Microsoft is an important media partner for ZO across key markets, but their pricing is a concern being 10% higher than competitors. ZO is identifying opportunities to increase spend on performance marketing, online video, and social media. Quarterly partnership meetings and local market meetings have been established between ZO and Microsoft teams. Several "game changing" briefs totaling over $25 million are in the works across various regions and clients. These include campaigns for L'Oreal, Toyota, Nestle, and others across multiple markets and platforms. ZO is working to maximize investment in Microsoft while addressing weaknesses around pricing, targeting, and inventory.
The document analyzes the digital imaging industry, including key players like Canon. It discusses trends like declining printer sales but growth in areas like managed print services. The printer and camera markets are highly competitive with low switching costs giving buyers power. Canon differentiates through technology and focuses on high-margin markets to sustain this strategy, while taking advantage of its global scale and local knowledge. Environmental factors like currency fluctuations and cultural differences pose challenges for Canon's international operations.
The document summarizes key metrics from Adfonic's Global AdMetrics Report for Q2 2012. Some of the main findings include:
1) Android surpassed iOS as the most popular mobile advertising platform for the first time, accounting for 46% of impressions versus 34% for iOS.
2) There are "sweet spot" combinations of advertiser verticals and publisher channels that produce high clickthrough rates and earnings, such as fashion ads on news sites.
3) Gender targeting significantly improved campaign performance, such as a 164% increase for male-targeted tech/telecom campaigns globally.
Lenovo's current ads focus on green computers and new facial recognition software. Most searching Lenovo online are male graduates aged 18-34 or 35-49. Lenovo's challenges are getting name recognition and attracting target markets due to late market entry, weak brand image, and competition from top PC makers. New proposed campaign ideas focus on targeting incoming college students with humorous ads, creating visual social media ads, and optimizing word-of-mouth through blogs and increased online presence. The low-budget, social media focused campaign's success will be evaluated based on followers gained and website analytics.
- The document discusses Motorola's MARCOM project for their new customizable smartphone called Ara. It includes details on the project goals, strategies, target markets, and marketing plans to promote the Ara phone from 2015-2020. The marketing strategy aims to build a strong community around the customizable phone concept and position the phone as allowing customers to define themselves. The media plan includes conferences and digital/traditional advertising to promote the phone and customization process. Progress will be measured using web, market, and financial metrics.
The document analyzes the digital imaging industry, including key players like Canon. It discusses trends like declining printer sales but growth in areas like managed print services. The printer and camera markets are highly competitive with low switching costs giving buyers power. Canon differentiates through technology and focuses on high-margin markets to sustain this strategy, while taking advantage of its global scale and local knowledge. Environmental factors like currency fluctuations and cultural differences pose challenges for Canon's international operations.
The document summarizes key metrics from Adfonic's Global AdMetrics Report for Q2 2012. Some of the main findings include:
1) Android surpassed iOS as the most popular mobile advertising platform for the first time, accounting for 46% of impressions versus 34% for iOS.
2) There are "sweet spot" combinations of advertiser verticals and publisher channels that produce high clickthrough rates and earnings, such as fashion ads on news sites.
3) Gender targeting significantly improved campaign performance, such as a 164% increase for male-targeted tech/telecom campaigns globally.
Lenovo's current ads focus on green computers and new facial recognition software. Most searching Lenovo online are male graduates aged 18-34 or 35-49. Lenovo's challenges are getting name recognition and attracting target markets due to late market entry, weak brand image, and competition from top PC makers. New proposed campaign ideas focus on targeting incoming college students with humorous ads, creating visual social media ads, and optimizing word-of-mouth through blogs and increased online presence. The low-budget, social media focused campaign's success will be evaluated based on followers gained and website analytics.
- The document discusses Motorola's MARCOM project for their new customizable smartphone called Ara. It includes details on the project goals, strategies, target markets, and marketing plans to promote the Ara phone from 2015-2020. The marketing strategy aims to build a strong community around the customizable phone concept and position the phone as allowing customers to define themselves. The media plan includes conferences and digital/traditional advertising to promote the phone and customization process. Progress will be measured using web, market, and financial metrics.
This document summarizes a case study presentation about Sony Corporation's television business. It outlines Sony's company background, provides a market analysis of the television industry, analyzes Sony's product portfolio and marketing issues, and identifies strengths, weaknesses, opportunities and threats in a SWOT analysis. It recommends that Sony focus on product development in large-screen RPTVs, improve its marketing mix with more competitive pricing and broader distribution, and get back to innovating new technologies to drive future growth in the shifting LCD television market.
Lenovo acquired IBM's personal computer business in 2004. This gave Lenovo the rights to IBM's ThinkPad brand, which was well-known but seen as slow-moving. Lenovo faced challenges in integrating the two companies across borders and balancing global vs local needs. Its strategy was to leverage the strong ThinkPad brand to boost the new Lenovo brand through a "one-two punch" approach - strengthening ThinkPad while using it to promote Lenovo as innovative yet efficient. Lenovo's three-phase advertising plan aimed to first maintain ThinkPad sales, then position Lenovo as improving ThinkPad, and finally stress Lenovo's own innovation. This strategy helped Lenovo become a top global PC brand.
