- The report analyzes the effectiveness of Löwenbräu's 2009 Oktoberfest promotion in Russia from April to October 2009.
- The promotion achieved 17% awareness among Russian beer drinkers, below the industry average, resulting in low participation of 1%.
- The promotion generated incremental sales volume accounting for 28% of Löwenbräu's total May-June sales, which is an average result compared to other promotions. Awareness was identified as the main weakness limiting the promotion's effectiveness.
Unilever aims to double ice cream sales in Russia by 2015. To achieve this target, Unilever needs to increase its market share from 22% to 30.65%. It should focus on developing its own distribution system and increasing its share of modern trade sales channels, which allow for year-round demand. Unilever's actions over 2012-2015 should include expanding its retail presence in northern Russia, growing its modern trade business, enlarging retail branches, and potentially partnering with distributors.
An Overview and Lessons for other European countries
July 2015
Whereas many European countries are in the early stages of a FMCG price war, retailers in France have been battling it for two years. The reasons for the start of a price war differ from country to country, but there is useful insight to be gained - for retailers and manufacturers - by understanding the impact of events in France.
This Point of View report provides useful analysis and guidance on the paths for growth, despite this price war context, based on key learnings.
- See more at: http://www.iriworldwide.eu/Resources/EuropeanSpecialReports/tabid/262/Default.aspx#sthash.k7JZtxtW.dpuf
IT in Education: A View through the Lenses of Diffusion of Innovation Theory ...IT Arena
Lviv IT Arena is a conference specially designed for programmers, designers, developers, top managers, inverstors, entrepreneur and startuppers. Annually it takes place on 2-4 of October in Lviv at the Arena Lviv stadium. In 2015 conference gathered more than 1400 participants and over 100 speakers from companies like Facebook. FitBit, Mail.ru, HP, Epson and IBM. More details about conference at itarene.lviv.ua.
Implemented and tested content personalization methods for a telehealth application with university students. Machine learning approaches outperformed random selection but the study lacked power to determine the best method. A post-study survey found that daily reminders increased interaction but not behavioral change. The researchers recommend expanding the study and improving the system functionality.
Barriers to the integration and adoption of ICT in Developing CountriesKhalid Md Saifuddin
Invited talk at "Africa Panel: potentials & problems related to ICT in Africa with a focus on mobile". Panel members: Sudhir Dixit, dir. HP, USA
Mona Dahms, Associate Prof., AAU
Md. Saifuddin Khalid, Assistant Prof., AAU
Idongesit Williams, PhD fellow, AAU
Participated in project to retool website content for the Thomas Scattergood Behavioral Health Foundation. Assisted in the creation of a design challenge for website. Ultimate goal was for dialogue and opportunities generated from design challenge to foster innovative and sustainable advancements by consumers, practitioners, and policymakers in behavioral health system. Utilized components of the design thinking methodology – human-centered design – for development of design challenge question. Components included collection and analysis of qualitative data derived from local community stakeholders who completed key informant interviews. Utilized interview data as inspiration for design challenge question. In addition, conducted literature review exploring historical evolution of United States behavioral health care system as well as the creation and implementation of modern social innovations through design thinking tools including human-centered design.
The document discusses the promotional mix tools that will be used by group Turquoise to promote their products. It outlines that the promotional mix will include advertising through print, television, outdoor media and point of sale materials. It also discusses using direct marketing, sales promotions including consumer and trade oriented activities, public relations, internet marketing, and personal selling. The group's promotional approach aims to increase awareness and sales of their products through an integrated marketing communications strategy.
Unilever aims to double ice cream sales in Russia by 2015. To achieve this target, Unilever needs to increase its market share from 22% to 30.65%. It should focus on developing its own distribution system and increasing its share of modern trade sales channels, which allow for year-round demand. Unilever's actions over 2012-2015 should include expanding its retail presence in northern Russia, growing its modern trade business, enlarging retail branches, and potentially partnering with distributors.
An Overview and Lessons for other European countries
July 2015
Whereas many European countries are in the early stages of a FMCG price war, retailers in France have been battling it for two years. The reasons for the start of a price war differ from country to country, but there is useful insight to be gained - for retailers and manufacturers - by understanding the impact of events in France.
This Point of View report provides useful analysis and guidance on the paths for growth, despite this price war context, based on key learnings.
- See more at: http://www.iriworldwide.eu/Resources/EuropeanSpecialReports/tabid/262/Default.aspx#sthash.k7JZtxtW.dpuf
IT in Education: A View through the Lenses of Diffusion of Innovation Theory ...IT Arena
Lviv IT Arena is a conference specially designed for programmers, designers, developers, top managers, inverstors, entrepreneur and startuppers. Annually it takes place on 2-4 of October in Lviv at the Arena Lviv stadium. In 2015 conference gathered more than 1400 participants and over 100 speakers from companies like Facebook. FitBit, Mail.ru, HP, Epson and IBM. More details about conference at itarene.lviv.ua.
Implemented and tested content personalization methods for a telehealth application with university students. Machine learning approaches outperformed random selection but the study lacked power to determine the best method. A post-study survey found that daily reminders increased interaction but not behavioral change. The researchers recommend expanding the study and improving the system functionality.
