...Montparnasse Avril 2011 durée (min) LUN MAR MER JEU VEN SAM DIM 149 rue de Rennes, 75006 Paris, France Tél. : 01 45 44 24 35 Abdos-Fessiers 30 09h15 12h00 17h45 19h45 09h00 12H45 17h00 19h30 20h15 12h15 17h45 12h00 17h45 19h00 20h45 13h00 18h15 10h15 12h15 14h45 10h15 12h15 AU QUOTIDIEN, C'EST CLUB MED GYM MONTPARNASSE. POUR LE RESTE C'EST clubmedgym.com Body Pump 60 19h00 12h30 17h30 09h15 12h30 18h15 13h15 11h30 Body Sculpt Culture Physique 45 45 19h00 08h30 12h30 17h00 09h30 12h00 17h00 20h00 09h00 12H45 17h00 19h00 18h15 12h30 17h00 18h45 09h00 12h15 17h30 11h30 09h30 15h15 09h30 11h30 Body Attack Body Combat Cycling Hi Low Impact Aerobic Jump Fit Low Impact Aerobic Step 60 60 45/60* 45 45 45 30/45* 12h30 18h00 19h15* 18h30 12h30 12h30 19h30 20h00 19h00 18h30 18h45 19h45 12h30 20h15 18h45 17h30 12h00 12h00 15h15 16h45 11h15* i 12h30 11h30* 20h15 17h45 b 19h30* c 19h15* i 12h30* i 18h15 b 17h30 Body Balance Stretching 60 30/45* 20h15 09h45* 13h15* 18h15* 17h30 10h15* 13h15* 20h45 09h45* 13h30* 18h15* 19h30 10h15* 13h15* 19h30 09h45* 13h30* 10h15 10h45* 12H45* 16h00* 10h15 10h45* 12H45* Horaires d'ouverture Du Lundi au Vendredi : 8h - 22h Samedi : 8h - 20h Dimanche : 9h - 14h Arrêt des activités 30 min avant la fermeture du club. Body Jam Danse Africaine Modern' Jazz Zumba® Fitness 60 12 90 45 14h00 18h30 19h45 14h00 19h30 14h00...
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...HART/McINTURFF AUGUST 2011 Study #11382--page 1 NBC News/Wall Street Journal Survey Interviews: 1000 adults, including 200 reached by cell phone Date: August 27-31, 2011 Study #11382 NBC News/Wall Street Journal Survey 48 Male 52 Female Please note: all results are shown as percentages unless otherwise stated. The margin of error for 1000 interviews is ±3.10% Unless otherwise noted by a “+”, all previous data shown reflects responses among all adults. (ASK ONLY OF SAMPLE TYPE 2--CELL PHONE ONLY RESPONDENTS.) Q1 Do you have a landline in addition to your cell phone, or is your cell phone the only telephone you have? Have a landline ................................. Cell phone is only telephone ............. Not sure .......................................... 100 TERMINATE CONTINUE TERMINATE Q2a For statistical purposes only, would you please tell me how old you are? (IF “REFUSED,” ASK:) Well, would you tell me which age group you belong to? (READ LIST.) 18-24 ................................................ 25-29 ................................................ 30-34 ................................................ 35-39 ................................................ 40-44 ................................................ 45-49 ................................................ 50-54 ................................................ 55-59 ................................................ 60-64 ................................................ 65-69 ...........
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...The Fashion Channel After reviewing firm and market data pertinent to the Fashion Channel, Dana Wheeler compiled four distinct market segments that the channel appealed to. These were fashionistas 15%, planners + shoppers 35%, situationalists 30%, and basics 20%. These are also listed in decreasing order of involvement in fashion. Currently the marketing strategy of TFC involved almost no segmentation and used the original plan that brought TFC much success by appealing to the largest and most broad viewer base possible. Due to increasing competition from non-dedicated fashion networks i.e. (CNN, Lifetime) it was decided a new marketing strategy must be implemented in order to remain the leader in fashion programming both by ratings and advertising revenue. Wheeler designed three scenarios using three different market segmentations approaches. First Wheeler discounted trying to gain any further penetration into the male market. Males were mostly in the basics category and had little interest in fashion at all. The first strategy would be a multi-segment approach that targeted fashionistas, planners + shoppers, and situationalists. This was projected to increase ratings to 1.2% and overall viewers to 1,320k. However this approach would also decrease CPM from ads to $1.80. This approach would also no require any additional programming costs because of its multi-segment strategy. This strategy is projected to decrease the profit margin from 30% to 29%. The second...
