Pizza Hut aims to increase digital ordering to 75% of orders by end of 2015. Research included surveys, focus groups, interviews on millennials' perceptions of Pizza Hut and competitors. Key findings were that millennials see Pizza Hut as low quality, expensive with a complicated website. Domino's was seen as having better deals and easier ordering. The research provided suggestions on how to improve brand perception and digital experience.
This case was to analyze how Starbucks was not meeting the customer’s expectations and it came up with a plan to invest an additional $40 million annually. This case also discusses how Starbucks can improve their service to increase customer satisfaction.
External environmental analysis of Tim Horton's gourav manpreetGourav Sharma
This document discusses various political, economic, social, technological, and competitive factors that affect Tim Hortons' business strategy and operations. It notes that Tim Hortons must comply with government policies and regulations. Other sections analyze economic conditions, demographics, technology, strengths/weaknesses, opportunities/threats, and Porter's five forces. The document emphasizes that Tim Hortons has over 6000 Canadian locations and aims to expand globally while maintaining low prices.
best buy case study sample presentationiWriteEssays
Best Buy was losing customers and sales to online-only retailers because customers would visit Best Buy stores to see and test products before purchasing them online from other retailers. This practice is known as "showrooming." Best Buy's shareholders and local communities were negatively impacted by store closures. However, Best Buy has implemented strategies like permanent price matching and improving their website to better compete with online retailers.
The document provides an overview of Amazon, including its history, business model, and competitive strategies. It discusses how Amazon started as Cadabra Inc. and was named after the Amazon river to reflect Jeff Bezos' vision of building a large phenomenon. It also notes that Amazon owns no real estate directly and achieved $5 billion in sales in 2003, much faster than Walmart. The summary then highlights Amazon's focus on customers, sellers, and developers as three key customer sets and its core competencies of Jeff Bezos' leadership, culture of openness, technical infrastructure, and logistics abilities.
Alibaba provides an online business-to-business marketplace where sellers can connect with buyers globally. It offers two platforms, one for Chinese businesses and one for international customers. Registered users can post listings to advertise their products or sourcing needs. Alibaba facilitates communication between buyers and sellers by hosting their listings, allowing users to search and contact each other to exchange information. It also provides tools to enable negotiations between customers.
Harley-Davidson has been a staple of American culture for over 100 years. While it struggled in the 1970s and 1980s, investments in new models and production efficiencies led to strong growth. However, the recession negatively impacted the heavyweight motorcycle industry. Currently, Harley-Davidson has over 50% of the North American market but faces challenges expanding abroad and attracting younger riders. It relies on its strong brand image and loyal customer base but will need to adapt to changing demographics and markets.
Jakson Power is a diversified group with multiple business interests in Power Generation, Power Distribution Products, Solar Business, Electrical Contracting, International and Hospitality.
This case was to analyze how Starbucks was not meeting the customer’s expectations and it came up with a plan to invest an additional $40 million annually. This case also discusses how Starbucks can improve their service to increase customer satisfaction.
External environmental analysis of Tim Horton's gourav manpreetGourav Sharma
This document discusses various political, economic, social, technological, and competitive factors that affect Tim Hortons' business strategy and operations. It notes that Tim Hortons must comply with government policies and regulations. Other sections analyze economic conditions, demographics, technology, strengths/weaknesses, opportunities/threats, and Porter's five forces. The document emphasizes that Tim Hortons has over 6000 Canadian locations and aims to expand globally while maintaining low prices.
best buy case study sample presentationiWriteEssays
Best Buy was losing customers and sales to online-only retailers because customers would visit Best Buy stores to see and test products before purchasing them online from other retailers. This practice is known as "showrooming." Best Buy's shareholders and local communities were negatively impacted by store closures. However, Best Buy has implemented strategies like permanent price matching and improving their website to better compete with online retailers.
The document provides an overview of Amazon, including its history, business model, and competitive strategies. It discusses how Amazon started as Cadabra Inc. and was named after the Amazon river to reflect Jeff Bezos' vision of building a large phenomenon. It also notes that Amazon owns no real estate directly and achieved $5 billion in sales in 2003, much faster than Walmart. The summary then highlights Amazon's focus on customers, sellers, and developers as three key customer sets and its core competencies of Jeff Bezos' leadership, culture of openness, technical infrastructure, and logistics abilities.
Alibaba provides an online business-to-business marketplace where sellers can connect with buyers globally. It offers two platforms, one for Chinese businesses and one for international customers. Registered users can post listings to advertise their products or sourcing needs. Alibaba facilitates communication between buyers and sellers by hosting their listings, allowing users to search and contact each other to exchange information. It also provides tools to enable negotiations between customers.
Harley-Davidson has been a staple of American culture for over 100 years. While it struggled in the 1970s and 1980s, investments in new models and production efficiencies led to strong growth. However, the recession negatively impacted the heavyweight motorcycle industry. Currently, Harley-Davidson has over 50% of the North American market but faces challenges expanding abroad and attracting younger riders. It relies on its strong brand image and loyal customer base but will need to adapt to changing demographics and markets.
Jakson Power is a diversified group with multiple business interests in Power Generation, Power Distribution Products, Solar Business, Electrical Contracting, International and Hospitality.
The document discusses a case study of Incurrent, a small company that provided online credit card services. To pursue growth, they developed two business strategies - an online collections product and commercial credit cards. Analysis found the collections product had more revenue potential and could be extended to other industries. They developed the collections software, partnering with experts. Marketing proved the product's effectiveness, and the strategy was refined to expand to other markets like loans. The company was later acquired by Online Resources.
