The document provides information for pre-simulation planning of marketing strategies. It outlines key marketing objectives to increase market share and retention rates of product Allround. It also aims to launch new products in non-overlapping market segments. Strengths, weaknesses, opportunities and threats are identified. Product, pricing, distribution and promotion objectives are defined. The simulation will execute marketing strategies across advertising, pricing, sales and promotion functions. Post-simulation recommendations will evaluate strategic decisions and performance.
Winning PharmaSim Marketing Game StrategyLaura Winger
With a symphony of heavy data mining and simulation, my team was able to beat the competition (teams of fellow classmates) with no spending on pricey market research reports in this marketing game.
Winning PharmaSim Marketing Game StrategyLaura Winger
With a symphony of heavy data mining and simulation, my team was able to beat the competition (teams of fellow classmates) with no spending on pricey market research reports in this marketing game.
1: PharmaSim Case
PharmaSim Case — Page 13
The Allstar Brands Medicine Group
LLSTAR BRANDS CORPORATION IS ONE OF THE LEADING MANUFACTURERS of
packaged goods in the world. Since its founding in 1924, the company has acquired or
merged with a number of smaller packaged goods companies.
The Allround Brand
The management team at the over-the-counter cold medicine (OCM) group of Allstar Brands just
completed its third presentation in the past month to the Pharmaceuticals Division manager
regarding the status of the Allround cold medication. It is apparent, from all the attention the
team has received, that the Allround brand it manages is of strategic importance to the company.
Unfortunately for the team and the company, the fourth quarter performance reports for
Allround were not as positive as management expected. Therefore, the OCM team has been
under the intense scrutiny of senior management.
Overview
Allstar Brands' Allround product is a market leader in the over-
the-counter (OTC) cold and allergy remedy market. The
consistent success of the brand in terms of profitability and
sales has made it a critical component of the Pharmaceuticals
Division's long-term strategic plan. The division anticipates that
the brand's cash flow in the coming periods will allow the
company to pursue new opportunities in emerging markets.
However, the division manager responsible for Allround has become concerned with the
competitive nature of the OTC cold remedy market. In the past three years, the industry has seen
several product introductions as well as major increases in promotional and advertising
expenditures. There is concern among senior management that this competitive activity will lead
to declining market share and profitability for Allround. The brand has lost one full share point in
the last year. Senior management expects that skillful marketing will prove pivotal to the long-
term success of Allstar Brands.
The Company
The company consists of three divisions: Consumer Products, International, and Pharmaceuticals.
The Consumer Products Division handles a number of packaged goods, such as laundry
detergent, shampoo, and bar soap. The International Division distributes Allstar products on a
global basis and has a large presence in the European market. The Pharmaceuticals Division is
responsible for the marketing and production of ethical and OTC medications. Ethical drugs are
available through pharmacies with a physician's prescription, whereas OTC remedies are widely
distributed without the need for a prescription.
The management of Allstar's Pharmaceuticals Division consists of a number of market related
groups, one of these being the OCM group. This group is concerned primarily with the marketing
activities of the Allround brand and any line extensions or new product introductions that might
A
Allstar Brands Corporation is
one of the lead ...
Comprehensive Learning Note comprising of:
Performance Analysis
Past Decisions and Implications
Comparison of Key Metrics
Trends and Scenarios
Indicators (Lead and Lag)
Learning Experience
Markstrat Simulation Game - using Segmentation, Targeting, and PositioningSharanya Ray
Marketing Strategy Game - Markstrat Simulated Envrionment.
A presentation based on assessments periodically.
Prepared during coursework of Marketing Strategy(MKTG504) at Lancaster University Management School.
Question :
1) Why has Altius Golf lost market share?What will happen if altius maintains the status quo?
2) What should Altius objectives be? What trade-offs must it manage?
3) Should Altius implement the Elevate strategy?
# if so, what are the risk to the brand and how can they may be managed?
# if no, what are the alternatives
( Note : if anyone want more info about this topic, leave text for me )
Mark strat simulation( firm presentation)Evelyne Otto
Final presentation of the marketing simulation outcomes. It explains the marketing mix strategies, evaluations, results, situation analysis.Why some decisions were made and their outcomes. Its the whole marketing project journey from the beginning to the end
1: PharmaSim Case
PharmaSim Case — Page 13
The Allstar Brands Medicine Group
LLSTAR BRANDS CORPORATION IS ONE OF THE LEADING MANUFACTURERS of
packaged goods in the world. Since its founding in 1924, the company has acquired or
merged with a number of smaller packaged goods companies.
