This presentation will give some idea about market potential of pepsi compare to coca-cola in jamshedpur. The data was collected through questionaires by interacting to the retailers.
The document outlines research conducted on JCPenney's target demographic of women ages 25-34, finding that they lag in brand awareness and perception compared to competitors like Macy's, Kohl's, and Target. It also identifies specialty retailers as popular alternatives and lists some of their current promotions. The proposed marketing campaign aims to engage this target audience and change their perception of JCPenney as a traditional retailer by informing them about new brand partnerships and store updates through TV, online, and other integrated media.
Comparative advertising directly compares a company's product or service to its competitors. While once deemed risky, the FTC began encouraging comparative advertising in 1972 to promote more informative ads. Successful comparative ads, like those from Apple comparing Macs to PCs, directly back claims with research. However, some comparative ads backfired by misleading consumers or entrenching loyalty to competitors. Overall, comparative ads are most effective when claims are believable, involve consumers, and don't require extra effort to evaluate.
Comparative advertising directly compares a brand to its competitors on measurable attributes like price or product features. It aims to influence consumer perception of a brand by [1] degrading competitors to shift loyalty, [2] increasing information about alternative brands, and [3] convincing users to switch brands. Done effectively, it can increase sales and market share for the advertising brand while potentially hampering competitors. However, comparative ads must objectively compare representative features without misleading consumers or unfairly damaging competitors' reputation.
This document discusses advertising wars, which are comparative advertisements that mention competitors by name to show superiority. The key points covered are:
- Advertising wars compare products on measurable attributes to identify competitors and convince consumers of a brand's superiority.
- Notable advertising wars in history include Pepsi vs Coca-Cola and Complan vs Horlicks.
- While advertising wars can increase transparency and competition, they also risk consumer confusion if comparisons are incomplete or inaccurate.
Regulations in India allow comparative ads if aspects compared are clear, no artificial advantages are conferred, and competing products are not unfairly denigrated. Both benefits and risks of advertising wars are discussed.
This document discusses retailing and multichannel marketing strategies. It covers factors manufacturers consider when choosing retail partners, types of retailers available for product distribution, and how manufacturers and retailers develop strategies together. Multichannel marketing is becoming more prevalent as it allows consumers to shop across various channels like stores, catalogs, and the internet. The document provides learning objectives and then discusses in more detail retail partner selection, distribution intensity, types of food and general merchandise retailers, using the four P's for retail strategy, and the benefits of different retail channels.
Comparative advertising directly compares one's own goods or services to that of a competitor. While comparative advertising is legal, care must be taken not to disparage or make false claims about the competitor's products. If a comparative ad misleads consumers or damages the reputation of the competitor, it may be considered unfair competition and subject to legal challenges. Recent court cases in India have addressed disputes that arose from comparative ads between major brands like Horlicks, Complan, Rin and Tide. Courts have affirmed that while puffery and claims of superiority are allowed, ads cannot denigrate or make untrue statements about competitors.
Comparative advertising directly compares a brand to its competitors by highlighting objectively measurable attributes or price. It aims to claim the sponsor brand's superiority. While it can provide consumer benefits like education and forcing quality improvements, it also carries risks like boomerang effects, confusion, and decreased credibility if overused. Laws regulate comparative advertising to prevent deception, protect consumer rights, and restrict unfair attacks on competitors. Overall it is seen as an acceptable promotional technique if used properly and within legal bounds.
The document outlines research conducted on JCPenney's target demographic of women ages 25-34, finding that they lag in brand awareness and perception compared to competitors like Macy's, Kohl's, and Target. It also identifies specialty retailers as popular alternatives and lists some of their current promotions. The proposed marketing campaign aims to engage this target audience and change their perception of JCPenney as a traditional retailer by informing them about new brand partnerships and store updates through TV, online, and other integrated media.
Comparative advertising directly compares a company's product or service to its competitors. While once deemed risky, the FTC began encouraging comparative advertising in 1972 to promote more informative ads. Successful comparative ads, like those from Apple comparing Macs to PCs, directly back claims with research. However, some comparative ads backfired by misleading consumers or entrenching loyalty to competitors. Overall, comparative ads are most effective when claims are believable, involve consumers, and don't require extra effort to evaluate.
