In 1931, Porsche was founded by Ferdinand Porsche. People buy Porsche cars because they mirror the owners' self-image as successful and stylish. In the early 1970s, the Porsche 914 became the top-selling model because it was much cheaper than the 911. In 2002, Porsche introduced the Cayenne SUV, expanding its product line beyond sports cars.
Porsche has traditionally positioned itself as an exclusive, high-performance sports car brand. However, several factors in recent years impacted Porsche's business performance, including the 2008 recession, increased costs, and stringent emission standards. In response, Porsche introduced new models like the Cayenne SUV and Panamera to broaden its appeal. It also formed a strategic alliance with Volkswagen to share technology and innovation. Porsche's marketing strategy shifted to target younger consumers and emphasize the practical aspects and fuel efficiency of its vehicles to better align with changing American consumer values. This led to increased sales success in the North American market. The recommendation proposes further targeting younger demographics, increasing product placement, and highlighting Porsche's fuel efficiency to
Traditional Porsche customers do not follow the typical decision making process. They are driven by desire rather than need and are aware of Porsche's uniqueness. They focus on satisfaction, value, and pleasure. Cayenne and Panamera customers follow the full decision making process since they are new models. In the 1970s and 1980s, Porsche sold more affordable models to appeal to a broader market in response to feeling insecure about long term survival. Porsche's brand plays an important role in buyers' self-image by creating a feeling of success, pride, and high social status through exclusive, stylish vehicles.
This document summarizes information about Porsche, including its history and logo, current product lines such as the 911, Boxster, Cayenne, Cayman, and Panamera, as well as planned new products like the Macan SUV. It also compares Porsche models to competitors from BMW, Mercedes, Audi, Ferrari, and others. The document discusses Porsche's strengths around racing expertise, brand image, and quality, as well as weaknesses, opportunities, and threats. It analyzes how Porsche's strategy may change now that it is owned by Volkswagen.
Porsche communicates with fans on its Facebook page primarily through one-way sharing of branding, product, and promotional content. Fan engagement is low, with few comments or replies on brand posts and almost no interaction on fan posts. While the page shares luxury-focused content in line with the brand's image, improving customer service and two-way communication could increase fan loyalty and engagement over time.
Disclaimer - None of the images used are mine. No copyright infringement intended. I will take down the slides if any person or entity will claim copyright rights over the images.
Porsche: Guarding The old While Bringing İn The NewErsel Şimşek
Porsche has traditionally targeted financially successful customers seeking exclusivity and status. However, in the 1970s-1980s Porsche introduced several cheaper models like the 914, 924 and 944 to increase sales goals by 50%. This upset some loyalists but expanded Porsche's customer base. Today Porsche must balance catering to traditional customers focused on driving experience versus newer customers attracted by practical vehicles like the Cayenne and Panamera who prioritize cargo space and passenger needs over driving experience.
In 1931, Porsche was founded by Ferdinand Porsche. People buy Porsche cars because they mirror the owners' self-image as successful and stylish. In the early 1970s, the Porsche 914 became the top-selling model because it was much cheaper than the 911. In 2002, Porsche introduced the Cayenne SUV, expanding its product line beyond sports cars.
Porsche has traditionally positioned itself as an exclusive, high-performance sports car brand. However, several factors in recent years impacted Porsche's business performance, including the 2008 recession, increased costs, and stringent emission standards. In response, Porsche introduced new models like the Cayenne SUV and Panamera to broaden its appeal. It also formed a strategic alliance with Volkswagen to share technology and innovation. Porsche's marketing strategy shifted to target younger consumers and emphasize the practical aspects and fuel efficiency of its vehicles to better align with changing American consumer values. This led to increased sales success in the North American market. The recommendation proposes further targeting younger demographics, increasing product placement, and highlighting Porsche's fuel efficiency to
Traditional Porsche customers do not follow the typical decision making process. They are driven by desire rather than need and are aware of Porsche's uniqueness. They focus on satisfaction, value, and pleasure. Cayenne and Panamera customers follow the full decision making process since they are new models. In the 1970s and 1980s, Porsche sold more affordable models to appeal to a broader market in response to feeling insecure about long term survival. Porsche's brand plays an important role in buyers' self-image by creating a feeling of success, pride, and high social status through exclusive, stylish vehicles.
This document summarizes information about Porsche, including its history and logo, current product lines such as the 911, Boxster, Cayenne, Cayman, and Panamera, as well as planned new products like the Macan SUV. It also compares Porsche models to competitors from BMW, Mercedes, Audi, Ferrari, and others. The document discusses Porsche's strengths around racing expertise, brand image, and quality, as well as weaknesses, opportunities, and threats. It analyzes how Porsche's strategy may change now that it is owned by Volkswagen.