The Allround Brand
The management team at the over-the-counter cold medicine (OCM) group of Allstar Brands just
completed its third presentation in the past month to the Pharmaceuticals Division manager
regarding the status of the Allround cold medication. It is apparent, from all the attention the
team has received, that the Allround brand it manages is of strategic importance to the company.
Unfortunately for the team and the company, the fourth quarter performance reports for
Allround were not as positive as management expected. Therefore, the OCM team has been
under the intense scrutiny of senior management.
Overview
Allstar Brands' Allround product is a market leader in the over-
the-counter (OTC) cold and allergy remedy market. The
consistent success of the brand in terms of profitability and
sales has made it a critical component of the Pharmaceuticals
Division's long-term strategic plan. The division anticipates that
the brand's cash flow in the coming periods will allow the
company to pursue new opportunities in emerging markets.
However, the division manager responsible for Allround has become concerned with the
competitive nature of the OTC cold remedy market. In the past three years, the industry has seen
several product introductions as well as major increases in promotional and advertising
expenditures. There is concern among senior management that this competitive activity will lead
to declining market share and profitability for Allround. The brand has lost one full share point in
the last year. Senior management expects that skillful marketing will prove pivotal to the long-
term success of Allstar Brands.
The Company
The company consists of three divisions: Consumer Products, International, and Pharmaceuticals.
The Consumer Products Division handles a number of packaged goods, such as laundry
detergent, shampoo, and bar soap. The International Division distributes Allstar products on a
global basis and has a large presence in the European market. The Pharmaceuticals Division is
responsible for the marketing and production of ethical and OTC medications. Ethical drugs are
available through pharmacies with a physician's prescription, whereas OTC remedies are widely
distributed without the need for a prescription.
The management of Allstar's Pharmaceuticals Division consists of a number of market related
groups, one of these being the OCM group. This group is concerned primarily with the marketing
activities of the Allround brand and any line extensions or new product introductions that might
A
Allstar Brands Corporation is
one of the lead ...
Comprehensive Learning Note comprising of:
Performance Analysis
Past Decisions and Implications
Comparison of Key Metrics
Trends and Scenarios
Indicators (Lead and Lag)
Learning Experience
Markstrat Simulation Game - using Segmentation, Targeting, and PositioningSharanya Ray
Marketing Strategy Game - Markstrat Simulated Envrionment.
A presentation based on assessments periodically.
Prepared during coursework of Marketing Strategy(MKTG504) at Lancaster University Management School.
Question :
1) Why has Altius Golf lost market share?What will happen if altius maintains the status quo?
2) What should Altius objectives be? What trade-offs must it manage?
3) Should Altius implement the Elevate strategy?
# if so, what are the risk to the brand and how can they may be managed?
# if no, what are the alternatives
( Note : if anyone want more info about this topic, leave text for me )
Mark strat simulation( firm presentation)Evelyne Otto
Final presentation of the marketing simulation outcomes. It explains the marketing mix strategies, evaluations, results, situation analysis.Why some decisions were made and their outcomes. Its the whole marketing project journey from the beginning to the end
TABLE OF CONTENTS1. Mission Statement Page 22. Marketing .docxmattinsonjanel
TABLE OF CONTENTS
1. Mission Statement: Page 2
2. Marketing Objectives: Page 2
3. SWOT Analysis: Pages 2-4
4. Target Market: Page 4-5
5. Marketing Activities: Pages 5-7
6. Lessons Learned: Pages 7-15
a) Year 1
b) Year 2
c) Year 3
d) Year 4
e) Year 5
f) Year 6
g) Year 7
h) Year 8
i) Year 9
j) Year 10
7. Summary: Pages 16-17
1. MISSION STATEMENT:
To establish Allstar Brands as a market leader of Over-The-Counter multi-symptom cold/allergy relief, while maintaining the highest level of customer satisfaction through product effectiveness, quality and affordability.
