This ten-year company report and 3-year marketing plan for Lobel Company has been created by its three managers to deliver to the company’s CEO a summary of the outstanding performance of Lobel, as well as a proposed marketing plan with future directions. Lobel was launched ten periods ago and has experienced great demand for its offerings. Research proved that the target market of Nutrites and Clinites consumers would like to buy our cosmetics and supplements contrary to other companies’ products. The marketing environment has been very receptive to the Lobel’s high-quality products. Over the next three years, Lobel can increase its distribution, offer improved products, and win new customers.
This document provides a situational analysis and marketing strategy reflection for a simulation involving four companies competing in the Buffalo industry. It summarizes the company's performance, challenges faced, and strategies used over 8 periods of the simulation. The company initially led the Sonite market but faced attacks, so it reacted by improving existing products and launching new ones. It also gained an early advantage in the new Vodite market by investing in research. While managing competitive pressures in both markets, the company was able to grow its market share and sustain rising share prices through the period.
Team E achieved a cumulative ROI of 6.4%, generated $1.276 billion in revenues through sales of 3029 units, and increased their market share to 19.3%, resulting in a $728 thousand contribution after marketing and a stock price index of 3623. Their strong financial performance was driven by growing market share and revenues while maintaining high returns on investment.
Markstrat simulation report. A team of 5 students from different countries managed the marketing department of
a virtual firm (Markstrat Simulation). The team had to make decisions regarding marketing
mix, R&D, brand portfolio, commercial team and market research studies. Team
performed well: at the end of the simulation, firm ranked 13 out of 46 virtual firms with
reference to Stock Price Index (SPI). University project. In English
The document summarizes the strategies and performance of Team A's company Sonite over 10 periods in the MBAe2010 industry simulation. In period 2, Sonite focused its marketing on target groups and achieved the #1 market share position with a net profit of $28,680. In period 4, Sonite launched a new product but its products became too spread out, causing it to lose market share to 19.5% and profit fell. No strategies or performance are described for periods 6-10. The forecast predicts continuing assessment of competitive position, product offerings, marketing strategy, research and development, and analysis of market position.
- The document analyzes the Sonite and Vodite industries that Firm I competed in over 10 years. It discusses market segments, costs, products, distribution, and competitors.
- In Sonite, Firm I's most successful product was SISI, which targeted the growing Singles segment. In Vodite, their product VIFA found success among Followers.
- Across both industries, advertising expenditures comprised the largest portion of Firm I's costs. R&D costs were also substantial for entering the new Vodite market.
The document provides an overview of market performance for companies Sonite and Vodite in a simulation game. Over 8 periods, the total market increased 5 times and Sonite held 12% market share while Vodite dramatically grew to 1000% market share. For the next periods, the total market is projected to increase 103% while Sonite is expected to decrease 7% and Vodite increase 159%. The document also outlines strategies, mistakes made, and recommendations for each company to improve performance.
The document analyzes the financial and market performance of a company over 6 periods, including metrics like net contribution, ROI, stock price, market share, and marketing investments. It shows fluctuations in sales revenue, expenses, and profits impacting other KPIs. Different brands are launched and their prices, awareness, and purchase intentions are tracked over time.
This document contains information about Group B10's performance over 8 periods in a simulated market. It lists the members of Group B10 and provides data on the group's total market share, revenue, expenses, and brand portfolio over time. It also outlines the strategies Group B10 employed in each period, and summarizes the outcomes and lessons learned. The group worked to modify existing products, launch new products to target different segments, and expand into the Vodite market while maintaining their Sonite market share.
This document provides a situational analysis and marketing strategy reflection for a simulation involving four companies competing in the Buffalo industry. It summarizes the company's performance, challenges faced, and strategies used over 8 periods of the simulation. The company initially led the Sonite market but faced attacks, so it reacted by improving existing products and launching new ones. It also gained an early advantage in the new Vodite market by investing in research. While managing competitive pressures in both markets, the company was able to grow its market share and sustain rising share prices through the period.
Team E achieved a cumulative ROI of 6.4%, generated $1.276 billion in revenues through sales of 3029 units, and increased their market share to 19.3%, resulting in a $728 thousand contribution after marketing and a stock price index of 3623. Their strong financial performance was driven by growing market share and revenues while maintaining high returns on investment.
Markstrat simulation report. A team of 5 students from different countries managed the marketing department of
a virtual firm (Markstrat Simulation). The team had to make decisions regarding marketing
mix, R&D, brand portfolio, commercial team and market research studies. Team
performed well: at the end of the simulation, firm ranked 13 out of 46 virtual firms with
reference to Stock Price Index (SPI). University project. In English
The document summarizes the strategies and performance of Team A's company Sonite over 10 periods in the MBAe2010 industry simulation. In period 2, Sonite focused its marketing on target groups and achieved the #1 market share position with a net profit of $28,680. In period 4, Sonite launched a new product but its products became too spread out, causing it to lose market share to 19.5% and profit fell. No strategies or performance are described for periods 6-10. The forecast predicts continuing assessment of competitive position, product offerings, marketing strategy, research and development, and analysis of market position.
- The document analyzes the Sonite and Vodite industries that Firm I competed in over 10 years. It discusses market segments, costs, products, distribution, and competitors.
- In Sonite, Firm I's most successful product was SISI, which targeted the growing Singles segment. In Vodite, their product VIFA found success among Followers.
- Across both industries, advertising expenditures comprised the largest portion of Firm I's costs. R&D costs were also substantial for entering the new Vodite market.
The document provides an overview of market performance for companies Sonite and Vodite in a simulation game. Over 8 periods, the total market increased 5 times and Sonite held 12% market share while Vodite dramatically grew to 1000% market share. For the next periods, the total market is projected to increase 103% while Sonite is expected to decrease 7% and Vodite increase 159%. The document also outlines strategies, mistakes made, and recommendations for each company to improve performance.
The document analyzes the financial and market performance of a company over 6 periods, including metrics like net contribution, ROI, stock price, market share, and marketing investments. It shows fluctuations in sales revenue, expenses, and profits impacting other KPIs. Different brands are launched and their prices, awareness, and purchase intentions are tracked over time.
This document contains information about Group B10's performance over 8 periods in a simulated market. It lists the members of Group B10 and provides data on the group's total market share, revenue, expenses, and brand portfolio over time. It also outlines the strategies Group B10 employed in each period, and summarizes the outcomes and lessons learned. The group worked to modify existing products, launch new products to target different segments, and expand into the Vodite market while maintaining their Sonite market share.
The document appears to be a presentation covering various topics related to brand performance and financial analysis for a company. It includes sections on brand overview, share price index, total market share, financial analysis, and brand breakdown by period. Specific brands discussed include Most, Mold, and Move. Charts are presented on share price index and total market share. Lessons learned focus on recapturing market share, remaining viable, missed opportunities in the Vodite market, more closely monitoring competition, and the commercial team.
The document discusses the strategies and decision-making process of a company playing a business simulation game over 9 periods, focusing on being the first mover in the emerging Vodie market, setting objectives to dominate specific segments, and balancing budgets to fund R&D, production, and marketing while maintaining stock performance and market share leadership. Key lessons highlighted include benefits of early market entry, importance of long-term strategies and goals, need for flexibility, and budget management challenges of running a large diversified business.
Mark strat simulation( firm presentation)Evelyne Otto
Firm M initially targeted high income earners and savers with two brands, MOST and MOVE. Over 10 periods, the company engaged in R&D to develop new brands targeting different segments, eventually focusing on professionals and followers with the MORE and MEGA brands. While revenue increased from $33,313 to $51,035 over this time, earnings fluctuated due to issues with brand performance, pricing, and competition in the market. Lessons learned included the importance of segmentation, targeting, positioning, and accounting for costs in pricing strategies.
Team U analyzed their past performance over 8 rounds. In rounds 1-3 they had the highest net contribution and market capitalization but made mistakes like inadequate advertising spending. Rounds 4 saw low sales due to conservative forecasting. Rounds 5-8 showed improved forecasting, R&D, and consistent advertising/sales spending resulting in only one inventory issue. Going forward, they recommend focusing on existing brands, targeted advertising, and matching hiring to demand. Predictions are for net contribution and SPI to increase 16.67% based on improved strategies.
Team I - Markstrat Final Presentation at UC Davisbkfirebird
The document summarizes the strategies and lessons learned from Markstrat Team I. Some of the key points discussed include having the goals of becoming the stock price and ROI leader in the vodite market while maintaining a moderate presence in the sonite market. It discusses the team's process of quick data aggregation, consensus building, and focusing on R&D strategy. The document also provides insights on their product portfolio decisions, pricing strategies, handling competitor dynamics, production planning, and importance of financial metrics.
