For a brand to be truly global, it must address a fundamental human need consistently across cultures. Successful global brands, like Dettol, communicate a central brand idea through products and marketing that resonate with consumers in different markets. Developing a global brand also depends on factors like the industry's pressure for globalization and a company's internationally transferable assets. While global brands standardize some elements, they must also connect with local consumers and generations through communication reflecting shared values.
Global brands must carefully craft a consistent brand strategy while allowing local autonomy. The strategy should define the brand's character, attributes, style, and values to ensure a unified message across cultures. While the core message is consistent, some elements may need adaptation to local markets. For example, a detergent brand would need to consider different washing temperatures in various countries. Successful global brands find a balance between consistency and cultural sensitivity.
This document provides an analysis of LVMH's competitive strategies. It examines LVMH's positioning using Porter's five forces model and generic strategies of differentiation and focus. LVMH's core competencies include leadership, quality products, distribution channels, communication, and price. The company maintains innovation through talent retention, brand independence, and acquisitions. LVMH's dynamic capabilities allow it to adapt to trends through strategic processes, talent management, and diversification. The company balances exploitation of existing strategies with exploration of new opportunities through ambidexterity. Internationalization gives LVMH first-mover advantages through global market access and control of key assets.
HSBC is one of the largest banking organizations in the world with over 8,000 offices serving more than 100 million customers globally. In the late 1990s, HSBC lacked a coherent global brand and was seen as a disassociated group of banks. By focusing on developing a brand that emphasized its understanding of local communities and cultures around the world, HSBC launched a successful global branding campaign in 2002 positioning itself as "the world's local bank." This campaign helped grow HSBC's brand value significantly and established it as a trusted global bank known for its local relevance and cultural sensitivity.
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.
LVMH is a global leader in the luxury goods industry formed through the merger of Louis Vuitton and Moet Hennessy in 1987. It has experienced strong growth through strategic acquisitions and expanding into new markets like China. In China, LVMH faces high competition but also opportunities for growth as disposable incomes rise. LVMH can focus on cost efficiency, organic growth through innovation, expanding distribution networks, and managing its portfolio of brands including star brands like Christian Dior and new brands. The future prospects in China include further tapping the growing middle class and exploring new opportunities in rural areas through advanced marketing strategies and long-term commitment to the China market.
The document provides an analysis of LVMH's international strategy as a multi-brand luxury conglomerate. It discusses how LVMH manages its portfolio of brands through both acquisitions and organic growth. LVMH focuses on rapid international expansion through strategic acquisitions of star luxury brands and increasing its retail network for organic growth. However, managing such a diverse portfolio of brands creates challenges around coordination and ensuring attention to all brands.
Strategic Analysis of LVMH in Cosmetics Luxury Industry svk127101
The document provides an analysis of LVMH's business strategy for its perfumes and cosmetics segment in the United States. It includes an overview of LVMH's profile, mission, values and goals. It then analyzes LVMH's external environment using PESTEL and Porter's Five Forces frameworks. Key factors identified include trade tariffs impacting Chinese imports and European export duties. It also examines LVMH's internal environment through VRIN, value chain and financial analyses.
Global brands must carefully craft a consistent brand strategy while allowing local autonomy. The strategy should define the brand's character, attributes, style, and values to ensure a unified message across cultures. While the core message is consistent, some elements may need adaptation to local markets. For example, a detergent brand would need to consider different washing temperatures in various countries. Successful global brands find a balance between consistency and cultural sensitivity.
This document provides an analysis of LVMH's competitive strategies. It examines LVMH's positioning using Porter's five forces model and generic strategies of differentiation and focus. LVMH's core competencies include leadership, quality products, distribution channels, communication, and price. The company maintains innovation through talent retention, brand independence, and acquisitions. LVMH's dynamic capabilities allow it to adapt to trends through strategic processes, talent management, and diversification. The company balances exploitation of existing strategies with exploration of new opportunities through ambidexterity. Internationalization gives LVMH first-mover advantages through global market access and control of key assets.
HSBC is one of the largest banking organizations in the world with over 8,000 offices serving more than 100 million customers globally. In the late 1990s, HSBC lacked a coherent global brand and was seen as a disassociated group of banks. By focusing on developing a brand that emphasized its understanding of local communities and cultures around the world, HSBC launched a successful global branding campaign in 2002 positioning itself as "the world's local bank." This campaign helped grow HSBC's brand value significantly and established it as a trusted global bank known for its local relevance and cultural sensitivity.
