This document contains the creative brief and supporting materials for a rebranding campaign for JanSport backpacks targeting college students. It includes a target audience analysis based on survey results, competitor analysis, mission and vision statements, proposed ad creatives for Instagram and Facebook, and a media plan with a $1.7 million budget split between the two platforms. The goal is to increase JanSport's popularity among college students by appealing to nostalgia and promoting their classic, durable styles and lifetime warranty.
This document provides an overview of Pepsi's business in Pakistan. It begins with an executive summary of Pepsi's revenues, market share, and new product launch of Pepsi Perfect. It then covers Pepsi's company description, market analysis including segmentation, competitors, and SWOT analysis. The document also discusses Pepsi's marketing strategies of product, price, promotion, and placement. It concludes with suggestions to maintain Pepsi's market position through quality, reputation, and continuous new advertising approaches.
Jansport Marketing Plan Final PresentationAlaric Bryant
This document outlines a strategic marketing plan for Jansport to enhance its brand image among millennial consumers. The plan proposes pop-up shop collaborations with Off-White in cities like NYC, Chicago, and Austin. Limited edition backpacks, embroidery, and stickers would be sold. Experiential events with DJs and meet-and-greets are also proposed. The objectives are to increase direct-to-consumer sales and social media mentions. Metrics like sales, traffic to the pop-ups, and shares on social media will measure success. An investment of $2 million is projected to yield $14 million in net income.
Procter & Gamble is one of the fastest and largest growing consumer market.
Case Study examines journey of P&G for Light Duty liquid Detergents in various aspects like promotion and development.
The document is a project report on strategic management for Dr Pepper Snapple Group. It includes the company's vision and strategy, which focuses on building brands, executing with excellence, and continuous improvement. An external analysis identifies opportunities like expanding into new markets and threats such as strong competition from Pepsi and Coca-Cola. Matrices are used to evaluate the company's external factors and competitive position. Recommendations and an action plan are proposed.
PepsiCo Frito Lay is a global food and beverage leader with over $65 billion in annual revenues. Frito Lay is PepsiCo's food division that produces snacks such as Lays, Uncle Chips, and KurKure. The internship aimed to identify barriers between the company and customers, find new sales opportunities, and ensure continuous distribution in the Ahmedabad region of Gujarat, India. Key findings were the need for more route vehicles, exploring new outlet areas, and increasing manpower. The conclusion calls for distributors to play an important role and for Frito Lay
Pampers diapers were invented in 1956 by Victor Mills at Procter & Gamble. Over the following decades, Pampers introduced many innovations like adhesive tapes instead of pins in 1971. By the 1980s, Pampers featured moisture-guarding technologies and became a billion dollar brand. Today, Pampers dominates the diaper market with various product lines. However, it faces threats from competitors and substitute products. To maintain its leadership, Pampers focuses on new innovations, marketing, and expanding its global reach.
The document analyzes and compares the social media strategies of Adidas and Nike. It finds that both companies focus on sports clothing and shoes. Nike has more followers on Instagram (135M vs Adidas' 25.9M) and Twitter (8.3M vs 3.8M for Adidas). The document also evaluates successful and unsuccessful social media posts for each brand and identifies their use of paid, owned, and earned media strategies.
This document provides an overview of Pepsi's business in Pakistan. It begins with an executive summary of Pepsi's revenues, market share, and new product launch of Pepsi Perfect. It then covers Pepsi's company description, market analysis including segmentation, competitors, and SWOT analysis. The document also discusses Pepsi's marketing strategies of product, price, promotion, and placement. It concludes with suggestions to maintain Pepsi's market position through quality, reputation, and continuous new advertising approaches.
Jansport Marketing Plan Final PresentationAlaric Bryant
This document outlines a strategic marketing plan for Jansport to enhance its brand image among millennial consumers. The plan proposes pop-up shop collaborations with Off-White in cities like NYC, Chicago, and Austin. Limited edition backpacks, embroidery, and stickers would be sold. Experiential events with DJs and meet-and-greets are also proposed. The objectives are to increase direct-to-consumer sales and social media mentions. Metrics like sales, traffic to the pop-ups, and shares on social media will measure success. An investment of $2 million is projected to yield $14 million in net income.
Procter & Gamble is one of the fastest and largest growing consumer market.
Case Study examines journey of P&G for Light Duty liquid Detergents in various aspects like promotion and development.
The document is a project report on strategic management for Dr Pepper Snapple Group. It includes the company's vision and strategy, which focuses on building brands, executing with excellence, and continuous improvement. An external analysis identifies opportunities like expanding into new markets and threats such as strong competition from Pepsi and Coca-Cola. Matrices are used to evaluate the company's external factors and competitive position. Recommendations and an action plan are proposed.
PepsiCo Frito Lay is a global food and beverage leader with over $65 billion in annual revenues. Frito Lay is PepsiCo's food division that produces snacks such as Lays, Uncle Chips, and KurKure. The internship aimed to identify barriers between the company and customers, find new sales opportunities, and ensure continuous distribution in the Ahmedabad region of Gujarat, India. Key findings were the need for more route vehicles, exploring new outlet areas, and increasing manpower. The conclusion calls for distributors to play an important role and for Frito Lay
Pampers diapers were invented in 1956 by Victor Mills at Procter & Gamble. Over the following decades, Pampers introduced many innovations like adhesive tapes instead of pins in 1971. By the 1980s, Pampers featured moisture-guarding technologies and became a billion dollar brand. Today, Pampers dominates the diaper market with various product lines. However, it faces threats from competitors and substitute products. To maintain its leadership, Pampers focuses on new innovations, marketing, and expanding its global reach.
The document analyzes and compares the social media strategies of Adidas and Nike. It finds that both companies focus on sports clothing and shoes. Nike has more followers on Instagram (135M vs Adidas' 25.9M) and Twitter (8.3M vs 3.8M for Adidas). The document also evaluates successful and unsuccessful social media posts for each brand and identifies their use of paid, owned, and earned media strategies.