Porsche communicates with fans on its Facebook page primarily through one-way sharing of branding, product, and promotional content. Fan engagement is low, with few comments or replies on brand posts and almost no interaction on fan posts. While the page shares luxury-focused content in line with the brand's image, improving customer service and two-way communication could increase fan loyalty and engagement over time.
Disclaimer - None of the images used are mine. No copyright infringement intended. I will take down the slides if any person or entity will claim copyright rights over the images.
Porsche: Guarding The old While Bringing İn The NewErsel Şimşek
Porsche has traditionally targeted financially successful customers seeking exclusivity and status. However, in the 1970s-1980s Porsche introduced several cheaper models like the 914, 924 and 944 to increase sales goals by 50%. This upset some loyalists but expanded Porsche's customer base. Today Porsche must balance catering to traditional customers focused on driving experience versus newer customers attracted by practical vehicles like the Cayenne and Panamera who prioritize cargo space and passenger needs over driving experience.
The document discusses the launch of the Porsche Cayenne SUV. It provides a timeline of important events in Porsche's history from its founding in 1931 to the introduction of the Cayenne in 2002. It then presents a SWOT analysis, identifying Porsche's strengths as its brand image, driving experience, and engineering capabilities, and weaknesses as its small size and reliance on the US market. Opportunities mentioned include expanding its product line and innovating to compete, while threats include government regulations, competition, and declining core markets. In conclusion, it recommends Porsche target the fast luxury SUV segment and introduce more fuel efficient and hybrid SUV models.
Porsche conducted a SWOT analysis to evaluate its internal strengths and weaknesses as well as external opportunities and threats when Volkswagen acquired ownership of the company. The SWOT analysis found Porsche had strengths in its brand reputation and engineering capabilities but weaknesses in its reliance on the US market and small size compared to competitors. Opportunities included expanding product lines while threats included increased competition and declining core markets. Volkswagen's acquisition of Porsche allowed the companies to share technology and platforms to develop new models, but Porsche had to maintain its brand image focused on high-performance sports cars.
Porsche is a German automobile manufacturer known for high-end luxury sports cars. Founded in 1931, Porsche is headquartered in Stuttgart, Germany and owned by Volkswagen AG. Porsche sells high-performance vehicles worldwide, including popular models like the 911, Boxster, Cayman, Panamera, Cayenne and 918 Spyder. While expensive starting at over $50,000, Porsche positions itself as providing high quality, high performance cars for elite customers seeking luxury and status.
This document discusses Porsche's brand positioning and marketing strategy. It summarizes that Porsche positions itself as a high-quality, high-priced exclusive sports car manufacturer. It then discusses segmenting the Porsche market and targeting everyday users. The document outlines Porsche's "Magic Marketing Mix" that focuses on practicality, prestige, product, and predictability. It concludes with Porsche's strategy to increase sales to 200,000 cars annually by 2018 through growing customer enthusiasm and becoming an excellent employer while maintaining high returns.
Strategic Analysis Of The Porsche 911 In AustraliaKyleL1
This document provides a strategic marketing assessment of the Australian market for Porsche's 911 sports car series. It finds that the current target customer segment should be maintained while also seeking new target segments. It recommends that future growth strategies focus on expanding into new customer markets with Porsche's existing product lines, rather than diversifying into new types of vehicles. One potential new target segment is identified that values functional attributes like maintenance and fuel efficiency over symbolic benefits. Competitors for this new segment include the BMW M6, Aston Martin Vantage, and Audi R8. Further research is needed to develop strategies for competing against these rivals.
Porsche's current scenario as explained in the case and swot analysis and porter's five forces model and what all solutions could be drawn and their pros and cons are listed out.
Porsche mission e project _ final presentationfilippo cheli
This project aimed at building up the business model canvas of Porsche. In particular the focus is about the market introduction of the new Porsche mission e.
This project aimed at building up the business model canvas of Porsche. In particular the focus is about the market introduction of the new Porsche mission e.
The document analyzes BMW and Porsche using various financial metrics including debt ratios, activity ratios, liquidity ratios, and profitability ratios. For debt ratios, BMW has a debt ratio of 0.27, debt to equity ratio of 1.13, and equity ratio of 0.24 while Porsche has lower debt with a debt ratio of 0.201, debt to equity ratio of 0.55, and equity ratio of 0.368. The document also compares the companies' activity, liquidity, and profitability ratios to evaluate operating efficiency and financial performance.