2. MARKETING OBJECTIVES:
· To increase the stock price by 3 points every 2 years
· To maintain a combined direct/indirect sales force of no less than 140
· To increase net income to $40 million in the next 2 years
· To increase brand awareness by 5% yearly for all products of Allstar toward a long-term goal of 85%, thereafter any increase is found sufficient
· To maintain advertising budget expenditure above $26 million, minimum $10 million toward Allround, Allround+ and minimum $9 million toward Allright
· Introduce one new product within every 3-year period according to appropriate market trends and characteristics of demand
· To keep promotional allowance at or above 14% for all products
· To increase customer satisfaction to 60% for all Allstar Brand products within the next 2 years
3. SWOT:
Strengths:
· Allstar Brands have a competitive advantage which is based on the lowest price in the cold/allergy market
· Brand awareness for the products of Allstar Brands is one of the highest among the competitors
· Product mix targets variety of ailments (Allround – multi-symptom, Allround+ - cold and allergy, Allright – cough and cold)
· Customer satisfaction for Allstar products ranges from 54% to 61%
· Allround is the second highest brand purchased among the OTC medicine and has the second largest market share of manufacturing sales
· Allround Brand perception of cough and ache medicine is the highest among the competitors
· Steady rise of product contribution for Allright and Allround+
· Allstar offers relief for all of the most frequent symptoms of ailments: aches, coughing, and chest congestion
· Allright attains largest market share based on manufacturing sales of 14.9% in the cough medicine market
Weaknesses:
· Low sales force
· Steep drop off of stock price after year five
· Allround has the lowest net income among the competitors
· Advertising budget for every product is not sufficient for leading a proper advertising campaign to increase brand awareness
· A stronger competitor Besthelp keeps Allround from being the leader of brands purchased
· Low budget allocated to promotional mix of all 3 products
· Current customer’s intentions to buy Allround, Allround+ and Allright are larger than Allstar can produce
· Annual fall of Allround’s total sales and product contribution since year 5
· Constant fall of trade ratings for Allright and Allround+
· Alls ...
1. A Informative Slides On HERB + DRUG Interaction VANDANA JANGHEL Assistant Professor (M. Pharma, Pharmacognosy) (Siddhi Vinayaka Institute of Technology & Sciences, Bilaspur, C.G.) What comes from Nature + What we change in nature + What we don’t want
2. 1. What are Herb-drug interactions? 2. How herbs interact with other co administered drug ? 3. Whether they are diagnoised? 4. Are they neglected? 5. Any reports available ? 6. What is the significance of the study ? 7. Need for the study We will discuss on following points HERB + DRUG Interaction
3. Herb drugs + Allopathic drug = Some Reactions HERB + DRUG Interaction 1. When herbal medicinal products and western drugs administered together may interact each other in body leading to kinetic and dynamic alterations. 2. Herbs are often administered in combination with therapeutic drugs, raising the potential of herb-drug interactions. 3. Herbs or Herbal drugs often taken with the Allopathic drugs with belief that it will have some Beneficial effect. 4. Most of the herbal drugs are taken because of- Availability, Economic consideration and its safety
4. PharmacodynamicPharmacokinetics Herb may causes Additive Synergistic Antagonistic Unidentified Response activity in relation to conventional drug Change the Absorption Distribution Metabolism Protein binding Excretion of the drug thus changing blood level of drug HERB + DRUG Interaction
5. Diagnosis Evidence of Interaction Preclinical Trials Clinical Trials Case studies from pharmacovigilance 1 2 3
6. 1. Drug interaction is the 4th to 6th cause of death in the world. 2. About 70-80 herbs may increase the risk of bleeding. 3. Aristolochic acid from Kidamari (Aristolochia Bracteolata) is toxic. 4. Ephedra (Somlata) caused more than 54 deaths and 1600 cases of adverse reaction. Facts about Herbal Drug Interactions
7. 1. Clinician lack of adequate knowledge about Drug-herb Interaction 2. No quality control and assurance for the purity and safety. 3. No advance research in this field. 4. Blind believe or over believe in Ayurverdic medicine 5. Avoidance of patient history about drug sensitivity 6. Adulteration in herbal drug Reason for Herb-Drug Interaction Less Knowledge No Quality Control No Documentation Mythological Believe Herbal-Drug Interaction
