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Rose Maria Bravo was appointed CEO of Burberry in 1997 and initiated a reinvention of the brand. She updated the product line to target younger generations, introduced women's, men's, and accessories collections, and raised prices to position the brand as more luxurious. By 2002, Burberry had over 3,000 stores worldwide and introduced its high-end Prorsum line for fashion-conscious customers. The reinvention led to success, with Burberry introducing its Burberry Brit perfume line in 2003.
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Burberry faced challenges in the 1990s as its brand equity declined due to inefficient management in the 1980s. Rose Maria Bravo was hired in 1997 to revive the brand. She restructured management, expanded product lines to appeal to younger audiences, and transformed Burberry into a lifestyle brand beyond just fashion. Bravo's initiatives helped attract new consumers and models like Kate Moss, increasing Burberry's visibility. Maintaining brand identity and distinctiveness as it expands globally will be key to Burberry's long term success.
Prada luxury leadership
Prada has reported increased profits and revenues for 2012 despite gloom in the luxury fashion industry. The company employs a strategy of "stealth luxury" through minimal branding and constantly changing, hard-to-find product lines. This avoids the pitfall of ubiquity and makes Prada products a special investment. Prada also uses limited edition products and "flash sales" in select stores, similar to Zara's business model, to maintain exclusivity while profiting from shifting consumer trends.
Burberry Research
Burberry was established in 1856 in Basingstoke, England by Thomas Burberry. By 1870, the brand had established itself through outdoor clothing. In 1891, Burberry opened a shop in London. In 1914, Burberry designed the trench coat for British officers in WWI, which later became popular with civilians. Today, Burberry represents luxurious style through pieces like the trench coat while evolving designs. Key audiences are wealthy adults aged 20-30, while maintaining reputation through high-end placements and avoiding "chav" stigma from the 1990s.
Burberry (ppt)
Burberry is a British luxury fashion house known for its trench coats and distinctive tartan pattern. Founded in 1856, Burberry has branded stores around the world and supplies clothing and accessories to department stores and other retailers. Burberry remains a quintessentially British brand focused on outerwear and uses digital marketing and innovative retail strategies to drive global sales.
Brand analysis of burberry
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CHANEL brand analyses presentation
Chanel is a privately held luxury goods and jewelry company headquartered in Greater New York City. It was founded in 1909 by Gabrielle "Coco" Chanel and is best known for its haute couture, perfumes, fashion accessories, and jewelry. Karl Lagerfeld has served as the creative director since 1983. Chanel targets both female and male customers across generations with products like bags, shoes, dresses, swimwear, watches, and fragrances. The company emphasizes fashion, accessories, and fragrances in its brand and expands globally while protecting its high-cost brand.
Brand Equity
Brand equity is important because it allows companies to charge premium prices. Brand equity develops through the product lifecycle as innovators and early adopters pay more to distinguish themselves, setting trends that later groups want to emulate. Maintaining exclusivity is key to retaining brand equity over time. Coach lost its brand equity by expanding distribution too widely, while Chanel has maximized its equity by keeping products scarce and prices high globally to maintain an exclusive image desired by innovators. In summary, brand equity allows price premiums when scarcity and exclusivity are maintained through the lifecycle.
Burberry business&branding model
Burberry went from failing in 1997 to a successful international luxury brand by reinventing its business model. It focused on brand image through marketing, product design, and controlled distribution. Celebrities helped improve its image after being associated with hooliganism. Its success is due to defined brand values, maximum market coverage through retail and wholesale, product extensions, flexible foreign market management, and exceptional media relations.
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title
Burberry faced challenges in the 1990s as its brand equity declined due to inefficient management in the 1980s. Rose Maria Bravo was hired in 1997 to revive the brand. She restructured management, expanded product lines to appeal to younger audiences, and transformed Burberry into a lifestyle brand beyond just fashion. Bravo's initiatives helped attract new consumers and models like Kate Moss, increasing Burberry's visibility. Maintaining brand identity and distinctiveness as it expands globally will be key to Burberry's long term success.
Prada luxury leadership
Prada has reported increased profits and revenues for 2012 despite gloom in the luxury fashion industry. The company employs a strategy of "stealth luxury" through minimal branding and constantly changing, hard-to-find product lines. This avoids the pitfall of ubiquity and makes Prada products a special investment. Prada also uses limited edition products and "flash sales" in select stores, similar to Zara's business model, to maintain exclusivity while profiting from shifting consumer trends.
