The advertising brief is for the Maserati GranCabrio luxury convertible. The target audience is wealthy females aged 30-40 in Sydney seeking a luxury high-performance vehicle. The media plan allocates $400,000 across print magazines, local newspapers, and online ads promoting the GranCabrio's customization options and performance. The goal is to increase Maserati's market share and GranCabrio sales by highlighting its combination of power, speed, and vast color/material combinations available through Maserati's configurator.
The document discusses Dell's potential expansion into the large server market. It analyzes both the pros and cons of this move, including that Dell's direct sales model may not succeed for large servers which have different customer requirements. The document also compares Dell's potential costs if it entered this market versus IBM's existing costs, finding Dell could achieve cost reductions from 25-50% through efficiencies like its call center representatives. It concludes by weighing options like outsourcing services to existing partners versus directly competing with IBM, noting tradeoffs to consider regarding customer interface, meeting service level agreements, and maintaining Dell's core competencies.
The document analyzes Coca-Cola's "Liquid & Linked" content strategy, which is based on the idea that stories spread value through owned, earned, shared, and paid media, with social media at the heart. It discusses eight principles of the strategy, including embracing customers as a new sales force, listening and engaging, thinking big but starting small and scaling fast, prioritizing speed over perfection, disrupting or being disrupted, not accepting the status quo, playing well with others, and giving consumers shareworthy content to feel like stars. It cites examples from brands like IKEA, Nike, and Gatorade that exemplify the strategy.
This document analyzes the soft drink industry, specifically Coca-Cola and PepsiCo, and discusses factors that contribute to the profitability of concentrate producers over bottlers. It examines Porter's five forces and determines that suppliers, buyers, substitutes and potential entrants do not greatly threaten the industry's profitability. While internal rivalry is intense between Coke and Pepsi, they primarily compete through advertising rather than lowering prices. The document concludes that vertical integration of concentrate producers into bottling may not be necessary, as bottlers already have incentives to cooperate, and contract amendments could ensure efficient investment in bottling infrastructure.
Mountain Man Brewing Company : Harvard Case AnalysisDiksha Asthana
This document summarizes information about Mountain Man Beer Company (MMBC), including its key people, current situation, competitors, consumers, and marketing strategies. MMBC is facing declining sales as younger drinkers prefer light beers. To attract this demographic, MMBC is considering launching a light beer brand. However, this could undermine its core brand equity if not done carefully. The document analyzes MMBC's options to drive growth while staying true to its original brand identity.
Mountain Man Brewing Company:Bringing the Brand to LightRoshan Mishra
The document discusses the history and current state of Mountain Man Lager, an independent brewery founded in 1925 in West Virginia. It was well established by the 1960s but now faces declining sales and changing consumer preferences toward lighter beers. The company generates $50 million annually from its sole brand but revenues were down 2% in 2005. Younger consumers prefer light beers which provide an opportunity. The CEO has to decide whether to stick with the original brand, launch a new light brand, or extend the Mountain Man brand into light beer. Introducing a Mountain Man Light brand leverages existing brand equity and distribution while reaching a new demographic and has the best chance of profitability within two years.
The document provides a history of Coca-Cola from its invention in 1886 to present day. Some key points include:
- Coca-Cola was invented in 1886 by Dr. John Pemberton and first sold for 5 cents.
- Asa Candler acquired sole ownership of Coca-Cola in 1892 for $2,300.
- Coca-Cola was first bottled in 1894 and removed cocaine as an ingredient in 1903.
- The Coca-Cola Company saw continued growth and expansion throughout the 20th century, including manufacturing its 1 billionth gallon of syrup in 1944.
- Coca-Cola re-entered the Indian market in 1993 and has since launched several popular Indian brands
The document discusses Dell's potential expansion into the large server market. It analyzes both the pros and cons of this move, including that Dell's direct sales model may not succeed for large servers which have different customer requirements. The document also compares Dell's potential costs if it entered this market versus IBM's existing costs, finding Dell could achieve cost reductions from 25-50% through efficiencies like its call center representatives. It concludes by weighing options like outsourcing services to existing partners versus directly competing with IBM, noting tradeoffs to consider regarding customer interface, meeting service level agreements, and maintaining Dell's core competencies.
The document analyzes Coca-Cola's "Liquid & Linked" content strategy, which is based on the idea that stories spread value through owned, earned, shared, and paid media, with social media at the heart. It discusses eight principles of the strategy, including embracing customers as a new sales force, listening and engaging, thinking big but starting small and scaling fast, prioritizing speed over perfection, disrupting or being disrupted, not accepting the status quo, playing well with others, and giving consumers shareworthy content to feel like stars. It cites examples from brands like IKEA, Nike, and Gatorade that exemplify the strategy.
This document analyzes the soft drink industry, specifically Coca-Cola and PepsiCo, and discusses factors that contribute to the profitability of concentrate producers over bottlers. It examines Porter's five forces and determines that suppliers, buyers, substitutes and potential entrants do not greatly threaten the industry's profitability. While internal rivalry is intense between Coke and Pepsi, they primarily compete through advertising rather than lowering prices. The document concludes that vertical integration of concentrate producers into bottling may not be necessary, as bottlers already have incentives to cooperate, and contract amendments could ensure efficient investment in bottling infrastructure.
Mountain Man Brewing Company : Harvard Case AnalysisDiksha Asthana
This document summarizes information about Mountain Man Beer Company (MMBC), including its key people, current situation, competitors, consumers, and marketing strategies. MMBC is facing declining sales as younger drinkers prefer light beers. To attract this demographic, MMBC is considering launching a light beer brand. However, this could undermine its core brand equity if not done carefully. The document analyzes MMBC's options to drive growth while staying true to its original brand identity.