8. PHARMACOKINETIC INTERACTION Parameter Increases Decreases Absorption Ginger Fibers Green tea Mucilage containing herb Black pepper Mucilage containing herb Metabolism Guggul Grape juice Elimination Laxative (Aloe) Liquorices Diuretics herbs
9. ALOE VERA Interferes with drug absorption through Laxative action (Aloe latex) Decrease transit time Decrease Intestinal Fluids GINGKO BILOBA Decrease effectiveness of Alprazolam by decreasing its absorption. Ginkgo decreases absorption of Alprazolam rather than inducing hepatic metabolism of alprazolam. GINGER Enhance the absorption of sulfaguanidine and decreases blood sugar PHARMACOKINETIC INTERACTION Herbal drugs which shows Interaction related to Absorption
1
1. A Informative Slides On HERB + DRUG Interaction VANDANA JANGHEL Assistant Professor (M. Pharma, Pharmacognosy) (Siddhi Vinayaka Institute of Technology & Sciences, Bilaspur, C.G.) What comes from Nature + What we change in nature + What we don’t want
2. 1. What are Herb-drug interactions? 2. How herbs interact with other co administered drug ? 3. Whether they are diagnoised? 4. Are they neglected? 5. Any reports available ? 6. What is the significance of the study ? 7. Need for the study We will discuss on following points HERB + DRUG Interaction
3. Herb drugs + Allopathic drug = Some Reactions HERB + DRUG Interaction 1. When herbal medicinal products and western drugs administered together may interact each other in body leading to kinetic and dynamic alterations. 2. Herbs are often administered in combination with therapeutic drugs, raising the potential of herb-drug interactions. 3. Herbs or Herbal drugs often taken with the Allopathic drugs with belief that it will have some Beneficial effect. 4. Most of the herbal drugs are taken because of- Availability, Economic consideration and its safety
4. PharmacodynamicPharmacokinetics Herb may causes Additive Synergistic Antagonistic Unidentified Response activity in relation to conventional drug Change the Absorption Distribution Metabolism Protein binding Excretion of the drug thus changing blood level of drug HERB + DRUG Interaction
5. Diagnosis Evidence of Interaction Preclinical Trials Clinical Trials Case studies from pharmacovigilance 1 2 3
6. 1. Drug interaction is the 4th to 6th cause of death in the world. 2. About 70-80 herbs may increase the risk of bleeding. 3. Aristolochic acid from Kidamari (Aristolochia Bracteolata) is toxic. 4. Ephedra (Somlata) caused more than 54 deaths and 1600 cases of adverse reaction. Facts about Herbal Drug Interactions
7. 1. Clinician lack of adequate knowledge about Drug-herb Interaction 2. No quality control and assurance for the purity and safety. 3. No advance research in this field. 4. Blind believe or over believe in Ayurverdic medicine 5. Avoidance of patient history about drug sensitivity 6. Adulteration in herbal drug Reason for Herb-Drug Interaction Less Knowledge No Quality Control No Documentation Mythological Believe Herbal-Drug Interaction
8. PHARMACOKINETIC INTERACTION Parameter Increases Decreases Absorption Ginger Fibers Green tea Mucilage containing herb Black pepper Mucilage containing herb Metabolism Guggul Grape juice Elimination Laxative (Aloe) Liquorices Diuretics herbs
9. ALOE VERA Interferes with drug absorption through Laxative action (Aloe latex) Decrease transit time Decrease Intestinal Fluids GINGKO BILOBA Decrease effectiveness of Alprazolam by decreasing its absorption. Ginkgo decreases absorption of Alprazolam rather than inducing hepatic metabolism of alprazolam. GINGER Enhance the absorption of sulfaguanidine and decreases blood sugar PHARMACOKINETIC INTERACTION Herbal drugs which shows Interaction related to Absorption
1
1. Pre-Simulation Planning
Key Marketing
Objectives:
•Increase the market share of Allround.
•Increase the retention rate of Allround.
•Launch new products in non-overlapping market segments.
Competitive
Marketing
Strategy:
•Compete on product differentiation and positioning.
•Do not start price-wars or rely on price discounting.
•To maintain the highest sales and net income figures among
competitors.
•Cold market should be target with primary and flanking products
Desired
Positioning:
•Allround should be a premium product positioned ahead of its
competitors on price-performance trade-off line.
•Our target market should be Young families, Mature families, and
Empty Nesters, which comprise nearly 75% of the market.
Strengths
•Allround is a volume and price
leader
•Allround is the most effective brand
to reduce multiple cold symptoms
•Allround has the highest brand
awareness, trial and purchase
frequency among its competitors
Weaknesses
•Allstar heavily relies on revenues
from Allround
•Allround creates drowsiness due to
antihistamines and alcohol
•The use of Allround is limited to
nighttime relief and is blamed for
excessive medication.
