1) Orion chocolate faces weaknesses such as weak consumer perception and non-uniform marketing campaigns. Milka is a stronger competitor with consistent branding.
2) The target group is people aged 30+ who prefer traditional Czech brands and value quality over price.
3) Marketing objectives include increasing loyalty, penetration, and market share through 2011. Strategies center on improving the brand image and stabilizing pricing.
4) Plans include redesigning packaging, TV advertising, sales promotions, and hosting brand experiences like a "Spaceshow" tour. The annual budget is 30 million CZK.
5 Factors Driving Customer Experience In The US Chocolate IndustryClootrack
Studies reveal that there will be 275.03 Million chocolate consumers in the US by 2024. Since no one gets bored of chocolates, this industry will remain a high-demand food product forever. Provided, chocolate brands keep an eye on their customer expectations since a small mistake in any part of the customer touchpoints can go lead to the downfall of a brand. These perfect snacking and gifting chocolates sometimes fail to meet the customer's expectations, even though the brands give their best.
As we move into the post-pandemic era, brands need to consider a different approach to customer experience due to changes in customer demands. To understand the current customer experience trends in the chocolate industry, Clootrack has found the top 5 category drivers in the chocolate category based on 12,964 customer reviews and ratings they submitted on various websites.
Read more here - https://www.clootrack.com/insights/retail/5-factors-driving-customer-experience-in-the-us-chocolate-industry
This document summarizes key models of consumer attitude formation and change. It introduces the tricomponent attitude model which views attitudes as having cognitive, affective, and conative components. Multi-attribute attitude models examine attitudes in terms of beliefs about product attributes. The theory of reasoned action models how subjective norms and attitudes jointly shape behaviors. The theory of trying to consume accounts for uncertain outcomes in consumer decision-making.
Toshiba Laptops: An integrated digital marketing strategyArchana Nilaver
An integrated Digital Marketing strategy for Toshiba Laptops India. The objective is to create a digital presence through the social channels to promote the brand; its products, product innovation features & create engagement.
This document discusses market segmentation and strategic targeting. It covers the importance of segmentation, bases for segmenting consumers like demographics and psychographics, and implementing segmentation strategies. The key points are that segmentation helps identify distinct groups of consumers, differentiation allows products to compete, and strategic targeting of segments is important for effective positioning of products and services.
Culinarian Cookware case study analysisSaurabh Mhase
Culinarian Cookware is considering adopting a price promotion strategy but is unsure if it will be profitable. In 2004, an external study found price promotions had a negative impact on profits. However, the sales manager believes the 2004 campaign was successful. There is a dilemma around whether price promotions would help or hurt Culinarian's market share and profits. The case analyzes Culinarian's market position, previous promotion results, and makes recommendations around a new product line and limited price promotions to target different customer segments.
Netflix began as a DVD rental service but saw increasing subscribers embracing its new video streaming option. While revenue and subscribers grew rapidly throughout the 2000s, a failed price increase and the short-lived Qwikster rebrand upset customers. However, Netflix was able to recover and focus on international expansion and improving its streaming library and platform. Though new competitors like Amazon and Hulu emerged, Netflix maintained growth and adapted its strategy to emphasize convenience and becoming an entertainment hub, ensuring its continued relevance in a shifting streaming landscape.
The document summarizes a marketing plan for Metabical, a new weight loss drug. It discusses target consumers as moderately overweight individuals, and competitors include Alli and herbal supplements. The plan outlines advertising focusing on health risks of excess weight, a sales force of 32 representatives, and supporting programs to encourage lifestyle changes. The budget allocates most funds to marketing in the drug's first year to establish brand awareness and trial among the target segment.
TruEarth is a healthy food company founded in 1993 that pioneered quality whole grain pastas. In 2006, they successfully launched Cucina Fresca, a line of 60% and 100% whole grain pastas that tapped into the growing demand for healthy home meal replacements. Cucina Fresca succeeded due to its first mover advantage in the healthy pasta space, unmet consumer demand, and its tastier and healthier profile compared to competitors. TruEarth is considering expanding into the pizza market based on Cucina Fresca's brand awareness and the large size of the pizza market, but risks include potential lack of taste and higher perceived price compared to competing indulgence categories.
5 Factors Driving Customer Experience In The US Chocolate IndustryClootrack
Studies reveal that there will be 275.03 Million chocolate consumers in the US by 2024. Since no one gets bored of chocolates, this industry will remain a high-demand food product forever. Provided, chocolate brands keep an eye on their customer expectations since a small mistake in any part of the customer touchpoints can go lead to the downfall of a brand. These perfect snacking and gifting chocolates sometimes fail to meet the customer's expectations, even though the brands give their best.
As we move into the post-pandemic era, brands need to consider a different approach to customer experience due to changes in customer demands. To understand the current customer experience trends in the chocolate industry, Clootrack has found the top 5 category drivers in the chocolate category based on 12,964 customer reviews and ratings they submitted on various websites.
Read more here - https://www.clootrack.com/insights/retail/5-factors-driving-customer-experience-in-the-us-chocolate-industry
This document summarizes key models of consumer attitude formation and change. It introduces the tricomponent attitude model which views attitudes as having cognitive, affective, and conative components. Multi-attribute attitude models examine attitudes in terms of beliefs about product attributes. The theory of reasoned action models how subjective norms and attitudes jointly shape behaviors. The theory of trying to consume accounts for uncertain outcomes in consumer decision-making.
Toshiba Laptops: An integrated digital marketing strategyArchana Nilaver
An integrated Digital Marketing strategy for Toshiba Laptops India. The objective is to create a digital presence through the social channels to promote the brand; its products, product innovation features & create engagement.
This document discusses market segmentation and strategic targeting. It covers the importance of segmentation, bases for segmenting consumers like demographics and psychographics, and implementing segmentation strategies. The key points are that segmentation helps identify distinct groups of consumers, differentiation allows products to compete, and strategic targeting of segments is important for effective positioning of products and services.