Mountain Man Brewing Company:Bringing the Brand to LightRoshan Mishra
The document discusses the history and current state of Mountain Man Lager, an independent brewery founded in 1925 in West Virginia. It was well established by the 1960s but now faces declining sales and changing consumer preferences toward lighter beers. The company generates $50 million annually from its sole brand but revenues were down 2% in 2005. Younger consumers prefer light beers which provide an opportunity. The CEO has to decide whether to stick with the original brand, launch a new light brand, or extend the Mountain Man brand into light beer. Introducing a Mountain Man Light brand leverages existing brand equity and distribution while reaching a new demographic and has the best chance of profitability within two years.
The document provides a history of Coca-Cola from its invention in 1886 to present day. Some key points include:
- Coca-Cola was invented in 1886 by Dr. John Pemberton and first sold for 5 cents.
- Asa Candler acquired sole ownership of Coca-Cola in 1892 for $2,300.
- Coca-Cola was first bottled in 1894 and removed cocaine as an ingredient in 1903.
- The Coca-Cola Company saw continued growth and expansion throughout the 20th century, including manufacturing its 1 billionth gallon of syrup in 1944.
- Coca-Cola re-entered the Indian market in 1993 and has since launched several popular Indian brands
The document summarizes the history and competition between Coca-Cola and Pepsi from 1886 to 2006. It discusses how each company was founded and grew initially. In the late 20th century, both experienced ups and downs as consumption levels fluctuated and they launched new products and diversified. Pepsi became more aggressive in adapting to trends like the rise of non-carbonated drinks, while Coke struggled with execution issues. By 2004, Pepsi had grown its portfolio beyond cola drinks and achieved higher market shares across categories through proactive strategies.
This work intends to create a strategic management report of Starbucks Corporation, passing through the competitive analysis to identify the major problem and give recommendations.
Coca-Cola has been operating in India since the 1970s and re-entered the market in 1993. It has established itself as the leading soft drink company with various brands like Coca-Cola, Thums Up, Sprite, Fanta, Limca, and Maaza. Coca-Cola utilizes an extensive marketing strategy involving advertising, promotions, and establishing a wide distribution network. It sponsors various sporting events and uses celebrities as brand ambassadors to promote its products across India. However, with economic slowdown affecting consumer spending, Coca-Cola has introduced smaller pack sizes priced at Rs. 5-6 to make its beverages more accessible.
Starbucks faced several challenges in 2002, including maintaining consistent service quality across thousands of stores due to the complexity of its large drink portfolio. It measured service performance using metrics like mystery shopper scores but still sometimes struggled to meet customer expectations. Starbucks also had to manage intense competition from smaller coffee chains and large fast food competitors. Its aggressive growth strategy required carefully selecting new store locations and product mixes to continue expanding its global brand.
This document provides an overview of the energy drink market in India. It notes that energy drinks are the fastest growing sector within the beverage industry in India, with Red Bull and Cloud 9 controlling most of the market share. It also summarizes that energy drink consumers are primarily males aged 20-35, though this is changing. Additionally, it provides a breakdown of beverage category values in India and identifies unmet needs, new offerings, and a marketing strategy for introducing an energy drink for diabetes patients using natural ingredients like jamun seeds.
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.
Hockley Valley Brewing Co. is considering introducing a new lighter lager beer called Hockley Classic to expand their product line. They currently produce award-winning darker craft beers. At a recent festival, their lighter beers outsold darker beers 9 to 1. The marketing plan evaluates 10 alternatives for pricing, distribution channels, and promotion for the new lager. The recommendation is to price Hockley Classic at $2.65 per can and distribute through both LCBO and Beer Stores, allocating $50,000 to promotions including in-store displays, magazines, and festivals. The goal is to double sales and profits by the end of 2014 by appealing to newcomers in the craft beer market with a popular,
This document analyzes the cola wars between Coca-Cola and Pepsi using Porter's five forces model. It discusses the industry background and key events in 1886 and 1893. It finds that supplier power and buyer power are low due to commoditized raw materials and franchise agreements weakening bottlers' bargaining power. The threat of substitutes is high given many low-cost alternatives and customer switching costs. New entry threats are low due to high costs but rivalry is strong. The document concludes that the substitutes force is changing most as health concerns reduce carbonated soft drink consumption.
Harrington Collection is considering expanding into the active wear market by launching a new line under their existing Vigor division. There are several key questions to address regarding market fit, production capabilities, retail and competitor reactions, and financial feasibility. To break even, the new product line would need to capture a sales target of [number] units based on estimated start-up, fixed, and variable costs. If demand equals Vigor's current 7% market share, the potential profit is [dollar amount or percentage]. A decision is needed on positioning, pricing, and distribution channels to leverage Harrington's brand image while attracting new customers.
Guinness is famous for its distinctive black color, smooth creamy head, and unique surge and settle. It is brewed in 52 locations worldwide and widely available in over 150 countries. Arthur Guinness took out a 9,000 year lease on the St James's Gate Brewery in Dublin in 1759. Before the late 19th century, the Guinness brewery was the world's largest brewery and was floated on the London Stock Exchange. Guinness portrays brand values of dedication, loyalty, friendship, and that one's character is revealed through their choices.
Group E presented on IKEA and its global marketing strategies. IKEA was founded in Sweden in 1943 and today has over 130,000 employees and 301 stores across 37 countries. IKEA is known for its modern furniture designs, do-it-yourself approach, and inviting showrooms. The presentation covered IKEA's 7 steps of consumer purchasing, store design, culture, and answered questions from the group.
The document provides an overview of Coca-Cola's operations in India, including its product portfolio, market share, organizational structure, promotional strategies, distribution channels, sales processes, recruitment and performance management practices, forecasting, logistics, and warehousing policies. Coca-Cola re-entered the Indian market in 1993 and operates through franchised bottling partners. It serves over 500 brands globally and has annual revenues of $46.5 billion.