This document provides a full business case analysis for United Parcel Service (UPS) to increase its global market share and customer satisfaction over the next five years. It outlines three alternative recommendations:
Alternative A focuses on improving internal operations through strategic distribution center placement, time-in-transit forecasting, automated sorting, and improved package labeling.
Alternative B addresses the growth of e-commerce through next-day delivery, package tracking, competitor research, distribution center placement, and drone technology.
Alternative C emphasizes sustainability through recycled packaging options and alternative fuel trucks to improve UPS's image and decrease long-term costs.
Each alternative provides details on scope, resources, organizational factors, external environment, cost effectiveness and
This document provides an overview and analysis of plans to franchise the Build-A-Bear Workshop toy store concept in Sao Paolo, Brazil. It outlines the company profile and core business model, analyzes the product offering and competitive landscape, and provides a financial projection estimating 35,494 units sold in the first year for estimated sales of $1,135,800 and a break-even point of 64,556 units at $2,065,778 in sales. A marketing timeline is also proposed to support the Brazil store launch and opening in October 2011.
1. The document is an assignment cover sheet for a group project submitted by 5 students for a course at the University of South Australia.
2. It provides the student names and contact information, course details, assignment topic and due date.
3. The students sign the cover sheet to declare the work as their own and authorize plagiarism checks by the university.
The document provides a strategic analysis of Best Buy Co., Inc. It discusses Best Buy's position as the global leader in consumer electronics retail with over 1,400 stores and $50 billion in annual revenue. However, Best Buy is currently facing decline due to strengthening forces in its industry such as showrooming, increased price transparency online, price matching, and shifts in consumer spending away from computers. The analysis uses Porter's Five Forces model to examine Best Buy's challenges from new entrants, supplier bargaining power, competition, substitution threats, and buyer power.
Harley Davidson faced increasing competition from other motorcycle manufacturers producing cruiser-style motorcycles at lower price points with more advanced technologies. While cost-cutting measures helped Harley regain market share in the US heavyweight motorcycle market, the company's core customer base was aging and it lacked diversification compared to its rivals. Longer term, Harley's future success depended on attracting younger customers and expanding into smaller, more affordable bike segments.
Paramount Health and Beauty Company is launching a new non-disposable razor called Clean Edge. It must decide whether to position Clean Edge as a niche or mainstream product. Analyses show the razor market has three segments - value, moderate, and super premium - with the super premium segment growing and offering the highest profits. Positioning Clean Edge as a niche product targeting involved consumers interested in innovation would lead to higher profits than mainstream positioning and less cannibalization of existing products, though it requires a smaller marketing budget.
Biopure Corporation developed two blood substitute products - Oxyglobin and Hemopure. Oxyglobin used bovine (cow) red blood cells and was approved for veterinary use, while Hemopure used hemoglobin extracted from bovine blood and was still awaiting human clinical trials. The document discusses the blood supply/demand situation, limitations of traditional blood transfusions, and Biopure's options to launch Oxyglobin immediately to gain first mover advantage and establish distribution channels before launching Hemopure for human use. A SWOT analysis and 4Ps marketing strategy are proposed for Oxyglobin's veterinary market launch.
This case study examines the culture at Google and whether it can remain "Googley" as it continues to rapidly expand. It discusses Google's unique culture which encourages innovation, autonomy, informality and risk-taking. The study also analyzes Google's people strategies around recruitment, promotions, compensation and training. It concludes that Google's strong foundations in cultural principles and support from top management have allowed it to remain exceptional while continuing to grow rapidly.
Best Buy faces competition from online retailers who can offer lower prices. While Best Buy has higher operating costs for its physical stores, it also provides a valuable in-person shopping experience. The document evaluates alternatives for Best Buy and recommends that it invest in improving its stores and online platform while focusing on customer experience rather than just price to better compete against online retailers.
The document discusses how the Space IDEAS Hub is helping local enterprises in Leicester through case studies. The Hub provides support like funding advice, consultancy, and business events. It is illustrated through examples of the Hub assisting Space IDEAS with medical supplies charity Inter Care, surveillance equipment supplier Foxton Global Sourcing, and product design firm Canard Design. The Hub generated ideas to reduce a Canard Design product's weight and brought experts together, potentially generating over £70k for local businesses.
Case Analysis - HubSpot: Inbound Marketing and Web 2.0 Saptarshi Dhar
- Hubspot was founded in 2006 to provide inbound marketing software to help small businesses compete through new online marketing approaches.
- It uses informative content to attract prospective customers and build relationships through content marketing, social media distribution, and community engagement.
- Inbound marketing is more efficient than outbound as it only targets interested customers, with leads costing 5-7 times less than outbound.
- Hubspot offers content design, management, optimization, analytics and intelligence tools to help businesses attract and convert leads.
Analysis of Best Buy mini case from Kotler's Marketing Management textbook.
This presentation was created by Sarthak Anand, IET Lucknow during a Marketing internship under Prof. Sameer Mathur, IIM Lucknow.
Coca-Cola is testing "smart" vending machines that can adjust drink prices based on weather. On hot days, prices will be higher to maximize profits. Media reaction was negative, calling it exploitative. While it could earn Coca-Cola $328.5 million annually, problems include perceived unfair price discrimination and lack of communication about the changing prices. Recommendations include a better promotion strategy and emphasis that drinks will be cheaper in cold weather.
(1) The document outlines a case study for developing an advertising campaign for Mary Kay Cosmetics with a limited budget of $3 million.
(2) It discusses critical factors to consider like target markets, messaging, and media vehicles. It analyzes alternatives for the target market, including recruiting consultants, existing customers, non-users, and men.
(3) The recommendation is to target non-users with a regional advertising campaign promoting Mary Kay's product mix. This would allow for exponential growth through new sales and consultants, while enabling clear measurements of the campaign's effectiveness.