Case Study: How Porsche created new relevance or a revered icon.Asad Ali
The "Everyday Magic" campaign launched by Porsche aimed to reposition the Porsche 911 model from being seen as only a luxury sports car for occasional use to a car that could be driven every day. This was in response to declining sales after the financial crisis, as people no longer saw Porsche cars as a justifiable purchase. The campaign used television, print, and online ads to showcase the 911 being used for everyday activities like school runs and errands to change perceptions of the car. However, some of the ads depicting the sports car as a "school bus" were unrealistic and may not have been persuasive to families and business professionals. While the campaign was effective at attracting younger audiences excited by the car's speed
Porsche has a long history dating back to 1931. It struggled financially during the 2008 crisis but was acquired by Volkswagen in 2010. Volkswagen's plan is to fully integrate Porsche by 2011, but this risks diluting the Porsche brand and alienating customers. Porsche faces challenges in meeting stricter fuel efficiency regulations while maintaining performance. It must also navigate managing its brand identity within the larger Volkswagen group.
Ferdinand Porsche founded Porsche in 1931 in Stuttgart, Germany to offer vehicle development consulting. One of its first major projects was designing the "people's car" for the German government, which became the iconic Volkswagen Beetle. Porsche has since expanded significantly, growing from 10,000 employees in 2002 to 18,000 in 2013. The company focuses on recruiting young talent that shares Porsche's values and provides career opportunities and training programs to develop its global workforce. Porsche also implements new technologies and analytics to improve talent acquisition, placement, and transparency.
Präsentation über Merger & Acquisition über VW & Porsche. Achtung - Zeiträume und Detailinformation wurden bewusst in den Hintergrund gerückt um die emotionale Ebene bei M&A Vorgängen besser darzustellen.
The launch of the Porsche Cayenne SUV was met with intense hostility by online communities of Porsche enthusiasts. Members argued that the Cayenne's design was ugly and feminine, lacked performance credentials, and included unnecessary amenities. They saw partnerships with Volkswagen for development and a Japanese transmission as compromising Porsche's heritage. While Porsche defended the Cayenne as expanding their brand, online commenters saw it as designed for "poseurs" rather than true drivers and expressed concern it would dilute the Porsche image.
An extensive product portfolio analysis on market requirements for developing, launching and positioning new products with a comparative case study for Porsche and Ferrari in branding strategies according to market opportunities and threats of luxury automotive industry in Europe.
This document discusses Porsche's history and customer base. It notes that Porsche was founded in 1931 and that people buy Porsches because the cars reflect the self-image of their owners, representing success. In the early 1970s, the Porsche 914 became the top-selling model because it was cheaper than the 911. In 2002, Porsche produced the Cayenne SUV, which seats five. Porsche sold around 27,717 cars total in the United States in 2009 across its five models.
This presentation encompasses various strategies adopted by ferrari to make it a brand ,marketing strategies,strategic management and SWOT analysis and ansoff matrix for ferrari
The document appears to be a brand style guide for Ford in Europe. It provides guidelines on communicating Ford's brand values through various channels. The brand essence is defined as providing a "feel good" experience when reality exceeds expectations. The guide includes sections on understanding target consumers, defining a new tone of voice, visual style elements, and using various communication channels to convey the brand. It aims to present a consistent brand personality across all of Ford's European operations and interactions with consumers.
This document analyzes Ferrari as a luxury car brand. It summarizes Ferrari's history, mission, target market, product lifecycle, market position, strengths, weaknesses, opportunities, threats, and marketing approach. Key points are that Ferrari was founded in 1929 and sees itself as embodying a lifestyle, not just a product. Its target market owns multiple Ferraris already and expects exclusivity. Ferrari refreshes its lineup every four years and is moving to hybrid models. It has a strong brand based on heritage but also faces threats from regulations and competition. Ferrari succeeds through limited distribution and an ad-free approach, selling fewer high-priced cars per year.
Analyzing Consumer Markets / Marketing Management By Kotler KellerChoudhry Asad
This document discusses factors that influence consumer behavior and the consumer buying process. It covers the following key points:
Cultural, social, and personal factors like age, income, personality influence consumer behavior. Cultural factors include subcultures while social factors include reference groups like family that directly impact purchasing.
Psychological processes like motivation, perception, learning and memory shape consumer responses. Motivation theories include Maslow's hierarchy of needs and Herzberg's two-factor theory. The perceptual process involves selective attention, distortion, and retention.