Culinarian Cookware case study analysisSaurabh Mhase
Culinarian Cookware is considering adopting a price promotion strategy but is unsure if it will be profitable. In 2004, an external study found price promotions had a negative impact on profits. However, the sales manager believes the 2004 campaign was successful. There is a dilemma around whether price promotions would help or hurt Culinarian's market share and profits. The case analyzes Culinarian's market position, previous promotion results, and makes recommendations around a new product line and limited price promotions to target different customer segments.
Netflix began as a DVD rental service but saw increasing subscribers embracing its new video streaming option. While revenue and subscribers grew rapidly throughout the 2000s, a failed price increase and the short-lived Qwikster rebrand upset customers. However, Netflix was able to recover and focus on international expansion and improving its streaming library and platform. Though new competitors like Amazon and Hulu emerged, Netflix maintained growth and adapted its strategy to emphasize convenience and becoming an entertainment hub, ensuring its continued relevance in a shifting streaming landscape.
The document summarizes a marketing plan for Metabical, a new weight loss drug. It discusses target consumers as moderately overweight individuals, and competitors include Alli and herbal supplements. The plan outlines advertising focusing on health risks of excess weight, a sales force of 32 representatives, and supporting programs to encourage lifestyle changes. The budget allocates most funds to marketing in the drug's first year to establish brand awareness and trial among the target segment.
TruEarth is a healthy food company founded in 1993 that pioneered quality whole grain pastas. In 2006, they successfully launched Cucina Fresca, a line of 60% and 100% whole grain pastas that tapped into the growing demand for healthy home meal replacements. Cucina Fresca succeeded due to its first mover advantage in the healthy pasta space, unmet consumer demand, and its tastier and healthier profile compared to competitors. TruEarth is considering expanding into the pizza market based on Cucina Fresca's brand awareness and the large size of the pizza market, but risks include potential lack of taste and higher perceived price compared to competing indulgence categories.
MEASURING SOURCES OF BRAND EQUITY: CAPURING CUSTOMER MINDSETAvinash Singh
The document discusses various qualitative and quantitative techniques for measuring sources of brand equity by capturing customer mindsets. It describes qualitative techniques like free association, projective techniques, and the Zaltman Metaphor Elicitation Technique (ZMET). Quantitative awareness, image, brand responses, and brand relationships are also covered. Comprehensive models for measuring customer-based brand equity are outlined, including the Brand Dynamics model, Equity Engines, and Young & Rubicam's Brand Asset Valuator (BAV) which uses five pillars to assess brand health.
This document provides a summary of a marketing project for CeraVe lotion. It profiles the target customer, Amy Gilbert, and discusses insights from primary research including usage observations, shop-alongs, and Nielsen data. Key findings are that customers typically find CeraVe through a dermatologist's recommendation and become very loyal users. They value that it is not oily and helps conditions like eczema. However, customers want easier packaging for on-the-go use and clearer visibility of certifications on packaging. The document also summarizes secondary research that provides additional context on CeraVe customers.
Starbucks is launching its marketing plan to enter the Vietnam coffee market. The document outlines Starbucks' history and profile, including its mission and vision. It then discusses Starbucks' product offerings and positioning as a premium brand. The document also analyzes Starbucks' competitors in Vietnam and provides details on pricing, distribution, and communication strategies to be implemented in Vietnam, such as using rewards programs, social media, and events. It concludes with Starbucks' goals for long-term growth in Vietnam and a proposed marketing expense budget.
This document discusses Metabical, a new weight loss drug, and outlines objectives and strategies for its marketing and sales. In 3 sentences: Metabical is a new FDA-approved prescription weight loss drug that provides weight loss benefits with fewer side effects than other options and includes a support program. It targets overweight women aged 35-65 who want to lose 10-30 pounds and aims to provide customer satisfaction through a 12-week package and program. Pricing the drug at $150 per package is estimated to provide the highest return on investment at 307.24% based on forecasted demand of 1.242 million customers.
Culinarian is a cookware brand that aims to provide high quality products with advanced technology. In 2006, its strategic priorities are to widen its network, increase market share, and preserve its brand image with a revenue growth target of 15%. While a sales manager supports offering price promotions to boost awareness and engagement, the CEO believes it could harm the brand image based on negative results from 2004 promotions. The document considers pros and cons of price promotions versus alternative promotional strategies like cash back schemes and cooperative advertising to meet growth targets while maintaining a premium brand image.
Consumer Behaviour - Stimulus Generalisation Vs. Stimulus Discriminationteenasai
This document discusses stimulus generalization versus stimulus discrimination in marketing and branding. It provides examples of brands that use stimulus generalization by maintaining consistent packaging design across product lines to leverage brand recognition, as well as examples of brands that use stimulus discrimination by differentiating their packaging design from competitors to stand out. The document analyzes multiple brand pairs, showing how one brand generalized its packaging while the other discriminated to differentiate itself in the marketplace.
The document analyzes different music streaming services based on their positioning in the market. It segments the market into categories of "Artist Driven" services like SoundCloud that promote underground artists, "Carefree Listening" services like Pandora for passive background music, "Discounted Listening" services like Apple Music that offer family plans, and "Music Discovery" leaders like Spotify for exploring new music. Through associations and positioning statements, it evaluates the brand personalities of each service. A perceptual map shows how services are perceived along dimensions of new music discovery and carefree listening. It concludes with a quote advocating for a service that promotes full album experiences and music discovery through human interaction rather than algorithms.
This case study is about Culinarian Cookware, a US cookware manufacturer. Key points:
- The US cookware market is $3.36 billion but potential is unexplored and competition is high. Culinarian lacks marketing funds and brand awareness.
- Culinarian's product lines include CX1, DX1, SX1, and PROX1. In 2004 they ran a price promotion that had a negative effect.
- Data shows their revenue grew 21% in 2006 but they need promotion for slow-moving products. Competitor market shares range from 18% to 3%.