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...Case Study Analysis – The Fashion Channel | Group Number 10Somya Goyal DM16147Anmol Caul DM16109Ravi Agarwal DM16135Vidhit Bhatia DM16159Shorya Umang Jain DM16143Mitali Malpani DM16125 | Case Study Analysis – The Fashion Channel | Group Number 10Somya Goyal DM16147Anmol Caul DM16109Ravi Agarwal DM16135Vidhit Bhatia DM16159Shorya Umang Jain DM16143Mitali Malpani DM16125 | The Fashion Channel Situational Analysis * The Fashion Channel (TFC), a cable TV network focusing solely on fashion was founded in 1996. Since then, it has experience a constant growth without articulating any segmentation, branding and positioning strategy. * Current year revenue is $310.63 M and it was primarily generated from two sources: Advertising ($230.63 M) and Cable affiliate fees ($80 M) (Exhibit 5) * Despite no segmentation and positioning strategy, there current viewership largely consists of women between 35 to 54 years. The channel is currently subscribed by around 80 M out of a total of 110 M households. * Two major channels, CNN and Lifetime have launched fashion – oriented programming to their line-ups, taking away a major share of TFC’s viewership and associated revenue. * TFC’s current goal is to develop a strong marketing, segmentation and brand-building...
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...Situational and SWOT Analysis The Fashion Channel is a network dedicated to fashion twenty-four hours a day, seven days a week. Since it was founded in 1996, it has successfully achieved profit growth above the industry average rate and steady revenue. TFC reaches more than 80 million households in the United States, and targets a wide variety of demographics, specifically, viewers between the ages of 35 and 54. Impressed by The Fashion Channels’ success, other markets such as CNN and Lifetime started adding fashion related programming to their networks, becoming a threat to TFC. Currently, TFC customers’ satisfaction is low and revenues are projected to decline. The Fashion Channel must implement a new strategy for segmentation and advertising to attract more viewers to increase ratings and revenue. Strengths: • TFC is the only network dedicated to fashion 24/7. • The channel appeals to women between the ages of 35 and 54. • TFC is included in the basic cable package that is in approximately 80 million households. • It is a unique market. • TFC has achieved full penetration of available households. Weaknesses: • By only showing fashion related programming, it is not a diversified market. • TFC grew too quickly and did not develop a detailed segmentation, branding, or position strategy. • Some of the members of the leadership team are resistant to change. • TFC does not target any specific viewer segments. • Customer satisfaction is declining Opportunities: ...
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...Jagdeesh Narayanan Fashion Channel Case Study Submitted On: - November 27th 2013 Memorandum To: Jared Thomas, CEO, The Fashion Channel From: Dana Wheeler, Vice-President Marketing Subject – Proposed recommendations for marketing and advertising plans Date: - November 27th 2013 This memo contains the analysis, recommendations and justifications to help The Fashion Channel to select the appropriate segment for targeting. Recommendation:- The Fashion channel should formulate their new marketing plan to target fashionistas and planners/shoppers. The possible scenarios and segments for marketing concentration Broad Based Marketing | Fashionistas Concentration | Fashionistas and Planners/Shoppers | Pro’s * Net Income 94.9 million Vs. 54.6 million before * No incremental programming expense * Ability to target all 18-34 year old women * Awareness and marketing reach across a broader audience | Pro’s * Net Income 151.4 million Vs. 54.6 million before * TV ratings increase from 1.0% to 1.2% due to premium targeting * Average CPM increases to $3.50 * Facilitates capture of specific market share from Lifetime | Pro’s * Net Income 168.8 million Vs. 54.6 million before * TV Ratings and CPM increase to 1.2% and $2.5 respectively * 50% of TV audience covered * Increase in advertising revenue due to more no of 18-34 year old women audience * Not too specific, covers larger base | Con’s * CPM reduces by $0.20 due to lack of target audience * Does...