Barriers to the integration and adoption of ICT in Developing CountriesKhalid Md Saifuddin
Invited talk at "Africa Panel: potentials & problems related to ICT in Africa with a focus on mobile". Panel members: Sudhir Dixit, dir. HP, USA
Mona Dahms, Associate Prof., AAU
Md. Saifuddin Khalid, Assistant Prof., AAU
Idongesit Williams, PhD fellow, AAU
Participated in project to retool website content for the Thomas Scattergood Behavioral Health Foundation. Assisted in the creation of a design challenge for website. Ultimate goal was for dialogue and opportunities generated from design challenge to foster innovative and sustainable advancements by consumers, practitioners, and policymakers in behavioral health system. Utilized components of the design thinking methodology – human-centered design – for development of design challenge question. Components included collection and analysis of qualitative data derived from local community stakeholders who completed key informant interviews. Utilized interview data as inspiration for design challenge question. In addition, conducted literature review exploring historical evolution of United States behavioral health care system as well as the creation and implementation of modern social innovations through design thinking tools including human-centered design.
The document discusses the promotional mix tools that will be used by group Turquoise to promote their products. It outlines that the promotional mix will include advertising through print, television, outdoor media and point of sale materials. It also discusses using direct marketing, sales promotions including consumer and trade oriented activities, public relations, internet marketing, and personal selling. The group's promotional approach aims to increase awareness and sales of their products through an integrated marketing communications strategy.
Trade Marketing Innovation in the Belgian Beer MarketTim Strik
The document provides background information on Anheuser-Busch InBev (AB Inbev) and describes the process for developing promotional activations in their trade marketing department. It defines key concepts in trade marketing such as points of sale, trade marketing plans, and the roles of different departments. The trade marketing department at AB Inbev develops promotional materials and activations to increase brand visibility and sales in stores, bars, and clubs in Belgium.
From Local Tradition to Global CapitalismRomel Soltero
As apart of the 2014 Holland America Case Competition, hosted in the Michael G. Foster School of Business at the University of Washington, we were tasked with providing a solution to address copycat festivals mimicking that of the iconic annual Oktoberfest celebration. This case was not only a demonstration of preserving a unique cultural tradition while also promoting global expansion.
Schutz brand presented strong growth over the past 2 years, doubling revenues. It expanded its monobrand stores with 46 openings since 2010. Changes in Schutz brand handbag strategy resulted in strong growth in that product segment, with handbags as a percentage of owned store revenues increasing from 5% to 9% between 2012 and 2013. The opening of a pilot store in New York enabled learning and continues to be an important laboratory for the brand internationally.
The document discusses several marketing programs and initiatives conducted by Pilsner Urquell in international markets, including:
1) An international bartender program that provided training to bartenders and ensured quality serving of Pilsner Urquell in outlets around the world.
2) A partnership with The Open Championship golf tournament to promote the brand at the event and in associated golf clubs.
3) An annual celebration in October to mark the anniversary of Pilsner Urquell's creation in 1842, including special brews and promotions.
4) Sponsorship of the yearly European Beer Bloggers Conference to build relationships with beer media.
This document discusses exporting blu e-cigarettes to Prague, Czech Republic. It begins with an introduction and background on blu e-cigs. Next, it provides a situation analysis of smoking rates and attitudes in the Czech Republic. It then estimates the target market size in Prague and provides a SWOT analysis. The document continues with sections on competition, product description, financial objectives, target markets, positioning, strategies, marketing mix, organizational structure, and conclusions. The overall aim is to analyze the viability and strategy for introducing blu e-cigs in the Czech market.
This document provides a 3-year roadmap and brand plan for Laser Beer to transform it from an underperforming brand into a sustainable premium beer brand in Vietnam. The plan sets objectives to significantly grow Laser's sales value and market share in 2006 through revitalizing the brand image, improving distribution nationwide, launching an integrated marketing campaign, and increasing brand activations and consumer promotions. Detailed execution strategies are outlined covering products, pricing, placement, promotion, public relations, sponsorships, and an event calendar. A situation analysis examines opportunities and challenges in the premium beer segment and issues with the current Laser brand.
Ecommerce - Presentation by Daniel Raab, Managing Director of Seven Ventures at the NOAH Conference London 2016, Old Billingsgate on the 10th of November 2016.
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This document outlines a sale plan for Heineken beer in Vietnam from July 2014 to June 2015. It discusses Heineken's background as a global brewer and its presence in Vietnam since 1992. The plan aims to expand Heineken's target market and increase revenue through strategies such as distributing more widely, promoting during holidays, and offering prizes for codes on beer packaging. Financial reports show growing profits for Heineken in recent years. The document also analyzes Heineken's competitors, customer needs, and cultural factors to consider in the Vietnamese market.
The document proposes launching a premium vodka called "Iced Vea" infused with citrus and ice tea flavors in Ontario by summer 2011. It will be priced at $30.95. The target market is people aged 20-30 who will be advertised to online and through sampling. Regulations and the government monopoly on alcohol sales in Ontario are noted in the PEST analysis. The product will differentiate itself from competitors like Smirnoff through unique flavors.
1) James Thompson is the Chief Commercial Officer of Heineken, appointed in 2021. He has over 30 years of experience in consumer goods companies including Diageo and Unilever.
2) Heineken sees opportunities for growth in premium beer, non-alcoholic beer, and beyond beer categories like hard seltzers to meet evolving consumer demand. The company aims to lead premiumization and expand its total addressable market.
3) Heineken has led premiumization in many markets, growing the premium segment faster than the total beer category. The company is investing heavily behind its portfolio of premium brands including Heineken and Desperados and innovating in non-alcoholic beer led by
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- The Jameson campaign in Amsterdam airport increased sales by 22% through digital and social media engagement, sampling 800 cocktails. It gained over 8,000 entries in a competition and 800 new social media followers.
- The Ballantine's campaign in Zurich and Schiphol airports increased sales 15% and 12% respectively through photo sharing on social media for rewards. It engaged over 9,000 passengers on Instagram and gained 700 new social media followers.