Comparative advertising directly compares a brand to its competitors on measurable attributes like price or product features. It aims to influence consumer perception of a brand by [1] degrading competitors to shift loyalty, [2] increasing information about alternative brands, and [3] convincing users to switch brands. Done effectively, it can increase sales and market share for the advertising brand while potentially hampering competitors. However, comparative ads must objectively compare representative features without misleading consumers or unfairly damaging competitors' reputation.
This document discusses advertising wars, which are comparative advertisements that mention competitors by name to show superiority. The key points covered are:
- Advertising wars compare products on measurable attributes to identify competitors and convince consumers of a brand's superiority.
- Notable advertising wars in history include Pepsi vs Coca-Cola and Complan vs Horlicks.
- While advertising wars can increase transparency and competition, they also risk consumer confusion if comparisons are incomplete or inaccurate.
Regulations in India allow comparative ads if aspects compared are clear, no artificial advantages are conferred, and competing products are not unfairly denigrated. Both benefits and risks of advertising wars are discussed.
This document discusses retailing and multichannel marketing strategies. It covers factors manufacturers consider when choosing retail partners, types of retailers available for product distribution, and how manufacturers and retailers develop strategies together. Multichannel marketing is becoming more prevalent as it allows consumers to shop across various channels like stores, catalogs, and the internet. The document provides learning objectives and then discusses in more detail retail partner selection, distribution intensity, types of food and general merchandise retailers, using the four P's for retail strategy, and the benefits of different retail channels.
Comparative advertising directly compares one's own goods or services to that of a competitor. While comparative advertising is legal, care must be taken not to disparage or make false claims about the competitor's products. If a comparative ad misleads consumers or damages the reputation of the competitor, it may be considered unfair competition and subject to legal challenges. Recent court cases in India have addressed disputes that arose from comparative ads between major brands like Horlicks, Complan, Rin and Tide. Courts have affirmed that while puffery and claims of superiority are allowed, ads cannot denigrate or make untrue statements about competitors.
Comparative advertising directly compares a brand to its competitors by highlighting objectively measurable attributes or price. It aims to claim the sponsor brand's superiority. While it can provide consumer benefits like education and forcing quality improvements, it also carries risks like boomerang effects, confusion, and decreased credibility if overused. Laws regulate comparative advertising to prevent deception, protect consumer rights, and restrict unfair attacks on competitors. Overall it is seen as an acceptable promotional technique if used properly and within legal bounds.
Bo4.5 ECR Europe Forum '08. Breakthroughs in understanding in-store behavio...ECR Community
Breakthroughs in understanding in-store behaviour
As in-store marketing grows in importance, the need to plan and evaluate becomes ever greater. This session introduces advances in the measurement of behaviour using observational techniques, loyalty cards and survey data. These collaborative initiatives allow in-store to be understood and optimised as an integral component of the marketing mix.
Speakers: Sandy Livingstone, BMRB ; Joan Francolini, Donna McCabe, Kraft Foods; Koos Berkhout, LMG; George Wishart, Nielsen.
Facilitated by Kantar.
Impact of Organized Retail on Small Traditional Stores in IndiaAtish Chattopadhyay
Chattopadhyay A and Dholakia N and Dholakia R. R(2011): “Standing up to Goliaths: How Small Traditional Stores Influence Brand Choices in India” in proceedings of 10th International Conference Marketing Trends to be held at Paris January 2011, 20th -22nd co-organized by ESCP, Europe and Universita CaFoscari Venezia
This document discusses how brands are using social media to engage with consumers. It analyzed data from 12 brands on social media platforms over 45 days. Key findings include:
- Consumers spend most of their time on social networks like Facebook rather than directly engaging with brands.
- Brands need to provide more utility and control to consumers in order to remain relevant and capture attention on social media.
- Brands are flocking to social media to engage consumers but often lack a clear strategy for the type of conversation they want to have.
- A framework is proposed to help brands better plan conversations by understanding their social capital and role in conversations. The framework involves promotion, propaganda, and participation type conversations.
A Presentation about the Distribution Strategies (Exclusive, Intensive and Selective distribution).
Cooperating with Mrs. Mengzhen Wan and Mrs. Tao Yi.
In a webseminar for the Path to Purchase Institute, Copernicus' Jeff Maloy illustrated how to develop an actionable shopping occasion framework and activate against it to improve sales.
The report analyzes Varun Beverages Ltd.'s sales promotion strategies, distribution channels, and relationship with PepsiCo. It finds that Pepsi and Mountain Dew are the top-selling brands and recommends increasing sales of other brands through retailer incentives and promotions. The report also evaluates a display scheme and concludes PepsiCo should maintain inventory during peak seasons to avoid stockouts.
