The document is a marketing report for ChenOne, a Pakistani retail chain. It provides an overview of ChenOne's history, vision, mission, objectives, products, pricing, placement, and promotion strategies. The report analyzes ChenOne's business using Porter's 4 Ps and BCG matrix. It finds that ChenOne has a strong brand name and market share in fabrics but needs to target the middle class. The conclusion recommends ChenOne expand outlets worldwide and increase promotion through advertising to build brand awareness.
Introduction
Vision
Mission
Raw materials
Locations of Production units
Machinery or equipment
Product range
Production
• Spinning
• Weaving
• Processing
• Stitching
Total quality management
Certificates
Awards
Distribution of the Chenab textile through ChenOne
Exclusive outlet
Stores location
Organizing Inventory
Supply chain management
Marketing oriented Mission
Marketing objectives
Marketing process
• Market segmentation
• Target Marketing
• Positioning
Marketing Mix
• Product
• Price
• Place
• Promotion
Action program
Competitive Advantage
Customer Service
Competitors
Business portfolio
Marketing strategy
BCG matrix
Product life cycle
SWOT Analysis
This document provides an analysis of Zara, including its target market, value proposition, competitors, and strategies. It discusses Zara's strengths in fast fashion and affordable prices for young, fashion-conscious customers. The analysis examines Zara's marketplace, including Turkey's economic and demographic trends. It finds opportunities in global expansion and threats from new entrants. Finally, the document evaluates Zara's cost leadership strategy and recommends collaborating with local firms and influencers to respond quickly to fashion trends.
This document provides information about Bonanza Satrangi, including:
- The names and roles of members on the management team.
- Details about the company such as the owner, industry, business entity, and location.
- A brief history of how Bonanza Garments was established in 1976 and has since become one of the most successful clothing brands in Pakistan.
- A SWOT analysis of Bonanza's strengths, weaknesses, opportunities, and threats.
- Goals for Bonanza to become a globally recognized brand used worldwide within 15 years.
- A vision to strengthen Pakistan's economy.
- Plans for organizational leadership, controlling, and analyzing Bonanza's performance.
H&M is a major clothing retailer with stores in Europe, Asia, North America, and the Middle East. It operates several brands like H&M, COS, Monki, Weekday, and Cheap Monkey to appeal to a variety of age groups. H&M aims to provide fashionable clothing at low prices to customers of all ages and income levels. The company works to stay relevant through social media platforms like Twitter, Facebook, and YouTube to engage customers and keep them up to date on trends, sales, and new items. H&M's digital marketing strategy targets older customers through promotions, contests on social media, and a fashion show aimed at those aged 50-75 years old.
Khaadi is considering expanding into the Turkish market. As a Pakistani brand, Khaadi's strengths include its tradition-inspired designs and focus on modest Muslim fashion. However, entering Turkey also presents challenges as Khaadi does not currently have supply chain or brand recognition established in that market. It is recommended that Khaadi focus on high-value, furnished products from Pakistan to sell through a few flagship stores in major Turkish cities like Istanbul, Ankara, and Izmir, while maintaining Pakistan as its production headquarters. This approach would allow Khaadi to leverage its design expertise while minimizing risks as it introduces the brand to Turkish consumers.
Sapphire Textiles is a leading textile group in Pakistan with over 50 years of experience. It has 24 manufacturing facilities across Pakistan with over 16,000 employees. Sapphire has a diverse range of capabilities including yarn spinning, weaving, knitting, dyeing, finishing and home textiles sewing. It produces a variety of yarns, fabrics and home textiles. Sapphire exports to over 35 countries globally and has strategic alliances with international partners. It aims to build flexible manufacturing capabilities to meet evolving global demands through its focus on innovation, sustainability and community development.
H&M is a global leader in fast fashion, operating 3,500 stores worldwide. It has experienced rapid growth through celebrity partnerships, social media marketing, and a vertically integrated supply chain. H&M targets young female customers and satisfies their needs for self-expression and creativity through affordable on-trend clothing. While competitors like Zara and Gap pose challenges, H&M maintains a strong brand through consistent advertising and widespread store presence.
H&M was established in 1947 in Sweden and currently has over 4,000 stores worldwide. It employs over 176,000 people and had annual sales of over $20 billion in 2019. H&M focuses on fast fashion and bringing new trends at affordable prices to customers through vertical integration, working directly with suppliers and owning its transportation. The company prioritizes continuous improvement, teamwork, and entrepreneurship.
Introduction
Vision
Mission
Raw materials
Locations of Production units
Machinery or equipment
Product range
Production
• Spinning
• Weaving
• Processing
• Stitching
Total quality management
Certificates
Awards
Distribution of the Chenab textile through ChenOne
Exclusive outlet
Stores location
Organizing Inventory
Supply chain management
Marketing oriented Mission
Marketing objectives
Marketing process
• Market segmentation
• Target Marketing
• Positioning
Marketing Mix
• Product
• Price
• Place
• Promotion
Action program
Competitive Advantage
Customer Service
Competitors
Business portfolio
Marketing strategy
BCG matrix
Product life cycle
SWOT Analysis
This document provides an analysis of Zara, including its target market, value proposition, competitors, and strategies. It discusses Zara's strengths in fast fashion and affordable prices for young, fashion-conscious customers. The analysis examines Zara's marketplace, including Turkey's economic and demographic trends. It finds opportunities in global expansion and threats from new entrants. Finally, the document evaluates Zara's cost leadership strategy and recommends collaborating with local firms and influencers to respond quickly to fashion trends.
This document provides information about Bonanza Satrangi, including:
- The names and roles of members on the management team.
- Details about the company such as the owner, industry, business entity, and location.
