1. THE PLAN OF LAUNCHING
BRAND IN EASTERN EUROPE
Authors:
Team name: Willing&Able
Team members:
 Tetiana Ivanova
 Mariia Titova
 Yuliia Anishchenko
 Eugeniia Khripunova

2. WE SUGGEST
• to add new line “Fresh Effects” for
uncovered segment of our Target Audience
( women 15-24 years old)
• to use not only such media tools like TV,
Outdoor, Print, Cinema but add social media
activities and different promotion activities
like Celebrity endorsement and others.

3. TARGET AUDIENCE, PRIME PROSPECTS (INCLUDING
DEMOGRAPHIC, FUNCTIONAL, PSYCHOLOGICAL NEEDS AND
The Urban Population Of Women(15-54
years old) in UA (Target Aidience)
9%
12%
15%
12% 13%
13%
12%
14%
15-19
20-24
25-29
30-34
35-39
40-44
45-49
50-54
Olay’s product lines,
that cover prime prospects
Regenerist (30 -54 age women)
Total Effect 7X (15 -54 age women)
Age Defying (20 -29 age women)
Fresh Effect (15 -24 age women)
NEW
Complete, Active Hydrating,
Gentle Cleansers, Skin Adapt(15-54)
Target Audience
(mass market)
Women 15-54 years old
Women want to be
natural, attractive,
fresh looking
INCOME) FOR EACH OF OLAY’S LINE
*based on list 2 “Willing And Able.xsl

4. SHOPPER & CONSUMER BARRIES
Perceived lack of need
Perceived of unreasonable price
Habits/ Predisposition to other
brands
Principles & Prejudice
Concern about safety of product
Lack of trust for company,
product or seller
Price of the product
Absence of consultant at the
point of sale
Unavailability of samples/catalog
Lack of “shelf pop”
Low brand line-up
Reasonable location of the trade
channel

5. PORTFOLIO
NEW
*based on list 1 “Willing And Able.xsl

6. Olay
Marketing
Activities
TV
Print
Outdoor
Cinema
Social
Media
Promotions
Testing
COMMUNICATION PLAN
Fiscal Year 1(2013-2014)
1 2 3 4 5 6 7 8 9 10 11 12
Jul Aug Sep Oct Nov
Dec Jan Feb Mar Apr May Jun
Communication budget – 3,000,000€
1,200,000€
300,000€
(where 150,000€ for social media and 200,000 € for promo-activities)
Sampling budget – 450,000 €
Actual Launch of the Olay
TV campaign Shot Shot Shot
Print Advertising,
in press & magazines
Outdoor and billboard advertising
Ads for Fresh Line
Advertising for
Youth Lines
Microsite
Integration into main site
Online advertising, promotion on fb pages, youtube, vk, twitter…
Press
Releases
Launch of intensive
PR activities
Celebrity
endorsement
Sales
Promo
Pretesting
Samplings
in press
Samplings
in press
Samplings
in press
Total
Cost
500,000€
650,000€
150,000€
200,000€
450,000€

7. THE BEST AWARENESS RATES AND TOTAL
MARKETING BUDGET
The best options with the highest awareness with
current media tools is 80% with 3,000,000€ budget
But with 70% awareness we will spend 2,650,000€
and will be able to spend 350,000€ for Social Media
*based on our own application for awareness calculation
1- communication budget
and Promotions Activities
Total Marketing Budget
Media Tools Awareness Cost, €
TV 30% 1,200,000
Print 10% 300,000
Outdoor 10% 500,000
Cinema 20% 650,000
Social Media 15% 150,000
Promotions 15% 200,000
Total (CB1) 100% 3,000,000
Sampling Budget 450,000
Total Marketing Expenses 3,450,000
Total Marketing Expenses 3,584,860 $
*based on “Willing And Able.exe