Markstrat Simulation Game - using Segmentation, Targeting, and PositioningSharanya Ray
Marketing Strategy Game - Markstrat Simulated Envrionment.
A presentation based on assessments periodically.
Prepared during coursework of Marketing Strategy(MKTG504) at Lancaster University Management School.
Metabical is claimed to be a safe and effective weight loss drug. The case study describe the analysis of marketing strategy used to introduce the drug in the market and also establish a viable positioning for the product.
1) The document outlines the goals, strategy, targets, products, pricing, advertising, and performance of Team Kamikaze's marketing plan for two product lines - SONITE and VODITE.
2) For SONITE, the team focused their investment on the SALT product and discontinued the SAMA product. For VODITE, they launched the VALT product to gain 100% market share and later improved it as VAL2.
3) The team made several mistakes in their targeting, pricing, and advertising decisions that impacted performance. They hope to achieve substantial growth in key metrics like NMC, ROI, and stock price by the end of the planning period.
Comprehensive Learning Note comprising of:
Performance Analysis
Past Decisions and Implications
Comparison of Key Metrics
Trends and Scenarios
Indicators (Lead and Lag)
Learning Experience
The document discusses Metabical, a new weight loss drug, and provides recommendations around demand forecasting, packaging, pricing strategies, and profitability over the first five years. It suggests that demand forecasting should use a combination of two scenarios. A package size of four weeks is recommended to ensure results within three months without missed doses. Three pricing strategies are outlined between $75-150, recommending $125 for good market penetration, branding, and ROI. The impact of pricing on five-year profitability is also addressed.
The document summarizes PharmaSim simulation results for periods 0-4 of Group 1. Key decisions included increasing prices of Allround and introducing new product Allround+ in capsule form. Net income decreased in some periods due to lower sales volume and market share. Strategies focused on increasing sales force, adjusting promotion and advertising budgets. The group aimed to strengthen Allstar's brand and market position against competitors through new products and marketing mix decisions in each period.
Winning PharmaSim Marketing Game StrategyLaura Winger
With a symphony of heavy data mining and simulation, my team was able to beat the competition (teams of fellow classmates) with no spending on pricey market research reports in this marketing game.
Colgate-Palmolive is launching a new technologically superior toothbrush called the Precision Toothbrush in a competitive market. It faces challenges in gaining credibility and preventing cannibalization of existing products. The document analyzes positioning the brush as a niche or mainstream product, branding, test results that found the brush more effective but unusual looking, and recommendations such as niche marketing initially, aggressive advertising of its benefits, and free dental checkups to promote the issue it addresses.
1. The document outlines a company's product targeting and marketing strategies over multiple periods in a simulation. They initially targeted low income consumers but realized private brands would dominate that segment, so switched to targeting singles and median income consumers.
2. They underestimated competition in some segments like affluent consumers but found success targeting health conscious consumers as first movers. They preempted competitors by developing family-oriented products.
3. Both successes with strategic targeting and failures from underestimating competitors are discussed. Key lessons included focusing on important elements like advertising, making bold choices with tradeoffs, and paying close attention to competitors.
The document analyzes Omnitel's strategy for entering the Italian mobile phone market as the second competitor by launching a new pricing plan called LIBERO without monthly fees to attract customers and gain market share from the dominant incumbent TIM. It provides details on the Italian mobile market context, customer profiles, Omnitel and TIM's strategies, and projected monthly revenues from Omnitel's LIBERO plan versus TIM's existing plans.
The document outlines the strategies and results of managing the pharmaceutical company Allstar in the PharmaSim simulation. It discusses Allstar's objectives to earn the highest net income, stock price, market share, and manufacturer sales. Through adjusting prices, increasing sales forces, promoting products, and launching new products, Allstar was able to become the market leader and earn the highest net income and market share. Key lessons learned include understanding product nature, adapting strategies, and realizing limitations of the simulation.
This document summarizes a business plan to market an optical distortion device as a cost-effective alternative to debeaking chickens. It discusses positioning the product as reducing bird mortality, trauma, and feed costs. It outlines targeting medium and large farms in high chicken density regions. Pricing is set at $0.18 per pair to maximize profits through an even split with farmers of $0.28 in total savings per hen from reducing mortality, trauma, and feed costs. The 5-year plan projects revenues, expenses, and pre-tax income as distribution expands through regional sales offices to achieve 50% market penetration across the continental US.
Tweeter Electronics: Marketing Case AnalysisDipak Senapati
Tweeter is a specialty consumer electronics retailer founded in 1972 providing mid to high-end equipment through 21 stores by 1996. While Tweeter's growth rate had been better than the industry average, it faced challenges with its sale-based pricing reducing its quality/service positioning. To address this, Tweeter abandoned sales, introduced Automatic Price Protection to assure best prices, and shifted marketing from print ads to radio/TV to promote competitiveness. This helped change consumer behavior from waiting for sales to everyday fair pricing, improving Tweeter's performance.
D.light designs and sells affordable solar lanterns in developing countries. It sells its three product lines - S2, S20, S300 - through local dealers and distributors in 32 countries. The lanterns provide bright, clean lighting as an alternative to kerosene lanterns. D.light faces challenges in building credibility, creating a new product category, and overcoming the legacy of kerosene, but sees opportunities through demonstrating quality, trustworthy distribution partners, and emphasizing solar's advantages over kerosene.
This document provides a global marketing plan for introducing the Korean cosmetic brand IOPE into the Australian market. It begins with an executive summary and overview of the company and product. It then analyzes the political, economic, sociocultural and technological environment in Australia. Market segmentation identifies primary and secondary target segments. Objectives are to increase sales and market share while elevating the brand. Strategies address product positioning, pricing, distribution, and promotional communication tactics to successfully launch IOPE in Australia.
TitleABC123 Version X1Marketing Plan Outline and TimeTakishaPeck109
Title
ABC/123 Version X
1
Marketing Plan Outline and Timeline
1Marketing Plan Outline and Timeline
Marketing Plan
You are expected to develop a marketing plan, according to the outline below, for a product or service of your choosing. The product or service must be identified by the end of Week 1. The product or service you select is used to develop the assignments for Weeks 2 through Week 6. References must be included for each section.
There are no defined standards for the length of the marketing plan; however, your plan must disclose complete marketing strategies and provide reliable and valid references and data supporting the strategies to convince the target audience. The plan must be written in plain language that would be easily understood by stakeholders.
Marketing Plan Outline
Your final marketing plan must consist of the following sections. Refer to the timeline for due dates for each section and subsection. Assignments may include modifications to these lists. Please use lists provided in assignments only.
· Executive Summary:
· Strategic Objectives
· Products or Services
· Resources Needed
· Projected Outcomes
· Situational Analysis:
· Vision, Mission, Strategic objectives, Values
· Internal Analysis
· Strengths/Weaknesses
· Capability/Capacity
· Competitor’s Strengths/Weaknesses
· Technological Competency
· Product or Service Analysis
· Market Segments
· Research
· Primary Research
· Secondary Research
· Consumer Analysis
· Customer Profile
· Continuous Consumer Monitoring & Research
· Environmental Scanning
· Identify Market, Economic, Technological, Regulatory, Legal, Social, and Ecological Forces
· Current Opportunities
· Potential Future Opportunities
· Current Threats
· Potential Future Threat
· Target Market(s):
· Demographics
· Psychographics
· Ethical Issues
· Legal Issues
· Social Issues
· Product, Place/Distribution, Promotion, and Price Strategies:
· Product Descriptions and Product/Service Mix Strategies
· Product/Service Determinants
· Creating a Brand Image
· Maintaining Brand Image
· Branding Concerns
· Distribution Strategies
· Channels, Mass, Selective, Exclusive
· Promotion/Integrated Marketing Communication
· Advertising Strategy/Objectives
· Push and Pull
· Media Strategy
· Advertising Execution
· Sales Promotion
· Direct Marketing
· Public Relations/Strategies
· Positioning
· Dynamic/Static Pricing Strategies
Marketing Plan Timeline
Week 1: Marketing Plan Topic
· Consider your company and product or service selection in Week 1. You may select an existing type of product or service or a new product or service but it must be global or multi-regional. Once you have selected your product or service, you must define the size and type of company that provides the product or service (available from annual reports). This need not be elaborate but must include total number of employees, production volume, distribution methods, and so forth. ...