Burberry Research
Burberry was established in 1856 in Basingstoke, England by Thomas Burberry. By 1870, the brand had established itself through outdoor clothing. In 1891, Burberry opened a shop in London. In 1914, Burberry designed the trench coat for British officers in WWI, which later became popular with civilians. Today, Burberry represents luxurious style through pieces like the trench coat while evolving designs. Key audiences are wealthy adults aged 20-30, while maintaining reputation through high-end placements and avoiding "chav" stigma from the 1990s.
Burberry (ppt)
Burberry is a British luxury fashion house known for its trench coats and distinctive tartan pattern. Founded in 1856, Burberry has branded stores around the world and supplies clothing and accessories to department stores and other retailers. Burberry remains a quintessentially British brand focused on outerwear and uses digital marketing and innovative retail strategies to drive global sales.
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CHANEL brand analyses presentation
Chanel is a privately held luxury goods and jewelry company headquartered in Greater New York City. It was founded in 1909 by Gabrielle "Coco" Chanel and is best known for its haute couture, perfumes, fashion accessories, and jewelry. Karl Lagerfeld has served as the creative director since 1983. Chanel targets both female and male customers across generations with products like bags, shoes, dresses, swimwear, watches, and fragrances. The company emphasizes fashion, accessories, and fragrances in its brand and expands globally while protecting its high-cost brand.
Brand Equity
Brand equity is important because it allows companies to charge premium prices. Brand equity develops through the product lifecycle as innovators and early adopters pay more to distinguish themselves, setting trends that later groups want to emulate. Maintaining exclusivity is key to retaining brand equity over time. Coach lost its brand equity by expanding distribution too widely, while Chanel has maximized its equity by keeping products scarce and prices high globally to maintain an exclusive image desired by innovators. In summary, brand equity allows price premiums when scarcity and exclusivity are maintained through the lifecycle.
Burberry business&branding model
Burberry went from failing in 1997 to a successful international luxury brand by reinventing its business model. It focused on brand image through marketing, product design, and controlled distribution. Celebrities helped improve its image after being associated with hooliganism. Its success is due to defined brand values, maximum market coverage through retail and wholesale, product extensions, flexible foreign market management, and exceptional media relations.
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Aquascutum is a British heritage fashion brand founded in 1851 known for its raincoats. However, only 55% of respondents were aware of the brand, showing low recognition. Those familiar saw it as a British brand but associated it more with accessories than specific clothing lines. Despite sharing similarities with successful brands like Burberry, Aquascutum's marketing failed to improve its standing as it drifted between markets and lost control of profitable Asian markets. To revive the brand will require redefining its identity and target markets through improved marketing strategy.
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Burberry is a British luxury fashion house known for its trench coats and trademark plaid patterns. It was established in 1856 and is now a public company listed on the London Stock Exchange. Burberry saw profits fall in the first half of 2021 due to the pandemic's impact on luxury spending. It is taking steps like expanding product lines and investing in digital marketing to appeal to younger customers and drive future growth in an uncertain economic environment.
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There have been some spectacular comebacks in the history of brands, think Apple, think Mini, think Old Spice. But there have been many, many more failures, Rover being a particularly bruising one for the British Automotive industry.
It's not difficult to find a struggling or dying brand using our proprietary tool - BrandAsset® Valuator (or BAV™), just watch for falling relevance and consequent falling consumption. That's nothing new, and there are many reasons for these issues. But is there something about certain brands that mean they stand a much better chance of staging a comeback?
We think so.
Using a combination of predictive brand metrics from BAV™, John Keaveney of our EMEA BAV team has identified three vital signs that reveal whether a brand has a good fighting chance of revival or not.
Sign 1: The brand is still remembered and known more than it is currently liked. (Knowledge is greater than Esteem in BAV.)
Sign 2: The brand is liked more than its current relevance and usage levels. (Esteem is greater than Relevance.)
Sign 3: Most importantly, the brand still possesses its unique point of difference or reason for being that once made it popular. (Strong Differentiation.)
