...13th out of 28 leading electronics makers. Recent achievements 6. Samsung Electronics’ brand value has steadily increased and in 2011 was ranked 17th, according to Interbrand which annually ranks the Top 100 Brands in the world. In 2012, the brand value was worth USD 23.43 billion, which was a 20% increase from the previous year 7. Visual Display Business a. Top Global Flat Panel TV Marketshare in 2012, capturing 30.56%. b. Top Global Smart TV Marketshare in 2012, capturing 37.22%. c. Amazing feat as they have earned no.1 global market share across all TV categories every year from 2006 through 2012. 8. Printers d. 2nd in Global A4 Laser Printer Market share in 2012 with 16%. 9. Mobile phone e. Top Global Smartphone sales and marketshare in 2012 with 213 million units sold. Market share of 30.4% i. Apple capturing 26% of the market share. f. 16% growth in mobile pc sale revenue, garnering the best industry growth rate in...
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...Task 2 A. Simulation Analysis A1. Brand Design Decisions TMC brand shows a very satisfactory rating from the customers above the competitors. They felt that the company brand quality, credibility and superiority were above others. In the world market TMC fell in the top percentile for a satisfactory rating. TMC used an independent, international, product-rating service that performs objective evaluations of new products across a host of businesses and consumer industries. In quarter one The Office computer was design with the base components as well as office software and spreadsheets built in. Multimedia accessories were added; a standard keyboard was added, with a 17’ monitor, this computer also came with a standard network connection, with high performance. The customers wanted an easy to use PC for office workers, as well as a moderate price. The Travelers Zone which was also design in quarter one for people on the road came with the base components, which includes word and a spreadsheet program, multimedia accessory for travelers, internet connections, keyboard with hot keys, and had a slim, rugged, portable design. In quarter two TMC created brands for Traveler and Workhorse because we felt that concentrating on two areas would be the right thing to do. By focusing our attention on Travelers and Workhorse needs in a computer would give us an edge over our competitors. New York and Paris were selected because of their market sizes. In quarter...
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...owns that is in the mind of the motorcycle consumer? In my view, the word that Honda owns is quality, Hero owns is mileage and the one word Bajaj owns is power, thanks to the Pulsar. If it's Yamaha, that word is style. The one word that TVS owns is cheap (not in a bad sense) but as in the least expensive. If this is true, then it points to a very high state of evolution in the market place where consumers are able to clearly associate brands with positions. Each of the above-mentioned brands has a clear position. This has its pros and cons. The pro is that, for instance, if a consumer wants power, other things being equal, he will come to you. So, the brand becomes safer in that sense. It is relatively insulated. The con of that is people who don't seek power won't be really too interested in you-but I think the advantage is greater than the disadvantage. On Bajaj's position: We got back into the game with the Pulsar. People buy the Discover because it reminds them of the Pulsar. It's like a younger brother of the Pulsar; or a 'domesticated' Pulsar. There is this clear divide in this market place. Hero has a 71% share in the 100cc segment; I find that, after having a satisfying experience with Hero, consumers move up and they come to us. So, people who want bigger and stronger bikes come to us, but they will not buy a 100cc from us. | | | On whether Hero MotoCorp will continue to be number one because most consumers want fuel efficiency: Yes, it will...
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...8098663752 1 Market Share Analysis Quarter 1988 1st 2nd 3rd 4th 1989 1st 2nd 3rd 4th 1990 1st 2nd 3rd 4th Price 3 3 3 3 3 3 3 3 4 4 4 4 B Volume Price 124870 126016 125426 198863 575175 127201 125277 126124 125302 503904 74860 77216 75000 3 3 3 4 3 3 3 3 3 3 3 C&P Volume Total Vol 100000 224870 100000 226016 100000 225426 25000 223863 325000 900175 100000 227201 100000 225277 100000 226124 100000 225302 400000 903904 150000 224860 150000 227216 150000 225000 M/share B C&P 55.5% 44.5% 55.8% 44.2% 55.6% 44.4% 88.8% 11.2% 63.9% 36.1% 56.0% 44.0% 55.6% 44.4% 55.8% 44.2% 55.6% 44.4% 55.7% 44.3% 33.3% 66.7% 34.0% 66.0% 33.3% 66.7% market shrinkage 180000 100107 79893 2 Profit Analysis if B alone increase the price Quarter 1988 1st 2nd 3rd 4th 1989 1st 2nd 3rd 4th 1990 1st 2nd 3rd 4th Price 3 3 3 3 3 3 3 3 4 4 4 4 Beauregard Volume cost profit Price 124870 3.31 -38709.7 126016 3.31 -39065 125426 3.31 -38882.1 198863 3.102 -20284 -136941 127201 3.31 -39432.3 125277 3.31 -38835.9 126124 3.31 -39098.4 125302 3.31 -38843.6 -156210 74860 3.96 2994.4 77216 3.96 3088.64 75000 3.96 3000 75000 3.96 3000 12083.04 3 3 3 4 3 3 3 3 3 3 3 3 0 C&P Volume cost 100000 100000 100000 25000 100000 100000 100000 100000 150000 150000 150000 150000 0 0 Profit -57400 -57400 -57400 -71525 -243725 -57400 -57400 -57400 -57400 -229600 -20400 -20400 -20400 -20400 -81600 3.574 3.574 3.574 6.861 3.574 3.574 3.574 3.574 3.136 3.136 3.136 3.136 -14125 3 Profit analysis if Both increased...