1) The document summarizes research conducted on consumer awareness, preferences, and perceptions of various fast food brands like Wendy's, McDonald's, Burger King, Subway, and Chick-Fil-A.
2) Key findings include that 14% of participants were aware of Wendy's in an unaided awareness question, consumers see Wendy's as offering better value for a higher price, and an advantage is its healthier options like salads.
3) The implications are that Wendy's should find new ways to position itself without advertising, leverage its value perception, promote its healthy menu, and vary its advertising beyond the successful "Where's the Beef" campaign.
The document summarizes Gap Inc.'s current marketing strategy and identifies flaws. It is targeting younger consumers but survey data shows older customers prefer Gap. A new strategy of retention and stimulating demand is proposed. The target becomes 30-45 year olds like Shirley. Gap will emphasize basics and bring back celebrity endorsements. Internationally Gap will continue expanding, especially in China. The document identifies a need to close the "gap" between domestic and international sales.
The document provides an overview of the Indian food and beverage industry. Some key points:
- The Indian food processing industry is valued at $65.6 billion including $20.6 billion in value-added products.
- The health beverage industry is valued at $230 million.
- The Indian beverage industry faces oversupply in segments like coffee and tea.
- The total soft drink market is estimated at 284 million crates per year or $1 billion.
- The mineral water market is a 65 million crates ($50 million) industry.
This document analyzes the market share of Pepsi in Jamshedpur, India. It finds that Pepsi has a 62% volume share compared to Coca Cola's 38% share. Pepsi exclusively stocked outlets have a 54% empty stock share while mixed outlets show 45% Pepsi share. Slice and Thums Up are the top-selling Pepsi and Coke products respectively. The document recommends that Pepsi improve production, services, and promotions to increase market penetration and better compete with Coca Cola.
This document analyzes the market share of Pepsi in Jamshedpur, India. It finds that Pepsi has a 62% volume share compared to Coca Cola's 38% share. Pepsi exclusively holds 54% of empty stock in exclusive outlets, while Coca Cola holds 46%. In mixed outlets, Pepsi and Coca Cola each hold 45% and 55% of empty stock respectively. The document recommends that Pepsi increase production, improve services, ensure consistent flavor availability, and focus on small retailers to increase its market share.
Channel Strategy - Deliver More From StoresMike Anthony
Channel strategy involves defining which retail outlets a company should focus on, ensuring appropriate investments are made in priority outlets, and directing sales teams' activities. The process includes evaluating and prioritizing channels, setting channel objectives and strategies, and configuring trade investments. Channel classifications should reflect shopper missions and environments to gain competitive advantage and ensure effective investment.
The document discusses plans to extend a successful customer recognition campaign from the previous year to incorporate social media measures. It proposes identifying socially influential customers on Facebook to target with exclusive, highly relevant gifts in order to drive engagement and response through other channels. The campaign would measure success based on lift in key metrics, growth in social followers and fans, viral effects of shareable offers, and responses from different customer segments.
The New Commerce Conference: The Omni-channel ImperativeCatalyst
Presentation:
The Age of Omni-Commerce & What It Means for Marketing Strategies
Welcome to the age of omni-commerce. From Google to Amazon, and from Instagram to Instacart, commerce is happening all around us. It is ubiquitous and omni-present. What does this mean for brands?
It means that omni-channel strategies are more critical than ever. Join this presentation as we size up the omni-channel opportunity and share tips for planning and activating an effective omni-channel program.
You’ll discover how to capitalize on commerce opportunities across search, social, retail media, and emerging programmatic channels like connected TV, audio, digital out-of-home, and more.
Panel:
Less Silos, More Symbiosis: Omni-Channel Strategies to Drive In-Store & Ecomm Sales
Many marketers take separate and siloed approaches to in-store and ecommerce marketing. It’s time to rethink this approach. As the digital ecosystem continues to drive purchase behavior across in-store and ecommerce, brands must identify and capitalize on synergies across online and in-store.
Join our panel discussion to learn how to get started. You’ll hear from commerce experts as they discuss their omni-channel journeys and share how they’ve broken down silos to drive better performance both online and in-store.