This document discusses Kodak's declining market share in film and proposes options to address the issue. It analyzes Kodak, Fuji, and Polaroid's market shares, growth rates, and pricing strategies. One option is to launch a new economy-tier film called Funtime Film, but the team recommends against this. Instead, they suggest renaming existing film lines to clarify quality differences and focus on innovation to justify Kodak's premium position.
This document discusses the mobile landscape and opportunities for brands through mobile apps and marketing. It provides an example concept for a Bourjois makeup app that could drive brand awareness and revenue in several ways: by providing a personalized mirror experience with the brand, easy tools to browse, compare, and share looks, and a store locator to send qualified customers to physical stores. The app aims to engage customers multiple times daily and turn them into brand advocates through social sharing features. It is presented as a new revenue opportunity for Bourjois to reach their target audience in a personalized way with a low investment. The next steps proposed are to finalize the commercial details and requirements to develop and launch the app.
This is the PowerPoint presentation of a Marketing/Business Plan me and four of my classmates made for Sony\'s consumer electronics market for our Marketing Management class.
SDS produces cathode ray tubes (CRTs) in Singapore for Sony. It is Sony's largest and most efficient CRT plant, accounting for 33% of Sony's CRT production. However, the CRT industry is in mature decline as liquid crystal display (LCD) technology becomes more prevalent. SDS faces challenges in shifting to new technologies and maintaining operations as government and industry priorities change.
Globe Motors aims to increase brand awareness and sales by 50% through targeted marketing campaigns across TV, radio, print, digital and outdoor media channels. The campaigns will focus on reaching middle-aged urban professionals by positioning Globe Motors as a quality brand and creating brand engagement at locations frequented by the target group. Media placements will emphasize strategic spots during news and automobile programs on TV and radio, as well as at clubs and other professional hangouts.
SoftBank is an internet and telecommunications group led by the charismatic Masayoshi Son. As an investment company, SoftBank achieved a 9-times return on invested capital. SoftBank succeeded to turn around the Japan's third largest mobile operator, acquired in 2006 from Vodafone, and recently acquired SPRINT. SoftBank aims to be Number 1 on global telecommunications with a 30 year plan.
This market research analyses the SoftBank Group, corporate strategy, investments, acquisitions, financial results and market share data.
Lenovo acquired IBM's personal computer business in 2005 in order to globalize and expand beyond its success in China. This gave Lenovo the ThinkPad and ThinkCentre brands to leverage. However, it also introduced challenges in merging cultures and establishing Lenovo's brand identity globally against strong competitors like HP and Dell. Lenovo addressed this by focusing on a master Lenovo brand, restructuring to integrate IBM and Lenovo teams, and a phased branding strategy that transitioned awareness from IBM/ThinkPad to the Lenovo brand over time. By 2014, Lenovo had become the largest personal computer manufacturer in the world with 19.2% of the global market.
Case Study Lam Cha Can Ca Doi Tay campaign OPPOCam Hua
OPPO smartphone creates campaign “Làm Cha Cần Cả Đôi Tay”
to encourages dads to put their phones down, and spend more
time with their kids.
Admicro is ambitious to help a smartphone brand address the
subject of fatherhood on an emotional level to raise public
awareness, rather than just promoting the brand’s products.
The document discusses Sony's Vaio laptop business and marketing strategy. It analyzes Sony's position in the laptop market, noting opportunities to differentiate Vaio laptops through unique software and leveraging Sony content. The document also considers alternatives like lowering prices or adding more value through software to better position Vaio laptops against competitors in the premium laptop segment.
Sony Corporation is a Japanese multinational conglomerate founded in 1946 and headquartered in Tokyo. Sony operates several business segments including electronics, pictures, music, mobile phones and financial services. In India, Sony targets customers of all ages and has two units, one for sales/marketing and one for software/product development. Sony's mission is to be a leading provider of consumer electronics and services, with a vision of helping dreamers dream. Sony has established Sony Centers across India to directly communicate its brand and provide customers with shopping assistance. Sony has the top market share in India for flat panel TVs and digital cameras.
This document outlines a marketing plan for repositioning Blackberry phones in India. It begins with an introduction to Blackberry as a company and reviews its product lines. It then analyzes Blackberry's market share through a survey. The marketing plan discusses targeting both enterprise and non-enterprise customers, and positioning Blackberry as a choice for professionals and youth. It proposes strategies like focusing on apps, customer service, and differentiation to attract users. The plan also considers the differentiated Indian market and proposes advertising, distribution channels, and a communication strategy to reposition Blackberry in India.