•Allround has lower retention ratio
and channel placement issues
Opportunities
•Allergy and Nasal Markets provide
opportunities for growth.
•Capsule or spray drug form present
an expansion opportunity
Threats
•Increasing competitiveness of cold
and allergy markets
•Increases in promotional and
advertising expenses can increase
the marketing costs
•Doctor’s may resist recommending
Allround due to concerns about
over-medication.
Product Objectives
• Reformulate Allround according
to the market needs, such as
removal of Alcohol.
• Flanker products should be
launched in cold and other
markets.
Pricing Objectives
• Premium product pricing.
Distribution Objectives
• Sales force allocation should be
aligned with the market share of
each channel.
• Total sales force should be either
equal or more than the closest
competitor.
Promotion Objectives
• Marketing agency should be the
premium one i.e. BMW.
• Allround needs to maintain or
increase its ad expenditure.
• Both consumer and trade
promotions will be used to execute
push-pull strategy.
2. In-Simulation Marketing Execution
Primary Support
1) Sales Force Saqib Ben
2) Pricing Echo Nicole
3) Advertising Nicole Saqib
4) Promotion Ben Echo
Advertisement
• Symptoms reported, Advertising Market Report,
Conjoint Analysis, Brand Awareness, Decision
Criteria, Brand Perception
Pricing
• Market update, Industry Outlook, and Sales Report,
Manufacturer Sales Report, Channel Sales Report,
Pricing Report by Channel, Marketing Survey of
Brands Purchased, Marketing Survey of Purchase
Intentions, Marketing Survey of Decision Criteria
Sales
• Market update, Industry outlook, Mfr. Sales, Channel
sales, Sales force estimates for all competitors,
Operating Statistics, Consumer shopping habits, Shelf
space, Brands purchased, Purchase Intentions
Promotion
• Market update, Industry outlook, Mfr. Sales,
Operating statistics, Shelf space, Promotion Activity
of Competitors, Recommendations, Channel sales
Advertisement
• Competitor advertising and media expenditures
• Brand perception of effectiveness
• Rank of product attributes for decision making
• % of market share and growth
Pricing
• Manufacturer Sales and Channel Sales
• Industry MSRP & Volume Discount
• Sales by Discount Schedule and Distribution
Channel
Sales
• Manufacturer sales
• Channel sales
• % share of each channel sales
• Sales force as compared to closest competitor
Promotion
• Shelf space
• Product trade ratings
• Manufacturer Sales
• Recommendations (Trial Size)
3. Manufacturer Sales 355.3 100.00% 961.8 100.00%
Promotional Allowance 60.4 17.00% 152.6 15.90%
Cost of Goods Sold 122.6 34.50% 262.8 27.30%
Gross Margin 172.3 48.50% 546.5 56.80%
Consumer & Trade
Promotion
7 2.00% 15.6 1.60%
Advertising 20 5.60% 57.2 5.90%
Sales Force 6 1.70% 24.5 2.50%
Administrative 9.8 2.70% 30.1 3.10%
Total Marketing 42.8 12.00% 127.4 13.20%
Contribution after Marketing 129.5 36.50% 419.1 43.60%
Fixed Costs 62.4 17.60% 127.7 13.30%
Net Income 67.2 18.90% 291.4 30.30%
171%
198%
11.40%
% Increase in marketing expenses
% Increase in Return on Sales
Sales Growth
Period 0 Period 10
Income Statement for Allstar (in $ million)
Period 0 Period 10
Incremental Revenue 355.3 606.5
Contribution Margin 48.50% 56.80%
Marketing Spending 42.8 127.4
Return on Marketing Investment 3.03 1.70
Return on Marketing Investment (ROMI)
Period Category Team Decision Strategic Intent
Period 1 Social media
incident
Select Facebook and
Twitter.
Increase brand awareness
Period 2 Product
reformulation
Dropping the alcohol
from Allround
Product alignment with
customer preferences to
increase its market share
Period 4 Social media
incident
Check the social media
page often and respond
to comments.
Customer engagement, market
research and word of mouth.
Period 4 Line
extension
Launch Allround+ as
Child 4hr cold liquid
Flanker product
Period 6 New product
launch
Allright - A nasal spray
with topical
decongestant.