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...AIRBUS CASE ANALYSIS The possibility of an investor surviving a competition depends on the ability to overcome internal and external threats, while at the same time developing a strategy that creates aspects of differentiation, driven by economic logic. The airline industry has been a competitive industry, especially over the last half century. The two main competitors: - the Airbus and Boeing have exhibited a long-term rivalry for the market share. While the two have had a different staging of their businesses, the businesses have faced great challenges, both from within and external threats. Boeing had been the market leader until the later years of the century, when airbus, driven by the zeal and zest of becoming the market leader, experienced an accelerated growth and expansion to dominate the industry. Airbus manufacturing was a response to the increasing U.S dominance in the aircraft production industry. The initiative was launched in 1960s by three European nations, mainly Britain, France and West Germany in order to counter the increasing influence of the United States manufactures in the air transport industry. The investment was a joint product of the three nations in terms of financial input and human resources. Soon after the launch, British pulled off due to self-interests, but joined later by injecting a 20% stake in the manufacturing process. The plant was first based in Paris, France and governed under French law, which did not allow making public the financial...
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...* Industry Analysis * Environmental Trends * Macro Factors * Competition and Competitors * Industry Trends * Customer Analysis * SWOT Analysis * Recommendations * Implementation Plan | 2334557881011 | EXECUTIVE SUMMARY: History: The company was started in 1783 in London as the world’s first soft drink maker. In 1880s Schweppes expanded worldwide and in 1960s the company diversified into food products. In 1969 Schweppes merged with Cadbury which was a cocoa making business started in England in the 1830s. Year | Acquisition | 1986 | Canada Dry soft drink brands | 1989 | Certain soft drink brands and purchased Gini brand of Belgium. | 1989 | Crush brand from Procter & Gamble for $220 million. | Cadbury Beverages, Inc., a beverage division of Cadbury Schweppes PLC acquired the Procter & Gamble brands namely Crush, Hires and Sun-drop in the year 1989. They had to re launch those brands into the market because those products were paced out by their competitors. This case especially deals with the Crush brand(an orange drink). Kim Feil who joined the division in 1989 as a Senior Product Manager for managing the re launch of Crush soft drink brand. There had been a lot of discussions regarding the crush brand. After making a thorough industry review, competitors positioning and the image which Crush has on its customers mind the senior marketing executives at Cadbury Beverages, Inc decided to focus initial attention on the Crush Brand(fruit...
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...1985-1989 - Orange category p.8 - Relation between market share & market coverage p.11 - Relation between market share & advertising share p.13 - Brands positioning p.15 III- Cadbury competitive position in the US - Swot analysis p.16 IV- Crush Positioning p.18 V- Crush advertising & promotion program - Objectives & strategies p.18 - Advertising budget p.19 - Crush advertising budget p.20 VI- Crush Pro forma Income statement p.20 VII- Conclusion p.21 Sides p.22 INTRODUCTION Cadbury Beverages, Inc. is a beverages-manufacturing division of Cadbury Schweppes PLC. It was created in 1969 by a merger of Schweppes PLC (1783, London, the first world’s soft drink maker) and Cadbury (1830, Birmingham, a major British confectionery manufacturer). In 1989, the Cadbury Schweppes PLC was one of the world’s largest multinational companies and the world’s third largest soft drink marketer (behind Coca-Cola and PepsiCo), with worldwide sales of $4.6 billion, performed in 110 countries. Beverages accounted for 60 percent of company sales and 53 percent of its operating income. Additionally, at that time, Cadbury Beverages, Inc. was the fourth biggest soft drink marketer in the US (behind Coca-Cola, PepsiCo, Dr.Pepper-7Up), with a carbonated soft drink market share of 3.4 percent, and the market leader in some specific soft drinks categories (see exhibit 1). EXHIBIT...
