...identifying the problems faced by Gillette in the toiletries market. We have suggested a plan for Gillette toiletries along with other suggestions for Gillette to face the competition in the near future and the long run. 2.0 SITUATIONAL ANALYSIS Of Gillette's recent moves, by far the riskiest is the toiletries line. Gillette's track record there is spotty, with successes in the 1960s and 1970s followed by a series of disappointments, such as a failed foray into European women's toiletries in the 1980s. But Gillette's strength is with men, and executives are convinced they can use their strong brand name as an umbrella for a wider range of men's products. The line includes 14 items, notably pre- and after-shaves and a gel shaving cream. The most innovative product: a gel-based deodorant that will roll on using a patented, sieve like delivery system. Will it work? Many outsiders are sceptical, citing Gillette's sorry record in toiletries. Besides, competition has become very stiff in the once fragmented men's toiletries business. Procter & Gamble now owns Old Spice and Noxzema, Colgate bought Mennen, and Unilever grabbed Faberge's Brut brand. But nobody has a better brand name than Gillette. If the line flops, some believe Gillette should simply abandon the whole field. But while the company has tried to apply the Gillette way to its toiletries, the basic problem remains: There's not much difference between Gillette's stuff and everybody else's, except that Gillette's costs...
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...Chapter one: Company History SQUARE today symbolizes a name – a state of mind. But its journey to the growth and prosperity has been no bed of roses. From the inception in 1958, it has today burgeoned into one of the top line conglomerates in Bangladesh. SQUARE today is more than just an organization, it is an institute. In a career spanning across five decades it has pioneered the development of the local business in fields as diverse as Pharmaceuticals, Toiletries, Garments, Textile, Information Technology, Health Products, Food Products, Hospital, etc. With annual turnover above US $ 450 million and with a workforce more than 22,000, square today is a true icon in Bangladesh business sector. The journey begins Square started out as a small scale pharmaceutical venture in 1958.It was a partnership effort of four young and enterprising men whose determination and passion saw it through the turmoil of the incipient period. By its fourth year, Square turned into a profit making organization. Milestones: SQUARE 1958: Debut of Square Pharmaceuticals as a partnership farm 1964: Converted into a Private Limited Company 1974: Technical Collaboration with Janssen Pharmaceutica, Belgium, a subsidiary of Johnson and Johnson Intl, USA. 1982: Licensing agreement signed with F.Hoffman-La Roche Ltd., Switzerland. 1985: Achieved leadership in pharmaceutical market of Bangladesh among all multinational and national companies. 1988: Debut of Square Toiletries...
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...Bangladesh. Kool’s tagline is “Get Noticed” and as a consequence, Kool products are designed to inspire a kind of confidence and charisma in a man that is hard to overlook. Kool’s portfolio of products includes Kool Shaving Foam, Kool Shaving Cream, Kool Aftershave Gel, Kool Aftershave Lotion, and Kool Body Spray. In a market dominated by the international giant Gillette, Kool was initially a risky venture for Square, whose main interests lay in pharmaceuticals. Kool targeted a market segment of men who wanted quality-grooming products at an affordable price. Thus, Kool positioned itself as an economic alternative to Gillette, yet closely linked its products with the high quality that Square is traditionally famous for. With this prudent segmentation, targeting and positioning combined with a pervasive marketing campaign, Kool quickly managed to gain popularity in the Bangladeshi market. Kool is made by Square Toiletries Limited, whose vision is to “attempt to understand the unique needs of the consumer and translate that needs into products which satisfies them in the form of quality products, high level of service and affordable price range in a unique way”. Other brands under Square Toiletries include Jui, Meril, Chaka, Chamak, Senora, Fresh Gel, White Plus, Magic, Xpel, Spring Sepnil, Zerocal, Select Plus, Shakti, Saaf, and Madina. With all these brands combined, Square Toiletries makes a diverse range of products which includes everything from hair oil...
