1) Eddie Bauer is experiencing declining sales and profitability due to misaligned marketing strategies and channel management issues.
2) Specifically, Eddie Bauer does not fully understand their primary target customer demographic which is now women ages 30 and up, despite marketing mainly to men. They also face increasing returns in their catalog channel due to poor synergy management across channels.
3) Additionally, Eddie Bauer lacks a customer relationship management system, leading to management confusion around targeting and marketing to customers across channels. Closing their catalog channel would further exacerbate these issues and not align with their brand strengths.
Unilever in India: Hindustan Lever's Project Shakti - Marketing FMCG to the R...Anurag Kumar
Project Shakti is a rural distribution initiative in small villages. The project benefits HUL by enhancing its direct rural reach and at the same time creates livelihood opportunities for underprivileged rural women. Shakti started with 17 women in one state. Today, it provides livelihood enhancing opportunities to over 65,000 Shakti Entrepreneurs who distribute our productions in more than 165,000 villages and reach over four million rural households.
As per Unilever Sustainable Living Plan, Unilever will increase the number of Shakti entrepreneurs that it recruits, trains and employs from 45,000 in 2010 to 75,000 in 2015 globally.
Coffee Wars in India examines the competition between global coffee chain Starbucks and Indian chain Café Coffee Day in India's growing coffee shop market. Café Coffee Day has over 1,400 outlets across India but faces competition from Starbucks' expansion. While Café Coffee Day targets young Indian customers and positions itself as an affordable hangout, Starbucks targets upper middle class customers and positions itself as providing a great coffee experience. Both chains differ in their store formats, pricing, promotion strategies, and customer service quality as Starbucks and Café Coffee Day battle for dominance of India's coffee shop market.
Best Buy faces competition from online retailers who can offer lower prices. While Best Buy has higher operating costs for its physical stores, it also provides a valuable in-person shopping experience. The document evaluates alternatives for Best Buy and recommends that it invest in improving its stores and online platform while focusing on customer experience rather than just price to better compete against online retailers.
Wal-Mart has been able to sustain its competitive advantage and superior performance over the years through several factors:
1) Efficient distribution capabilities and low-cost partnerships with suppliers
2) Advanced data collection and analysis to improve demand forecasting
3) A customer-oriented workforce culture focused on low prices and continuous improvement
4) Maintaining everyday low prices (EDLP) to increase customer satisfaction and loyalty
To continue this success, Wal-Mart should focus on cost leadership through large scale operations and private label brands, address public relations issues, and enhance worker benefits to protect its reputation.
Flare is a leading fragrance brand dominated in sales through mass channels under its umbrella 'Loveliest' brand. However, its sales do not mirror overall market trends in prestige stores, drugstores, and online. It also mainly appeals to women aged 34+. The document discusses diversifying Flare's portfolio through new brands targeting younger audiences to increase sales and market share. It proposes the 'Savvy' plan to launch new brands despite risks of high costs and failure given competition.
The document analyzes the motorcycle industry and Ducati's position within it, discussing key segments, customers, technology, manufacturing, distribution channels, and competitors like Harley Davidson. It describes Ducati's turnaround under new leadership, focusing on improving products, engineering, and branding to grow market share beyond ultra-high performance bikes. Finally, it considers whether Ducati should expand into new segments like cruisers or maintain focus on its core high-performance brand and customers.
This document discusses a case involving Culinarian Cookware considering a price promotion. Donald Janus, VP of Culinarian, and Victoria Brown, Senior Sales Manager, debate the effects. While Janus is concerned it may hurt the brand image, Victoria believes it will boost awareness. The document provides market details on cookware from 2002-2007 and Culinarian's product lines, competitors, sales patterns, and research findings. It poses two problems: whether to run a price promotion in 2007 and if so, which products and terms. It recommends running a promotion, citing past sales increases, and focusing on their professional line promoted through celebrity chefs to maintain brand value while boosting sales.
Eureka Forbes Ltd is a consumer goods company based in Mumbai, India that was founded in 1982. It uses a direct sales model where employees called "EuroChamps" conduct cold calls and home demonstrations to sell water purifiers, vacuum cleaners, and other products. The document discusses Eureka Forbes' sales organization, recruitment and training of EuroChamps, their daily routines, and compensation structure. It also notes some current issues like territory conflicts and outlines changes the new CEO is making, like formalizing training and revising the compensation plan.
Unilever in India: Hindustan Lever's Project Shakti - Marketing FMCG to the R...Anurag Kumar
Project Shakti is a rural distribution initiative in small villages. The project benefits HUL by enhancing its direct rural reach and at the same time creates livelihood opportunities for underprivileged rural women. Shakti started with 17 women in one state. Today, it provides livelihood enhancing opportunities to over 65,000 Shakti Entrepreneurs who distribute our productions in more than 165,000 villages and reach over four million rural households.
As per Unilever Sustainable Living Plan, Unilever will increase the number of Shakti entrepreneurs that it recruits, trains and employs from 45,000 in 2010 to 75,000 in 2015 globally.
Coffee Wars in India examines the competition between global coffee chain Starbucks and Indian chain Café Coffee Day in India's growing coffee shop market. Café Coffee Day has over 1,400 outlets across India but faces competition from Starbucks' expansion. While Café Coffee Day targets young Indian customers and positions itself as an affordable hangout, Starbucks targets upper middle class customers and positions itself as providing a great coffee experience. Both chains differ in their store formats, pricing, promotion strategies, and customer service quality as Starbucks and Café Coffee Day battle for dominance of India's coffee shop market.
Best Buy faces competition from online retailers who can offer lower prices. While Best Buy has higher operating costs for its physical stores, it also provides a valuable in-person shopping experience. The document evaluates alternatives for Best Buy and recommends that it invest in improving its stores and online platform while focusing on customer experience rather than just price to better compete against online retailers.
