...Steven Masetti Professor Guo 11/29/13 BU201 General Mills General Mills is a company engaged in the marketing and manufacturing of branded consumer foods sold through retail stores. The company operates about 50 facilities for the production of the wide range of food products. General Mills operates through three business divisions, U.S. retail, international services, and bakeries and food service. Its consumer brands include Cheerios, Fiber One, Haagen-Dazs, Nature Valley, Yoplait, Betty Crocker, Pillsbury, Green Giant, Old El Paso, and Wanchai Ferry. Its main headquarter is in Minneapolis and the company operates in more then 100 countries. General Mills’ International operations have been growing rapidly in recent years. Fiscal 2012 international segment net sales are expected to exceed US$4 billion. including sales from the Yoplait international yogurt business acquired July 1,2011. International sales are growing 22%, although earnings will be flat with last year, capped by one-time charges in 2012 for acquisitions of brands in Canada, Brazil and the U.S. General Mills product line is very well increasing in revenue and one main product that has been a huge seller is the Greek 100. Greek 100 is General Mills’ biggest-selling new Yoplait product in at least 20 years. It’s expected to do $140 million in sales in its first full year. Only about 2 percent of new consumer product launches do over $50 million in their first year so that’s really a big move. Greek...
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...Strategic Analysis and Market Justification International Opportunity In the next one to five years global health consciousness will drive the demand for the company's products (Vyth, Steenhuis, Roodenburg, Brug, & Seidell, 2010). To capitalize on this growth the Kellogg Company will expand its healthy product line. The company will spend more money on Research and Development (R&D) to include healthier food choices. Current Economic Landscape The current economic landscape has seen decreased profits in the global breakfast cereals market but has demonstrated steady growth over the past ten years. According to Datamonitor (2011) estimates, the global breakfast cereals market generated total revenues of $28 billion in 2010, representing a compound annual growth rate (CAGR) of 3.7% for the period spanning 2006 to 2010. Ready-to-eat cereal sales proved the most important for the global breakfast cereal market in 2010, generating total revenues of $24.4 billion, equivalent to 87.2% of the market's overall value. The performance of the market is forecasted to accelerate with an anticipated CAGR of 4.1% for the five-year period 2010 to 2015, which is expected to drive the market to a value of $34.2 billion by the end of 2015 (Datamonitor, 2011). Kellogg’s is the world's leading producer of cereal and controls over 32% of the market share (Datamonitor, 2011). The company is thus well positioned to exploit the growing breakfast cereals market and enhance its top line and profitability...
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...(2008) 3.1 Overview 3.2 Budget 3.3 Marketing Strategies 3.4 Assessment 4. Current Situational Assessment 4.1 Industry Analysis 4.2 Macroenvironmental Analysis 4.2.1 Culture 4.2.1.1 Cultural Trends: United States of America 4.2.1.2 Cultural Trends: Canada 4.2.1.3 Cultural Trends: Domestic Market 4.2.2 Demographics 4.2.2.1 Customer Trends: United States of America 4.2.2.2 Customer Trends: Canada 4.2.2.3 Actual Density of Customer: United States of America 4.2.2.4 Actual Density of Customer: Canada 4.2.3 Social 4.2.3.1 Social Trends: United States of America 4.2.3.2 Social Trends: Canada 4.2.3.3 Actual Social Customer: United States of America 4.2.3.4 Actual Social Customer: Canada 4.2.4 Technology 4.2.4.1 Technology Trends: Domestic Market 4.2.5 Economics 4.2.5.1 Economic Trends: United States of America 4.2.5.2 Economic Trends: Canada 4.2.6 Political/Legal 4.2.6.1 Political/Legal Trends: United State of America 4.2.6.2 Political/Legal Trends: Canada 4.3 Microenvironment Analysis 4.3.1 Company 4.3.2 Competition 4.3.2.1 Direct Competition 4.3.2.2 Indirect Competition 4.4 Primary Research (Mock Review Survey) 4.4.1 Demographic 4.4.2 Major Themes 4 4 4 4 5 5 5 5 7 8 8 8 8 8 9 9 10 10 10 10 10 10 10 11 11 11 11 11 12 12 12 12 12 13 13 13 15 15 16 17 17 17 3 4.5 SWOT Analysis 4.5.1 Strengths 4.5.2 Weaknesses 4.5.3 Opportunities 4.5.4 Threats 5. Marketing Segmentation 5.1 Potential Segments 5...