- Culinarian's revenue and ad spending increased from 2002-2006 but distribution is mainly
The Customer Journey applied to the buying and shopping experience at IKEA: from the wow moment to the how moment.
Step by step as an example how to make the customer journey an interesting and useful tool.
The proposed target market is dedicated, overwhelmed post-secondary students aged 16-25 living in urban and suburban areas. They are social, driven individuals who enjoy customizing their Starbucks drinks and using the relaxed café environment to study and socialize with friends up to 4 times per week, making them heavy Starbucks consumers.
Natureview Farm is a yogurt company seeking to increase revenue 50% by end of 2001. It is considering 3 options: 1) Expand 8oz cups to supermarkets, 2) Expand 32oz cups nationally, or 3) Introduce children's multipacks in natural foods stores. Option 1 requires the highest spending but risks are high. Option 2 has lower risks but doubts about new users adopting large size. Option 3 leverages Natureview's brand strengths and relationships in natural foods stores, which are growing faster than supermarkets. Introducing multipacks could increase revenue 46.4% in 12 months, achieving the target through continued growth in the core natural channel without risks of expanding to supermarkets.
Aqualisa, a UK shower manufacturer, invested in developing a new shower product called Quartz. However, sales of Quartz were lower than expected due to several issues: low consumer awareness, plumbers' reluctance to adopt new technologies, and the high price of Quartz targeted at the premium market. Aqualisa is considering various marketing strategies to boost Quartz sales, such as targeting consumers directly, DIY customers, developers, or trade shops and plumbers. Targeting trade shops and plumbers is identified as the best strategy as they have significant influence over consumers and the largest market share. The strategy is expected to increase Quartz sales four-fold, make plumbers more productive and profitable, and strengthen Aqualisa
This document provides an analysis of eMarketing strategies for Oral-B's electric toothbrush business. It finds that the market is highly fragmented, so differentiation is important. It recommends optimizing search marketing, creating more content, benchmarking SEO efforts, and acquiring user data to improve performance. It also suggests generating engaging content, enhancing calls-to-action and chatbots on the website, targeting social influencers to boost reach, and integrating marketing and CRM systems for improved personalization. Competitive comparisons show opportunities in offering more color choices and partnering with dental companies.
This document analyzes Brita's product strategy as the market leader in the water filtering industry faces challenges. It identifies the problem as Brita's leadership being in jeopardy due to industry changes and the rise of faucet-mounted filters. The solution proposed is for Brita to begin selling its own faucet-mounted filtration systems to maintain its market leadership position and capitalize on customer interest in health benefits. Brita's strengths of its strong brand, customer loyalty, and market leader status in pitchers and filters could help it succeed with a new faucet-mounted product, but it also faces weaknesses like its limited product types and slowing pitcher market growth.
This document discusses Starbucks' brand structure and culture. It outlines four types of brand structures Starbucks uses: umbrella, shared status, co-branding, and house of brands. It provides examples of brands that fall under each structure. The document also discusses Starbucks' brand culture, which focuses on belonging, diversity, and inclusion. It identifies criteria for motivating and enabling employees through training, rituals, and leadership development aligned with Starbucks' mission.
This document discusses cross-cultural consumer behavior from an international marketing perspective. It covers the importance of developing appropriate multinational marketing strategies that account for cultural differences among countries. Some key topics include country-of-origin effects on product perceptions, comparing cultural traits between countries like China and the US, analyzing similarities and differences between consumer groups globally, and issues to consider when conducting cross-cultural consumer research.
Coca Cola launched New Coke in 1985 after extensive market research found consumers preferred its taste over original Coke in blind taste tests. However, there was immense public backlash from loyal Coke drinkers who felt their brand was being taken away. Complaints flooded in, protest groups formed, and Coke sales dropped sharply. Within months, Coca Cola acknowledged its mistake and re-launched original Coke under the name "Coca Cola Classic". Coke sales rebounded and New Coke was removed within a few years, becoming one of the biggest marketing failures in history. Coca Cola learned the importance of understanding consumer brand loyalty and emotions.
This document discusses the personality profiles and brand relationships of three individuals - Jean, Karen, and Vicki. It analyzes their life stories and how they relate to the brands they use. Jean has close relationships with established, well-known brands that match her preference for certainty. Karen's brand relationships reflect her busy lifestyle and focus on convenience and cost. Vicki chooses brands that reflect her feminine personality and preference for purity.
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.
MEASURING SOURCES OF BRAND EQUITY: CAPURING CUSTOMER MINDSETAvinash Singh
The document discusses various qualitative and quantitative techniques for measuring sources of brand equity by capturing customer mindsets. It describes qualitative techniques like free association, projective techniques, and the Zaltman Metaphor Elicitation Technique (ZMET). Quantitative awareness, image, brand responses, and brand relationships are also covered. Comprehensive models for measuring customer-based brand equity are outlined, including the Brand Dynamics model, Equity Engines, and Young & Rubicam's Brand Asset Valuator (BAV) which uses five pillars to assess brand health.
This document provides a summary of a marketing project for CeraVe lotion. It profiles the target customer, Amy Gilbert, and discusses insights from primary research including usage observations, shop-alongs, and Nielsen data. Key findings are that customers typically find CeraVe through a dermatologist's recommendation and become very loyal users. They value that it is not oily and helps conditions like eczema. However, customers want easier packaging for on-the-go use and clearer visibility of certifications on packaging. The document also summarizes secondary research that provides additional context on CeraVe customers.
Starbucks is launching its marketing plan to enter the Vietnam coffee market. The document outlines Starbucks' history and profile, including its mission and vision. It then discusses Starbucks' product offerings and positioning as a premium brand. The document also analyzes Starbucks' competitors in Vietnam and provides details on pricing, distribution, and communication strategies to be implemented in Vietnam, such as using rewards programs, social media, and events. It concludes with Starbucks' goals for long-term growth in Vietnam and a proposed marketing expense budget.
