different occasions in your town?
a. Yes
b. No
4 Do you know the Havaianas Brand?
a. Yes
b. No
If you have aswered Yes to the previous question continue the questionnaire.
5 Do you own a pair of Havaianas flip-flops?
a. Yes
b. No
15. Havaianas Marketing Plan III
Appendix 3 – Results
For a total of 374 email questionnaire these charts show the results of our market analisys:
Gender
48% Female
52%
Male
Q1 - Do you use flip-flops?
16%
Yes
No
84%
Male Female
2%
32%
Yes Yes
68%
No 98% No
16. Havaianas Marketing Plan IV
Q 2 - Why did you buy a pair of flip-flops?
(This chart represent the subdivision of the 84% that use flip flops)
21%
Sceptics
10%
Fashion
69%
Functional
Q 3 - Are flip-flops used on different occasions
in your town?
23%
Yes
No
77%
17. Havaianas Marketing Plan V
Q 4 - Do you know the Havaianas Brand?
35%
Yes
No
65%
Q 5 - Do you own a pair of Havaianas flip-flop?
(Question linked to the previous answer)
21%
No
Yes
79%
The 79% that has a pair of Havaianas represents the 28% of all respondents.
18. Havaianas Marketing Plan VI
Appendix 4 – Budget estimated
BASIC STRATEGIES
Web Responsible 18000 €
Initiatives for social 200 rag dolls x 5 € 1000 €
Bear & Havaianas Surf Team:
Clothing 1000 €
Gadgets 500 €
Photographer 8 days x 150 € 1200 €
Total 21700 €
FIRST YEAR STRATEGIES:
Basic strategies 21700 €
Beach Volley Tournament:
Sponsor package 9000 €
Photo Contest ‘Cattura le tue Havainas’:
Travel award in Brazil 2500 €
Total 33200 €
SECOND YEAR STRATEGIES:
Basic strategies 21700 €
Distribution:
Catalogs 2000 units x 1,50 € 3000 €
Gadgets for retailers 30000 units x 0,50 € 15000 €
Discounts for retailers* 20000 €
Total 59700 €
THIRD YEAR STRATEGIES:
Basic strategies 21700 €
Distribution 38000 €
Limited Editions Catalogs 1000 units x 1,50 € 1500 €
Total 61200 €
TOTAL 154100 €
* Assuming that 200 retailers could make an order of 250 flip flops, they will receive a
discount of 5% for the next 100 flip flops ordered. In regard of a flip flop average price
of 20 € we can forecast this cost for the company:200 x 100x (20 € x 5 %) = 20000 €
19. Havaianas Marketing Plan VII
SubdivisionWork
Students ID number Percentage
Campa Enrico A00150755 25%
Doronzo Giuseppe A00150759 25%
Marti Giulia A00168075 25%
Palermo Luca A00150769 25%
Total 100%