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.
LVMH is a global leader in the luxury goods industry formed through the merger of Louis Vuitton and Moet Hennessy in 1987. It has experienced strong growth through strategic acquisitions and expanding into new markets like China. In China, LVMH faces high competition but also opportunities for growth as disposable incomes rise. LVMH can focus on cost efficiency, organic growth through innovation, expanding distribution networks, and managing its portfolio of brands including star brands like Christian Dior and new brands. The future prospects in China include further tapping the growing middle class and exploring new opportunities in rural areas through advanced marketing strategies and long-term commitment to the China market.
The document provides an analysis of LVMH's international strategy as a multi-brand luxury conglomerate. It discusses how LVMH manages its portfolio of brands through both acquisitions and organic growth. LVMH focuses on rapid international expansion through strategic acquisitions of star luxury brands and increasing its retail network for organic growth. However, managing such a diverse portfolio of brands creates challenges around coordination and ensuring attention to all brands.
Strategic Analysis of LVMH in Cosmetics Luxury Industry svk127101
The document provides an analysis of LVMH's business strategy for its perfumes and cosmetics segment in the United States. It includes an overview of LVMH's profile, mission, values and goals. It then analyzes LVMH's external environment using PESTEL and Porter's Five Forces frameworks. Key factors identified include trade tariffs impacting Chinese imports and European export duties. It also examines LVMH's internal environment through VRIN, value chain and financial analyses.
Trilogy Brands Group accelerates the introduction of top American brands to international markets like the Middle East, North Africa, China, Asia Pacific, and Latin America. It identifies fast-growing brands and leverages partnerships to deploy capital and drive long-term revenue via franchising, licensing, and joint ventures. Trilogy works closely with US brands in many industries to develop opportunities and infrastructure supporting their global expansion plans.
International Marketing Strategy Keen FootwearJennifer Walker
The document outlines Keen Footwear's marketing strategy for expanding into the Mumbai, India market, including targeting the wealthy middle class and urban youth, positioning itself as a brand focused on innovation, play, and social responsibility, and implementing a marketing mix of retail stores, website, and promotional activities to increase awareness, market share, and online sales. The objectives are to boost awareness by 15%, gain 4% more market share through 5 new retail outlets, and develop a local website and distribution network while pursuing sustainable goals.
Coach is a 65-year old global luxury brand that sees opportunity for growth in international markets. Currently, non-US and Japan sales make up only 5% of total sales. The document recommends Coach form strategic alliances to increase manufacturing efficiency and reduce costs, diversify distribution channels to penetrate new markets, and build strong partnerships to lay the foundation for emerging market growth. This chosen strategy aims to support Coach's expansion and establish infrastructure for global market penetration.
This document provides a case write-up for Nike that includes:
1. A short history of Nike's founding by Bill Bowerman and Phil Knight.
2. Analysis of Nike's mission statement, objectives, strategies, and competitive positioning using tools like Porter's 5 Forces, SWOT analysis, and strategic frameworks.
3. Recommendations that Nike should continue its focus on innovation, brand strength, and staying ahead of trends to maintain success in the athletic footwear industry.
This document provides an overview of a shoe company, outlining its history, mission, vision, strategy points, brands, competitors, and sales promotion efforts. The company prides itself on being the top expert in shoes globally and maintains a commitment to innovation and market dynamics.
This document provides an agenda and overview of LVMH (Louis Vuitton Moet Hennessy), a luxury goods company. It discusses LVMH's business diversification strategy across its portfolio of brands, and its core competencies of quality, innovation, and training. Key factors in LVMH's strategy include diversification, quality, branding, and controlled distribution. The document evaluates LVMH's strategy using Porter's Five Forces and a value chain analysis. It also outlines business issues, a SWOT analysis, and recommendations.
Elie Saab is a luxury fashion house known for haute couture designs. In addition to its core haute couture line, it offers ready-to-wear, accessories, and wedding dresses. Over time, Elie Saab has expanded through strategic partnerships, licensing agreements, and third-party distribution while maintaining its brand image of high-end, customized designs. The report recommends Elie Saab continue growing in new markets through these partnerships and distribution methods to attract new consumers while preserving its focus on haute couture and high-net-worth clientele.