This document discusses the "Coffee Wars" between major coffee chains like Starbucks, Dunkin Donuts, and McDonald's McCafe brand. It analyzes each brand's identity, customer value proposition, brand positioning, personality, and equity. Starbucks targets customers looking for a premium coffee experience in a cafe environment, focusing on quality, variety, and personalized service. Dunkin targets busy customers on-the-go looking for an affordable, convenient caffeine fix. While McCafe has grown financially, its brand is weakened by associations with McDonald's fast food and lacks the trust of coffee drinkers. Going forward, Starbucks faces challenges maintaining its identity as it expands offerings, while Dunkin risks falling into a "brand image trap" dictated by
The document discusses Apple Inc.'s budgeting process. It describes how Apple uses incremental budgeting and top-down budgeting to set goals for units in the company. The key elements of Apple's budgets are sales, production, operating efficiency, and cost efficiency. The budgeting process helps Apple executives understand required goals and objectives and make decisions based on market trends in the technology industry. Apple's financial performance improved from 2008 to 2009, with significant increases in iPhone and iTunes sales offsetting declines in iPod and Mac sales. The budgets help Apple management monitor cash flow and profits.
1. A neuromarketing study analyzed consumer brain responses to brands through fMRI scans. It found that traditional self-reported surveys did not accurately predict purchase behaviors, as emotional brain regions still encouraged smoking despite claimed intentions to quit.
2. An experiment analyzed brand memory from viewers of the TV show American Idol. It found Coca-Cola placements within the show were best remembered, while Ford commercials saw reduced recall from lack of integration. This highlighted how emotionally engaging placements boost brand memory over disconnected ads.
3. Neuromarketing techniques can better predict consumer actions by understanding unconscious emotional brain responses that often contradict rational thinking. Well-integrated product placements that engage emotional regions are more effective than
Starbucks has rapidly expanded from 17 coffee shops in Seattle 15 years ago to over 16,000 outlets in 50 countries. While global expansion provides opportunities for growth, it also poses challenges as Starbucks must adapt to new markets. As the US market becomes saturated with Starbucks locations, maintaining historic growth rates will be difficult. Starbucks is focusing on innovation like mobile ordering and expanding its food offerings to attract new customers and drive additional sales. However, concerns over employee satisfaction and treatment could impact Starbucks' customer service and brand image as it continues to grow globally.
Nescafe Blend 43 - Advertising, Media & Creative BriefJaddan Bruhn
Nescafe Blend 43 is aiming to increase its market share and perception as the best quality and value instant coffee. The advertising campaign will target female grocery buyers aged 25-45 in Sydney. The campaign aims to increase perceptions of Nescafe Blend 43 as a coffee that can be enjoyed anytime while also communicating its low calorie content. A $4 million multi-channel campaign including TV, print, radio and online will launch from January to March 2011 to reach the target audience.
The document is a creative brief for promoting the Toyota Camry Hybrid in Australia. It aims to increase Toyota's market share, particularly in hybrid vehicles, and position the Camry Hybrid as the best option for Australian consumers. The target audience is environmentally conscious families between ages 35-55 who want an eco-friendly car that provides luxury, comfort, and value. The brief defines the brand personality as innovative, reliable, and focused on customer care. It recommends a tone that is approachable, serene, and highlights safety, technology, design, and performance. A total budget of $3.7 million is allocated across television commercials, print ads, billboards, and social media promotion to convince consumers that the Camry
The document summarizes the history and competition between Coca-Cola and Pepsi from 1886 to 2006. It discusses how each company was founded and grew initially. In the late 20th century, both experienced ups and downs as consumption levels fluctuated and they launched new products and diversified. Pepsi became more aggressive in adapting to trends like the rise of non-carbonated drinks, while Coke struggled with execution issues. By 2004, Pepsi had grown its portfolio beyond cola drinks and achieved higher market shares across categories through proactive strategies.
This work intends to create a strategic management report of Starbucks Corporation, passing through the competitive analysis to identify the major problem and give recommendations.
Coca-Cola has been operating in India since the 1970s and re-entered the market in 1993. It has established itself as the leading soft drink company with various brands like Coca-Cola, Thums Up, Sprite, Fanta, Limca, and Maaza. Coca-Cola utilizes an extensive marketing strategy involving advertising, promotions, and establishing a wide distribution network. It sponsors various sporting events and uses celebrities as brand ambassadors to promote its products across India. However, with economic slowdown affecting consumer spending, Coca-Cola has introduced smaller pack sizes priced at Rs. 5-6 to make its beverages more accessible.
Starbucks faced several challenges in 2002, including maintaining consistent service quality across thousands of stores due to the complexity of its large drink portfolio. It measured service performance using metrics like mystery shopper scores but still sometimes struggled to meet customer expectations. Starbucks also had to manage intense competition from smaller coffee chains and large fast food competitors. Its aggressive growth strategy required carefully selecting new store locations and product mixes to continue expanding its global brand.
This document provides an overview of the energy drink market in India. It notes that energy drinks are the fastest growing sector within the beverage industry in India, with Red Bull and Cloud 9 controlling most of the market share. It also summarizes that energy drink consumers are primarily males aged 20-35, though this is changing. Additionally, it provides a breakdown of beverage category values in India and identifies unmet needs, new offerings, and a marketing strategy for introducing an energy drink for diabetes patients using natural ingredients like jamun seeds.
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.
Hockley Valley Brewing Co. is considering introducing a new lighter lager beer called Hockley Classic to expand their product line. They currently produce award-winning darker craft beers. At a recent festival, their lighter beers outsold darker beers 9 to 1. The marketing plan evaluates 10 alternatives for pricing, distribution channels, and promotion for the new lager. The recommendation is to price Hockley Classic at $2.65 per can and distribute through both LCBO and Beer Stores, allocating $50,000 to promotions including in-store displays, magazines, and festivals. The goal is to double sales and profits by the end of 2014 by appealing to newcomers in the craft beer market with a popular,
This document analyzes the cola wars between Coca-Cola and Pepsi using Porter's five forces model. It discusses the industry background and key events in 1886 and 1893. It finds that supplier power and buyer power are low due to commoditized raw materials and franchise agreements weakening bottlers' bargaining power. The threat of substitutes is high given many low-cost alternatives and customer switching costs. New entry threats are low due to high costs but rivalry is strong. The document concludes that the substitutes force is changing most as health concerns reduce carbonated soft drink consumption.
