Wella Viva is a hair color brand focused on self-expression and helping younger women discover their identity through changing their hair color. The document outlines Wella Viva's brand positioning, which emphasizes transformation and finding one's true self. It also discusses the target market of fashion-oriented young females, and how the product aims to meet consumers' needs for self-confidence and social acceptance through providing a broad range of colorful hair dye options.
The document provides an overview of key marketing concepts:
1. It defines marketing as "meeting customer needs profitably" and the process of creating value for customers to capture value in return.
2. The marketing process involves understanding customer needs, developing a customer-driven strategy and integrated program, and capturing value to build profitable relationships.
3. Companies must design their value proposition and marketing strategy around satisfying customer needs, not just selling products.
4. The marketing concept emphasizes customer focus over production or selling concepts to achieve organizational goals.
5. Building customer value, satisfaction, and relationships are essential aspects of customer relationship management.
Super shampoo products and the indian mass market case studyMustahid Ali
Super shampoo products and the indian mass market case study, their evolution, marketing strategy adopted by them, their up and downs , how they became successful, their swot analysis and how they overcome to worst situation.
This document provides a brand audit report on L'Oreal brand. It begins with an executive summary that introduces the purpose of the report. The introduction then defines key branding concepts like the difference between marketing and branding, what a brand is, and the importance of brand positioning. The research objectives are to evaluate L'Oreal's current brand image and identify any issues. The brand literature review covers internal and external brand management perspectives. The report also includes recommendations to improve L'Oreal's brand positioning and brand image.
The document discusses factors that influence luxury handbag brands and consumers. It notes that luxury brands must differentiate themselves through quality, craftsmanship, style, limited production, and marketing. Celebrities also play a large role in influencing fashion trends and purchase intent. The increase in new luxury consumers has allowed brands to expand their price ranges to attract different consumer segments while maintaining prestige. Future research on luxury handbags could evaluate marketing strategies, socioeconomic influences on purchase intent, and test hypotheses through surveys and focus groups to better understand how brands can appeal to consumers.
Mary Kay is considering introducing hair care products in India. They would launch with 3 types of shampoo and conditioner addressing cosmetic, anti-dandruff, and damage repair benefits. Products would be packaged in 6ml sachets and 200ml bottles to target various income groups and match competitors. Consultants would receive online training to demonstrate and sell the new line. The launch is recommended within 2 years to allow adequate development time.
Brand management is the process of building, maintaining and improving a brand. It involves defining the brand, positioning it, and delivering the brand promise. The purpose of brand management is to create and sustain brands by developing tangible and intangible brand attributes through effective branding. Branding assembles various marketing mix elements to give a product or service an identity that captures customers' minds.
The document discusses branding and defines it as a name, term, sign, symbol or design that identifies a seller's goods/services and differentiates them from competitors. It states that a brand is a promise that represents quality, performance and other values that set a business apart. An effective brand delivers a clear message, confirms credibility, connects emotionally to targets, and motivates action to create loyalty. The document provides examples of well-known brands and advises that every business interaction should be considered through the lens of brand intention in order to engage customers and remain in control of how the brand is perceived.
The document discusses Kevin Keller's model of customer-based brand equity. It describes brand equity as the differential effect that brand knowledge has on consumer response to marketing for that brand. The model includes six dimensions that comprise brand equity: brand identity, meaning, responses, resonance, salience, and imagery. Building strong brand equity requires marketers to establish brand awareness, create positive brand associations, and develop deep, active loyalty relationships between customers and the brand.
The document provides an overview of key marketing concepts:
1. It defines marketing as "meeting customer needs profitably" and the process of creating value for customers to capture value in return.
2. The marketing process involves understanding customer needs, developing a customer-driven strategy and integrated program, and capturing value to build profitable relationships.
3. Companies must design their value proposition and marketing strategy around satisfying customer needs, not just selling products.
4. The marketing concept emphasizes customer focus over production or selling concepts to achieve organizational goals.
5. Building customer value, satisfaction, and relationships are essential aspects of customer relationship management.
Super shampoo products and the indian mass market case studyMustahid Ali
Super shampoo products and the indian mass market case study, their evolution, marketing strategy adopted by them, their up and downs , how they became successful, their swot analysis and how they overcome to worst situation.
This document provides a brand audit report on L'Oreal brand. It begins with an executive summary that introduces the purpose of the report. The introduction then defines key branding concepts like the difference between marketing and branding, what a brand is, and the importance of brand positioning. The research objectives are to evaluate L'Oreal's current brand image and identify any issues. The brand literature review covers internal and external brand management perspectives. The report also includes recommendations to improve L'Oreal's brand positioning and brand image.
The document discusses factors that influence luxury handbag brands and consumers. It notes that luxury brands must differentiate themselves through quality, craftsmanship, style, limited production, and marketing. Celebrities also play a large role in influencing fashion trends and purchase intent. The increase in new luxury consumers has allowed brands to expand their price ranges to attract different consumer segments while maintaining prestige. Future research on luxury handbags could evaluate marketing strategies, socioeconomic influences on purchase intent, and test hypotheses through surveys and focus groups to better understand how brands can appeal to consumers.
Mary Kay is considering introducing hair care products in India. They would launch with 3 types of shampoo and conditioner addressing cosmetic, anti-dandruff, and damage repair benefits. Products would be packaged in 6ml sachets and 200ml bottles to target various income groups and match competitors. Consultants would receive online training to demonstrate and sell the new line. The launch is recommended within 2 years to allow adequate development time.