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...UNIVERSITY OF MINNESOTA CARLSON SCHOOL OF MANAGEMENT Marketing Channels 4060 – Mr. Lipe Instructor: Mr. Jay Lipe (I’d prefer Mr. Lipe over Professor Lipe) E-mail: lipex011@umn.edu (preferred method of contact) Phone: (612) 625-3335 Office: CSOM 4-125 Office Hours: Tue 9:45pm-11:15am (20 minute slots; details on sign ups below) Thu 9:45pm-11:15am (20 minute slots; details on sign ups below) Please see notes on office hours below. Teaching Assistants (TA) Kelsi Doran, dora0075@umn.edu (Section 001) Kendell Poch, kendell.poch@gmail.com (Section 002) Course Objectives Most brands today make their offerings available through multiple distribution channels. And increasingly, the strength of a brand’s channel structure directly impacts the brand’s value and how it differentiates itself. Brands that 1) Select the right channel partners 2) Monitor their efforts and 3) Modify behaviors, will distinguish themselves competitively. Issues facing channel managers today include multichannel marketing, managing channel conflict, disintermediation, and push vs. pull marketing efforts in the channel. 1. Marketing Channels is an advanced elective that addresses many of the strategic areas of the marketing channel management. The learning outcomes for this class are: 1. Identify key industry practices in channel design. 2. Describe how organizations create value through the distribution of their offerings 3. Analyze complex inter...
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...line extension often involves a different flavor or ingredient variety, a different form or size, or a different application for the brand (e.g., Head & Shoulders Dry Scalp shampoo). Category extension: The parent brand is used to enter a different product category from that currently served by the parent brand (e.g.. Swiss Army watches). Most new products are line extensions—typically 80 percent to 90 percent in any one year. Moreover, many of the most successful new products, as rated by various sources, are extensions (e.g., Microsoft Xbox videogame system, Apple iPod digital music player, and BMW mini automobile). Nevertheless, many new products are intro¬duced each year as new brands (e.g., Gleevec oncology drug, ReplayTV digital video recorders, and Harmony low-fat cereal). Extensions can come in all forms....
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...Assessment 2 Company Selected - Nestle Executive summary Nestle is global company of milk products and nutrition, chocolates’, beverage, catering and many type of confectionary goods. It has its millions of customers worldwide. Today Nestlé Singapore Limited is on good positioned to grow through its business policy of constant innovation and renovation, concentrating on its core competencies and commitment to better and high quality, with the aim of availability to the best quality food to the people of Singapore. In the report we have brought a discussion about the marketing segmentation of Nestle, their target market and positioning strategy in Singapore. The way Nestle chooses its different core customers different needs with a better way and how it fulfilled satisfaction its consumers by making greater facilities by the aggregate of different products or marketing mixes is shown in market segmentation of Nestlé. In the area of market viewing we have talking how Nestle have made many segments and decided to expand their whole business in whole Singapore. In the end of this we have talking how Nestle available to the customers point more Efficiently and effectively comparing with their other manufacture competitors in the highly challenging food& beverage market of Singapore by making differentiation of target Users and customers. Nestle is the biggest nutrition and foods company in the globe, established his headquarter in Vevey, Switzerland. The journey of Nestle begins...
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...power to influence parent purchases have increased over time. Second, as the enormous increase in the number of available television channels has led to smaller audiences for each channel, digital interactive technologies have simultaneously opened new routes to narrow cast to children, thereby creating a growing media space just for children and children’s products. Calvert explains that paid advertising to children primarily involves television spots that feature toys and food products, most of which are high in fat and sugar and low in nutritional value. Newer marketing approaches have led to online advertising and to so-called stealth marketing techniques, such as embedding products in the program content in films, online, and in video games. All these marketing strategies, says Calvert, make children younger than eight especially vulnerable because they lack the cognitive skills to understand the persuasive intent of television and online advertisements. The new stealth techniques can also undermine the consumer defenses even of older children and adolescents. Calvert explains that government regulations implemented by the Federal Communications Commission and the Federal Trade Commission provide some protection for children from advertising and marketing practices. Regulators exert more control over content on scarce television...
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...Toyota (Chapter 1) Overview. This case concerns the systems used by Toyota to become the third largest automobile manufacturer in the world. The case illustrates how this organization strives to serve customers and achieve a profit. The case intentionally emphasizes features of Toyota's manufacturing system, rather than its marketing strategies per se, to show how the whole organization is focused on serving customer wants and needs, not just the marketing department. Suggestions for Discussion Questions 1. In what ways is Toyota's new-product development system designed to serve customers? There are a number of features to this system that make it customer oriented. The Toyota system responds more quickly than competitors, allowing the company to correct any mistakes and react to market trends faster than competitors. The system has a chief engineer responsible for the product from design to marketing. This may allow consumer research to function as a direct input into engineering specifications rather than become a secondary concern after the product is designed. Since the corporate philosophy is to serve customers, consumer inputs are more likely to be used develop better new products. 2. In what ways is Toyota's manufacturing system designed to serve customers? There are a number of features in Toyota's manufacturing systems that are designed to serve customers, including the following features. Employees, even on the assembly line, are trained to consider their...