Wal-Mart has been able to sustain its competitive advantage and superior performance over the years through several factors:
1) Efficient distribution capabilities and low-cost partnerships with suppliers
2) Advanced data collection and analysis to improve demand forecasting
3) A customer-oriented workforce culture focused on low prices and continuous improvement
4) Maintaining everyday low prices (EDLP) to increase customer satisfaction and loyalty
To continue this success, Wal-Mart should focus on cost leadership through large scale operations and private label brands, address public relations issues, and enhance worker benefits to protect its reputation.
Flare is a leading fragrance brand dominated in sales through mass channels under its umbrella 'Loveliest' brand. However, its sales do not mirror overall market trends in prestige stores, drugstores, and online. It also mainly appeals to women aged 34+. The document discusses diversifying Flare's portfolio through new brands targeting younger audiences to increase sales and market share. It proposes the 'Savvy' plan to launch new brands despite risks of high costs and failure given competition.
The document analyzes the motorcycle industry and Ducati's position within it, discussing key segments, customers, technology, manufacturing, distribution channels, and competitors like Harley Davidson. It describes Ducati's turnaround under new leadership, focusing on improving products, engineering, and branding to grow market share beyond ultra-high performance bikes. Finally, it considers whether Ducati should expand into new segments like cruisers or maintain focus on its core high-performance brand and customers.
This document discusses a case involving Culinarian Cookware considering a price promotion. Donald Janus, VP of Culinarian, and Victoria Brown, Senior Sales Manager, debate the effects. While Janus is concerned it may hurt the brand image, Victoria believes it will boost awareness. The document provides market details on cookware from 2002-2007 and Culinarian's product lines, competitors, sales patterns, and research findings. It poses two problems: whether to run a price promotion in 2007 and if so, which products and terms. It recommends running a promotion, citing past sales increases, and focusing on their professional line promoted through celebrity chefs to maintain brand value while boosting sales.
Eureka Forbes Ltd is a consumer goods company based in Mumbai, India that was founded in 1982. It uses a direct sales model where employees called "EuroChamps" conduct cold calls and home demonstrations to sell water purifiers, vacuum cleaners, and other products. The document discusses Eureka Forbes' sales organization, recruitment and training of EuroChamps, their daily routines, and compensation structure. It also notes some current issues like territory conflicts and outlines changes the new CEO is making, like formalizing training and revising the compensation plan.
ATLANTIC COMPUTER: A BUNDLE OF PRICING OPTIONS Akshay Jain
There are four main types of pricing strategies from which Atlantic Computers canchoose. First, Atlantic Computers could stay with the status quo and offer software tools for free. Second, it could choose competitive based pricing. Third it could choose from Cost-plus pricing. Finally, it could choose value-in use pricing.In addition to determining which pricing strategy to use, Atlantic
This document provides an overview of Peak Sealing Technologies (PST), a packaging tape manufacturer. PST faces a dilemma regarding whether to extend its product line to include lower-quality, cheaper tapes like its competitors offer. PST currently focuses on premium tapes using patented adhesive technologies. Some executives suggest adding economy tapes, but the CEO wants analysis from PST's K2 tape product manager Emma Taylor on how to avoid the threat from competitors' economy products without compromising PST's quality focus.
Designs by Kate uses a direct sales model where women ages 25-50 serve as sales executives and earn commissions of 25-32% on sales over $1000. They hold social gatherings called DBK Parties to showcase products in a soft selling environment. However, sales have declined due to overlapping sales territories that cause reps to lose 15% of recruits after the first, and 10% after the next. Solutions proposed include expanding product categories, increasing events, and boosting incentives and rewards for leaders.
Classic knitwear and Guardian: A Perfect Fit?ArielJimenez36
This document discusses a decision facing Classic Knitwear about whether to partner with Guardian to launch a new line of insect repellent knitwear. Classic Knitwear specializes in manufacturing unbranded casual knitwear, while Guardian is a brand of insect repellent popular with outdoor enthusiasts. The partnership could help Classic differentiate its products and improve its low gross margins of 18%. However, there are risks around whether the new product line would sell well and whether it aligns with Classic's strategy. The document analyzes different options for the partnership and their pros and cons.
Tanishq - Positioning to capture Indian woman’s heart - Marketing Management...Abbas Dhuliawala
Tanishq is a jewelry brand owned by Titan Industries, a Tata Group company. It was launched in 1994 to capture the Indian women's jewelry market which was dominated by unorganized local jewelers. Initially, Tanishq faced challenges due to consumers' preference for 22-karat gold and perception of jewelry as investment over ornament. Through market research, Tanishq repositioned itself by offering 22-karat gold, promoting purity using a karat meter, and changing its designs to appeal to local tastes. It also launched sub-brands like GoldPlus to target different segments. Today Tanishq is a leading player with over 165 stores pan-India pursuing opportunities for growth in India and other Asian markets.
Hindusthan Lever had a challenge with the competitors in Rural India. They devised a strategy to enter the market at the grass root level and utilize the entrepreneurial woman. Based on perceptions, there are some ethical questions. This case looks at the strategies on how to capture the emerging markets and work at the grass root level with the consumer behaviors. Not only understand the consumer behavior, but introduce the need and also the products to the consumers who NEVER used any product in that area.
The document discusses a case study conducted to understand how to convert bar soap users to liquid hand wash users and increase penetration of Lifebuoy's liquid hand wash segment. Surveys were conducted online and in-store. Key learnings showed urban users prefer liquid hand wash while rural users still prefer bar soap due to perceptions of liquid hand wash being costlier and less effective. Proposed strategies included highlighting liquid hand wash's germ protection and value for money. Additional strategies suggested a kids-focused antibacterial variant of Lifebuoy, tie-ups with schools for product placement, and engaging kirana stores for trials to boost the brand and new variant.