Portland Drake Beverages (PDP) acquired Crescent Pure in 2014. PDP must decide how to position Crescent Pure and is considering positioning it as an energy drink, sports drink, or organic drink. Positioning it as an organic drink allows Crescent Pure to dominate an upcoming market and appeal to health-conscious customers willing to pay premium prices, though it risks losing other customer segments. After analyzing customer demographics, perceptions of each option, and projected profits, PDP ultimately recommends positioning Crescent Pure as an organic energy drink to leverage the brand's reputation for natural ingredients while tapping into the large and lucrative energy drink market.
This document summarizes Pepsi's marketing strategy in Pakistan. It discusses Pepsi's introduction and history, product strategy, positioning, pricing, distribution, promotions, competition, target marketing, corporate strategy, product line extensions, challenges and opportunities. Key points include that Pepsi has 53% market share in Pakistan, targets youth and all socioeconomic classes, sponsors cricket, has expanded its product line, and faces threats from health awareness and its main competitor Coca-Cola.
This document provides an overview of PepsiCo's strategic management perspective. It includes sections on the company profile, product profile, organizational structure, and environmental scanning. Some key points:
- PepsiCo is a global food and beverage corporation based in New York with over $66 billion in revenue and 274,000+ employees worldwide.
- It has four business units that handle operations in different regions.
- PepsiCo's portfolio includes brands like Pepsi, Frito-Lay, Gatorade, Tropicana, and Quaker.
- Environmental scanning examines the company's internal strengths and weaknesses as well as external opportunities and threats in its industry using tools like Porter's 5 Forces and
The classroom activities to think and plan business plan for sample company. This business plan not related to the real plan for Adidas AG. For more exchange in ideas please comment. Thank you.
Crescent Pure is an organic beverage created in 2008 by Peter Hooper and later acquired by Portland Drake Beverages in 2013. It provides energy but contains less sugar than typical energy drinks. Retailers found high demand and sold out frequently. Market research identified three positioning options: energy drink, sports drink, or organic drink. As an organic energy drink priced at $2.75 per can, Crescent Pure has the potential to appeal to consumers across demographics while having lower sugar and being healthier than typical energy drinks. The VP of Marketing at PDB, Sarah Ryan, recommends positioning Crescent Pure as an organic energy drink to capitalize on the growing organic and energy drink markets at an affordable price point.
The document provides information about PepsiCo's supply chain operations around the world. It discusses PepsiCo's brands and business segments in the Americas, Europe, and Asia/Middle East/Africa. It also describes PepsiCo's organizational structure, mission, vision, culture, and strategies. Additionally, it covers topics like PepsiCo's supply chain planning, operations, processes, competitive advantages, customer needs identification, demand uncertainty, supply chain capabilities, distribution channels, and forecasting methods.
Demand & Supply Analysis of Soft Drink IndustryUsman Manzoor
This document discusses the soft drink industry. It defines the industry and notes that Coca-Cola and PepsiCo are the leading brands globally and in Pakistan. Soft drinks are popular worldwide and commonly found in stores, restaurants, and vending machines. They come in various packages like bottles and cans. While the industry has seen much success, it also faces some limitations like health concerns that it works to address through strategies like developing healthier options and marketing campaigns.
Johnson & Johnson is a large healthcare company founded in 1886 that operates in three segments: pharmaceutical, medical devices, and consumer health. It faces issues like rising healthcare costs, social responsibility concerns, and competition. One such concern was its donation to Planned Parenthood, which some saw as supporting abortion. The document analyzes this issue and provides recommendations, including not publicizing donations to avoid reputation risks, using media instead of websites, and focusing on shareholders and lowering product costs. Overall, with innovation and responsible practices, Johnson & Johnson can continue its long-term success.
Giordano International is a Hong Kong-based retailer founded in 1981 that sells men's, women's and children's clothing. It has over 8,000 employees and operates more than 2,700 stores across 40 countries worldwide. The company's mission is "to make people look good and feel great" and its vision is "to be the best and biggest world brand in apparel retailing". It has the most stores in China, Taiwan, South Korea and Hong Kong.
The athletic apparel industry is worth approximately $168 billion worldwide in 2017 and is estimated to reach $231.7 billion by 2024. Major players like Nike and Adidas dominate the market but new entrants are expected to join. The industry is facing trends like activewear lines from fashion retailers only accounting for 10% of the market. The North American sports apparel market is expected to grow at a compound annual growth rate of 5.9% from 2016-2022.
PepsiCo is a global food and beverage company headquartered in the United States. It owns popular brands like Pepsi, Lay's, Doritos, Gatorade, and Tropicana. The company was formed in 1965 through the merger of Pepsi-Cola and Frito-Lay. PepsiCo has over 150,000 employees worldwide and annual revenues of around $29 billion. It manufactures and distributes products through direct store delivery and other go-to-market systems. While it faces competition from other beverage and snack companies, PepsiCo has established strong brands and distribution networks.
PepsiCo Corporate Strategy Recommendations (SI432 Corporate Strategy)Yi Zu
PepsiCo should pursue four key adjacency moves to grow its business:
1) Introduce healthy variety snack packs combining its brands to meet growing consumer demand.
2) Form a joint venture with Chinese vending machine company Ubox to expand into China.
3) Divest its underperforming soda brand Sierra Mist to focus on stronger brands like 7UP.
4) License its snack brands to foodservice businesses like Buffalo Wild Wings to increase share of wallet.
Kraft spent $540 million on domestic ads last year, and Heinz spent more than $40 million. The combined figure is expected to drop—and be spread among fewer agencies—as the conglomerate strives for greater efficiency.
PepsiCo is an American multinational food and beverage corporation headquartered in New York. Formed in 1965 through the merger of Pepsi-Cola and Frito-Lay, PepsiCo has since expanded its portfolio through acquisitions. It owns popular food and beverage brands such as Pepsi, Lay's, Doritos, Gatorade, Quaker Foods, and Tropicana. PepsiCo operates in over 200 countries and has annual net revenues of over $43 billion, making it the second largest food and beverage business in the world. Indra Nooyi has served as CEO since 2006.