Elie Saab is a Lebanese fashion designer who opened his first atelier in 1982 in Beirut. He focuses on haute couture but also expanded into ready-to-wear clothing. In the 1990s, he opened larger facilities in Beirut and Europe. By the 2000s, he had stores in Paris, London, Dubai, and elsewhere. While haute couture made up most sales initially, ready-to-wear became more popular over time. The company must address declining interest in haute couture and increasing competition in ready-to-wear through tactics like expanding product lines and markets, particularly in Asia, and promoting through celebrity endorsements and online sales.
The document describes a man's morning routine that highlights the global nature of modern consumer goods. He uses products from many different countries for basic tasks like making coffee, watching news, grooming, and communicating. Even relatively simple daily activities rely on an intricate global supply chain. The summary emphasizes how the man's routine illustrates our deep integration into the global economy through the widespread international sources of common consumer items.
The document discusses the luxury goods industry. It covers industry trends like globalization and consolidation. It analyzes the industry using Porter's Five Forces model. The threats of new entrants and substitutes are high due to brand loyalty and prestige associated with luxury brands. Rivalry among existing competitors is moderate as the market is oligopolistic with a few large groups and many smaller brands. Suppliers and buyers have moderate bargaining power.
Coach is undergoing a turnaround led by its new creative director Stuart Vevers. Vevers has elevated the brand through distinctive products focusing on leather craftsmanship, renovated stores promoting a modern luxury experience, and marketing portraying Coach as stylish and cool. The strategy is gaining traction, with growing sales, margins and comparable store sales. The investment fund values Coach at $72 per share, above its current price, based on the brand's growth potential and a dividend discount model. It views Coach as well positioned in the evolving retail landscape.
With the emergence of strong retailers, private label brands have emerged as a must game in the marketplace. Where the retailer has a particularly strong identity, this "Private Label" may be able to compete against even the strongest brand leaders, and may outperform those products that are not otherwise strongly branded.
Luxury Goods in Emerging Markets 2013 - Competitive Analysisvy1230
The document analyzes luxury brands' performance in 2012. Data shows Bottega Veneta had the highest revenue growth at 33%, followed by Prada at 29%. The analysis then examines specific brands like Prada and Burberry, outlining their resources, capabilities and value creation strategies. Prada focuses on fabric innovation, art collaborations and avant-garde design. Burberry pioneered digital marketing and builds its British heritage through music events and casting British celebrities. Both brands emphasize high quality craftsmanship.
This document provides a strategic analysis of Nike. It begins with an external environmental analysis, noting Nike's strong brand and emerging growth opportunities in markets like China, Brazil, and home fitness. An internal analysis identifies strengths in innovation and brand recognition, and weaknesses in competition. A SWOT analysis further examines strengths, weaknesses, opportunities, and threats. The document then discusses Nike's current strategy, and strategic options for success, including market penetration, diversification, and adapting to local markets. It concludes that Nike has strong global presence but needs strategies to establish itself in emerging markets.
This document provides an overview of Nike, including their value chain, branding, marketing strategy, target market, distribution channels, and supply chain. Nike operates globally in the sports apparel and footwear industry. They design and produce products across many sports and outsource most manufacturing while maintaining their brand through endorsements and marketing. Their goal is to enhance responsiveness, reduce risks and costs, and provide efficient global supply while meeting customer needs.
This document summarizes Coach's business strategies and challenges. It discusses Coach's history of growth through accessible luxury products sold in department stores and outlets. Key issues are counterfeiting and declining department store sales. The analysis recommends combating counterfeiting through increased digital marketing and strategic alliances. It also suggests differentiating Coach further by reducing outlet discounts and targeting a higher-income customer segment with a premium line.
Westside is a leading fashion retail brand in India operating over 150 stores nationwide. In fiscal year 2019, Westside focused on accelerating store expansion, strengthening differentiated categories like lingerie and cosmetics, and delivering latest fashion trends at sharp prices. Key metrics like sales per square foot and revenue grew steadily over the past five years, demonstrating the success of Westside's strategic initiatives.
The value of the 2016 BrandZTM Top 100 Most Valuable Global Brands increased 3% to $3.4 trillion despite disruptive global economic and geopolitical forces. Six of the 14 categories declined in value compared to two last year, and only two categories grew over 10%. Amazon, Starbucks and Facebook led in brand value growth. North America continued to drive the largest proportion of brand value at 69% while the Asia Top 10 declined 8%. Economic factors like falling oil prices and slowdowns in key markets impacted results.