Lenovo launched a campaign in Romania to increase brand awareness and market share of its SMB and consumer products. The strategy involved mixing traditional and digital channels to create buzz around Lenovo's IdeaPad products. Specific tactics included press releases, contests on a major online store and Lenovo microsites, blogger reviews, a Facebook fan page activation with contests and surveys, banner ads, and an in-person consumer event. The campaign successfully increased Lenovo's Facebook fans, established its first digital newsroom in Romania's IT industry, and helped Lenovo gain market share for five consecutive quarters.
The document outlines key concepts related to Sony's production and operations, including:
- An introduction of Sony and its products like laptops, mobile phones, and the Sony Vaio laptop.
- Factors of production for Sony like land, labor, machinery, and capital. It also discusses how fluctuations in factor prices and supply impact production.
- Determinants of demand for Sony's products and how changes in factors like price, income, and tastes affect demand.
- Price elasticity of demand and supply. Income and advertisement elasticities are also discussed.
- Sony Vaio operates under monopolistic competition. Production functions and opportunity costs are presented.
The document discusses Gifticon's strategy for launching in the Japanese market, including analyzing the Japanese gift-giving culture, identifying potential target customers and occasions, and developing plans for products, infrastructure, business model, partners, and marketing. It notes the unique importance of thoughtfulness and personalization in Japanese gift-giving. The document aims to get approval on target customers and initial product development and have discussions on business model and go-to-market approach.
Market maturity and it's impact on digital marketingČrt Podlogar
My presentation presented on the SEMRush webinar talking about how market maturity impacts digital marketing, PPC, SEO and how digital marketing strategy should be modified and applied in different stages of the market maturity.
IBM 4801.01
March 2021
TikTok’s Rise To Global Markets
I. Analyzing a Decision Scenario Case
What is the decision that needs to be made in the case?
- The decision that TikTok needs to make is whether to have their Musicaly.ly
continue to be its own platform or the company itself be replaced by the TikTok
brand.
What are the major decision options?
- The continuation of Musicaly.ly, because they had achieved a good reputation and
garner millions of users.
- The discontinuation of Musicaly.ly in order to create a global brand under
TikTok.
What questions will help you decide which decision option is best?
- Has Musicaly.ly upgraded its platform in recent years to adapt to changing competitors?
- How much of the market does Musicaly.ly garner in the industry?
- Is there a similar application like TikTok, in the US, that might overtake the industry?
- Does Musicaly.ly offer the same features as TikTok does in the US?
What concepts and frameworks might help answer your questions?
- Data and analysis of Musicaly.ly in the past couple of months
- An industry analysis of the short-video app industry (social media) in the US
- Data about the competition in the US
- Feature analysis on Musicaly.ly being compared to TikTok
- Popularity and regulations of the application amongst various countries.
Possible Criterion 1: Globalization Strategy
Facts/Evidence What the evidence
indicates about the
decision options
Short-term steps Long-term steps
The company’s
globalization
strategy convey’s
TikTok, a localized
strategy, offers
various hashtags
Introduce special
effects and filters
that accommodate
Expand platform to
encourage their
users to create
SA
MP
LE
So
lid
Stu
dy
Gu
ide
. K
ee
p t
his
for
ma
t fo
r e
ach
wr
ite
up
!!
Ci
te
wh
ere
yo
u f
ou
nd
yo
ur
Sc
en
ari
o
St
ate
me
nt.
Y
ou
m
ay
w
an
t to
ad
d p
oin
ts
of
ev
ide
nc
e.
What decision do you recommend?
- Musical.ly should be replaced to create a global app under the TikTok brand.
What are the major reasons that support your recommendation?
contents that are of
a global product but
with localized
materials or content
and stickers that
accommodate their
local festivals that
feature special
effects and filters
the surrounding
target market to
their festivities and
locations
content by
incorporating trends
by other users
Possible Criterion 2: Challenges Within the Industry
Facts/Evidence What the evidence
indicates about the
decision options
Short-term steps Long-term steps
The popularity and
success of TikTok
caught the
attention/concern of
tech companies
creating
competition
Facebook, being
one of many,
launched a similar
short-video sharing
app, called Lasso,
to compete with
TikTok
Continue with the
localization strategy
to better
differentiate the
company from its
competitors
Promote TikTok
with various means
to garner a loyal
consumer base
Possibl ...
Mobile Marketing For Local Businesses and Global Mobile-First CompaniesZENNA
This document discusses mobile marketing and provides information on the current state of the mobile market. It outlines 4 main business models for mobile marketing and how the mobile marketing strategy may differ depending on factors like business model and region. Specific regions discussed include Ukraine, Europe, and the USA. The document also covers key aspects of traffic buying like attribution, KPIs for evaluating traffic quality, and how to protect against install fraud.
This document discusses wide format printing and summarizes the following key points:
1. Wide format graphics is a $10 billion market that is growing as marketing dollars continue to shift to digital media. Wide format printing is not under threat of electronic substitution like other print media.
2. Digital wide format printer unit sales and revenue are expected to see compound annual growth rates of around 6% from 2011-2016.
3. UV-curable flatbed printing specifically continues to grow, with the retail value of UV-curable wide format output growing at a 9% compound annual rate.