The consumer buying process has 5 stages - problem recognition, information search, evaluation of alternatives, purchase decision, and post-purchase behavior. Consumers gather information from various sources
ToFu, MoFu, BoFu: Content Marketing and Its Role in the Sales FunnelDOZ.com
No matter where a salesperson finds themselves in the sales funnel there is a role for content marketing. Whether it's attracting qualified prospects with fun, interesting, and shareable content at the ToFu stage, educating and informing prospects with longform content at the MoFu stage, or converting those prospects at the BoFu stage, content marketing can deliver for salespeople. This SlideShare not only explains how the funnel works, but what content should do and even what content to employ at each stage.
Social Media Strategy: Why ROI Isn't EnoughDevon Smith
The document discusses social media strategy for theaters. It begins with an agenda for a 70 minute presentation covering big picture strategy, the top social media platforms (Facebook, Twitter), staffing, and the future. It then provides tips and insights for using various social media effectively including the importance of relationships over ROI, listening more than talking, testing options, and focusing on micro conversions rather than single metrics. Examples and data are given for Facebook use among theaters showing correlations between more frequent updates and larger fan bases/engagement. The importance of measuring results is emphasized to understand how social media drives traffic and spending.
The document discusses the launch of the Porsche Cayenne SUV. It provides a timeline of important events in Porsche's history from its founding in 1931 to the introduction of the Cayenne in 2002. It then presents a SWOT analysis, identifying Porsche's strengths as its brand image, driving experience, and engineering capabilities, and weaknesses as its small size and reliance on the US market. Opportunities mentioned include expanding its product line and innovating to compete, while threats include government regulations, competition, and declining core markets. In conclusion, it recommends Porsche target the fast luxury SUV segment and introduce more fuel efficient and hybrid SUV models.
Porsche conducted a SWOT analysis to evaluate its internal strengths and weaknesses as well as external opportunities and threats when Volkswagen acquired ownership of the company. The SWOT analysis found Porsche had strengths in its brand reputation and engineering capabilities but weaknesses in its reliance on the US market and small size compared to competitors. Opportunities included expanding product lines while threats included increased competition and declining core markets. Volkswagen's acquisition of Porsche allowed the companies to share technology and platforms to develop new models, but Porsche had to maintain its brand image focused on high-performance sports cars.
Porsche is a German automobile manufacturer known for high-end luxury sports cars. Founded in 1931, Porsche is headquartered in Stuttgart, Germany and owned by Volkswagen AG. Porsche sells high-performance vehicles worldwide, including popular models like the 911, Boxster, Cayman, Panamera, Cayenne and 918 Spyder. While expensive starting at over $50,000, Porsche positions itself as providing high quality, high performance cars for elite customers seeking luxury and status.
This document discusses Porsche's brand positioning and marketing strategy. It summarizes that Porsche positions itself as a high-quality, high-priced exclusive sports car manufacturer. It then discusses segmenting the Porsche market and targeting everyday users. The document outlines Porsche's "Magic Marketing Mix" that focuses on practicality, prestige, product, and predictability. It concludes with Porsche's strategy to increase sales to 200,000 cars annually by 2018 through growing customer enthusiasm and becoming an excellent employer while maintaining high returns.
Strategic Analysis Of The Porsche 911 In AustraliaKyleL1
This document provides a strategic marketing assessment of the Australian market for Porsche's 911 sports car series. It finds that the current target customer segment should be maintained while also seeking new target segments. It recommends that future growth strategies focus on expanding into new customer markets with Porsche's existing product lines, rather than diversifying into new types of vehicles. One potential new target segment is identified that values functional attributes like maintenance and fuel efficiency over symbolic benefits. Competitors for this new segment include the BMW M6, Aston Martin Vantage, and Audi R8. Further research is needed to develop strategies for competing against these rivals.
Porsche's current scenario as explained in the case and swot analysis and porter's five forces model and what all solutions could be drawn and their pros and cons are listed out.
Porsche mission e project _ final presentationfilippo cheli
This project aimed at building up the business model canvas of Porsche. In particular the focus is about the market introduction of the new Porsche mission e.
This project aimed at building up the business model canvas of Porsche. In particular the focus is about the market introduction of the new Porsche mission e.
The document analyzes BMW and Porsche using various financial metrics including debt ratios, activity ratios, liquidity ratios, and profitability ratios. For debt ratios, BMW has a debt ratio of 0.27, debt to equity ratio of 1.13, and equity ratio of 0.24 while Porsche has lower debt with a debt ratio of 0.201, debt to equity ratio of 0.55, and equity ratio of 0.368. The document also compares the companies' activity, liquidity, and profitability ratios to evaluate operating efficiency and financial performance.