- A brief history of how Bonanza Garments was established in 1976 and has since become one of the most successful clothing brands in Pakistan.
- A SWOT analysis of Bonanza's strengths, weaknesses, opportunities, and threats.
- Goals for Bonanza to become a globally recognized brand used worldwide within 15 years.
- A vision to strengthen Pakistan's economy.
- Plans for organizational leadership, controlling, and analyzing Bonanza's performance.
H&M is a major clothing retailer with stores in Europe, Asia, North America, and the Middle East. It operates several brands like H&M, COS, Monki, Weekday, and Cheap Monkey to appeal to a variety of age groups. H&M aims to provide fashionable clothing at low prices to customers of all ages and income levels. The company works to stay relevant through social media platforms like Twitter, Facebook, and YouTube to engage customers and keep them up to date on trends, sales, and new items. H&M's digital marketing strategy targets older customers through promotions, contests on social media, and a fashion show aimed at those aged 50-75 years old.
Khaadi is considering expanding into the Turkish market. As a Pakistani brand, Khaadi's strengths include its tradition-inspired designs and focus on modest Muslim fashion. However, entering Turkey also presents challenges as Khaadi does not currently have supply chain or brand recognition established in that market. It is recommended that Khaadi focus on high-value, furnished products from Pakistan to sell through a few flagship stores in major Turkish cities like Istanbul, Ankara, and Izmir, while maintaining Pakistan as its production headquarters. This approach would allow Khaadi to leverage its design expertise while minimizing risks as it introduces the brand to Turkish consumers.
Sapphire Textiles is a leading textile group in Pakistan with over 50 years of experience. It has 24 manufacturing facilities across Pakistan with over 16,000 employees. Sapphire has a diverse range of capabilities including yarn spinning, weaving, knitting, dyeing, finishing and home textiles sewing. It produces a variety of yarns, fabrics and home textiles. Sapphire exports to over 35 countries globally and has strategic alliances with international partners. It aims to build flexible manufacturing capabilities to meet evolving global demands through its focus on innovation, sustainability and community development.
H&M is a global leader in fast fashion, operating 3,500 stores worldwide. It has experienced rapid growth through celebrity partnerships, social media marketing, and a vertically integrated supply chain. H&M targets young female customers and satisfies their needs for self-expression and creativity through affordable on-trend clothing. While competitors like Zara and Gap pose challenges, H&M maintains a strong brand through consistent advertising and widespread store presence.
H&M was established in 1947 in Sweden and currently has over 4,000 stores worldwide. It employs over 176,000 people and had annual sales of over $20 billion in 2019. H&M focuses on fast fashion and bringing new trends at affordable prices to customers through vertical integration, working directly with suppliers and owning its transportation. The company prioritizes continuous improvement, teamwork, and entrepreneurship.
H&M is a Swedish multinational clothing retailer known for its fast fashion model. It has over 5000 stores globally and sources from over 900 suppliers around the world. Key aspects of H&M's business model include quick response time through vertical integration, affordable prices made possible by outsourcing production to low-cost countries, and an increasing focus on sustainability through initiatives like sustainable sourcing and clothing collection programs. However, the company has also faced criticism over working conditions and wages in its supply chain following disasters like the Rana Plaza factory collapse in Bangladesh.
H&M is a global fashion retailer established in 1947 with over 2,000 stores worldwide. They aim to offer fashion and quality at affordable prices to customers of all ages and styles. H&M's marketing strategy currently focuses on in-store promotions but they want to expand their promotional efforts. Implementing social media marketing through platforms like Twitter, Facebook, and blogs could help H&M better engage customers and communicate sales, new items, and the customer experience. Tracking analytics and customer interactions on these channels over a 3-month period would allow H&M to evaluate the effectiveness of their new social media marketing campaign.
H&M is a Swedish fast fashion retailer founded in 1947. It has over 4,900 stores globally and is the second largest clothing retailer in the world. H&M aims to provide on-trend fashion at affordable prices to customers aged 15-40. Key to its success is its fast production turnaround and global online and physical presence. H&M focuses on sustainability and aims to lead the industry in promoting fair wages and reducing environmental impact. It faces competition from other fast fashion brands but maintains its market position through constant new collections and high brand recognition worldwide.
This document provides a marketing plan for Levi's 501 original fit jeans. It begins with an executive summary that outlines the plan's goal of increasing sales by 6% through various tactics. It then gives background on Levi's as a company. The plan establishes smart objectives and tactics related to distribution, promotions, pricing, and changing the product image. It analyzes the market situation, strengths/weaknesses, opportunities/threats, and main competitors. The target market is identified as well. The integrated marketing mix discusses bringing back the classic American look through advertising, promotions, and competitive pricing. Specific tactics are outlined for pricing, product, distribution, and promotion elements. Advertisements, a storyboard, and evaluation methods are also mentioned
Chenab Group started their own retail brand, Chen One, to provide high quality textiles and products to local Pakistani consumers. Chen One deals in a wide range of furnishings, crockery, accessories, men's, women's and children's wear, shoes, and their premier lawn brand Pareesa. They have 10 stores currently and plan to expand to 30 stores in Pakistan. Chen One also aims to enter the international market and launch electronic and online retailing. Their target market is high-income consumers and they offer quality products and services under one roof with loyal customer discounts.
Zara is a Spanish clothing retailer founded in 1975 known for its rapid fashion production. It is the flagship brand of Inditex, the world's largest apparel retailer. Zara uses a vertically integrated supply chain model to design and manufacture 50% of its products in Spain, allowing it to develop new designs in just two weeks and launch 10,000 new products each year. This fast production model and 1,800 store locations worldwide have contributed to Zara becoming a leader in the fashion industry.