4. Wide format printing provides enduring value as a local commercial printing solution for sign shops, print shops, and other
The era of marketing 2.0 (Traditional, Online, mobile)thodorisg
This document discusses the evolution of marketing from traditional to digital channels. It provides examples of traditional marketing campaigns and how brands have adapted to new online and mobile channels. The key trends highlighted are the rise of mobile apps and location-based marketing, social media and search, and augmented reality. The document argues that future marketing will require an integrated, cross-channel approach combining traditional, online and mobile strategies to most effectively reach target audiences.
This document provides an investment opportunity in a digital publishing company. It summarizes the company's current operations which include publishing web and iPad content for various sports titles. It outlines plans to expand into additional sports over time. The management team is described along with the company's intellectual property assets. Two investment opportunities are presented: 1) A £20k match funded project to develop a business intelligence application and 2) Strategic funding of £120k over 6 quarters for a 30% equity stake to support marketing, product development and working capital. Financial projections forecast positive earnings and valuation within 2 years as additional sports titles and digital platforms are launched.
This document summarizes a case study presentation about Sony Corporation's television business. It outlines Sony's company background, provides a market analysis of the television industry, analyzes Sony's product portfolio and marketing issues, and identifies strengths, weaknesses, opportunities and threats in a SWOT analysis. It recommends that Sony focus on product development in large-screen RPTVs, improve its marketing mix with more competitive pricing and broader distribution, and get back to innovating new technologies to drive future growth in the shifting LCD television market.
Lenovo acquired IBM's personal computer business in 2004. This gave Lenovo the rights to IBM's ThinkPad brand, which was well-known but seen as slow-moving. Lenovo faced challenges in integrating the two companies across borders and balancing global vs local needs. Its strategy was to leverage the strong ThinkPad brand to boost the new Lenovo brand through a "one-two punch" approach - strengthening ThinkPad while using it to promote Lenovo as innovative yet efficient. Lenovo's three-phase advertising plan aimed to first maintain ThinkPad sales, then position Lenovo as improving ThinkPad, and finally stress Lenovo's own innovation. This strategy helped Lenovo become a top global PC brand.
This document discusses Kodak's declining market share in film and proposes options to address the issue. It analyzes Kodak, Fuji, and Polaroid's market shares, growth rates, and pricing strategies. One option is to launch a new economy-tier film called Funtime Film, but the team recommends against this. Instead, they suggest renaming existing film lines to clarify quality differences and focus on innovation to justify Kodak's premium position.
This document discusses the mobile landscape and opportunities for brands through mobile apps and marketing. It provides an example concept for a Bourjois makeup app that could drive brand awareness and revenue in several ways: by providing a personalized mirror experience with the brand, easy tools to browse, compare, and share looks, and a store locator to send qualified customers to physical stores. The app aims to engage customers multiple times daily and turn them into brand advocates through social sharing features. It is presented as a new revenue opportunity for Bourjois to reach their target audience in a personalized way with a low investment. The next steps proposed are to finalize the commercial details and requirements to develop and launch the app.
This is the PowerPoint presentation of a Marketing/Business Plan me and four of my classmates made for Sony\'s consumer electronics market for our Marketing Management class.
SDS produces cathode ray tubes (CRTs) in Singapore for Sony. It is Sony's largest and most efficient CRT plant, accounting for 33% of Sony's CRT production. However, the CRT industry is in mature decline as liquid crystal display (LCD) technology becomes more prevalent. SDS faces challenges in shifting to new technologies and maintaining operations as government and industry priorities change.
Globe Motors aims to increase brand awareness and sales by 50% through targeted marketing campaigns across TV, radio, print, digital and outdoor media channels. The campaigns will focus on reaching middle-aged urban professionals by positioning Globe Motors as a quality brand and creating brand engagement at locations frequented by the target group. Media placements will emphasize strategic spots during news and automobile programs on TV and radio, as well as at clubs and other professional hangouts.
SoftBank is an internet and telecommunications group led by the charismatic Masayoshi Son. As an investment company, SoftBank achieved a 9-times return on invested capital. SoftBank succeeded to turn around the Japan's third largest mobile operator, acquired in 2006 from Vodafone, and recently acquired SPRINT. SoftBank aims to be Number 1 on global telecommunications with a 30 year plan.
This market research analyses the SoftBank Group, corporate strategy, investments, acquisitions, financial results and market share data.
Lenovo acquired IBM's personal computer business in 2005 in order to globalize and expand beyond its success in China. This gave Lenovo the ThinkPad and ThinkCentre brands to leverage. However, it also introduced challenges in merging cultures and establishing Lenovo's brand identity globally against strong competitors like HP and Dell. Lenovo addressed this by focusing on a master Lenovo brand, restructuring to integrate IBM and Lenovo teams, and a phased branding strategy that transitioned awareness from IBM/ThinkPad to the Lenovo brand over time. By 2014, Lenovo had become the largest personal computer manufacturer in the world with 19.2% of the global market.