This document discusses Metabical, a new weight loss drug, and outlines objectives and strategies for its marketing and sales. In 3 sentences: Metabical is a new FDA-approved prescription weight loss drug that provides weight loss benefits with fewer side effects than other options and includes a support program. It targets overweight women aged 35-65 who want to lose 10-30 pounds and aims to provide customer satisfaction through a 12-week package and program. Pricing the drug at $150 per package is estimated to provide the highest return on investment at 307.24% based on forecasted demand of 1.242 million customers.
Culinarian is a cookware brand that aims to provide high quality products with advanced technology. In 2006, its strategic priorities are to widen its network, increase market share, and preserve its brand image with a revenue growth target of 15%. While a sales manager supports offering price promotions to boost awareness and engagement, the CEO believes it could harm the brand image based on negative results from 2004 promotions. The document considers pros and cons of price promotions versus alternative promotional strategies like cash back schemes and cooperative advertising to meet growth targets while maintaining a premium brand image.
Consumer Behaviour - Stimulus Generalisation Vs. Stimulus Discriminationteenasai
This document discusses stimulus generalization versus stimulus discrimination in marketing and branding. It provides examples of brands that use stimulus generalization by maintaining consistent packaging design across product lines to leverage brand recognition, as well as examples of brands that use stimulus discrimination by differentiating their packaging design from competitors to stand out. The document analyzes multiple brand pairs, showing how one brand generalized its packaging while the other discriminated to differentiate itself in the marketplace.
The document analyzes different music streaming services based on their positioning in the market. It segments the market into categories of "Artist Driven" services like SoundCloud that promote underground artists, "Carefree Listening" services like Pandora for passive background music, "Discounted Listening" services like Apple Music that offer family plans, and "Music Discovery" leaders like Spotify for exploring new music. Through associations and positioning statements, it evaluates the brand personalities of each service. A perceptual map shows how services are perceived along dimensions of new music discovery and carefree listening. It concludes with a quote advocating for a service that promotes full album experiences and music discovery through human interaction rather than algorithms.
This case study is about Culinarian Cookware, a US cookware manufacturer. Key points:
- The US cookware market is $3.36 billion but potential is unexplored and competition is high. Culinarian lacks marketing funds and brand awareness.
- Culinarian's product lines include CX1, DX1, SX1, and PROX1. In 2004 they ran a price promotion that had a negative effect.
- Data shows their revenue grew 21% in 2006 but they need promotion for slow-moving products. Competitor market shares range from 18% to 3%.
- Culinarian's revenue and ad spending increased from 2002-2006 but distribution is mainly
The Customer Journey applied to the buying and shopping experience at IKEA: from the wow moment to the how moment.
Step by step as an example how to make the customer journey an interesting and useful tool.
The proposed target market is dedicated, overwhelmed post-secondary students aged 16-25 living in urban and suburban areas. They are social, driven individuals who enjoy customizing their Starbucks drinks and using the relaxed café environment to study and socialize with friends up to 4 times per week, making them heavy Starbucks consumers.
Natureview Farm is a yogurt company seeking to increase revenue 50% by end of 2001. It is considering 3 options: 1) Expand 8oz cups to supermarkets, 2) Expand 32oz cups nationally, or 3) Introduce children's multipacks in natural foods stores. Option 1 requires the highest spending but risks are high. Option 2 has lower risks but doubts about new users adopting large size. Option 3 leverages Natureview's brand strengths and relationships in natural foods stores, which are growing faster than supermarkets. Introducing multipacks could increase revenue 46.4% in 12 months, achieving the target through continued growth in the core natural channel without risks of expanding to supermarkets.
Aqualisa, a UK shower manufacturer, invested in developing a new shower product called Quartz. However, sales of Quartz were lower than expected due to several issues: low consumer awareness, plumbers' reluctance to adopt new technologies, and the high price of Quartz targeted at the premium market. Aqualisa is considering various marketing strategies to boost Quartz sales, such as targeting consumers directly, DIY customers, developers, or trade shops and plumbers. Targeting trade shops and plumbers is identified as the best strategy as they have significant influence over consumers and the largest market share. The strategy is expected to increase Quartz sales four-fold, make plumbers more productive and profitable, and strengthen Aqualisa
This document provides an analysis of eMarketing strategies for Oral-B's electric toothbrush business. It finds that the market is highly fragmented, so differentiation is important. It recommends optimizing search marketing, creating more content, benchmarking SEO efforts, and acquiring user data to improve performance. It also suggests generating engaging content, enhancing calls-to-action and chatbots on the website, targeting social influencers to boost reach, and integrating marketing and CRM systems for improved personalization. Competitive comparisons show opportunities in offering more color choices and partnering with dental companies.
This document analyzes Brita's product strategy as the market leader in the water filtering industry faces challenges. It identifies the problem as Brita's leadership being in jeopardy due to industry changes and the rise of faucet-mounted filters. The solution proposed is for Brita to begin selling its own faucet-mounted filtration systems to maintain its market leadership position and capitalize on customer interest in health benefits. Brita's strengths of its strong brand, customer loyalty, and market leader status in pitchers and filters could help it succeed with a new faucet-mounted product, but it also faces weaknesses like its limited product types and slowing pitcher market growth.
This document discusses Starbucks' brand structure and culture. It outlines four types of brand structures Starbucks uses: umbrella, shared status, co-branding, and house of brands. It provides examples of brands that fall under each structure. The document also discusses Starbucks' brand culture, which focuses on belonging, diversity, and inclusion. It identifies criteria for motivating and enabling employees through training, rituals, and leadership development aligned with Starbucks' mission.
This document discusses cross-cultural consumer behavior from an international marketing perspective. It covers the importance of developing appropriate multinational marketing strategies that account for cultural differences among countries. Some key topics include country-of-origin effects on product perceptions, comparing cultural traits between countries like China and the US, analyzing similarities and differences between consumer groups globally, and issues to consider when conducting cross-cultural consumer research.