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...INDUSTRY PROFILE Fast Moving Consumer Goods (FMCG) goods are all consumable items (other than groceries/pulses) that one needs to buy at regular intervals. These are items which are used daily, and so have a quick rate of consumption, and a high return. FMCG can broadly be categorized into three segments which are: 1. Household items as soaps, detergents, household accessories, etc, 2. Personal care items as shampoos, toothpaste, shaving products, etc and finally 3. Food and Beverages as snacks, processed foods, tea, coffee, edible oils, soft drinks etc. Global leaders in the FMCG segment are Nestlé, ITC, Hindustan Unilever Limited, Reckitt Benckiser, Unilever, Procter & Gamble, Cadbury India Coca-Cola, Carlsberg, Kleenex, General Mills, Pepsi, Gillette, Nirma etc. Strengths: 1. Low operational costs 2. Presence of established distribution networks in both urban and rural areas 3. Presence of well-known brands in FMCG sector Opportunities: 1. Untapped rural market 2. Rising income levels, i.e. increase in purchasing power of consumers 3. Large domestic market- a population of over one billion 4. Export potential 5. High consumer goods spending Weaknesses: 1. Lowers cope of investing in technology and achieving economies of scale, especially in small sectors 2. Low exports levels 3."Me-too" products, which illegally mimic the labels of the established brands. These products narrow the scope of FMCG products in rural and semi-urban market. Threats: 1. Removal...
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...stores in the UK, US and Canada and through franchise and wholesale arrangements globally. The company is famous for the use of the "fcuk" acronym in its advertising campaigns in the early 2000s which successfully raised its profile. Contents * 1 Distribution * 2 Controversial branding * 2.1 French Connection (FCUK) * 3 Products * 3.1 Fragrances for Her * 3.2 Fragrances for Him * 3.3 Unisex Fragrances * 4 References * 5 External links Distribution French Connection distributes its branded ladies and it is a subsidiary of Calvin Klein(CK) wear and menswear through a network of owned stores in the UK, US and Canada, through franchised stores in major markets around the world (Australia, Hong Kong, China, India), through concessions in department stores in the UK and also sells its products to other multi-brand retailers. The product assortment competes in the low to mid range of fashion and price. French Connection also has a variety of licensed products,[3] including eye glasses, sunglasses, toiletries, shoes, jewellery and watches, which are sold through their own stores and specialist retailers (e.g. Boots and SpecSavers). Controversial branding French Connection (FCUK) | This article's Criticism or Controversy section may compromise the article's neutral point of view of the subject. Please integrate the section's contents into the article as a whole, or rewrite the material. (November 2009) | French Connection store...
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...[pic] HARVARD BUSINESS SCHOOL BRIEF CASES 4249 JANUARY 19, 2011 JOHN A. QUELCH HEATHER BECKHAM Clean Edge Razor: Splitting Hairs in Product Positioning On August 9, 2010, a group of executives from Paramount Health and Beauty Company (Paramount) sat in a research room intently observing a dozen men shaving on the other side of a two-way mirror. The subjects were testing out Paramount's newest nondisposable razor, Clean Edge, and discussing the experience. The verdict was extremely encouraging. The majority of men felt it was the closest, cleanest, and smoothest shave they had encountered. Clean Edge's improved design provided superior performance by utilizing a vibrating technology to stimulate hair follicles and lift the hair from the skin, allowing for a more thorough shave.1 Jackson Randall, product manager for Clean Edge, sat in the darkened observation room considering the positioning strategy for this new product. He had led the new product development process and was now grappling with how to position the product for the upcoming launch. All executives at Paramount agreed Clean Edge should be priced in the super-premium segment of the market. However, some executives believed Clean Edge should be launched as a mainstream entry within that segment, with the broad appeal of being the most effective razor available on the market. Others felt a more differentiated niche strategy, targeting the most intensely involved super-premium consumers, would be optimal...
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...Consumer Behavior Project Group 3 9/16/2012 Himanshu Gupta (023/02) PSN Vamsi (033/02) Rohit Thakur (042/02) Sameer Jakhar (045/02) Vikram Veer Singh (062/02) Page | Executive Summary AXE is a global brand from unilever in the deodorant and the personal care sector. It is one of the most recognizable brands in the Indian markets and enjoys very high TOMA (Top of Mind Awareness) status even in the people who do not use products of the personal care category. The report aims to analyze the brand on several aspects and figure out what kind of brand image it has and how it impacts the business operations in general. A whole section is dedicated on the innovative marketing campaigns run by AXE. The ads are hugely popular part of their branding and are instrumental in their brand building process. Avery interesting point about these communication campaigns is that they are global i.e. every country is watching the same advertisements which further strengthens the unique brand image. The brand value analysis is done using both qualitative and qualitative methods. The quantitative methods included a computer based survey which garnered 90 responses from various demographic and cultural domains. Statistical analysis of the responding group was done using clustering technique (using SPSS) which divides the sample space into various clusters on the basis of the responses which allows us to group them on basis of certain characteristics of their responses. The qualitative methods used...