Case Study: How Porsche created new relevance or a revered icon.Asad Ali
The "Everyday Magic" campaign launched by Porsche aimed to reposition the Porsche 911 model from being seen as only a luxury sports car for occasional use to a car that could be driven every day. This was in response to declining sales after the financial crisis, as people no longer saw Porsche cars as a justifiable purchase. The campaign used television, print, and online ads to showcase the 911 being used for everyday activities like school runs and errands to change perceptions of the car. However, some of the ads depicting the sports car as a "school bus" were unrealistic and may not have been persuasive to families and business professionals. While the campaign was effective at attracting younger audiences excited by the car's speed
Porsche has a long history dating back to 1931. It struggled financially during the 2008 crisis but was acquired by Volkswagen in 2010. Volkswagen's plan is to fully integrate Porsche by 2011, but this risks diluting the Porsche brand and alienating customers. Porsche faces challenges in meeting stricter fuel efficiency regulations while maintaining performance. It must also navigate managing its brand identity within the larger Volkswagen group.
Ferdinand Porsche founded Porsche in 1931 in Stuttgart, Germany to offer vehicle development consulting. One of its first major projects was designing the "people's car" for the German government, which became the iconic Volkswagen Beetle. Porsche has since expanded significantly, growing from 10,000 employees in 2002 to 18,000 in 2013. The company focuses on recruiting young talent that shares Porsche's values and provides career opportunities and training programs to develop its global workforce. Porsche also implements new technologies and analytics to improve talent acquisition, placement, and transparency.
Präsentation über Merger & Acquisition über VW & Porsche. Achtung - Zeiträume und Detailinformation wurden bewusst in den Hintergrund gerückt um die emotionale Ebene bei M&A Vorgängen besser darzustellen.
The launch of the Porsche Cayenne SUV was met with intense hostility by online communities of Porsche enthusiasts. Members argued that the Cayenne's design was ugly and feminine, lacked performance credentials, and included unnecessary amenities. They saw partnerships with Volkswagen for development and a Japanese transmission as compromising Porsche's heritage. While Porsche defended the Cayenne as expanding their brand, online commenters saw it as designed for "poseurs" rather than true drivers and expressed concern it would dilute the Porsche image.
An extensive product portfolio analysis on market requirements for developing, launching and positioning new products with a comparative case study for Porsche and Ferrari in branding strategies according to market opportunities and threats of luxury automotive industry in Europe.
This document discusses Porsche's history and customer base. It notes that Porsche was founded in 1931 and that people buy Porsches because the cars reflect the self-image of their owners, representing success. In the early 1970s, the Porsche 914 became the top-selling model because it was cheaper than the 911. In 2002, Porsche produced the Cayenne SUV, which seats five. Porsche sold around 27,717 cars total in the United States in 2009 across its five models.
This presentation encompasses various strategies adopted by ferrari to make it a brand ,marketing strategies,strategic management and SWOT analysis and ansoff matrix for ferrari
The document appears to be a brand style guide for Ford in Europe. It provides guidelines on communicating Ford's brand values through various channels. The brand essence is defined as providing a "feel good" experience when reality exceeds expectations. The guide includes sections on understanding target consumers, defining a new tone of voice, visual style elements, and using various communication channels to convey the brand. It aims to present a consistent brand personality across all of Ford's European operations and interactions with consumers.
This document analyzes Ferrari as a luxury car brand. It summarizes Ferrari's history, mission, target market, product lifecycle, market position, strengths, weaknesses, opportunities, threats, and marketing approach. Key points are that Ferrari was founded in 1929 and sees itself as embodying a lifestyle, not just a product. Its target market owns multiple Ferraris already and expects exclusivity. Ferrari refreshes its lineup every four years and is moving to hybrid models. It has a strong brand based on heritage but also faces threats from regulations and competition. Ferrari succeeds through limited distribution and an ad-free approach, selling fewer high-priced cars per year.
Analyzing Consumer Markets / Marketing Management By Kotler KellerChoudhry Asad
This document discusses factors that influence consumer behavior and the consumer buying process. It covers the following key points:
Cultural, social, and personal factors like age, income, personality influence consumer behavior. Cultural factors include subcultures while social factors include reference groups like family that directly impact purchasing.
Psychological processes like motivation, perception, learning and memory shape consumer responses. Motivation theories include Maslow's hierarchy of needs and Herzberg's two-factor theory. The perceptual process involves selective attention, distortion, and retention.