Case Study Lam Cha Can Ca Doi Tay campaign OPPOCam Hua
OPPO smartphone creates campaign “Làm Cha Cần Cả Đôi Tay”
to encourages dads to put their phones down, and spend more
time with their kids.
Admicro is ambitious to help a smartphone brand address the
subject of fatherhood on an emotional level to raise public
awareness, rather than just promoting the brand’s products.
The document discusses Sony's Vaio laptop business and marketing strategy. It analyzes Sony's position in the laptop market, noting opportunities to differentiate Vaio laptops through unique software and leveraging Sony content. The document also considers alternatives like lowering prices or adding more value through software to better position Vaio laptops against competitors in the premium laptop segment.
Sony Corporation is a Japanese multinational conglomerate founded in 1946 and headquartered in Tokyo. Sony operates several business segments including electronics, pictures, music, mobile phones and financial services. In India, Sony targets customers of all ages and has two units, one for sales/marketing and one for software/product development. Sony's mission is to be a leading provider of consumer electronics and services, with a vision of helping dreamers dream. Sony has established Sony Centers across India to directly communicate its brand and provide customers with shopping assistance. Sony has the top market share in India for flat panel TVs and digital cameras.
This document outlines a marketing plan for repositioning Blackberry phones in India. It begins with an introduction to Blackberry as a company and reviews its product lines. It then analyzes Blackberry's market share through a survey. The marketing plan discusses targeting both enterprise and non-enterprise customers, and positioning Blackberry as a choice for professionals and youth. It proposes strategies like focusing on apps, customer service, and differentiation to attract users. The plan also considers the differentiated Indian market and proposes advertising, distribution channels, and a communication strategy to reposition Blackberry in India.
Lenovo launched a campaign in Romania to increase brand awareness and market share of its SMB and consumer products. The strategy involved mixing traditional and digital channels to create buzz around Lenovo's IdeaPad products. Specific tactics included press releases, contests on a major online store and Lenovo microsites, blogger reviews, a Facebook fan page activation with contests and surveys, banner ads, and an in-person consumer event. The campaign successfully increased Lenovo's Facebook fans, established its first digital newsroom in Romania's IT industry, and helped Lenovo gain market share for five consecutive quarters.
The document outlines key concepts related to Sony's production and operations, including:
- An introduction of Sony and its products like laptops, mobile phones, and the Sony Vaio laptop.
- Factors of production for Sony like land, labor, machinery, and capital. It also discusses how fluctuations in factor prices and supply impact production.
- Determinants of demand for Sony's products and how changes in factors like price, income, and tastes affect demand.
- Price elasticity of demand and supply. Income and advertisement elasticities are also discussed.
- Sony Vaio operates under monopolistic competition. Production functions and opportunity costs are presented.
The document discusses Gifticon's strategy for launching in the Japanese market, including analyzing the Japanese gift-giving culture, identifying potential target customers and occasions, and developing plans for products, infrastructure, business model, partners, and marketing. It notes the unique importance of thoughtfulness and personalization in Japanese gift-giving. The document aims to get approval on target customers and initial product development and have discussions on business model and go-to-market approach.
Market maturity and it's impact on digital marketingČrt Podlogar
My presentation presented on the SEMRush webinar talking about how market maturity impacts digital marketing, PPC, SEO and how digital marketing strategy should be modified and applied in different stages of the market maturity.
IBM 4801.01
March 2021
TikTok’s Rise To Global Markets
I. Analyzing a Decision Scenario Case
What is the decision that needs to be made in the case?
- The decision that TikTok needs to make is whether to have their Musicaly.ly
continue to be its own platform or the company itself be replaced by the TikTok
brand.
What are the major decision options?
- The continuation of Musicaly.ly, because they had achieved a good reputation and
garner millions of users.
- The discontinuation of Musicaly.ly in order to create a global brand under
TikTok.
What questions will help you decide which decision option is best?
- Has Musicaly.ly upgraded its platform in recent years to adapt to changing competitors?
- How much of the market does Musicaly.ly garner in the industry?
- Is there a similar application like TikTok, in the US, that might overtake the industry?
- Does Musicaly.ly offer the same features as TikTok does in the US?
What concepts and frameworks might help answer your questions?
- Data and analysis of Musicaly.ly in the past couple of months
- An industry analysis of the short-video app industry (social media) in the US
- Data about the competition in the US
- Feature analysis on Musicaly.ly being compared to TikTok
- Popularity and regulations of the application amongst various countries.
Possible Criterion 1: Globalization Strategy
Facts/Evidence What the evidence
indicates about the
decision options
Short-term steps Long-term steps
The company’s
globalization
strategy convey’s
TikTok, a localized
strategy, offers
various hashtags
Introduce special
effects and filters
that accommodate
Expand platform to
encourage their
users to create
SA
MP
LE
So
lid
Stu
dy
Gu
ide
. K
ee
p t
his
for
ma
t fo
r e
ach
wr
ite
up
!!