8. SOCIAL MEDIA
Activity Result
Broads reach
campaigns
Drove big results for shot
periods
Facebook & Vkontakte
, Live Journal & Twitter
Best driver for engagement,
new visitors
YouTube Drives traffic and video
engagement with minimal
effort to manage
FB & VK Ads Inexpensive, precise targeting
for awareness and marketing
campaigns
Contests Increase fans and engagement
Content Quirky topics = best
engagement& shares
Marketing Content Necessary, but lowest
engagement – must find
interesting spin to increase
clicks
Product & Marketing
Integration
Making social a regular activity
in product & marketing
planning is a process but will be
big win long term

9. CURRENT MARKET POSITION vs.
COMPETITORS
Marketing Price/Quality Matrix
Marketing Profile for skin-care market
How many people will buy
skin-care product of each
brand? L'oreal Paris
OLAY
Diademine
Lirene
Avon
Nivea
Garnier (L'oreal
Co)
Черный Жемчуг
Others
18%
15%
15%
15%
7%
7%
10%
10%
3%
*based on list 2,3,4 “Willing And Able.xsl

10. CUSTOMER AND BUSINESS DEVELOPMENT
TRADE CHANNELS
Perfumeries
Watsons,
Cosmo,
L’etual,
Perfume
Shop etc.
Creating the image
of high-quality premium product.
Target audience – women who
seek for beauty products
and actively use it
Supermarket/
Hypermarket
Metro C&C,
Silpo/Fozzy,
ATB,
Klass,
Rost etc
Entering
mass market
Pharmacy
Med-Service,
Zdorov’YA,
Velika
Apteka, etc
Positioning treatment
products for women
who seek for more
intensive skin care

11. DISTRIBUTION: Linear Regression
• Y: Weight Distribution –WD (%)
• X: Numeric distribution – ND (# of stores)
• Hypothesis: there is an association between the two variables; high rate of
numeric distribution leads to high rate of weight distribution
Channel Linear Regression R2 Conclusion
Eastern Europe WD = 43,62 + 0, 000906 * ND 0,959 95,9% - correct forecast
Perfumery/
Household
WD = 44,15 + 0,002576 * ND 0,996 99,6% - correct forecast
Supermarket/
Hypermarket
WD = 82,71 + 0,000821 * ND 0,589 ×58,9% - correct forecast
Pharmacy WD= 36,41 - 0,00368 * ND 0,18 × 18% - correct forecast
Distribution targets by channel:
Eastern Europe:
ND (X) = 40000; WD (Y) = 79,85
Perfumery/ Household:
ND (X) = 20800; WD (Y) = 97,72
Supermarket/Hypermarket:
ND (X) = 10400; WD (Y) = > 66
Pharmacy:
ND (X) = 4800; WD (Y) = > 39
Assessment made by the
analyzing the data of
competitors:
•Competitor 2 has ND= 9591;
WD=90, so with ND 10400
we are able to cover trade for
not less 66% in
supermarkets/hypermarket;
•Competitor 3 has ND=3178;
WD=39, so are able to cover
trade for not less 39% in
pharmacies.

12. RIGHT PRICING
5-20%
Depends on:
• unconditional
volume discounts;
• the retailer's
margin
5-7%
Depends on:
• discounts;
• allowances;
• listing fees
PRICE POINTS
Back
Margin, %
Front
Margin, %
Price Index Discription
5 5 1,1 High-traffic stores, SM/HM, consumer chose the product
without consulting
6 10 1,16 Pharmacies, low rate of consultancy, promo activities
provided by stores
7 15 1,22 Beaty stores, qualified personnel who can consult consumer
in case of need and to help with right choise, promo
activities provided by stores
5 20 1,25 Premium perfumeries, high qualified consultants

13. SHELVING/PLACEMENT
LOCATION IN STORE –
skin care products section
We suggest:
• place lines Olay Total 7X Effect and Olay Fresh
Effects for prime prospects within consumers eyes;
• place Olay Fresh Effects in that part of skin care
section where skin care product for young women 15-23
is located (for example close to NIVEA Pure Effect)
• place on higher shelf as it is more expensive and
intensive product line;
• place Olay Age defying on the shelf under Olay Total
7X Effects;
• place less intensive and cleansering skin care products
on the lowest level as that products line are auxiliary.
Olay Shelf Share, % -
range between 7% and 10%.
Reasoning:
1) Olay needs to have competitive benefits and
not to get lost in the aisles in the store;
2) As Competitor 4 has high rate of Shelf
Share we can assume that this competitor
has a wider assortment and this brand is
our main competitor