Transactional customers currently make up 25% of A/S's sales. Express could impact A/S in two scenarios: optimistic where all 25% of transactional customers switch to Express, and pessimistic where all transactional (25%) and some relationship (40%) customers switch. This would lead to declines in total sales of 42.1% in the optimistic scenario and 82% in the pessimistic scenario. A/S's suppliers may try to undercut A/S's margins by lowering prices for products on Express. However, suppliers would lose control over demand generation without A/S's sales team. Overall, Express poses more threats as a competitor than opportunities for A/S due to potential loss of customers
Clique Pens Pricing: The Writing Implements Division of U.S. Home Demin Wang
Clique Pens has experienced a 6% decline in gross profit margins over the past 2 years. There is a debate between the VP of Marketing and VP of Sales over how to allocate the marketing development funds (MDF) budget. The VP of Marketing wants to use MDF for consumer discounts and promotions to build brand equity, while the VP of Sales wants to use it for trade promotions and discounts to retailers. They need to compromise on a plan to satisfy both consumers and retailers.
The pen industry is highly competitive with 50 major competitors. Retailers like Staples, Walmart, and Walgreens have significant bargaining power and prioritize discounts and incentives from manufacturers. Clique will need to decide how
Cola war continues: Coke and Pepsi 21st century and battle for Internationa...Sulabh Subedi
This document provides background information on the consumption of carbonated soft drinks (CSDs) in the United States from 1970 to 2010. It discusses the history of Coca-Cola and Pepsi, how CSDs are produced and distributed, Porter's five forces analysis of the CSD industry, and the strategic approaches taken by Coke and Pepsi over two stages from 1970 to 2010. It also analyzes the entry and competition between Coke and Pepsi in the Indian market.
PSI India aims to raise AIDS awareness and promote condom use in major port cities through the "Operation Lighthouse" campaign. The campaign will feature Balbir Pasha, a fictional character, in mass media advertisements to change risk perceptions and social norms. Advertisements will portray real-life situations to encourage condom use and provide contact information for HIV/AIDS resources. Both mass media and interpersonal communication will be used to reach port workers, sailors, security personnel, truckers, sex workers, and the general community in order to reduce HIV prevalence in high-risk areas.
Beta Management Company is a 3-year old investment firm with $25 million in assets under management for high-net-worth individuals. It aims to enhance returns while reducing risk through market timing by investing in index funds when markets rise and exiting when they fall. While its investment philosophy focuses on low-cost index funds, it is losing investors and considers adding two individual stocks, California R.E.I.T. and Brown Group, to the portfolio to boost equity exposure. An analysis of risk and returns using standard deviation and the Capital Asset Pricing Model recommends investing more in California R.E.I.T. due to its lower risk profile.
Dove is a skincare brand owned by Unilever that was launched in 1957. In the 1970s, Dove increased in popularity as a milder soap. In the 2000s, Dove launched campaigns promoting "real beauty" by featuring ordinary women. This helped shift perceptions of beauty away from unrealistic standards. Dove also began the Self Esteem Project in 2002 to help raise girls' self-confidence. Through its campaigns and focus on diversity, Dove has grown its brand value while also facing some controversies related to Unilever's other brands.
- Reed's is a mid-sized regional grocery store chain established in 1939 with 192 stores in Ohio.
- It faces intense competition from lower, mid, and higher priced grocery store chains in the Columbus, Ohio metropolitan area.
- Key trends in the grocery industry are decreasing customer loyalty, an increase in fill-in trips rather than stock-up trips, and a rise in private label foods and value over brand influence.
This presentation involves a detailed analysis of "The Springfield nor'easters:maximing revenues in minor leagues" and an appropriate pricing strategy for a breakeven in the first season.
TruEarth is considering expanding into the $53 billion whole grain refrigerated pizza market but has concerns about viability given health concerns and competition. They conducted market research including 300 mall intercepts and an in-home product test of their basic pizza concept. The research found the concept had purchase intent but identified needed improvements like pricing and crust preferences. Sales volume is estimated at $15 million, above the $12 million needed, so the conclusion is TruEarth should launch the product after addressing identified issues.
- Edgar Newell started Newell Company in 1902 through the acquisition of a curtain rod manufacturer.
- Dan Ferguson crafted a growth strategy of acquiring companies to expand Newell's product line.
- In the late 1990s, Newell faced challenges from increased customer buying power and consolidation in the retail industry.
- Newell acquired Calphalon and Rubbermaid but integrating the large Rubbermaid presented challenges due to its size, reputation, and operations that could impact Newell's strategy.
The document summarizes a case study involving a dissatisfied customer, George Shelton, of the dry cleaning company Presto Cleaners. Mr. Shelton has complained about Presto losing and later finding his shirts, as well as poor customer service. The Presto Cleaners president must decide whether to fix the problem by compensating the customer, or assess problems with Presto's operations and culture. The summary calculates the customer's lifetime value including potential referrals, and compares the costs and benefits of keeping the customer versus losing him through negative word-of-mouth. Key learnings include quantifying a customer's full value, the importance of effective communication, and checking systems for improvements after service failures.
Clique Pens - Case Study Solution by Kamal Allazov (Essay type)Kamal Allazov (MSc.)
Clique Pens Case Study by Harward Mba Center. This paper introduces possible solutions and recommendations by MSc. Marketing student - Allazov Kamal. (https://allazov.org/)
Metro Group, German's leading retailer, aims to optimize its supply chain performance with RFID. The initial results are satisfactory, and right now the company arrives at a new question: Expand the already-proven pallet tagging, or increase the granularity with case-level tagging?
Eddie Bauer has experienced many ownership changes and strategic shifts since its founding in 1920. It filed for Chapter 11 bankruptcy in 2009. While known for its outdoor clothing, it struggled with frequent changes to its merchandising strategy that alienated core customers. Currently, it aims to revamp its image as rugged outdoor wear and regain customer trust through a return to basics.
The document provides a situation analysis for The North Face brand, including a SWOT analysis. It summarizes that The North Face is a leading outdoor apparel brand owned by VF Corporation. While apparel manufacturing has declined, VF Corporation has grown to $7 billion in revenue. The SWOT analysis identifies strengths like brand recognition and product diversity, weaknesses like high prices, and opportunities like investing in sustainability and partnerships with sports teams. The greatest opportunity is expanding marketing to college students in the Midwest US.