The document appears to be a presentation covering various topics related to brand performance and financial analysis for a company. It includes sections on brand overview, share price index, total market share, financial analysis, and brand breakdown by period. Specific brands discussed include Most, Mold, and Move. Charts are presented on share price index and total market share. Lessons learned focus on recapturing market share, remaining viable, missed opportunities in the Vodite market, more closely monitoring competition, and the commercial team.
The document discusses the strategies and decision-making process of a company playing a business simulation game over 9 periods, focusing on being the first mover in the emerging Vodie market, setting objectives to dominate specific segments, and balancing budgets to fund R&D, production, and marketing while maintaining stock performance and market share leadership. Key lessons highlighted include benefits of early market entry, importance of long-term strategies and goals, need for flexibility, and budget management challenges of running a large diversified business.
Mark strat simulation( firm presentation)Evelyne Otto
Firm M initially targeted high income earners and savers with two brands, MOST and MOVE. Over 10 periods, the company engaged in R&D to develop new brands targeting different segments, eventually focusing on professionals and followers with the MORE and MEGA brands. While revenue increased from $33,313 to $51,035 over this time, earnings fluctuated due to issues with brand performance, pricing, and competition in the market. Lessons learned included the importance of segmentation, targeting, positioning, and accounting for costs in pricing strategies.
Team U analyzed their past performance over 8 rounds. In rounds 1-3 they had the highest net contribution and market capitalization but made mistakes like inadequate advertising spending. Rounds 4 saw low sales due to conservative forecasting. Rounds 5-8 showed improved forecasting, R&D, and consistent advertising/sales spending resulting in only one inventory issue. Going forward, they recommend focusing on existing brands, targeted advertising, and matching hiring to demand. Predictions are for net contribution and SPI to increase 16.67% based on improved strategies.
Team I - Markstrat Final Presentation at UC Davisbkfirebird
The document summarizes the strategies and lessons learned from Markstrat Team I. Some of the key points discussed include having the goals of becoming the stock price and ROI leader in the vodite market while maintaining a moderate presence in the sonite market. It discusses the team's process of quick data aggregation, consensus building, and focusing on R&D strategy. The document also provides insights on their product portfolio decisions, pricing strategies, handling competitor dynamics, production planning, and importance of financial metrics.
Markstrat Simulation Game - using Segmentation, Targeting, and PositioningSharanya Ray
Marketing Strategy Game - Markstrat Simulated Envrionment.
A presentation based on assessments periodically.
Prepared during coursework of Marketing Strategy(MKTG504) at Lancaster University Management School.
Metabical is claimed to be a safe and effective weight loss drug. The case study describe the analysis of marketing strategy used to introduce the drug in the market and also establish a viable positioning for the product.
1) The document outlines the goals, strategy, targets, products, pricing, advertising, and performance of Team Kamikaze's marketing plan for two product lines - SONITE and VODITE.
2) For SONITE, the team focused their investment on the SALT product and discontinued the SAMA product. For VODITE, they launched the VALT product to gain 100% market share and later improved it as VAL2.
3) The team made several mistakes in their targeting, pricing, and advertising decisions that impacted performance. They hope to achieve substantial growth in key metrics like NMC, ROI, and stock price by the end of the planning period.
Comprehensive Learning Note comprising of:
Performance Analysis
Past Decisions and Implications
Comparison of Key Metrics
Trends and Scenarios
Indicators (Lead and Lag)
Learning Experience
The document discusses Metabical, a new weight loss drug, and provides recommendations around demand forecasting, packaging, pricing strategies, and profitability over the first five years. It suggests that demand forecasting should use a combination of two scenarios. A package size of four weeks is recommended to ensure results within three months without missed doses. Three pricing strategies are outlined between $75-150, recommending $125 for good market penetration, branding, and ROI. The impact of pricing on five-year profitability is also addressed.
The document summarizes PharmaSim simulation results for periods 0-4 of Group 1. Key decisions included increasing prices of Allround and introducing new product Allround+ in capsule form. Net income decreased in some periods due to lower sales volume and market share. Strategies focused on increasing sales force, adjusting promotion and advertising budgets. The group aimed to strengthen Allstar's brand and market position against competitors through new products and marketing mix decisions in each period.
Winning PharmaSim Marketing Game StrategyLaura Winger
With a symphony of heavy data mining and simulation, my team was able to beat the competition (teams of fellow classmates) with no spending on pricey market research reports in this marketing game.
Colgate-Palmolive is launching a new technologically superior toothbrush called the Precision Toothbrush in a competitive market. It faces challenges in gaining credibility and preventing cannibalization of existing products. The document analyzes positioning the brush as a niche or mainstream product, branding, test results that found the brush more effective but unusual looking, and recommendations such as niche marketing initially, aggressive advertising of its benefits, and free dental checkups to promote the issue it addresses.
1. The document outlines a company's product targeting and marketing strategies over multiple periods in a simulation. They initially targeted low income consumers but realized private brands would dominate that segment, so switched to targeting singles and median income consumers.
2. They underestimated competition in some segments like affluent consumers but found success targeting health conscious consumers as first movers. They preempted competitors by developing family-oriented products.
3. Both successes with strategic targeting and failures from underestimating competitors are discussed. Key lessons included focusing on important elements like advertising, making bold choices with tradeoffs, and paying close attention to competitors.
The document analyzes Omnitel's strategy for entering the Italian mobile phone market as the second competitor by launching a new pricing plan called LIBERO without monthly fees to attract customers and gain market share from the dominant incumbent TIM. It provides details on the Italian mobile market context, customer profiles, Omnitel and TIM's strategies, and projected monthly revenues from Omnitel's LIBERO plan versus TIM's existing plans.
The document outlines the strategies and results of managing the pharmaceutical company Allstar in the PharmaSim simulation. It discusses Allstar's objectives to earn the highest net income, stock price, market share, and manufacturer sales. Through adjusting prices, increasing sales forces, promoting products, and launching new products, Allstar was able to become the market leader and earn the highest net income and market share. Key lessons learned include understanding product nature, adapting strategies, and realizing limitations of the simulation.
This document summarizes a business plan to market an optical distortion device as a cost-effective alternative to debeaking chickens. It discusses positioning the product as reducing bird mortality, trauma, and feed costs. It outlines targeting medium and large farms in high chicken density regions. Pricing is set at $0.18 per pair to maximize profits through an even split with farmers of $0.28 in total savings per hen from reducing mortality, trauma, and feed costs. The 5-year plan projects revenues, expenses, and pre-tax income as distribution expands through regional sales offices to achieve 50% market penetration across the continental US.
Tweeter Electronics: Marketing Case AnalysisDipak Senapati
Tweeter is a specialty consumer electronics retailer founded in 1972 providing mid to high-end equipment through 21 stores by 1996. While Tweeter's growth rate had been better than the industry average, it faced challenges with its sale-based pricing reducing its quality/service positioning. To address this, Tweeter abandoned sales, introduced Automatic Price Protection to assure best prices, and shifted marketing from print ads to radio/TV to promote competitiveness. This helped change consumer behavior from waiting for sales to everyday fair pricing, improving Tweeter's performance.
D.light designs and sells affordable solar lanterns in developing countries. It sells its three product lines - S2, S20, S300 - through local dealers and distributors in 32 countries. The lanterns provide bright, clean lighting as an alternative to kerosene lanterns. D.light faces challenges in building credibility, creating a new product category, and overcoming the legacy of kerosene, but sees opportunities through demonstrating quality, trustworthy distribution partners, and emphasizing solar's advantages over kerosene.
This document provides a global marketing plan for introducing the Korean cosmetic brand IOPE into the Australian market. It begins with an executive summary and overview of the company and product. It then analyzes the political, economic, sociocultural and technological environment in Australia. Market segmentation identifies primary and secondary target segments. Objectives are to increase sales and market share while elevating the brand. Strategies address product positioning, pricing, distribution, and promotional communication tactics to successfully launch IOPE in Australia.
TitleABC123 Version X1Marketing Plan Outline and TimeTakishaPeck109
Title
ABC/123 Version X
1
Marketing Plan Outline and Timeline
1Marketing Plan Outline and Timeline
Marketing Plan
You are expected to develop a marketing plan, according to the outline below, for a product or service of your choosing. The product or service must be identified by the end of Week 1. The product or service you select is used to develop the assignments for Weeks 2 through Week 6. References must be included for each section.
There are no defined standards for the length of the marketing plan; however, your plan must disclose complete marketing strategies and provide reliable and valid references and data supporting the strategies to convince the target audience. The plan must be written in plain language that would be easily understood by stakeholders.