14. MERCHANDISING AND DISPLAY
STRATEGY
POSM MENU
HM/SM & HFS
PROMO
STRATEGY
Perfumeries & Beaty stores
(Large&Small) Drugstores
Σ
Numeric
Distribution
per 1
store
Total
number
Numeric
Distribution
per 1
store
Total
number
Numeric
Distribution
per 1
store
Total
number
Display 0 0 0 300 1 300 0 0 0 300
Counter Display 5200 1 5200 5200 1 5200 2400 1 2400 12800
Glorified Testers 0 0 0 5200 1 5200 2400 1 2400 7600
Stopper Horizontal 10400 1 10400 10400 1 10400 4800 1 4800 25600
Σ 15600 21100 9600
Olay product should be highlight on the point-of-sales
in order to be noticeable from competitors.
We suggest to pay attention to standing out of product
in Perfumeries and Beauty Stores where the
competitive environment is higher and in HM/SM
where the traffic is high
Olay Display Share - 15-18%. Reasoning:
1) Olay needs to highlight the product in order to catch
consumer eye;
2) Olay products have the wide assortment in order to this it
should be noticeable by potential consumer
The beginning of the
year
Throughout the year
HM/SM & HFS Sampling On pack promo, coupons;
price off; rebates;
Perfumeries &
Beaty stores
(Large&Small)
Sampling Price off; free goods;
Drugstores Sampling Free goods; price off.

15. SUPPLY NETWORK OPERATIONS
MARKET PLANNING ASSIGNMENT
Supply
from the
plant
w1 w2-8 w9 w10 w11 w12 w13 w14 w15-18 w19 w20-23
MSU 9,221 0 3,1031 0 0 0 0 13,18 0 12,726 0
Cases 11383,95 0,00 3830,99 0,00 0,00 0,00 0,00 16271,60 0,00 15711,11 0,00
Pallets 384,21 0,00 129,30 0,00 0,00 0,00 0,00 549,17 0,00 530,25 0,00
Cotainers 8,00434 0 2,693663 0 0 0 0 11,44097 0 11,04688 0
Pallets on
ground 384,21 384,21 513,50 441,42 331,42 174,34 61,28 497,39 45,17 462,37 10,14
Deman
d from
custom
ers
Cases 2135,80 3259,26 4654,32 3349,79 3349,79 13399,18 3349,79 13399,18
Pallets 72,08 110,00 157,08 113,06 113,06 452,22 113,06 452,22
MSU 1,73 2,64 3,77 2,713333 2,713333 10,85333 2,713333 10,85333
PhD ASSIGNMENT
Cost elements Kiev DC Ordzho DC
Inbound transportation, USD/year 0 72522,75
Storage costs, USD/ year 2116,614 705,538
Palletized Handling (inflow+outflow), USD/year 17093,68 9205,278
Case picking, USD/year 23917,53 7118,31
Outbound transportation, USD/year 72567,96 82818,33
TOTAL 115695,8 172370,2
According to
following
assumptions KIEV
DC is the most
optimal warehouse

16. Finance&Accounting Department
Brand Financials Year 1 Year 2 Year 3 Year 4 Year 5
Volume,t.pcs 43 456 45 629 47 454 50 776 47 729
Price,t.$ 14 163 260 222,03 15614991403 16889172540 19336408621 17085654619
Sales Revenue,b.$ 615 478 636,21 712 496 443 793829595,9 996 849 570,20 803 041 595,90
Cost of Goods Sold,t.$ 325920,2475 342216,2625 355904,9175 380818,26 357969,165
Gross Margin,t.$ 615 152 715,96 712 154 226 793473691 996 468 751,94 802 683 626,74
Marketing Expenses,t.$ 3 585 3650,3068 3796,31912 4062,06144 3818,33776
Organization Costs,t.$ 200 200 200 200 200
Distributor margin,t.$ 55406,44208 58176,76463 60503,83598 64739,1042 60854,75805
Profit,t.$ 615 093 524,66 712 092 199 793 409 191 996 399 750,77 802 618 753,64
*VAT and NPV are not include
**all accountings are based on the opensource information
***the volume grows on the 5,4,7% the 2,3,4 years and it decreases on 6% 5 year