ATLANTIC COMPUTER: A BUNDLE OF PRICING OPTIONS Akshay Jain
There are four main types of pricing strategies from which Atlantic Computers canchoose. First, Atlantic Computers could stay with the status quo and offer software tools for free. Second, it could choose competitive based pricing. Third it could choose from Cost-plus pricing. Finally, it could choose value-in use pricing.In addition to determining which pricing strategy to use, Atlantic
This document provides an overview of Peak Sealing Technologies (PST), a packaging tape manufacturer. PST faces a dilemma regarding whether to extend its product line to include lower-quality, cheaper tapes like its competitors offer. PST currently focuses on premium tapes using patented adhesive technologies. Some executives suggest adding economy tapes, but the CEO wants analysis from PST's K2 tape product manager Emma Taylor on how to avoid the threat from competitors' economy products without compromising PST's quality focus.
Designs by Kate uses a direct sales model where women ages 25-50 serve as sales executives and earn commissions of 25-32% on sales over $1000. They hold social gatherings called DBK Parties to showcase products in a soft selling environment. However, sales have declined due to overlapping sales territories that cause reps to lose 15% of recruits after the first, and 10% after the next. Solutions proposed include expanding product categories, increasing events, and boosting incentives and rewards for leaders.
Classic knitwear and Guardian: A Perfect Fit?ArielJimenez36
This document discusses a decision facing Classic Knitwear about whether to partner with Guardian to launch a new line of insect repellent knitwear. Classic Knitwear specializes in manufacturing unbranded casual knitwear, while Guardian is a brand of insect repellent popular with outdoor enthusiasts. The partnership could help Classic differentiate its products and improve its low gross margins of 18%. However, there are risks around whether the new product line would sell well and whether it aligns with Classic's strategy. The document analyzes different options for the partnership and their pros and cons.
Tanishq - Positioning to capture Indian woman’s heart - Marketing Management...Abbas Dhuliawala
Tanishq is a jewelry brand owned by Titan Industries, a Tata Group company. It was launched in 1994 to capture the Indian women's jewelry market which was dominated by unorganized local jewelers. Initially, Tanishq faced challenges due to consumers' preference for 22-karat gold and perception of jewelry as investment over ornament. Through market research, Tanishq repositioned itself by offering 22-karat gold, promoting purity using a karat meter, and changing its designs to appeal to local tastes. It also launched sub-brands like GoldPlus to target different segments. Today Tanishq is a leading player with over 165 stores pan-India pursuing opportunities for growth in India and other Asian markets.
Hindusthan Lever had a challenge with the competitors in Rural India. They devised a strategy to enter the market at the grass root level and utilize the entrepreneurial woman. Based on perceptions, there are some ethical questions. This case looks at the strategies on how to capture the emerging markets and work at the grass root level with the consumer behaviors. Not only understand the consumer behavior, but introduce the need and also the products to the consumers who NEVER used any product in that area.
The document discusses a case study conducted to understand how to convert bar soap users to liquid hand wash users and increase penetration of Lifebuoy's liquid hand wash segment. Surveys were conducted online and in-store. Key learnings showed urban users prefer liquid hand wash while rural users still prefer bar soap due to perceptions of liquid hand wash being costlier and less effective. Proposed strategies included highlighting liquid hand wash's germ protection and value for money. Additional strategies suggested a kids-focused antibacterial variant of Lifebuoy, tie-ups with schools for product placement, and engaging kirana stores for trials to boost the brand and new variant.
Transactional customers currently make up 25% of A/S's sales. Express could impact A/S in two scenarios: optimistic where all 25% of transactional customers switch to Express, and pessimistic where all transactional (25%) and some relationship (40%) customers switch. This would lead to declines in total sales of 42.1% in the optimistic scenario and 82% in the pessimistic scenario. A/S's suppliers may try to undercut A/S's margins by lowering prices for products on Express. However, suppliers would lose control over demand generation without A/S's sales team. Overall, Express poses more threats as a competitor than opportunities for A/S due to potential loss of customers
Clique Pens Pricing: The Writing Implements Division of U.S. Home Demin Wang
Clique Pens has experienced a 6% decline in gross profit margins over the past 2 years. There is a debate between the VP of Marketing and VP of Sales over how to allocate the marketing development funds (MDF) budget. The VP of Marketing wants to use MDF for consumer discounts and promotions to build brand equity, while the VP of Sales wants to use it for trade promotions and discounts to retailers. They need to compromise on a plan to satisfy both consumers and retailers.
The pen industry is highly competitive with 50 major competitors. Retailers like Staples, Walmart, and Walgreens have significant bargaining power and prioritize discounts and incentives from manufacturers. Clique will need to decide how
Cola war continues: Coke and Pepsi 21st century and battle for Internationa...Sulabh Subedi
This document provides background information on the consumption of carbonated soft drinks (CSDs) in the United States from 1970 to 2010. It discusses the history of Coca-Cola and Pepsi, how CSDs are produced and distributed, Porter's five forces analysis of the CSD industry, and the strategic approaches taken by Coke and Pepsi over two stages from 1970 to 2010. It also analyzes the entry and competition between Coke and Pepsi in the Indian market.
PSI India aims to raise AIDS awareness and promote condom use in major port cities through the "Operation Lighthouse" campaign. The campaign will feature Balbir Pasha, a fictional character, in mass media advertisements to change risk perceptions and social norms. Advertisements will portray real-life situations to encourage condom use and provide contact information for HIV/AIDS resources. Both mass media and interpersonal communication will be used to reach port workers, sailors, security personnel, truckers, sex workers, and the general community in order to reduce HIV prevalence in high-risk areas.