Brand management is the process of building, maintaining and improving a brand. It involves defining the brand, positioning it, and delivering the brand promise. The purpose of brand management is to create and sustain brands by developing tangible and intangible brand attributes through effective branding. Branding assembles various marketing mix elements to give a product or service an identity that captures customers' minds.
The document discusses branding and defines it as a name, term, sign, symbol or design that identifies a seller's goods/services and differentiates them from competitors. It states that a brand is a promise that represents quality, performance and other values that set a business apart. An effective brand delivers a clear message, confirms credibility, connects emotionally to targets, and motivates action to create loyalty. The document provides examples of well-known brands and advises that every business interaction should be considered through the lens of brand intention in order to engage customers and remain in control of how the brand is perceived.
The document discusses Kevin Keller's model of customer-based brand equity. It describes brand equity as the differential effect that brand knowledge has on consumer response to marketing for that brand. The model includes six dimensions that comprise brand equity: brand identity, meaning, responses, resonance, salience, and imagery. Building strong brand equity requires marketers to establish brand awareness, create positive brand associations, and develop deep, active loyalty relationships between customers and the brand.
This was a presentation provided to the Canadian Security Association (CANASA) association members 2019. It focused on the importance of branding and how your story porvides strategic differentiation and ultimately determines your personal and organizational success.
In this presentation, Jeff Maloy discusses how shopper marketers and retailers can benefit from customizing shopper marketing programs and solutions to specific shopping occasions.
This document provides an overview of consumer behavior. It defines consumer behavior as how consumers search for, purchase, use, and dispose of products and services. It discusses personal consumers who buy for individual use and organizational consumers who buy for business use. It outlines factors that influence consumer behavior such as cultural, social, personal, and psychological factors. It describes concepts like motivation, perception, attitudes, and learning that impact consumer decisions. The document emphasizes that understanding consumer behavior is crucial for marketers to provide value, satisfy customers, effectively target audiences, and enhance company value.
This document provides an overview of consumer behaviour and culture in a global economic environment. It discusses topics like consumer behaviour and motivation, the consumer decision making process, and the influence of culture on global marketing. The learning objectives are to explain the significance of marketing communications and consumer decision making, identify factors influencing consumer behaviour, and understand the implications of culture on global marketing.
Market segmentation involves dividing a potential market into distinct subsets of consumers with common needs or characteristics. It allows companies to target specific segments with tailored marketing mixes. Before segmentation, companies used mass marketing by offering the same product to all consumers. Segmentation bases include geographic, demographic, psychographic, behavioral, and other factors. Effective segmentation requires segments to be measurable, accessible, substantial, and stable over time. Companies analyze segments to identify the most attractive targets for their products.
This document summarizes a marketing research study on shampoos in India. The objectives were to study the current Indian shampoo market, analyze brand relationships, assess advertising influence, and study impact of clinical lab seals. Primary and secondary data was collected through interviews and research reports. The scope covered major shampoo categories from a customer satisfaction perspective. Limitations included a one month time constraint. The study's universe was Delhi and sampled 28 consumers through disproportionate stratified random sampling. Key findings showed people use multiple shampoos or remedies for various hair problems. Advertising most influenced purchases. Recommendations included developing quality, benefits, and targeting specific problems.
Avon was referred to as the "Graying Goliath" when Jung took over as CEO due to its 114 year existence, aging customer base, outdated products, frumpy image, traditional direct sales model, and massive global sales force. Jung implemented a turnaround strategy that included cutting unpopular products, introducing new lines, venturing into internet and retail sales, strengthening the direct sales force, expanding into new markets, restructuring supply chain operations, and overhauling Avon's image to appear more modern. Moving into internet and retail sales was beneficial for reaching new customers, though balancing these new channels with traditional practices was important. Avon targets three need-based customer segments - homemakers, career women, and teenagers - which
Young Marketers Elite 3 - Assignment 3.1 - Nhóm 3 - Thanh An, Đức Hiệp, Ái LâmĐức Hiệp Lương
1. Có bao nhiêu level của consumer insight? Cho ví dụ trên 1 brand cụ thể tại trị trường Việt Nam (Eliter sẽ cần phải có 3 ví dụ & cần đào sâu hơn các level của consumer insight) (20%)
2. Đâu là phương pháp tìm ra consumer insight? Thế nào là 1 good insight cho brand idea & advertising idea? Cho ví dụ cụ thể cho phần phương pháp & good insight. (30%)
3. Trong marketing process, consumer insight được ứng dụng ở những đâu? Cho ví dụ trên 1 brand cụ thể tại thị trường Việt Nam (câu hỏi chỉ dành cho Eliter) (50%)
The document discusses the concept of "Value-For-Money" and how brands can lose their positioning on the "Value-For-Money line" by developing an unjustified price premium over time. It explains how brands constantly move on the model as new competitors enter with decent offerings at cheaper prices. The document recommends that brands communicate their price and value through all customer touchpoints with excellence and consistency. It also provides strategies for brands to reset their positioning on the "Value-For-Money line" by decreasing perceived price or increasing perceived value through improvements and marketing efforts.