BrandZ Top 100 Most Valuable Global Brands 2016 - By Millward Brown & WPPBea Fdez V
The value of the 2016 BrandZTM Top 100 Most Valuable Global Brands increased 3% to $3.4 trillion despite disruptive global economic and geopolitical forces. Factors like falling oil prices and economic slowdowns impacted some categories more than others, with oil & gas declining 20% and banks falling 11-12%. Six of the 14 categories declined in value compared to only two last year. The results show steady long-term appreciation of the Top 100 value, up 133% over 11 years. Purpose and brand experience remain important for building strong brands amid disruption.
Trilogy Brands Group accelerates the introduction of top American brands to international markets like the Middle East, North Africa, China, Asia Pacific, and Latin America. It identifies fast-growing brands and leverages partnerships to deploy capital and drive long-term revenue via franchising, licensing, and joint ventures. Trilogy works closely with US brands in many industries to develop opportunities and infrastructure supporting their global expansion plans.
International Marketing Strategy Keen FootwearJennifer Walker
The document outlines Keen Footwear's marketing strategy for expanding into the Mumbai, India market, including targeting the wealthy middle class and urban youth, positioning itself as a brand focused on innovation, play, and social responsibility, and implementing a marketing mix of retail stores, website, and promotional activities to increase awareness, market share, and online sales. The objectives are to boost awareness by 15%, gain 4% more market share through 5 new retail outlets, and develop a local website and distribution network while pursuing sustainable goals.
Coach is a 65-year old global luxury brand that sees opportunity for growth in international markets. Currently, non-US and Japan sales make up only 5% of total sales. The document recommends Coach form strategic alliances to increase manufacturing efficiency and reduce costs, diversify distribution channels to penetrate new markets, and build strong partnerships to lay the foundation for emerging market growth. This chosen strategy aims to support Coach's expansion and establish infrastructure for global market penetration.
This document provides a case write-up for Nike that includes:
1. A short history of Nike's founding by Bill Bowerman and Phil Knight.
2. Analysis of Nike's mission statement, objectives, strategies, and competitive positioning using tools like Porter's 5 Forces, SWOT analysis, and strategic frameworks.
3. Recommendations that Nike should continue its focus on innovation, brand strength, and staying ahead of trends to maintain success in the athletic footwear industry.
This document provides an overview of a shoe company, outlining its history, mission, vision, strategy points, brands, competitors, and sales promotion efforts. The company prides itself on being the top expert in shoes globally and maintains a commitment to innovation and market dynamics.
This document provides an agenda and overview of LVMH (Louis Vuitton Moet Hennessy), a luxury goods company. It discusses LVMH's business diversification strategy across its portfolio of brands, and its core competencies of quality, innovation, and training. Key factors in LVMH's strategy include diversification, quality, branding, and controlled distribution. The document evaluates LVMH's strategy using Porter's Five Forces and a value chain analysis. It also outlines business issues, a SWOT analysis, and recommendations.
Elie Saab is a luxury fashion house known for haute couture designs. In addition to its core haute couture line, it offers ready-to-wear, accessories, and wedding dresses. Over time, Elie Saab has expanded through strategic partnerships, licensing agreements, and third-party distribution while maintaining its brand image of high-end, customized designs. The report recommends Elie Saab continue growing in new markets through these partnerships and distribution methods to attract new consumers while preserving its focus on haute couture and high-net-worth clientele.
Elie Saab is a Lebanese fashion designer who opened his first atelier in 1982 in Beirut. He focuses on haute couture but also expanded into ready-to-wear clothing. In the 1990s, he opened larger facilities in Beirut and Europe. By the 2000s, he had stores in Paris, London, Dubai, and elsewhere. While haute couture made up most sales initially, ready-to-wear became more popular over time. The company must address declining interest in haute couture and increasing competition in ready-to-wear through tactics like expanding product lines and markets, particularly in Asia, and promoting through celebrity endorsements and online sales.
The document describes a man's morning routine that highlights the global nature of modern consumer goods. He uses products from many different countries for basic tasks like making coffee, watching news, grooming, and communicating. Even relatively simple daily activities rely on an intricate global supply chain. The summary emphasizes how the man's routine illustrates our deep integration into the global economy through the widespread international sources of common consumer items.
The document discusses the luxury goods industry. It covers industry trends like globalization and consolidation. It analyzes the industry using Porter's Five Forces model. The threats of new entrants and substitutes are high due to brand loyalty and prestige associated with luxury brands. Rivalry among existing competitors is moderate as the market is oligopolistic with a few large groups and many smaller brands. Suppliers and buyers have moderate bargaining power.