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...Intel's Dilemma Ever since it embarked on the x86 journey, Intel has led the innovation curve in microprocessors. this has, among other things, forced Intel to kill its own profitable products, to protect its territory. The 486 was introduced in 1992. Now in 1996, we are on 3 generations of chips ahead and Intel has stopped making 486 chips, an era ago. This gives very little time to Intel to recover the product development costs before it has to commit infanticide on its successful products. There are 3 things that Intel has done worldwide to solve this problem. The first, is the Intel Inside campaign - which must rank as one of the greatest advertising innovations - which has drawn attention to the Intel brand name. The second, is to ensure rapid global rollouts of all its products. The third, is to build a brand stronger than the "X86" nomenclature - by opting for the name Pentium instead of the dry 586 - the natural successor. Pentium was launched with fanfare, and a hiccup not withstanding, succeeded as expected. The added bonus was the brand name which brought the product out of numerical nomenclature and made it a high-recall brand. It was, however, the success of Pentium that put Intel in a quandary. When the 5th generation processors time came to yield place to the new, 6th generation chip, Intel was loathe to see all the money poured into Pentium become history with the brand. It was this thinking that led to the 6th generation chip being named P6 instead of 686 or...
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...Liquid and Viscous Products: Worksheet The principal display panel of a label must be located on that part of the container normally displayed to the user. The label must contain three basic mandatory statements which must, where applicable, appear in a prescribed manner: Product Identity Declaration. Net Quantity Declaration. Dealer Name and Principal Place Of Business. The product identity and net quantity declarations must appear on the principal display panel. The following sections will discuss these mandatory statements in detail. What To Put on a Label Product Identity Declaration (Common Name) The label must identify the common name of the product in terms of its generic name or function. Except in cases where the product is a test market product, a local product, a specialty product, or a product for which knowledge of a specific language is required, the product identity must be given in both English and French. The product identity declaration must be located on the principal display panel. The product identity declaration must be clearly legible, and meet the requirements for minimum type height. Net Quantity Declaration The net quantity declaration must be located on the principal display panel. The net quantity must be displayed clearly and prominently in distinct contrast to any other information shown on the label. The numerical portion of the net quantity must be in bold face type and meet the minimum type height requirements. ...
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...School of Communication and Creative Arts Department of Communication & Media Studies Subject Code: MBAM 003 Subject Name: Media Planning & Buying Group Assignment May 2015 Semester Group Members: 1) Yew Chi Yin (0103082) 2) Liew Kah Chun (0110111) 3) Nor Azeriah Aida Bt Awang (0107003) 4) Kwang Yuk Ching (0100919) 5) Shawn Khoo Kay Keong (0106679) 6) Chong Po Yeng (0103069) Assignment Due Date: 27th July 2015 TABLE OF CONTENTS TITLE PAGE …………………………………………………………………...…….I 1 BACKGROUND Current Skincare Trend in Malaysia…………………………………...….1 Latest Value Perceptions toward Skincare…………………………..…....3 Top 4 Trends in Skin Care in Malaysia……………………….……..……4 Brief about L’Oréal Paris……………………………………..……….…..5 Current Direction of L’Oréal………………………………..……….……6 Skincare Products under L’Oréal Paris………………………………...….7 Prospective Consumers……………………………………………..….….7 Competitor Analysis…………………………………………………....….8 2 MARKETING OBJECTIVE …………………………………………….…11 3 ADVERTISING OBJECTIVE…………………………………………..…..11 4 TARGET AUDIENCE ANALYSIS AND RECOMMENDATION……..…12 5 SWOT ANALYSIS ……………………………………………………..…..14 6 MEDIA OBJECTIVE………………………………………………..………16 7 MEDIA STRATEGY………………………………………………..………16 8 MEDIA MIX……………………………………………………...…...…….17 9 MEDIA PLAN Thematic Media Plan………………………………………….…….20 Event Media Plan…………………………………………...…..…...25 Media Flowchart…………………………………………………….28 II 10 CONCLUSION.……………………………………………………..……...
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...Alexander McQueen Of BLACK Kuankuan Wang Po-Yu Tso Jia Qian Alexander McQueen of BLACK 1. INTRODUCTION................................................................................................................................................................................4 2. THE BUSINESS (Parent Business) 2.1 Business Description Mission.................................................................................................................6 2.2 Mission/ Vision/ Volues..............................................................................................................................7 2.3 Brief History of the Business...................................................................................................................9 2.4 Business Structrue Company Resources..........................................................................................10 2.5 Current Strotegies.....................................................................................................................................13 2.6 Current 4PS................................................................................................................................................13 2.7 Competitive Advantages.........................................................................................................................16 3.BRABD EXTENTION: THE MARKETING PLAN 3.1 MARKETING OBJECTIVES 3.1.1 Marketing Goals........................................