Branding and advertising of financial servicesAngle Angel
This document discusses branding and advertising of financial services. It covers topics such as branding, brand image, brand personality, brand equity, the purpose of branding to differentiate products, and how brands create promises to consumers. Advertising strategies like informative, argumentative, and psychological appeals are also covered. The key aspects of branding discussed are using symbols and signs to create meaningful associations that position the brand and develop relationships with customers.
This document discusses celebrity endorsements and their impact on consumer buying behavior and brands. It finds that celebrity endorsements can increase brand awareness, attention, and recall but the celebrity and brand must be well-matched. While celebrity endorsements provide advantages like credibility and mass appeal, they also carry risks if the celebrity's reputation declines or they do not align well with the brand. The document also analyzes survey results that found consumers associate a celebrity with a brand temporarily more than permanently and rank quality as the top factor influencing repurchases over celebrity endorsements.
The research brief outlines a need to increase consumption and volume growth for DM Brand by defining key barriers and drivers of consumption among target consumers aged 13-29. Specifically, the objectives are to understand brand perception and the impact of marketing channels on brand image, and explore new execution platforms. Qualitative research including focus groups in Hanoi and Ho Chi Minh City will obtain information on beverage consumption, brand perception, communication evaluation, and channels. Insights will inform a holistic plan to address consumer barriers and leverage drivers to increase consumption.
The document provides an overview of marketing and the marketing process. It defines marketing as understanding customer needs and creating value for customers to build strong customer relationships. The marketing process involves 5 steps - 1) understanding customer and market needs, 2) designing a customer-driven strategy, 3) developing an integrated marketing program using the 4Ps, 4) building profitable customer relationships, and 5) capturing value from customers. The goal is to satisfy customer needs at each step of the process in order to create loyal customers and profits for the company.
BMW wants to segment the luxury car market further based on customer usage experience rather than just product attributes. It identified two key customer segments - "The Better Driver" who values driving experience over other luxury features and is willing to pay a premium. BMW aims to differentiate its product, pricing, promotion and place strategies from competitors like Mercedes, Lexus and Infiniti for these targeted segments.
RJ Reynolds analyzed cigarette brand usage patterns in Chicago and found they varied by neighborhood demographics. It segmented the market into high education, blue-collar and African American consumer groups concentrated in different city areas. RJR then allocated its promotion spending accordingly across its brands which each segment preferred like low tar cigarettes in high education areas.
The document discusses brands and brand management. It begins by explaining what brands are, noting that brands represent a seller's promise to consistently deliver benefits to buyers and are defined by the associations consumers have with a product or service. It then discusses why brands are important, saying they help differentiate products, appeal to customers emotionally, and are symbols people use to express themselves. The document goes on to explain how brands are viewed differently by consumers and sellers, with consumers seeing them as a source of information, quality signal, and lower risk, while sellers see brands as a competitive advantage and source of profits. It aims to teach about key aspects of brands and brand management.
The document outlines a marketing plan for an employment networking product for disabled people called GURU. It segments the target market into four groups and focuses on "Accepters" who want independence. GURU aims to guide Accepters through employment stages via profiles, testing, training, and job opportunities. A three-year plan details objectives, strategies, and evaluation for launching GURU to increase employment among disabled people through an empowering brand and network on mobile.
Young Marketers Elite 3 – Assignment Zero.1- Khánh Thy - Đức Hiệp - Hồng PhongPhong Lê
This document provides an overview of key concepts related to brand strategy and communication. It defines what a brand is as a promise that a company makes to consumers. It also discusses the importance of branding, brand positioning, brand keys, brand essence, and brand communication. Brand communication is defined as the relationship between a brand and its target customers. The document outlines several ways to develop brand communication ideas and campaigns, and provides tools for evaluating creative ideas. It also discusses the concept of brand innovation and different types of innovation.
The document discusses marketing communication and media consumption trends. It defines communication and marketing, explaining how marketing has evolved from focusing on the 4Ps (product, price, place, promotion) to focusing on the 4Cs (consumer, cost, convenience, communication). It outlines different communication channels and functions, and emphasizes the importance of integrated marketing communication that uses multiple channels to achieve goals like brand recall. The document also discusses emerging consumer trends in India like increased media disloyalty, the rise of new media, the importance of word-of-mouth marketing, and consumers' preference for convenience and experiential branding.
Above presentation is a SAMPLE proposal for creating a Social Media Content Strategy. This is a random brand chosen by me out of my personal choice and I am in no way associated with this brand. Its a light, fun presentation.
The document discusses Avon's commitment to diversity and its positive impact on financial results. It provides background on Avon's history of excluding women from leadership roles, which hurt sales. After refocusing on female customers and empowering women within the company, Avon's sales and profits increased substantially. The document then projects Avon's potential sales growth in China from its entry into the Chinese market in 2006 through 2010, based on China's growing cosmetics industry and Avon's business model of direct selling.
The campaign strategy focuses on positioning Mary Kay as a contemporary brand for female millennials through a three-part media strategy. The campaign aims to increase brand awareness, market share, and enrollment of new Independent Beauty Consultants among 18-25 year old females. It will emphasize that Mary Kay provides personalized cosmetic experiences and builds confidence through an accessible, supportive community.
This document contains a marketing campaign proposal for Mary Kay to target female millennials in the US. It begins with an executive summary that outlines the challenge of Mary Kay's lower market share among female millennials compared to competitors. The proposed "Your Connection to Confidence" campaign aims to reposition Mary Kay as a contemporary brand and increase awareness, market share, and enrollment of new Independent Beauty Consultants among the target age group. The rest of the document includes research findings on consumer trends and competitors, as well as details of the proposed strategy, creative approach, and media plan to implement the campaign.