Ci
te
wh
ere
yo
u f
ou
nd
yo
ur
Sc
en
ari
o
St
ate
me
nt.
Y
ou
m
ay
w
an
t to
ad
d p
oin
ts
of
ev
ide
nc
e.
What decision do you recommend?
- Musical.ly should be replaced to create a global app under the TikTok brand.
What are the major reasons that support your recommendation?
contents that are of
a global product but
with localized
materials or content
and stickers that
accommodate their
local festivals that
feature special
effects and filters
the surrounding
target market to
their festivities and
locations
content by
incorporating trends
by other users
Possible Criterion 2: Challenges Within the Industry
Facts/Evidence What the evidence
indicates about the
decision options
Short-term steps Long-term steps
The popularity and
success of TikTok
caught the
attention/concern of
tech companies
creating
competition
Facebook, being
one of many,
launched a similar
short-video sharing
app, called Lasso,
to compete with
TikTok
Continue with the
localization strategy
to better
differentiate the
company from its
competitors
Promote TikTok
with various means
to garner a loyal
consumer base
Possibl ...
Mobile Marketing For Local Businesses and Global Mobile-First CompaniesZENNA
This document discusses mobile marketing and provides information on the current state of the mobile market. It outlines 4 main business models for mobile marketing and how the mobile marketing strategy may differ depending on factors like business model and region. Specific regions discussed include Ukraine, Europe, and the USA. The document also covers key aspects of traffic buying like attribution, KPIs for evaluating traffic quality, and how to protect against install fraud.
This document discusses wide format printing and summarizes the following key points:
1. Wide format graphics is a $10 billion market that is growing as marketing dollars continue to shift to digital media. Wide format printing is not under threat of electronic substitution like other print media.
2. Digital wide format printer unit sales and revenue are expected to see compound annual growth rates of around 6% from 2011-2016.
3. UV-curable flatbed printing specifically continues to grow, with the retail value of UV-curable wide format output growing at a 9% compound annual rate.
4. Wide format printing provides enduring value as a local commercial printing solution for sign shops, print shops, and other
The era of marketing 2.0 (Traditional, Online, mobile)thodorisg
This document discusses the evolution of marketing from traditional to digital channels. It provides examples of traditional marketing campaigns and how brands have adapted to new online and mobile channels. The key trends highlighted are the rise of mobile apps and location-based marketing, social media and search, and augmented reality. The document argues that future marketing will require an integrated, cross-channel approach combining traditional, online and mobile strategies to most effectively reach target audiences.
This document provides an investment opportunity in a digital publishing company. It summarizes the company's current operations which include publishing web and iPad content for various sports titles. It outlines plans to expand into additional sports over time. The management team is described along with the company's intellectual property assets. Two investment opportunities are presented: 1) A £20k match funded project to develop a business intelligence application and 2) Strategic funding of £120k over 6 quarters for a 30% equity stake to support marketing, product development and working capital. Financial projections forecast positive earnings and valuation within 2 years as additional sports titles and digital platforms are launched.
This document provides an overview of The Marketing Game simulation. It describes the simulation as a dynamic case where students learn about a marketing situation, evaluate opportunities, develop strategies, and make decisions. Students receive regular feedback on their marketing outcomes and financial results. The simulation was originally developed in 1985 and is now widely used in universities and companies. It challenges students to improve their strategies based on learning. The simulation covers all aspects of marketing strategy planning in an integrated way and allows students to practice skills like analyzing customers, competitors, and marketing strengths/weaknesses.
Boris Kapitanovic - Inventera.Net - Social Media & E-Marketing Plan (Part 1)boris2
This document provides an overview of developing an e-marketing plan, including key challenges. It discusses starting the planning process by managing it as a project with clear goals that are aligned with overall corporate and marketing strategies. The presentation will cover preparing and managing the e-marketing plan process in more detail during the Thursday workshop. Some challenges of the planning process mentioned are delivering a successful project, building trust, managing the plan lifecycle, and coordinating with solution providers.
Social Media - E-Marketing Plan (Part 1)eMarketingAG
This document provides an overview of developing an e-marketing plan. It discusses establishing goals, managing stakeholders, and aligning the e-marketing strategy with corporate strategies. It emphasizes managing the planning process as a project with key components like the current state, future state, and addressing challenges. Social media is positioned as an additional opportunity and challenge to manage information. The presentation aims to provide ideas and strategies to help attendees improve their e-marketing activities and articulate the need for a managed e-marketing plan.
2009 Marketing Machine Vision (Inbound and Content Marketing) for Unica InternalAdam "AB" Bloom
In 2009, I proposed a strategic change for the SaaS product marketing and marketing groups at Unica, the leader in marketing automation technology at the time. This PPT represents the vision for a different, new, internal marketing automation and operations organization with a stronger content-marketing or inbound-marketing approach for SaaS solutions. I conceptualized, pitched, and was responsible for this while launching Unica's new SaaS product "Interactive Marketing On Demand" as a product marketer.
