...i.e. Paddle Pop which costs Rs 8 to Viennetta which costs Rs 150 • • The most popular Cornetto Walls is priced at Rs 20 to Rs 30 Feist is in the range of Rs 15 to Rs 20 Place • It is has a four step distribution system. From production units the lot is taken to the distributors, then wholesalers, then company salesmen and they take the lot finally to the retailers • It has major presence currently in the 30 big cities across India 3 • It is sold extensively by push carts since most customers are impulse buyers and it believes in giving maximum visibility to the products Promotion • • • Promoted as the “ice cream with the big heart” which is taken from its logo A “good, honest, daily scoop of pleasure” Extensive publicity campaigns especially organised by Cornetto Walls like “luv reels” and “just one cornetto” promote the youthfulness of this brand • • Feist had also undergone extensive innovative advertising via iPod Nano advertising Cornetto Walls is famously promoted as “true love never fails” Brand 2: Closeup Product It was the first one in the Indian market to launch a gel toothpaste It has the following product line...
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...Dove Campaign for Real Beauty Case Study By: Melinda Brodbeck and Erin Evans Presented March 5, 2007 SITUATION: The Dove Campaign for Real Beauty (CFRB) began in England in 2004 when Dove’s sales declined as a result of being lost in a crowded market. Unilever, Dove’s parent company, went to Edelman, its PR agency, for a solution. Together, they conceived a campaign that focused not on the product, but on a way to make women feel beautiful regardless of their age and size. The following summer, CFRB was brought to the United States and Canada. CRFB aimed not only to increase sales of Dove beauty products, but also targeted women of all ages and shapes. According to the CFRB website, “The Dove Campaign for Real Beauty is a global effort that is intended to serve as a starting point for societal change and act as a catalyst for widening the definition and discussion of beauty. The campaign supports the Dove mission: to make women feel more beautiful every day by challenging today’s stereotypical view of beauty and inspiring women to take great care of themselves.” In addition to changing women’s view of their bodies, Dove also aimed to change the beauty market. In an industry where the standard of beauty is often a size two blonde supermodel, Dove distinguished itself by using models that ranged from size six to fourteen. CRFB abandoned the conventional cynical method of portraying “perfect” women as beauty role models. RESEARCH: Dove commissioned The Real Truth...
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...OCT’11 K J SOMAIYA INSTITUTE OF MANAGEMENT STUDIES & RESEARCH FESTIVE MARKETING Celebration time for buyers and sellers alike! INSIDE and more ! 4 Ps of Anna Hazare’s Campaign Guerilla Marketing No Money marketing Old Monk EDITOR’S DESK Dear Readers, At the onset of this festive season, we bring to you a riveting, celebratory and insightful festive edition of your very own MARKSMAN! This issue is our basket of wishes to all our readers thanking you all for your encouragement, suggestions and unstinted support. We shall continue to strive towards excellence; learning and raising the bar at each leap! The coming few months, beginning Diwali to the New Year, are going to be full of merriment and ebullience. Ring in the revelry with our cover story on Festive Marketing! Read on how companies hit full throttle with promotions, offers and advertising campaigns to leverage the occasion. We hope you appreciate the element of surprise! Our special story shall take you through some intriguing and creative Guerrilla marketing. Indulge yourselves with MARKSMAN traditions such as TWEETS, ITS ALL ABOUT AD-ITUDE, REWIND and get acquainted with our new addition “SQUAREHEAD”! We, at Interface are overwhelmed by the increasing number of entries we have been receiving in response to our call for articles. We take this opportunity to thank all our readers for their enthusiasm and for making our job more challenging- we love it! Keep writing in! We would also like to congratulate...
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...qwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwer...
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...hair care, deodorants, anti-perspirants, and body lotions. It competed with brands like Procter and Gamble’s Ivory, Kao’s Jergens, and Beiersdorf’s Nivea. Dove had recently launched what it termed a Masterbrand campaign under the title of The Dove Campaign for Real Beauty. For some marketing observers the campaign was an unqualified success, giving a single identity to the wide range of health and beauty products. But the vivid identity owed much to the campaign’s use of the unruly, unmapped world of Internet media.1 Were there risks to putting the “Real Beauty” story out on media like YouTube, where consumers were free to weigh in with opinion and dissent? On blogs and in newsletters, marketing commentators argued that Dove’s management was abdicating its responsibility to manage what was said about the brand, and was putting its multibillion-dollar asset at risk.2 Unilever A leading global manufacturer of packaged consumer goods, Unilever operated in the food, home, and personal care sectors of the economy. Eleven of its brands had annual revenues globally of over $1 billion: Knorr, Surf, Lipton, Omo, Sunsilk, Dove, Blue Band, Lux, Hellmann’s, Becel, and the Heartbrand logo, a visual identifier on ice cream products. Other brands included Pond’s, Suave, Vaseline, Axe, Snuggle, Bertolli, Ragu, Ben and Jerry’s, and Slim-Fast. With annual revenues of $50 billion, Unilever compared in size to Nestle ($69 billion), Procter and Gamble ($68 billion), and Kraft Foods ($34 billion...