Coach was established in 1941 and became known for high-quality leather handbags and accessories. In the 1990s, Coach lost some popularity as other brands offered more trendy products while Coach remained classic. In 1996, Reed Krakoff was hired as creative director and sought to modernize Coach's image by updating designs while maintaining the brand's quality and classic American style. Krakoff's changes helped revive Coach's popularity and financial success.
SHEIN started as a small fashion company in New Jersey in 2008 and has since grown into a multinational team. Their mission is to offer on-trend styles for young women and teens at affordable prices by rapidly bringing global fashion trends to market. Whether customers are looking for boho dresses, graphic tees, patterned blouses or swimwear, SHEIN aims to be a one-stop shop for stylish yet affordable fashion.
this presentation is about the supply chain of worlds leading apparel manufacturer ZARA and specially about it SUPPLY CHAIN. me and my colleagues have presented about the values, supply chain partners, KPI's(key performance indicators) and lot of supply chain related details n this presentation
Comparing Zara and UNIQLO Using Supply Chain Analysis DeshmukhMika Deshmukh
A research paper comparing the supply chain aspects and methods of Zara and UNIQLO in order to draw conclusions about the companies' respective and comparative competitiveness, as well as to provide recommendations to improve their competitiveness in the U.S. market within the next five years.
Marketing strategies of readymade garment in indiaspintronics12345
The presentation concerns about readymade garment industry of India,and research on effect of marketing strategies adopted by top 500 brands with effect on consumers of these srategies.
H&M is a major Swedish multinational clothing retailer known for fast fashion at low prices. It operates over 3,700 stores in 61 countries and employs around 132,000 people. H&M sells clothing, footwear, accessories and cosmetics for men, women, teenagers and children. Its business concept focuses on offering fashion and quality at the best prices. To expand globally, H&M employs strategies such as opening new stores, focusing on key markets like the US and China, collaborating with designers, and launching related brands at different price points.
This document outlines a digital marketing strategy for Zara clothing to increase brand awareness among young adults and teenagers. The strategy focuses on social media platforms like Facebook, Twitter, Instagram and Pinterest to promote new arrivals, styles and contests. It also discusses search engine optimization, Google Adwords and analytics to drive traffic to Zara's website and mobile app. The total budget allocated for the one-year digital marketing plan is $9 million, with the largest portions going towards social media and mobile strategies.
A critical Analysis of the famous Brand H&M.
IN this we have tried our best to cover each and every point of the H&M company, in it we cover the description, establishment, objectives, missions, goals, organizational structure, SWOT analysis, leadership, decision making of the company.
we hope that it will help you in your projects.
Mango is a Spanish fast fashion brand founded in 1984 that designs, manufactures, and markets women's, men's, and children's clothing. It has over 2,700 points of sales in 108 countries worldwide. While Mango has experienced success with its fast fashion model and international expansion, its summary identifies opportunities to improve brand image, social media presence, and supply chain management to better compete in the challenging retail environment.
Introduction to marketing H&M essay printAoki Sanchez
H&M is a Swedish multinational retailer known for fast fashion. It has over 3,900 stores worldwide selling clothing, accessories, cosmetics and homeware for men, women, teenagers and children. H&M aims to offer quality, sustainable and affordable fashion. Some of its strategies include expanding online, opening 10-15% more stores annually, and investing in sustainability through initiatives like its "conscious" collection and cotton farming projects. It also owns six independent brands like COS, Weekday and Monki. While facing competition from brands like Zara, H&M has been growing sales annually and aims to continue its global expansion, especially in markets like China, India and the US.
H&M is a Swedish multinational retailer known for fast fashion clothing. It offers a wide variety of clothing, accessories, and home goods for men, women, teens, and children. H&M has stores in 61 countries worldwide and online shopping in 32 countries. It aims to provide stylish designs at affordable prices to customers of all ages and styles.
Gul Ahmed Textile Mills is a leading textile company in Pakistan that began in the early 20th century. It produces high quality cotton fabric, home textiles, fashion apparel, and designer lawn products. Gul Ahmed has strong brand recognition for pioneering lawn fashion in Pakistan. It focuses on new design trends, competitive pricing, and marketing new collections through fashion shows and magazine advertisements to drive sales. The company's success is attributed to its core competency in yarn production, strategic product placement, introduction of new designs, and high quality standards.
The document provides an analysis of Prada's brand strategy. It begins with a brief history of the brand from its founding in 1913 to its expansion globally in the 1990s under Miuccia Prada. It then performs a SWOT analysis, identifying strengths such as a loyal audience and global store presence, weaknesses like high reliance on leather goods, opportunities like growth in Asian markets, and threats from competitors. Finally, it proposes three strategic recommendations: expanding further into high-growth markets, enhancing its digital and online presence, and pursuing co-branding or product alliances with other fashion brands.
This document provides an overview and analysis of the Spanish clothing retailer Zara. It discusses:
1) Zara was founded in 1975 in Spain and is now one of the world's largest retailers, known for quick production cycles and trendy designs.
2) Zara's business model focuses on frequent new product introductions, short production cycles, over 1,000 suppliers, and fast delivery to over 6,000 stores worldwide.
3) Zara's target market is fashion-conscious consumers aged 15-45, with a focus on women's and men's clothing. The analysis identifies opportunities in the growing plus-size segment.
Chen one is a fashion clothing brand established in 1999 that uses management functions like planning, organizing, leading, and controlling. It has a vision to be the most preferred brand and produce products according to market demand. Planning includes strategies for short-term goals like online sales and long-term goals of quality over profitability. Organizing involves inventory management and production processes. Leading uses both autocratic and democratic styles. Controlling maintains standards through checks, performance comparisons, and corrective actions. Chen one has been successful through marketing activities and attracting customers with offers.
iMolvi is a brand providing every guy and girl a token of the religion we love. iMolvi is dedicated to provide a diverse array of stylish and religiously promotional T-Shirts, Caps & Hoods.