Coca Cola launched New Coke in 1985 after extensive market research found consumers preferred its taste over original Coke in blind taste tests. However, there was immense public backlash from loyal Coke drinkers who felt their brand was being taken away. Complaints flooded in, protest groups formed, and Coke sales dropped sharply. Within months, Coca Cola acknowledged its mistake and re-launched original Coke under the name "Coca Cola Classic". Coke sales rebounded and New Coke was removed within a few years, becoming one of the biggest marketing failures in history. Coca Cola learned the importance of understanding consumer brand loyalty and emotions.
This document discusses the personality profiles and brand relationships of three individuals - Jean, Karen, and Vicki. It analyzes their life stories and how they relate to the brands they use. Jean has close relationships with established, well-known brands that match her preference for certainty. Karen's brand relationships reflect her busy lifestyle and focus on convenience and cost. Vicki chooses brands that reflect her feminine personality and preference for purity.
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.
Platinum Confectionery launches a new caramel and hazelnut filled chocolate bar called Platinum Luscious Chocolate. The company introduces itself and provides its vision, mission, objectives. It details existing products and the new product's attributes including appearance, shelf life, packaging, ingredients and storage. The document discusses target markets, positioning, pricing, distribution and marketing mix strategies. It provides a spending plan across television, newspapers, radio, outdoor advertising and digital platforms. Competitors and SWOT analysis are also mentioned.
Stella Communications is a full-service marketing agency that provides brands with integrated 360-degree marketing plans and services including strategy, creative content, social media, and measurement. The agency has experience running social media campaigns for brands like Levi's, P&G, and Coca-Cola by engaging key opinion leaders and communities to increase interactions on Facebook. Stella Communications aims to help clients effectively reach and communicate with target audiences across multiple online and offline channels.
Neon Marcomms proposes a strategic shopper marketing solution for Carr's crackers to introduce the brand's capabilities, overcome barriers like infrequent purchases, and drive a consumer reappraisal through 3 bursts of intensive activity. The solution focuses on introducing Carr's as flexible for any occasion through creative executions emphasizing quality moments. Retailer solutions include sampling, promotions, and ads in Tesco, Waitrose, and Sainsbury's to attract, accept, and prompt purchase of Carr's among the target affluent, social snacking audience. Success will be evaluated through sales modeling and qualitative research.
Nestle is a major chocolate manufacturer in India with 8 manufacturing facilities and 4 branch offices. It faces competition from Cadbury. The document discusses Nestle's marketing strategy, including segmentation, targeting, positioning and 4Ps for various products. It analyzes the strengths, weaknesses, opportunities and threats for Nestle. A survey was conducted among retailers which found that Cadbury is preferred over Nestle and Bar One has the lowest sales. Recommendations include product innovation, repositioning strategies, improved packaging and advertisements to target declining products and health conscious consumers.
Fenix communications agency provides strategic planning and branding services. They analyzed the Aztec chocolate brand which produces luxury pralines. Aztec chocolate aims to target wealthy individuals through limited retail locations and an exclusive product range. Fenix's marketing communications plan includes pre-event advertising of a new praline collection in collaboration with Swarovski. An event will be held including a VIP opening, press tour, and afterparty to launch the collection and increase awareness of the Aztec chocolate brand.
The document provides a marketing plan for an Irish brand in 2007. The objectives are to increase brand awareness, position the company as fashionable and modern in Irish society, and maintain a premium quality image. The plan outlines strategies like integrated branding, affiliations with personalities, and cause-related marketing. It provides budgets and schedules for advertising in publications and events. It also discusses developing new product lines and ensuring the brand remains relevant as consumer and cultural trends change.
The document discusses various sales promotion techniques used by companies like Nestle, Britannia and Nescafe. It describes common techniques like price discounts, price pack deals, sampling, trial offers and advertising specialties. It provides examples of how Nestle promotes brands like Maggi, Kitkat and Nescafe through campaigns, sponsorships and ground promotions. It also outlines Britannia's sales promotions involving small packs, gifts and sponsoring events. Their distribution network and focus on rural markets is mentioned as well.
Parle Products began in 1929 as a small company selling sweets and toffees in India. It has since grown to become one of the world's leading biscuit and confectionery companies, with a 40% share of India's biscuit market and 15% share of the confectionery market. Parle is best known for its iconic Parle-G glucose biscuits, which hold a 70% share of the glucose biscuit market in India. The company has large manufacturing facilities in India and is ranked among the most trusted brands.
Britannia uses a multi-pronged approach to promotion, including advertising through TV, radio, billboards and outdoor advertising. It leverages brand ambassadors for various products. Sales promotions include contests, film tie-ins, assured gifts, free samples and buy-one-get-one offers. Public relations efforts include sponsorships of sports teams and public service activities. Direct marketing occurs through social media. Britannia targets all age groups and segments consumers based on demographics, benefits sought, usage rates, occasions and geography. It positions itself as a healthy, nutritious snack and takes a full market coverage approach.
This document summarizes a proposed advertising campaign for Swarovski from May 2012 to April 2013 by the Blue Wave Advertising agency. The campaign aims to engage younger customers aged 20-30 in Northern Ireland and increase awareness, change perceptions, and boost sales of Swarovski jewelry. It involves three separate campaigns around major occasions and uses magazines, billboards, social media, and product giveaways. The majority of the £100,000 budget is allocated to communications and advertising, with promotions and public relations also featured. Research on the target audience and effectiveness measurements are incorporated.
This document discusses strategies for identifying new platforms to increase revenue and profits. It recommends developing higher-margin product lines, leveraging partnerships to promote sales, and targeting new customer demographics. These strategies helped companies increase sales, improve margins, and achieve record profits.