- The luxury Martell pop-up shop in Paris CDG airport's luxury terminal capitalized on the brand's 300 year anniversary. It dramatically increased sales over 1,
Beer industry is characterized by the market share leaders in the business such as AB InBev, SABMiller, Heineken, and Carlsberg. Over the last decade, HEINEKEN has created incredible changes to become one of the beer giants in the competitive beverage industry.
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De bioscoop ROI van merken als Haribo, Coca Cola en Carlsberg volgens Dansk R...brightfish_be
In 2012 presenteerde Rasmus B. Andersen, Head of Research van het Deense Dansk Reclame Film een aantal specifieke econometrische cases op de Brightfish Research Day. Danks Reclame Film analyseerde de ROI van reclamecampagnes van Haribo, Coca Cola Zero en Carlsberg.
This document summarizes Farmy, an online marketplace for weekly grocery shopping in Switzerland that aims to connect customers, producers, and the environment in a sustainable way. Key points:
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- This model benefits customers with fresh, local products, producers with new revenue streams and access to customers, and the environment with reduced emissions.
- Farmy has seen strong growth and a positive customer net promoter score, with plans to expand to Germany and Austria.
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Vodafone needed a consistent sales tool to help confidently present their story to customers. They developed an iPad app called iStory that provided rich content and visuals to guide engaging conversations. Initial results showed over 77% of salespeople adopted it and over 44% were active users.
Yara International sought to improve safety performance across its global operations. A branding agency recommended changing the safety culture through a massive communication campaign endorsed by top management and using storytelling to spark intrinsic motivation. The expected change in culture was to be confirmed in 2014.
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Today´s brands are coping with traditional distributing agreements versus new channels like e-commerce and social media.
Salesupply supports over 350 brands and merchants globally with their e-commerce strategy, fulfillment and marketing activities.
In this presentation, that was presented at the ISPO 2015 in Munich we show the international challenges of brands, examples of good and bad web shops and 3 e-commerce strategies that brands can adapt to monetize their existing brand value or grow international.
Trade Marketing Innovation in the Belgian Beer MarketTim Strik
The document provides background information on Anheuser-Busch InBev (AB Inbev) and describes the process for developing promotional activations in their trade marketing department. It defines key concepts in trade marketing such as points of sale, trade marketing plans, and the roles of different departments. The trade marketing department at AB Inbev develops promotional materials and activations to increase brand visibility and sales in stores, bars, and clubs in Belgium.
From Local Tradition to Global CapitalismRomel Soltero
As apart of the 2014 Holland America Case Competition, hosted in the Michael G. Foster School of Business at the University of Washington, we were tasked with providing a solution to address copycat festivals mimicking that of the iconic annual Oktoberfest celebration. This case was not only a demonstration of preserving a unique cultural tradition while also promoting global expansion.
Schutz brand presented strong growth over the past 2 years, doubling revenues. It expanded its monobrand stores with 46 openings since 2010. Changes in Schutz brand handbag strategy resulted in strong growth in that product segment, with handbags as a percentage of owned store revenues increasing from 5% to 9% between 2012 and 2013. The opening of a pilot store in New York enabled learning and continues to be an important laboratory for the brand internationally.
The document discusses several marketing programs and initiatives conducted by Pilsner Urquell in international markets, including:
1) An international bartender program that provided training to bartenders and ensured quality serving of Pilsner Urquell in outlets around the world.
2) A partnership with The Open Championship golf tournament to promote the brand at the event and in associated golf clubs.
3) An annual celebration in October to mark the anniversary of Pilsner Urquell's creation in 1842, including special brews and promotions.
4) Sponsorship of the yearly European Beer Bloggers Conference to build relationships with beer media.
This document discusses exporting blu e-cigarettes to Prague, Czech Republic. It begins with an introduction and background on blu e-cigs. Next, it provides a situation analysis of smoking rates and attitudes in the Czech Republic. It then estimates the target market size in Prague and provides a SWOT analysis. The document continues with sections on competition, product description, financial objectives, target markets, positioning, strategies, marketing mix, organizational structure, and conclusions. The overall aim is to analyze the viability and strategy for introducing blu e-cigs in the Czech market.
This document provides a 3-year roadmap and brand plan for Laser Beer to transform it from an underperforming brand into a sustainable premium beer brand in Vietnam. The plan sets objectives to significantly grow Laser's sales value and market share in 2006 through revitalizing the brand image, improving distribution nationwide, launching an integrated marketing campaign, and increasing brand activations and consumer promotions. Detailed execution strategies are outlined covering products, pricing, placement, promotion, public relations, sponsorships, and an event calendar. A situation analysis examines opportunities and challenges in the premium beer segment and issues with the current Laser brand.
Ecommerce - Presentation by Daniel Raab, Managing Director of Seven Ventures at the NOAH Conference London 2016, Old Billingsgate on the 10th of November 2016.
This report provides a detailed market analysis of the Norway beer industry. It includes historical and forecasted market data from 2007-2012, with insights into market trends, brands, brewers, packaging, distribution channels, and pricing. The 106-page report is available for purchase for $6688. Key findings include that the Norwegian beer market declined in 2011 due to higher prices from increased excise taxes and raw material costs, as well as poor summer weather. The report provides granular data and analysis not found elsewhere to give readers an in-depth understanding of the Norway beer market.
This document outlines a sale plan for Heineken beer in Vietnam from July 2014 to June 2015. It discusses Heineken's background as a global brewer and its presence in Vietnam since 1992. The plan aims to expand Heineken's target market and increase revenue through strategies such as distributing more widely, promoting during holidays, and offering prizes for codes on beer packaging. Financial reports show growing profits for Heineken in recent years. The document also analyzes Heineken's competitors, customer needs, and cultural factors to consider in the Vietnamese market.