This was a presentation provided to the Canadian Security Association (CANASA) association members 2019. It focused on the importance of branding and how your story porvides strategic differentiation and ultimately determines your personal and organizational success.
In this presentation, Jeff Maloy discusses how shopper marketers and retailers can benefit from customizing shopper marketing programs and solutions to specific shopping occasions.
This document provides an overview of consumer behavior. It defines consumer behavior as how consumers search for, purchase, use, and dispose of products and services. It discusses personal consumers who buy for individual use and organizational consumers who buy for business use. It outlines factors that influence consumer behavior such as cultural, social, personal, and psychological factors. It describes concepts like motivation, perception, attitudes, and learning that impact consumer decisions. The document emphasizes that understanding consumer behavior is crucial for marketers to provide value, satisfy customers, effectively target audiences, and enhance company value.
This document provides an overview of consumer behaviour and culture in a global economic environment. It discusses topics like consumer behaviour and motivation, the consumer decision making process, and the influence of culture on global marketing. The learning objectives are to explain the significance of marketing communications and consumer decision making, identify factors influencing consumer behaviour, and understand the implications of culture on global marketing.
Market segmentation involves dividing a potential market into distinct subsets of consumers with common needs or characteristics. It allows companies to target specific segments with tailored marketing mixes. Before segmentation, companies used mass marketing by offering the same product to all consumers. Segmentation bases include geographic, demographic, psychographic, behavioral, and other factors. Effective segmentation requires segments to be measurable, accessible, substantial, and stable over time. Companies analyze segments to identify the most attractive targets for their products.
This document summarizes a marketing research study on shampoos in India. The objectives were to study the current Indian shampoo market, analyze brand relationships, assess advertising influence, and study impact of clinical lab seals. Primary and secondary data was collected through interviews and research reports. The scope covered major shampoo categories from a customer satisfaction perspective. Limitations included a one month time constraint. The study's universe was Delhi and sampled 28 consumers through disproportionate stratified random sampling. Key findings showed people use multiple shampoos or remedies for various hair problems. Advertising most influenced purchases. Recommendations included developing quality, benefits, and targeting specific problems.
Avon was referred to as the "Graying Goliath" when Jung took over as CEO due to its 114 year existence, aging customer base, outdated products, frumpy image, traditional direct sales model, and massive global sales force. Jung implemented a turnaround strategy that included cutting unpopular products, introducing new lines, venturing into internet and retail sales, strengthening the direct sales force, expanding into new markets, restructuring supply chain operations, and overhauling Avon's image to appear more modern. Moving into internet and retail sales was beneficial for reaching new customers, though balancing these new channels with traditional practices was important. Avon targets three need-based customer segments - homemakers, career women, and teenagers - which
Young Marketers Elite 3 - Assignment 3.1 - Nhóm 3 - Thanh An, Đức Hiệp, Ái LâmĐức Hiệp Lương
1. Có bao nhiêu level của consumer insight? Cho ví dụ trên 1 brand cụ thể tại trị trường Việt Nam (Eliter sẽ cần phải có 3 ví dụ & cần đào sâu hơn các level của consumer insight) (20%)
2. Đâu là phương pháp tìm ra consumer insight? Thế nào là 1 good insight cho brand idea & advertising idea? Cho ví dụ cụ thể cho phần phương pháp & good insight. (30%)
3. Trong marketing process, consumer insight được ứng dụng ở những đâu? Cho ví dụ trên 1 brand cụ thể tại thị trường Việt Nam (câu hỏi chỉ dành cho Eliter) (50%)
The document discusses the concept of "Value-For-Money" and how brands can lose their positioning on the "Value-For-Money line" by developing an unjustified price premium over time. It explains how brands constantly move on the model as new competitors enter with decent offerings at cheaper prices. The document recommends that brands communicate their price and value through all customer touchpoints with excellence and consistency. It also provides strategies for brands to reset their positioning on the "Value-For-Money line" by decreasing perceived price or increasing perceived value through improvements and marketing efforts.
Branding and advertising of financial servicesAngle Angel
This document discusses branding and advertising of financial services. It covers topics such as branding, brand image, brand personality, brand equity, the purpose of branding to differentiate products, and how brands create promises to consumers. Advertising strategies like informative, argumentative, and psychological appeals are also covered. The key aspects of branding discussed are using symbols and signs to create meaningful associations that position the brand and develop relationships with customers.
This document discusses celebrity endorsements and their impact on consumer buying behavior and brands. It finds that celebrity endorsements can increase brand awareness, attention, and recall but the celebrity and brand must be well-matched. While celebrity endorsements provide advantages like credibility and mass appeal, they also carry risks if the celebrity's reputation declines or they do not align well with the brand. The document also analyzes survey results that found consumers associate a celebrity with a brand temporarily more than permanently and rank quality as the top factor influencing repurchases over celebrity endorsements.
The research brief outlines a need to increase consumption and volume growth for DM Brand by defining key barriers and drivers of consumption among target consumers aged 13-29. Specifically, the objectives are to understand brand perception and the impact of marketing channels on brand image, and explore new execution platforms. Qualitative research including focus groups in Hanoi and Ho Chi Minh City will obtain information on beverage consumption, brand perception, communication evaluation, and channels. Insights will inform a holistic plan to address consumer barriers and leverage drivers to increase consumption.