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...C H A PTE R CONSUMER BEHAVIOUR AND TARGET AUDIENCE DECISIONS 3 Chapter Objectives • To understand the consumer decision-making process and how it varies for different types of purchases. • To understand various internal psychological processes, their influence on consumer decision making, and implications for advertising and promotion. • To understand the similarities and differences of target market and target audience. • To understand the various options for making a target audience decision for marketing communication. Marketers Seeking 50-Plus Consumers Nintendo is famous for its video games. DaimlerChrysler features a wide selection of car brands. Tabi is known for its classic women’s clothing. While seemingly unrelated, these brands have recently shared a similar strategy. As these established companies expanded beyond their current customer base, each brand attempted new marketing communication programs containing a more emotional message aimed at the 50-plus demographic. The 50-plus crowd not only is a sizable market, but also is a very lucrative one; they control 55 percent of all discretionary spending in Canada due to their relatively high net worth. And while the brands all looked toward the fifty-plus market, additional segmentation based on an understanding of consumer behaviour revealed subtle differences in their approach. For Nintendo, the saturated youth market proved to be a no-growth avenue. With industry sales hitting the billion-dollar level...
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...Part 1: Defining Marketing and the Marketing Process (Chapters 1–2) Part 2: Understanding the Marketplace and Consumers (Chapters 3–6) Part 3: Designing a Customer-Driven Strategy and Mix (Chapters 7–17) Part 4: Extending Marketing (Chapters 18–20) After examining customerdriven marketing strategy, we now take a deeper look at the marketing mix: the tactical tools that marketers use to implement their strategies and deliver superior customer value. In this and the next chapter, we’ll study how companies develop and manage products and brands. Then, in the chapters that follow, we’ll look at pricing, distribution, and marketing communication tools. The product is usually the first and most basic marketing consideration. We start with a seemingly simple question: What is a product? As it turns out, the answer is not so simple. Chapter Preview 8 Products, Services, Building and Brands Customer Value Before starting into the chapter, let’s look at an interesting brand story. Marketing is all about building brands that connect deeply with customers. So, when you think about top brands, which ones pop up first? Perhaps traditional megabrands such as Coca-Cola, Nike, or McDonald’s come to mind. Or maybe a trendy tech brand such as Google or Facebook. But if we asked you to focus on sports entertainment, you’d probably name ESPN. When it comes to your life and sports, ESPN probably has it covered. W The ESPN Brand: Every Sport Possible—Now Television: From its original...
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...Marketing CH 2, 5, 7, 10, 12, 13 CHAPTER 2 – Digital Marketing Dominant digital consumers – proactively use the internet at every opportunity Hybrid digital consumers – use the internet to facilitate better perceived outcomes for their lives Reluctant digital consumers – have to use the internet but do not actively seek to use it in their daily activities Intensity of Interaction Intensity of Interaction Access to Content Access to Content The balance of power shift from marketers to consumers 1. Unprecedented access to information about products, prices and competition 2. The ability to control the processes in the transaction through technologies such as online service automation Distinctly digital consumer elements 1. Transparency of information (product, price, promotion) 2. Personalization and customization 3. Loss of control over the brand interaction * Customers become more demanding and less forgiving * Consumers play a significant role in how and where brand interactions occur * Firms cannot control all touchpoint engagement * Trialogue: communication between the firm and the consumer-to-consumer engagement * Consumer interconnectedness: the desire to be connected all of the time with their device, friends, work and social or non-social environments. 4. Demand for individualization of exchange * A need for new forms of sociality and empowerment around brands/consumption 5. Demand for relevant active information ...