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...Case Report-1: The Fashion Channel 1) What is expected outcome of each of the targeting scenarios? (complete both the Ad Revenue and Financial calculators to fully understand the financial impact of the scenarios) Ad Revenue Calculator | | | | | | | Current | 2007 Base | Scenario 1 | Scenario 2 | Scenario 3 | TV HH | 110.000.000 | 110.000.000 | 110.000.000 | 110.000.000 | 110.000.000 | Average Rating | 1,0% | 1,0% | 1,2% | 0,8% | 1,2% | Average Viewers (Thousand) | 1100 | 1100 | 1320 | 880 | 1320 | Average CPM* | $2,00 | $2,00 | $1,80 | $3,50 | $2,50 | Average Revenue/Ad Minute** | $2.200 | $2.200 | $2.376 | $3.080 | $3.300 | Ad Minutes/Week | 2016 | 2016 | 2016 | 2016 | 2016 | Weeks/Year | 52 | 52 | 52 | 52 | 52 | Ad Revenue/Year | $230.630.400 | $230.630.400 | $249.080.832 | $322.882.560 | $345.945.600 | Incremental Programming Expense | | $ - | $ - | $ 15.000.000 | $ 20.000.000 | | 2006 Actual | 2007 Base | Scenario 1 | Scenario 2 | Scenario 3 | Exhibit 5: Financials | | | | | | Revenue | | | | | | Ad Sales | $230.630.400 | $230.630.400 | $249.080.832 | $322.882.560 | $345.945.600 | Affiliate Fees | $80.000.000 | $81.600.000 | $81.600.000 | $81.600.000 | $81.600.000 | Total Revenue | $310.630.400 | $312.230.400 | $330.680.832 | $404.482.560 | $427.545.600 | | | | | | | Expenses | | | | | | Cost of Operations | $70.000.000...
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...1. Latar Belakang Perusahaan The Fashion Channel (TFC) adalah satu-satunya jaringan televisi yang hanya menayangkan program fashion selama 24 jam setiap harinya. TFC juga merupakan salah satu dari stasiun TV dengan jangkauan yang luas, hampir 80 juta rumah yang berlangganan TV kabel dan satelit. Pada awalnya strategi pemasaran TFC adalah untuk merebut pasar seluas-luasnya, tanpa segmen khusus, dengan tujuan merebut pemirsa sebanyak-banyaknya. 2. Latar Belakang Masalah Pada awal 2006, TFC menghadapi persaingan dengan pemain baru yang menayangkan program fashion, pesaing terberat yang dihadapi adalah seperti stasiun TV CNN dan Lifetime. Adanya pemain baru ini dapat mengancam posisi TFC sebagai “market leader”, sekaligus merebut kue iklan yang ditawarkan oleh perusahaan pengiklan. Jika kondisi ini tidak diatasi, maka diprediksi bahwa pada tahun berikutnya TFC akan kehilangan 10% atau lebih dari harga per unit iklan. Oleh karena itu, TFC mempertimbangkan kembali strategi bisnisnya untuk meletakkan marketing sebagai dasar pertumbuhan perusahaan ke depan. Namun, TFC sejak awal berdirinya tidak pernah menetapkan strategi yang fokus pada segmentasi, branding dan positioning. Hal ini dapat menimbulkan ketidakjelasan pada strategi marketing yang akan diambil ke depannya. 3. Pembahasan Untuk menghadapi situasi persaingan ini, maka yang harus dilakukan oleh TFC adalah menentukan segmentasi pasar yang akan dibidik, untuk kemudian dilakukan kampanye dan strategi marketing yang...