The document provides an overview of marketing and the marketing process. It defines marketing as understanding customer needs and creating value for customers to build strong customer relationships. The marketing process involves 5 steps - 1) understanding customer and market needs, 2) designing a customer-driven strategy, 3) developing an integrated marketing program using the 4Ps, 4) building profitable customer relationships, and 5) capturing value from customers. The goal is to satisfy customer needs at each step of the process in order to create loyal customers and profits for the company.
BMW wants to segment the luxury car market further based on customer usage experience rather than just product attributes. It identified two key customer segments - "The Better Driver" who values driving experience over other luxury features and is willing to pay a premium. BMW aims to differentiate its product, pricing, promotion and place strategies from competitors like Mercedes, Lexus and Infiniti for these targeted segments.
RJ Reynolds analyzed cigarette brand usage patterns in Chicago and found they varied by neighborhood demographics. It segmented the market into high education, blue-collar and African American consumer groups concentrated in different city areas. RJR then allocated its promotion spending accordingly across its brands which each segment preferred like low tar cigarettes in high education areas.
The document discusses brands and brand management. It begins by explaining what brands are, noting that brands represent a seller's promise to consistently deliver benefits to buyers and are defined by the associations consumers have with a product or service. It then discusses why brands are important, saying they help differentiate products, appeal to customers emotionally, and are symbols people use to express themselves. The document goes on to explain how brands are viewed differently by consumers and sellers, with consumers seeing them as a source of information, quality signal, and lower risk, while sellers see brands as a competitive advantage and source of profits. It aims to teach about key aspects of brands and brand management.
The document outlines a marketing plan for an employment networking product for disabled people called GURU. It segments the target market into four groups and focuses on "Accepters" who want independence. GURU aims to guide Accepters through employment stages via profiles, testing, training, and job opportunities. A three-year plan details objectives, strategies, and evaluation for launching GURU to increase employment among disabled people through an empowering brand and network on mobile.
Young Marketers Elite 3 – Assignment Zero.1- Khánh Thy - Đức Hiệp - Hồng PhongPhong Lê
This document provides an overview of key concepts related to brand strategy and communication. It defines what a brand is as a promise that a company makes to consumers. It also discusses the importance of branding, brand positioning, brand keys, brand essence, and brand communication. Brand communication is defined as the relationship between a brand and its target customers. The document outlines several ways to develop brand communication ideas and campaigns, and provides tools for evaluating creative ideas. It also discusses the concept of brand innovation and different types of innovation.
The document discusses marketing communication and media consumption trends. It defines communication and marketing, explaining how marketing has evolved from focusing on the 4Ps (product, price, place, promotion) to focusing on the 4Cs (consumer, cost, convenience, communication). It outlines different communication channels and functions, and emphasizes the importance of integrated marketing communication that uses multiple channels to achieve goals like brand recall. The document also discusses emerging consumer trends in India like increased media disloyalty, the rise of new media, the importance of word-of-mouth marketing, and consumers' preference for convenience and experiential branding.
Above presentation is a SAMPLE proposal for creating a Social Media Content Strategy. This is a random brand chosen by me out of my personal choice and I am in no way associated with this brand. Its a light, fun presentation.
The document discusses Avon's commitment to diversity and its positive impact on financial results. It provides background on Avon's history of excluding women from leadership roles, which hurt sales. After refocusing on female customers and empowering women within the company, Avon's sales and profits increased substantially. The document then projects Avon's potential sales growth in China from its entry into the Chinese market in 2006 through 2010, based on China's growing cosmetics industry and Avon's business model of direct selling.
The campaign strategy focuses on positioning Mary Kay as a contemporary brand for female millennials through a three-part media strategy. The campaign aims to increase brand awareness, market share, and enrollment of new Independent Beauty Consultants among 18-25 year old females. It will emphasize that Mary Kay provides personalized cosmetic experiences and builds confidence through an accessible, supportive community.
This document contains a marketing campaign proposal for Mary Kay to target female millennials in the US. It begins with an executive summary that outlines the challenge of Mary Kay's lower market share among female millennials compared to competitors. The proposed "Your Connection to Confidence" campaign aims to reposition Mary Kay as a contemporary brand and increase awareness, market share, and enrollment of new Independent Beauty Consultants among the target age group. The rest of the document includes research findings on consumer trends and competitors, as well as details of the proposed strategy, creative approach, and media plan to implement the campaign.
The document summarizes Unilever's "Campaign for Real Beauty" marketing campaign for their Dove brand. It discusses the history of Unilever and Dove, the goals of the campaign launched in 2005 to feature women of various body types, and the positive reception and increased sales it received. It also reviews Dove's consumer behavior, customer satisfaction, and marketing strategies in India.
Dove launched its "Campaign for Real Beauty" in 2004 to promote a more inclusive definition of beauty in its advertising. The campaign sought to challenge unrealistic beauty standards and encourage women to feel beautiful as themselves. However, some critics accused Dove of hypocrisy or having contradictory messages. To address issues, Dove's recommendations included maintaining media support, clarifying intentions across brands, continuously innovating campaigns, and portraying women in a dignified manner. The conclusion is that Dove has so far succeeded in its goal of empowering women's self-image, but must keep evolving to maintain relevance and avoid potential issues down the road.