Launching Amazon Go
What, how and where should we communicate to resonate with our target audience and get the biggest spread, for the lowest cost, with the highest impact?
This business plan summarizes the key elements for starting a coffee shop, including products offered, target market, competition, management structure, and financial projections. The coffee shop aims to be a leading provider of high-quality coffee and tea in a friendly environment. It will target local working professionals ages 18+. The plan outlines coffee and drink options, identifies main competitors, and provides strategies for marketing, operations, and attracting customers. Financial projections estimate startup costs, monthly expenses, and projected profit over the first 6 months, with anticipated increased sales and profits over time.
Dena Yazzie has decided to go ahead with the main idea of Tahki’s proposal but with one change. The company will not abandon its brand. So they will try to get a more expensive product based on added value but they will build this effort on the existing clientele. The board was satisfied to a large extent with the solution. They felt that they had built this brand and people knew it so it was an asset that should be utilized.
Your team is hired by the board of Wiikano Orchards and asked to develop a Marketing Plan that implements Tahki Yazzie’s proposal with the given that the existing brand will be kept.
Coca-Cola implemented smart vending machines that would automatically adjust drink prices based on outside temperature, with prices higher when it was hot out. However, this strategy backfired with customers as they did not see additional value from the temperature-adjusted pricing and felt the company was unjustly charging more without explanation. While differentiated pricing can work in some contexts, Coca-Cola's approach was not accepted by consumers for this popular staple product sold from vending machines.
Marketing research project conducted for Pizza Hut Pakistan as part of MBA Marketing Research course final project.
Main objective to determine whether to continue deals menu, reduce it or expand it. Secondary Objective was to do a Usage and Attitude Study and a Consumer Satisfaction Survey.
The survey found that traditional Vietnamese food, fast food, and canned food were the most commonly consumed foods in Vietnam last month. Fried chicken, pizza, and hamburgers were the top choices for fast food. The majority of people chose fast food for its convenience and to save time. KFC, Lotteria, and Pizza Hut were the most well-known fast food brands, with KFC and Lotteria having the largest market shares. Most people were aware of the health risks of fast food but remained willing to try new brands.
The document discusses a case study of Incurrent, a small company that provided online credit card services. To pursue growth, they developed two business strategies - an online collections product and commercial credit cards. Analysis found the collections product had more revenue potential and could be extended to other industries. They developed the collections software, partnering with experts. Marketing proved the product's effectiveness, and the strategy was refined to expand to other markets like loans. The company was later acquired by Online Resources.
This document provides a full business case analysis for United Parcel Service (UPS) to increase its global market share and customer satisfaction over the next five years. It outlines three alternative recommendations:
Alternative A focuses on improving internal operations through strategic distribution center placement, time-in-transit forecasting, automated sorting, and improved package labeling.
Alternative B addresses the growth of e-commerce through next-day delivery, package tracking, competitor research, distribution center placement, and drone technology.
Alternative C emphasizes sustainability through recycled packaging options and alternative fuel trucks to improve UPS's image and decrease long-term costs.
Each alternative provides details on scope, resources, organizational factors, external environment, cost effectiveness and
This document provides an overview and analysis of plans to franchise the Build-A-Bear Workshop toy store concept in Sao Paolo, Brazil. It outlines the company profile and core business model, analyzes the product offering and competitive landscape, and provides a financial projection estimating 35,494 units sold in the first year for estimated sales of $1,135,800 and a break-even point of 64,556 units at $2,065,778 in sales. A marketing timeline is also proposed to support the Brazil store launch and opening in October 2011.
1. The document is an assignment cover sheet for a group project submitted by 5 students for a course at the University of South Australia.
2. It provides the student names and contact information, course details, assignment topic and due date.
3. The students sign the cover sheet to declare the work as their own and authorize plagiarism checks by the university.
The document provides a strategic analysis of Best Buy Co., Inc. It discusses Best Buy's position as the global leader in consumer electronics retail with over 1,400 stores and $50 billion in annual revenue. However, Best Buy is currently facing decline due to strengthening forces in its industry such as showrooming, increased price transparency online, price matching, and shifts in consumer spending away from computers. The analysis uses Porter's Five Forces model to examine Best Buy's challenges from new entrants, supplier bargaining power, competition, substitution threats, and buyer power.
Harley Davidson faced increasing competition from other motorcycle manufacturers producing cruiser-style motorcycles at lower price points with more advanced technologies. While cost-cutting measures helped Harley regain market share in the US heavyweight motorcycle market, the company's core customer base was aging and it lacked diversification compared to its rivals. Longer term, Harley's future success depended on attracting younger customers and expanding into smaller, more affordable bike segments.
Paramount Health and Beauty Company is launching a new non-disposable razor called Clean Edge. It must decide whether to position Clean Edge as a niche or mainstream product. Analyses show the razor market has three segments - value, moderate, and super premium - with the super premium segment growing and offering the highest profits. Positioning Clean Edge as a niche product targeting involved consumers interested in innovation would lead to higher profits than mainstream positioning and less cannibalization of existing products, though it requires a smaller marketing budget.
Biopure Corporation developed two blood substitute products - Oxyglobin and Hemopure. Oxyglobin used bovine (cow) red blood cells and was approved for veterinary use, while Hemopure used hemoglobin extracted from bovine blood and was still awaiting human clinical trials. The document discusses the blood supply/demand situation, limitations of traditional blood transfusions, and Biopure's options to launch Oxyglobin immediately to gain first mover advantage and establish distribution channels before launching Hemopure for human use. A SWOT analysis and 4Ps marketing strategy are proposed for Oxyglobin's veterinary market launch.