The consumer buying process has 5 stages - problem recognition, information search, evaluation of alternatives, purchase decision, and post-purchase behavior. Consumers gather information from various sources
ToFu, MoFu, BoFu: Content Marketing and Its Role in the Sales FunnelDOZ.com
No matter where a salesperson finds themselves in the sales funnel there is a role for content marketing. Whether it's attracting qualified prospects with fun, interesting, and shareable content at the ToFu stage, educating and informing prospects with longform content at the MoFu stage, or converting those prospects at the BoFu stage, content marketing can deliver for salespeople. This SlideShare not only explains how the funnel works, but what content should do and even what content to employ at each stage.
Social Media Strategy: Why ROI Isn't EnoughDevon Smith
The document discusses social media strategy for theaters. It begins with an agenda for a 70 minute presentation covering big picture strategy, the top social media platforms (Facebook, Twitter), staffing, and the future. It then provides tips and insights for using various social media effectively including the importance of relationships over ROI, listening more than talking, testing options, and focusing on micro conversions rather than single metrics. Examples and data are given for Facebook use among theaters showing correlations between more frequent updates and larger fan bases/engagement. The importance of measuring results is emphasized to understand how social media drives traffic and spending.
19080033 kentucky-fried-chicken-kfc-marketing-mix-four-ps-120919025829-phpapp...Vikranth Cm
KFC primarily sells fried chicken pieces, wraps, salads and sandwiches. It uses the 4 P's of marketing - product, price, place and promotion. For product, KFC's specialty is pressure-fried chicken pieces made with its original recipe. It targets upper and middle income families. KFC prices competitively and uses various promotions like advertising to increase awareness of its fried chicken offerings.
This proposal outlines an integrated marketing partnership between GoPro and Esquire magazine. It includes print, digital, social media, and event components. Print elements involve editorials featuring GoPro, a cover shoot with a GoPro, and advertisements. Digital elements include a video slideshow, athlete interviews, and a website takeover. Socially, readers would share GoPro photos with a hashtag for prizes. An event sponsorship of the 99U Conference is also proposed. The goal is to align the brands and reach Esquire's audience of adventurous and active men.
Pantaloons is an Indian retail chain that operates over 100 stores across India. It offers a range of men's, women's, and kids' apparel, accessories, and home decor through its own private labels and partnerships with other brands. Pantaloons uses a marketing mix strategy that includes competitive pricing by offering branded products at a 10% discount and local brands at 20% off, promotions through loyalty programs and discounts, and a placement strategy of stores primarily in malls located near competitors.
Learn how successful entrepreneurs capitalize on transparency, shared values, empathy and authenticity in their blogs, podcasts and videos. Witness how they identify pain points, validate their expertise and tap into audience generated insights as a way to earn audience trust. Overall, this module will familiarize you with the process of creating trails of educational content that merit the attention of your first time audiences.
This document discusses various aspects of raising capital through a public issue in the primary market. It describes the objectives of issuing capital, parties involved like managers, registrars, underwriters, bankers, advertising agents, and government agencies. It also covers aspects considered in selecting underwriters, placement of issues through prospectus, rights issues, private placements, book building, and factors for investors to consider.
The document discusses various psychological factors that can affect sports training and performance, including motivation, arousal, anxiety, and concentration. It notes that motivation can be intrinsic or extrinsic, and too many extrinsic motivators can hurt long-term performance. Arousal and anxiety levels must be balanced for optimal performance, and there are different types of anxiety like somatic, cognitive, state, and trait anxiety that athletes may experience. The document also provides prompts for an assignment on measuring personal fitness levels.
LUMA Digital Brief 007 - Market Report Q1 2016LUMA Partners
LUMA Partners acted as co-advisor to Tapad, Inc. in its acquisition by Telenor. The $360 million acquisition allows Telenor to add advanced digital advertising and marketing technology capabilities to complement its telecommunications business. Tapad's cross-device marketing technology solutions, including its Device Graph that connects user behavior across devices, will help Telenor monetize its 200 million mobile subscribers across 13 markets. The acquisition positions both companies for growth in the rapidly expanding mobile advertising market.
The document discusses consumer behavior and the factors that influence purchasing decisions. It covers cultural, social, and personal factors that shape behavior and the psychological processes of motivation, perception, learning, emotions, and memory. It also summarizes the consumer decision process of problem recognition, information search, evaluation of alternatives, purchase decision, and post-purchase behavior. Key models discussed include Maslow's hierarchy of needs, the buying decision process, and post-purchase satisfaction levels.
Social Media Marketing Plan Proposal for the movie WHIPLASH Mariel Espejo
This document summarizes the marketing plan for the independent film "Whiplash". It details the film's $3.3 million budget, of which 20% is allocated to marketing and distribution. The marketing plan leverages social media platforms like Facebook, Twitter, YouTube, Instagram and Snapchat to engage with the target audiences of jazz fans and college students. Key strategies include contests, behind-the-scenes content, interviews with cast/crew and leveraging the existing social followings of actors Miles Teller and J.K. Simmons to promote the film.