Coach is undergoing a turnaround led by its new creative director Stuart Vevers. Vevers has elevated the brand through distinctive products focusing on leather craftsmanship, renovated stores promoting a modern luxury experience, and marketing portraying Coach as stylish and cool. The strategy is gaining traction, with growing sales, margins and comparable store sales. The investment fund values Coach at $72 per share, above its current price, based on the brand's growth potential and a dividend discount model. It views Coach as well positioned in the evolving retail landscape.
With the emergence of strong retailers, private label brands have emerged as a must game in the marketplace. Where the retailer has a particularly strong identity, this "Private Label" may be able to compete against even the strongest brand leaders, and may outperform those products that are not otherwise strongly branded.
Luxury Goods in Emerging Markets 2013 - Competitive Analysisvy1230
The document analyzes luxury brands' performance in 2012. Data shows Bottega Veneta had the highest revenue growth at 33%, followed by Prada at 29%. The analysis then examines specific brands like Prada and Burberry, outlining their resources, capabilities and value creation strategies. Prada focuses on fabric innovation, art collaborations and avant-garde design. Burberry pioneered digital marketing and builds its British heritage through music events and casting British celebrities. Both brands emphasize high quality craftsmanship.
This document provides a strategic analysis of Nike. It begins with an external environmental analysis, noting Nike's strong brand and emerging growth opportunities in markets like China, Brazil, and home fitness. An internal analysis identifies strengths in innovation and brand recognition, and weaknesses in competition. A SWOT analysis further examines strengths, weaknesses, opportunities, and threats. The document then discusses Nike's current strategy, and strategic options for success, including market penetration, diversification, and adapting to local markets. It concludes that Nike has strong global presence but needs strategies to establish itself in emerging markets.
This document provides an overview of Nike, including their value chain, branding, marketing strategy, target market, distribution channels, and supply chain. Nike operates globally in the sports apparel and footwear industry. They design and produce products across many sports and outsource most manufacturing while maintaining their brand through endorsements and marketing. Their goal is to enhance responsiveness, reduce risks and costs, and provide efficient global supply while meeting customer needs.
This document summarizes Coach's business strategies and challenges. It discusses Coach's history of growth through accessible luxury products sold in department stores and outlets. Key issues are counterfeiting and declining department store sales. The analysis recommends combating counterfeiting through increased digital marketing and strategic alliances. It also suggests differentiating Coach further by reducing outlet discounts and targeting a higher-income customer segment with a premium line.
Westside is a leading fashion retail brand in India operating over 150 stores nationwide. In fiscal year 2019, Westside focused on accelerating store expansion, strengthening differentiated categories like lingerie and cosmetics, and delivering latest fashion trends at sharp prices. Key metrics like sales per square foot and revenue grew steadily over the past five years, demonstrating the success of Westside's strategic initiatives.
The value of the 2016 BrandZTM Top 100 Most Valuable Global Brands increased 3% to $3.4 trillion despite disruptive global economic and geopolitical forces. Six of the 14 categories declined in value compared to two last year, and only two categories grew over 10%. Amazon, Starbucks and Facebook led in brand value growth. North America continued to drive the largest proportion of brand value at 69% while the Asia Top 10 declined 8%. Economic factors like falling oil prices and slowdowns in key markets impacted results.
BrandZ Top 100 Most Valuable Global Brands 2016 - By Millward Brown & WPPBea Fdez V
The value of the 2016 BrandZTM Top 100 Most Valuable Global Brands increased 3% to $3.4 trillion despite disruptive global economic and geopolitical forces. Factors like falling oil prices and economic slowdowns impacted some categories more than others, with oil & gas declining 20% and banks falling 11-12%. Six of the 14 categories declined in value compared to only two last year. The results show steady long-term appreciation of the Top 100 value, up 133% over 11 years. Purpose and brand experience remain important for building strong brands amid disruption.
The value of the 2016 BrandZTM Top 100 Most Valuable Global Brands increased 3% to $3.4 trillion despite disruptive global economic and geopolitical forces. Factors like falling oil prices and economic slowdowns impacted some categories more than others, with oil/gas down 20% and banks down 11-12%. Six of the 14 categories declined in value compared to only two last year. The results show steady long-term appreciation of top brand values, up 133% over 11 years. Purpose and brand experience remain important for building strong brands amid disruption.