This case study examines the culture at Google and whether it can remain "Googley" as it continues to rapidly expand. It discusses Google's unique culture which encourages innovation, autonomy, informality and risk-taking. The study also analyzes Google's people strategies around recruitment, promotions, compensation and training. It concludes that Google's strong foundations in cultural principles and support from top management have allowed it to remain exceptional while continuing to grow rapidly.
Best Buy faces competition from online retailers who can offer lower prices. While Best Buy has higher operating costs for its physical stores, it also provides a valuable in-person shopping experience. The document evaluates alternatives for Best Buy and recommends that it invest in improving its stores and online platform while focusing on customer experience rather than just price to better compete against online retailers.
The document discusses how the Space IDEAS Hub is helping local enterprises in Leicester through case studies. The Hub provides support like funding advice, consultancy, and business events. It is illustrated through examples of the Hub assisting Space IDEAS with medical supplies charity Inter Care, surveillance equipment supplier Foxton Global Sourcing, and product design firm Canard Design. The Hub generated ideas to reduce a Canard Design product's weight and brought experts together, potentially generating over £70k for local businesses.
Case Analysis - HubSpot: Inbound Marketing and Web 2.0 Saptarshi Dhar
- Hubspot was founded in 2006 to provide inbound marketing software to help small businesses compete through new online marketing approaches.
- It uses informative content to attract prospective customers and build relationships through content marketing, social media distribution, and community engagement.
- Inbound marketing is more efficient than outbound as it only targets interested customers, with leads costing 5-7 times less than outbound.
- Hubspot offers content design, management, optimization, analytics and intelligence tools to help businesses attract and convert leads.
Analysis of Best Buy mini case from Kotler's Marketing Management textbook.
This presentation was created by Sarthak Anand, IET Lucknow during a Marketing internship under Prof. Sameer Mathur, IIM Lucknow.
Coca-Cola is testing "smart" vending machines that can adjust drink prices based on weather. On hot days, prices will be higher to maximize profits. Media reaction was negative, calling it exploitative. While it could earn Coca-Cola $328.5 million annually, problems include perceived unfair price discrimination and lack of communication about the changing prices. Recommendations include a better promotion strategy and emphasis that drinks will be cheaper in cold weather.
(1) The document outlines a case study for developing an advertising campaign for Mary Kay Cosmetics with a limited budget of $3 million.
(2) It discusses critical factors to consider like target markets, messaging, and media vehicles. It analyzes alternatives for the target market, including recruiting consultants, existing customers, non-users, and men.
(3) The recommendation is to target non-users with a regional advertising campaign promoting Mary Kay's product mix. This would allow for exponential growth through new sales and consultants, while enabling clear measurements of the campaign's effectiveness.
Launching Amazon Go
What, how and where should we communicate to resonate with our target audience and get the biggest spread, for the lowest cost, with the highest impact?
This business plan summarizes the key elements for starting a coffee shop, including products offered, target market, competition, management structure, and financial projections. The coffee shop aims to be a leading provider of high-quality coffee and tea in a friendly environment. It will target local working professionals ages 18+. The plan outlines coffee and drink options, identifies main competitors, and provides strategies for marketing, operations, and attracting customers. Financial projections estimate startup costs, monthly expenses, and projected profit over the first 6 months, with anticipated increased sales and profits over time.
Dena Yazzie has decided to go ahead with the main idea of Tahki’s proposal but with one change. The company will not abandon its brand. So they will try to get a more expensive product based on added value but they will build this effort on the existing clientele. The board was satisfied to a large extent with the solution. They felt that they had built this brand and people knew it so it was an asset that should be utilized.
Your team is hired by the board of Wiikano Orchards and asked to develop a Marketing Plan that implements Tahki Yazzie’s proposal with the given that the existing brand will be kept.
Coca-Cola implemented smart vending machines that would automatically adjust drink prices based on outside temperature, with prices higher when it was hot out. However, this strategy backfired with customers as they did not see additional value from the temperature-adjusted pricing and felt the company was unjustly charging more without explanation. While differentiated pricing can work in some contexts, Coca-Cola's approach was not accepted by consumers for this popular staple product sold from vending machines.
Marketing research project conducted for Pizza Hut Pakistan as part of MBA Marketing Research course final project.
Main objective to determine whether to continue deals menu, reduce it or expand it. Secondary Objective was to do a Usage and Attitude Study and a Consumer Satisfaction Survey.
The survey found that traditional Vietnamese food, fast food, and canned food were the most commonly consumed foods in Vietnam last month. Fried chicken, pizza, and hamburgers were the top choices for fast food. The majority of people chose fast food for its convenience and to save time. KFC, Lotteria, and Pizza Hut were the most well-known fast food brands, with KFC and Lotteria having the largest market shares. Most people were aware of the health risks of fast food but remained willing to try new brands.
- A survey was conducted in Ho Chi Minh City, Vietnam on fast food eating behaviors and brand preferences among 476 respondents aged 18-39.
- 71% of respondents liked or liked very much fast food. 47% were regular fast food users, with higher rates among males and youth. Hanging out with friends was the most common occasion for eating fast food.
- The most frequently used fast food brands were KFC and Lotteria. KFC and Lotteria were seen as having good prices, locations, and promotions, while McDonald's was associated with higher prices.
This document provides a history and overview of Pizza Hut's marketing strategies. It discusses:
1) A brief history of Pizza Hut, which was founded in 1958 in Kansas and has since expanded internationally.
2) Pizza Hut's mission statement focuses on making a perfect pizza and providing helpful customer service.
3) Pizza Hut uses comparative strategies like diversifying their menu, offering promotions, and introducing new pizza variations to stay competitive with other pizza chains.