H&M is a Swedish multinational clothing retailer known for its fast fashion model. It has over 5000 stores globally and sources from over 900 suppliers around the world. Key aspects of H&M's business model include quick response time through vertical integration, affordable prices made possible by outsourcing production to low-cost countries, and an increasing focus on sustainability through initiatives like sustainable sourcing and clothing collection programs. However, the company has also faced criticism over working conditions and wages in its supply chain following disasters like the Rana Plaza factory collapse in Bangladesh.
H&M is a global fashion retailer established in 1947 with over 2,000 stores worldwide. They aim to offer fashion and quality at affordable prices to customers of all ages and styles. H&M's marketing strategy currently focuses on in-store promotions but they want to expand their promotional efforts. Implementing social media marketing through platforms like Twitter, Facebook, and blogs could help H&M better engage customers and communicate sales, new items, and the customer experience. Tracking analytics and customer interactions on these channels over a 3-month period would allow H&M to evaluate the effectiveness of their new social media marketing campaign.
H&M is a Swedish fast fashion retailer founded in 1947. It has over 4,900 stores globally and is the second largest clothing retailer in the world. H&M aims to provide on-trend fashion at affordable prices to customers aged 15-40. Key to its success is its fast production turnaround and global online and physical presence. H&M focuses on sustainability and aims to lead the industry in promoting fair wages and reducing environmental impact. It faces competition from other fast fashion brands but maintains its market position through constant new collections and high brand recognition worldwide.
This document provides a marketing plan for Levi's 501 original fit jeans. It begins with an executive summary that outlines the plan's goal of increasing sales by 6% through various tactics. It then gives background on Levi's as a company. The plan establishes smart objectives and tactics related to distribution, promotions, pricing, and changing the product image. It analyzes the market situation, strengths/weaknesses, opportunities/threats, and main competitors. The target market is identified as well. The integrated marketing mix discusses bringing back the classic American look through advertising, promotions, and competitive pricing. Specific tactics are outlined for pricing, product, distribution, and promotion elements. Advertisements, a storyboard, and evaluation methods are also mentioned
Chenab Group started their own retail brand, Chen One, to provide high quality textiles and products to local Pakistani consumers. Chen One deals in a wide range of furnishings, crockery, accessories, men's, women's and children's wear, shoes, and their premier lawn brand Pareesa. They have 10 stores currently and plan to expand to 30 stores in Pakistan. Chen One also aims to enter the international market and launch electronic and online retailing. Their target market is high-income consumers and they offer quality products and services under one roof with loyal customer discounts.
Zara is a Spanish clothing retailer founded in 1975 known for its rapid fashion production. It is the flagship brand of Inditex, the world's largest apparel retailer. Zara uses a vertically integrated supply chain model to design and manufacture 50% of its products in Spain, allowing it to develop new designs in just two weeks and launch 10,000 new products each year. This fast production model and 1,800 store locations worldwide have contributed to Zara becoming a leader in the fashion industry.
Coach was established in 1941 and became known for high-quality leather handbags and accessories. In the 1990s, Coach lost some popularity as other brands offered more trendy products while Coach remained classic. In 1996, Reed Krakoff was hired as creative director and sought to modernize Coach's image by updating designs while maintaining the brand's quality and classic American style. Krakoff's changes helped revive Coach's popularity and financial success.
SHEIN started as a small fashion company in New Jersey in 2008 and has since grown into a multinational team. Their mission is to offer on-trend styles for young women and teens at affordable prices by rapidly bringing global fashion trends to market. Whether customers are looking for boho dresses, graphic tees, patterned blouses or swimwear, SHEIN aims to be a one-stop shop for stylish yet affordable fashion.
this presentation is about the supply chain of worlds leading apparel manufacturer ZARA and specially about it SUPPLY CHAIN. me and my colleagues have presented about the values, supply chain partners, KPI's(key performance indicators) and lot of supply chain related details n this presentation
Comparing Zara and UNIQLO Using Supply Chain Analysis DeshmukhMika Deshmukh
A research paper comparing the supply chain aspects and methods of Zara and UNIQLO in order to draw conclusions about the companies' respective and comparative competitiveness, as well as to provide recommendations to improve their competitiveness in the U.S. market within the next five years.
Marketing strategies of readymade garment in indiaspintronics12345
The presentation concerns about readymade garment industry of India,and research on effect of marketing strategies adopted by top 500 brands with effect on consumers of these srategies.
H&M is a major Swedish multinational clothing retailer known for fast fashion at low prices. It operates over 3,700 stores in 61 countries and employs around 132,000 people. H&M sells clothing, footwear, accessories and cosmetics for men, women, teenagers and children. Its business concept focuses on offering fashion and quality at the best prices. To expand globally, H&M employs strategies such as opening new stores, focusing on key markets like the US and China, collaborating with designers, and launching related brands at different price points.
This document outlines a digital marketing strategy for Zara clothing to increase brand awareness among young adults and teenagers. The strategy focuses on social media platforms like Facebook, Twitter, Instagram and Pinterest to promote new arrivals, styles and contests. It also discusses search engine optimization, Google Adwords and analytics to drive traffic to Zara's website and mobile app. The total budget allocated for the one-year digital marketing plan is $9 million, with the largest portions going towards social media and mobile strategies.
A critical Analysis of the famous Brand H&M.
IN this we have tried our best to cover each and every point of the H&M company, in it we cover the description, establishment, objectives, missions, goals, organizational structure, SWOT analysis, leadership, decision making of the company.
we hope that it will help you in your projects.