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...deodorants, anti-perspirants, and body lotions. It competed with brands like Procter and Gamble’s Ivory, Kao’s Jergens, and Beiersdorf’s Nivea. Dove had recently launched what it termed a Masterbrand campaign under the title of The Dove Campaign for Real Beauty. For some marketing observers the campaign was an unqualified success, giving a single identity to the wide range of health and beauty products. But the vivid identity owed much to the campaign’s use of the unruly, unmapped world of Internet media.1 Were there risks to putting the “Real Beauty” story out on media like YouTube, where consumers were free to weigh in with opinion and dissent? On blogs and in newsletters, marketing commentators argued that Dove’s management was abdicating its responsibility to manage what was said about the brand, and was putting its multibillion-dollar asset at risk.2 Unilever A leading global manufacturer of packaged consumer goods, Unilever operated in the food, home, and personal care sectors of the economy. Eleven of its brands had annual revenues globally of over $1 billion: Knorr, Surf, Lipton, Omo, Sunsilk, Dove, Blue Band, Lux, Hellmann’s, Becel, and the Heartbrand logo, a visual identifier on ice cream products. Other brands included Pond’s, Suave, Vaseline, Axe, Snuggle, Bertolli, Ragu, Ben and Jerry’s, and Slim-Fast. With annual revenues of $50 billion, Unilever compared in size to Nestle ($69 billion), Procter and Gamble ($68 billion), and Kraft Foods ($34 billion...
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...Abstract Brands rushed into social media, viewing social networks, video sharing, online communities, and microblogging sites as the panacea to diminishing returns for traditional brand building routes. But as more branding activity moves to the Web, marketers are confronted with the stark realization that social media was made for people, not for brands. In this article, we explore the emergent cultural landscape of open source branding, and identify marketing strategies directed at the hunt for consumer engagement on the People’s Web. These strategies present a paradox, for to gain coveted resonance, the brand must relinquish control. We discuss how Webbased power struggles between marketers and consumer brand authors challenge accepted branding truths and paradigms: where short-term brands can trump longterm icons; where marketing looks more like public relations; where brand building gives way to brand protection; and brand value is driven by risk, not returns. # 2011 Kelley School of Business, Indiana University. All rights reserved. 1. The party crashers: Marketers and the Social Web Brands today claim hundreds of thousands of Facebook friends, Twitter followers, online community members, and YouTube fans; yet, it is a lonely, scary time to be a brand manager. Despite marketers’ desires to leverage Web 2.0 technologies to their advantage, a stark truth presents itself: the Web was created not to sell branded products, but to link people together in collective conversational...
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...Chapter- One Introduction 1.1 Introduction Unilever is a multi-national corporation, formed of Anglo-Dutch parentage that owns many of the world's consumer product brands in foods, beverages, cleaning agents and personal care products. Unilever employs nearly 180,000 people and had worldwide revenue of almost €40 billion in 2005. Unilever is a dual-listed company consisting of Unilever NV in Rotterdam, Netherlands and Unilever PLC in London, England. This arrangement is similar to that of Reed Elsevier and that of Royal Dutch Shell prior to their unified structure. Both Unilever companies have the same directors and effectively operate as a single business. The current non-executive Chairman of Unilever N.V. and PLC is Michael Treschow while Patrick Cescau is Group Chief Executive, who will retire at the end of 2014. Mr Paul Polman will succeed Patrick Cescau as Group Chief Executive. The company is widely listed on the world's stock exchanges. 1.2 Origin of report Since practical orientation is an integral part of the MBA program, I tried to expose real life performance of Unilever by preparing this report. To prepare this report I have come across with different information of the Unilever. From the collected information I understand the company’s activities in the market as Unilever as in their internal preparation for marketing and others activities. I expect that this report will fulfill the requirement of MBA program...