The document provides a strategic business plan for a premium ice cream brand called "Crème De La Crème". It includes segmentation and targeting of consumers belonging to socioeconomic classes A and B in Bangladesh. It positions the brand as a premium ice cream with authentic French taste using original recipes. The positioning statement emphasizes high quality and French taste. Brand elements like logo, name, and packaging are designed to create awareness and visual identity. A multi-channel distribution strategy is outlined using both direct and indirect channels. Pricing strategies aim to be above normal brands but below luxury brands. An integrated marketing communications plan includes advertising, sales promotions, public relations and social media to build the brand across all touchpoints.
The document provides information on Chocomonsters, a proposed new chocolate confectionary brand. It includes analyses of the external environment, competitors, market size and growth, and a SWOT analysis. The target market is children aged 2-13 and their parents. Chocomonsters will position itself as innovative, creative, and community-focused compared to competitors. The marketing mix will include distribution through supermarkets, promotional pricing of 59p per bag, an army of monster-themed Chocomonsters characters, and a large initial marketing budget. Objectives are to break even by December 2014 and achieve 2% market share value by December 2015.
Uniqcreations is a promotional agency that offers services like print media, online branding, and marketing. It has teams focused on media, marketing, technology, creativity, imagination, and analytics to build emotional bonds between brands and customers. Uniqcreations has worked with major food and consumer goods brands. Amul was founded in 1946 as a dairy cooperative and is now India's largest food brand. It has a diverse portfolio of dairy products and generates an annual turnover of $2.5 billion. Amul holds leading market shares for products like butter and cheese. It faces competition from other major domestic and multinational brands.
Marketing success through inspiring packaging - Packaging Innovations Oct 2013Barrett Dixon Bell
In this presentation given to delegates at Packaging Innovations 2013 in London on 1 October. In it, account director Zoe Wilkins explores how packaging is increasingly used as a viable marketing tool in its own right.
In FMCGs, packaging is a valuable brand mouthpiece. But it can be so much more. Adopting a marketing mindset means you can build your brands further, engage consumers more and engender deeper loyalty and advocacy. We look at how to do this, using examples from three highly successful brands.
This document provides a marketing analysis for Kit Kat candy bars. It includes an overview of the brand's positioning as "Simply Satisfying" through television, radio, and other marketing. An environmental analysis examines social, cultural, and economic trends in the candy industry. The document also analyzes Kit Kat's parent company Hershey, product features, market share, advertising spending, consumers, competitors like Twix and 3 Musketeers, and provides a SWOT analysis and target market profile for Kit Kat. The objectives set goals around increasing market share through advertising focusing on African American women ages 18-34 in the Midwest region of the United States.
1. Product/Brand Marketing
Dec 9, 2010
VERONIKA Ježková
IRINA Lukyanova
IVANA Sadílková
PETR Weida
TEREZA Bártová
Team No. 6Team No. 6
Orion Chocolate BLOrion Chocolate BL
Case StudyCase Study
3. 19.3.2015 3
SWOT Orion
Strengths Weaknesses
• Tradition
• Well-established local brand
• Cacao taste
• Quality
• Level of distribution
• Winner in blind tests
• Weak perception by consumers
• Non-uniform communication
campaign and positioning
• Inexpressive package
• Low customer loyalty
Opportunities Threats
• Growing market of tablet chocolates
• Limited editions
• Better communication
• Uniform positioning
• Population´s getting older
• Innovation
• Growing Milka´s MS
• Loss of a shelf share
• Increasing price of cacao
• Private labels´ similarity and quality
4. 19.3.2015 4
Strengths Weaknesses
• Milk taste
• Natural impression
• Well-established international
brand
• High loyalty of customers
• Uniform communication campaign
and positioning
• Successful price policy
• Higher price
• Not traditional local brand in the CR
Opportunities Threats
• Gain of a higher shelf share
• Penetration into other markets
• Innovations
• Local brand´s development
• Threatening loss of the violet cow as
a symbol
SWOT Milka
5. 1) Weak perception by consumers
2) Unknown „reason why“
3) Non-uniform communication
campaigns and positioning of the brand
4) Unattractive package
5) Lower loyalty
6) Lower price elasticity than Milka
19.3.2015 5
Key Issues
6. • Age: 30+
• Families with older children, single people
• Their attitudes/values:
– Preference of cacao taste
– Nationality
– Care about price
– Need to enjoy the taste of one
piece of chocolate longer
19.3.2015 6
Target Group
7. 19.3.2015 7
Mrktg Objectives
OBJECTIVES GOALS Diff. (p.p.)
To increase the loyalty
of consumers/ shoppers
20%
(5/2010)
30%
(12/2011)
10
To increase the penetration 37%
(5/2010)
45%
(12/2011)
8
To increase the market share 8,9%
(12/2009)
12%
(12/2011)
3,1
To stabilize the price policy* Orion´s price lower than Milka´s
in 90% of cases
* Conclusion based on observation
8. 19.3.2015 8
Mrktg Strategies
"4P" STRATEGIES MEASURES
Product
Address shoppers so that they would buy
Orion BL instead of Milka.
Penetration
Price
Pay attention to the current price of Orion BL
in certain stores (it mustn´t be higher than
the price of its biggest competitor Milka).
Price map
Place
Definitely continue with the current level
of distribution, further try to focus on new
distribution channels.
Number
of the first
trialists, BA
Promotion
Convince shoppers/consumers so that they
would change their perception about the
quality of the brand Orion.
Brand health
9. „Become a star among
chocolates
for the traditional softly
cacao taste.“
19.3.2015 9
LT Vision
„Stát se hvězdou mezi čokoládami
pro tradiční jemně kakaovou chuť.“
11. 19.3.2015 11
New Package Design
New package design as a part of the chosen product strategy:
• More shiny colour
• More specific name for Orion chocolates BL
• Flavour identified with a picture as well as in words
12. Action Plan
* Regarding the exact number of days when we are in TV, please see the back-up slides no. 25-26 about TV commercial
13. 19.3.2015 13
TV Commercials
SP MP
Čt 1 2x 5x
Nova 5x 8x
Prima 3x 8x
January February March April May June July August September Octomber November December
2x20s x 1x20s 1x20s 2x20s 1x20s x x 2x20s 1x20s 1x20s 1x20s
x x 1x30s 1x30s x x x x x 1x30s 1x30s x
note: MP SP
• Advertising on three major programs:
– Nova
– Prima
– ČT 1
The most watched programs by our target group
How many times per week ?