This document provides an analysis of PepsiCo's international business environment and financial status. It discusses PepsiCo's portfolio of brands which generate over $1 billion in annual sales each. It also summarizes PepsiCo's first quarter 2012 performance, noting 4% growth in reported net revenue and 5% growth in constant currency net revenue, driven by pricing increases and growth in emerging markets. Operating profit was flat on a reported basis and declined 6% on a core basis, reflecting division performance and higher corporate expenses.
The document summarizes the business plan of an ice cream company. The company aims to become the leading brand in the dairy industry in Singapore. Its goals are to achieve a 30% market share by 2011 and to produce healthier alternative ice cream products. The strategic plan involves hiring professionals and the financial plan outlines funding for research and development, new product launches, operating expenses, and potential sources of funds. The long term goals are to use the business to further peace and justice efforts and to promote global sustainable dairy practices.
Columbia Sportswear is considering expanding into the snowboarding industry by acquiring a premium snowboard manufacturer and marketing snowboards under the Columbia brand name to leverage its reputation for quality outdoor gear. The plan is to target regular snowboarders in the US and Europe with high performance snowboards priced competitively that convey Columbia's values of functionality, durability, and active lifestyle. If successful, the new snowboard line could establish Columbia as a strong competitor in the $500 million snowboarding equipment industry.
Patagonia LOHAS Community Marketing Plan Proposal by Heath Ross, Mark Susor, ...Mark Susor
This document provides an agenda for a marketing presentation on Patagonia's organic cotton line. It includes sections on the company summary, product introduction, target market of LOHAS consumers, strategic goals to capture market share and increase donations, situation analysis, competition, marketing strategies and tactics, and financial projections. The key goals are to generate $52 million in organic cotton apparel sales in 2014, increase donations to 1% of revenue, and obtain high search engine rankings for relevant keywords.
This document discusses introducing an e-commerce platform for Chanel without compromising the boutique experience. It identifies three main issues: 1) Chanel's limited geographic reach compared to competitors who sell online, 2) the inability to try on clothes virtually before purchase, and 3) lacking the personalized service of physical boutiques. Solutions proposed include expanding Chanel's online presence, incorporating virtual try-on technology using customer measurements and photos, and designing the online experience to mimic physical boutiques. The goal is to increase accessibility, sales, and customer satisfaction for Chanel worldwide.
Many marketers and agency folk alike have difficulties to distinguish between strategy and tactics - this is particularly the case when it comes to the digital space. Guided by short-term data and metrics, we often jump to so-called efficient solutions, before even having a clear picture on what our positioning is or who we should be targeting. This presentation provides an overall framework and various thinking tools for how to best integrate age-old strategy basics with the creation of (digital) tactics.
This document discusses how brands should focus on people rather than products or logos. It argues that a brand is defined by how people feel about it rather than what the brand says it is. It also notes that people and technology are constantly changing, so brands must follow these changes. The document provides tips for brands to connect with people, including finding their target audience, understanding behaviors and cultural tensions, defining a purpose beyond selling, and creating meaningful acts instead of just advertisements.
Portland Drake Beverages (PDP) acquired Crescent Pure in 2014. PDP must decide how to position Crescent Pure and is considering positioning it as an energy drink, sports drink, or organic drink. Positioning it as an organic drink allows Crescent Pure to dominate an upcoming market and appeal to health-conscious customers willing to pay premium prices, though it risks losing other customer segments. After analyzing customer demographics, perceptions of each option, and projected profits, PDP ultimately recommends positioning Crescent Pure as an organic energy drink to leverage the brand's reputation for natural ingredients while tapping into the large and lucrative energy drink market.
This document summarizes Pepsi's marketing strategy in Pakistan. It discusses Pepsi's introduction and history, product strategy, positioning, pricing, distribution, promotions, competition, target marketing, corporate strategy, product line extensions, challenges and opportunities. Key points include that Pepsi has 53% market share in Pakistan, targets youth and all socioeconomic classes, sponsors cricket, has expanded its product line, and faces threats from health awareness and its main competitor Coca-Cola.
This document provides an overview of PepsiCo's strategic management perspective. It includes sections on the company profile, product profile, organizational structure, and environmental scanning. Some key points:
- PepsiCo is a global food and beverage corporation based in New York with over $66 billion in revenue and 274,000+ employees worldwide.
- It has four business units that handle operations in different regions.
- PepsiCo's portfolio includes brands like Pepsi, Frito-Lay, Gatorade, Tropicana, and Quaker.
- Environmental scanning examines the company's internal strengths and weaknesses as well as external opportunities and threats in its industry using tools like Porter's 5 Forces and
The classroom activities to think and plan business plan for sample company. This business plan not related to the real plan for Adidas AG. For more exchange in ideas please comment. Thank you.
Crescent Pure is an organic beverage created in 2008 by Peter Hooper and later acquired by Portland Drake Beverages in 2013. It provides energy but contains less sugar than typical energy drinks. Retailers found high demand and sold out frequently. Market research identified three positioning options: energy drink, sports drink, or organic drink. As an organic energy drink priced at $2.75 per can, Crescent Pure has the potential to appeal to consumers across demographics while having lower sugar and being healthier than typical energy drinks. The VP of Marketing at PDB, Sarah Ryan, recommends positioning Crescent Pure as an organic energy drink to capitalize on the growing organic and energy drink markets at an affordable price point.
The document provides information about PepsiCo's supply chain operations around the world. It discusses PepsiCo's brands and business segments in the Americas, Europe, and Asia/Middle East/Africa. It also describes PepsiCo's organizational structure, mission, vision, culture, and strategies. Additionally, it covers topics like PepsiCo's supply chain planning, operations, processes, competitive advantages, customer needs identification, demand uncertainty, supply chain capabilities, distribution channels, and forecasting methods.
Demand & Supply Analysis of Soft Drink IndustryUsman Manzoor
This document discusses the soft drink industry. It defines the industry and notes that Coca-Cola and PepsiCo are the leading brands globally and in Pakistan. Soft drinks are popular worldwide and commonly found in stores, restaurants, and vending machines. They come in various packages like bottles and cans. While the industry has seen much success, it also faces some limitations like health concerns that it works to address through strategies like developing healthier options and marketing campaigns.