This document discusses the importance of understanding the target market when starting a new business. It provides tips on how to estimate the size of the target market, including researching existing data sources, summing the revenue of existing competitors, and making educated guesses. The document also outlines factors to consider when designing a market entry strategy, such as understanding customer needs, competitors, and determining the best product, price, place, and promotion plan based on a strengths, weaknesses, opportunities, and threats (SWOT) analysis.
KB Seminars: Growing Online Revenue: Advertising, Sales and Classifieds; 09/12MDIF
The document discusses strategies for growing online revenue through advertising, sales, and classifieds, outlining approaches to online display advertising, organizing sales teams, and leveraging advertising networks and online classifieds. It provides an agenda for the seminar covering topics like online market overviews, sales team organization and motivation, advertising networks, online classifieds, and social media for building audience and revenue.
Local Content & Monetisation – A View from Europe
The local media landscape in Europe is unique in many ways and in particular is different to the US market. However, Google still dominates on the search side (both in terms of advertising and traffic volumes) in many European markets and is particularly strong in the UK. Yet Google is also a great source of traffic and revenue for many local publishers. In this panel we examine what makes local media different in Europe. We will explore how media owners are attracting users and growing traffic. Will look at innovative partnerships and business models. In addition we will discuss what strategies are working for attracting local advertising revenue and look at where growth is coming from 2010 and beyond.
Moderator: Ben Barney, Akesios
Panel:
* Simon Greenman, MD – Online, European Directories
* James Thornett, Development Manager Location Services, Mapping, BBC Local
* Joachim Helfer, Müller Medien
* Roland Bryan, Associated Northcliffe Digital
The document provides an acknowledgement and thanks to those who helped complete a paper. It expresses gratitude to God and thanks the supervisor, Mr. Tanveer Alam, for his guidance and support during the project. The document then outlines the company RINK's plans to introduce a new digital lamp called the "Global Dream Lamp" and provides details on the company's history, goals, vision, products, marketing strategy, and financial projections over several years.
A digital strategy is a plan to leverage digital tools and technologies to accomplish business objectives. It involves analyzing the context, defining goals and targets, reviewing existing digital efforts, crafting a strategic vision, and developing a plan of actions. Key components of a digital strategy include business objectives, marketing objectives, and understanding audiences. A successful digital strategy tells compelling brand stories across social media and other digital channels to drive engagement.
The marketing plan summarizes the objectives, strategies, and action plans for promoting the website New-Languages.com and its flashcard-making tool. The plan aims to increase website traffic and conversions by differentiating the free flashcard tool, targeting top language markets, and using search optimization, social media, and partnerships for promotion. Key tactics include email campaigns, ads, contests, and encouraging language teachers to use the site.
1. ZO status on Microsoft partnership Redmond , 29 March 2011
2. Agenda Upfront comments Processes in place in markets per region/ market “Game changing” briefs in the works Other opportunities
3. Agenda Upfront comments Processes in place in markets “Game changing” briefs in the works Other opportunities
4. Upfront comments 1. Good relationship across markets Microsoft remains overall ZO number 1 media partner across all key markets (excluding search) 2. Across ZO markets we identify a clear trend of spend towards 3 key areas Performance/DR campaigns Online video Social media
5. Upfront comments - continued Microsoft weaknesses to be addressed for ZO to increase spend* across all major markets: Pricing is a major concern Information gathered is that MSN is 10%+ more expensive than its competitors Need a more efficient MSN network with Better targeting / retargeting solutions Lower CPAs: Average CPAs are higher than competition in all markets Average CPAs are 10%+ higher Vs year ago Need more online video inventory At more competitive CPM Need stronger deeper content offering against 15+ target groups Currently spend are shifting to Facebook and local social media properties (Deezer in France, Twenti in Spain...) *Weaknesses discussed at EMEA Microsoft / ZO quarterly steering committee meeting, 2 March 2011
47. Nestle: HW with Kids proactive: # markets, budget tbcMicrosoft briefed on a total of €4.4m* / $6.2m + of new opportunities *No overlap with local markets briefs
50. Concept: Microsoft creates the world’s biggest interactive fashion shoot using the Croisette as a stunning backdrop
51. Toyota – A Long Way from Kansas - €500k to €1.2m Film Aid International uses the power of film and video to reach the world’s most vulnerable communities with messages that inspire them, address their critical shared needs, and effect social change
83. Custom slideshow integration 6x’s throughout flight Product Launches Skinny Cow Ice Cream Clamshell packaging Skinny Cow Confections Timeline Approved and preparing to launch April – August 2011 $200,000 Net