Mango is a Spanish fast fashion brand founded in 1984 that designs, manufactures, and markets women's, men's, and children's clothing. It has over 2,700 points of sales in 108 countries worldwide. While Mango has experienced success with its fast fashion model and international expansion, its summary identifies opportunities to improve brand image, social media presence, and supply chain management to better compete in the challenging retail environment.
Introduction to marketing H&M essay printAoki Sanchez
H&M is a Swedish multinational retailer known for fast fashion. It has over 3,900 stores worldwide selling clothing, accessories, cosmetics and homeware for men, women, teenagers and children. H&M aims to offer quality, sustainable and affordable fashion. Some of its strategies include expanding online, opening 10-15% more stores annually, and investing in sustainability through initiatives like its "conscious" collection and cotton farming projects. It also owns six independent brands like COS, Weekday and Monki. While facing competition from brands like Zara, H&M has been growing sales annually and aims to continue its global expansion, especially in markets like China, India and the US.
H&M is a Swedish multinational retailer known for fast fashion clothing. It offers a wide variety of clothing, accessories, and home goods for men, women, teens, and children. H&M has stores in 61 countries worldwide and online shopping in 32 countries. It aims to provide stylish designs at affordable prices to customers of all ages and styles.
Gul Ahmed Textile Mills is a leading textile company in Pakistan that began in the early 20th century. It produces high quality cotton fabric, home textiles, fashion apparel, and designer lawn products. Gul Ahmed has strong brand recognition for pioneering lawn fashion in Pakistan. It focuses on new design trends, competitive pricing, and marketing new collections through fashion shows and magazine advertisements to drive sales. The company's success is attributed to its core competency in yarn production, strategic product placement, introduction of new designs, and high quality standards.
The document provides an analysis of Prada's brand strategy. It begins with a brief history of the brand from its founding in 1913 to its expansion globally in the 1990s under Miuccia Prada. It then performs a SWOT analysis, identifying strengths such as a loyal audience and global store presence, weaknesses like high reliance on leather goods, opportunities like growth in Asian markets, and threats from competitors. Finally, it proposes three strategic recommendations: expanding further into high-growth markets, enhancing its digital and online presence, and pursuing co-branding or product alliances with other fashion brands.
This document provides an overview and analysis of the Spanish clothing retailer Zara. It discusses:
1) Zara was founded in 1975 in Spain and is now one of the world's largest retailers, known for quick production cycles and trendy designs.
2) Zara's business model focuses on frequent new product introductions, short production cycles, over 1,000 suppliers, and fast delivery to over 6,000 stores worldwide.
3) Zara's target market is fashion-conscious consumers aged 15-45, with a focus on women's and men's clothing. The analysis identifies opportunities in the growing plus-size segment.
Chen one is a fashion clothing brand established in 1999 that uses management functions like planning, organizing, leading, and controlling. It has a vision to be the most preferred brand and produce products according to market demand. Planning includes strategies for short-term goals like online sales and long-term goals of quality over profitability. Organizing involves inventory management and production processes. Leading uses both autocratic and democratic styles. Controlling maintains standards through checks, performance comparisons, and corrective actions. Chen one has been successful through marketing activities and attracting customers with offers.
iMolvi is a brand providing every guy and girl a token of the religion we love. iMolvi is dedicated to provide a diverse array of stylish and religiously promotional T-Shirts, Caps & Hoods.
Chase Up is a family-owned department store business in Karachi, Pakistan operating since 1984. It sells a wide range of products including garments, footwear, household items, and groceries across multiple stores in Karachi. Chase Up aims to provide quality products at affordable prices. It uses strategies like maintaining quality, offering variety, and competitive pricing to attract customers and gain a competitive advantage over rivals.
The document outlines and compares the mission statements, objectives, and business strategies of Gul Ahmed and Al-Karam textile companies. It defines a mission statement and provides the mission statements of each company. The objectives of the companies are also compared. Finally, the document discusses different business strategies and notes that Gul Ahmed uses a price-skimming strategy while Al-Karam focuses on product differentiation through quality.
The document discusses Nintendo's business and strategy. It notes that Nintendo sees its competition not as Sony or Microsoft, but indifference to video games. It then discusses Nintendo's large opportunity in the 65% of US households that have potential additional gamers beyond the one person currently gaming. The document proposes recommendations for Nintendo such as innovative channel distribution to reach non-gamers, building a strong community around gaming, making development easy for both large and small developers, and incentivizing game play and development.
Case StudyPerformance Management at Network Solutions, Inc.
Presentation Prepared By : Sailendra Adhikari, Diwash Kasaju, Nischal Poudel and Shristy during HR Specialization at ACE Institute of Management
Chase up is a retail chain that started operations in Multan, Pakistan in June 2014. It offers a wide range of products including clothing, footwear, home goods, and more. Chase up aims to maximize customer convenience and plans to expand by opening more stores. The company's vision is to be a pioneer in Pakistani retail and provide good quality, low-priced products through continuous innovation. Chase up works to develop its employees and contribute to Pakistan's economic growth. One of its goals is to offer wholesale prices and a comfortable shopping environment for customers.
This document provides information about Chenab Group, a leading textile company in Pakistan. It discusses the group's founding in 1974, key people, headquarters, areas served, and product offerings. Chenab has divisions for spinning, weaving, processing, and stitching textiles. It produces a wide range of products including fabrics, home textiles, garments, and more. The company exports globally and has received several awards for its business success and technologies.
The document discusses the importance of summarization. Providing concise yet informative summaries is a useful skill, as it allows large amounts of information to be efficiently conveyed. Summarization requires identifying the most important elements of a text and distilling them into a brief high-level overview.