Marketing Plan Outline
Your final marketing plan must consist of the following sections. Refer to the timeline for due dates for each section and subsection. Assignments may include modifications to these lists. Please use lists provided in assignments only.
· Executive Summary:
· Strategic Objectives
· Products or Services
· Resources Needed
· Projected Outcomes
· Situational Analysis:
· Vision, Mission, Strategic objectives, Values
· Internal Analysis
· Strengths/Weaknesses
· Capability/Capacity
· Competitor’s Strengths/Weaknesses
· Technological Competency
· Product or Service Analysis
· Market Segments
· Research
· Primary Research
· Secondary Research
· Consumer Analysis
· Customer Profile
· Continuous Consumer Monitoring & Research
· Environmental Scanning
· Identify Market, Economic, Technological, Regulatory, Legal, Social, and Ecological Forces
· Current Opportunities
· Potential Future Opportunities
· Current Threats
· Potential Future Threat
· Target Market(s):
· Demographics
· Psychographics
· Ethical Issues
· Legal Issues
· Social Issues
· Product, Place/Distribution, Promotion, and Price Strategies:
· Product Descriptions and Product/Service Mix Strategies
· Product/Service Determinants
· Creating a Brand Image
· Maintaining Brand Image
· Branding Concerns
· Distribution Strategies
· Channels, Mass, Selective, Exclusive
· Promotion/Integrated Marketing Communication
· Advertising Strategy/Objectives
· Push and Pull
· Media Strategy
· Advertising Execution
· Sales Promotion
· Direct Marketing
· Public Relations/Strategies
· Positioning
· Dynamic/Static Pricing Strategies
Marketing Plan Timeline
Week 1: Marketing Plan Topic
· Consider your company and product or service selection in Week 1. You may select an existing type of product or service or a new product or service but it must be global or multi-regional. Once you have selected your product or service, you must define the size and type of company that provides the product or service (available from annual reports). This need not be elaborate but must include total number of employees, production volume, distribution methods, and so forth. ...
Colgate-Palmolive is a global manufacturer and distributor of oral care, personal care and home care products. It offers a wide range of toothpastes, toothbrushes, mouthwashes, bar and liquid soaps, deodorants, and cleaning products. The company faces weaknesses such as high debt levels and risks from product recalls. It aims to minimize these weaknesses and combat threats like economic instability and competition through strategies such as increasing its focus on the growing U.S. market, using revenue increases to pay down debt, and continuously innovating new products. The company will evaluate the success of these strategies through metrics like achieving a higher percentage of sales from North America and lowering its debt-to-equity ratio
This document proposes an e-marketing strategy for Coca Cola as the official supplier of the 2012 Olympics in the UK. It recommends utilizing digital media like mobile phones and the internet, which over 75% of the UK population will have access to by 2012. The strategy includes conducting market analysis to understand the environment and competitors. It suggests segmenting the market and targeting customers. The marketing plan involves developing a theme, messages to promote Coca Cola over six months across digital channels, and allocating 60% of the budget to mobile and 40% to internet based on user ratios. In conclusion, it recommends using the theme "Coca Cola...the word of Energy and Power Drinks", a six month timeline, five
FEEDBACK FOR REVISINGI want you to imagine you are writing .docxmydrynan
FEEDBACK FOR REVISING:
I want you to imagine you are writing for a C-level person. Don;t think it is me. This is someone who has never read anything else you have written. With that in mind, what would that person need to read in order to better understand the market and the competitors? Also, does that person need more details in the SWOT to better understand the situation they are facing? Tell me more about the competition in your own words. I can read a balance sheet, but tell me who these other competitors are and why they are getting the better of Kohl's.
Read the paper again and work on the flow. Does it flow or does it feel choppy? (again, this is a general comment and may not be specific to your paper).
Is the main problem a drop in sales? Or, is it that Kohl's isn't able to innovate and deliver what customers want? Sales are a symptom of another problem. Focus on the problem. You can add the symptoms, but focus on the problem.
When you are addressing each problem in your solutions section, make sure you address each problem as you listed them in the previous section. For instance, if you say:
Kohl's problems are:
1) lack of innovation
2) poor marketing
3) strong competition
Then, in the solutions section you would write about each problem in that order. Don't make the reader think. Especially in a business setting. Most likely, the reader will only read the Executive Summary. But, I will be reading the entire paper.
I will be really looking at your problem descriptions, your solutions, your implementation plans, and success metrics. These are relatively new section (with the exception of the problem descriptions). Regardless if I agree or disagree with the solutions, I want to hear you make the case for why your proposed solution is THE solution. Does that make sense?
Surname 1
Term Paper Title
Name
BA 301 Final Term Paper
Section Number (e.g., Section 002)
Date
Table of Contents
3Executive Summary
Situation Analysis
4
Problem Analysis & Description
9
Solution
s, Evaluation & Recommendation12
Implementation Plan15
Success Metrics17
1Bibliography
8
Executive Summary
Kohl Corporation is a reputed player in the lifestyle industry. The company has weathered a fair share of storms, with the global economic crisis in 2008 hitting it the hardest. However, the company has maintained strong performance in the aftermath of the crisis, setting good records on growth. In the last three years, however, revenues have grown at a slower pace than expected, mainly due to ineffective marketing strategies.
The paper examines the situation for Kohl, citing the need for solutions towards a very profitable future. First, the Y generation, commonly called the millennials, is tech-savvy, preferring to do shopping online as opposed to stores. That raises the need for Kohl to construct solutions on this level to take advantage of the economic growth, increase consumption and trendy lifestyles of the millennials. In so doing, the compa ...
TitleABC123 Version X1Marketing Plan Outline and Time.docxjuliennehar
Title
ABC/123 Version X
1
Marketing Plan Outline and Timeline
MKT/571 Version 10
1Marketing Plan Outline and Timeline
Marketing Plan
You are expected to develop a marketing plan, according to the outline below, for a product or service of your choosing. The product or service must be identified by the end of Week 1. The product or service you select is used to develop the assignments for Weeks 2 through Week 6. References must be included for each section.
There are no defined standards for the length of the marketing plan; however, your plan must disclose complete marketing strategies and provide reliable and valid references and data supporting the strategies to convince the target audience. The plan must be written in plain language that would be easily understood by stakeholders.
Marketing Plan Outline
Your final marketing plan must consist of the following sections. Refer to the timeline for due dates for each section and subsection. Assignments may include modifications to these lists. Please use lists provided in assignments only.
· Executive Summary:
· Strategic Objectives
· Products or Services
· Resources Needed
· Projected Outcomes
· Situational Analysis:
· Vision, Mission, Strategic objectives, Values
· Internal Analysis
· Strengths/Weaknesses
· Capability/Capacity
· Competitor’s Strengths/Weaknesses
· Technological Competency
· Product or Service Analysis
· Market Segments
· Research
· Primary Research
· Secondary Research
· Consumer Analysis
· Customer Profile
· Continuous Consumer Monitoring & Research
· Environmental Scanning
· Identify Market, Economic, Technological, Regulatory, Legal, Social, and Ecological Forces
· Current Opportunities
· Potential Future Opportunities
· Current Threats
· Potential Future Threat
· Target Market(s):
· Demographics
· Psychographics
· Ethical Issues
· Legal Issues
· Social Issues
· Product, Place/Distribution, Promotion, and Price Strategies:
· Product Descriptions and Product/Service Mix Strategies
· Product/Service Determinants
· Creating a Brand Image
· Maintaining Brand Image
· Branding Concerns
· Distribution Strategies
· Channels, Mass, Selective, Exclusive
· Promotion/Integrated Marketing Communication
· Advertising Strategy/Objectives
· Push and Pull
· Media Strategy
· Advertising Execution
· Sales Promotion
· Direct Marketing
· Public Relations/Strategies
· Positioning
· Dynamic/Static Pricing Strategies
Marketing Plan Timeline
Week 1: Marketing Plan Topic
· Consider your company and product or service selection in Week 1. You may select an existing type of product or service or a new product or service but it must be global or multi-regional. Once you have selected your product or service, you must define the size and type of company that provides the product or service (available from annual reports). This need not be elaborate but must include total number of employees, production volume, distribution meth ...
February 21 Nestlé fy11 roadshow transcript (f)Nestlé SA
The document is a transcript from a Nestlé investor roadshow presentation in February 2012. In the presentation, Nestlé executives discuss the company's strong financial performance in 2011, with 7.5% organic growth and margin expansion. They highlight how Nestlé has consistently delivered on its business model over the past decade through organic growth, acquisitions, and divestitures. The executives also discuss opportunities in consumer trends around nutrition, health and wellness, and how Nestlé is transforming its portfolio and business model to capitalize on these trends globally.