Harrington Collection is considering expanding into the active wear market by launching a new line under their existing Vigor division. There are several key questions to address regarding market fit, production capabilities, retail and competitor reactions, and financial feasibility. To break even, the new product line would need to capture a sales target of [number] units based on estimated start-up, fixed, and variable costs. If demand equals Vigor's current 7% market share, the potential profit is [dollar amount or percentage]. A decision is needed on positioning, pricing, and distribution channels to leverage Harrington's brand image while attracting new customers.
Guinness is famous for its distinctive black color, smooth creamy head, and unique surge and settle. It is brewed in 52 locations worldwide and widely available in over 150 countries. Arthur Guinness took out a 9,000 year lease on the St James's Gate Brewery in Dublin in 1759. Before the late 19th century, the Guinness brewery was the world's largest brewery and was floated on the London Stock Exchange. Guinness portrays brand values of dedication, loyalty, friendship, and that one's character is revealed through their choices.
Group E presented on IKEA and its global marketing strategies. IKEA was founded in Sweden in 1943 and today has over 130,000 employees and 301 stores across 37 countries. IKEA is known for its modern furniture designs, do-it-yourself approach, and inviting showrooms. The presentation covered IKEA's 7 steps of consumer purchasing, store design, culture, and answered questions from the group.
The document provides an overview of Coca-Cola's operations in India, including its product portfolio, market share, organizational structure, promotional strategies, distribution channels, sales processes, recruitment and performance management practices, forecasting, logistics, and warehousing policies. Coca-Cola re-entered the Indian market in 1993 and operates through franchised bottling partners. It serves over 500 brands globally and has annual revenues of $46.5 billion.
This document discusses the "Coffee Wars" between major coffee chains like Starbucks, Dunkin Donuts, and McDonald's McCafe brand. It analyzes each brand's identity, customer value proposition, brand positioning, personality, and equity. Starbucks targets customers looking for a premium coffee experience in a cafe environment, focusing on quality, variety, and personalized service. Dunkin targets busy customers on-the-go looking for an affordable, convenient caffeine fix. While McCafe has grown financially, its brand is weakened by associations with McDonald's fast food and lacks the trust of coffee drinkers. Going forward, Starbucks faces challenges maintaining its identity as it expands offerings, while Dunkin risks falling into a "brand image trap" dictated by
The document discusses Apple Inc.'s budgeting process. It describes how Apple uses incremental budgeting and top-down budgeting to set goals for units in the company. The key elements of Apple's budgets are sales, production, operating efficiency, and cost efficiency. The budgeting process helps Apple executives understand required goals and objectives and make decisions based on market trends in the technology industry. Apple's financial performance improved from 2008 to 2009, with significant increases in iPhone and iTunes sales offsetting declines in iPod and Mac sales. The budgets help Apple management monitor cash flow and profits.
1. A neuromarketing study analyzed consumer brain responses to brands through fMRI scans. It found that traditional self-reported surveys did not accurately predict purchase behaviors, as emotional brain regions still encouraged smoking despite claimed intentions to quit.
2. An experiment analyzed brand memory from viewers of the TV show American Idol. It found Coca-Cola placements within the show were best remembered, while Ford commercials saw reduced recall from lack of integration. This highlighted how emotionally engaging placements boost brand memory over disconnected ads.
3. Neuromarketing techniques can better predict consumer actions by understanding unconscious emotional brain responses that often contradict rational thinking. Well-integrated product placements that engage emotional regions are more effective than
Starbucks has rapidly expanded from 17 coffee shops in Seattle 15 years ago to over 16,000 outlets in 50 countries. While global expansion provides opportunities for growth, it also poses challenges as Starbucks must adapt to new markets. As the US market becomes saturated with Starbucks locations, maintaining historic growth rates will be difficult. Starbucks is focusing on innovation like mobile ordering and expanding its food offerings to attract new customers and drive additional sales. However, concerns over employee satisfaction and treatment could impact Starbucks' customer service and brand image as it continues to grow globally.
Nescafe Blend 43 - Advertising, Media & Creative BriefJaddan Bruhn
Nescafe Blend 43 is aiming to increase its market share and perception as the best quality and value instant coffee. The advertising campaign will target female grocery buyers aged 25-45 in Sydney. The campaign aims to increase perceptions of Nescafe Blend 43 as a coffee that can be enjoyed anytime while also communicating its low calorie content. A $4 million multi-channel campaign including TV, print, radio and online will launch from January to March 2011 to reach the target audience.
The document is a creative brief for promoting the Toyota Camry Hybrid in Australia. It aims to increase Toyota's market share, particularly in hybrid vehicles, and position the Camry Hybrid as the best option for Australian consumers. The target audience is environmentally conscious families between ages 35-55 who want an eco-friendly car that provides luxury, comfort, and value. The brief defines the brand personality as innovative, reliable, and focused on customer care. It recommends a tone that is approachable, serene, and highlights safety, technology, design, and performance. A total budget of $3.7 million is allocated across television commercials, print ads, billboards, and social media promotion to convince consumers that the Camry
Task 5 evaluation for the creative media digital video projectBenT1990
Ben Turner produced a 2-minute promotional video for the Creative Media course at Cheadle and Marple College. He conducted research on the target audience of 16-21 year olds interested in computing. Turner filmed footage on campus and received feedback from questionnaires that praised the video's music, transitions, and information about the course, but suggested adding more interviews. The video was well-received overall and reflected professional standards.
Disajikan di Kelompok Keahlian Ilmu Kemanusiaan, ITB, 10 Desember 2012. Mungkin sekarang saya tak bicara karakter lagi, saat istilah "pendidikan karakter" sudah tak jelas maknanya lagi.