Taste De' Italiano will be a leading pasta restaurant in Quetta, Pakistan offering innovative, premium pasta dishes. The restaurant will be financed through owner investment and long-term loans. The business plan outlines objectives to build brand awareness and customer service while growing sales through new store openings. Key milestones include completing the business plan, setting up the first restaurant, achieving profitability, and opening a second location. Marketing will focus on inserts, banners, and gaining press coverage while sales are expected to gradually increase over the first three years.
Engro Corporation Limited (formerly known as .Engro Chemical Pakistan Limited.) is one of the largest industrial corporations in Pakistan.
It operates in various sectors
Fertilizer
Food
Energy
Chemical
Business Automation Solutions
Nintendo is a Japanese video game company founded in 1889. In 1983, Nintendo transitioned to focus solely on video games, becoming one of the longest-running and most influential video game companies. Nintendo differentiates itself by targeting non-gamers and families with casual games through unique and innovative console controllers and technologies.
This document provides an overview of FedEx Corporation, including its mission, history, operations, competitive advantages, and recommendations. FedEx is a global shipping company that offers transportation, e-commerce, and business services. It operates major hubs around the world and has grown significantly since its founding in 1971 through strategic acquisitions and innovations in technology. While the company engages in some ethical practices around sustainability and disaster relief, it has also faced issues with overcharging customers. The document recommends that FedEx continue focusing on cost savings, customer service, and innovation to maintain its competitive edge.
1. The document discusses Gillette, the global leader in male toiletry products. Gillette was established in 1901 and introduced the safety razor in 1904.
2. Gillette's mission is to build shareholder value through profitable growth. Its vision is to deliver consumer value and customer leadership faster than competitors.
3. Gillette has a range of products including razors, deodorants, shaving creams, and batteries acquired through Duracell. It focuses on branding, innovation, and prioritizing profitable product lines in India.
The document analyzes Nintendo's strategic position and provides recommendations. It begins with an introduction and bottom-line messages around improving hardware, online networks, licensing characters, business structure, and developing handhelds. A strategic analysis is then presented using Porter's Five Forces and a PESTEL analysis. Recommendations include licensing characters for mobile/third parties, releasing a new console, continual handheld development, building an online network, and changing company structure/culture. Alternatives discussed are diversifying expertise through acquisitions and strategic relationships. The conclusion emphasizes developing next-gen consoles/handhelds with a focus on customer desires to restore market position and develop lasting customer connections.
A case for change for Nintendo: switch to consumer focus or lose your audience.
This was an individual research project done for the Strategy & Innovation module of Hyper Island's Digital Media Management course.
Gul Ahmed Textile Mills Ltd. was incorporated in 1953 in Pakistan and has since grown to become one of the largest textile companies in the world. The company operates an integrated textile facility with over 100,000 spindles and various weaving, dyeing, and finishing processes. Gul Ahmed aims to set trends globally through innovative technology and teamwork while fulfilling its social and environmental responsibilities. It focuses on quality control throughout manufacturing to produce high quality textiles.
1) The textile industry in Pakistan has seen robust growth in exports in recent years and is a major contributor to the country's GDP and employment.
2) Gul Ahmed Textile Mills is one of the largest textile companies in Pakistan, with integrated operations from yarn production to finished goods.
3) The company produces a wide range of textile products for domestic and international markets, with a focus on quality through modern technology and strict quality control practices.
The document discusses Nintendo's change in strategy from competing in the existing video game market to creating a new market with the Wii console. Nintendo was losing market share to competitors and focused the Wii on a more casual audience by introducing innovative motion controlled gameplay, game packs for fitness and entertainment, and targeting a broader consumer base beyond traditional gamers. This new "blue ocean" strategy helped Nintendo grow its market share and sales.
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Business Concept Proposal
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“Disability is not Inability, Together we can make it.”
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Noor Al-Naqeeb
Ahmad Al-Methen
Jenan Al-Failakawy
Sumood Al-Azmi
Fahad Al-Hindal
Layal Al-Tamimi
Zahra Al-Qalaf
Executive Summary
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Introduction and Background to the Proposal
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Unfortunately the awareness of Handicapped and people with disabilities is minimal here in Kuwait, Fortunately enough for us this institution targets the majority of the people whom are suffering from such conditions since we will be dominating this field in Kuwait.
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Strategic marketing at chen one
1. BALOCHISTAN UNIVERSITY OF INFORMATION
TECHONOLOGY ENGINEERING AND MANAGEMENT
SCIENCES
Strategic Marketing
ChenOne
Ahsan Ali, Rabia Iftikhar & Zarqa Qamar – 12309, 12285 & 15911 respectively
MBA 5th B
July 2nd, 2013
Sir Muhammad Ali
2.
3. ACKNOWLEDGEMENTS
Praise and thanks to “ALLAH” Almighty, the one testing us all at all times and making
decisions about what we don’t know and can’t know.
The report being submitted today is a result of collective effort. There are innumerous helping
hands behind who have guided us on our way. Writing this report appeared to be a great
experience to us. It added a lot to our knowledge. This report is one of our memorable
experiences in student life.
Though words are inadequate in offering thanks to our teacher but we owe our profound
gratitude to Sir Muhammad Ali for stimulating our creative abilities by assigning this project to
us and for her able guidance and useful suggestions, which helped us in completing the project in
time. Whatever we have learnt from her and this project report has put indelible impression on
our minds and it is our conviction that this learning experience will always be a source of help in
our practical life and professional career.
Finally, yet importantly, we would like to express our heartfelt thanks to our beloved parents, for
cooperation, help, kindness and blessings, our family and friends for their help and wishes for the
successful completion of the work.