Johnson & Johnson is a large healthcare company founded in 1886 that operates in three segments: pharmaceutical, medical devices, and consumer health. It faces issues like rising healthcare costs, social responsibility concerns, and competition. One such concern was its donation to Planned Parenthood, which some saw as supporting abortion. The document analyzes this issue and provides recommendations, including not publicizing donations to avoid reputation risks, using media instead of websites, and focusing on shareholders and lowering product costs. Overall, with innovation and responsible practices, Johnson & Johnson can continue its long-term success.
Giordano International is a Hong Kong-based retailer founded in 1981 that sells men's, women's and children's clothing. It has over 8,000 employees and operates more than 2,700 stores across 40 countries worldwide. The company's mission is "to make people look good and feel great" and its vision is "to be the best and biggest world brand in apparel retailing". It has the most stores in China, Taiwan, South Korea and Hong Kong.
The athletic apparel industry is worth approximately $168 billion worldwide in 2017 and is estimated to reach $231.7 billion by 2024. Major players like Nike and Adidas dominate the market but new entrants are expected to join. The industry is facing trends like activewear lines from fashion retailers only accounting for 10% of the market. The North American sports apparel market is expected to grow at a compound annual growth rate of 5.9% from 2016-2022.
PepsiCo is a global food and beverage company headquartered in the United States. It owns popular brands like Pepsi, Lay's, Doritos, Gatorade, and Tropicana. The company was formed in 1965 through the merger of Pepsi-Cola and Frito-Lay. PepsiCo has over 150,000 employees worldwide and annual revenues of around $29 billion. It manufactures and distributes products through direct store delivery and other go-to-market systems. While it faces competition from other beverage and snack companies, PepsiCo has established strong brands and distribution networks.
PepsiCo Corporate Strategy Recommendations (SI432 Corporate Strategy)Yi Zu
PepsiCo should pursue four key adjacency moves to grow its business:
1) Introduce healthy variety snack packs combining its brands to meet growing consumer demand.
2) Form a joint venture with Chinese vending machine company Ubox to expand into China.
3) Divest its underperforming soda brand Sierra Mist to focus on stronger brands like 7UP.
4) License its snack brands to foodservice businesses like Buffalo Wild Wings to increase share of wallet.
Kraft spent $540 million on domestic ads last year, and Heinz spent more than $40 million. The combined figure is expected to drop—and be spread among fewer agencies—as the conglomerate strives for greater efficiency.
PepsiCo is an American multinational food and beverage corporation headquartered in New York. Formed in 1965 through the merger of Pepsi-Cola and Frito-Lay, PepsiCo has since expanded its portfolio through acquisitions. It owns popular food and beverage brands such as Pepsi, Lay's, Doritos, Gatorade, Quaker Foods, and Tropicana. PepsiCo operates in over 200 countries and has annual net revenues of over $43 billion, making it the second largest food and beverage business in the world. Indra Nooyi has served as CEO since 2006.
This document provides an analysis of PepsiCo's international business environment and financial status. It discusses PepsiCo's portfolio of brands which generate over $1 billion in annual sales each. It also summarizes PepsiCo's first quarter 2012 performance, noting 4% growth in reported net revenue and 5% growth in constant currency net revenue, driven by pricing increases and growth in emerging markets. Operating profit was flat on a reported basis and declined 6% on a core basis, reflecting division performance and higher corporate expenses.
The document summarizes the business plan of an ice cream company. The company aims to become the leading brand in the dairy industry in Singapore. Its goals are to achieve a 30% market share by 2011 and to produce healthier alternative ice cream products. The strategic plan involves hiring professionals and the financial plan outlines funding for research and development, new product launches, operating expenses, and potential sources of funds. The long term goals are to use the business to further peace and justice efforts and to promote global sustainable dairy practices.
Columbia Sportswear is considering expanding into the snowboarding industry by acquiring a premium snowboard manufacturer and marketing snowboards under the Columbia brand name to leverage its reputation for quality outdoor gear. The plan is to target regular snowboarders in the US and Europe with high performance snowboards priced competitively that convey Columbia's values of functionality, durability, and active lifestyle. If successful, the new snowboard line could establish Columbia as a strong competitor in the $500 million snowboarding equipment industry.
Patagonia LOHAS Community Marketing Plan Proposal by Heath Ross, Mark Susor, ...Mark Susor
This document provides an agenda for a marketing presentation on Patagonia's organic cotton line. It includes sections on the company summary, product introduction, target market of LOHAS consumers, strategic goals to capture market share and increase donations, situation analysis, competition, marketing strategies and tactics, and financial projections. The key goals are to generate $52 million in organic cotton apparel sales in 2014, increase donations to 1% of revenue, and obtain high search engine rankings for relevant keywords.
This document discusses introducing an e-commerce platform for Chanel without compromising the boutique experience. It identifies three main issues: 1) Chanel's limited geographic reach compared to competitors who sell online, 2) the inability to try on clothes virtually before purchase, and 3) lacking the personalized service of physical boutiques. Solutions proposed include expanding Chanel's online presence, incorporating virtual try-on technology using customer measurements and photos, and designing the online experience to mimic physical boutiques. The goal is to increase accessibility, sales, and customer satisfaction for Chanel worldwide.
Many marketers and agency folk alike have difficulties to distinguish between strategy and tactics - this is particularly the case when it comes to the digital space. Guided by short-term data and metrics, we often jump to so-called efficient solutions, before even having a clear picture on what our positioning is or who we should be targeting. This presentation provides an overall framework and various thinking tools for how to best integrate age-old strategy basics with the creation of (digital) tactics.
This document discusses how brands should focus on people rather than products or logos. It argues that a brand is defined by how people feel about it rather than what the brand says it is. It also notes that people and technology are constantly changing, so brands must follow these changes. The document provides tips for brands to connect with people, including finding their target audience, understanding behaviors and cultural tensions, defining a purpose beyond selling, and creating meaningful acts instead of just advertisements.
Make me feel good or someone else will. Why purpose matters more than ever1 HQ
Why consumers want purpose and brands need it to survive in the future with an updated shared brand purpose model that I created to ensure brands develop purpose that connects with consumers and brings them into the conversation and makes them part of the solution, not the problem.