If you combine these indicators with low relevance (and associated lower usage), you get a distinctive diagnostic 'Pillar Pattern' of a brand that has lost its way but is still capable of a comeback.
We have explored this phenomenon further in our presentation - Brand Revival, which potentially has profound implications for companies considering reviving historically successful brands, as well as a watch out call for brands that are losing their strength.
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title
Burberry faced challenges in the 1990s as its brand equity declined due to inefficient management in the 1980s. Rose Maria Bravo was hired in 1997 to revive the brand. She restructured management, expanded product lines to appeal to younger audiences, and transformed Burberry into a lifestyle brand beyond just fashion. Bravo's initiatives helped attract new customers and celebrities, increasing Burberry's visibility and sales. Maintaining brand identity and distinctiveness as the brand expands globally remains an ongoing challenge.
title
Burberry faced challenges in the 1990s as its brand equity declined due to inefficient management in the 1980s. Rose Maria Bravo was hired in 1997 to revive the brand. She restructured management, expanded product lines to appeal to younger audiences, and transformed Burberry into a lifestyle brand beyond just fashion. Bravo's initiatives helped attract new customers and celebrities, increasing Burberry's visibility and sales. Maintaining brand identity and distinctiveness as the brand expands globally remains an ongoing challenge.
title
Burberry faced challenges in the 1990s as its brand equity declined due to inefficient management in the 1980s. Rose Maria Bravo helped revive Burberry as CEO in 1997 by restructuring management, focusing on new product lines, and expanding the brand's appeal beyond its traditional styles. Bravo introduced accessories, perfumes, and styles appealing to younger audiences. This increased Burberry's visibility and sales as it became a lifestyle brand endorsed by celebrities. Maintaining brand distinctiveness as it expands globally remains a key challenge for Burberry to preserve its success.
Lost Cachet of Burberry ----- the royal fashion house of trench coats
This document provides a marketing project summary for Burberry, a British fashion brand. It discusses Burberry's history and challenges it faced in the late 1990s with declining profits. A new CEO was appointed in 1997 to reposition the brand. The project will analyze Burberry's repositioning strategy, including improvements to brand management, marketing communications, product design/sourcing, and distribution strategy. It will justify how Burberry reclaimed its status as a premier English fashion house through intelligently recycling its heritage while adapting to modern tastes. Secondary research from business analysts and Burberry's IPO prospectus will inform the analysis.
brandanalys
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- Burberry was founded in 1856 and is known for its heritage in leather goods and trench coats.
- It has a diverse customer base ranging from middle aged men and women to children to older customers.
- Burberry has expanded its product offerings beyond apparel into accessories, home goods, and cosmetics while maintaining its core luxury brand image.
- Recent struggles in China have impacted Burberry's growth, prompting a need to reconsider its pricing and marketing strategies to remain competitive in global luxury markets.
Burberry Case Study
Burberry is a luxury British fashion house established in 1856 known for its trench coats and distinctive check pattern. While Burberry struggled with negative associations in the 1970s, recent leadership has helped reinvent the brand through selective distribution, celebrity partnerships, and viral marketing that emphasize the brand's luxury quality and exclusivity.
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It's not difficult to find a struggling or dying brand using our proprietary tool - BrandAsset® Valuator (or BAV™), just watch for falling relevance and consequent falling consumption. That's nothing new, and there are many reasons for these issues. But is there something about certain brands that mean they stand a much better chance of staging a comeback?
We think so.
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Sign 2: The brand is liked more than its current relevance and usage levels. (Esteem is greater than Relevance.)
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We have explored this phenomenon further in our presentation - Brand Revival, which potentially has profound implications for companies considering reviving historically successful brands, as well as a watch out call for brands that are losing their strength.
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Burberry is a British luxury fashion house known for its trench coats. In the 1990s, Burberry struggled as its trademark plaid pattern was no longer seen as a sign of quality, but it rebounded in the early 2000s as sales nearly doubled and profits tripled. A five forces analysis shows Burberry faces high bargaining power from suppliers due to its selective sourcing, moderate bargaining power from buyers and threats of substitution due to its product range, low threats of new entry due to its brand loyalty and premium offerings, and moderate competitive rivalry as it focuses on innovation within core categories.