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...Introduction and Problem Definition The Fashion Channel (TFC) was a widely available niche cable network which only offers fashion-oriented programming. It was very successful until other regular networks began to copy its concept and take market share of it, which as a result, had a severe negative effect on TFC’s advertising revenue and affiliate fees. The problem is how to develop the segmentation and positioning, change the current content of programming, and reach the target customers, so as to get back those market shares from competitors, create more revenues and maintain TFC’s early standing. Situation analysis External Analysis: There were several hundred competitors in this industry and they took note of TFC’s concepts. TFC faced double-edged competition rendering it have to focus on not only ratings and demographics but also program subjects. Moreover, surveys showed that TFC had the lowest indexes, which actually made its affiliate fee at the low end as well. At the same time, the target consumers of competitors were premium CPM (cost per thousand)’s groups, while TFC only appealed to the less valued group. Ad industry was booming and competition was fierce. Ad buyers began to use surveys and optimizer programs to make decisions, which made rating and target group become more important to network companies. In general, consumers were fickle. Their disappointment and switch would lead to the losing of operator, affiliates and distribution support. Besides...
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...Market Analysis: Fashion-based programming was a growing market as television viewers thirsted for constant updates on constantly changing fashion trends. The Fashion Channel (TFC), created in 1996, was the first channel with the sole purpose of bringing 24/7 fashion information and updates to viewers. There are four main segments of consumers in the fashion-programming market: fashionistas, planners and shoppers, situationalists, and basics. Fashionistas have been very loyal to TFC as they need constant contact and update on fashion. The other segments are much larger than the fashionista segment, therefore there is more opportunity and potential revenue in attracting those viewers. Competitor Analysis: TFC’s main competitors were Lifetime and CNN. Recently, Lifetime and CNN began introducing fashion-based programming that was in direct competition with TFC. Lifetime focused on fashion programs targeting younger women, while CNN was having success with show targeting men. While TFC only had a 1.0 rating, Lifetime and CNN brought in ratings of 4.4 and 3.3, respectively. A study on consumer interest also showed that viewers had greater interests in TFC’s competitor channels. In this study, TFC scored a 3.8, while Lifetime and CNN scored a 4.5 and 4.3, respectively. CNN and Lifetime also beat out TFC in other statistical categories to include awareness and perceived value. These viewer opinions directly resulted in higher ad revenues on fashion-based programming for...
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...Case Study Analysis: The Fashion Channel Introduction: “The Fashion Channel” which is a successful cable TV network and which had been started by two entrepreneurs in 1996, with up to date and entertainment features and information broadcast 24×7 which was related to fashion only. The channel was actually dedicated to fashion only and its main audience were women of 35-54 age group. Earlier TFC’s tagline was “Fashion for Everyone” In 2006 TFC has earned the revenue of $310.6 Mn out of which their target was to earn a profit of $230 Mn only through advertisement. Till 2006 TFC was the market leader in fashion related programs and one of its more popular series in 2005 had been “Look Great on Saturday Night for Under $100. In 2006 TFC has realized that some of the other channels like CNN and Lifetime are following the footsteps of TFC and also they are telecasting the programs related to the fashion world, which were now started to become more popular in comparison to the programs of TFC. These channels were giving competition to the TFC directly by taking the share of its ad revenue; these channels were giving a double edged competition to TFC. Norm Frazier, senior vice president of advertising sale, advised that in order to increase the TFC’s ad revenues either TFC has to decrease its ad pricing by 10% or to increase its viewership by improving the quality n contents of the programs. There were around 110 Mn households in USA with cable network and TFC’s average rating...
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...CHAPTER 9 PROJECT FINANCE AND CONTRACT PRICING In the previous chapters, techniques for project planning, scheduling, resources management, and time-cost trade off have been introduced. This chapter will deal with project cash flow to predict the actual flow of money during the contract duration. Also, this chapter will introduce the means for finalizing a contract price. A project's cash flow is basically the difference between the project's income and its expense. The difference between a company's total income and its total expense over a period of time is the company cash flow. 9.1 Contract Cash Flow At the project level, a project’s cash flow is the difference between the project’s expense and income. At the construction company level, the difference between company’s total expense and its total income over a period of time is the company’s cash flow. Cash flow = Cash in – Cash out = Income - Expense Forecasting cash flow is necessary for a construction company for the following reasons: To ensure that sufficient cash is available to meet the demands. It shows the contractor the maximum amount of cash required and when it will be required. Thus, the contractor can made arrangements to secure the required cash. It provides a reliable indicator to lending institutions that loans made can be repaid according to an agreed program. It ensures that cash resources are fully utilized to the benefit of the owner and investors in the company. Construction Management 182 ...