P13-3AWHITLOCK COMPANY Income Statement For the Year Ended N.docxalfred4lewis58146
P13-3A
WHITLOCK COMPANY
Income Statement
For the Year Ended November 30, 2015
Sales revenue
$7,700,000
Cost of goods sold
Beginning inventory
$1,900,000
Purchases
4,400,000
Goods available for sale
6,300,000
Ending inventory
1,400,000
Total cost of goods sold
4,900,000
Gross profit
2,800,000
Operating expenses
1,150,000
Net income
$1,650,000
P13-7A
WHITLOCK COMPANY
Income Statement
For the Year Ended November 30, 2015
Sales revenue
$7,700,000
Cost of goods sold
Beginning inventory
$1,900,000
Purchases
4,400,000
Goods available for sale
6,300,000
Ending inventory
1,400,000
Total cost of goods sold
4,900,000
Gross profit
2,800,000
Operating expenses
1,150,000
Net income
$1,650,000
Running head: CHIPOTLE 1
CHIPOTLE 2
Chipotle
Students Name
Student ID
Professor’s name
Date of Submission
IV. Cost of Production
There are many forms of costs incurred by Chipotle although the major ones are three. The operating costs includes of food costs, labor costs, and operating costs that include the payments to the management and machinery. The restaurant company has efficiently and effectively used to ensure that the company has remained at the peak in terms of profitability. Most of the company’s cost has been on the foods that are being used. In fact, the cost of food in the year 2013 accounted 33.40% that was equivalent to $ 1.1 billion of the revenues that were collected. The key ingredients that are being used have been increasing in cost rapidly. Another form of cost that the company has been incurring is the labor cost. Over twenty-three percent of the company’s revenues are incurred in catering for labor cost. This amount was estimated to be seven hundred and thirty million dollars in 2013. Advertising costs and marketing expenses by the firm have accounted for ten percent of the total revenues generated. Effective use of these costs has led to a tremendous growth in the profitability of the firm. The profitability has been increasing over the recent years, and the growth in 2013 was twenty-six percent.
The financial records of the Chipotle reveal that the company has no debt despite the costs that have been increasing. The fixed costs that the company was initially incurring in the rented stores have reduced as a result of the company’s indulgence in the construction of their shops. Labor costs have contributed to the success of the firm since the firm has been hiring qualified and skilled personnel. The firm has been engaging in Research & Development to improve the profitability of the firm. However, this has been impacting the firm positively and in a way has contributed to the success of the firm operating in the America and Europe continent (Wy.
This document recommends a pair trade by going long on Unilever and short on L'Oreal. Unilever continues to reshape its portfolio to focus on emerging markets and its HPC division enjoys good market share momentum. L'Oreal is the world's largest cosmetics group but its growth may slow in the second half of 2012 as costs rise. The pair trade bets that Unilever will outperform L'Oreal due to Unilever's emerging market focus and portfolio reshaping.
1. New market development involves researching new market segments and exploring opportunities to utilize existing goods or services with potential new consumers.
2. The product development process defines work to be done at both a macro and micro level across phases from research and preclinical trials to new drug application and production launch.
3. Strategies like market penetration, market development, product development and diversification presented in Ansoff's Matrix provide a framework for companies to understand uncertainties in growth.
Renata Ltd. is a pharmaceutical company that produces painkillers and antioxidants. It has production facilities in Finland and the USA and distributes products in the USA, Finland, and France. The company aims to gain market share through innovative products and marketing campaigns. As sales manager, the report discusses conducting a SWOT analysis and setting objectives to increase Renata's market share to 55% by the end of the current round and 60% by the following round through analyzing competitors and adjusting the marketing mix.
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GROWTH STRATEGY OF UNILEVER IN EMERGING MARKETS.
Zydus Group was founded in 1952 and restructured in 1995 into Cadila Healthcare and Cadila Pharmaceuticals. Cadila Healthcare later adopted the name Zydus Group. Zydus Group has achieved strong growth in global markets like the US, Europe, Japan, and emerging markets. In the US, Zydus is among the top 20 fastest growing generic companies and focuses on difficult to make products. Financially, Zydus has grown significantly from 2005-2006 to 2009-2010 in total income, EBIT, EPS, and R&D expenditures.
Following years of growth and favourable market trends, the global life sciences industry now finds itself facing a ‘new normal’. By any measure it is still a stand-out performer globally, and a key strategic area for the EMEA region. However, markets are changing.
Life science companies must adopt new business models to achieve the following:
Counter slowing sales growth
Stem profitability challenges
Deliver patient outcomes that reflect higher consumer expectations
Position the industry for future success and innovation.
Making these adjustments successfully will come down to individual companies’ ability to find, engage and retain the right people. For the most part, the challenge is about talent and the ability of each organisation, regardless of location, to source it.
Here, we look at the top five issues facing the industry and how organisations in the region can respond.
The document provides information and instructions for Assessment 1, which requires students to develop a 5-year marketing plan for the Co-op Group's food retailing business. It will account for 50% of the final grade. Students must submit the assignment by the deadline and meet formatting requirements. The assessment addresses learning outcomes related to marketing strategies and ethics. To pass, students must demonstrate knowledge of marketing concepts and trends, apply theory to critically evaluate the Co-op's strategies, and develop a viable marketing plan to help rebuild the business.
H&M is a Swedish clothing retailer known for fast fashion at low prices. In recent years, it has grown rapidly by opening many new stores globally and through strategic partnerships with fashion designers. For the 2009 fiscal year, H&M saw a 15% increase in sales but weaker growth due to the recession. It plans further expansion in key markets in 2010 through new stores and online sales in the UK. Key strengths are its fashion offerings and quality at low prices, while weaknesses include potential issues with its logistics and risks from oil price fluctuations.
Equity Valuation Project of Sinclair IS Pharma 2011bkw201ex
Sinclair IS Pharma is an international pharmaceutical company formed through the merger of IS Pharma and Sinclair Pharma. It has headquarters in London and Paris. The merger in 2011 created an integrated European specialist pharmaceutical firm. Sinclair IS Pharma reported sales growth of 19.1% in fiscal year 2011 but losses of £11.67 million. Its stock performance has significantly underperformed comparable companies, falling 33.1% over the past year. The company operates in the competitive European pharmaceutical industry, which faces issues of increasing costs, regulation, and pressure on drug pricing.
This document provides an analysis of PepsiCo's international business environment and financial status. It discusses PepsiCo's portfolio of brands which generate over $1 billion in annual sales each. It also summarizes PepsiCo's first quarter 2012 performance, noting 4% growth in reported net revenue and 5% growth in constant currency net revenue, driven by pricing increases and growth in emerging markets. Operating profit was flat on a reported basis and declined 6% on a core basis, reflecting division performance and higher corporate expenses.
Population Health- Health and Human Services Description.docxstilliegeorgiana
Population Health- Health and Human Services
Description: The baccalaureate graduate nurse will apply leadership concepts, skills, and
decision making in providing care in a variety of settings.
Course Competencies: 3) Integrate concepts from behavioral, biological and natural sciences to
review health needs of diverse populations. 7) Conduct a windshield survey. 8) Develop a plan
to meet an identified need in the community. 10) Discuss the sociopolitical, economic, and
ethnic characteristics of a community and their influence on population health.
QSEN Competencies: 1) Patient-Centered Care 3) Evidence-Based Practice 5) Safety
BSN Essential II
Area Gold
Mastery
Silver
Proficient
Bronze
Acceptable
Acceptable
Mastery not
Demonstrated
Observations
Social service
agencies, clinics,
dentists, doctors,
urgent care,
pharmacy? How far
is the nearest
hospital?
Is there access to
healthy food
choices-grocery
store(s),
restaurant(s), and
number of fast food
restaurants?
Facilities for
seniors? Long term
care facilities?
All of the listed
observations are
clearly addressed
and discussed in
a comprehensive
and detailed
manner with 2 or
more specific
examples.
Additional
issues, not listed
are addressed.