5. 1. Executive Summary
The report is about Chen one which gives a glimpse of the history of ChenOne, vision and
mission statements, objectives, links between mission statement and objectives, BCG matrix
analysis. Conclusions and recommendations are given at the end on the basis on above
mentioned content analysis.
By going through all the context it is known that overall ChenOne is working so well and by
going through the BCG Matrix analysis and 4 P’s the facts were that it has a strong brand name
dealing in many businesses and providing high quality products.
As ChenOne came in the market in 90’s and captured high market share. This is analyzed
through the current position and the efficient and effective operations they are performing.The
brand is coming up with many new offerings and by the renowned brand name they can capture
more market shares than others.
6. 2. ABOUT ChenOne
As the millennium takes a turn, the free flow of information, resulting from the internet and
satellite has resulted in a sweeping change in the fashion trends throughout the globe.
Responding promptly to the market need, Mian Muhammad Latif, Chief Executive of Chenab
Group, visualized a brand catering to such market requirements. ChenOne is a subsidiary of
Chenab Limited, formally Chenab Fabrics and Processing Mills Limited. The Group is one of the
largest exporters of home textile products from Pakistan. In 1997, ChenOne opened its first
branch in Jinnah Super, Islamabad. This was the first store of its kind in Pakistan offering the
complete range of Fashion clothing & foot wear, Bed Linen, Kitchen Accessories and Furniture.
The tremendous success and acceptance of the idea reflected the maturity of our customers on
one hand, and on the other hand, prompted ChenOne to open branches nationally &
internationally, so nationally in Rahim Yar Khan & Islamabad (1997), Lahore (Gulberg) and
Faisalabad (1998), Karachi Park Tower (1999), Rawalpindi (2001), Peshawar(2002), Abbottabad
and Lahore (defence) in 2004, Multan (2005), Sialkot &Gujrat in 2006, Karachi Tariq Road
(2007) , Sargodha & Bahawalpur in 2009. Plus Internationally ChenOne opened its branches in
Dubai (Jumeriah),Abu Dhabi (Marina Mall),Ajman (New Sanaya), Al-Ain (Bawadi Mall) ,KSA
(Al-Thiyafa Mall Makkah and Ollaya Street Riyyadh) and simultaneously during this period.
Outlets in Gujranwala, Hyderabad, Kuwait and Musqat are our near future destinations. With the
target of opening 50 stores in Pakistan by 2015, ChenOne will maintain its status of being the
largest chain of stores in Pakistan.
7. 3. Corporate Business
ChenOne takes high class living & alluring lifestyle a step further with the introduction of its
business development service entitled to serve a touch of class & the trademark ChenOne
lifestyle to the corporate industry. ChenOne's business development department is aimed at the
corporate sector, which includes the hospitality industry, i.e. hotels, prestigious clubs,
restaurants, civil & armed forces guest houses, government & private institutions and local &
multinational companies. This department offers a wide range of coordinated concepts in bed
linen, bed basics, curtains, table linen, furniture, bath & kitchen accessories & other home
apparels.
This department has taken charge of a network of business throughout the country & provided its
services & products to top-notch institutions nationwide.
8. 4. ChenOne Vision Statement
ChenOne Vision 2010 despite obvious cultural and business challenges, ChenOne has
experienced success because of its ability to transfer the company’s unique culture and effective
retailing concepts. ChenOne has realized the potential growth worldwide; by 2010 ChenOne
would open several branches in existing and international markets.
5. ChenOne Mission Statement
To be the business house of the first choice for customers-- To be a change leader-- To produce
innovative, relevant and cost effective products-- Setting and maintaining high standards-- To
earn profit by achieving optimum level of production by using state of the art technologies-- To
provide ideal working conditions to employees and to take care in their career planning and
reward them according to their skills and responsibility-- To meet social and cultural obligations
towards the society being a patriotic and conscientious corporate citizen.
6. ChenOne Objectives
ChenOne foundation has an all encompassing objective of community well being and
restoration, all of its diverse undertakings comply with this sole aim of the foundation.
ChenOne foundation aims to enhance the persistent provision of first-rate medical and
health facilities to the deserted segregations of the society.
The foundation pledges to work in coalition as well as independently for all the
community reinstatement programs in any national calamity that might cross the country.
Considering the intellectual strength as the primary credential to the community
elucidation, ChenOne foundation deems to facilitate the process of educational evolution
in the country. And in this pursuit, it looks forward to enter into affiliation with various
educational institutions so that the opportunities of gratis education could be made
possible for the needy students.
Pertaining to the prevalence of unemployment and redundancy in the country, ChenOne
wants to endorse vocational and technical education in Pakistan, acting as a platform of
benefaction in many prospective aspects.
ChenOne foundation believes to support and elaborate the right notion of women
empowerment in Pakistan. Considering this fact, the foundation wants to pursue many
projects of women education, vocational training and employment as an aid to enhance
the status of women as well the economy of the country.
The foundation has been and further wants to pursue in the spectrum of credit fund establishment
or micro finance support programs for the deprived community in the spirit of its genuine
contribution towards the reduction of unemployment and prevailing poverty.
9. 7. Link between Mission Statement and Objectives
ChenOne states in its mission statement, “To meet social and cultural obligations towards the
society being a patriotic and conscientious corporate citizen”. For this purpose they have come
up with the foundation named as “ChenOne foundation” which aims to work for the betterment
of society by providing medical facilities. The foundation is not limited to work with in the
country only but across the country as well. The foundation also aims to start educational
institutes for the needy students so that many of them are able to learn and educate themselves.
The foundation not only focuses only on basic education but also on technical trainings to reduce
unemployment and is focusing on female education, their vocational training and employment to
upgrade the status of women and economy of the country.