The document proposes launching a premium vodka called "Iced Vea" infused with citrus and ice tea flavors in Ontario by summer 2011. It will be priced at $30.95. The target market is people aged 20-30 who will be advertised to online and through sampling. Regulations and the government monopoly on alcohol sales in Ontario are noted in the PEST analysis. The product will differentiate itself from competitors like Smirnoff through unique flavors.
1) James Thompson is the Chief Commercial Officer of Heineken, appointed in 2021. He has over 30 years of experience in consumer goods companies including Diageo and Unilever.
2) Heineken sees opportunities for growth in premium beer, non-alcoholic beer, and beyond beer categories like hard seltzers to meet evolving consumer demand. The company aims to lead premiumization and expand its total addressable market.
3) Heineken has led premiumization in many markets, growing the premium segment faster than the total beer category. The company is investing heavily behind its portfolio of premium brands including Heineken and Desperados and innovating in non-alcoholic beer led by
This document proposes strategies for Uniqlo Atrium to increase revenue by 13.6% in 2015. It recommends optimizing inventory, enhancing customer satisfaction, reducing staff turnover, and implementing a new marketing campaign. For inventory, actions include amending stock structures and purchase regulations to increase turnover while maintaining a balanced portfolio. To boost customer satisfaction, initiatives like a "Help me" button and satisfaction surveys aim to decrease negative feedback fivefold. Staff turnover is expected to drop from 70% to 30% through career development programs and motivational initiatives. The marketing plan includes discounts, collaborations and events that could contribute up to 7.6% of additional revenue. Overall, diversifying across these impact areas is projected to achieve the financial goal
This document summarizes several marketing campaigns for alcoholic beverage brands in airports:
- The Jameson campaign in Amsterdam airport increased sales by 22% through digital and social media engagement, sampling 800 cocktails. It gained over 8,000 entries in a competition and 800 new social media followers.
- The Ballantine's campaign in Zurich and Schiphol airports increased sales 15% and 12% respectively through photo sharing on social media for rewards. It engaged over 9,000 passengers on Instagram and gained 700 new social media followers.
- The luxury Martell pop-up shop in Paris CDG airport's luxury terminal capitalized on the brand's 300 year anniversary. It dramatically increased sales over 1,
Beer industry is characterized by the market share leaders in the business such as AB InBev, SABMiller, Heineken, and Carlsberg. Over the last decade, HEINEKEN has created incredible changes to become one of the beer giants in the competitive beverage industry.
The document summarizes a marketing plan presentation for a new beverage product called Bubble Buzz. The presentation covers the marketing objectives to create awareness and market share, the company profile, an analysis of the beverage industry and target market, and the marketing mix strategies around product, price, promotion, and place. It also includes financial projections, an implementation plan, and discusses the product's potential for export.
De bioscoop ROI van merken als Haribo, Coca Cola en Carlsberg volgens Dansk R...brightfish_be
In 2012 presenteerde Rasmus B. Andersen, Head of Research van het Deense Dansk Reclame Film een aantal specifieke econometrische cases op de Brightfish Research Day. Danks Reclame Film analyseerde de ROI van reclamecampagnes van Haribo, Coca Cola Zero en Carlsberg.
This document summarizes Farmy, an online marketplace for weekly grocery shopping in Switzerland that aims to connect customers, producers, and the environment in a sustainable way. Key points:
- Farmy allows customers to place grocery orders up until midnight that are then harvested/produced, delivered to their hub by morning, and delivered to customers within 15 hours.
- This model benefits customers with fresh, local products, producers with new revenue streams and access to customers, and the environment with reduced emissions.
- Farmy has seen strong growth and a positive customer net promoter score, with plans to expand to Germany and Austria.
Sabeco Corporation is the largest beer producer in Vietnam. It has over 37 years of experience and a 51.4% market share in 2014. Some strengths include its large production capacity, 15 branches across Vietnam reducing transportation costs, and collaborations with suppliers. However, weaknesses exist such as some beers not being as tasty as competitors' and less attractive packaging. Opportunities include Vietnam's large beer drinking population and potential foreign markets. Threats include unstable laws/taxes, increasing costs, and health concerns reducing consumption. The document provides a competitive analysis of Sabeco against other brands and recommendations around new products, promotions, distribution channels, and pricing strategies.
E3 International Agency Network- Best of International (BOI) Awards 2014E3network
Vodafone needed a consistent sales tool to help confidently present their story to customers. They developed an iPad app called iStory that provided rich content and visuals to guide engaging conversations. Initial results showed over 77% of salespeople adopted it and over 44% were active users.
Yara International sought to improve safety performance across its global operations. A branding agency recommended changing the safety culture through a massive communication campaign endorsed by top management and using storytelling to spark intrinsic motivation. The expected change in culture was to be confirmed in 2014.
Repsol needed to raise awareness among employees about risks of improper information usage. An agency created a top ten list of important topics with online and video content to make the
ISPO Academy Munich 2015 - International E-Commerce Strategies for BrandsHenning Heesen
Today´s brands are coping with traditional distributing agreements versus new channels like e-commerce and social media.
Salesupply supports over 350 brands and merchants globally with their e-commerce strategy, fulfillment and marketing activities.
In this presentation, that was presented at the ISPO 2015 in Munich we show the international challenges of brands, examples of good and bad web shops and 3 e-commerce strategies that brands can adapt to monetize their existing brand value or grow international.
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2. A welcome note
For most beer producers in Russia promotion activities account for a considerable part of total marketing
spends. In Y2009 spring to autumn season 17 national-level campaigns have been carried out in beer
category; in June 12 promotions were run simultaneously. It’s a time when it is becoming more and more
difficult to get a consumer attention and succeed in getting a positive ROI.