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...MARKETING 7E People real Choices This page intentionally left blank MARKETING 7E People real Choices Michael R. SAINT JOSEPH S SOLOMON ’ U OLLINS NIVERSITY Greg W. MARSHALL R C OLLEGE Elnora W. THE UNIVERSITY OF SOUTH CAROLINA UPSTATE STUART Prentice Hall Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo Editorial Director: Sally Yagan Editor in Chief: Eric Svendsen Acquisitions Editor: Melissa Sabella Director of Editorial Services: Ashley Santora Editorial Project Manager: Kierra Bloom Editorial Assistant: Elisabeth Scarpa Director of Marketing: Patrice Lumumba Jones Senior Marketing Manager: Anne Fahlgren Marketing Assistant: Melinda Jensen Senior Managing Editor: Judy Leale Project Manager: Becca Richter Senior Operations Supervisor: Arnold Vila Creative Director: Jon Christiana Senior Art Director: Blair Brown Text and Cover Designer: Blair Brown Media Project Manager, Production: Lisa Rinaldi Media Project Manager, Editorial: Denise Vaughn Full-Service Project Management: S4Carlisle Publishing Services Composition: S4Carlisle Publishing Services Printer/Bindery: Courier/Kendalville Cover Printer: Courier/Kendalville Text Font: Palatino Credits and acknowledgments borrowed from other sources and reproduced, with permission, in this textbook appear on appropriate page within text. Microsoft®...
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...MARKETING 7E People real Choices This page intentionally left blank MARKETING 7E People real Choices Michael R. SAINT JOSEPH S SOLOMON ’ U OLLINS NIVERSITY Greg W. MARSHALL R C OLLEGE Elnora W. THE UNIVERSITY OF SOUTH CAROLINA UPSTATE STUART Prentice Hall Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo Editorial Director: Sally Yagan Editor in Chief: Eric Svendsen Acquisitions Editor: Melissa Sabella Director of Editorial Services: Ashley Santora Editorial Project Manager: Kierra Bloom Editorial Assistant: Elisabeth Scarpa Director of Marketing: Patrice Lumumba Jones Senior Marketing Manager: Anne Fahlgren Marketing Assistant: Melinda Jensen Senior Managing Editor: Judy Leale Project Manager: Becca Richter Senior Operations Supervisor: Arnold Vila Creative Director: Jon Christiana Senior Art Director: Blair Brown Text and Cover Designer: Blair Brown Media Project Manager, Production: Lisa Rinaldi Media Project Manager, Editorial: Denise Vaughn Full-Service Project Management: S4Carlisle Publishing Services Composition: S4Carlisle Publishing Services Printer/Bindery: Courier/Kendalville Cover Printer: Courier/Kendalville Text Font: Palatino Credits and acknowledgments borrowed from other sources and reproduced, with permission, in this textbook appear on appropriate page within text. Microsoft®...
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...c MARKETING 7E People real Choices This page intentionally left blank MARKETING 7E People real Choices Michael R. SAINT JOSEPH S SOLOMON ’ U OLLINS NIVERSITY Greg W. MARSHALL R C STUART OLLEGE Elnora W. THE UNIVERSITY OF SOUTH CAROLINA UPSTATE Prentice Hall Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo Editorial Director: Sally Yagan Editor in Chief: Eric Svendsen Acquisitions Editor: Melissa Sabella Director of Editorial Services: Ashley Santora Editorial Project Manager: Kierra Bloom Editorial Assistant: Elisabeth Scarpa Director of Marketing: Patrice Lumumba Jones Senior Marketing Manager: Anne Fahlgren Marketing Assistant: Melinda Jensen Senior Managing Editor: Judy Leale Project Manager: Becca Richter Senior Operations Supervisor: Arnold Vila Creative Director: Jon Christiana Senior Art Director: Blair Brown Text and Cover Designer: Blair Brown Media Project Manager, Production: Lisa Rinaldi Media Project Manager, Editorial: Denise Vaughn Full-Service Project Management: S4Carlisle Publishing Services Composition: S4Carlisle Publishing Services Printer/Bindery: Courier/Kendalville Cover Printer: Courier/Kendalville Text Font: Palatino Credits and acknowledgments borrowed from other sources and reproduced, with permission, in this textbook...
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...Monopolistic Competition and Oligopoly 13 Monopolistic Competition W e have now examined two “pure” market structures. At one extreme is perfect competition, a market structure in which many firms, each small relative to the size of the market, produce undifferentiated products and have no market power at all. Each competitive firm takes price as given and faces a perfectly elastic demand for its product. At the other extreme is pure monopoly, a market structure in which only one firm is the industry. The monopoly holds the power to set price and is protected against competition by barriers to entry. Its market power would be complete if it did not face the discipline of the market demand curve. Even a monopoly, however, must produce a product that people want and are willing to pay for. Most industries in the United States fall somewhere between these two extremes. In this chapter, we focus on two types of industries in which firms exercise some market power but at the same time face competition. One type, monopolistic competition, differs from perfect competition only in that firms can differentiate their products. Entry to a monopolistically competitive industry is easy, and each industry is made up of many firms. The other type, oligopoly, is a broad category that covers many kinds of firm behavior and industry structure. An oligopoly is an industry comprising a small number of competitors; each firm in an oligopoly is large enough to have some control over market price...
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