8. ChenOne 4 P’s
Marketing mix strategies
Product
ChenOne is dealing a shopping product and specialty product. Product mix of 2010 is Footwear
and cloths (Gents / Ladies / kids) Complete Range Cooking Utensils Cosmetics New Born Gift
Sets. Designers Jewelry Watches. We are manufacturing a comfortable clothes .quality of
product is important to establish a name in the market. The woman of today world is to keep up
with the changing world.ChenOne has a latest collection of woman wear; footwear and bags. We
ensure that our quality will satisfy the customer wants and needs. Fashion products by ChenOne
are featured in leading fashion magazines of Pakistan. The ChenOne kiosks are popular
attractions in the Dubai Shopping Festivaland it is a reputed and well-known brand inside and
outside Pakistan.ChenOne totally committed for quality. We always assure quality to our
customer.
Chen one’s brands have a growth stage because in future they will open the outlets at different
places and target the middle class.
Product Category
Apparel & Accessories
Handbags
Neckwear
Clothing - General
Clothing & Accessories - Men
Clothing & Accessories - Women
10. Pants
T-Shirts
Shoes
Family & Community
Children & Child Care
Boys' Clothing & Furnishings
Children's & Infants' Wear
Girls' Wearing Apparel
Home & Garden
Bedroom & Linens
Bed Spreads
Bedding
Furniture Dealers
Kitchen Accessories
Interior Decoration
Shopping & Specialty Stores
Men's Clothing & Furnishings
Neckwear
Pants
Shoes
T-Shirts
Department Stores
Garments Stores
Home Stores
11. Price
Chen one set a skimming price to generate revenue.chen one deal a life style and designed
product because its life cycle is short that’s a reason they charge a high price.chen one pareesa
lawn range is from 2000 to 2300 Rs / suit
Chen one gives order and makes furniture like beds and sofas for hotels. Wood’s quality is good
that’s the reason they charge high price. company carries out research on competitor’s price and
brand loyalty when it feels extreme necessity of changing price.
Place
ChenOne using a indirect channels. Chen one extends its outlets all over the Pakistan and
worldwide. In worldwide they target the Middle East and Europe. In Pakistan there place is very
potential because there quality product is good and they consider the customer wants and
demands. They introduce the seasonal clothes which prints are very unique and latest. That’s the
reason there place is good.chen one maintain the international and national standard and keep in
mind to culture that’s the reason there place day by day increase. Chenone has today 10 local and
six outlets in the Middle East with an annual turnover of Rs 1 billion.
Chen one is associated with honorable places.
President House
Holiday Inn, Islamabad
PSL (Pakistan Services Limited)
Prime Minister House
Best Western Hotel, Islamabad
Royal Palm Golf & Country Club, Lahore.
governor House, Lahore
Islamabad Club
Pakistan Steel, Karachi
Sindh Club Karachi
Serena Hotels
Artillery center, Attock
Pakistan Military Academy, Kakul
Promotion
When Chen one introduce its latest product they organize the fashion shows, print fashion
magazines conduct seminars and exhibitions regarding latest fashion.
There has been a scheme at ChenOne stores whereby buyers making purchases for over Rs 2,000
are given a coupon for the lucky draw. Under the same scheme a family from Karachi visited
ChenOne in Lahore and won a Toyota Corolla car.
The facility to buy such a wide range of products under one roof compels a person to say that
ChenOne is a store for the whole family. Superior quality and attractive prices will encourage the
12. people, accustomed to 'foreign products' to switch over to ChenOne without compromising
quality.
Chen one earns a $1.3 million profit on $24.5 million in revenues. Chen one offers a free home
delivery and offer special discount.
9. ChenOne BCG Matrix
ChenOne is basically dealing in multiple businesses as it is mentioned above that they provide all
the accessories for the whole family, they always try to bring innovation according to the fashion
and trends specially in fabrics, they required new technology with the changing environment and
they captured high market share on the basis of good quality, brand name and customers loyalty
so the ChenOne fabrics falls in the 2nd quadrant named stars, on the other hand the furniture and
in other businesses it has a market share but the industry in which they operate in not growing
rapidly as compare to fabric industry so the other businesses falls in 3rd quadrant, cash cows .
10.ChenOneCompetitive Advantage
Brand Equity
Brand Equity Brand is name, sign, design or combination or theme to differentiate from other
competitors. With the help of continuous R & D Investment, Skillful advertising and excellent
trade and consumer service, ChenOne will maintain or improve its brand awareness perceived
quality and functionality and positive association. Leading companies based there growth on
enquiring and building there brand portfolios like ChenOne.
13. 11.Conclusion
The textile industry of Pakistan has a wide range to attract internationally or nationally customer.
Pakistan is the 4th largest country to produce fine cloths.
Chen one is at a piece which is not affordable to most of the people in the country.
Designer clothes are an uprising in Pakistan as a greater portion of the population, both male and
female, are now more style conscious. As a multinational company chen one has been able to
skimming the market with different size of cloths, gents, ladies and kids, international standard
and high quality design, as a product. Chen one has been highly successful over the years.
Overall with its marketing activities Chen one has been successful brand.
Research shows that Pakistani customers are highly attracted to this sort of offers like discount,
gifts and loyalty brand. That’s the reason Chen one in future will target the upper middle and
middle class.
14. 12.Recommendations
Chen one needs to increase the outlets all over the world and also Pakistan.
Chen one should target the middle class.
Chen one should increase their promotion through advertising, TV and internet.
Product more emphasis has to be placed on promoting the product and increasing the
brand awareness and brand recall rather than trying to modify a product this is already
doing quite well as per expectation, objectives and targets set by the company. Long term
suggestions are such that we feel Chen one should look more ideas as are available
abroad.