This document outlines plans for redesigning and improving the website of St. Luke's UMC. It discusses forming a project team that includes staff, lay leaders, and external consultants to collaborate on the redesign. The goals are to focus on users, leverage technology, build support teams, and align the website with the church's values and mission. Details are provided on potential new applications, a phased rollout, evaluating content management and other systems, and improving workflows and processes to work smarter. The overall aim is to create a unified, user-focused online presence that enhances outreach and connection for St. Luke's community.
Kalkulus 2 membahas materi pada minggu ke-11. Materi tersebut mencakup integral tak tentu, integral tak terbatas, dan penggunaan integral dalam menyelesaikan masalah-masalah fisika.
Artikel ini dimuat oleh Media Indonesia, 20 Mei 2013. Namun ada beberapa bagian yang terhapus oleh Redaksi. Ini artikel asli dan disertai catatan kaki.
Deret tak hingga memberikan informasi tentang serangkaian angka yang dihitung berdasarkan rumus matematika tertentu dan berlanjut tanpa batas. Topik utama dokumen ini adalah deret tak hingga dan materinya akan membahas tentang konsep dasar dan rumus-rumus yang terkait dengan deret tak hingga.
UN Matematika Menyiapkan Anak Menjadi Kuli NirnalarIwan Pranoto
Teks tersebut membahas ketimpangan antara UN Matematika dan kecakapan modern yang diukur oleh PISA. UN Matematika lebih fokus pada pemecahan masalah rutin dan ketrampilan hitung, bukan kemampuan menghadapi masalah baru atau proses matematisasi utuh seperti yang diukur PISA. Hal ini berdampak pada kelemahan siswa Indonesia dalam menyelesaikan masalah tak rutin dan memodelkan situasi nyata ke dalam masalah matematika.
Kalkulus 2A membahas materi minggu ke-6B. Materi yang dibahas meliputi integral tak tentu, integral tak terhingga, dan integral tak terhingga dari fungsi tak tentu.
This document discusses assessing high school students' ability in proving math statements and reclaiming its importance. It notes that proof is often neglected in school math standards, textbooks, and classrooms. Standardized tests do not assess proof, so teachers and students do not value it. The document analyzes examples of proofs in Indonesian math standards and textbooks, finding that they lack precision and reasoning. It assesses students' ability to prove theorems like the Pythagorean theorem and evaluate proposed methods. It concludes that providing good proofs in math learning experiences and assessing what is valued can help reclaim the importance of proof in school math.
Kalkulus 2A membahas materi integral pada minggu kedelapan. Materi yang dibahas meliputi integral tak tentu, integral tak terhingga, dan integral tak terhingga.
Television allows advertisers to reach a mass market through emotionally impactful 15-30 second ads, but requires large budgets. It is effective for brand awareness and FMCG products. Radio provides low-cost broadcast ads with short lead times but messages must quickly grab attention. Magazines allow detailed, colorful ads aligned with content and samples, reaching broad demographics. Newspapers still reach many Australians daily through large ads but readership is declining. Out of home advertising uses large visuals to keep products top of mind through billboards and posters. Internet advertising uses banners and websites cost-effectively but messages cannot slow browsing. Mobile advertising sends location-based offers and coupons but not all have phones on. Viral videos spread authentic brand messages if
This document is a weekly report for Kalkulus 1B class taught by Iwan Pranoto during week 7. It likely provides an overview of the topics covered in class that week, any assignments given, and may include notes or information relevant to the study of Calculus 1B. The report is brief, focusing on the essential details needed to understand what was covered during the seventh week of the course.
- Fiat is an international automotive group that designs, manufactures, and sells vehicles under various brands such as Fiat, Alfa Romeo, Chrysler, Ferrari, and Maserati. It operates globally.
- The document discusses Maserati as having potential to significantly increase Fiat's profit margins. Maserati is poised for growth as it celebrates its 100th anniversary and expands its luxury vehicle offerings.
- Financial projections estimate Fiat's stock price could increase by over 50% in two years if Maserati's performance exceeds expectations. However, risks include Maserati's exposure to economic downturns and its ability to remain innovative and expand into new vehicle segments.
The document discusses BMW's product line and marketing strategies. It notes that BMW was originally an aircraft engine manufacturer and now focuses on luxury and performance vehicles. It describes BMW's typical customer as well-educated, high income individuals. BMW had success with viral marketing films in the early 2000s. The document recommends that BMW focus on long-term strategic objectives to attract younger customers and avoid alienating existing customers, while reinforcing its prestige brand image and competing against automakers with larger marketing budgets.
The document discusses current and future marketing strategies for BMW. It provides details on BMW's business segments, brands, model series, sales figures, target markets, competitors, and marketing mix. Regarding BMW's marketing mix, it outlines the company's product portfolio and life cycles, competitive pricing strategies, global dealer network, and advertising campaigns focusing on slogans like "The Ultimate Driving Machine". It analyzes BMW's segmentation, targeting, positioning, and brand recognition as key to its marketing success.
The document discusses current and future marketing strategies for BMW. It provides details on BMW's business segments, brands, model series, sales figures, target markets, competitors, and marketing mix. Regarding BMW's marketing mix, the document outlines BMW's product portfolio and life cycles, pricing strategy, distribution network, and promotional campaigns/slogans. It emphasizes BMW's focus on the driving experience, quality, and premium brand image in its marketing strategies.
The document discusses the business strategy of BMW Group. It aims to analyze BMW's current and future strategies, including their marketing, pricing, segmentation, targeting, and positioning approaches. It will also examine how BMW addressed competition and the economic recession. The author chose this topic because of their interest in BMW's innovation and success in the automotive industry.
The marketing plan summarizes BMW's M3 sports car. It discusses the company background, product description, target market, pricing, placement, and promotional strategies. The M3 is a high-performance luxury sports car with over 400 horsepower. BMW targets wealthy individuals seeking a fun and prestigious vehicle. They employ an indirect distribution model and promote through advertising, websites, and sponsoring racing teams to build the brand.