This document analyzes the relative market share of Pepsi in Jamshedpur, India. It finds that Pepsi has a 62% volume share compared to Coca Cola's 38% share. Pepsi has a 54% empty strength share in exclusive outlets, while Coca Cola has 46%. In mixed outlets, Pepsi's share is 45% and Coca Cola's is 55%. The document recommends that Pepsi increase production, improve services, focus on promotions, and address issues with visicoolers to increase its market share.
This document analyzes the relative market share of Pepsi in Jamshedpur, India. It finds that Pepsi has a 62% volume share compared to Coca Cola's 38% share. Pepsi exclusively stocked outlets have a 54% empty case strength share, while mixed outlets give Pepsi a 45% share. Slice and Thums Up are the top-selling Pepsi and Coke products respectively. The document recommends that Pepsi improve production, services, and promotions to increase market penetration and better compete with Coca Cola.
This document analyzes the relative market share of Pepsi in Jamshedpur, India. It finds that Pepsi has a 62% volume share compared to Coca Cola's 38% share. Pepsi has a 54% empty strength share in exclusive outlets, while Coca Cola has 46%. In mixed outlets, Pepsi's share is 45% and Coca Cola's is 55%. The document recommends that Pepsi increase production, improve services, focus on promotions, and address issues with visicoolers to increase its market share.
In this period of increasing commoditization, organizations are under enormous pressure to do more with less. As customer expectations continue to raise and budgets are squeezed, the quality of the customer experience has emerged as one of the most important factors in a shopper\'s purchasing decision. This session will explore powerful tactics and tools to strengthen your brand proposition in a way that is relevant and meaningful to your shoppers.
Pop Shop aims to connect online brands with brick-and-mortar retailers to leverage the trend of "showrooming." Their vision is to disrupt the traditional relationship between brands and stores by allowing online brands to showcase their products in a network of stores. This gives brands increased visibility and customers the ability to see, touch and feel products. It also drives new foot traffic for retailers. Pop Shop's platform will match brands with well-suited stores and handle the logistics of "pop-in" campaigns. They will track sales data to provide value to both brands and retailers.
Bo4.5 ECR Europe Forum '08. Breakthroughs in understanding in-store behavio...ECR Community
Breakthroughs in understanding in-store behaviour
As in-store marketing grows in importance, the need to plan and evaluate becomes ever greater. This session introduces advances in the measurement of behaviour using observational techniques, loyalty cards and survey data. These collaborative initiatives allow in-store to be understood and optimised as an integral component of the marketing mix.
Speakers: Sandy Livingstone, BMRB ; Joan Francolini, Donna McCabe, Kraft Foods; Koos Berkhout, LMG; George Wishart, Nielsen.
Facilitated by Kantar.
Impact of Organized Retail on Small Traditional Stores in IndiaAtish Chattopadhyay
Chattopadhyay A and Dholakia N and Dholakia R. R(2011): “Standing up to Goliaths: How Small Traditional Stores Influence Brand Choices in India” in proceedings of 10th International Conference Marketing Trends to be held at Paris January 2011, 20th -22nd co-organized by ESCP, Europe and Universita CaFoscari Venezia
This document discusses how brands are using social media to engage with consumers. It analyzed data from 12 brands on social media platforms over 45 days. Key findings include:
- Consumers spend most of their time on social networks like Facebook rather than directly engaging with brands.
- Brands need to provide more utility and control to consumers in order to remain relevant and capture attention on social media.
- Brands are flocking to social media to engage consumers but often lack a clear strategy for the type of conversation they want to have.
- A framework is proposed to help brands better plan conversations by understanding their social capital and role in conversations. The framework involves promotion, propaganda, and participation type conversations.
A Presentation about the Distribution Strategies (Exclusive, Intensive and Selective distribution).
Cooperating with Mrs. Mengzhen Wan and Mrs. Tao Yi.
In a webseminar for the Path to Purchase Institute, Copernicus' Jeff Maloy illustrated how to develop an actionable shopping occasion framework and activate against it to improve sales.
The report analyzes Varun Beverages Ltd.'s sales promotion strategies, distribution channels, and relationship with PepsiCo. It finds that Pepsi and Mountain Dew are the top-selling brands and recommends increasing sales of other brands through retailer incentives and promotions. The report also evaluates a display scheme and concludes PepsiCo should maintain inventory during peak seasons to avoid stockouts.
1) The document summarizes research conducted on consumer awareness, preferences, and perceptions of various fast food brands like Wendy's, McDonald's, Burger King, Subway, and Chick-Fil-A.