Project on marketing strategies of pizza hut and dominoshiteshkrohra
This document is a project report on the marketing strategies of Pizza Hut and Dominos pizza chains in India. It provides a brief history of both companies, describing how Pizza Hut was founded in 1958 in the US and expanded globally, while Dominos was founded in 1960 in the US and entered the Indian market in 1995. It then discusses the companies' core competencies, strategies, and visions. Pizza Hut focuses on customizing its menu for Indian tastes, operating vegetarian locations, and expanding through express outlets. Dominos emphasizes on-time delivery, value, and using social media for crisis communication. The report aims to understand customers' preferences between the two major pizza brands in India.
This document provides an overview of the market research project comparing McDonald's and Burger King restaurants. It includes a mind map outlining the key areas of research, as well as the market research design which specifies the objectives, methodology, timeline and budget. Secondary research analyzing the fast food industry in general and comparing McDonald's and Burger King is also presented, finding that while McDonald's is larger, the restaurants compete closely on location, menu items and marketing strategies.
Ohio University's NSAC Pizza Hut campaign 2015Autumn Cooper
Ohio University competes in the National Student Advertising Competition every year against other schools. Last year, the client was Pizza Hut. We were asked to develop a full campaign that would increase their mobile and digital orders.
This document provides a summary and analysis of research conducted for a Pizza Hut digital ordering campaign. The research found that consumers are frustrated by inaccurate orders and prefer accuracy over their current preferred ordering method of phone calls. The campaign aims to position Pizza Hut as the top choice for digital ordering by guaranteeing accurate orders. Target segments are digital millennials and families looking for convenience. Primary research found most would switch to digital ordering for incentives and accuracy assurances. The "big idea" is that the Pizza Hut app allows customers to take control of their order for a pizza that is "so perfect, it's like you made it yourself."
This document provides a campaign plan for Pizza Hut to promote their digital ordering capabilities. The objectives are to position Pizza Hut as the top choice for digital pizza orders and provide the best digital ordering experience. Research found that customers want accurate orders and control over customization. The campaign's big idea is that the mobile app allows customers to feel like they made the pizza themselves by having control over the order. The plan includes commercials, app enhancements, a contest, and digital advertising to highlight how the app provides accurate orders. The goal is to reconnect with customers and have 75% of orders placed online/mobile.
The document outlines a campaign to position Pizza Hut as the top choice for digital ordering by creating excellent digital experiences that increase orders through Pizza Hut's digital system to 75% of total orders. Research found that confidence is crucial for motivating Millennials to use Pizza Hut's digital ordering, which consists of personalization, convenience, and trust in the system. The campaign will target 18-34 year olds through executions highlighting the features and usability of Pizza Hut's online ordering system.
The document provides details on a proposed marketing campaign for Pizza Hut to promote their mobile app and online ordering. The campaign's objectives are to position Pizza Hut as the top choice for digitally ordered pizza and provide the best digital ordering experience. The target market is millennials aged 18-34 who do not currently order pizza online or existing customers. Research found that ensuring order accuracy is important to consumers. The proposed campaign would demonstrate how Pizza Hut's digital ordering creates a more accurate process by allowing customers to customize their order. Elements of the campaign include commercials, app enhancements, contests, digital ads, and events.
This document provides an executive summary and table of contents for a marketing campaign created by Circle Advertising for Pizza Hut. It details research conducted on consumer perceptions of Pizza Hut and the pizza ordering process. Focus groups revealed that while consumers liked Pizza Hut's new flavor options, its rebranding campaign was not well known or exciting to participants. They also found Domino's pizza app experience was preferred to Pizza Hut's, though neither was highly rated. The campaign aims to increase digital ordering for Pizza Hut by 32% through advertising, new app features, and loyalty programs.
This document provides an executive summary and table of contents for a marketing campaign plan for Pizza Hut. It summarizes research conducted by dividing team members into four groups to study consumer insights, digital media, brand history, and internal/external relations. Through focus groups, surveys, taste tests and interviews, the research uncovered that while consumers like Pizza Hut's pizza, its branding and digital ordering processes are not distinguishing it from competitors and many consumers remain unaware of new options. The document outlines three target audiences segmented by ordering behavior and proposes strategies to incentivize each group to increase digital ordering, including exclusive promotions, an enhanced app experience, and a loyalty rewards program.
This document provides an executive summary and table of contents for a marketing campaign created by Circle Advertising for Pizza Hut. It details research conducted on consumer perceptions of Pizza Hut and the pizza ordering process. Focus groups revealed that while consumers liked Pizza Hut's new flavor options, its rebranding campaign was not resonating and it lacked brand loyalty compared to Domino's. Research found the Pizza Hut app and website were easy to use but unexciting compared to Domino's Pizza Tracker feature. The campaign aims to increase digital ordering for Pizza Hut by 32% through reinventing its digital platforms, launching a loyalty program, and compelling monthly promotions.
This document provides an executive summary and table of contents for a marketing campaign plan for Pizza Hut. It summarizes research conducted by dividing team members into four groups to study consumer insights, digital media, brand history, and internal/external relations. Through focus groups, surveys, taste tests and interviews, the research uncovered that while consumers like Pizza Hut's pizza, its branding and digital ordering processes are not distinguishing it from competitors and could be improved. The document identifies three key target audiences for the campaign based on ordering behaviors: Traditionalists who prefer calling, Digital Enthusiasts who order from competitors, and Loyalists who already order digitally from Pizza Hut. The goal of the campaign is to increase digital ordering by 32% over
This document provides a marketing campaign plan for Pizza Hut to increase digital orders. It includes research conducted on consumer ordering preferences which found that ease is the most important factor. Personas were developed for key target markets of young adults and families. The big idea for the campaign is "Easy as" to convince phone orderers that digital ordering is easier. A variety of digital and traditional marketing tactics are proposed across websites, apps, ads, promotions and more to get consumers to experience the ease of digital ordering.