Flanker product initially with
the potential to become a
major product in nasal spray
category.
Period 8 Product
tampering
a) Issue a statement
b)Remove all products
c) Modify the
packaging
Brand image and reputation.
Placing customers before
revenue.
Period 8 Product
reformulation
Remove antihistamine
and maximum
expectorant in
Allround.
Niche positioning to maintain
and gain market share.
Period 9 Promotions a) Send coupons to
mobile phone
b)Have a sweepstakes
c) Start a rewards
program
Increase the market share
through pull approach. Build
customer database, identify
loyalists, and increase revenue
from existing customers.
Period 9 Product
reformulation
Reformulate Allround
to reduce analgesic to
500 units
To bring Allround in line with
other competing and market
share gaining formulations
such as Allround+, Besthelp,
Cold cure, Coughcure, End,
Dryup+.
Strategic Decisions and Simulation Performance
Return on Marketing Investment (ROMI) = [Incremental Revenue Attributable to Marketing ($) * Gross Margin (%) -
Marketing Spending ($)] / Marketing Spending ($)
4. Target Market for OTC Remedies
Cold Cough Allergy Nasal
Targetdemographics
Young singles Allround Allright
Young families
Allround
Allround+
Mature families Allround+
Empty nesters Allround Allright
Retired Allround
Post-Simulation Lessons and Recommendations
Ceiling Price - Allround
$5.99- Perceived value to consumer (Conjoint analysis)
$5.49 - Coughcure MSRP
$5.29 - End MSRP
$5.09 - Dryup MSRP
$4.89 - Besthelp MSRP
$1.24 - Estimated Unit Cost
Floor Price
Strengths
•Allstar has a portfolio of three
profitable products.
•Allright has gained 38.5% of the
Nasal market, despite being the
late entrant.
•Allstar brands enjoy best shelf
space ranking among its
competitors.
•Allstar brands have consistently
outperformed rival brands.
Weaknesses
•Allround+ may be cannibalizing
Allround.
•Allround and Allround+ offer 4
hr. relief, which may not give
cold sufferer full night relief.
•The market share of Allround is
consistently decreasing over last
4 periods.
•The retention ratio of Allround
has further decreased from
Period.
Opportunities
•Allergy and Cough markets offer
an opportunity for future
expansion for Allstar.
•Allstar may rename Allround+ to
Allround-kids to curb
cannibalization of Allround.
•Dropping Allround+ may reduce
the cannibalization of Allround.
Threats
•Entrance of more Cold OTC
remedies will further erode the
market share of Allstar.
•Launching flanker brands in Cold
market may cannibalize the
market share of Allround.
Editor's Notes
Good evening every one,
We are team 3 comprising of Ben, Nicole, Echo and myself. We have divided our presentation in four sections – pre-simulation marketing strategy and game plan, in simulation execution, strategic decisions and simulation performance, and post simulation lessons and recommendations.
We started with situational analysis of Allstar and figured out that cold is the biggest market in terms of unit volume and even small percentage growth results in greater volume increase than any other market segment such as Nasal or Allergy. So, we decided to defend it with main and flanker products.
Secondly, we identified that Nasal, Allergy and cough markets are largely untouched by Allstar and these markets have at the most 2 major players and they offer potential for growth to Allstar
Thirdly, we decided to develop a brand portfolio to reduce Allstar’s reliance on single product for most of its revenues.
So, our initial marketing objectives revolved around Allround in terms of increasing the product’s market share and retention ratio. And later to introduce products in non-overlapping market segments.
Our competitive strategy was based on product differentiation and narrow positioning of the products so we can target one segment with one product only. Also, we wanted to be the best in our market in terms of top and bottom lines.
Our desired positioning throughout the game had been to offer premium products that are ahead of their competitors on price-performance tradeoff line, which is one of the survey reports in PharmaSim.
These objectives and strategies guided our marketing mix decisions throughout the simulation and we hardly diverted from the original game plan to achieve consistent results as Ben will highlight later in the presentation.
So, for our marketing mix we decided that our products will evolve with customer needs using product reformulations, our prices will always be ahead of our competitors, our sales force allocation will be aligned with the market share of each distribution channel and it will be at par with competitors, and we will promote our products through both push-pull marketing using premium ad agency, BMW, and efficient combination of both trade and consumer promotions.
So now Nicole will talk about how we teamed up to maximize both fun and learning in this simulation