Beta Management Company is a 3-year old investment firm with $25 million in assets under management for high-net-worth individuals. It aims to enhance returns while reducing risk through market timing by investing in index funds when markets rise and exiting when they fall. While its investment philosophy focuses on low-cost index funds, it is losing investors and considers adding two individual stocks, California R.E.I.T. and Brown Group, to the portfolio to boost equity exposure. An analysis of risk and returns using standard deviation and the Capital Asset Pricing Model recommends investing more in California R.E.I.T. due to its lower risk profile.
Dove is a skincare brand owned by Unilever that was launched in 1957. In the 1970s, Dove increased in popularity as a milder soap. In the 2000s, Dove launched campaigns promoting "real beauty" by featuring ordinary women. This helped shift perceptions of beauty away from unrealistic standards. Dove also began the Self Esteem Project in 2002 to help raise girls' self-confidence. Through its campaigns and focus on diversity, Dove has grown its brand value while also facing some controversies related to Unilever's other brands.
- Reed's is a mid-sized regional grocery store chain established in 1939 with 192 stores in Ohio.
- It faces intense competition from lower, mid, and higher priced grocery store chains in the Columbus, Ohio metropolitan area.
- Key trends in the grocery industry are decreasing customer loyalty, an increase in fill-in trips rather than stock-up trips, and a rise in private label foods and value over brand influence.
This presentation involves a detailed analysis of "The Springfield nor'easters:maximing revenues in minor leagues" and an appropriate pricing strategy for a breakeven in the first season.
TruEarth is considering expanding into the $53 billion whole grain refrigerated pizza market but has concerns about viability given health concerns and competition. They conducted market research including 300 mall intercepts and an in-home product test of their basic pizza concept. The research found the concept had purchase intent but identified needed improvements like pricing and crust preferences. Sales volume is estimated at $15 million, above the $12 million needed, so the conclusion is TruEarth should launch the product after addressing identified issues.
- Edgar Newell started Newell Company in 1902 through the acquisition of a curtain rod manufacturer.
- Dan Ferguson crafted a growth strategy of acquiring companies to expand Newell's product line.
- In the late 1990s, Newell faced challenges from increased customer buying power and consolidation in the retail industry.
- Newell acquired Calphalon and Rubbermaid but integrating the large Rubbermaid presented challenges due to its size, reputation, and operations that could impact Newell's strategy.
The document summarizes a case study involving a dissatisfied customer, George Shelton, of the dry cleaning company Presto Cleaners. Mr. Shelton has complained about Presto losing and later finding his shirts, as well as poor customer service. The Presto Cleaners president must decide whether to fix the problem by compensating the customer, or assess problems with Presto's operations and culture. The summary calculates the customer's lifetime value including potential referrals, and compares the costs and benefits of keeping the customer versus losing him through negative word-of-mouth. Key learnings include quantifying a customer's full value, the importance of effective communication, and checking systems for improvements after service failures.
Clique Pens - Case Study Solution by Kamal Allazov (Essay type)Kamal Allazov (MSc.)
Clique Pens Case Study by Harward Mba Center. This paper introduces possible solutions and recommendations by MSc. Marketing student - Allazov Kamal. (https://allazov.org/)
Metro Group, German's leading retailer, aims to optimize its supply chain performance with RFID. The initial results are satisfactory, and right now the company arrives at a new question: Expand the already-proven pallet tagging, or increase the granularity with case-level tagging?
Eddie Bauer has experienced many ownership changes and strategic shifts since its founding in 1920. It filed for Chapter 11 bankruptcy in 2009. While known for its outdoor clothing, it struggled with frequent changes to its merchandising strategy that alienated core customers. Currently, it aims to revamp its image as rugged outdoor wear and regain customer trust through a return to basics.
The document provides a situation analysis for The North Face brand, including a SWOT analysis. It summarizes that The North Face is a leading outdoor apparel brand owned by VF Corporation. While apparel manufacturing has declined, VF Corporation has grown to $7 billion in revenue. The SWOT analysis identifies strengths like brand recognition and product diversity, weaknesses like high prices, and opportunities like investing in sustainability and partnerships with sports teams. The greatest opportunity is expanding marketing to college students in the Midwest US.
The document presents recommendations from a retail traffic team for the Eddie Bauer brand. It outlines a proposed "Adventure Card" program to increase foot traffic in Eddie Bauer stores. The team conducted research, testing, and analysis which showed opportunities to engage new customers by rewarding outdoor activities. They recommend rolling out a scaled version of the Adventure Card program nationally to drive traffic, sales, and brand engagement through local event marketing and rewards.
The document discusses retail marketing strategies and success factors. It covers determining competitors, positioning, promotion, developing a marketing plan through market research, setting goals and strategies. Key aspects are product, price, place, promotion. The document recommends specializing in one of five areas: being the cheapest, having the biggest assortment, being the most fashionable, having the most solution-oriented service, or having the fastest service. Retailers must ensure their entire company focuses on their chosen area of specialization.
This document discusses elements of retail strategy, including target market, retail format, and sustainable competitive advantage. It examines criteria for selecting target markets and potential sources of competitive advantage. The document also outlines the strategic retail planning process and provides examples of strategies for growth, global expansion, and building customer loyalty.
The document discusses retail strategy formulation. It begins with defining the retailer's mission which is the core of its existence. A situation analysis is then conducted to understand strengths, weaknesses, opportunities and threats. Various strategic alternatives like market penetration, market development, retail format development and diversification are identified. Objectives are set and resources are obtained to implement the chosen strategy. Progress is then monitored through evaluation and control. International expansion is also discussed as a growth strategy through various methods like exports, franchising, joint ventures, acquisitions and organic growth.