This document provides a summary of research and creative work done for a Pizza Hut digital ordering campaign. Primary and secondary research was conducted to understand consumer ordering preferences and behaviors. Key insights found that consumers want the easiest and most convenient ordering experience. Personas were developed for the target markets of young adults and families. A creative brief outlined the brand strategy to convince these targets to order Pizza Hut digitally by showcasing how easy digital ordering can be. An interactive research study utilizing eye tracking found the current Pizza Hut website and app were confusing to navigate. Redesigns were proposed to simplify the digital experiences and guide users through intuitive steps to easily create and place orders. The campaign's driver is to show consumers that ordering Pizza Hut digitally
This document provides a summary of research and creative work done for a Pizza Hut digital ordering campaign. Primary and secondary research was conducted to understand consumer ordering preferences and behaviors. Key insights found that consumers want the easiest and most convenient ordering experience. Personas were developed for the target markets of young adults and families. A creative brief outlined the brand strategy to convince these targets to order Pizza Hut digitally by showcasing how easy digital ordering can be. An interactive research study utilizing eye tracking found the current Pizza Hut website and app were confusing to navigate. Redesigns were proposed to simplify the digital experiences and make ordering easier through features like simplified home pages, step-by-step ordering processes, and visibility of menu options.
Pizza Hut's goal is to increase online ordering from 43% to 75% by the end of 2015. To achieve this, the campaign "Making the Most of NOW" was developed to position Pizza Hut as the place to enjoy fun no matter the occasion. The campaign builds on Pizza Hut's "Flavor of Now" campaign by adding the element of fun and introducing Sophia, a fun-loving millennial spokesperson, to help make digital ordering faster, easier and more fun.
Team 151 was tasked with increasing Pizza Hut's online ordering from 43% to 75% by the end of 2015. Through research, they found that Pizza Hut is perceived as a commodity brand lacking distinctiveness. Many customers still prefer ordering by phone because they feel it is quicker, ensures the order is right, and provides incentives. However, people consider pizza to be more than just food - it's a shared experience of fun and satisfaction. To drive online ordering, the team developed a campaign called "Making the Most of NOW" to tap into the idea that people crave shareable fun. The campaign aims to reach 90% of non-digital orders and convert 63% of them to online ordering through compelling messaging that creates an
Pizza Hut's online sales are lagging behind competitors despite being the first to offer online ordering in 1994. Team 314 was tasked with developing a campaign to increase Pizza Hut's online ordering. Through extensive research, they discovered consumers see Pizza Hut as a dine-in restaurant and want more customization options. Their solution is "User Generated Pizza" - an optimized digital experience called HutSpot that allows consumers to create their perfect pizza from two billion combinations. HutSpot will be accessible through an improved website and app with features like games, loyalty programs and push notifications. The goal is to position Pizza Hut as the top choice for digital ordering.
The document outlines a plan to increase Pizza Hut's online ordering from 43% to 75% by the end of 2015 by developing a campaign called "Making the Most of NOW" that positions Pizza Hut as the place to enjoy fun no matter the occasion in order to emotionally connect with customers and move beyond its perception as a commodity brand. Research showed that people order pizza to satisfy cravings and have fun, so the campaign will build on Pizza Hut's "Flavor of Now" campaign by adding the element of fun.
The document outlines a plan to increase Pizza Hut's online ordering from 43% to 75% by the end of 2015. It identifies Pizza Hut's main challenges as lacking unique digital features and being perceived as a commodity brand. Research found that people order pizza to satisfy cravings or share fun, but 34% still prefer ordering by phone for reassurance and incentives from employees. The plan is to develop a new "Making the Most of NOW" campaign promoting pizza as a fun, shareable experience to appeal to millennials and Hispanics aged 18-34 in order to boost online ordering.
This document contains the menu and branding ideas for Pizza Hut's Team 118. It includes a variety of new pizza options with creative names like "Skinny Slice Pizza", "7-Alarm Fire", and "Buffalo State of Mind". The menu showcases fresh and bold ingredients like spinach, cherry peppers, sriracha, and pretzels. It aims to satisfy millennials' demand for adventurous flavors. The document also discusses Pizza Hut's goals to be the top choice for digital ordering and reach 75% of orders online/mobile by the end of 2015.
The document provides an overview and strategic plan for a Pizza Hut advertising campaign aimed at increasing online orders. It includes a situational analysis noting that 43% of pizza orders are now digital and competitors have positioned themselves well in this area. Research findings show that millennials are the key target audience for digital ordering. The creative strategy is to position Pizza Hut as a fun, hip, and relevant brand by showing "a world of endless pizzabilities" rather than typical pizza advertising. The multi-channel campaign uses colorful digital ads, video, social media, and partnerships to spark customers' imaginations and showcase endless customization options. The goal is to increase Pizza Hut's online order share and generate brand relevance for millennials.
The document provides an overview of Pizza Hut's strategy to promote digital ordering. It summarizes Pizza Hut's history as the first company to offer online pizza ordering in 1994. It then discusses Pizza Hut's new challenge to convince existing customers to order digitally. The rest of the document outlines the campaign objectives of positioning Pizza Hut as the top choice for digital orders, providing the best digital experience, and reaching 75% of orders online/mobile by 2015. It also includes sections on research insights, competitive analysis, strategies and tactics, and proposed creative assets like advertisements. The overall summary is that the document presents a digital marketing campaign created by a student group to help Pizza Hut increase its online and mobile ordering rates.