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...James Floyd 9/17/13 Mk: 4900 Cadbury Beverages, Inc: Crush Brand Case Analysis I will be doing a market analysis for crush by analyzing the company (Part 1), identifying the industry and competition (Part 2), and conclusions and recommendations (Part 3). Part 1: Company Analysis - Important Company Information To Note: - Cadbury Beverage, Inc. is the beverage division of Cadbury Schweppes PLC. (a major soft drink and confectioner marketer) - Sales of $4.6 billion in more than 110 countries - Cadbury Schweepes PLC is one of the world’s first soft drink maker - In 1989, Beverages accounted for 60% of company world wide sales and 53% of operating income. o Confectionery items accounted for 40% of worldwide sales and produced 47% of operating income. - Overall goal for managers on Crush brand: o Rejuvenate the bottling network for the brand, o Develop a base positioning, o Create a new advertising and promotion program. Part 2: Industry Analysis - Cadbury Schweppes 3rd largest soft drink marketer. - Cadbury Schweppes had some key acquisitions of companies. - In 1989, Proctor & Gamble bought Crush for $220 million. - Cadbury Schweppes has a 3.4% market share of the carbonated soft drink market. - 3 leaders o Coca-Cola o PepsiCo o Dr. Pepper/7Up - Americans consumed an estimated $43 billion in retail sales in 1989 - 3 Major participants...
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...Cadbury Crush Case StudyCadbury Schweppes is an important player in the American soft drink market where American consumers drink more soft drinks than tap water. In conjunction with population growth and rising per capita consumption there was an estimated $43 billion in retail sales in 1989. However, trend data suggests that sales of diet drinks accounted for a large portion of the overall growth of carbonated drink sales in the 1980’s with supermarket sales the key to successful soft drink marketing. Despite being the fourth largest soft drink marketer in the United States, 71.4% of the total market was produced by Coca Cola, PepsiCo or Dr. Pepper/7up. However, Cadbury has carved out a niche in the non-cola segment of the soft drink industry where their brands were often the market leader in their specific categories. With their acquisition of Crush in 1989, Cadbury controlled 22% of the orange category of the soft drink market through Crush and Sunkist. The orange category has the third largest share of the market, with a market share of 3.9%. For families with/without children, Crush is an all natural orange flavored carbonated beverage, which blends all natural ingredients that create an exclusive zesty formula because only Crush is filled with natural vitamins. Ultimately, Crush is better for your health than colas. After purchasing Crush, Cadbury executives needed to restructure the Crush brand to gain a higher market share while neither contradicting its current brand...
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...Running head: Cadbury Beverages, Inc.: Crush® Brand Cadbury Beverages, Inc.: Crush® Brand Shih Ming Chang Grand Canyon University MKT 450 July 24, 2011 1.) Three main participate in manufacturing and distribution of carbonated soft drinks in the United States: concentrated producers, bottlers, and retailers. The concentrated producers’ and bottlers’ responsibilities differ for regular and diet drinks. Bottlers are responsible of serving retail outlets, such as placing in-store displays, local advertising, and restocking, whereas concentrated producers are responsible of developing new products, national consumer advertising, promotion programs, and marketing research. There are approximately 40 concentrated producers in United States, but only top three (Coca-Cola, PepsiCo, and Dr. Pepper/7Up) account for 82% of industry sales. Whereas approximate 1000 bottlers in United States and they are either owned by concentrated manufactures or franchised. Franchised bottlers are usually given the exclusively rights for a certain territory, but they cannot sell a directly competitive brand. As far as retailers concerned, the main retail channels are supermarkets, vending machines, and fountain services. In fact, over 40% of the soft drink sales are sold in supermarkets which are claimed to be crucial in the company’s distribution net. 2.) During the period of 1985 to 1989, the total sales in the orange carbonated rinks’ category increased by 23.5%, from 102 million cases to...
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...Crush- 1) INDUSRTY ANALYSIS: STRUCTURE INDUSTRY ECONOMICS BRAND CATEGORY BUYER (CONSUMER) BEHAVIOR- I. structure 3 TYPES OF PRODUCTION/ participants- concentrate producers, bottlers and retail outlets 40 concentrate producers who make the flavors of the syrup. Responsible for national consumer advertisement, national promotions , & marketing research. 100 bottlers who sell to retailers- in store displays, campaigning. Merchandising and sales. Key success factor, without them the concentrate producers cant get their product to the supermarkets. Owned by either the producers which is verticle integration or franchises. Retailer outlets- supermarket, fountain, convenience stores, small retail outlets (independent Grocery store) II. industry economics Concentrate producers should sell more regular because they have higher sales with regular over diet. Cost them less to produce as well. III. Brand & category Over 900 registered brands in the market. Top 10 brands make up 71.4% market share all sold by coke, Pepsi, dr. pepper, and none of them sell orange drinks. Growth share matrix- current product, current market (market penetration such as arm and hammer) & new product, current market (new product development) if you have current product in a different market you have new market expansion and new product new market then that is market diversification. Soft drink category- diet vs. regular, & flavors (lemon lime etc.) ...