With this in mind, Bojole research – an expert in promo measurement – in Y2009 initiated a massive consumer
research among Russian beer consumers with a specific objective to evaluate all the promotions in the
category. The study was conducted on a continuous basis April-09 to October-09 covering the most heavy
season in promo activities of beer producers.
Attached is the report summarizing performance of one of the beer promo campaigns - Löwenbräu
Oktoberfest national promotion. We are sharing this sample report on a free basis with all beer producers.
Similar analytical reports could be purchased for any beer brand under promotion in Y2009.
The standard report covers promotion performance compared to industry norms in terms of traditional
metrics (awareness level, participation level, overall likeability, uniqueness, relevance, ease to understand,
trustworthiness, word-of-mouth and fit to brand, prizes relevance and uniqueness) as well as three exclusive
Bojole PromoIndex™ metrics developed to measure ROI: incremental volume generated by a promotion,
sources of incremental volume and derived importance of promo prizes.
We hope you enjoy this report.
Please feel free to give feedback on this study, as we will continue this in Y2010 and want to make sure that
it is addressing the needs of all our clients and partners.
Alex Lomizov, Research Director
For more information please contact me at:
a.lomizov@bojole.ru or +7 495 662-8928 ext.101
Löwenbräu Y2009 Oktoberfest promotion — Bojole PromoIndex™ 2 sample report
3. Contents
Executive summary 4
Promotion details 7
Awareness, participation and business effect
Promo awareness, participation, intention to participate
Incremental volume in transactions and per cent of sales volume
Modeling at 30%, 40%, 50% awareness levels
Sources of incremental volume
Löwenbräu Y2009 Oktoberfest promotion — Bojole PromoIndex™ 3 sample report
9
Promo performance
Overall liking, Uniqueness, Relevance, Ease to understand, Trustworthiness,
Word-of-mouth, Fit to brand
21
Performance of promo prizes
Overall liking, Uniqueness, Relevance, Mechanics liking
Derived importance of promo prizes
38
Methodology 49
Terms referenced in the study 50
Contacts 51
4. Executive Summary (1/3)
Löwenbräu Y2009 Oktoberfest promotion — Bojole PromoIndex™ 4 sample report
For details, see slide:
— Löwenbräu promotion has started under strong competitive pressure
— Four more beer promotions were launched the same week
— Thirteen promotions overlapped with Löwenbräu within May-June
— As a result of promo efforts, 28% of May-June Löwenbräu sales could be attributed to
the Oktoberfest promotion
— Business effect is at average level in volume terms
— Keeping in mind size of the brand the outcome is substantial, though far below
the best results demonstrated by … and …
— Incremental has been mainly sourced from Baltika 3, Heineken and Stary Melnik
— Löwenbräu promotion achieved 17% awareness at national level
— This is below average observed in May-June and far below three leading
promotions (17% vs. 45%-48%)
— Lower awareness resulted in rather low participation (1%)
— However, those who are aware of the promo show participation and participation
intent rates comparable to the leaders; therefore, lack of awareness is the major
weakness of the promotion
— Worth to note, participation intent rates among those who are aware are flat
across gender, age and cities groups
7
16
19
18
10
12
15
14
5. Executive Summary (2/3)
Löwenbräu Y2009 Oktoberfest promotion — Bojole PromoIndex™ 5 sample report
For details, see slide:
— In terms of concept and execution Löwenbräu promotion performs rather well,
achieving industry average level with most indicators:
— Excellent connection with the brand (78% Top2Boxes vs. 73% avg)
— Acceptable relevance and trustworthiness
(relevance: 36% Tob2Boxes vs. 33% avg;
trustworthiness: 50% Top2Boxes vs. 49% average)
— As for the prizes, six-packs appeared to be the main drivers for participating in
the promotion; in terms of attractiveness Löwenbräu
six-packs are ranked 7th among all 61 secondary prizes across all Y2009 promos
— At the same time the main prize—trip to Oktoberfest—which have been used
as a core of Löwenbräu promotions for several years, lacks relevance
and uniqueness
— Main prize performance obviously constrains overall promo performance; having
the main prize perceived outdated, the promotion concept as well lacks novelty
and uniqueness
37
35
29
31
47
44
42
25
6. Executive Summary (3/3)
— Löwenbräu has to reinvent and redevelop Oktoberfest concept which is the core of current
promotion and of the main prize. Traveling in general and travel to Oktoberfest in particular
becomes less and less exciting and unique, and therefore less capable to inspire consumers and
generate incremental sales.
— Beer per se is the obvious winner in relevance for a beer consumer. Besides, the major source
of Löwenbräu six-packs success as secondary prize in Y2009 promotion is the unique size of the
prize (180 cans and 600 cans) and reasonable prize pool. Therefore, this design could be
recommended for further promotions.
— High promo awareness is the key to achieve high incremental volume.
Awareness is a weak point of Löwenbräu Y2009 promotion. Incremental modeling shows that
even with current concept and execution awareness uplift of 13pts would have doubled
incremental volume, awareness uplift of 33pts would have increased incremental by four times.
— Early start of a promotion is a clear advantage under heavy competitive pressure. And each
week matters. While planning a promotion for a heavy season, creative media communication
and up-to-date and unique concept/prizes become of a particular importance.