Product life cycle (PLC) & Boston Consultancy Group (BCG) MBA pptPratik Thakkar
The ppt gives details info about BCG Matrix as well as Product Life Cycle.
The ppt project is on study of Automobile industry, done during my MBA (M.U).
The value of the 2016 BrandZTM Top 100 Most Valuable Global Brands increased 3% to $3.4 trillion despite disruptive global economic and geopolitical forces in the past year. Six of the 14 categories covered declined in value compared to only two last year. The results continue to show steady appreciation of Top 100 brand value over 11 years, rising 133% total. A combination of slowing economies, falling oil prices, geopolitical issues, and shifting social values influenced brand valuations.
Millward Brown and WPP have published the 2016 BrandZ™ Top 100 Most Valuable Global Brands ranking and report. The annual report, now in its 11th year, provides great insight on the value of global brands across 14 categories.
The 2016 report shows how brands that are leading in innovation have disrupted conventional ways of doing business. Some innovative brands have risen to the top of the ranking and others have just made the list. We also demonstrate how strong brand value helps brands stay in the Top 100 year after year.
This year we’ve taken a look at the B2B brands in the Global Top 100. See our analysis on how B2B brands differ from B2C brands and what they can learn to better promote their brands to drive growth and attract top talent.
This document discusses the challenges facing Indian managers as Indian companies expand globally through mergers and acquisitions. It provides 3 key points:
1) Indian managers must develop a "global mindset" to understand diverse customer needs, global competition, and manage culturally diverse teams across borders. This requires traits like open-mindedness, cultural sensitivity, and risk-taking.
2) Cultural differences between countries create challenges for integration. Models by Hofstede and Trompenaars/Hampden-Turner provide frameworks to understand differences in areas like power distance, individualism, and views of time.
3) Indian companies are providing cultural training to managers to help them integrate into global cultures and manage
Indian MNCs Going Global: The Road Ahead for the Indian ManagerAchal Raghavan
This document discusses the challenges facing Indian managers as Indian companies expand globally through mergers and acquisitions. It provides 3 key points:
1) Indian managers must develop a "global mindset" to understand diverse customer needs, global competition, and manage culturally diverse teams across borders. Elements of a global mindset include open-mindedness, comfort with diversity, and cultural sensitivity.
2) Cultural differences between countries create challenges for global collaboration. Models by Hofstede and Trompenaars/Hampden-Turner provide frameworks to understand differences in areas like power distance, individualism, and views of time.
3) Indian managers typically come from a culture with clear hierarchies and structures,
The 10 Most Successful CEO's in Middle East, 2023 (1).pdfTHECIOWORLD
This edition features The 10 Most Successful CEOs in Middle East, 2023 making in Business across several sectors at the forefront of leading us into a digital future.
This document provides an overview of Future Group, an Indian retail company. It discusses Future Group's various business lines including retail, BPO, new media, security management, and construction. It describes Future Group's retail formats such as Big Bazaar, Pantaloons, Food Bazaar and others. It also discusses Future Group's orientation towards the marketplace, analyzing concepts like the selling concept, marketing concept, and holistic marketing concept. Finally, it analyzes Future Group's macroenvironment including needs and trends as well as major forces affecting the company.
Adidas is a global sports brand headquartered in Germany that produces footwear, apparel, and accessories. It sponsors numerous athletes and sporting events. This case study examines Adidas' innovative marketing strategies for its sponsorship of the 2012 London Olympics. Adidas' objectives were to associate itself with the Olympics and Team GB, engage 14-19 year olds, achieve a return on licensed products, and be the most talked about sports brand. It used both above-the-line advertising and below-the-line promotions like social media. Through its "Take the Stage" campaign across TV, online, and social platforms, Adidas achieved increased brand awareness and preference, sales growth, and engagement on social media, demonstrating the
Indian Retail & Franchising Market Opportunities for US CompaniesIVG Partners
The Indian retail and franchising market is growing rapidly due to rising incomes and an expanding middle class. By 2025, India will become the fifth largest consumer market globally, surpassing Germany. There are significant opportunities for US companies in sectors like retail, education, apparel, food services, and healthcare. India has over 300 malls and 1,500 supermarkets, and retail is expanding beyond major cities into smaller towns. Major international brands are entering India through partnerships, joint ventures, and franchise agreements. Virtus Global Partners provides advisory services to help US companies capitalize on opportunities in the Indian market.