The document summarizes a marketing plan for the Toyota Camry Hybrid. It identifies the target demographic as adults aged 35-54, and sets objectives to increase Camry Hybrid sales by 50% and make the Hybrid model 30% of total Camry sales. The marketing strategy involves building the Camry Hybrid brand through an integrated campaign including TV, print, online and event sponsorships. The creative strategy aims to position the Camry Hybrid as a reliable and environmentally friendly family vehicle.
The marketing plan outlines launching Aston Martin's new DBX electric car in Canada, which is aimed at high-powered professional women. Various marketing techniques will be used, including sponsorships, PR, product placement, and celebrity endorsements, to promote the DBX to this new target segment of female customers.
This document provides a project report on brand management of BMW. It includes a brand inventory section which discusses BMW's history since 1913 and its expansion globally. It also outlines BMW's current brand portfolio including BMW, Mini, and Rolls-Royce brands. The next section analyzes BMW's brand equity through a customer-based brand equity pyramid and mental map. It identifies BMW's strong brand awareness and associations with luxury, performance, and German engineering. The report concludes with recommendations for BMW to address increasing competition through differentiated new technologies, addressing different consumer groups, and strengthening customer relationships.
An Assessment and Analysis of the Marketing Techniques and Strategies of BMW ...Siddharth Sinha
This document provides an analysis of BMW's marketing techniques and strategies in the UK and India. It begins with an acknowledgment and includes the following sections: company profile, market segmentation, market targeting, marketing mix, SWOT analyses for each country, and conclusions and recommendations. The key points are:
- BMW segments the market in the UK by targeting successful business executives aged 25-45, while in India it focuses on individuals aged 30-40 with rising incomes.
- It uses the 4Ps of marketing - products tailored for each market, competitive pricing, wide placement/dealerships, and sales promotions.
- SWOT analyses find BMW's strengths are its luxury brand image while weaknesses include high prices;
The document provides a marketing plan for launching Aston Martin's new DBX electric car model in Canada. It aims to target high-powered professional women, a new market segment, through sponsorships, product placements, celebrity endorsements and other marketing strategies. The DBX will compete with electric vehicles from Tesla, BMW, Mercedes and Porsche. It is described as a luxury crossover that can comfortably seat 4 people and is designed to meet the needs of its target consumer, Charlotte, a fictional high-earning professional mother. The marketing plan outlines the product details, target market, competition, and marketing strategy and mix to launch the DBX in Canada.
This document discusses strategies for expanding Toyota's sales into Germany and Saudi Arabia. It begins by reviewing the strategies of competitors like GM, Ford, and Volkswagen. It then proposes strategies for each new market: promoting Lexus in Germany through compact luxury vehicles and the Land Cruiser/Tundra in Saudi Arabia due to their large vehicles preference. Sales and management structures are outlined, including international training. Metrics are established to measure the goals of increased sales in key vehicle lines in each respective market.
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Maserati GranCabrio - Advertising, Media & Creative Brief
1. Auto – Maserati GranCabrio – BSBADV512A Develop an Advertising Strategy and Brief & BSBADV507B Develop a Media Plan
Advertising Brief: Maserati GranCabrio
Maserati GranCabrio
Price: $338,000
Engine 4.7L V8
Maximum power 440 HP
Top speed 283 km/h
Acceleration 0-100 km/h 5,3 sec
Background
Maserati commenced car-making in Bologna, Italy, in 1926, when three of the Maserati brothers left
Grand Prix car manufacturer Diatto to found Maserati with their siblings, with the intention of
designing and building racing cars to compete with Bugatti, Fiat, Alfa Romeo and Mercedes. The
brand’s iconic trident insignia is based on the statue Fontana del Nettuno (Fountain of Neptune) in
Bologna. Initially focussing its expertise solely on racing vehicles, Maserati had designed and
produced small production runs of road vehicles for special order only, and did not initiate large-
volume manufacturing of automobiles until the launch of the Maserati 3500 in 1957.
Maserati has continued to maintain its link to high performance racing vehicles and events, with the
cutting-edge technology employed in its luxury models emanating from successful R&D discoveries
on the track. Though, since ownership passed from the Maserati family in 1937, the brand has been
controlled by a succession of owners, keen to maintain Maserati’s racing credibility, but not wanting
a sales rival. After being maintained as the luxury division of Ferrari for several years, and then re-
entering the US automobile market in 2002, Maserati made its first profit in 17 years in 2007, not
long after the 2005 corporate restructure split the Maserati division from Ferrari and merged it with
Alfa Romeo under the Fiat Auto banner of the Fiat Group.
In its current incarnation, Maserati has been carving a niche for its luxury high performance vehicles
with the introduction of the Quattroporte in 2004 and the Gran Turismo in 2008. Maserati’s latest
model, the GranCabrio, is a soft-top convertible adaptation of the Gran Turismo, and is also the first
convertible ever manufactured by Maserati. Unlike most convertibles, the GranCabrio is designed to
comfortably seat 4 adults.
The GranCabrio, with its sleek curves, Poltrona Frau exclusive upholstering, and incredibly vast
potential configuration of interior colours, materials, fittings, components and furnishings and
exterior options available (as a standard, Maserati offers a possible nine million combinations of
colour and trim, the GranCabrio adds to this six different hood colours, two new leather interiors
and three new dashboard trims), all able to be viewed, mixed & matched, and saved for reference
via Maserati’s website, is anticipated to be popular with the expectations of female purchasers, who
currently make up to 30% of new high performance vehicle purchases, and whom prefer to enter a
dealership pre-armed with as much knowledge and detail about a car and its potential as possible.
Marketing Objectives
Increase share of luxury high performance car category by 15%.
Increase sales of GranCabrio by 15% during campaign period.
Advertising Objectives
Increase brand recognition of model in target audience by 35%.
Increase perception of GranCabrio by target audience as high performance luxury vehicle by 25%.