Löwenbräu Y2009 Oktoberfest promotion — Bojole PromoIndex™ 6 sample report
7. 17 on-season promotions have been running in Y2009
Apr May June July Aug Sep Oct
16 17 18 19 20 21 22 23 24
14 15 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44
Bavaria
PIT
BagBier
Tuborg
Stella Artois
Velkopopovicky kozel
Sibirskaya korona
Löwenbräu
Brahma
Tolstyak
Ochakovo
Löwenbräu Y2009 Oktoberfest promotion — Bojole PromoIndex™ 7 sample report
Klinskoe
Stary Melnik
Baltika 3
Kaltenberg
Zlaty Bazant
Carlsberg
8. Description of Löwenbräu Oktoberfest promo
Timing
SKUs under promo
Löwenbräu
main prize
Secondary prizes
01.05.2009 till 30.06.2009
Glass bottle 0.5l
Prize: 7-days trip to Oktoberfest (Munchen)
for two persons
Mechanics: Collect max codes
Prize: Branded mug
Mechanics: Collect & get (30 codes)
Prize pool: 4 500 prizes
Prize: Branded T-shirt
Mechanics: Collect & get (50 codes)
Prize pool: 2 000 prizes
Prize: 30 Löwenbräu six-packs
Mechanics: Contest (internet game)
Prize pool: Draw each week
Prize: 100 Löwenbräu six-packs
Mechanics: Contest (internet game)
Prize pool: Draw once at the end of promo
Prize: 100RUB on mobile
Mechanics: Collect & get (collect 20 codes among first 500)
Prize pool: 500 winners each week
Löwenbräu Y2009 Oktoberfest promotion — Bojole PromoIndex™ 8 sample report
10. Promo awareness
A performance comparison to industry norms
60%
50%
40%
30%
20%
10%
0%
16%
Max level: 48%
Löwenbräu Y2009 Oktoberfest promotion — Bojole PromoIndex™ 10 sample report
18%
June-09
May-09
Max level: 45%
Min level: 9%
Min level: 15%
11. Promo awareness
A performance within subgroups
60%
50%
40%
30%
20%
10%
0%
Löwenbräu Y2009 Oktoberfest promotion — Bojole PromoIndex™ 11 sample report
17% 18%
14%
18%
25-34 YO
19%
35-45 YO
16%
Capitals
18%
Regions
17%
Total Males Females 18-24 YO
sample
12. Promo participation
A performance comparison to industry norms
Base: all beer consumers
Max level: 4%
Max level: 3%
20%
15%
10%
5%
0%
1,4%
Löwenbräu Y2009 Oktoberfest promotion — Bojole PromoIndex™ 12 sample report
0,3%
June-09
May-09
13. Promo intention to participate
A performance index comparison to industry norms
Base: aware of Löwenbräu promo
Max level: 22%
Max level: 18%
30%
25%
20%
15%
10%
0%
14%
Löwenbräu Y2009 Oktoberfest promotion — Bojole PromoIndex™ 13 sample report
6%
June-09
May-09
5%
Min level: 5%
Min level: 8%
14. Promo intention to participate
A performance index within subgroups
30%
20%
10%
0%
10%
Total
sample
11%
Males
10%
Females
11%
18-24 YO
8%
25-34 YO
11%
35-45 YO
Löwenbräu Y2009 Oktoberfest promotion — Bojole PromoIndex™ 14 sample report
11%
Capitals
9%
Regions
Base: aware of Löwenbräu promo
15. Awareness and participation in May-June
A performance comparison to industry norms
Participation
among
aware of promo
Löwenbräu
Löwenbräu Y2009 Oktoberfest promotion — Bojole PromoIndex™ 15 sample report
Sibirskaya korona
Promo awareness
17%/5%
Industry avg. in May-June
Industry avg. in May-June
16. Incremental volume generated by promo campaign
in average number of transactions per beer consumer per month
0,09 0,31
0,22
Total
Löwenbräu
volume
(May-June)
Löwenbräu
incremental
volume
Löwenbräu
base
volume
(May-June) due to Oktoberfest
promotion
Löwenbräu Y2009 Oktoberfest promotion — Bojole PromoIndex™ 16 sample report
Löwenbräu
Oktoberfest
promotion
has generated
incremental
volume of
0.09 transactions
per beer consumer
per month that
accounted for
28% of total
Löwenbräu sales
in May-June
17. Löwenbräu incremental volume estimation
at 30%, 40% and 50% awareness levels
0,50E
0,28E
0,42E
0,59E
0,37E
0,20E 0,31
0,09
0,22 0,22 0,22 0,22
Total volume
Incremental volume
Base volume
50%
40%
30%
17%
Awareness
Actual
achieved
in May-June
E E E
Löwenbräu Y2009 Oktoberfest promotion — Bojole PromoIndex™ 17 sample report
The modeling
provides estimation
of potential ROI on
media spends.
At 30% promo
awareness
Löwenbräu could
always double base
volume in May-June.
At 50% awareness
Löwenbräu promo
could increase brand
sales volume
in May-June almost
three times.