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This document summarizes the luxury goods industry and the history and turnaround of Gucci. It notes that industry rivalry is based on quality and image rather than price. Potential entrants are mainly new designers starting their own brands. Buyers include the super-rich and middle-market customers selectively trading up. The document then outlines Gucci's decline in the 1990s but turnaround in 1994 under new leadership, revising its image and focusing on quality, design, and control of distribution channels. By 2000, Gucci had become the third largest luxury group after acquiring other brands.
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- Proposes expanding into pet luxury goods like collars, leashes and customized accessories to target affluent pet owners.
- Suggests a new product line focus on pet accessories to capitalize on the growing pet goods market and affinity owners have for their pets.
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title
Burberry faced challenges in the 1990s as its brand equity declined due to inefficient management in the 1980s. Rose Maria Bravo was hired in 1997 to revive the brand. She restructured management, expanded product lines to appeal to younger audiences, and transformed Burberry into a lifestyle brand beyond just fashion. Bravo's initiatives helped attract new customers and celebrities, increasing Burberry's visibility and sales. Maintaining brand identity and distinctiveness as the brand expands globally remains an ongoing challenge.
title
Burberry faced challenges in the 1990s as its brand equity declined due to inefficient management in the 1980s. Rose Maria Bravo was hired in 1997 to revive the brand. She restructured management, expanded product lines to appeal to younger audiences, and transformed Burberry into a lifestyle brand beyond just fashion. Bravo's initiatives helped attract new customers and celebrities, increasing Burberry's visibility and sales. Maintaining brand identity and distinctiveness as the brand expands globally remains an ongoing challenge.
title
Burberry faced challenges in the 1990s as its brand equity declined due to inefficient management in the 1980s. Rose Maria Bravo helped revive Burberry as CEO in 1997 by restructuring management, focusing on new product lines, and expanding the brand's appeal beyond its traditional styles. Bravo introduced accessories, perfumes, and styles appealing to younger audiences. This increased Burberry's visibility and sales as it became a lifestyle brand endorsed by celebrities. Maintaining brand distinctiveness as it expands globally remains a key challenge for Burberry to preserve its success.
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This document provides a marketing project summary for Burberry, a British fashion brand. It discusses Burberry's history and challenges it faced in the late 1990s with declining profits. A new CEO was appointed in 1997 to reposition the brand. The project will analyze Burberry's repositioning strategy, including improvements to brand management, marketing communications, product design/sourcing, and distribution strategy. It will justify how Burberry reclaimed its status as a premier English fashion house through intelligently recycling its heritage while adapting to modern tastes. Secondary research from business analysts and Burberry's IPO prospectus will inform the analysis.
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- It has a diverse customer base ranging from middle aged men and women to children to older customers.
- Burberry has expanded its product offerings beyond apparel into accessories, home goods, and cosmetics while maintaining its core luxury brand image.
- Recent struggles in China have impacted Burberry's growth, prompting a need to reconsider its pricing and marketing strategies to remain competitive in global luxury markets.
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Burberry underwent a rebranding effort to modernize its image and expand globally. The luxury brand was previously known for its trench coats and association with British royalty and upper class culture. However, as fashion trends evolved, Burberry's image became old-fashioned. The company hired new leadership and embarked on a rebranding campaign with three objectives: upgrade designs, increase sales, and expand into foreign markets. Burberry revamped its flagship styles to appeal to contemporary consumers, introduced new designs endorsed by celebrities, and blended modern and classic styles with a touch of elegance, such as adding swimwear. This rebranding helped Burberry increase sales and establish a global presence.
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Burberry is a British luxury brand founded in 1856 that is known for its trench coats and distinctive check pattern. It opened its first store in London and later expanded internationally, establishing stores in key global markets. Burberry strengthened its brand through consistent marketing and advertising campaigns. It offers a range of luxury products from apparel to accessories targeted at different consumer segments. To grow globally, Burberry has standardized some elements of its business while also tailoring products and marketing to local markets. Through maintaining its heritage and expanding its product lines, Burberry has become a highly successful global luxury brand.