This marketing plan outlines strategies for promoting the action/adventure film "Raining Bullets". The target audience is teenagers and adults ages 14 and older due to graphic violence. Advertisements will appear in theaters, newspapers, television and online. Word of mouth will also be utilized. The joint production company Paramount Pictures and Warner Bros. have successful track records with action franchises. Competitors include Buena Vista, the top grossing company, and Sony Pictures. The goals are to effectively promote the film and become the leading advertising company by surpassing competitors in profit.
Entering a New Market - Example PowerPoint presentationAaron Fisher
This is a mock presentation based on the theory that P&G wanted to enter a new market with one of their existing product lines. The new market is Canada and the product line is Luvs diapers.
Pantaloon Fashion Retail Limited is India's leading retailer that operates multiple retail formats across India, with over 12 million square feet of retail space across 1000 stores in 73 cities.
Pantaloons is among India's largest fashion store chains, focusing on trendy collections for young and young-at-heart consumers through its Pantaloons Fresh Fashion stores present in metros as well as smaller towns.
The document discusses Pantaloon's vision, history, product offerings, customer relationship management practices, SWOT analysis, and the leadership skills and styles of Mr. Avnish Parihar, the Store Manager of Pantaloon
This document discusses Porsche's history and branding. It notes that Porsche was founded in 1931 by Ferdinand Porsche. In the early 1970s, the Porsche 914 became the top selling model because it was much cheaper than the 911. In 2002, Porsche produced the Cayenne SUV to expand its lineup. The document also states that Porsche sold around 27,717 vehicles in the United States in 2009 across its five models.
Ferrari must find ways to expand its brand while maintaining its reputation for exclusivity. A recommended solution is to enlarge Ferrari's customer base through product expansion, such as developing larger luxury vehicles with more space and comfort features, while also incorporating hybrid technologies. This would attract new customers seeking more practical vehicles, as well as environmentally conscious consumers. An implementation plan includes introducing hybrid and SUV models at auto shows within three years, and using various communication channels like social media to promote the new offerings to a more diverse potential customer base.
The document analyzes the target audience for marketing Chrysler Jeeps - young adventurous teenagers and young/middle-aged adults. It finds the audience has a positive attitude towards reliable and fuel-efficient vehicles with many useful features. While knowledgeable about Jeeps' appearance and capabilities, the audience's willingness to accept marketing ideas is mixed. Successful ideas would highlight the Jeep's performance, 4WD, ruggedness, and reliability through advertisements, pictures and flyers.
Apple carefully segments its target markets and produces high-quality, high-priced products in limited quantities. The main targets are high-income earners, businessmen, and teenagers. Apple focuses on producing goods and services that meet consumer needs for the latest technology, versatility, and ease of use across all Apple devices. The marketing mix discusses Apple's products, including phones, tablets, computers, and supporting services, as well as price, placement, and promotion strategies.
Toyota has become the world's second largest car maker through strategic marketing. It follows demographic and psychographic segmentation and considers country culture during expansion. Toyota created the hybrid Prius trend and has made successful acquisitions. Its product strategy focuses on customization, fuel efficiency, safety, and design quality. Pricing is market-oriented or value-based. Distribution uses dealerships and retailers globally. Promotion uses advertising, personal selling, PR, and direct selling. Toyota innovates to reduce costs through lean manufacturing and continuous improvement, integrating global assembly plants.
This document discusses what is ailing retail today and the need for strong branding. It argues that most retail brands lack differentiation and branding is often just based on logo and location. A strong brand creates a unique idea that appeals to emotions. Customers now expect fast, good, and cheap products and also want an "X factor". Possible X factors discussed are positioning a brand as responsible by considering social and environmental issues, making the retail experience beautiful, or making shopping very easy for customers. Strong branding through an X factor can help retailers better compete.
Ford Motor Company is an American automaker founded in 1903 in Dearborn, Michigan by Henry Ford. It manufactures cars, trucks, buses, and tractors. Some of its most popular vehicles include the Ford F-150 pickup truck and the Ford Mustang. Ford is currently the second largest U.S.-based automaker and has headquarters in Dearborn, Michigan as well as manufacturing plants and research centers around the world. Its executive chairman is William Clay Ford, Jr.