Three or more of
the listed
observations are
not present or
discussed in
depth
Two or less of
the listed
observations are
not present or
discussed in
depth
Does not
include
observations
Provide
recommendations
for two additional
health and/or social
service resources to
address the selected
population group
Provide
recommendation
s for two
additional health
and/or social
service resources
to address the
selected
population group
Provide
recommendation
s for two
additional health
and/or social
service resources
but does not
address the
selected
population group
Provide
recommendation
s for one
additional health
and/or social
service resources
to address the
selected
population group
Does not
include
observations
APA, Grammar,
Spelling, and
Punctuation
No errors in APA,
Spelling, and
Punctuation.
One to three errors
in APA, Spelling,
and Punctuation.
Four to six errors
in APA, Spelling,
and Punctuation.
Seven or more
errors in APA,
Spelling, and
Punctuation.
References Provides two or
more references.
Provides two
references.
Provides one
references.
Provides no
references.
Running head: BUSINESS 1
BUSINESS 2
Week 3 Assigment 1
Latonya Louden
Strayer University
BUS499 Business Administration Capstone
Brian Grizzell
02/04/2020
Strategic Management and Strategic Competitiveness
Globalization
Apple Inc is one of the most successful public corporations today. It has been ranked number one on the Forbes list for the last decade. Being an American multinational tech company, Appl ...
This document provides an executive summary and strategic analysis of Procter & Gamble (P&G). The summary outlines P&G's business model, history of strategic changes, competitive advantages, and preliminary findings. P&G markets consumer goods globally and generates revenue through product sales. While early strategies focused on diversification and innovation, recent changes have moved toward integration and streamlining brands. P&G employs differentiation strategies tailored to regional customer preferences. The analysis evaluates how P&G's goals, resources, and organizational structure fit its business strategy and identifies issues to address in further reports.
Similar to Markstrat Challenge:10-year Report & 3-year Marketing Plan - Lobel Company (20)
Temple of Asclepius in Thrace. Excavation resultsKrassimira Luka
The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) CurriculumMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐄𝐏𝐏 𝐂𝐮𝐫𝐫𝐢𝐜𝐮𝐥𝐮𝐦 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐡𝐢𝐥𝐢𝐩𝐩𝐢𝐧𝐞𝐬:
- Understand the goals and objectives of the Edukasyong Pantahanan at Pangkabuhayan (EPP) curriculum, recognizing its importance in fostering practical life skills and values among students. Students will also be able to identify the key components and subjects covered, such as agriculture, home economics, industrial arts, and information and communication technology.
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐍𝐚𝐭𝐮𝐫𝐞 𝐚𝐧𝐝 𝐒𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫:
-Define entrepreneurship, distinguishing it from general business activities by emphasizing its focus on innovation, risk-taking, and value creation. Students will describe the characteristics and traits of successful entrepreneurs, including their roles and responsibilities, and discuss the broader economic and social impacts of entrepreneurial activities on both local and global scales.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
Gender and Mental Health - Counselling and Family Therapy Applications and In...PsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
Leveraging Generative AI to Drive Nonprofit Innovation
Markstrat Challenge:10-year Report & 3-year Marketing Plan - Lobel Company
1. 10-YEAR COMPANY REPORT
3-YEAR MARKETING PLAN
Company: Lobèl (L)
Team: Psylla Evangelia (131956)
Prontani Ioanna (174825)
Livanou Anthoula (118430)
Course: MK 4447 A1
Advanced Marketing Management & Metrics
Due Date: April 25, 2018
Instructor: Dr. Paraskevi Sarantidou
2. 2
EXECUTIVE SUMMARY
This ten-year company report and 3-year marketing plan for Lobel Company has been created
by its three managers to deliver to the company’s CEO a summary of the outstanding
performance of Lobel, as well as a proposed marketing plan with future directions. Lobel was
launched ten periods ago and has experienced great demand for its offerings. Research proved
that the target market of Nutrites and Clinites consumers would like to buy our cosmetics and
supplements contrary to other companies’ products. The marketing environment has been very
receptive to the Lobel’s high-quality products. Over the next three years, Lobel can increase
its distribution, offer improved products, and win new customers.
3. 3
TABLE OF CONTENTS
Introduction...............................................................................................................................4
1. Situation Analysis The 5 Cs Approach...............................................................................5
1.1 Company .....................................................................................................................5
1.2 Customers..................................................................................................................13
1.3 Competition...............................................................................................................17
1.4 Collaborators..................................................................................................................19
1.5 Context ...........................................................................................................................23
2. SWOT Analysis................................................................................................................24
3. Objectives & Strategies for Lobèl ....................................................................................25
4. Marketing Research..........................................................................................................27
5. Financials..........................................................................................................................28
6. Implementation & Control ...............................................................................................30
References................................................................................................................................32
Appendix A..............................................................................................................................33
Appendix B..............................................................................................................................34
4. 4
INTRODUCTION
This project consists a ten-year company report, evaluation of results through specific
marketing metrics, as well as a three-year projection for the company. More specifically, the
report will provide with an extended analysis of 5Cs, an elaborated SWOT analysis referring
to strengths, weaknesses, opportunities and threats of the company. Objectives, strategies and
marketing research will follow. Finally, financials and strategy implementation of the company
will be presented.
5. 5
1. Situation Analysis The 5 Cs Approach
As defined by the AMA (2018), a situation analysis is the systematic compendium and
examination of past and present data to identify trends and conditions that might influence
business performance and strategy. It is the underpinning of a strategic marketing plan and
embraces the study of both internal factors (to detect strengths/weaknesses) and external factors
(to pinpoint threats/opportunities).
1.1 Company
Lobèl is a cosmetics and supplements company that operates in the Aeneas Industry of the
Markstrat Simulation Game. Overall, it markets five brands; four in the Clinites (cosmetics)
and one in the Nutrites Market (Supplements) and the brands are called LULU, LILO, LIMO,
LIME and LIKE. The brands and the periods of their introduction to the market is depicted in
Figure 1.
P3
=3
P4 P6 P0 P0
Figure 1 Lobèl's Brand Portfolio
6. 6
Figure 2 Lobel's Financial Position
Lobel was constantly increasing its revenues throughout the simulation game at an increasing
rate from $35,723,000 to $320,751,000 during the ten periods. As a result, Lobel managed to
be number one in revenues in terms of its competitors.
P0 P1 P2 P3 P4 P5 P6 P7 P8 P9 P10
R$ 35.703 44.364 46.103 61.194 114.117 122.709 152.233 197.821 255.162 279.784 320.751
CBM$ 16.184 21.995 24.964 32.782 59.227 74.412 93.981 125.269 169.117 189.128 226.742
CAM$ 10.706 14.249 16.233 19.208 41.993 54.919 66.855 99.087 137.133 152.973 189.375
EBT$ 10.461 13.854 9.455 15.931 43.018 56.101 69.116 93.993 131.607 150.313 188.544
0
50.000
100.000
150.000
200.000
250.000
300.000
350.000
Lobel's Financial Position
(SR-CBM-CAM-EBT in $)
7. 7
Figure 3 Relationship between CBM%-CAM%-EBT%
Also, Lobel managed to increase its CAM% of total revenues from 30% (P0) to 59% (P10).
The CBM% of total revenues was increased as well from 45% (P0) to 71% (P10). The EBT%
respectively, increased from 29% (P0) to a 59% (P10).
Figure 4 Brand Contribution (CAM$) LULU P10
Finally, in terms of brand contribution, LULU reached its highest brand contribution by P10
($103M CAM) due to successfully implemented pricing and positioning strategies, LILO
followed with $57M, LIKE with $15M, LIME with $8M and LIMO with $6M.
P0 P1 P2 P3 P4 P5 P6 P7 P8 P9 P10
EBT% 29% 31% 21% 26% 38% 46% 45% 48% 52% 54% 59%
CAM% 30% 32% 35% 31% 37% 45% 44% 50% 54% 55% 59%
CBM% 45% 50% 54% 54% 52% 61% 62% 63% 66% 68% 71%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Relationship between CBM%-CAM%-EBT%
8. 8
By P10, Lobèl managed to successfully meet its four main objectives:
1. Be in the Top-3 companies in SPI
Figure 5 SPI
2. Be the leader in both Total SOM$ and SOMu
Figure 6 Total SOM$
9. 9
3. Lead all companies in Net Contribution by P10
Figure 8 Net Contribution P10
Figure 7 Total SOMu
10. 10
In terms of net contribution, it seems like Lobel and Stars are at the same level. However,
Lobel managed to surpass Stars by $0.3M, as it can be observed in Figure 9.
Figure 9 Aeneas Industry Benchmarking
4. Be a healthy-debtless company by P10
During P4-5-6 funding was provided to the company to cover and support expenses regarding
product development and advertising of the new brands LULU, LILO and LIMO. By P9,
Lobel achieved the total reimbursement of its payables.