This is a campaign designed by myself, Shannon Marks, AJ Sparks, and Wesley Rogers. We created this in our Communications 412 class. It's the culmination of our semester of hard work. The campaign is a great example of what can be done on a small campus and for non-profit organizations.
This document discusses different methods for defining and researching audiences for media products. It covers quantitative research which uses numerical data to analyze who purchases products and qualitative research which uses open-ended questions to understand opinions, values and demographics. Some key audience definition factors discussed include socio-economic status, psychographics, geodemographics, age, gender, whether a target audience is niche or mainstream. The advantages and disadvantages of each research method are also summarized.
This document discusses different methods for defining and researching audiences for media products. It covers quantitative research which uses numerical data to analyze who purchases products and qualitative research which uses open-ended questions to understand opinions, views, and demographics. Specific audience definition methods covered include socio-economic status, psychographics, geodemographics, age, gender, niche vs mainstream audiences. Examples are provided for each along with their advantages and disadvantages.
Trainers: Students Research & Planning ExamplesGraveney School
The document provides information for creating an advert for a pair of trainers targeted towards teenagers. It includes details on determining the target audience such as carrying out a questionnaire. The questionnaire findings showed that style, quality and price were important factors for teenagers. Advertising techniques that appeal to teenagers like humour and celebrity endorsements are discussed. The document also includes sections on developing a unique selling point for the trainers and creating a mood board representing the target audience.
Working in an allocated team (6 members) we were asked produce a fashion magazine for a specific consumer group. Our target consumer was a 55+ male with a fair amount of disposable income. Within the articles throughout the magazine, our team had to analyse the selected product across all market levels, comparing elements of the marketing mix. Different forms of marketing communication were to be presented throughout the magazine.
ThredUp is an online consignment store that sells gently used clothing for women and children. Their target consumer is white females ages 45-54 who are married with 2-3 children. This group values family, fashion, and budget-friendly shopping. ThredUp allows them to indulge in trends without overspending. While not typically using consignment, they seem open to online options. ThredUp aims to increase sales of children's clothing by 20% in four months through a photo-sharing social media campaign that promotes the brand in a sincere way.
The document discusses the concept of an "Earned Brand" and the importance of brands having a world view, belief system, and expressed set of values that define communications and behaviors. It states that an Earned Brand's values should inform the products made, language used, customer treatment, and ultimately the legacy and impact on communities. Survey results are also presented showing that most consumer relationships with brands fall short of their full potential for commitment. Strengthening relationships requires brands to have shared values and actions with consumers.
The 2016 EARNED BRAND study is a global online survey of 13,000 consumers in 13 countries that examines the consumer-brand relationship across 18 brand categories.
The following presentation covers the basics of how brands develop and markets fragment over time.
Discussing issues such as consumer need states, product positioning, as well as the implicit and explicit factors that affect storytelling and marketing.
Broad in scope this presentation's goal is not to provide insight into a single product category or competitive consumer environment but help you to produce the clear guidelines required to develop and sheppard a brand as it evolves over time.
The document discusses quantitative and qualitative audience research methods. Quantitative research uses numbers and statistics to determine the size and characteristics of the target audience. It answers questions like how many people are interested in the product. Qualitative research uses methods like focus groups, interviews, and questionnaires to get an in-depth understanding of the audience's preferences, likes, and dislikes. Together these research methods help define the target audience and their needs to ensure the product is appealing and successful.
The document discusses quantitative and qualitative research methods for defining media audiences. Quantitative research uses numbers and statistics to determine the size and demographics of an audience. It can show how many people are aware of or interested in a product. Qualitative research provides a more in-depth understanding through focus groups, interviews, and questionnaires. This allows audiences to express their opinions in order to improve products. Profiling methods like social class, geography, psychographics, age, gender, and niche/mainstream categories are also discussed as ways to further define target audiences.
What does it take to build a brand?
How should you position your product or service offering?
In this 101 presentation we'll take you though the history, tactics, and practical examples you need to learn to build a lasting story that sticks in consumers minds.
This course was originally developed thanks to Youth Employment Services and their incredible entrepreneurship program that empowers young business owners in Toronto to develop their own Canadian brands.
Carry-OnInitial game strategyTiffany C., Aze.docxannandleola
Carry-On
Initial game strategy
Tiffany C., Azeem S., Dillon H.
MKTG 2150-005
Mount Royal University
Introduction and segment chosen
Carry on is an outdoor backpack company with great features at a competitive price. We have devoted our company to construct backpacks for outdoor enthusiasts as they have a deep and lifelong commitment and investment to the outdoors that is not just a casual interest, but a lifestyle.We believe that people will put their money where their passion is. In order to create an ideal backpack for our target market, we needed to understand the demographic segment of these consumers. Statistically, about 30% outdoor enthusiast have a household income of $100,000+ and about 33% of them are 45+ years old. About 70% are Caucasian and 26% are College Graduates (Outdoor Foundation, 2014, p.10). Also, 54% of outdoor participants are male (Outdoor Foundation, 2014, p. 7). We kept this in mind as our backpack had to be created for potential consumers with both the willingness and ability to buy.
Product Features
We’ve adopted the Large rectangular backpack as it has a quite a large capacity and helps create enough comfort for the outdoor enthusiast. We’ve chosen the Wide-padded because it creates enough durability and comfort for the outdoor enthusiast, and provides a more cost-effective approach than Wide + Chest or the Advanced support straps. Outdoor enthusiasts are more concerned with the capacity and water proof of the backpack, rather than comfort and durability. We’ve added features such as a water bottle holder to allow the traveller to grab water at their convenience, waterproof material to help protect the backpack from weather related issues. We avoided a GPS tracker in our backpack because it is too costly for our price. We chose advanced material as the material for our backpack which offers excellent durability with its synthetic coating and also provides enhanced waterproofing. As for color, we chose green to promote and relate to the outdoor enthusiast. The green color provides camouflage and symbolises the outdoors.