This document discusses brand value creation in an era of accelerating change. It summarizes findings from the annual BrandZ report, which analyzes over 50,000 global and local brands. Some key points:
- The top 10 most valuable global brands in 2015 are led by Apple and Google.
- Digital connectivity is growing exponentially, with 27 times more connected devices than people projected by 2020.
- This age of the connected consumer requires brands to become better at managing short-term priorities while also focusing on long-term brand building.
- Strong brands have been shown to drive higher share prices and long-term outperformance for businesses.
So many companies are looking to Asia for their 'rising stars'. But growth strategies and the scale of ambition varies enormously.
Find out who is doing what - and with how much success in this short presentation.
Adidas is the second largest sportswear company in the world and is headquartered in Germany. It aims to achieve economic and brand growth through innovative products. Adidas operates in a monopolistically competitive market against competitors like Nike and Reebok. It has grown significantly over the years through strategic acquisitions and speed to market. However, it faces threats from competition and risks associated with heavy outsourcing to Asia.
Running head GLOBAL STRATEGIC ANALYSIS-NIKEGLOBAL STRATEGIC ANA.docxcowinhelen
Running head: GLOBAL STRATEGIC ANALYSIS-NIKE
GLOBAL STRATEGIC ANALYSIS-NIKE 20
Global Strategic Analysis-Nike
Name
Institution
Executive Summary
In the business world today, organizations have decided to market their products at an international level. This means that there is the use of bigger resources in terms of manpower, technology, and other resources which support the industrial business activities. However, despite the fact that most of the MNEs have the resources and capabilities to take their businesses global, there still is a need for them to develop strategies which will be used as guidance for the entire activities of the business both in the local market environments and in the global markets. This report hence is meant to give a global strategic analysis of a firm, in this case, the Nike Company, and provide a suitable internationalization plan for the company. First, a global strategy can be defined as business activities in organizations which act as the organization's strategic guide to globalization. This means that as the world becomes much more interconnected, businesses too are allowed to expand their revenue areas to outside the borders of the company's parent nation. Globalization does not just mean having a business in one foreign nation but several. This comes with milestones such as changing cultures, laws, and competitors who the MNE has to be able to handle in order to be successful in its expansion plans. A global business strategy such as the one used by the Nike Company is meant to ensure the business has the ability to benefit from the vast opportunities and rewards which come with worldwide trading (Marc J. et al 2010)
In order to proficiently write this analysis, the main elements were divided into some eight groups which include an overview of our chosen company together with its strategic background, the condition of the industry of the company, the company's capabilities and strengths internally, its cultural conditions as an institution, analysis of the company's industrialization efforts, and finally, an analysis of the governance and corporate social responsibility of the company.
Contents
Executive Summary 1
Overview and Key Strategic Background of Nike 3
Characteristics 3
Current International Operations 5
Recent Strategic Initiatives 6
Domestic and International Rivals 7
Tripod 1: Industry Conditions. 8
Top five markets 8
Five forces affecting Nike's industry. 8
Key Competitiveness of Nike in Value chain. 10
Competitiveness of Generic Strategy. 10
Strategy Tripod 2: Internal Resources and Capabilities. 11
Strategy tripod 3: Institutional and Cultural Conditions. 12
Entrepreneurship and Internationalization of the Firm. 14
Internationalization 15
Internationalization: Structure, Strategy, and Learning. 16
Strategizing governance and Corporate Social Responsibility. 17
References. 19
Appendices 20
Overview and Ke ...
“The next set of big global brands will come from emerging countries.” David A. Aaker, one of the world’s most renowned marketing and brand experts, sees large potential for brands from emerging markets and is sure that leading Western brands will face stronger competition from these upcoming global players.
globeone’s Emerging Market Brands Survey analyzes the perception of emerging market brands among German consumers and highlights that many of these brands still have a long way to go until they are on eye-level with established global brands. Still, German consumers see potential for future success of these brands in Germany.
There are definitely many brands to watch out for. To learn already more about these interesting hidden giants, check out our brand snapshots of the 65 emerging market brands from Brazil, Russia, India, China, and South Korea studied in our survey.
Adoption of supply chain management strategiesTapan Panda
This document discusses a survey of Indian retailers about adopting supply chain management strategies to address the bullwhip effect. The bullwhip effect occurs when small changes in customer demand result in large fluctuations in orders to suppliers further up the supply chain. The survey compares how small and medium retailers differ in their willingness to participate in supply chain information sharing. The findings could help companies reduce negative perceptions among retailers about supply chain practices.