JADDAN BRUHN Page 1
2. Auto – Maserati GranCabrio – BSBADV512A Develop an Advertising Strategy and Brief & BSBADV507B Develop a Media Plan
Target Audience
Females 30-40, independently wealthy high net worth individuals in Sydney, single and married
(without children), seeking a luxury vehicle that matches their outgoing, expensive, social lifestyle,
interest in fashion and style, reflects their confidence and self-assured personality, and is high-
powered and forceful, just like their fast-pace life; in the $300k – 400k price bracket.
Brand History & Positioning
Maserati has traditionally courted luxury seeking car racing enthusiasts, predominantly male, who
were willing to pay a high price for an association with Maserati’s niche motor racing cache. The
GranCabrio is the latest incarnation of this high performance heritage, utilising cutting edge
technology in all components and materials, from under the bonnet to the stitched leather, to create
the most luxurious high-performance 2-door soft-top convertible able to comfortable seat 4 adults.
Competitors
Aston Martin DB9 Volante - $398,128
5.9 litre V12, 350kW / 600Nm, 6sp auto RWD
14.6L/100km, 368g/km
4 airbags, stability control
Ferrari California - $459,650
4.3 litre V8, 338kW/485Nm, 7sp dual-clutch auto, RWD
13.1L/100km, 306g/km
4 airbags, stability control
Jaguar XKR Convertible - $278,300
5.0 litre V8, 375kW?625Nm, 6-sp auto, RWD
12.3L/100km, 292g/km
6 airbags, stability control
Competitor’s Advertising
Social Media (Facebook), Youtube viral, Print advertising (newspapers / magazines).
Current Media Strategy
Print advertising, custom publishing (Trident Magazine).
Key Message / USP
High performance luxury in an unsurpassed combination of colour and trim.
Tone / Manner
Contemporary, colourful, sophisticated, fun.
Mandatories
Maserati logo, dealership contact details, GranCabrio model name, Maserati configurator web-
address
Budget
$400,000
Timing
Jan – March 2011
JADDAN BRUHN Page 2
3. Auto – Maserati GranCabrio – BSBADV512A Develop an Advertising Strategy and Brief & BSBADV507B Develop a Media Plan
SWOT ANALYSIS – Maserati GranCabrio
STRENGTHS
• Strong positive brand awareness
• Unique online capabilities
• Highest quality components and fittings employed
• High performance racing pedigree reflected in car
• Exclusivity ensured by low production run
• Millions of potential style/colour/fit-out combinations make each
car most likely unique
• Iconic engine sound highly sought-after by enthusiasts
• Maserati customers highly brand loyal
WEAKNESSES
• No positive environmental attributes in car
• Brand has previously demonstrated poor capacity to advertise to
females
• Dealerships also sell higher-margin Ferraris & have demonstrated
little interest in “selling” Maseratis
• Maserati only achieved profitability in 3 of the last 20 years
• Conflicting pressure to grow and stay relevant and maintain
profitability whilst remaining exclusive
• Ferrari dealership has had poor feedback on their mechanic’s ability
to service the much rarer Maserati models
OPPORTUNITIES
• New wealthy more comfortable with ostentatious displays of
conspicuous consumption
• Prestige/luxury market less sensitive to economic fluctuations
• Prestige / luxury vehicles perceived as an investment
THREATS
• Auto industry sensitive to fluctuations in oil price
• Future environmentally based legislative changes may have
negative impact on cars (particularly high performance cars)
• As the niche luxury brand of a larger auto group, the future in not
guaranteed & brand may at any time be absorbed, sold-off or
discontinued, dependant on the vagaries of the parent company
and the health of the auto industry
JADDAN BRUHN Page 3
4. Auto – Maserati GranCabrio – BSBADV512A Develop an Advertising Strategy and Brief & BSBADV507B Develop a Media Plan
The Media Brief
Maserati GranCabrio
Media Objectives
The Media Plan is designed to reach the majority of the target audience with a frequency of
at least four times during the campaign period. Utilising the selected media the campaign
flight pattern is continuous with bursts of activity at key points during the campaign;
familiarising the target with the campaign message and inspiring a call to action as key
events during the campaign promotion approach.
Varying the media utilised and shaping the communication around the target’s media and
lifestyle habits, acting on the target’s creative instincts and interest in finding out more,
reducing wastage and acting to ensure the target is exposed to the campaign message
many times over the campaign period is best achieved through the media selected, avoiding
heavily pushing the campaign message in traditional media only, which may negatively
impact the target’s perception of the advertisement’s focus.
Geographic areas to be covered
The draw area is metropolitan Sydney. Target audience lives and conducts their life in the
CBD, inner urban areas, eastern suburbs and the north shore areas of Sydney
When do we talk to them
It is a prestige exclusive luxury vehicle with a long purchase cycle of approximately 3 years.
Currently 80% of Maserati purchases are from existing Maserati owners. The target
audience predominantly conducts pre-purchase research online, so it is critical to reach the
target audience during this phase.
Creative requirements
Colour is critically important to convey the benefit of Maserati’s online car configurator, to
drive traffic to the company’s website, to adequately convey desire for the luxury car.