Pricing strategy
The total production cost of Carry-on’s backpack will be $45. This is very efficient in comparison with the demands of an outdoor enthusiast. Everything is provided, and we save production costs by avoiding extra benefits such as a GPS system and advanced support straps. We have decided to price our backpack at $96 as the average an outdoor enthusiasts spends is $90 on a backpack. This provides a $51 margin per unit cost.
Distribution decisions
We decided to distribute our backpacks directly, with a $5 discount due to %0 distributer cut. We also decided to distribute a High End Outdoor store, similarly giving a $5 discount. Distributing at High End Outdoor Stores with a $5 discount can be efficient as it promotes purchases in the most customer reaching area, and only takes a %28 distributor cut. We will also distribute through Department .
Brand Εquitty Research: Converse Case StudySpyros Langkos
The research aimed to understand customer perceptions of brand awareness factors for the Alpha Group bank through a survey of 40 customers at an Alpha Bank store. Key findings showed that while customers recognized Alpha Bank's presence in art and traditions, they felt underprivileged and lacked awareness of Alpha Bank's civic activities. However, customers still had a positive in-store experience but associated the brand's colors with a "sick banking system" and desired a better overall brand experience from Alpha Bank.
The document proposes a marketing campaign for Snapple aimed at significantly increasing brand awareness and sales volume. Key elements of the campaign include:
- Targeting millennials through an integrated marketing strategy using digital, social media, local activations, and partnerships.
- Conducting research on consumer perceptions of Snapple, attitudes towards the "Born in New York" campaign, and the brand's position in the RTD tea market.
- Developing personas for the target audiences to focus on mindset, lifestyle and values over demographics.
- Creating a campaign called "#YourSnappleSide" that celebrates the unique personalities of Snapple fans and encourages sharing experiences of discovering one's "Snapple side."
FINAL HOOOVER & SHAKER NSAC 2016 PLANS BOOK CMYKAlex Friedl
The document proposes a marketing campaign for Snapple aimed at significantly increasing brand awareness and sales volume. Key elements of the campaign include:
- Targeting millennials through an integrated marketing strategy using digital, social media, local activations, and partnerships.
- Conducting research on consumer perceptions of Snapple, attitudes towards the "Born in New York" campaign, and the brand's position in the RTD tea market.
- Developing personas for the target audiences to focus on their mindsets, lifestyles, and behaviors.
- Creating a campaign called "#YourSnappleSide" that celebrates the unique personalities of Snapple fans and encourages sharing experiences on social media.
The campaign goals
1. Comm 4320 | Fall 2016
Dr. Tindage
Project 2
Lauren afenir | Aaron Demirci | Carlos Hernandez
Marcela Mancia | AlejANDRA Trujillo
2. | 1P a g e
Table of contents
Creative Brief…………………………………………………………………………………………2
Target Audience Segmentation (Incl. Research) ………………………………………..………3
Demographics……………………………………………….………………………………………….3
Benefits Needed……………………………………………….………………………………………..3
Uses……………………………………………………………………………………………………5
Buying Process……………………………………………………………………………...………….6
Buying Frequency …………………………………………………………………………..………….6
Brand Sentiment…………………………………………………………………………..……………7
SWOT Analysis………………………………………………………………………...…………….8
Competitive Analysis………………………………………………………………...………………9
Mission Statement………………………………………………………………….………………10
Vision Statement……………………………………………………………………………………10
All Creatives…………………………………………………………………………………………11
Instagram…………………………………………………………………………...…………………11
Facebook………………………………………………………………………...……………………11
Justification for Artwork………………………………………………………………………………..13
Media Planning……………………………………………………………………………………..14
Media Execution……………………………………………………………………………………15
Budget………………………………………………………………………………………………...15
Timeline……………………………………………………………………………………………….15
Call Reports…………………………………………………………………………………………16
Appendix A………………………………………………………………………………………….19
Appendix B….………………………………………………………………………………………21
3. | 2P a g e
Creative Brief
Overview
o We are looking to rebrand JanSport in order to increase sales among college students.
JanSport backpacks are extremely popular with K-12 students and we want to have that
same popularity with college students in the U.S.
Background/ Summary
o Client: JanSport
o Product: Backpacks
o Services: Lifetime warranty, creating backpacks for multiple uses
Competitors
o Other brands that are considered to be direct competitors for JanSport and their product
are: The North Face, Herschel, Victoria Secret PINK Backpacks. Any brand that sells good
quality backpacks and bags is considered a competitor, not only based on their styles,
creativity, message and mission, but most importantly because of the prize.
Product
o Features:
Warranty for life.
o Benefits:
Consumers have the benefit of replacing the JanSport backpack they currently
own with another backpack.
Audience Information
o Target Audience: College Students
Message
o “Backpacks as classic as you.”
Tone
o Stylish, Fun, Affordable, Modern, Trendy
Visuals
o One of our goals was to create ads that showed JanSport’s classic backpack in the
forefront through the use of eye-catching colors. By keeping JanSport’s recognizable logo
and adding a mountain that differs from the mountain that has previously been used in
other versions of their logo, we ensure that our target audience will still recognize the logo
that they are accustomed to seeing.
4. | 3P a g e
Target Audience Segmentation (Including Research)
Demographics
o As a result of our survey we know that 100% of our audience is made up of people that are
in 18-25 ages. As we understand that this number does not reflect the complete audience
out there, it happened to be the age demographics in Cal State L.A and we strongly
believe it is a good representation of JanSport brand consumer.
Benefits Needed
o Large portion of our audience make decisions based on price. As expected, quality has
also played a big role as well as the use of the product. 55% of our audience agreed that
they would buy a backpack only if it’s on sale.