84. Zenithmedia US – Chase– $500k Xbox Live Advertising: Thought-Starters for Chase Within Xbox LIVE, users will be compelled to interact with custom content by… For a spend of $500k+, we can also include a research study to support the campaign. Research study will require a signed release form and a 5-week lead time prior to campaign launch. For the entire month of April – when finances are top of mind – Xbox LIVE users will have 3 reasons to thank Chase! Pending Xbox Marketing approval 1. Xbox LIVE users who opt-in and purchase 2000 or more Microsoft points ($25 value) with their Chase credit card will receive a free 3-month Gold subscription to Xbox LIVE!* This Flash BDE can also contain any relevant video content (including commercials) for that time frame, as well as animation, sound and custom downloadable content in the form of theme packs and gamer pics that are both free to Chase and the user! 2. Messaging on Xbox will also encourage users to sign up for a Chase card to earn a full year Gold subscription.** With a Chase Flash-Enabled Branded Destination Experience (BDE) – the Xbox LIVE equivalent of a microsite – users will learn valuable information about the usage and acquisition promotions on separately branded tabs within the Experience. 3. Chase card holders that make any purchases on Xbox LIVE using their Chase credit card will receive 3% cash back.*** Awaiting approvals/confirmation on: *Ability to identify Chase CC users on Xbox LIVE – MS purchases cards/manages/fulfills **Requires MS to supply Chase with 12-month Gold subscriptions – Chase to set up unique URL (i.e. chase.com/Xbox), Chase manages/fulfills ***Chase manages/fulfills using Chase numbers/reporting
93. France key opportunities PMU Good partnership, to be renewed (circa m1€+) CPA disappointing on MSN network and a lot of missed opportunities: CTR and CVR divided by 2 in Jan 11 Vs Jan 10! Volumes of impressions not delivered to objective: In 2010 average monthly spend: €85K In 2011 average monthly spend: €36K Bouygues Telecom MSN is first partner for branding opportunities. Short term opportunities will continue to come up on a very competitive market... However loss opportunities on performance campaigns evaluated at circa €30K of loss per month due to declining CPA Vs yag Innovation opportunities: Xbox, Kinect (under discussion ...) Missed opportunity: €50K / Month
94. France - Other opportunities Budgets not yet defined, but Microsoft will be briefed
95. France L’Oreal Big issue around launch of “Glo” (woman/luxury channel of MSN) ZO proposed to Lancôme clients the exclusive sponsorship around the launch - no possible negotiation MSN goes to Lancôme direct with a negotiated offer for same package! (lower CPM) Client agrees on price and ask ZO to book MSN discovers that Dior had put an “option 1” and confirmed booking Big clash scaled up to MD of Lancôme. ZO now negotiating with MSN for compensation Annual brief for global partnership to come in March : might be endangered by the Lancôme issue
110. Spain -€3.75m / $5.3m ZENITHMEDIA 1. P&G 900.000 € 2. MERCEDES 375.000 € 3. CAJA MADRID New client with a minimum 100.000€ to spend on MSN 4. SYMIO 10.000 €/ month but we only achieved 5.000 € / month with the same CPL than last year, Vs 20.000€/month at the beginning of 2010 5. GENETSIS 200.000 € DR action 6. IBERDROLA 50.000 € DR action 7. OPENBANK 150.000 € 8. LDA (DirectLine) Not in the media plan due to too high CPL , there would be opportunities if the price matched with 100€ brief OPTIMEDIA 1. TOYOTA / LEXUS 450.000€ 2. MUTUA 60.000 € - potential to increase if CPL improves 3. HEINEKEN 325.000 € 4. PERNOD RICARD 300.000€ 5. YOIGO 175.000 € ZO BARNA 1. WEIGTHWATCHERS 25.000€ 2. NESTLE 220.000€ 3. MEDIAMARKT 300.000€ 4. NESPERESSO 60.000€
113. Take That Campaign late Mar-May close to sign off, potential of £100k+ investment to MSN.
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117. Men Expert launch in Q2, MSN likely to take £30-£40k. Limited spend on Maybelline and Paris, but potential of £20k on Vichy and Gel Liner in April
137. Armani – Jeans and underwear: China, $75K Please note that MSN is a JV in China, so it is advertising only as they don’t provide bespoke content. The above spends are small compared to other regions, but large for their respected markets. ASEAN (Singapore) and India have no current big projects in the pipeline.
139. Qantas – Rugby World Cup Sponsorship – $100k Timing: TBC Qantas is a proud supporter of Australian Rugby Union and is the official airline of the Qantas Wallabies. 2010 saw improved results in the Tri-Nations series, with two wins against South Africa awarding the Qantas Wallabies the Mandela Challenge Plate and ensuring they retained second place both in the 2010 Tri-Nations competition and IRB World Rankings. The Qantas Wallabies will play four matches in 2011 in the Southern Hemisphere's toughest competition, the Tri-Nations. They will kick off their international campaign against South Africa on 23 July in Sydney before taking on the traditional rival New Zealand in Auckland on 6 August. Next the Qantas Wallabies will play against the Springboks in South Africa on 13 August before the team return to Australia to play on home soil against the All Blacks in Brisbane on 27 August. The Qantas Wallabies will then launch into their campaign on rugby's grandest stage at the World Cup in New Zealand on 11 September, competing throughout the month against Ireland, Italy, Russia and the USA in the group stages of the tournament. We wish the Qantas Wallabies the best of luck in their quest for glory in New Zealand.