This document proposes an advertising campaign for L'Oreal Paris Telescopic Explosion Mascara. The target audience is wealthy/middle-class women who love makeup and want to look and feel glamorous. The slogan will focus on how the mascara can boost women's confidence and self-esteem. Models in the ad will portray the ideals of beauty, glamour, and confidence that the mascara is meant to provide consumers. Repetition of slogans and images will be used to reinforce the mascara's message and branding.
I worked as one of the creatives on Boston University's team for the National Student Advertising Competition (NSAC). We created a campaign for Mary Kay Cosmetics. This is the plans book for the campaign.
The history of L'Oreal began in 1907 when a French chemist developed a colour formula and registered his own company. Over time, L'Oreal grew significantly and became a global leader in cosmetics. Today, L'Oreal has a 41% market share in India, competing against brands like Lakme, Revlon, and Nivea. L'Oreal targets various consumer segments in India like women seeking hair solutions and employs celebrities in its advertisements. The research analyzed L'Oreal's brand awareness, attitudes, and value among Indian women to understand how to strengthen emotional connections and better target older age groups.
L'Oreal caters to consumers across all income levels using a variety of brands. It has strong brand positioning, especially with middle-aged women and teenage girls. L'Oreal Paris uses the philosophy "Because You're Worth It" and provides affordable luxury products. The company relies on celebrity endorsements and events to promote its brands globally. It launched successful campaigns like "Because I Am Worth It" and uses precise target marketing to engage the right audiences. L'Oreal invests in research and development and acquisitions to expand its brand portfolio worldwide.
Final Project Fashion in Technology and Retailc.docxAKHIL969626
Final Project: Fashion in Technology and Retail
c
Fashion in Technology and Retail
Professor Jennifer Lezan
Final Project
By Jeimy M. Jimenez
About Sephora
Sephora is a leader in global prestige retail, teaching and inspiring clients to play in a world of beauty. Owned by LVMH Moët Hennessy Louis Vuitton, the world's leading luxury goods group, Sephora has earned its reputation as a beauty trailblazer with its expertise, innovation, and entrepreneurial spirit.
At Sephora, beauty is in our DNA. Our revolutionary beauty-retail concept, founded in France by Dominique Mandonnaud in 1970, is defined by its unique, open-sell environment with an ever-increasing assortment of products from carefully curated brands, featuring indie darlings, emerging favorites, trusted classics, and Sephora’s own, SEPHORA COLLECTION. Today, Sephora is not only the leading retailer of perfume and cosmetics stores in France, but also a powerful beauty presence in countries around the world thanks to its unparalleled assortment of prestige products in every category, unbiased service from experts, interactive shopping environment, and innovation.
Sephora believes every stroke, swipe and dab reveals possibility, and we share our client’s love for the confidence that our products, services, and expertise brings to their life every day. In every store, clients unlock their beauty potential at our Beauty, Skincare and Fragrance Studios through intuitive technology and guidance from the most knowledgeable and professional team of product consultants in the beauty industry.
Sephora stores – Sephora operates approximately 2,300 stores in 33 countries worldwide, with an expanding base of over 430 stores across the Americas. Sephora opened its first U.S. store in New York’s Soho neighborhood in 1998, and its first Canadian store in Toronto in 2004. The Sephora Americas headquarters and Innovation Lab are located in San Francisco, with corporate offices in New York, Mexico City, Montreal, Toronto and São Paolo.
Sephora.com - Launched in the U.S. in 1999 and Canada in 2003, the foremost prestige beauty site on the Internet is also Sephora's largest North American store and is where clients can engage with an inclusive beauty community on our award-winning Beauty Board, and interactive Beauty Talk.
Sephora mobile – Obsessed with teaching and inspiring clients to play in a world of beauty, Sephora has pioneered the use of mobile in beauty, creating groundbreaking content on its intuitive Sephora app and on social media to bring Sephora’s expertise to our clients whenever and wherever they want.
Beauty Insider - In 2007, Sephora launched a client loyalty program to feed their addiction to beauty with unique rewards and experiences. The Beauty Insider program is available in Sephora stores nationwide and at www.sephora.com. In 2009, Sephora launched V.I.B. [Very Important Beauty Insider], and in 2013, added VIB Rouge, two premium levels for Beauty Insiders th ...
This document summarizes research conducted by a team on creativity in the cosmetics industry. Through surveys and interviews at Sephora stores, the team found that many cosmetics users struggle to find products that match their skin tone. They observed Sephora's Color IQ machine, which identifies matching products but has limitations. The team's research showed opportunities to help users select the right makeup through an improved technology solution. Their goal is to develop a concept that provides an easy, efficient way for women to find matching products and feel confident in their purchases.
L'Oreal caters to consumers across all income levels and has strong brand positioning with middle-aged women and teenage girls. Its brand philosophy is "Because You're Worth It", providing affordable luxury. It relies on celebrity endorsements and events to modernize its approach. L'Oreal has been very successful in global expansion and diversification, launching brands like Maybelline in new markets through precise target marketing and innovation to suit local needs. It focuses on research and development, spending 3% of annual sales, to sustain its global leadership through local relevance and joint ventures.