Our Perspective on the challenges and opportunities that digital marketing presents marketers and how to leverage those to create competitive advantage and extraordinary business and brand value for your company
- L.L. Bean aims to strengthen its social media presence and online marketing to appeal to younger customers while maintaining its small business feel. It will hire additional staff to actively engage customers on Facebook, Twitter, YouTube and respond promptly to comments and complaints. The company will increase its digital advertising budget to $4 million annually and utilize targeted Google AdWords and Facebook ads to drive more traffic to its sites and measure effectiveness. Key goals within 1 year include 1000 daily AdWords hits, 500 daily Facebook ad hits, 5000 Facebook fans and 13,000 Twitter followers.
This document discusses customer value modeling from a business intelligence perspective. It defines customer value modeling as a data-driven representation of the monetary worth that a company provides to its customers. Business intelligence tools are instrumental in customer value modeling by quantifying customer benefits in monetary terms based on product features. The document also outlines several methods for creating customer value models, including reverse engineering customer profit and loss statements. It emphasizes the importance of substantial customer interaction to understand how products and services create value for customers.
This document provides a marketing mix analysis of T.K. Maxx, a discount retailer owned by TJX Companies. It discusses T.K. Maxx's history, market segmentation targeting younger customers, differentiated product offerings across departments, competitive pricing strategy, and distribution network. The analysis examines the company's STP approach, 4P marketing mix, pricing factors, and channel distribution. Recommendations are provided to strengthen T.K. Maxx's positioning and further its marketing strategy.
REI is an outdoor equipment retailer and consumer cooperative with over 100 stores nationwide. As a co-op, REI aims to closely cater to its membership needs through activities like equipment rentals, expert advice, and environmental stewardship programs. However, REI faces challenges balancing its cooperative structure with maintaining a high-end brand image against large competitors. This report analyzes REI's strategy and competitive position, finding that strengthening the fit between its cooperative focus and environmental leadership could help secure its position by differentiating its products and communicating its unique value proposition to customers.
This document provides a marketing strategy proposal for a new kidswear brand called Mushrooms. It includes an analysis of the kids apparel market in India, target segments, positioning, branding, distribution strategies, pricing, and communication plans. The key points are:
1) The kids apparel market in India is growing rapidly at 17% annually but is dominated by unorganized local players. Mushrooms will target the organized retail segment.
2) Mushrooms will position itself as an affordable, mid-market brand offering quality kidswear. Its logo features mushrooms to represent youthfulness.
3) Distribution will include exclusive brand outlets, multi-brand outlets, and shop-in-shops located in major cities across India
Lilliput is a leading kidswear manufacturer in India that was started in 1991. It now has over 8 manufacturing units, 4000 employees, 135 brand outlets across 18 states and 35 cities in India. It exports to major brands around the world and has received several awards for its growth and quality products. Lilliput aims to expand its retail presence internationally and increase its number of standalone outlets in India to 500 by 2009. It uses an ERP system and various transportation companies to manage its supply chain operations across fabric procurement, production, distribution, and warehousing.
Whether you are new in the CIO/CTO role or considering applying for a CIO/CTO position, you get one chance to build your credibility and create a sense of trust with your peers,
your team, your customers and your boss.
The CIO/CTO First 90 Days PowerPoint framework delivers a concrete plan of key activities and expected outcomes related to their Prepare, Assess, Plan, Act, Measure and Communicate efforts. Rather than creating a first-90-day plan from
scratch, leverage this PowerPoint as a timesaver and a way to hasten early wins and achieve business results.
Please connect with me on Allie Gentry LinkedIn if you found this helpful.
https://www.linkedin.com/in/alliegentry/
Allie Gentry
Chloé is a French fashion house founded in 1952 in Paris. It is known for its "ready-to-wear" and "resort" styles. The company's founder, Gaby Aghion, coined the term "prêt-à-porter" meaning ready-to-wear. In 1997, Stella McCartney became the creative director and brought a new romantic feel while maintaining the vintage style. Chloé targets females aged 25-45 and has different collections like ready-to-wear, accessories, children's wear, and its popular fragrance line.
This document outlines a 90 day plan for a new product manager. The plan is divided into three phases: days 0-30 focus on introductions and understanding business objectives, organizational objectives, and product strategy; days 31-60 involve taking ownership including drafting plans for revenue, marketing, and product roadmaps; days 61-90 focus on product leadership including finalizing plans, frameworks, and roadmaps and socializing the strategy with the organization.
This presentation discusses children's wear for the garment industry in Bangladesh. It provides a brief history of the garment industry and notes that currently around 66 factories in Bangladesh produce children's wear. Key children's wear brands in Bangladesh are identified. The presentation defines children's wear and discusses sizing standards. It outlines some of the main fabrics used in children's wear like cotton and polyester. Different types of children's clothing like winter wear, summer clothing, and sportswear are summarized. Popular children's garments like t-shirts, hoodies, trousers and snowsuits are also highlighted.
Retail Marketing Project : Store conceptualizationSuhasini Jain
This document provides information on a proposed concept store for specialty food retail. It discusses market trends driving the success of niche food formats, including increasing incomes, demand for international foods, and filling a gap in the market. It then outlines the concept of frozen yogurt parlors being new in Chennai and lists the key existing players. Finally, it proposes positioning the store as providing the finest, freshest yogurt, cupcakes, and cheesecakes made with high quality ingredients with an emphasis on customer happiness.
ZARA's 6 months social media strategy plan for Social Commerce class at Parsons The New School for Design. Project includes SWOT analysis, strategic plan to improve ZARA's social media, guerrilla marketing, and partnership marketing.
eFarm is an agri supply chain platform that aims to link farmers directly to consumers. It addresses the current problems of the fragmented agri supply chain such as multiple middlemen, lack of quality control and price transparency. eFarm's key innovations are using weighing machines to standardize transactions by weight instead of volume, simple grading systems to match quality to the right customers, and using mobile phones and SMS to provide technology solutions with wide reach. The platform aims to unlock revenue potential across the supply chain by developing an online marketplace while utilizing offline distribution mechanisms.
Bake retention into your eCommerce Pie - ecommerce webinarCustomerGauge
This webinar discusses how ecommerce companies can improve customer retention through measuring customer satisfaction and loyalty. It recommends:
1) Using Net Promoter Score (NPS) surveys to measure customer satisfaction and identify promoters and detractors.