(divided according to different TV programs)
14. 19.3.2015 14
Spaceshow
„Hvězdná koleda“
„Come to enjoy long-lasting cacao taste!“
Make a traditional communication tool
from this event
Eastern, St. Nicholas Day (peak)
-> Beginning approx. 3 weeks before these
holiday
18 Czech cities (9 Bohemia + 9 Moravia)
2 Orion „spaceships“ – 18 cities – 3 weeks
- Family competitions, selling stand
- Start of long-term CC announced (flyers)
- Testimonial
16. 19.3.2015 16
Consumer Competition
„Koledování s Orionem“
Involve not only particular consumers but
especially the whole families as well as their
close friends
Start: Easter Spaceshow
End: St. Nicholas Day Spaceshow
7 months
Start + End: Particular Czech cities
Consumers will be asked to collect packages
from Orion chocolates BL within a certain period
Prices:
1) 25 pcs – Orion chocolate liquer
2) 50 pcs – Orion desk game
3) 75 pcs – Orion fondue set
-> Main price: „Weekend stay for your family and
friends at a cottage in the mountains.“
17. Jan Feb Mar Apr May Jun
x Lower price
Tasting
(with hostesses)
2 + 1 free Easter promo
(special Easter package
for 3 chocolates)
2 + 1 free Lower price
19.3.2015 17
Sales Promotion
Jul Aug Sep Oct Nov Dec
x x Lower price
Tasting
(with hostesses)
30% for free
(identified directly
on the package)
2 + 1 free Lower price
21. • Penetrate into new distribution channels
– Airplanes: „sky shop“
– Fast trains: pendolino, EC, IC
– Buses: esp. Student Agency
• Keep price politics stable
• Make a traditional annual event from the
spaceshow „Hvězdná koleda“
• Create own websites for the brand Orion
19.3.2015 21
LT Objectives
24. • Main period (MP)
– Longer version (30s): 2 weeks before/during the
spaceshow
– Shorter version (20s): 2 weeks before/during the
spaceshow
• Secondary period (SP)
– Continuous advertising – general TV spot (20s)
19.3.2015 24
Back-up
TV Commercials
25. 19.3.2015 25
Back-up
TV Commercials
MP Monday Tuesday Wednesday Thursday Friday Saturday Sunday
6 - 10 h Čt 1 Nova Prima Čt 1 Nova Prima Čt 1
10 - 16 h Nova x Nova x Prima x x
16 - 18 h x Prima x Prima x x Prima
18 - 23 h Čt 1 Nova Prima Nova Čt 1 Prima Nova
23 - 6 h x x x x x Nova x
SP Monday Tuesday Wednesday Thursday Friday Saturday Sunday
6 - 10 h Čt 1 x x Prima x x x
10 - 16 h x x x x x x Nova
16 - 18 h x x Nova x x Prima x
18 - 23 h x Nova Prima Nova Čt 1 Nova x
23 - 6 h x x x x x x x
TARGET GROUP
Age: 30+
Families with children aren´t our priority no. 1 anymore. Why?
Because children usually don´t like too much cacao in a chocolate, they prefer rather milk taste.
Focus rather on families with older children, single people.
Important attitudes/values:
People that prefer cacao taste (higher cacao share in chocolate).
People that are nationalistic, i.e. they are proud of the Czech nation and therefore prefer honest and traditional Czech products.
People that care about price.
People that can enjoy one piece of chocolate longer.
STRATEGIES
Focus on a shopper as well as a consumer (adults for themeselves, mums for their families).
We suppose that cooperation with customers isn´t our key issue.
PRODUCT
Address shoppers so that they would buy Orion instead of Milka.
Targeting:
People who buy chocolate randomly.
People who aren´t committed to any brand.
Approximately 40% f the Czech population.
It´s necessary to communicate especially chocolate advantages so that people could identify themselves with the brand.
Measures: Penetration (%)
Action plan: Change packaging design, uniform communication campaign (will be specified later).
PRICE
Pay attention to the current price of Orion BL in certain stores, it mustn´t be higher than the price of its biggest competitor Milka (supposed that none of them is in promotion).
This strategy is based on the fact that we have noticed in some stores that the price of Orion BL was higher than the price of Milka.
Action plan: Merchandisers have to watch out the price and inform the appropriate sales reps if necessary.
There is another question that we have to take into consideration:
Should Orion response to the reduced price of Milka if it is in promotion?
NO -> who likes Orion, buys it even for the original price.
If shoppers hesitate between Milka and Orion in promotion, those who always prefer Milka and those who buy chocolate randomly, buy Milka anyway.
PLACE
Definitely continue with the current level of distribution, further try to focus on new distribution channels.
Potential distribution channels:
Czech Airlines – sky shop
Trains – pendolino, EC, IC
Buses – Student Agency
Measures:
Number of the first trialists (SA)
Brand awareness (CSA, trains)
Action plan:
SA: hot beverages free of charge + small Orion chocolates (sampling + tasting) -> it would be also possible to buy chocolate here
CSA: possibility to buy chocolate in terms of a sky shop
PROMOTION
Convince shoppers/consumers so that they would change their perception about the quality of the brand Orion.