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Similar to Wella Viva Communication Strategy Document (20)
1. April 20
Wella Viva
Communication
Strategy 2011
“Are you a fiery lion hiding under a pale mane? Or maybe a sexy black
panther, which has never really dared to go beyond Brunette? Viva Angelo
gives you options you never knew you had to live the life you want to…
Let Viva take you there….” Veotte
2. Well Viva Communication Strategy
What do I want to say?
Wella Viva is about self-expression, playfulness and confidence. With Viva you are making a
statement and changing your mood. Your hair and how it looks is an extension of your identity. It
allows you to live different lifestyles, be different people and try new things.
What is my product or service benefit? And what is my Brand benefit?
Brand Positioning Statement
“Are you a fiery lion hiding under a pale mane? Or maybe a sexy black panther, which has
never really dared to go beyond Brunette? Viva gives you options you never knew you had to
live the life you want to… Let Viva take you there….”1
Wella Viva is an entry level hair colorant. It is focused on younger ladies who want to ‘play’ with
their hair and are discovering their identity. Wella Viva is a part of the Wella Professional portfolio,
which is famous for shaping the fashion trends of hair for more than five decades. Wella Viva gives
their consumer the opportunity to access these fashion styles and colors at a reasonable cost.
Brand Values are: TRANSFORMATIONAL; Emotional benefits of beauty, cool, socially
acceptable; Remake identity, fashionable and Finding “True self.”
1
Partially from www.Viva.com “Are you a fiery lion hiding under a pale mane? Or maybe a sexy black panther, which has
never really dared to go beyond Brunette?”
3. The product provides a broad range of colors, including bright reds, metal blondes, purples and
blacks. It provides average performance in terms of hair health, quality of materials and
conditioning.
Who is my target market?
Target Customer2 : Anyone who wants to color their hair
Campaign Target : Young (12-29) female; fashion oriented; school, working
Media Target : New Category Users (NCU)
Creative Target : Young lady, seeking self-expression, recognition and social status. She is
the decider, purchaser and user in most cases
Category Need : Color hair, positive social perception; self-confidence
Benefits : Transformational, Self-expression, social acceptance
The primary media target is new category users. Viva is an entry level brand, which draws in new
users based on fashion, rebellion and seeking a ‘new’ identity. This builds the habit of coloring and
moves them into the other Wella Professional brands.
A secondary target market is the brand loyals, currently using Viva as a form of self-expression. It
would help if the campaign can re-affirm the reasons they choose Viva.
2
See Figure 1: Long Form Positioning Statement
4. What is the customer need or want?
The Wella Viva consumer has either a present or latent need to be cool, fashionable, desirable and /
or confident.
Wella Viva is driven by extreme positive emotions:
• Sensory gratification : With a new fashionable look.
• Social Approval : To fit in, be noticed and be cool. Vehicle for self-expression.
• Social affirmation : I had not thought of coloring my hair, and it looks cool.
The consumer needs a trusted confident, who is knowledgeable about fashion to help her discover
parts of herself she has never explored.
This is a high involvement category and support in terms of believability of trusted confident (Wella
Professional) is critical to drive action. This is done through engaging and involving the consumer
in choices in a safe environment to drive experimental new brand usage.
There is High risk associated with the outcome for the consumer, so the event needs to be
slowly coached and made more easily accessible. 3
Importance : Self-Expression & Fashion
Delivery : Height of Fashion; Fashion Advisor for cosmetic and clothes; recognized in
Fashion industry as part of Wella Brand.
Uniqueness : Fashion leader, color range
3
See Figure 2: ‘Behavioural Sequence Model.’
5. We recommend the utilization of high-involvement / transformational brand preference tactics. This
would include:
1. The utilization of archetypical, emotional and instinctual selling propositions. We have done
this before and examples are attached.4
2. The advert must be seen as emotional and authentic.
3. The transformational benefits can be extreme (potentially overclaimed.)
4. See the example where the range is showed at the end of the archetypical introduction, as
credible informational benefits. (http://www.besthaircolor.org/833/viva-hair-color-by-
wella/)
5. The presenter must be aspirational for our target audience.
What worked well in the past are demonstrators, couponing, online simulations5 and competitions.
How does my product meet their need better than competitors?
Category IDU Review
Importance or Desirability Delivery Uniqueness
Self-Expression Wella Viva, 100% Color, Fashion Color Scheme
High Fashion Trendsetter
Highlights (Revlon, NNE, L’Oreal, Garnier- Permanence of color
Grey Cover Nutrisse) No. of Brands or
Roots number of shades
4
See Figure 3 “Archetypes”
5
See Figure 5 “Online Personality Quiz – Find your True Color.”
6. Entry level brands such as Wella Viva and 100% Color by Garnier are more cheaply priced, for the
young female market, which tends to have lower disposable income. The willingness to pay of the
target market is low, as this is generally an experimental product usage and benefits are largely
psychological rather than physically deliverable, as compared with more mainstream better quality
brands.
Wella Viva has more of a history through Wella Professional, which can be seen to have been quite
avant-garde6 versus Garnier which is market separately from L’Oreal, it’s holding company. This
provides Wella with a stronger delivery with respect to the trusted fashion advisor.
The mass market brands such as Nice & Easy and L’Oreal are focused on an older demographic and
the importance is grey coverage, and fashion. These brands are priced at a premium and are
expected to deliver on key aspects such as hair health and long term permanence of color.
What do I want customers to think, feel and do as a result of seeing my communication
material?