2) Focusing retention efforts on the "Magic 8%" of top customers who contribute disproportionately to sales.
3) Thanking promoters for their business, identifying issues from detractor comments, and implementing a customer "rescue" program to improve loyalty.
Group 2 analyzed Target Corporation. [1] Target currently operates over 1,800 stores across the US and is the 5th largest retailer. [2] It stands today as an exclusive US retailer known for its bullseye logo and focus on home items, fashion, and consumable goods at slightly higher prices than Walmart. [3] During the 2008 recession, Target's sales fell as its product mix focused more on home goods, while Walmart saw increased sales of consumable products like food that were in higher demand.
target is the US largest retailer store.this case present that how target got success in very low time and how its compete its best rival WALMART,what strategies it adopted to got success and made lots of revenues.
The document discusses two chapters from the book "How We Compete". Chapter 9 talks about the trend of offshoring US manufacturing jobs to low-cost countries and the difficulties of keeping jobs in the US. It also discusses niche sectors that remain domestic and the concept of industrial clustering. Chapter 10 examines Japan's strategy of globalization, focusing on maintaining strengths at home while expanding abroad, as seen in the cases of companies like Matsushita and Kenwood. A company's competitive advantages are shaped by its legacy and history in a particular country.
Similar to Retail Marketing Strategy Eddie Bauer (6)
1. Eddie Bauer is experiencing rapid declining sales
1) Eddie Bauer does not 2) Increasing returns from 3) Customer Relationship
understand who their Catalog channel, a synergy Management problems
customers are management problem
· Eddie Bauer
· 70% of · Channel Management currently has no
merchandising is lead to increased CRM system in
male across all returns because place
channels, however consumers can now · Eddie Bauer is
80% of all purchases return any product to having trouble
are done by females any channel getting the proper
· Target market for · 65% of total catalog CRM employee’s to
Eddie Bauer sales were returned work for them
currently is leaving a profit of because
educated, affluent, $185MM competitors or
40 year old, married getting to them first
and active men and
women
· Gearing a small · Poor management · The absence of a
marketing budget to understanding of fully operational
the wrong target synergy has led to CRM system leads to
consumers leads to higher returns and less management
less purchases chance of resale confusion on who to
market what
product to
2. Eddie Bauer takes the strong position of a high quality, timeless and upscale clothing brand
etched from rich roots in the high end outdoor segment
1920
Rugged,
outdoorsy and
tough
Tr
an
sit
io
n
to
1980
Family oriented, Genuine and down
fashionable and to earth
old fashioned
Tr
an
sit
io
n
to
1999
Casual wear for
men and
women over 30
Outdoor sporting Manufacturing, Specialty clothing Cataloging to
gear, tennis catalog, store, focused mass audiences
equipment and expedition gear, catalog approach, and providing up
customer service fishing and male/female to date casual
hunting customers wear to men and
women
1920 2000
3. An Eddie Bauer customer has changed over the years to women becoming the main gender
segment who purchase Eddie Bauer products
Retail Store Catalog
I-Media
Characteristics of EB retail Characteristics of EB catalog
Characteristics of an EB online
shopper: shopper:
shopper:
· 7% of US population that · Divided into three segments:
· 50/50 split male and female
walk buy a EB store actually Catalog only purchasers =
· 50% of I-media sales were to
purchases something $200MM (500,000
new customers
· 70% of customers are customers)
· 68% of 88% who shopped EB
women 45% of store stock is · Catalog and store
online did not purchase
geared to women purchasers = $300MM
anything
· Women that shop for men (500,000 customers)
and find something for · Extreme Loyal catalog and
themselves (TARGET) store = $13MM (26,000
customers)
· Women’s products = 70% of
goods sold
· 75% of phone calls were
women
Eddie Bauer is expelling energy, money and
time to the following customers, when the
return on investment is not yielding what
they anticipate
Eddie Bauer Primary Target Market
should be:
· Women ages 30+
· Married
· Who buy clothes for their husband
because their husband doesn’t
Secondary Target is based on ent have time to buy clothes
pm
velo
consumer spending segment via t De · High income families
rke
brand loyalty: y Ma
on d ar · Husband works many hours
· Men via women purchase from Sec
· FHH makes most purchases in the
multiple channels (2+) spending
$500+ family
· Men via women purchase from
multiple channels (2+) spending
$200+
4. Closing the Catalog and focusing on the store front and I-media revenue streams does not
fit with the Eddie Bauer brand and does not increase profits
Closing the catalog will not The positioning of this strategy does not fit with
increase profits: the core competencies of Eddie Bauer the
Company and the Brand:
1) The catalog generates close to 25%
of overall revenue and overall net 1) Eddie Bauer is as successful as it is today
profit because of the catalog driving in new business
2) The catalog has over 3.7MM 2) In order for I-media to be as popular as hoped
customers the catalog will have to drive traffic to the I-media
site
3) The catalog is Eddie Bauer’s main
marketing tool
Eddie Bauer’s Positioning within the market using this strategy:
Eddie Bauer is a customer driven clothing company that takes pride
in developing the latest high quality timeless fashion pieces for our
loyal customers.
Does this positioning fit with the following criteria?
Decision Criteria
Does the strategy fit with the primary target market and
secondary market?
Does the strategy help lower returns from the catalog
channel?
Does the strategy begin to build a CRM system?
No catalog means no traffic to I-media (central hub of CRM)
Does the strategy fit with Eddie Bauer's brand promise of
providing excellent customer service and innovative
casual fashion wear for men and women?
Will the strategy affect Eddie Bauer’s brand image of high
quality fashion?
Is the strategy profitable over time? Without the catalog as the main generator of new business
it may be difficult to have profitable growth over time
Does the strategy increase Eddie Bauer’s
competitiveness?