17. What we suggest about purchases
1. The purchases will be made from Poland (the factory in the city Lodz) by
fixed lots (Mercantile purchasing). One person of our team will be able to do
all purchasing operations.
2. Key targets are: to minimize expenses, find a reliable supplier.
3. Purchases are close to Supply Network Operations. Also it connects with
Marketing Department.
 the price will be minimized if we can buy our product from Poland,
because their factory has all recourses and logistics costs will be optimized
because Poland close to Ukraine
 Purchases have one of the most important roles, because we have no
factories which produce Olay’s products
 The main strategy is Supplier Optimization (The company chooses an
optimum mix of vendors who can provide the best prices and terms. This
process usually means that the less able suppliers who cannot provide a
quality service at the terms and prices required are discarded.)

18. Human Resources
Task 1
For the reason that team have not formal product management qualifications it is
necessary to conduct several activities:
 opening skills training which informs the team with the Olay products, with the list of its features,
pros and cons of this product, and determine how it contrasts with competitors;
 additional skills training during the work on the Olay launch under the guidance of project leader
which has tremendous experience on the subject;
 functional skills training which develops skills and knowledge.
 to provide the opportunity of participation in a various projects aimed at the development of
leadership skills.
TASK 2
In order to increase the satisfaction in "relationship with manager" field we suggest:
 to conduct corporate training which develops management skills;
 to conduct team building events such as team building and team spirit;

19. Human Resources
Task 3
Organization Costs
other payments
necessary to
incorporation
and
underwriting
fees and
promotional
fees
bring the
corporation
into existence
costs of
printing
stock
certificates
costs include the
payment of an
incorporation fee
to the state
the payment
of fees to
attorneys
payments to
promoters
legal fees

20. Human Resources
Task 4 Task 5
In order to address the growing concern of
the project leader in CBD and the
organization in general we suggest:
 to establish a feedback system between the
departments;
 to provide the control over the information
sharing, information channels (e.g. the
development of schedule, personal meetings
of leaders of the departments);
 to review the level of payment based on the
study of the market;
 to provide employees benefits;
 to provide flexible work hours, working at
home and the additional holiday;
 to increase the commitment to the company
by explaining the organizational mission,
values and strategies, timely and honest
communication with employees focused on
personal relationships, providing
opportunities for employees to express their
own ideas about improving work systems;
 to plan work tasks so that increase the
diversity of skills, self-sufficiency and
feedback;
 to provide the opportunities for the career
growth by consulting about the development
of the career and introducing more
systematic events for the identification of
labor potential.
It goes without saying that there is a
misunderstanding between the
departments of the organization as they
have different interpretations of the main
criteria for success of the organization. In
order to strengthen the functional
relationships between the departments,
we propose to increase the effectiveness
of organizational communication:
 to regulate the information flows via the
creation of a data bank, an internal market
information and tracking the locations of
information overload;
 to use internal information systems (e.g.
newsletters via the e-mail, online events).

21. IDS Information &
Decisions Solutions
To support Olay launch we suggest:
eCommerce Supply Network Solutions
to provide a single source for
professionally managed network
and communications costs and
reliability;
to consolidate and streamline
multi-site, multi-vendor
warehousing networks in any
location;
to provide a vendor selection and
management for consolidated
billing and process standardization;
to provide complete system
backup and disaster recovery
functions;
to provide single point of control
to standardize processes;
to provide enhanced visibility and
reporting capabilities.
to create customized reports;
to provide remote access to
track shipments, dock schedules,
ect;
to provide the check real-time
inventory levels;
to provide seamless integration
to vendors needing order access;
to consolidate multi-site, multi-vendor
warehousing networks in
any location, including third-party
facilities;
to provide the request shipments
quickly for new customers;
to provide comprehensive cost
analysis of all logistics services.