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...[pic] 1. Introduction • Task • Product 2. Primary Research • Questionnaire • Questionnaire Analysis 3. Secondary Research • Coca Cola • Competition • Consumers • Place 4. The Market Strategy 5. Principles of Marketing 6. External Influences 7. Evaluation of Marketing Strategy 8. Appendix Business Studies (AVCE) Unit 3 Marketing Task: My task for this unit is to produce a marketing strategy for a new or existing product or service. Product: The product that I will be promoting trough my marketing campaign is a new drink. This drink is a new flavour that I have created for the Coca Cola Company. This new drink is an additional flavour to Coca Cola, the flavour is orange, and as well as it is tasty, and it is also a good source of Vitamin C, good for the skin, bones and joints. This new drink will be known as Coca Cola Crush. In order for the marketing strategy to be complete, I will be providing Primary Research, which basically research that I will do myself; this could consist of surveys and questionnaires. I will also be providing Secondary Research, which is research that has already been done and published, but I will be looking into it as well for the relevancy of my product, the research could come from places like newspapers, articles, magazines, books, and especially the internet. It is a very cheap form of research because the data already exists...
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...Business Proposal: Sweet Crush By: Richard Stewart ECO/561 February 17, 2015 Bob d’Alessio Selected good: Yael's Healthy Dessert “Sweet Crush” Introduction Sweet Crush is lighter than ice cream and more refreshing than frozen yogurt. A revolutionary dessert, inspired by Asian shaved ice and snow desserts, with an exquisite, unique taste sculpted into a work of art. Your healthy, low calorie alternative to frozen desserts contains only natural ingredients with no artificial colors, flavors or preservatives. Frozen dessert, particularly ice cream, is one of the most prominent sectors of production due to its wide market scope and popularity. However, it is threatened by the increasing concern for healthy diets due to its fat, calorie, and sugar content. As a result, the demand for a healthier version of ice cream with retained or even improved sensory properties arises. Yael responds to this demand by launching a new kind of frozen dessert which is based on non-fat milk and fruit, therefore improving the nutrient content. Economical analysis of the product, including market structure, associated costs, elasticity of demand, and pricing and non pricing strategies is provided below. Market Structure In order to identify the suitable strategies for the product launch, it is essential to identify the type of market structure in which the product will engage in. The product is a differentiated version...
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...Delamere Winery Problem Statement Richard Richardson wants to improve the quality of his wine by preventing oxidation, deepen the red color, and determining the best mix to include in the crush. However, he uncertain which initiative will be the most impactful, will be most accepted by his customers, and be the most cost effective. Due to harvest, Richard Richardson only has a few days to decide. Objectives Richard Richardson’s goals are to: • Continue to grow his business and increase profit. • Prevent oxidation of the wine. • Deepen the color of his red wine. • Determine the best mix of whole bunches, stalks, and destemmed grapes in the wine’s crush. Analysis Richard Richardson owns a 21.3 acre winery in Tasmania. 8 acres of the winery are used to produce wine. He has a PhD in agricultural chemistry and has used to his education and passion for winemaking to attempt to continually improve his wine through experiment and express the personality of the winery as well as his own. However there are many risks and conflicts involved with his current business practices. The Tasmania wine region is growing rapidly and experiencing many changes. The region is becoming very competitive and focused on quality, price, and consistency. Advertising is currently limited but will likely change as a more competitive environment emerges. There are many steps to manufacturing wine such as harvesting, crushing, fermentation, and maturing. Currently Richard...
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...distribution and marketing of nonalcoholic beverage concentrates and syrups. The Group owns or licenses and markets more than 500 nonalcoholic beverage brands, primarily sparkling beverages. Coca-cola also distributes a variety of still beverages, such as waters, enhanced waters, juices and juice drinks, ready-to-drink teas and coffees, and energy and sports drinks. Coca-Cola manufactures, or authorizes bottling partners to manufacture, fountain syrups, which it sells to fountain retailers, such as restaurants and convenience stores. Fountain retailers use the fountain syrups to produce finished beverages for immediate consumption. Coca-Cola focuses on needs of their consumers, customers and franchise partners. By getting out into the market and observing customer behavior, the Coca-Cola team endeavors to possess a world view and become “the” brand while inspiring optimism and fun. In an effort to become more environmental friendly, Cola-Cola has taken great strides in new marketing endeavors. Environmental Analysis: When establishing a new marketing plan, every aspect of the plan must be critically examined and thoroughly researched. This consists of examining market research, auditing the business and researching current environmental analysis. By carefully scrutinizing the soft drink industry, Coca Cola increases its possibilities for success in the market. Once Coca Cola has carefully analyzed the internal and external business environment and critically examined...
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