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...Introduction Unilever is a multi-national corporation, formed of Anglo-Dutch parentage that owns many of the world’s consumer product brands in foods, beverages, cleaning agents and personal care products. Unilever employs nearly 180,000 people and had worldwide revenue of almost €40 billion in 2005. Unilever is a dual-listed company consisting of UnileverNV in Rotterdam, Netherlands and Unilever PLC in London, England. This arrangement is similar to that of Reed Elsevier and that of Royal Dutch Shell prior to their unified structure. Both Unilever companies have the same directors and effectively operate as a single business. The current non-executive Chairman of Unilever N.V. and PLC is Michael Treschow while Patrick Cescau is Group Chief Executive, who will retire at the end of 2008. Mr Paul Polman will succeed Patrick Cescau as Group Chief Executive. The company is widely listed on the world’s stock exchanges. 1.2 Origin of report Since practical orientation is an integral part of the BBA program, I tried to expose real life performance of Uniliver by preparing this report. To prepare this report I have come across with different information of the Uniliver. From the collected information I understand the company’s activities in the market as Uniliverll as in their internal preparation for marketing and others activities. I expect that this report will fulfill the requirement of BBA program and provide a clear idea about the Uniliver activities and other multi-national...
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...Business Horizons (2011) 54, 193—207 www.elsevier.com/locate/bushor The uninvited brand Susan Fournier a,*, Jill Avery b a b Boston University School of Management, 595 Commonwealth Avenue, Boston, MA 02215, U.S.A. Simmons School of Management, 300 The Fenway, M-336, Boston, MA 02115, U.S.A. KEYWORDS Branding; Brand management; Social media; Web 2.0; Co-creation Abstract Brands rushed into social media, viewing social networks, video sharing, online communities, and microblogging sites as the panacea to diminishing returns for traditional brand building routes. But as more branding activity moves to the Web, marketers are confronted with the stark realization that social media was made for people, not for brands. In this article, we explore the emergent cultural landscape of open source branding, and identify marketing strategies directed at the hunt for consumer engagement on the People’s Web. These strategies present a paradox, for to gain coveted resonance, the brand must relinquish control. We discuss how Webbased power struggles between marketers and consumer brand authors challenge accepted branding truths and paradigms: where short-term brands can trump longterm icons; where marketing looks more like public relations; where brand building gives way to brand protection; and brand value is driven by risk, not returns. # 2011 Kelley School of Business, Indiana University. All rights reserved. 1. The party crashers: Marketers and the Social Web Brands...
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...MEDIEVAL WEAPONS Other Titles in ABC-CLIO’s WEAPONS AND WARFARE SERIES Aircraft Carriers, Paul E. Fontenoy Ancient Weapons, James T. Chambers Artillery, Jeff Kinard Ballistic Missiles, Kev Darling Battleships, Stanley Sandler Cruisers and Battle Cruisers, Eric W. Osborne Destroyers, Eric W. Osborne Helicopters, Stanley S. McGowen Machine Guns, James H. Willbanks Military Aircraft in the Jet Age, Justin D. Murphy Military Aircraft, 1919–1945, Justin D. Murphy Military Aircraft, Origins to 1918, Justin D. Murphy Pistols, Jeff Kinard Rifles, David Westwood Submarines, Paul E. Fontenoy Tanks, Spencer C. Tucker MEDIEVAL WEAPONS AN ILLUSTRATED HISTORY OF THEIR IMPACT Kelly DeVries Robert D. Smith Santa Barbara, California • Denver, Colorado • Oxford, England Copyright 2007 by ABC-CLIO, Inc. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, except for the inclusion of brief quotations in a review, without prior permission in writing from the publishers. Library of Congress Cataloging-in-Publication Data DeVries, Kelly, 1956– Medieval weapons : an illustrated history of their impact / Kelly DeVries and Robert D. Smith. p. cm. — (Weapons and warfare series) Includes bibliographical references and index. ISBN-10: 1-85109-526-8 (hard copy : alk. paper) ISBN-10: 1-85109-531-4...