Similar to Pizza Hut Primary Research Book, 2014 (20)
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Basic Management Concepts., “Management is the art of getting things done thr...DilanThennakoon
The managers achieve organizational objectives by getting work from
others and not performing in the tasks themselves.
Management is an art and science of getting work done through people.
It is the process of giving direction and controlling the various activities
of the people to achieve the objectives of an organization Management is a universal process in all organized, social and economic activities. Wherever
there is human activity there is management.
Management is a vital aspect of the economic life of man, which is an organized group activity. A
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1.2 MEANING OF MANAGEMENT
Management is a technique of extracting work from others in an integrated and co-ordinated
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4. Position PizzaHut as the topchoice for customerswho order pizzadigitally.
Provide the
greatest
digital ordering
experience.
Reach the target
75% of all
orders done
digitally
by end of 2015.
Objectives
2
5. Objectives
Back to Basics
2. Increase awareness of Pizza Hut’s
digital ordering interfaces.
1. Increase postive brand perception.
3
6. 6 most important things about millennials and pizza hut
Price is most important and
Domino’s has best coupons
and deals — especially online
Ease of ordering is second
most important. Domino’s
“order tracker” is very popular.
Users of Pizza Hut app had
difficulty and confusion
compared to competition
Summary
1
2
3 4
7. 6 most important things about millennials and pizza hut
Summary
4
People don’t use mobile apps
due to fear of being charged
twice or having info stolen
5
Millenials use computers more
but are transitioning to mobile
with 46% of survey takers
having mobile ordered before
Pizza Hut ingredients are seen
as low quality compared to
Round Table which had the
“freshest ingredients for pizza”
6 5
8. Few people were aware of its Xbox app and Visa Checkout option
Summary
Pizza Hut has a perception problem
CLow quality
c
cCheap-tasting
Expensive
prices
CComplicated online
& mobile
It ranks high in social media use among competition
6
9. Relevance
our research will help address the
three challenges in a few key ways
Our research
suggests which
digital ordering
methods are
most popular
— showing where
to focus
Position Pizza Hut as the top choice for customers who order pizza digitally
We show
which ordering
projects (e.g. Xbox &
Visa Checkout) people
are least aware of —
demonstrating
a need for different
marketing
Our focus groups
give insight as to
where Pizza Hut
may lack in the
digital experience
currently
Provide the greatest digital ordering experience in the category
Our research
demonstrates whichmethods and features
have been most
successful for
competitors
We found that
most of Pizza Hut’s
new projects have
failed in changing
overall perception of
their digital ordering
process like they
hoped
Reach the target 75 percent of all orders done digitally by the end of 2015
Our surveys
provide statistics
on who is
currently using
online/mobile
ordering giving
a better idea
of the magnitude of
the challenge
Research shows abigger problem withthe app’s usability
as opposed to
awareness of the app’s
existence
Relevance
7
10. Brand Positioning
largest pizza chain in the united states
excellent spot for celebrations
convenient, quality dine-in experience
8
11. ClientCulture
Slogans Through the years
“Gather round the
good stuff”
2007
“Now you’re eatin’!”
2008-2009
2009-2012
“Your favorites,
your Pizza Hut”
2012-2014
“Make it great”
Current
“The flavor of now”
The current slogan is part of Pizza Hut’s overhaul rebranding efforts
10
12. ClientCulture
In 2010, Pizza Hut released a $10 any pizza deal aimed at mothers and “eating machines”
Pizza Hut Research
“Eating machines,”
single males 25 - 34,
care about price
88 percent of
moms considerthemselves the
“CFO” of their
households
79 percent of
moms go online for
product news and
reviews, including
deals.
In 2010, peopleages 18 – 34 madeup 54 percentof Facebook users
A 2009 surveyfound women withchildren at home are60 percent more likelyto use Facebook thanaverage adults
The Super Bowl
is the most popular
day to order pizza
for “eating
machines”
*1
11
15. ClientCulture
On nov 19, pizza hut unrolled top-to-bottom changes
LogoChange
“Make it
Great”
“The Flavor
of Now”
SloganChange
PackagingChange
9
16. SecondaryResearch
Competition
“Pizza Hut’s sales
have decreased steadily
for seven consecutive
quarters while Domino’s
and Papa John’s have
endured a more steady
increase in sales.”
The “fast, casual,”
made-to-order
pizza concepts are
contributing to the success
of Pizza Hut’s competitors
such as Papa John’s,
Little Caesar’s and
Domino’s.
Bloomberg BusinessWeek
2013
Bloomberg BusinessWeek
2013
14
18. P
s
y
c
h
o
g
r
a
p
h
i
c
s
most likely potential buyer:
consumers within target
who do not yet order
food digitally
*famillennials (n):
24-34 year old
millennials with
children in the house
millennials use
online ordering
for all purchases
at least once
a month
16
19. TheMillennials
gen ‘y’
“Educationis good.”
“Parents are
role models.”
“Integrity is
admirable.”
tech-savvy
goal-oriented
independent
entrepeneurial Children of
baby boomers
never experienced
life without
computers
17
20. SecondaryResearch
‘Fast-Casual Dining’Positioned between fast- food and fine dining.
High quality ingredients without table service.
O
main
research
points
The average American
eats 46 slices of pizza
per year.
Pizza establishments
make up 20 percent
of restaraunts
in the nation.
*3
18
21. SecondaryResearch
Online&Mobile
Millennials use online ordering for all
purchases at least once a month
67% of 18-24
year olds
use online
ordering
75% of 25-34
year olds
use online
ordering
Desktop/laptop remain the leaders in online ordering
76% have used
a laptop or desktop
69% have used
a cell phone or a tablet
At least once a month...