18. Sources of Löwenbräu incremental volume
Incremental volume
Base volume
0,31
0,09
0,22
Löwenbräu volume
in May-June
20% 27%
Baltika 3
37%
Löwenbräu Y2009 Oktoberfest promotion — Bojole PromoIndex™ 18 sample report
Heineken
Other
17%
Stary melnik
Total volume
19. Promo Incremental Volume in transactions
A performance comparison to industry norms in May-June
Löwenbräu Y2009 Oktoberfest promotion — Bojole PromoIndex™ 19 sample report
0,01
0,03
0,06
0,09
0,11
0,29
0,32
May-June
Industry avg
0,13
Löwenbräu
20. Promo Incremental Volume as % of total brand sales
A performance comparison to industry norms in May-June
Löwenbräu Y2009 Oktoberfest promotion — Bojole PromoIndex™ 20 sample report
17%
28%
32%
41%
46%
57% 56%
May-June
Industry avg
40%
Löwenbräu
22. Promo overall likeability
A performance comparison to industry norms
Löwenbräu Y2009 Oktoberfest promotion — Bojole PromoIndex™ 22 sample report
Industry avg
53%
52%
Max
63%
Löwenbräu
Min
42%
Top2Boxes on 5-point scale
23. Promo overall likeability
A performance within subgroups
Top2Boxes
52%
Top1Box 5%
Total
sample
55%
6%
Males
51%
46%
4% 6%
25-34
YO
Löwenbräu Y2009 Oktoberfest promotion — Bojole PromoIndex™ 23 sample report
50%
6%
53%
3%
Females
52%
4%
Regions
52%
6%
35-45 Capitals
YO
18-24
YO
5-point scale
24. Promo overall likeability
A performance compared to industry average in subgroups
-4pts
Medium users
Heavy users +4pts
Mid-high income +8pts
-4pts
-5pts
-7pts
-8pts
-9pts
Capitals
Regions
Males
Females
18-24 YO
25-34 YO
35-45 YO
Light users
Low income
Secondary education
High education
Married
Single
Löwenbräu Y2009 Oktoberfest promotion — Bojole PromoIndex™ 24 sample report
25. Promo uniqueness
A performance comparison to industry norms
Industry avg
61%
Löwenbräu 67%
Löwenbräu Y2009 Oktoberfest promotion — Bojole PromoIndex™ 25 sample report
Max
78%
Min
42%
Top2Boxes on 5-point scale
26. Promo uniqueness
A performance within subgroups
Top2Boxes
Top1Box
67%
8%
65%
15%
61%
13%
70%
11%
5-point scale
67%
55%
12%
Löwenbräu Y2009 Oktoberfest promotion — Bojole PromoIndex™ 26 sample report
64%
7%
Regions
71%
17%
Capitals
69%
13%
35-45
YO
25-34
YO
18-24
YO
Females
Males
Total
sample
27. Promo relevance
A performance comparison to industry norms
Industry avg
Löwenbräu Y2009 Oktoberfest promotion — Bojole PromoIndex™ 27 sample report
36%
33%
Löwenbräu
Max
41%
Min
24%
Top2Boxes on 5-point scale
28. Promo relevance
A performance within subgroups
Top2Boxes
Top1Box
Löwenbräu Y2009 Oktoberfest promotion — Bojole PromoIndex™ 28 sample report
Regions
9%
2%
Males 18-24
YO
Capitals
36%
5%
Total
sample
36% 33%
39%
30%
40%
25-34
YO
30%
Females
44%
6% 4% 5% 3% 7%
35-45
YO
5-point scale
29. Promo ease to understand
A performance comparison to industry norms
Löwenbräu Y2009 Oktoberfest promotion — Bojole PromoIndex™ 29 sample report
Industry
avg
77%
78%
Min
72%
Löwenbräu
Max
81%
Top2Boxes on 5-point scale
30. Promo ease to understand
A performance within subgroups
78%
21%
Total
sample
74%
23%
Males
84%
17%
Females
69%
24% 20%
35-45
YO
86%
Löwenbräu Y2009 Oktoberfest promotion — Bojole PromoIndex™ 30 sample report
88%
30%
Capitals
69%
12%
Regions
Top2Boxes
Top1Box
77%
18%
18-24
YO
25-34
YO
5-point scale
31. Promo trustworthiness
A performance comparison to industry norms
Löwenbräu Y2009 Oktoberfest promotion — Bojole PromoIndex™ 31 sample report
Industry avg
49%
50%
Löwenbräu
Min
38%
Max
58%
Top2Boxes on 5-point scale
32. Promo trustworthiness
A performance within subgroups
49%
Males
51%
10%
Females
49%
12%
18-24
YO
11%
46%
50%
11%
Löwenbräu Y2009 Oktoberfest promotion — Bojole PromoIndex™ 32 sample report
63%
39%
Top1Box
20%
35-45 Capitals Regions
YO
25-34
YO
4%
Top2Boxes
11%
Total
sample
53%
12%
5-point scale
33. Promo word-of-mouth
A performance comparison to industry norms
Industry avg
24%
Min
15%
Löwenbräu 23%
Löwenbräu Y2009 Oktoberfest promotion — Bojole PromoIndex™ 33 sample report
Max
35%
Top2Boxes on 5-point scale
34. Promo word-of-mouth
A performance within subgroups
24%
Top2Boxes 12%
5%
Males
20%
5%
Females
28%
5%
23%
21%
Löwenbräu Y2009 Oktoberfest promotion — Bojole PromoIndex™ 34 sample report
35%
9%
Capitals
2%
35-45
YO
5%
Total
sample
6%
25-34
YO
Regions
Top1Box 4%
18-24
YO
19%
5-point scale
35. Promo fit to brand
A performance comparison to industry norms
Löwenbräu Y2009 Oktoberfest promotion — Bojole PromoIndex™ 35 sample report
78%
Min
50%
Industry
avg
73%
Löwenbräu
Max
82%
Top2Boxes on 5-point scale
36. Promo fit to brand
A performance within subgroups
Total
sample
76%
Top2Boxes
76%
Löwenbräu Y2009 Oktoberfest promotion — Bojole PromoIndex™ 36 sample report
76%
Males Females 18-24
YO
25-34
YO
19%
35-45
YO
24%
79%
21%
Capitals
78%
20% 20%
26%
76%
81%
17%
80%
Top1Box 15%
Regions
5-point scale
37. Promo performance
Summary of key indicators vs. industry average
Löwenbräu performance
vs. industry average
Löwenbräu Y2009 Oktoberfest promotion — Bojole PromoIndex™ 37 sample report
Löwenbräu
place in rating
Overall likeability, Top2 -1pts 9th out of 17
Uniqueness, Top2 +6pts 5th
Relevance, Top2 +3pts 7th
Ease to understand, Top2 +1pts 6th
Trustworthiness, Top2 +1pts 7th
Word-of-mouth, Top2 -1pts 10th
Fit to brand, Top2 +5pts 5th
40. Löwenbräu main prize liking
A performance comparison to industry norms
Löwenbräu 82%
Löwenbräu Y2009 Oktoberfest promotion — Bojole PromoIndex™ 40 sample report
Max
93%
Min
68%
Industry
avg
86%
Top2Boxes on 5-point scale
41. Löwenbräu main prize
A performance within subgroups
84%
50%
Males
78%
42%
Females
89%
47%
18-24
YO
80%
51%
25-34
YO
74%
41%
82%
47%
Total
sample
35-45
YO
Löwenbräu Y2009 Oktoberfest promotion — Bojole PromoIndex™ 41 sample report
84%
57%
Top2Boxes
Top1Box
79%
39%
Capitals Regions
5-point scale
42. Löwenbräu main prize relevance & uniqueness
A performance comparison to industry norms
Löwenbräu
Löwenbräu Y2009 Oktoberfest promotion — Bojole PromoIndex™ 42 sample report
Relevance, Top2boxes
Tolstyak
PIT
Uniqueness,
Top2boxes
74%/86%
Zlaty Bazant
Industry avg.