Communication Objectives:
• Category Need: This has been covered in depth previously. Hence the marcomm campaign
has to appeal to the category needs identified. Problem Avoidance, Sensory gratification,
Social Approval, Negative ending motive or / and Social affirmation.
• Brand Awareness: For Wella Viva, there is a need for both brand recall and recognition, as
this is a high involvement category. This therefore requires both strong brand identification
and the development of the category need for the consumer.
6
See Historical Wella Fashion – Figure 3 “Wella The Fashion Advisor – 2010”
7. • Brand Preference: Our focus here is on those who are unaware or have a moderate
preference. This goal will be in create a ‘strong preference’ in these two groups.
• Brand Action Intention: In previous campaigns, we used the online personality hair color
simulations. We found that attaching coupons to these consumers worked well to measure
success through purchases with retailers, where we were able to track coupon usage.
Creating brand action intention continues to be a major objective for this campaign.
• Purchase Facilitation: Purchase behaviour shows that consumers make decisions both prior
to coming the stores, as well as in the stores. Often the consumer comes to the store to buy a
‘color’ brand but makes the final choice of color and brand at the shelf. For this purpose, we
are looking at the idea of partnering with the national ‘beauty retailer’ to run an in-store
competition. We would like ideas on this type of campaign, were we could tie in the retailers
beauty equity with Viva.
Key Goals of Communication
• 10% of ongoing consumers are NCU tracked through coupon redemption.
• Increase brand recall of 40% amongst target audience by 50%.
What is constraints are there?
In terms of the Wella Viva brand the constraints are:
• Limited budget. As this is entry level low priced product, we cannot afford any kind of
television advertising. The choice of media must be oriented to what drives interaction with
the target audience. We need to develop a ‘relationship’ with our target audience and
8. become their confident. Media which goes viral, or is seen as cool, at low cost will be ideal.
See our website for how we have created an online interaction based on personality tests,
which help reveal your true identity.7 The Viva Make-over competition worked very well
for us as well, as there was user generated content and ‘free’ advertising through the media.
• This is a young vibrant brand, which allows us to be more avant-garde than most clients.
This needs to be kept in line with the ‘professional’ Wella brand, so that we do not bring
into disrepute.
• The timing of this campaign needs to be ready to roll-out in Spring. It is now August 2011,
and we need to ensure that any print media in support is briefed in by October 2011 for
Spring Issue. This time constraint is critical, as there will be no flexibility with all suppliers
focused on Christmas execution, and March being locked down.
What media should be used?
As briefed above, we would like to look at alternative types of media, including specifically online
social media. Traditionally, we have run strong in-store demonstrator programs, print advertising,
and online competitions. We are open to alternative types of media. One of the ideas we have is of
potentially looking at partnering with a beauty magazine, retailer or beauty / fashion show, which is
targeted towards the correct demographic. Any examples or ideas for this will be useful.
7
Figure 6: Online Personality Testing
9. Appendix
Figure 1: Long Form Positioning Statement
VIVA
Brand Wella Viva
Target Customer
1. Target customer type and description Anyone who wants to color their hair.
that includes all realistic potential and
actual buyers.
2. Campaign Target audience Young (12-29) female; fashion oriented; school,
working
3. Media Target New category users.
4. Creative target Young lady, seeking self-expression, recognition
and social status. She is the decider, purchaser and
user in most cases.
Category Need
1. Customer need
2. Alternative brands that the target Semi-permanent brands like Loving Care or
audience considers. lasting Color.
Benefits
1. Key Benefit to be emphasized. Transformation
2. Key benefit claim chain Attributes: Color hair, Fashion advisor status
(TRANSFORMATIONALLY Benefits: Radical or slight change; make-over
MOTIVATED) – Purely positive end Emotional: TRANSFORMATIONAL; benefits
benefit focus and emotional focus. of beauty, cool, socially acceptable; Find “True
self.”
3. Entry-ticket benefit, or benefits, to be Fashionista. Wella Professional is a salon brand
mentioned: with Wella Professionals the best in the world.
4. Inferior benefit to be traded off with Product may not last as long as ‘natural’ hair
lower price and short to medium lasting colorants. The key benefit for the consumer is not
coverage to be deliberately omitted. grey coverage. It is to be changed frequently and
make a different statement regularly.
10. Figure 2. Behavioural Sequence Model
WHAT Need Arousal Information search and Store choice and Usage
evaluation alternatives purchase
WHO Young female: Friends, fashion advisors, Mother, customer, Consumer
Feeling drab; new user,
season; going to new
education,
WHERE Learning institution, Online, fashion Home, social Home or friends
office, party, magazines, television, in gathering, store, house.
stores.
WHEN Any time On the spot with some 1-15 days from 1-7 days from
flexibility. In the store, decision. purchase.
looking at the different
colors.
HOW Moving to a new Friends, rock-stars, movie Decide color, brand, 4 to 6 weeks
(frequency) year of school, stars, fashion shows, range before or in
changing job, finding music videos, MTV, store. High risk –
new partner, Joining seeking information.
new social group.
13. Figure 5: Viva Make-over Competition
Wella invites you to discover your creative talent by taking part in the Wella Viva Makeover "More
Color. More Fun" online competition. Simply visit www.viva-color.com and get the chance to walk
away with a sexy new Nokia 8800 or a funky 4GB iPod Nano.
Figure 6: Online Personality Tests
Outcomes