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...Case Analysis Of “The Fashion Channel” Introduction and Problem Definition The Fashion Channel case illustrates the development of market segmentation options in implementing marketing strategies in a changing competitive environment, and demonstrates how quantitative analysis may be used to support a strategic marketing decision. The Fashion Channel (TFC) was a widely available niche cable network which only offers fashion-oriented programming. It was very successful until other regular networks began to copy its concept and take market share of it, which as a result, had a severe negative effect on TFC’s advertising revenue and affiliate fees. The problem is how to develop the segmentation and positioning, change the current content of programming, and reach the target customers, so as to get back those market shares from competitors, create more revenues and maintain TFC’s early standing. Situation analysis λ External Analysis: There were several hundred competitors in this industry and they took note of TFC’s concepts. TFC faced double-edged competition rendering it have to focus on not only ratings and demographics but also program subjects. Moreover, surveys showed that TFC had the lowest indexes, which actually made its affiliate fee at the low end as well. At the same time, the target consumers of competitors were premium CPM (cost per thousand)’s groups, while TFC only appealed to the less valued group. Ad industry was booming and competition was fierce...
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...Sales and Distribution Channel Structure of Madura Garments Group B9 Ishan Agrawal (11P081) Jaya S Choubey (11P083) Kumar Rahul(11P087) Abhishek Narayan (11P145) Madhur Paul (11P147) Contents Madura Garments 3 Background 4 Louis Philippe: 4 Van Heusen: 4 Allen Solly: 4 Esprit: 4 Planet Fashion: 5 Madura Fashion & Lifestyle Channel Structure 6 Data on the Channel Structure of Madura Fashion & Lifestyle 8 New Product Development 10 Market Overview 13 Product positioning: 13 Product pricing 13 Competitor Channel Strategy 13 Process followed 15 Issues in Channel Strategy 16 Issue: Selecting Channel Members 16 Issue: Fostering Channel Member acceptance of the new products 16 Issue: Stocking and Visual merchandising 17 Issue: Maintaining Product Differentiation 17 Recommendations: 17 Issue: Product Positioning: 17 Issue: Product line expansion 17 Issue: Sales Organization and Sales Culture: 18 Sales Culture: 18 Personal Selling Process: 19 Recruitment, Selection and Training of Sales Personnel 21 Step 1: Manpower Planning 21 Step 2: Sourcing activity 21 Internal Sourcing 21 External Sourcing 21 Step 3: Approval 22 Training and Development :- 22 Probation Appraisal Forms: 22 Territory and Quota Management 23 Evaluation of Sales Personnel 24 Challenges faced in implementing recommendations: 26 What can be done to address these challenges? 26 References 27 Madura Garments Background ...
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...2075 JUNE 1, 2007 WENDY STAHL The Fashion Channel Introduction Dana Wheeler, senior vice president of marketing for The Fashion Channel (TFC), sat in her Chicago office and scrolled through the email messages in her inbox. Thankfully, none required an urgent reply. She toggled over to her calendar: no meetings for the rest of the day. Finally, she could focus her thoughts on reviewing her recommendations for TFC’s new segmentation and positioning strategy. Wheeler believed that she had prepared a solid analysis; she felt confident about the strategy she was proposing. But next week’s senior management meeting would mark her first big presentation to the company’s leaders since she had joined TFC, and, she admitted to herself, she was eager to gain the support of her colleagues. There was a lot riding on the outcome of this meeting, both for Wheeler and for the channel. If founder and CEO Jared Thomas and his team liked what they heard, Wheeler would move forward to implement her recommendations. The company needed to strengthen its competitive position and would be spending more than $60 million in all national and affiliate advertising, promotion, and public relations in 2007, based on these recommendations. This would be an increase of $15 million over 2006 spending. Background TFC was a successful cable TV network– and the only network dedicated solely to fashion, with up-to-date and entertaining features and information broadcast 24 hours per day, 7 days per week...
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