Burberry in Global Markets
Burberry is a British luxury brand founded in 1856 that is known for its trench coats and distinctive check pattern. It opened its first store in London and later expanded internationally, establishing stores in key global markets. Burberry strengthened its brand through marketing and campaigns promoting its heritage as a supplier to explorers and soldiers. It faces competition in global markets but has found success through a standardized approach to products while maintaining distinctive design. Burberry caters to upper-class customers through its mix of high-quality, expensive fashion items sold worldwide through an extensive network of stores.
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Burberry was established in 1856 in Britain and is known for its luxury outerwear and accessories. By the late 19th century, Burberry had become famous for innovations like its weatherproof gabardine fabric. It introduced the trench coat predecessor in 1895 and the iconic trench coat design in 1914. Burberry has had longstanding royal patrons and is known for its classic, understated aesthetic using its signature check pattern and neutral colors. After struggles in the 1970s when its pattern became associated with football hooligans, CEO Rose Marie Bravo helped restore its luxury image in the late 1990s. Today Burberry maintains its British heritage while designing modern luxury fashion.
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title
Chinese companies are emerging as global competitors that foreign companies have underestimated and dismissed. There are four types of competitive Chinese companies on the global stage: National Champions that are using their domestic leadership to build global brands through innovations; Dedicated Exporters that are driven to enter foreign markets through economies of scale and acquisitions; Competitive Networks that are flexible and responsive to market demands; and Technology Upstarts that are gaining recognition through large R&D investments. If foreign companies do not recognize the growing threat from these hidden dragons, they will lose market share as Chinese companies continue penetrating global markets rapidly.
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The document contains a task list of 51 items for the company Acamin to complete in October, focusing on tools development. The tasks include improving various tools, adding new features like search and collaboration, redesigning pages, and developing analytics for tracking user activity and document views. It also outlines plans for an administrative panel and data warehouse to store user and document activity metrics.
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The document contains a list of 31 tasks related to updating and improving various features of a search engine and online library website. The tasks include focusing autocomplete features, collecting quotes, updating search result pages, modifying homepage designs, improving book search and database features, adding feedback forms, integrating APIs, and implementing file upload and storage systems.
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The document contains a task list of 51 items for the company Acamin to complete in October, focusing on tools development. The tasks include improving various online tools, redesigning pages, adding new features like search and collaboration, and developing backend systems to track user activity and document views. The list also outlines plans for an activity panel, admin panel, and data warehouse to collect metrics on tool and document usage.
title
The document contains a list of 31 tasks related to updating and improving various features of a search engine and online library website. The tasks include focusing autocomplete features, collecting quotes, updating search result pages, modifying homepage designs, improving book search and database features, adding feedback and reporting systems, and integrating additional APIs and services.
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The document contains a task list of 61 items for the company Acamin to focus on in October, including improving various tools, redesigning pages, adding new features like search and collaboration, and developing analytics for user and document activity. It also outlines plans for an activity panel, admin panel, and data warehouse to track metrics on bandwidth, published documents, document views, and user behavior.
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The document summarizes the key points from the Harvard Business Review case study "The Hidden Dragons" which cautions foreign companies about underestimating ambitious Chinese corporations. It discusses four types of emerging Chinese companies that could overtake global leadership: National Champions who build global brands using domestic leadership; Dedicated Exporters who enter foreign markets through economies of scale; Competitive Networks that are flexible and respond quickly to market demands; and Technology Upstarts that receive large R&D investments and gain global recognition in industries like PCs. While Chinese companies were once seen as fragmented and not standing a chance in global markets, the document argues they have become formidable competitors that global managers need to closely watch.
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Colgate-Palmolive launched its popular Colgate Max Fresh (CMF) toothpaste brand in Mexico to build on its success in the US and China. Some challenges included differing consumer preferences in Mexico, low awareness of CMF's freshness benefits, and price sensitivity in Mexico's emerging market. Colgate addressed these by adjusting CMF's flavors, emphasizing its freshness through advertising, and lowering the price to increase sales volume. By branding CMF as providing "extreme freshness" through "cooling crystals" and launching an advertising campaign titled "Snowsurfer," Colgate hoped to increase CMF sales in Mexico as it had in other markets.