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...Managing Brand for the long run : Brand Reinforcement and Revitalization Prof. Vikas S. Dole, Lecturer Neville Wadia Institute of Management Studies & Research, Pune- 01 Email: dolevikas@gmail.com, Mobile: 09764823924 Abstract: A strong brand is a powerful driver of sales, profit and shareholder value. That’s why market value of fortune companies is more in intangible assets. Even the most popular brands face the danger of getting lost unless they reflect the changing customer preferences. Managing brand over period of time is a big challenge for the marketers today. Brand Proliferation is the order of the day. Rigid brands can become irrelevant in the face of changing priorities and changes in competitive market. Marketing Environment is continuously changing. Change in consumer behavior, Competitive strategies, technological changes and other aspects of marketing environment is making work of brand managers challenging. In this article, the author has tried to discuss tactics for brand reinforcement and revitalization to manage brand for the long run. Keywords: Brand, Reinforcement, Revitalization, Extension, Repositioning, Awareness. Managing Brand for the long run: Brand Reinforcement and Revitalization A strong brand is a powerful driver of sales, profit and shareholder value. That’s why market value of fortune companies is more in intangible assets. Even the most popular brands face the danger of getting lost unless they reflect the changing customer...
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...millennium, the brand has launched with great success in the United States and Canada. The company has also consolidated its deodorant portfolio by migrating other overlapping male deodorants into the Lynx brand such as South Africa's Ego brand. In January 2012, Unilever launched its first Lynx product for women in the United Kingdom as part of a global expansion of the previously men’s-only brand. The Line of products is named "Axe Anarchy". AXE, a leader in men's care, is an iconic personal care brand around the world that helps men look, smell and feel their best. The Unilever-manufactured brand is available in a line of deodorant bodysprays, deodorant and anti-perspirant sticks, shower gels and hair care products. AXE is the No. 1 men's grooming brand in the U.S., excluding shaving hardware, and achieved this status only seven years after launch. Including deodorant bodysprays, AXE is the largest men's deodorant brand in the U.S. Unilever’s research and development teams work with a panel of ‘expert noses’ to create Axe products, and come up with fragrances that help men smell and feel their best. But the...
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...University of westminster | WOMAN’S TOILETRY INDUSTRY | Principle’s Of Marketing | Seminar Leader: Jennifer Chang | Word Count: | 12/9/2010 | By Taslima Khanom, Sinem Sisman, Hamda Batah and Zhaneta | Table of Contents 1. Executive Summary 3 2. Terms of reference 3 3. Industry Information 3 4. Overview of adverts 4 5. Segmenting, Targeting and Positioning 5 6. Consumer Buying Behaviour 8 7. Promotion 12 8. Communication strategy 16 9. Price 17 10. Product 18 11. Place 20 12. Critique & Recommendations 22 13. Bibliography 23 14. Appendices 26 1. Executive Summary 2. Terms of reference 3. Industry Information The Cosmetic Toiletry and Perfumery Association annual report (CTPA), (2009) declares ‘Mass toiletries have performed less well with higher growth from units (4.3%) than value (2.5%)’, as seen by the sales figures in Table 1.1. In addition to this Mintel (2010) suggests ‘women spend an average £653.64 a year on beauty products’. Such products include toiletries like cosmetics, fragrances and personal care products as seen in table 1.1. The director of Research at Mintel, Joan Holleran (2009) states "Personal care companies need to focus on value, feel-good benefits and new product innovation to keep shoppers interested" in order to generate sales growth. The distribution channel of the companies within the industry include direct and multiple selling depending on the specific product categories...
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...------------------------------------------------- ------------------------------------------------- Colgate-Palmolive ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- Colgate-Palmolive Prepared for: Bill Waxman Organizational Behavior Edison Community College Prepared by: Catalina De Fex Jenny Smith James Tobias October 28, 2013 October 28, 2013 Mr. Bill Waxman Instructor Organizational Behavior Edison Community College 1973 Edison Drive Piqua, Ohio 45356 Dear Mr. Waxman: Here is our strategic plan for our organizational behavior class. Throughout this report we will explain our plan intended to increase financial satisfaction for Colgate- Palmolive. We included a complete analysis of internal and environmental factors that will benefit our understanding of this company’s internal and external culture. We sincerely hope that this report will fulfill your expectations, and we assure you that the oral presentation will be a great complement in order to influence the implementation of our ideas. Thank you for your time and consideration, and we look forward to finally present our ideas to you and to our audience. Sincerely, Colgate-Palmolive StudyGroup Table of Contents Executive summary v Introduction...
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