Industry avg.
44. Löwenbräu secondary prizes liking
A performance comparison to industry norms
42%
46%
50%
100 beer packs
30 beer packs
100RUB on mobile
Mug
Löwenbräu Y2009 Oktoberfest promotion — Bojole PromoIndex™ 44 sample report
72%
76%
Min 28%
Industry avg
55% Max 83%
T-shirt
Top2Boxes on
5-point scale
45. Löwenbräu secondary prizes relevance & uniqueness
A performance comparison to industry norms
100 beer pack
Löwenbräu Y2009 Oktoberfest promotion — Bojole PromoIndex™ 45 sample report
Relevance, Top2boxes
Uniqueness,
Top2boxes
T-shirt Mug
100RUB on mobile
30 beer pack
Industry avg.
Industry avg.
46. Löwenbräu secondary prizes
A performance within subgroups
Total
sample Males Females 18-24
YO
25-34
YO
Top2Boxes on 5-point scale
Löwenbräu Y2009 Oktoberfest promotion — Bojole PromoIndex™ 46 sample report
35-45
YO Capitals Regions
100 beer packs 76% 86% 58% 74% 76% 78% 80% 72%
30 beer packs 72% 82% 55% 73% 72% 72% 77% 68%
100 RUB on mobile 50% 51% 48% 57% 51% 39% 56% 45%
Mug 46% 51% 36% 49% 46% 41% 58% 36%
T-shirt 42% 49% 29% 45% 45% 31% 54% 31%
47. Derived importance of promo prizes
Contribution of each prize into generation of incremental volume
Incremental volume
generated by
Löwenbräu
Oktoberfest promotion
Main prize—
trip to Oktoberfest
39%
Beer six-packs
(100 and 30)
43%
Löwenbräu Y2009 Oktoberfest promotion — Bojole PromoIndex™ 47 sample report
100 RUB
on
mobile
8%
Mug,
T-shirt
10%
49. Methodology
Method:
Face2face in-home interviews
Random route sampling
Continuous data collection on weekly basis
Fielding occurred 13/04/09 – 08/11/09
Sample:
4510 interviews
Minimum 150 interviews per week
Beer consumers aged 18-45
— 30% are 18-24YO, 40% are 25-34YO, 30% are 35-45YO
— 60% are male, 40% are female
— Capitals (30% live in Moscow, 17% in St.Petersburg)
and regions (13% live in Ekaterinburg, 13% in Samara, 13% in Novosibirsk, 13% in Rostov-on-Don)
— 23% are heave users (drink beer min 3 times per week),
47% are medium frequency users (1-2 times per week),
and 30% are light users (less than once a week)
Löwenbräu Y2009 Oktoberfest promotion — Bojole PromoIndex™ 49 sample report
50. Terms referenced in the report
Promo or promotion: a national-level promo campaign with prize draws stimulating product purchase
communicated on pack, in-store, in media (e.g. TV, radio, press, outdoor, internet)
Promo awareness: a number of respondents who when exposed to a color card which presents a promo
concept, prizes visuals, name, slogan and a pack under promotion, recalled that they were aware of a
promotion
Participation: a number of respondents who recalled that at the moment of interview they have already
been involved into activities required by a promo rules to be qualified for a prize draw, i.e. registering
promo codes via SMS or Internet or participating in creative contest
Intention to participate performance index: a number of respondents who are likely to participate in a
promotion calculated upon standard 5-point intention scale
Transaction: single purchase occasion of a brand
Brand volume in transactions: an approximation of total number of transactions with a brand occurred
per month divided by total number of beer consumers
Total brand volume: an approximation of brand volume achieved in a given month
Base brand volume: an approximation of brand volume in a given month which would have been achieved
if there were no promotion running in this given month
Incremental brand volume: a difference between total brand volume and base brand volume in a given
month; i.e. net volume attributed to an effect of a given promotion in a given month
Löwenbräu Y2009 Oktoberfest promotion — Bojole PromoIndex™ 50 sample report
51. Contacts
Bojole research have prepared similar reports for each of 17 beer promotions
which have been running in Y2009.
If you would like a copy of this report or
if you have any questions or comments about this research report or
if you would like to purchase a report on another promotion,
please feel free to contact us:
Alexander Lomizov
+7 (495) 662 8928 ext.100
+7 (909) 911 9570
a.lomizov@bojole.ru
Olga Makarova
+7 (495) 662 8928 ext.102
+7 (909) 993 1058
o.makarova@bojole.ru
Löwenbräu Y2009 Oktoberfest promotion — Bojole PromoIndex™ 51 sample report