Will the strategy be easily implemented across all No, there will be an excess of products from the catalog
channels? channel, that will not be able to be sold
Will management be able to adopt the strategy with
relative ease?
5. Separating the catalog from the retail store and I-media will prove to be a logistical
nightmare
Separating the catalog from the
other channels does not fit the · The over stock of catalog items will not
Eddie Bauer brand: be re-sold and therefore will be a major
hit on the bottom line
1) Eddie Bauer will lose sight of · Spending over a year trying to
their target customers implement the idea of synergy and
deciding now to not be synergistic will
2) Separating the channels means lead to employee confusion and
re-branding each channel customer confusion
separately, which takes time,
money and patience
3) This is a very high risk strategy,
with minimal reward and high
potential of client loss
No real
differentiating
position from
the previous
strategy
Eddie Bauer’s positioning within the market using this strategy:
Eddie Bauer is a customer driven clothing company that takes pride in
developing the latest high quality timeless fashion pieces for our loyal
customers.
Does this positioning fit with the following criteria?
Decision Criteria
Does the strategy fit with the primary target market and
secondary market?
High potential of losing sight of target market
Does the strategy help lower returns from the catalog
channel?
Does the strategy begin to build a CRM system? All channels are separate, therefore separate CRM is needed
Does the strategy fit with Eddie Bauer's brand promise of
providing excellent customer service and innovative
casual fashion wear for men and women?
Will the strategy affect Eddie Bauer ’s brand image of high
quality fashion?
Is the strategy profitable over time? N/A data not available to check
Does the strategy increase Eddie Bauer ’s
competitiveness?
Will the strategy be easily implemented across all Building channel brands are not easy, getting noticed in
channels? channels that are unfamiliar is difficult (I-Media)
Will management be able to adopt the strategy with
relative ease?
6. In order for Eddie Bauer to increase sales a three prone strategic plan should be
implemented
Phase 1-Change Target Market
· By focusing 70-75% of our marketing efforts on women Eddie Bauer can increase sales
because we are marketing directly to decision makers
· The first goal of this phase is to increase traffic to the retail store and catalog phone
purchases through I media
· The second goal is to increase sales to women who are purchasing clothes for there
significant other either in the retail store or through the catalog/I-media
Gender Comparison Chart of
Purchasing Via Channel (in millions)
5
4
3
Women
2 Men
1
0
Store Catalog I-Media
Plan of Action: Showcase female products in the front of the
store to increase the amount of visits into the
1) Make the store front more appealing to store
female shoppers inside shopping malls
2) Within the store have 60% of merchandise
geared towards women and 40% geared
Women are impulse buyers, if the right size
towards men and colour are on hand, there is a greater
chance of purchase
3) Increase SKU’s for women’s sizes and colours
4) For specialty sizes and colours; retail stores If the sizes are specialty sizes that are not in
will have non-sellable products for the purpose stock, the value of having at least one sample
of sizing only, purchasing of these products can size for a women to try on is huge as Eddie
be done through the catalog or I-media Bauer will increase the chances of a catalog
purchase
5) The catalog images will be a 50/50 split
between the latest men and women fashions
7. Keep the idea of a synergistic brand image in the customers eye, but in terms of
management combine the catalog and I-media logistics together and keep the retail store
separate
Phase 2- Lower the risk of
returns
· Eddie Bauer is losing a great deal of money because of the idea of synergy
between all channels. This leads customers to return catalog bought items to the
retail store which then have an increased chance of not being purchased
· The main goal of this strategy is to lower returns to the retail store of catalog
purchase items by separating the retail store bought items from the catalog and I-
media items
Ratio of purchases to return in the catalog
channel via gender
Purchases
Women
Purchases Men
Returns Women
Returns Men
*Returns were estimated on gender buying behaviour*
· The catalog and I-media hub will be in Seattle
where all global purchase orders for these two
Plan of Action: channels will be distributed
· The retail store distribution will be separate
from the two other channels to avoid
1) Introduce two distribution hubs one for
confusion and lost product during returns
the 600 retail stores and the other for all
online and catalog purchases
Catalog and I-media returned items will be shipped
2) Develop a promotion strategy where to the Seattle distribution hub through free
shipping vouchers given to customers who want to
returned catalog items are offered as a exchange the items
discount on I-media before next seasons
catalog gets distributed
3) Introduce skimming pricing for new season
goods and lower the price point of last season
The left over stock from last season will be offered
products through a special catalog section at a lower price point to encourage loyal and value
and I-media customers to purchase an older item at a discounted
cost, therefore preventing unsold returns
8. Develop a CRM strategy to transform a value customer into a loyal customer
Phase 3- Develop a CRM System
· Eddie Bauer the brand is known for high quality and timeless clothing items,
these brand attributes must be shared to a larger audience and not just the
loyal followers
· Over 90% of profits come from value customers who don’t necessarily know
the Eddie Bauer brand
· The goal of the CRM system development is to transform a value customer
into a potential loyal customer by understand their buying behaviours and
targeting their needs and wants for Eddie Bauer items
Segment Analysis based on consumer spending habits
Type of Customer Spending amount Percentage of Eddie Profit (estimated on
per year Bauer Customers average spending of
segment)
Value $200-$500 90% $1,743MM
Loyal $500-$1000 1% $26MM
Other >$200 9% $150MM
Plan of Action:
1) Increase the salary of a CRM
veteran and retain his knowledge to
develop the CRM system By Changing 30% of
value customers to
2) Focus the CRM strategy on loyal customers will
turning value customers into loyal return over
customers via targeted promotions $800MM in overall
profit
3) Encourage frontline staff to
extract customer information to
build CRM database
Type of Customer Spending amount Percentage of Eddie Profit (estimated on
per year Bauer Customers average spending of
segment)
Value $200-$500 60% $1,046MM
Loyal $500-$1000 31% $1,801MM
Other >$200 9% $150MM
*Estimated numbers, a thorough investigation of consumer spending is needed to calculate true potential growth