2) Key findings include that 14% of participants were aware of Wendy's in an unaided awareness question, consumers see Wendy's as offering better value for a higher price, and an advantage is its healthier options like salads.
3) The implications are that Wendy's should find new ways to position itself without advertising, leverage its value perception, promote its healthy menu, and vary its advertising beyond the successful "Where's the Beef" campaign.
The document summarizes Gap Inc.'s current marketing strategy and identifies flaws. It is targeting younger consumers but survey data shows older customers prefer Gap. A new strategy of retention and stimulating demand is proposed. The target becomes 30-45 year olds like Shirley. Gap will emphasize basics and bring back celebrity endorsements. Internationally Gap will continue expanding, especially in China. The document identifies a need to close the "gap" between domestic and international sales.
The document provides an overview of the Indian food and beverage industry. Some key points:
- The Indian food processing industry is valued at $65.6 billion including $20.6 billion in value-added products.
- The health beverage industry is valued at $230 million.
- The Indian beverage industry faces oversupply in segments like coffee and tea.
- The total soft drink market is estimated at 284 million crates per year or $1 billion.
- The mineral water market is a 65 million crates ($50 million) industry.
This document analyzes the market share of Pepsi in Jamshedpur, India. It finds that Pepsi has a 62% volume share compared to Coca Cola's 38% share. Pepsi exclusively stocked outlets have a 54% empty stock share while mixed outlets show 45% Pepsi share. Slice and Thums Up are the top-selling Pepsi and Coke products respectively. The document recommends that Pepsi improve production, services, and promotions to increase market penetration and better compete with Coca Cola.
This document analyzes the market share of Pepsi in Jamshedpur, India. It finds that Pepsi has a 62% volume share compared to Coca Cola's 38% share. Pepsi exclusively holds 54% of empty stock in exclusive outlets, while Coca Cola holds 46%. In mixed outlets, Pepsi and Coca Cola each hold 45% and 55% of empty stock respectively. The document recommends that Pepsi increase production, improve services, ensure consistent flavor availability, and focus on small retailers to increase its market share.
Channel Strategy - Deliver More From StoresMike Anthony
Channel strategy involves defining which retail outlets a company should focus on, ensuring appropriate investments are made in priority outlets, and directing sales teams' activities. The process includes evaluating and prioritizing channels, setting channel objectives and strategies, and configuring trade investments. Channel classifications should reflect shopper missions and environments to gain competitive advantage and ensure effective investment.
The document discusses plans to extend a successful customer recognition campaign from the previous year to incorporate social media measures. It proposes identifying socially influential customers on Facebook to target with exclusive, highly relevant gifts in order to drive engagement and response through other channels. The campaign would measure success based on lift in key metrics, growth in social followers and fans, viral effects of shareable offers, and responses from different customer segments.
The New Commerce Conference: The Omni-channel ImperativeCatalyst
Presentation:
The Age of Omni-Commerce & What It Means for Marketing Strategies
Welcome to the age of omni-commerce. From Google to Amazon, and from Instagram to Instacart, commerce is happening all around us. It is ubiquitous and omni-present. What does this mean for brands?
It means that omni-channel strategies are more critical than ever. Join this presentation as we size up the omni-channel opportunity and share tips for planning and activating an effective omni-channel program.
You’ll discover how to capitalize on commerce opportunities across search, social, retail media, and emerging programmatic channels like connected TV, audio, digital out-of-home, and more.
Panel:
Less Silos, More Symbiosis: Omni-Channel Strategies to Drive In-Store & Ecomm Sales
Many marketers take separate and siloed approaches to in-store and ecommerce marketing. It’s time to rethink this approach. As the digital ecosystem continues to drive purchase behavior across in-store and ecommerce, brands must identify and capitalize on synergies across online and in-store.
Join our panel discussion to learn how to get started. You’ll hear from commerce experts as they discuss their omni-channel journeys and share how they’ve broken down silos to drive better performance both online and in-store.
This document analyzes the relative market share of Pepsi in Jamshedpur, India. It finds that Pepsi has a 62% volume share compared to Coca Cola's 38% share. Pepsi has a 54% empty strength share in exclusive outlets, while Coca Cola has 46%. In mixed outlets, Pepsi's share is 45% and Coca Cola's is 55%. The document recommends that Pepsi increase production, improve services, focus on promotions, and address issues with visicoolers to increase its market share.