The document discusses vanishing companies in India that defraud small investors. These companies simply disappear after taking people's money. They operate through false promises and lack of proper regulation allows them to exploit investors. Money laundering is another issue, as these companies are used to launder illegally obtained funds by mixing them with money from small investors. Stronger laws and oversight are needed to protect citizens and restore confidence in the financial system.
The role of tangibility in service qualityTapan Panda
This document discusses a study comparing the impact of tangibility on customer satisfaction in the hospital and hospitality sectors. It reviews literature on service quality and tangibility. The study uses SERVQUAL and structural equation modeling to measure how physical facilities, tools/equipment, personnel appearance, physical presentation, and other customers influence tangibility and customer satisfaction in both sectors. Survey data from 500 hospital and hotel customers is analyzed. Results show tangibility and reliability significantly influence hospital customer satisfaction, while tangibility, reliability, and assurance influence hotel customer satisfaction. Structural equation modeling confirms the model is a good fit for both sectors.
Service+quality+value+allignment+through internal customer orientation in fin...Tapan Panda
This document summarizes a research study that examined service quality and internal customer orientation in an Indian public sector bank. The study surveyed bank employees in branches (front office) and regional loan departments (back office) to compare their perceptions of 14 service quality dimensions. The results found no statistically significant differences between the two groups' responses. However, some differences were observed based on employee demographics. Overall, the study found similarities between front and back office employees' views of service quality, suggesting the bank presents a consistent experience to external customers.
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This document summarizes a research study that examines the effects of service quality and salesperson characteristics on consumer trust and relationship commitment among life insurance buyers in India. It presents two models - one linking service quality to trust and commitment, and another adding salesperson characteristics as a mediating variable. The study uses structural equation modeling to test the hypotheses and relationships between the variables. 663 insurance buyers provided data to measure constructs like service quality, trust, salesperson expertise/power, and relationship commitment. The results validated the models and provided insights into how these factors interact in the Indian insurance context.
This document discusses global branding strategies. It notes that while standardization has benefits, there are also local obstacles to consider. Successful global brands develop strategies incrementally and sometimes sacrifice long-established local brands. A strong global brand strategy clearly defines the brand's values and character to ensure consistent communication, while allowing local adaptation. Global brands benefit from reduced marketing costs but must consider each market's unique culture and conditions to build brands with strong, differentiated value propositions.
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This presentation provides a thorough examination of Over-the-Top (OTT) platforms, focusing on their development and substantial influence on the entertainment industry, with a particular emphasis on the Indian market.We begin with an introduction to OTT platforms, defining them as streaming services that deliver content directly over the internet, bypassing traditional broadcast channels. These platforms offer a variety of content, including movies, TV shows, and original productions, allowing users to access content on-demand across multiple devices.The historical context covers the early days of streaming, starting with Netflix's inception in 1997 as a DVD rental service and its transition to streaming in 2007. The presentation also highlights India's television journey, from the launch of Doordarshan in 1959 to the introduction of Direct-to-Home (DTH) satellite television in 2000, which expanded viewing choices and set the stage for the rise of OTT platforms like Big Flix, Ditto TV, Sony LIV, Hotstar, and Netflix. The business models of OTT platforms are explored in detail. Subscription Video on Demand (SVOD) models, exemplified by Netflix and Amazon Prime Video, offer unlimited content access for a monthly fee. Transactional Video on Demand (TVOD) models, like iTunes and Sky Box Office, allow users to pay for individual pieces of content. Advertising-Based Video on Demand (AVOD) models, such as YouTube and Facebook Watch, provide free content supported by advertisements. Hybrid models combine elements of SVOD and AVOD, offering flexibility to cater to diverse audience preferences.
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The impact of OTT platforms on the Bollywood film industry is significant. The competition for viewers has led to a decrease in cinema ticket sales, affecting the revenue of Bollywood films that traditionally rely on theatrical releases. Additionally, OTT platforms now pay less for film rights due to the uncertain success of films in cinemas.
Looking ahead, the future of OTT in India appears promising. The market is expected to grow by 20% annually, reaching a value of ₹1200 billion by the end of the decade. The increasing availability of affordable smartphones and internet access will drive this growth, making OTT platforms a primary source of entertainment for many viewers.
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