*4 19
22. SecondaryResearch
Survey
Focus Groups and In-depth Interviews
From our secondary research, we know that Pizza Hut’s
current perception is severely lacking.
Millennials tend to use desktop/laptops
but are shifting to mobile apps.
Focus groups and in-depth interviews gave us a better
sense of how millennials perceive Pizza Hut.
Our survey fulfilled the purpose of gathering cohesive
demographic data that was not readily available.
Our secondary research has led us to the
following conclusions about primary research.
20
23. PrimaryResearch
focus
groups
18-34 year old male millennials
18-34 year old female millennials
Held four focus groups
separated by gender.
Focused on competition perceptions
and online & mobile ordering.
Both groups yielded similar responses.
21
24. O
o
Focus Group Results
focus
groups
common responses
about Pizza Hut
O “poor
quality”
“good
crust”
“competitors
have better
deals”
o
app hard
to navigate
about pizza in general...
-local restaurants
favorited over
chains
-Domino’s best
online ordering
-price big factor
in choosing
location
22
28. Primary Research
Observation
Observations
1295 W 7th St
Reno, NV
11:50-1 p.m.
25-year-old female called in her order.
23-year-old male ordered inside.
35-year-old male ordered online with a coupon.
“I don’t order digitally... It’s dehumanizing.”
“I usually order online. It’s easy to navigate their website.”
“I am calling headquarters... I entered my credit card number
online and had to pay again in the store.”
Post-Rebranding Observations
Customers noticed a change in brand aestethics and menu options,
but not as much in product taste.
Employees were briefed on changes in menu options and were
generally positive when discussing the rebranding.
26
29. Survey
P
r
i
m
a
r
y
R
e
s
e
a
r
c
h
survey
survey sent out via social media
and email using
Google Forms
samplequestions
Do you eat fast casual food?
Have you used a mobile device
or online interface to order food?
What is your preferred method
for ordering fast food?
How often do you eat
fast-casual food?
How likely are you to order
pizza over another fast food option?
otherinformation
city and state of residence
age
gender
27
32. P
r
i
m
a
r
y
R
e
s
e
a
r
c
h
Survey
results
gender
female
male
0 28 56 84 112 140
female 140 65%
male 74 35%
do you eat fast casual food? (i.e. Chipotle, Panera, Qdoba, etc.))
a
yes (200)
no (14)
n yes
no
200 93%
14 7%
have you used a mobile app or online interface to order food?
no (115)
yes (99)
n
a
yes 99 46%
no 115 54%
30
33. P
r
i
m
a
r
y
R
e
s
e
a
r
c
h
what is your preferred method for ordering fast food?
in person
(156)
over the phone (15)
online (32)
mobile
app (11)
d
q
n
a
mobile app 11 5%
in person 156 73%
over the phone 15 7%
online via computer 32 15%
very likely (36)
unlikely (72)
somewhat
likely (106)
how likely are you to order pizza over another fast food option?
q
q
a
unlikely
somewhat likely
very likely
72 34%
106 50%
36 17%
Survey
results continued...
31
34. Pizza Hut is rolling out an entirely new menu on Nov. 11 and
it’s the “biggest change that [they’ve] ever made as a brand.”
Follow up on brand perception after the new menu is released
Pizza Hut has developed many new partnerships in the past year
including Microsoft and Visa. Continue to follow up on the nature
of these partnerships and see if they will develop any new ones
Despite our in-depth interviews with the 35-50 demographic, we
were unable to conduct focus groups. As the secondary target,
we recommend conducting focus groups with them
Because Pizza Hut hopes to brand themselves as “fast-casual,”
stay up-to-date on any major changes or competitors in the fast
casual industry, particularly with digital ordering (Chipotle, Wing
Stop, Panera, etc.)
Diversify the number of Pizza Hut locations you observe. Travel to
rural, urban and suburban areas if possible because the preferred
method of ordering and frequency of dining may change place
to place
ResearchSuggestions
32
35. SecondaryResearch
ConclusionOur team feels confident in our in-depth primary and secondary
research and suggestions in preparing the Nevada NSAC
Competition Team in 2015.
With a broad target audience and position for influential growth
within the current market, we see great opportunity to
make a strategic impact using the aforementioned suggestions.
33
36. -
Meet the Team
Rachel Felix
Account Executive
Alexa Simpson
Creative Coordinator
Jacquelyne Joiner
Research Coordinator
Kristin Close
Research Coordinator
Daniel Coffey
Internal Coordinator
‘s ‘s
‘s ‘s
pepperoni lover’s pizza create your own pizza
‘s veggie lover’s pizza
super supreme pizza hershey’s cookie pizza
34
37. Appendix
Franchise Chatter Guide: America’s Pizza Franchises Vying for a Slice of the Pie. (n.d.).
Retrieved August 21, 2014, from
http://www.franchisechatter.com/2014/03/31/franchise-chatter-guide-americas-pizza-
franchises-vying-for-a-slice-of-the-pie/
Mintel. (2013, June). Online and Mobile Shopping – US – June 2013. Retrieved September 11,
2014 from Mintel Reports database.
Pizza Hut Reminds Consumers Why They Love Pizza Hut. (n.d.). Retrieved November 23, 2014,
from http://www.holmesreport.com/casestudy-info/10337/Pizza-Hut-Reminds-Consumers
-Why-They-Love-Pizza-Hut.aspx
Elliott, S. (2014, November 19). In Overhaul, Pizza Hut Tries Adventurous Menu Offerings and
a Dash of Irreverence. New York Times.
1.)
2.)
3.)
4.)
Citations
35