18-25
100%
Age Groups
STRONGLY
DISAGREE
0%
DISAGREE
19%
UNDECIDED
13%
AGREE
55%
STRONGLY
AGREE
13%
I WOULD BUY A BACKPACK ONLY IF
ITS ON SALE
5. | 4P a g e
Benefits Needed (Cont.)
o Most students agreed that JanSport made affordable and high quality backpacks
STRONGLY
DISAGREE
0%
DISAGREE
1%
UNDECIDED
26%
AGREE
73% STRONGLY
AGREE
0%
JANSPORT MAKES AFFORDABLE
BACKPACKS FOR STUDENTS
STRONGLY
DISAGREE
0%
DISAGREE
1%
UNDECIDED
1%
AGREE
83%
STRONGLY
AGREE
15%
JANSPORT MAKES HIGH QUALITY
BACKPACKS
6. | 5P a g e
Uses
o Among our target audience, a majority of participants said they would prefer a backpack
over other alternatives (such as purses, messenger bags, etc.).
o As far as the purpose of use goes 47% replied School followed by travel 26%, work 12%, and
gym 15%.
BACKPACK
99%
MESSENGER
BAG
1%
DUFFLE BAG
0%
PURSE
0.40%
BRIEFCASE
0%
I PREFER A...
SCHOOL
47%
GYM
15%
TRAVEL
26%
WORK
12%
WHAT PURPOSES DO YOU USE YOUR
BACKPACK FOR
7. | 6P a g e
Buying Process
o A large portion of our participants have said they would shop online when they look for a
bag. 42% agreed and 24% strongly agreed they would be online shopping.
Buying Frequency
o 39% of the participants said they would change their bag within 1-2 years and 35% within
2-5 years which covers the majority.
STRONGLY
DISAGREE
1%
DISAGREE
19%
UNDECIDED
14%AGREE
42%
STRONGLY
AGREE
24%
I WOULD USE THE WEB WHEN BUYING A BAG
0-6
MONTHS
12%
1-2 YEARS
39%
2-5 YEARS
35%
OTHER
13%
HOW OFTEN DO YOU CHANGE YOUR
BACKPACK?
8. | 7P a g e
Brand Sentiment
o 87% of the respondents claimed to have owned a JanSport bag in the past and 65% of
those who have owned claimed to be satisfied, additional 20% extremely satisfied.
YES
87%
NO
13%
NOT SURE
0.50%
HAVE YOU EVER OWNED A JAN SPORT
BACKPACK?
VERY
DISSATISFIED
15%
DISSATISFIED
0%
SOMEWHAT
DISSATISFIED
0.50%
SATISFIED
65%
EXTREMELY
SATISFIED
20%
IF YOU HAVE, HOW SATISFIED WERE
YOU?
9. | 8P a g e
SWOT Analysis
Objective
Our mission is to bring more sales, profit and awareness to the JanSport Brand.
Research
In 1967, Skip, Murray, and Jan started creating these “Packs”, sold by Skip, designed by Murray and hand
sown by Jan in Seattle. These three individuals are the ones who created this company and whose dream
now continues. Backpacks are used all over the world by travelers, students, athletes and professionals.
JanSport is a brand that carries products for every type of customer. Features like their multiple designs
and a lifetime guarantee are some of the many reasons why this company has been able to succeed for
over 50 years. JanSport’s story not just begins with the creation of a product but it also carries the legacy of
commitment and hard work, from committing to name the brand after Jan, Murray’s girlfriend, to making
sure their product can last a lifetime. JanSport is very successful and continues to reinvent itself year after
year.
Strengths Weaknesses Opportunities Threats
Backpacks are under a
lifetime warranty
Not selling to college
students
Selling to more college
students
Other companies that
are more popular among
college student, such as
Hershel and Northface
JanSport is an
international brand
There is not much
advertising
Advertising on social
media
Much cheaper
alternatives from such
stores as Forever 21,
Target, etc.
Backpack styles cater to
different ages and
personalities
Advertising is limited to
stores and not on social
media
Use social media
marketing rather than
just posting pictures
from consumers who
use the hashtag
“#lifeunzipped”
Not creating popular
styles and making it their
own
Multiple and great
quality designs
Lacks popular backpack
styles that consumers
may find more appealing
Promote their products
at school events
Supports and Sponsors Give access to discounts
Economic—backpacks
are priced reasonably
Promote the lifetime
warranty
Company is family
oriented
10. | 9P a g e
Competitive Analysis
Strengths Weaknesses
JanSport Prices are affordable
“Classic” style is timeless
Timelessness caters to
customers of different
ages and personalities
Lifetime Warranty
International Brand
Does not sell much
among college students
and young adults
Not much advertising in
terms of social media and
is mostly limited to in-
stores
Lacks styles that
consumers may find
appealing
Herschel Over 26 different styles
(shapes) for customers to
choose from
Fine regard to detail
Designs include options
for both children and
adults
Prices are very high and
not affordable for many
Average price for a
backpack is ~$100
Northface Over 45 years of success
Does not just focus on
backpacks. They have
other products as well.
Backpacks durable for
sports
Sponsors Sports
Simple and durable
Price is economic,
backpacks average at
$50 per backpack
Not many different styles
Appeals to older
audiences and not much
to young adults
Some designs are very
child-like
11. | 10P a g e
Mission Statement
Our mission in working with the JanSport backpack company is to help them rebrand into a company that
can be seen as timeless. For over forty years now, students, hikers, and others from around the world have
continued to enjoy our lifetime warranty product. Many K-12 students love the JanSport backpacks but as
they grow up and move into college, they do not use JanSport as often. We want college students to want
to continue to buy, use, and love JanSport just as they did when they were younger.
Vision Statement
People always have those moments when they reminisce on younger self. Sometimes you even sit and
wish you were a kid again. Through the photos and media that we are using for our public relations
campaign we hope to entice those exact feelings within our target audience. We hope to show through our
images that the same backpacks that got you to college will be what gets you through college. Not all
backpacks are timeless and not all backpacks can last you a lifetime but JanSport can.
12. | 11P a g e
All Creatives
Copy: “Backpacks as classic as you”
Instagram
Facebook (Frame by Frame)
Copy: “From Junior high”; “To College”; “Backpacks as classic as you”; “Visit www.Jansport.com”; “To learn
more about our lifetime warranty”
1. 2. 3. 4.
5. 6. 7. 8.
13. | 12P a g e
Facebook (Frame by Frame Cont.)
9. 10. 11. 12.
13 14. 15. 16.
17. 18. 19. 20.
21. 22. 23. 24.