Table 1 Debt Reimbursement
P0 P1 P2 P3 P4 P5 P6 P7 P8 P9 P10
Loan received 0 0 0 0 3.247 4.147 5.539 0 0 0 0
Loan reimbursed 0 0 0 0 0 -1.082 -2.465 -4.311 -3.229 -1.846 0
11. 11
Besides its four main objectives, Lobèl achieved strong presence in all segments due to Porter’s
Focus strategy which was adopted by all brands. To support and implement its vision, Lobèl
became also consumer-oriented and R&D-focused. More specifically, each brand tried to
match the ideal values of its targeted segment either by conducting R&D studies or by
repositioning through advertising. Figures 10 and 11 demonstrate all conducted studies
throughout the simulation game.
Figure 10 R&D studies in Clinites
Figure 11 R&D studies in Nutrites
12. 12
Finally, by leading the way in terms of Total SOM, Lobèl managed, consequently, to be the
leader in both markets with brand LILO and LULU.
Figure 12 Advertising Expenditures per Company P0-P10
The flow of advertising expenditures per company throughout the simulation game is depicted
in Figure 10. As noted, Companies S and R are first in terms of advertising spending, whereas
Lobel kept its advertising spending at low levels. Having in mind that Lobel achieved to be the
first in SOMu, it is indicated that Lobel used its resources efficiently.
13. 13
1.2 Customers
Segmentation was firstly introduced to deal with heterogeneity in the market by grouping
customers who have similar buying behaviour and product preferences. By achieving market
homogeneity, allocation of resources is more efficient (Smith, 1956). Economic pricing led to
the development of the segmentation theory which refers to profit maximization by price
discrimination between different segments (Wind, 1978).
There are two completely independent markets in Markstrat, Clinites and Nutrites. These
markets are comprised of several segments with different needs, characteristics and purchase
decision making standards.
The Clinites Market includes five segments: High Earners (Hi), Low-Income Families (Lo),
Singles (Si), Affluent Families (Af), Medium-Income Families (Me) (Appendix A).
The Nutrites Market consists of three segments: Health Conscious (He), Families (Fa),
Elderly People (El) (Appendix B).
Venter et al. (2015) suggest that the STP process includes three stages, which Lobèl followed
with piety. First, Lobèl grouped customers with similar needs and buying behaviours. Second,
resources were allocated according to the targeting of segments. Finally, Lobèl products were
positioned accordingly through specific marketing efforts.
Lobèl, following the theoretical foundations of Ansoff's matrix which regards product-market
growth (Iacobucci, 2013), focused not only to market penetration and development by
managing existing products, but also to product development and diversity by evolving and
introducing products in new-emerging markets. Also, although Lobèl’s strategy was to target
all segments, its value was to simultaneously serve each segment well and, thus, each brand
was focused on one segment and its needs exclusively, i.e.: each brand was developed and
produced according to the ideal values of its segment.
14. 14
Lobèl started in P0 with two existing Clinites brands: LIKE and LIME, targeting Me-Si and
Af-Hi respectively. Gradually, LIKE focused its targeting to Si and LIME followed the same
strategy, targeting only Hi.
Figure 13 LIKE (Clinites brand)
Figure 14 LIME (Clinites brand)
15. 15
In P3, Lobèl introduced a new innovative brand in the Nutrites market named LULU, targeting
initially He and gradually switching to El exclusively, following the diffusion of innovation
theorem, according to which, He were treated as Innovators and El as Early Majority (Rogers,
2010). Due to the launch of this brand, Lobèl’s sales increased by 16% but company’s profits
decreased by 7% in P3, because the company wanted to invest on the brand. However, the
investment paid back, since by the end of the simulation game, LULU became the most
contributing brand to the company.
Figure 15 Diffusion of Innovation Theorem
Figure 16 LULU (Nutrites Brand)
16. 16
In P4, Lobèl launched LILO, a new Clinites brand, targeting Lo, with the objective to beat
private labels and be the leader not only in its targeted segment, but also in Clinites market
overall. This brand became the leader in Lo and increased Lobèl’s sales by 9% and its profits
by 6% in the period of its launch.
r
Figure 17 LILO (Clinites Brand)
In P6, Lobèl presented LIMO, a new Clinites brand, targeting Af. This brand increased Lobèl’s
sales by 2% but company’s profits decreased by 6% in P6, because the company wanted to
invest on the brand. However, the investment paid back, since by the end of the simulation
game, LIMO became the leader in its target segment and contributed to company’s profits by
3%.
Figure 18 LIMO (Clinites Brand)
17. 17
1.3 Competition
According to Porter and his model on five forces article the five forces, which shape the
industry competition are the threat of new entrants, bargaining power of suppliers, rivalry
among existing competitors, bargaining power of buyers and finally threat of substitute
products or services. The forces must be understood, because their role is important to shape
industry competition, which is the starting point for developing strategy. Companies should
know the average profitability of the industry they operate and how this is changing over the
years. The five forces uncover the reason why industry profitability is what it is, as well as the
most outstanding aspects of the competitive environment. (Porter, 2008)
Figure 19 Revenues, EBT$, EBT%
Lobel’s main competitors are companies Stars and Real and this can be identified by the slight
differences in amount of revenues (Lobel: $320M, Stars: $310M, Real $290M). The same
pattern occurs to the EBT$ and EBT% (See Figure 19)
L M N R S T
Revenues 320.751 66.989 203.848 290.841 310.310 227.220
Earnings before taxes 188.544 23.454 103.160 160.097 188.220 127.693
EBT% 59% 35% 51% 55% 61% 56%
0%
10%
20%
30%
40%
50%
60%
70%
0
50.000
100.000
150.000
200.000
250.000
300.000
350.000
REVENUES x EBT$ x EBT%
Aeneas Industry
Revenues Earnings before taxes EBT%
18. 18
Lobel faced intense competition in the Clinites market by SILK, TINY and RICH and in the
Nutrites Market by SUPER, RUN and TU.
Figure 20 SOMu in Clinites
Figure 21 SOMu in Nutrites
P0 P1 P2 P3 P4 P5 P6 P7 P8 P9 P10
LILO 04% 05% 08% 10% 16% 18% 16%
SILK 08% 08% 08% 10% 16% 14% 14% 12% 12% 14% 14%
TINY 08% 10% 14% 15% 10% 12% 10% 09% 07% 06% 06%
RICH 08% 08% 07% 06% 05% 11% 13% 13% 09% 07% 07%
0
0,02
0,04
0,06
0,08
0,1
0,12
0,14
0,16
0,18
0,2
SHARE OF MARKET IN VOLUME
CLINITES MARKET
LILO SILK TINY RICH
19. 19
1.4 Collaborators
Lobel’s collaborators are the four different channels of distribution: Mass Merchandisers,
Specialized Mass Merchandisers, Department Stores and Beauty Portals. The number of outlets
is depicted in Figures 22 and 23, according to which it is indicated that the majority of
company’s sales will stem most probably from Mass Merchandisers and Department Stores.
Figure 22 Number of outlets per Channel – Clinites
Figure 23 Number of outlets per Channel – Nutrites
20. 20
In addition, Salespeople are important collaborators since they consist the front line of
company, who implement marketing promotions and bring the sales. Due to the introduction
of LILO, whose objective was to be the leader in the Lo, the company had to invest most of its
resources on sales people and merchandising (see Figure 24).
Figure 24 Cumulative Commercial Industry Expenditures
21. 21
Lobel directed its brands in strategic intensive distribution decisions, which were implemented
according to segments’ shopping habits. In Figure 23 it is noted that all Lobel brands managed
to have high distribution coverage in all targeted channels.
According to Iacobucci (2013), intensive distribution is selected for products that are sold in
many kind of stores and especially for products that consumers do not need to drive far to
purchase them. Thus, Lobel directed its brands in strategic decisions regarding intensive
distribution, which were implemented according to segments’ shopping habits (Figures 26 and
27). In Figure 25 it is noted that all Lobel brands managed to have high distribution coverage
in all targeted channels.
Figure 25 Distribution Coverage Lobel Brands
LILO LIKE LIME LULU LIMO
Specialized Mass 36% 43% 32% 37% 21%
Mass Merchandisers 59% 38% 17% 43% 11%
Dept. Stores 12% 23% 56% 39% 35%
Beauty Portals 40% 40% 40% 40% 20%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
DISTRIBUTION COVERAGE
LOBEL BRANDS
Beauty Portals Dept. Stores Mass Merchandisers Specialized Mass
23. 23
1.5 Context
External macro-environment was stable, since no inflation or major socio-economic changes
occurred. Overall market was steadily increasing at a decreasing rate in terms of units and, in
terms of segments, Lo (Clinites) and El (Nutrites) resulted to be the most attractive ones to
invest in.