Measures: Brand health („spider“ – larger diffusion of key features)
Action plan: Excellent communication campaign (will be specified more deeply later)
TV spot – highlight positive results of blind tests
Spaceshow „Hvězdná koleda“ - chocolate tasting, blind tests
Consumer competition
Promo actions – eps. blind tests in stores
BRAND ESSENCE
Depicted in the form of the space galaxy
Consists of 7 main features
Tradition
Local aspect
Quality
National pride
Cacao taste
Experience/Enjoyment
Shopper/Consumer
PRE-EVENT COMMUNICATION
BILLBOARDS
where: the particular cities that are included in the roadshow
timing: 1 month before the spaceshow starts
Metro - Prague
Trams – selected bigger cities: Plzeň, Brno, Ostrava, Praha, Liberec, Olomouc
-> timing: always 2 months before the spaceshow starts
RADIO ADVERTISING
Radio Impuls – local (regional) radio broadcasting
5 times per day/ 3working days + Saturday/4weeks
costs: http://www.impuls.cz/text/cenik/32 (source)
TV ADVERTISING
2 types:
Shorter version
General commercial
Transmitted throughout the year
Length: 20 secs
Longer version
Adjusted general commercial
At the end there should appear a note about the upcoming event – Spaceshow „Hvězdná koleda“
List of cities where Orion trucks will arrive
Specific dates when they will arrive
„Come to convince yourselves to your cities.“ („Přijdťe se přesvědčit do vašich měst.“)
Length: 30 secs
Note:
MP – the period around the spaceshow
SP – the whole period of the year besides the period around the spaceshow
March + April: 30s – 20s – 30s – 20s (change of longer and shorter version of TV commercial)
November + December: 30s – 20s – 30s – 20s (change of longer and shorter version of TV commercial)
Months that are not related to the spaceshow: TV commercial as a support of brand awareness
MAIN EVENT
Orion Spaceshow – „Hvězdná koleda“
Key message:
„Come to enjoy long-lasting cacao taste!“ („Přijďte si vychutnat dlouhotrvající kakaovou chuť!“)
Description:
An event for the whole Czech Republic.
It will také place twice per year – in the periods of Easter and St. Nicholas Day.
Objective of the event:
To make a traditional communication tool from this event because in these periods the connection with chocolate adventures appears as very actual and practical (many chocolate figures are usually given out: chocolate bunnies, chocolate Nicholaseses and devils, Christmas callendars).
When?
April – Easter Monday (25/4/2011)
December – St. Nicholas Day (5/12/2011)
-> Start approximately 3 weeks before planned traditional holidays.
-> The entire event has to be tightly bound with traditional Czech holidays.
Where? (related only to one spaceshow)
18 Czech cities (2 trucks – 1 for Bohemia, 1 for Moravia)
9 cities in Bohemia
9 cities in Moravia
Planned schedule: bigger cities (weekends), smaller cities (week days) – one day for a transfer
Accompanying activities (related only to one spaceshow):
Orion truck – interior:
Chocolate production – process description, presentation in the form of projection
History of Orion – change of branding and packages throughout the years
Hostesses
Chocolate tasting
Blind tests
Racks with flyers (new consumer competition announcement, information + rules, prices)
The whole afternoon should be moderated by a testimonial.
Competitions for families, friends (unlimited regarding their age).
Selling stand – chocolates can be also purchased, especially thematic chocolate figures, callendars.
Consumer competition will be announced and initiated in terms of Easter spaceshow – important role of testimonial:
Competition will be officially published
Rules will be introduction
Flyers will be given out
SPOTŘEBITELSKÁ SOUTĚŽ
Name: „Koledování s Orionem“
Timing
Between Easter and St. Nicholas Day spaceshow
Rules
Competition will be initiated in the course of Easter spaceshow, all consumers will be asked to start collecting packages from Orion chocolates BL
Competition will be finished in the course of St. Nicholas Day, all consumers will be asked to personally hand over already collected packages at specially prepared stands in the particular cities.
Obviously we would like to involve consumers from the whole Czech Republic, therefore the competition will be communicated in the nationwide media.
Objective of the competition:
To involve not only particular consumers but especially entire families and their closer friends.
Prices:
25 pcs – Orion chocolate liquer
50 pcs – Orion desk game
75 pcs – Orion fondue set
For each 75 pcs of packages that will be handed over by a single consumer, or even better by a family, will be granted 1 lot, after the competition will be finished, all lots will be mixed and then 1 winner will be drawn.
Main price for such a winner: „Win for yourself, your family and friends a weekend stay at a cottage in the mountains!“
SALES PROMOTION
January: x
February: Lower price + Tasting with hostesses
March: 2+1 free
April: Easter promo action: 3 chocolates + special Easter package that consumers will be free to pick up at the information desk directly in a store
May: 2+1 free
June: Lower price
July: x
August: x
September: Lower price + Tasting with hostesses
October: 30 % for free (identified directly on the package)
November: 2+1 free
December: Lower price
EXPLANATION
Sales
2010: slide 22 (price elasticity Orion BL)
2011: it results from already defined objectives and goals for 2011 that we will be expecting a certain growth of the MS: 8,9% - > 12% = 3,1 p.p., which is 35% (in comparison to 2010 planned sales should be 100 milion pcs higher)
PFME
2010: an estimation which amount could be spent in 2010
2011: the amount that we would like to spend for our mrktg activities in 2011 (8,3% = 30 milions)
WEBSITES
Proposed content
Product portfolio
Information about ongoing competitions
Information related to other activities undertaken by Orion team (e.g. spaceshows)
…
STORECHECK
Important notes based on our observation
Price of Orion BL mustn´t be higher than price of Milka
we would recommend to send some sales reps to certain types of stores (esp. Billa) to check the price
Milka´s block of chocolates usually shines strongly (thanks to the colour of its packages) in comparison to Orion
we would recomment to redesign the package of Orion´s chocolates
Milka generally occupies more space in terms of secondary placement in stores
MP – the period around the spaceshow
SP – the whole period of the year besides the period around the spaceshow
MP – the period around the spaceshow
SP – the whole period of the year besides the period around the spaceshow
MP – the period around the spaceshow
SP – the whole period of the year besides the period around the spaceshow