25. 26. 27. 28.
29.
14. | 13P a g e
Justification for Artwork
For the purposes of following our mission and vision statement, we chose to keep the artwork simple and
eye-catching. In terms of the Instagram ad, by focusing on the red classic design of the JanSport backpack,
consumers’ eyes are meant to focus in on the backpack rather than what’s going on around it. Also, the
opening of the backpack is a nod to JanSport’s “lifeunzipped” hashtag on social media. We chose to do this
picture for Instagram because of the bright color of the backpack, which is meant to catch the consumer’s
eyes, because of the nature of Instagram and a lot of pictures can be overlooked. By placing such a bright
object in the middle, Instagram users are more likely to stop and take a look at the picture rather than glo
Secondly, in terms of the Facebook ad, which ties more into the copy of both ads (“Backpacks as classic as
you”), we chose a GIF to play on a loop on the side bar of the Facebook website. The pictures used in the
ad are a nod to the lifetime warranty benefit of JanSport. Because of this benefit, consumers can continue
to use JanSport backpacks for their lifetime. Also, the presence of the JanSport logo in nearly each frame
of the GIF is to ensure that consumers know specifically what brand they’re looking at.
15. | 14P a g e
Media Planning
Instagram
(Jul-Sept)
Facebook
(Jul- Sept)
Instagram
(Mar)
Facebook
(Mar)
Total
Click
Through Rate
(CTR)
0.9% 0.9% 0.9% 0.9%
Cost Per
1000
Impressions
(CPM)
$5.99 $5.78 $5.99 $5.78
Amount of
Impressions
116,861,000 25,951,557 91,819,699 17,301,038 251,933,294
Expected
Website
Traffic
1,051,749 233,564 826,377 155,709 2,267,399
Cost Per Ad $700k $150k $550k $100k $1.7million
16. | 15P a g e
Media Execution
Budget
For this rebranding we set a lifetime budget of 1.7 million. 1.45 million dedicated to Instagram
advertisements and 250k to be distributed to Facebook banner ads. These platforms were selected in order
to achieve mass awareness and to convert this website traffic into sales during the back to school season.
Timeline
Two different ads will run simultaneously through Mid-July through the end of September in 2017. A second
run will run through the month of March 2018. These times were selected to coincide with back to school
sales.
2017-2018
JUL-SEPT OCT-DEC JAN-MAR APR-JUN Spending Total
$250k
$1.45 million
October
2016: Start
research
on
JanSport
(client)
October 5
2016: Start
surveying
target
audience
October 19
2016:
Photoshoot
for ad
October
21 2016:
Creation of
ad
October 23
2016:
Media
Planning
and budget
finalized
October 27
2016: Pitch
to client
July 16
2017:
Back-to-
School ad
release
March 18
2018: Final
ad run for
Spring
semesters
17. | 16P a g e
Call Reports
Call Report #1
Account Manager
Lauren Afenir
People Attended
Aaron Demirci
Alejandra Trujillo
Carlos Hernandez
Marcela Mancia
What You Discussed
Types of mediums that relate to our campaign: print ad, commercial, internet sponsorship, and
online banner.
We decided on our two mediums: Internet sponsorship and Internet Banner
What should our message be? Ideas; through the ages, all American
Call reports: we need a total of three
Mission Statement
What To Do Next
Call Report #1
Creatives
Change our tone: timeless
Message: Life Unzipped
Target Audience segmentation
Mission statement
Vision statement
18. | 17P a g e
Call Report #2
Account Manager
Lauren Afenir
People Attended
Aaron Demirci
Alejandra Trujillo
Carlos Hernandez
Marcela Mancia
What You Discussed
What are we missing?
photos for our media
timeline
budget
what websites do we want to promote on?
vision statement
What To Do Next
Surveys
Ideas for creatives
19. | 18P a g e
Call Report #3
Account Manager
Lauren Afenir
People Attended
Aaron Demirci
Alejandra Trujillo
Carlos Hernandez
Marcela Mancia
What You Discussed
Visuals
Hashtag, should we have one or not?
What are we missing? Visual justification, media planning
Slideshow order, what we should discuss in our slideshow?
What To Do Next
Slideshow
Buy the binders
20. | 19P a g e
Appendix A: Survey 1
1. What is your gender
Female
Male
2. Are you White, Black, or African-American, American Indian or Alaskan Natvie, Asian,
Native Hawaiian or other Pacific Islander, or some other race?
White
Black or African-American
American Indian or Alaskan Native
Asian
Native Hawaiian or other Pacific Islander
From multiple races
Some other race (please specify) [write in answer]
3. What is your age?
18-24
25-34
35-44
4. How often do you change your backpack?
0-6 months
1-2 years
2-5 years
Other (please specify [write in answer]
5. Have you ever owned a JanSport backpack?
Yes
No
Not sure
Other (please specify) [write in answer]
6. 6. If you have, how satisfied were you?
Very dissatisfied
Dissatisfied
Somewhat satisfied
Satisfied
Extremely Satisfied
Other (please specify) [write in answer]
7. In comparison to the quality of the backpack price, price is…
Extremely important
Very important
Moderately important
Slightly important
Not at all important
21. | 20P a g e
8. What would make you more likely to buy our new product? [write in answer]
9. If you are not likely to buy our new product, why not?
Do not need a product like this
Do not want a product like this
Satisfied with competing products currently available
Cannot pay for a product like this
Not willing to pay for a product like this
Other (please specify) [write in answer]
10. What do you like most about competing products currently available from other
companies? [write in answer]
22. | 21P a g e
Appendix B: Survey 2
The following questions and statements were answered as either of the following: “strongly disagree”,
“disagree”, “undecided”, “agree”, or “strongly agree”.
1. JanSport is a popular brand among students?
2. JanSport makes high quality backpacks
3. JanSport makes affordable backpacks for students?
4. I prefer backpacks over messenger bags
5. I would buy a backpack if it is popular
6. I would buy a backpack if it is functional
7. JanSport needs a new line of backpacks
8. JanSport needs more advertising
9. I would buy a backpack only if it is on sale
10. I would use the web to search for backpacks