This document provides background information on Chevrolet's Corvette for its 50th anniversary special edition model. It discusses Chevrolet's declining car sales in 2002 and the state of the automotive industry. General Motors is introduced as Chevrolet's parent company. The Corvette is described as Chevrolet's high-performance sports car introduced in 1953. For its 50th anniversary in 2003, Chevrolet will produce a limited number of special edition Corvettes. The document poses discussion questions about the role of advertising for automobile purchases, how the Corvette benefits the Chevrolet brand, and recommendations for advertising the 50th anniversary Corvette edition.
This document provides an overview of the course content for MKT 571, including assignments, discussion questions, and a final exam guide. It covers topics such as target markets, product launch, promotion, price and channel strategy, media options, marketing communication, social and legal implications of marketing, and the marketing mix. The final exam guide provides sample questions on concepts like market segmentation, the product life cycle, pricing strategies, and marketing communications channels.
This document provides an overview of the course content for MKT 571, including assignments, discussion questions, and a final exam guide. It covers topics such as target markets, product launch, promotion, price and channel strategy, media options, marketing communication, social and legal implications of marketing, and the marketing mix. The final exam guide samples questions on concepts like market segmentation, the product life cycle, pricing objectives, marketing environments, and marketing strategies.
This document provides an overview of the course content for MKT 571, including weekly assignments, discussions, and a final exam guide. The course covers topics such as target markets, new product development, promotion strategies, pricing approaches, and the social and legal implications of marketing. The final exam guide provides 30 multiple choice questions testing concepts related to segmentation, marketing communications, branding, distribution, and the new product development process.
The document discusses market needs analysis, which is step 2 of the innovation commercialization process. It aims to determine if a product meets a clear market demand or solves a problem. Key questions in market needs analysis include identifying the product's uniqueness, competition, customer requirements, potential barriers to market entry, distribution channels, and pricing criteria. Understanding market needs helps qualify the market opportunity for a product concept in the early stages of development.
Seatwork: Consolidated Questions for Chapters 1-9 (except chapter 5)Rocheel Lee Deluta
This document contains a collection of questions from various marketing textbook chapters. The questions are aimed at testing students' understanding of key concepts. One question asks which of the 5 types of customer needs refers to expecting good service from a dealer or provider. The answer is that "unstated needs" refers to customer expectations of good service. Another question asks which competitive sphere determines the type of market or customer served, to which the answer is "market segment".
Consolidated Questions for Chapters 1 - 9 (except Chapter 5)Rocheel Lee Deluta
This document contains a collection of questions from various marketing textbook chapters. The questions are aimed at testing students' understanding of key concepts. One question asks which of the 5 types of customer needs refers to expecting good service from a dealer or provider. The answer is that "unstated needs" refers to customer expectations of good service. Another question asks which competitive sphere determines the type of market or customer a company serves, to which the answer is "market segment".
4. Porsche BackgroundCompany: (Automobile Industry)
Porsche Automobile Holding SE
Founder
• Ferdinand Porsche (in 1931)
Owner
• Porsche Family & Qatar Investment Authority (10%)
First two decades, the company built Volkswagen Beetles
of Germany citizens and tanks and Beetles for the military.
356 and 911 :the design of elegant look =>increasing sale
In 2014: workforce of 32,307, selling 623,000 new vehicle
and generating 17.1 billion euros
5. Analyze the buyer decision process
of a traditional Porsche customer?
Question 1:
7. Information
Search
• The consumer is aroused to search for
more information
• The consumer may simply heightened
attention or may go into an active
information search.
12. Question 2:
Contrast the traditional Porsche customer
decision process to the decision process for
a Cayenne or a Panamera customer?
13. Cayenne
- A five seat mid-
sized luxury
crossover
- 5 doors SUV
Panamera
- A full sized luxury
car
- 5 doors fastback
Changes in marketing decision making process
14. First three steps are NOT skipped
Need recognition :
Customer still recognize
the problems and needs
Information search:
Customer find out some
information of 2 new
car series
Evaluation of alternatives:
Consumers use
information to evaluate
alternative brands
15. Question 4:
Explain how both positive and negative attitudes
toward a brand like Porsche develop. How might
Porsche change customer attitudes toward the
brand?
16. Negative
Attitudes
Positive
Attitudes
The customer who
can afford will have
positive side views.
Create own
exclusivity and
maximize the utility
and satisfaction.
Separate the lower
and middle class
social status even
for upper lower.
The price is high,
thus, only certain
people could buy
the car.
914,924 &944
models: high price
but
underperforming
Production image:
become numerous
but not niche.
17. Porsche changes customer
attitudes toward the brand
Porsche keeps them into a balance emphasizing
the image of high performance as it was known
exclusively worldwide by the brand.