This document analyzes the relative market share of Pepsi in Jamshedpur, India. It finds that Pepsi has a 62% volume share compared to Coca Cola's 38% share. Pepsi exclusively stocked outlets have a 54% empty case strength share, while mixed outlets give Pepsi a 45% share. Slice and Thums Up are the top-selling Pepsi and Coke products respectively. The document recommends that Pepsi improve production, services, and promotions to increase market penetration and better compete with Coca Cola.
This document analyzes the relative market share of Pepsi in Jamshedpur, India. It finds that Pepsi has a 62% volume share compared to Coca Cola's 38% share. Pepsi has a 54% empty strength share in exclusive outlets, while Coca Cola has 46%. In mixed outlets, Pepsi's share is 45% and Coca Cola's is 55%. The document recommends that Pepsi increase production, improve services, focus on promotions, and address issues with visicoolers to increase its market share.
In this period of increasing commoditization, organizations are under enormous pressure to do more with less. As customer expectations continue to raise and budgets are squeezed, the quality of the customer experience has emerged as one of the most important factors in a shopper\'s purchasing decision. This session will explore powerful tactics and tools to strengthen your brand proposition in a way that is relevant and meaningful to your shoppers.
Pop Shop aims to connect online brands with brick-and-mortar retailers to leverage the trend of "showrooming." Their vision is to disrupt the traditional relationship between brands and stores by allowing online brands to showcase their products in a network of stores. This gives brands increased visibility and customers the ability to see, touch and feel products. It also drives new foot traffic for retailers. Pop Shop's platform will match brands with well-suited stores and handle the logistics of "pop-in" campaigns. They will track sales data to provide value to both brands and retailers.
3. Objective of Study
PRIMARY
To know the market potential
of Pepsi
To examine the retail Which type of
distribution incentive, Schemes both
To know the Retailer and company SECONDRY
Expectation of Retailers prefer
To examine the level of The factors, which
service influence the retailers to
Brand image of Pepsi sell a particular brand of
among Retailers. soft drink?
4. Techniques
Target Population
Sampling Method
Data Collection Method
Sources Of Data Collected
5. The aim of marketing is to know and understand the customer so well the
product or service fits him and sells itself
In marketing, the term market refers to the group of
consumers or organizations that is interested in the
product, has the resources to purchase the product, and is
permitted by law and other regulations to acquire the
product.
“You see things; and you say, 'Why?' But I dream
things that never were; and I say, 'Why not . . .”
6. Potential Market
Those in the total population who have interest in
acquiring the product.
Potential means “Expected to
achieve” The potential generally
refers to the positives or profit to
be gained and doesn't take into
account the potential of a market
shrinking or failing.
7. DIVISION OF POPULATION IN
MARKET
POTENTIAL
POTENTIAL MARKET
MARKET
TARGET
MARKET PENETRATED
MARKET
to
QUALIFIED AVAIL MARKET
AVAILABLE MARKET
POTENTIAL POTENTIAL
MARKET MARKET
TOTAL POPULATION
9. Potential of Pepsi In Coca Cola exclusive Outlets
45
14
20%
Total coca Cola Exclusive Coke Outlets like to get % age of Outlets like to get
Outlets converted to mixed outlets Converted
10. Potential of Pepsi in Mixed Retail Outlets
55
11
20%
Total Mixed Outlets Mixed Outlets like to get % age of Outlets like to get
converted to Pepsi Converted
Exclusive Outlets
11. Potential of Pepsi in Non- Existent Retail Outlets
50
20
40%
Total Non-Existent Retail Outlets Like to Sell Pepsi % age of outlets Like to get
Outlets Products Converted
13. Reason to loose Potential in
Market
F Service Problem
I
N Product Distribution
D
I Demand
N
Relationship Management
G
S Space Constraint
14. Recommendation
Pepsi energy drink for labors & manufacture Tetra pacs.
Cycle trolley to reach interior areas.
Stock keeping & order booking combined in distribution.
Embossing on t-shirts to school and college students.
Improvement in Taste.
Sales personnel being judged for performance in achieving
highest target as well as coverage of the area.
Toll Free Number For Complaint Handling .
15. Conclusion. . .
A 100 day Sell.
Win in the term of Customers
not in the term of revenue
generation.
Focus on OBJECTIVE
MAINTAIN the BRAND
IMAGE