Figure 28 Segment GR Clinites
Figure 29 Segment GR Nutrites
P0 P5 P10
Low Income 19% 13% 10%
Affluent Families 10% 10% 04%
Singles 29% 08% 05%
High Earners 21% -02% -05%
Medium Income 16% -06% -01%
-10%
-05%
00%
05%
10%
15%
20%
25%
30%
35%
SEGMENT GROWTH RATE (per 5 periods)
-20%
00%
20%
40%
60%
80%
100%
120%
140%
160%
180%
P0 P5 P10
SEGMENT GROWTH RATE P0-P5-P10
NUTRITES MARKET
HE FA EL
24. 24
2. SWOT Analysis
A SWOT analysis is purposing in revealing positive or optimistic forces that work
synergistically and in detecting potential issues that need to be addressed (Iacobucci, 2013).
25. 25
3. Objectives & Strategies for Lobèl
Lobel’s primary objectives are to (a) maintain the leading position in SOM$ and SOMu in
both markets, as well as to (b) maintain the leadership in net contribution and, finally, to (c)
become a leading company in SPI. To achieve its objectives, Lobel set some key metrics to
monitor performance and plan resources’ allocation accordingly.
A metric, as defined by Ambler (2000), is "a performance measure that top management
should review… The review should typically take place yearly or half-yearly… Metrics should
be necessary, precise, consistent ad sufficient for review purposes." Marketing metrics are
important in monitoring what competitors are doing and to understand their weaknesses and
strengths. Every company must identify its marketing metrics, i.e.: what it is to be measured to
set future strategies.
Lobel will monitor its (brand) performance through Purchase Intention, Brand Awareness
and Share of Market. All the metrics, will be always interrelated with CBM and CAM, which
represent the outcomes of the metrics it terms of their financial aspect and determine the
profitability of company’s actions and strategy.
Lobel’s main strategy for the company is to be profitable and to give back to the
stakeholders. To achieve that, it implemented different strategies for each of the brands.
Despite this, the overall strategy is the Focus strategy (serve one segment well), which is
adopted by each brand. Complementary to the Porter's Focus marketing strategy, Lobel
adopted the differentiation strategy for LULU, which is a unique and innovative brand,
introduced to a new market. Finally, cost leadership strategy was adopted, which was adjusted
for LILO. By cost leadership is meant that the brand will produce high quantities with the
lowest possible costs and selling them at the lowest price point possible, creating, in this way,
high profit margins.
26. 26
As a result, and since Lobel is known for its brands, the company is adopting brand-oriented
strategies to meet its objectives.
The strategies that will be followed for each brand are:
27. 27
4. Marketing Research
Marketing research is needed, to select facts about the market. Lobel invested in
research for the Clinites Market, with the purpose of monitoring the customers, the
competitors’ actions, relationships between competitors, Lobel and its collaborators, as well as
how customers perceive Lobel’s brands. This investment is important to direct brands’
forecasting for the production and the sales, as well as to observe the market trends to adopt its
products’ characteristics to the customers’ perceptions.
Lobel also invested in research studies for the Nutrite market, which is a new market for the
Aeneas industry, so we needed the same information for sales forecasting, production of units,
customers’ needs, as well as the competition pricing, positioning and advertising costs.
28. 28
5. Financials
A projected Profit & Loss statement is depicted in Table 2. Lobel projected its revenues and
units to be sold based on the overall industry growth, by accumulating Clinites and Nutrites
market growth numbers in units for P11 and by applying and accumulating the growth rates of
each market for P12 and P13. Given that Lobel would have a budget of $38,5M for its
advertising, commercial and research expenses, the company decided to allocate the majority
of resources to the commercial team relatively to advertising. Since the company’s margins are
healthy, Lobel will proceed with financing to fund R&D studies. The loan will be fully
reimbursed in the two following periods without harming its profitability, as it is indicated by
EBT%.
Table 2 P&L Statement P11-P13 Lobel
P11 P12 P13
TOTAL MARKET 131.842 138.434 145.356
SOMIN VOL 28% 30% 32%
SOMIN $ 27% 30% 33%
UNITS SOLD 35.597 41.530 47.967
Avg. Selling Price 12,82 12,88 13,02
Avg. Cost/Unit 3,91 3,29 3,29
Revenues 456.216 535.075 624.344
Cost of goods sold 139.328 136.801 158.005
Inventory holding costs 0 0 0
Inventory selling costs 0 0 0
Contribution before marketing 316.888 398.275 466.339
%SR 69% 74% 75%
Advertising media 13.600 13.600 13.600
Advertising research 2.400 2.400 2.400
Commercial team costs 23.500 23.500 23.500
Contribution after marketing 277.388 358.775 426.839
%SR 61% 67% 68%
Market research studies 850 880 900
Research and development 2.500
Loan reimbursed 1.250 1.250
Loan received 2.500
Interests paid
Exceptional costs or profits
Earnings before taxes 274.038 356.645 424.689
%SR 60% 67% 68%
29. 29
Figure 30 Evolution of Projected Revenues
The projected revenues of Lobel will increase, as shown in Figure 31. Given the cost reduction
that will occur due to the implementation of R&D projects, Lobel will increase its margins and
will be more profitable, resulting in this way to higher budgets for advertising and
merchandising purposes. The aforementioned increase of margins is depicted in Figure 32.
Figure 31 CBM%-CAM%-EBT% relationship
P11 P12 P13
R$ 456.216 535.075 624.344
-
100.000
200.000
300.000
400.000
500.000
600.000
700.000
EVOLUTION OF PROJECTED REVENUES
P11 P12 P13
EBT% 60% 67% 68%
CAM% 61% 67% 68%
CBM% 69% 74% 75%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
CBM%-CAM%-EBT%
CBM% CAM% EBT%
30. 30
6. Implementation & Control
The entire proposed plan will be monitored though the aforementioned metrics. If the plan
works as proposed, no changes will be made. In case of more positive results than expected,
Lobel will maintain its strong aspects that brought the result and further improve details that
could boost the company even more, such as the size of commercial team or research in
advertising. In case of negative results, Lobel will re-examine its strategies and alter resource
allocation and positioning. If results are extremely pessimistic, Lobel might want to rethink
commercial team sizes, existence of brands or other miscellaneous expenditures.
32. 32
References
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Ambler, T. (2000). Marketing Metrics. Business Strategy Review, 11(2), 59-66.
doi:10.1111/1467-8616.00138
David, F. (1993). Strategic Management, 4th Ed. New York, NY: Macmillan Publishing
Company.
Iacobucci, D. (2013). Pricing. In MM4. Mason, Oh.: South-Western College Publishing.
Porter, Michael E. "The Five Competitive Forces That Shape Strategy." Special Issue on HBS
Centennial. Harvard Business Review 86, no. 1 (January 2008): 78–93.
Smith, W. R. (1956). PRODUCT DIFFERENTIATION AND MARKET SEGMENTATION
AS ALTERNATIVE MARKETING STRATEGIES. Journal Of Marketing, 21(1), 3-
8.
Rogers, E. (2010). Diffusion of Innovations. Simon and Schuster.
Venter, P., Wright, A., & Dibb, S. (2015). Performing market segmentation: a performative
perspective. Journal Of Marketing Management, 31(1-2), 62-83.
doi:10.1080/0267257X.2014.980437
Wind, Y. (1978). Issues and Advances in Segmentation Research. Journal Of Marketing
Research (JMR), 15(3), 317-337.
35. 35
Appendix C
- Mass Merch
• Wide variety of goods
• Strive to operate on low price-high volume
• Minimize overheads - Lower service offered - Lack of technical
expertise
• Different product categories
• Distribute the cheaper/lower quality products
- Specialized Mass
• Smaller or more organized chains
• Geographically closer
• High level of Customer Service
• Not a big variety of product categories
• Carry a broad product line
• More expensive and/or high performance products
• High level of expertise
- Dep. Stores
• Wide product assortments
• Extensive customer service
• Organized chains
• Are often organized in chains that have a degree of power in
negotiating margins with manf. = porter’s power of buyers
- Beauty Portals
• Web-only merchants
• All portals have different char. In terms of awareness strength etc.
• Key advantage = convenience
• Access to unlimited choice
• Primary concerns : privacy & security