JADDAN BRUHN Page 4
5. Auto – Maserati GranCabrio – BSBADV512A Develop an Advertising Strategy and Brief & BSBADV507B Develop a Media Plan
Media Plan Budget
January to March 2011
MASERATI GRANCABRIO
JAN JAN JAN JAN FEB FEB FEB FEB MAR MAR MAR MAR MAR TOTAL
2-8 9-15
16-
22
23-
29 30-5 6-12
13-
19
20-
26 27-5 6-12
13-
19
20-
26
27-
31
Magazine
BOSS (double page spread) - monthly 47,108 47,108 47,108 $141,323
Trident (gatefold) - quarterly 57,000 $57,000
Local Newspaper - Weekly
The Mosman Daily (Half Page Full Colour- 294mm x 130mm) 2,407 2,407 2,407 2,407 2,407 2,407 2,407 2,407 $19,258
North Shore Times (Half Page Full Colour- 294mm x 130mm) 4,206 4,206 4,206 4,206 4,206 4,206 4,206 4,206 $33,650
Wentworth Courier (Half Page Full Colour- 294mm x 130mm) 4,309 4,309 4,309 4,309 4,309 4,309 4,309 4,309 $34,473
Manly Daily (Half Page Full Colour- 294mm x 130mm) 3,955 3,955 3,955 3,955 3,955 3,955 3,955 3,955 $31,643
Online
timeout.com/sydney
Leaderboard (728x90pixels) - weekly 6,250 6,250 6,250 6,250 6,250 6,250 6,250 6,250 6,250 6,250 6,250 6,250 $75,000
afrboss.com.au
Medium Rectangle (300x250pixels) - monthly 2,035 2,035 2,035 $6,105
TOTAL $398,453
JADDAN BRUHN Page 5
6. Auto – Maserati GranCabrio – BSBADV512A Develop an Advertising Strategy and Brief & BSBADV507B Develop a Media Plan
The Creative Brief
Client: Maserati
Brand: Maserati GranCabrio
Date: 29/09/2010
Account Director: Jaddan Bruhn
Creative Team: Jaddan Bruhn
Role for Advertising
Increase Maserati’s share of the luxury high performance car category by 15%, whilst driving sales of
GranCabrio by 15% during the campaign period. It is also anticipated that the campaign will achieve an
increase in brand recognition of Maserati in the target audience by 35% and increase the perception of
GranCabrio by target audience as a high performance luxury vehicle by 25%.
Target Audience
Demographics – Females 30-40, educated, independently wealthy high net worth individuals in Sydney, single
and married (without children), residing in inner urban and eastern suburbs of the city, and the North Shore.
Psychographics – Visible Achievement; wealth is expressed by obtaining the best and most exclusive,
purchases reflect their own sense of style and project their personality. Time is split between conducting high
maintenance life style (including time spent at different homes in different cities / countries, depending on
business and lifestyle demands), vigorous social life is important, as is maintaining a focus on business interests
/ source of wealth, which defines how their peers perceive them. Being in control and visibly confident is
important, with a highly competitive nature demonstrated through their continual drive for more.
Behaviour and usage – A Maserati owner most likely does not have a conventional daily agenda, but a
timetable focused on their current project. Accustomed to only having the highest performance and most
luxurious objects, a GranCabrio reflects their outgoing lifestyle and need to enjoy to the fullest what is around
them. A Maserati would be chosen either based on previous individual or family ownership of an earlier
model, with the expectation that it is the only luxury vehicle that matches their outgoing, expensive, social
lifestyle, interest in fashion and style, reflects their confidence and self-assured personality, and is high-
powered and forceful, just like their fast-pace life.
Key consumer insight – When I arrive in a Maserati my friends can hear me before they see me. The vast
customisation options really make it feel like “my” car.
Key Thought or USP – High performance luxury in an unsurpassed combination of colour and trim.
Support – Accelerates from 0 to 100 km/h in just 5.3 seconds. Top speed is 283 km/h, 4.7L V8 engine with
maximum power 440 HP.
Tone and Manner - Contemporary, colourful, sophisticated, fun.
Desired Mediums – Print (magazine & Newspaper) & online
Budget - $400,000
Timing - Jan – March 2011
Mandatories
Maserati logo, dealership contact details, GranCabrio model name, Maserati configurator web-address.
JADDAN BRUHN Page 6
7. Auto – Maserati GranCabrio – BSBADV512A Develop an Advertising Strategy and Brief & BSBADV507B Develop a Media Plan
The Creative Brief
Client: Maserati
Brand: Maserati GranCabrio
Date: 29/09/2010
Account Director: Jaddan Bruhn
Creative Team: Jaddan Bruhn
Role for Advertising
Increase Maserati’s share of the luxury high performance car category by 15%, whilst driving sales of
GranCabrio by 15% during the campaign period. It is also anticipated that the campaign will achieve an
increase in brand recognition of Maserati in the target audience by 35% and increase the perception of
GranCabrio by target audience as a high performance luxury vehicle by 25%.
Target Audience
Demographics – Females 30-40, educated, independently wealthy high net worth individuals in Sydney, single
and married (without children), residing in inner urban and eastern suburbs of the city, and the North Shore.
Psychographics – Visible Achievement; wealth is expressed by obtaining the best and most exclusive,
purchases reflect their own sense of style and project their personality. Time is split between conducting high
maintenance life style (including time spent at different homes in different cities / countries, depending on
business and lifestyle demands), vigorous social life is important, as is maintaining a focus on business interests
/ source of wealth, which defines how their peers perceive them. Being in control and visibly confident is
important, with a highly competitive nature demonstrated through their continual drive for more.
Behaviour and usage – A Maserati owner most likely does not have a conventional daily agenda, but a
timetable focused on their current project. Accustomed to only having the highest performance and most
luxurious objects, a GranCabrio reflects their outgoing lifestyle and need to enjoy to the fullest what is around
them. A Maserati would be chosen either based on previous individual or family ownership of an earlier
model, with the expectation that it is the only luxury vehicle that matches their outgoing, expensive, social
lifestyle, interest in fashion and style, reflects their confidence and self-assured personality, and is high-
powered and forceful, just like their fast-pace life.
Key consumer insight – When I arrive in a Maserati my friends can hear me before they see me. The vast
customisation options really make it feel like “my” car.
Key Thought or USP – High performance luxury in an unsurpassed combination of colour and trim.
Support – Accelerates from 0 to 100 km/h in just 5.3 seconds. Top speed is 283 km/h, 4.7L V8 engine with
maximum power 440 HP.
Tone and Manner - Contemporary, colourful, sophisticated, fun.
Desired Mediums – Print (magazine & Newspaper) & online
Budget - $400,000
Timing - Jan – March 2011
Mandatories
Maserati logo, dealership contact details, GranCabrio model name, Maserati configurator web-address.
JADDAN BRUHN Page 6