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...GAME CHANGE OBAMA AND THE CLINTONS, MCCAIN AND PALIN, AND THE RACE OF A LIFETIME JOHN HEILEMANN AND MARK HALPERIN FOR DIANA AND KAREN Contents Cover Title Page Prologue Part I Chapter One – Her Time Chapter Two – The Alternative Chapter Three – The Ground Beneath Her Feet Chapter Four – Getting to Yes Chapter Five – The Inevitables Chapter Six – Barack in a Box Chapter Seven – “They Looooove Me!” Chapter Eight – The Turning Point Chapter Nine – The Fun Part Chapter Ten – Two For the Price of One Chapter Eleven – Fear and Loathing in the Lizard’s Thicket Chapter Twelve – Pulling Away and Falling Apart Chapter Thirteen – Obama Agonistes Chapter Fourteen – The Bitter End Game Part II Chapter Fifteen – The Maverick and His Meltdown Chapter Sixteen – Running Unopposed Chapter Seventeen – Slipping Nooses, Slaying Demons Part III Chapter Eighteen – Paris and Berlin Chapter Nineteen – The Mile-High Club Chapter Twenty – Sarahcuda Chapter Twenty-One – September Surprise Chapter Twenty-Two – Seconds in Command Chapter Twenty-Three – The Finish Line Epilogue – Together at Last Index Author’s Notes About the Authors Copyright About the Publisher Prologue BARACK OBAMA JERKED BOLT upright in bed at three o’clock in the morning. Darkness enveloped his low-rent room at the Des Moines Hampton Inn; the airport across the street was quiet in the hours before dawn. It was very late December 2007, a few days ahead of the Iowa caucuses. Obama had been sprinting flat out...
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...------------------------------------------------- Task 2: Marketing C212 Assessment Code: C212 Student Name: Cristian Dimitricoff Student ID: 000386870 Date: 05/12/2015 Student Mentor Name: Maryann Lamer Proposal Of New Product/Service Dr. Bob Smith founded Smith Optics Inc, in 1965. Dr. Smith worked with friends to develop a new kind of goggles. Now, fifty years later, Smith Optics is one of the top goggle and other extreme weather gear manufacturing organizations in the world. Smith Optic’s products are classified under four main categories: men, women, tech, and life. Under the categories of men, and women, there are six sub-categories: sunglasses, prescription, goggles, helmets, accessories, and apparel. Under the tech category, we find four sub-categories: sunglasses, goggles, helmets, and off-road, and finally, under the life category, we find five sub-categories: snow, water, outdoor, moto, and Smith news (Smith, 2015). These categories and subcategories represent the products offered by Smith Optics, products that consumers can purchase and these types of product are characterized by their tangible form. Consumers can purchase the product, wear it, break it, and still be something that consumers can wear or touch. Smith Optics also offers two types of services. The first is called customer service and consists of shipping and returns. Under the shipping service, Smith Optics gives some information regarding phone orders, hours of operations (in mountain...
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...appearance. He also idealizes Drake a famous rapper. Joey loves his music, wants to look like Drake and be like Drake. About the bullying situation, the Stomp out Bully campaign states one of the many reasons why kids bully can be due to “A common reason that a kid is a bully is because he/she lacks attention from a parent at home and lashes out at others for attention. This can include neglected children, children of divorced parents, or children with parents under the regular influence of drugs/alcohol” (Stomp Out Bullying: Change the Culture, 2007). Which I found could hold some truth, although I know it does not mean it is, but in the case of Joey it does hold some merit. He mentions how everyone at home always gets him in trouble, how he knows he is not the favorite, and that he always gets disciplined the worst of his 3 siblings. When he tells me, he gets very angry, so angry that I diffused the situation by asking more about his friends and why they mean so much to him. Joey really loves his friends because he says they are the only people who got his back, which made me think that maybe he does not have the secure attachment he should have with his parents....
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...video games retail at $50 to $60). In 2006, Harmonix’s founders sold the company to Viacom for $175 million, maintaining their operational autonomy while providing them greater budgets for product development and licensing music for their games. Harmonix’s success, however, did not come overnight. The company was originally founded by Alex Rigopulos and Eran Egozy in 1995, focused around some demo software they had created in grad school and a company vision of providing a way for people without much musical training or talent to experience the joy of playing and creating music. The founders believed that if people had the opportunity to create their own music, they would jump at the chance. Their software, which they eventually dubbed The Axe, provided basic music composition tutorials and allowed participants to use a joystick to improvise solos along to popular music tracks. They attempted to market their creation through an interface with Japanese karaoke machines, a demo package deal with Intel, and even in an exhibition at Disney’s Epcot. And while the...
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