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The document summarizes the key points from the Harvard Business Review case study "The Hidden Dragons" which cautions foreign companies about underestimating ambitious Chinese corporations. It discusses four types of emerging Chinese companies that could overtake global leadership: National Champions who build global brands using domestic leadership; Dedicated Exporters who enter foreign markets through economies of scale; Competitive Networks that are highly flexible; and Technology Upstarts receiving large R&D investments. While Chinese companies were previously dismissed, their government support, innovations, and ambitions to expand globally make them formidable competitors that Western managers need to closely watch.
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Christopher Carson was the managing director of BRL Europe, a global wine corporation founded in 1850s by an Australian. The key markets were the UK, Germany, US, and Japan. BRL's strategy was to acquire and grow wine companies, which led them to combine with Hardy in 1992. While BRL dominated headquarters, Carson wanted to rebrand but the home office did not approve, as Australia controlled all aspects of the brand. By the mid-1990s, Carson wanted to be an international wine company instead of just a quality exporter. He launched new brands like D'Istinto and found success with products for the Australian market, like Banrock Station, but was seen as a risk of distraction by headquarters.
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Rose Maria Bravo was appointed CEO of Burberry in 1997 and initiated a reinvention of the brand. She updated the product line to target younger generations, introduced women's, men's, and accessories collections, and raised prices to position the brand as more luxury and exclusive. By 2002, under Bravo's leadership, Burberry had 3,162 stores worldwide and introduced its high-end Prorsum line and Burberry Brit perfume line. While successful, long-term growth remained a challenge as Bravo sought to balance targeting new customers while protecting the brand's identity.
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Nigel Burton is the President of Colgate-Palmolive, a $10.5 billion company with oral, personal, and home care products as well as pet nutrition. Colgate's largest business segment is oral care, where it has conceded the fluoride paste market to Crest but now beats Crest. Four factors influence franchise growth: substitution, marketing spending, distribution penetration, and trade size. In China, Darlie and San Xiao are the leaders in the $868 million therapeutic treatment market, while in Mexico Colgate has an 82% value share in the therapeutic segment, the same as in China.
title
The document summarizes the key points from the Harvard Business Review case study "The Hidden Dragons" which cautions foreign companies about underestimating ambitious Chinese corporations. It discusses four types of emerging Chinese companies that could overtake global leadership: National Champions who build global brands using domestic leadership; Dedicated Exporters who enter foreign markets through economies of scale; Competitive Networks that are flexible and respond quickly to demands; and Technology Upstarts that receive large R&D investments and gain global recognition in areas like PCs. While Chinese companies were once seen as fragmented and not standing a chance globally, the case argues they have become formidable competitors that global managers need to closely watch.
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The document discusses the importance of international marketing research for companies operating globally. It proposes that thorough research of foreign markets is needed to understand economic, behavioral, and political factors. This helps ensure successful product launches abroad. The authors provide an example of Google struggling in foreign markets like Russia and China due to inadequate attention to cultural differences in marketing. Overall, the document argues that careful market research incorporating local customs and perspectives is vital for global business success.
title
Christopher Carson was the managing director of BRL Europe, a global wine corporation founded in 1850s by an Australian. The key markets were the UK, Germany, US, and Japan. BRL's strategy was to acquire and grow wine companies, which led them to combine with Hardy in 1992. While BRL dominated headquarters, Carson wanted to rebrand but was denied approval as the Australian office controlled all aspects of the brand. By the mid-1990s, Carson wanted to shift from being a quality exporter to an international wine company, due to industry fragmentation and branding issues. He launched new brands like D'Istinto and found success with the Australian brand Banrock Station.
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- 1. rose maria bravo – CEO of Burberry maintaining brand was primary concern burberry founded in 1856 by Thomas Burberry official coat of the british army in World War I symbol of luxury and durability Great Universal Stores in 1955 bought Burberry; also licensed to Japanese company mid-90s brand was not controlled so brand recog a problem reinvention began after bravo came on board in 1997 - bravo intiaited change of top maangemnet; - wanted to target younger gen - update product line - women, men and accessories - prices raised to reflect new positoning - by 2002, 3162 stores worldwide intro high end brand Prorsum (truly fashion conscisous audience; limited supply in market) by 2003 success was evident Burberry Brit – perfume line in 2003 introd how to target emerging customer bases a problem; big brother endorsement?? check under cover philosophy to protect brand identity positioned in the middle between Ralph Lauren (lifestyle) and Gucci (fashion) longterm growth a problem now