...in the Retail Industry The retail industry is a prime example of the modern version of Chamberlin and Robinson’s model of Monopolistic Competition (Grewal, 441). The retail industry consists of vast markets with different brands and goods of one common goal, to sell their products. To cater to this rapidly changing market many large scale retailers are findings ways to make their product more appealing to the public in hopes of gaining market share over their competition. As prices rise, customers are forced to buy substitutes of well-known brand names or alter their preferences. This results in the phenomenon known as monopolistic competition. Monopolistic competition is defined as the result of many firms competing for the same customers in a particular market differentiating their products. If a firm in a purely competitive market can differentiate its product or service, it becomes a part of the monopolistic competition market. Monopolistically, markets are dominated by the following trends: the demand curve is down-ward sloping, no major barriers to entry or exit, profit maximizers, make up the large majority of advertisers, specialize in product differentiation, and each company is free to set their own price and level of output. Due to the retail industry having a large number of firms and competition, there are three major implications of the retail industry that dictate whether a product or brand will succeed. The first implication is how much of the market share does...
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... Bank of Alexandria-Intesa Sanpaolo Group Feb 2008 till date Product Development & Marketing Associete ( Assets product manager ) – Retail Banking 1. Enhance existing financial products to keep its sales at acceptable levels 2. Use innovative techneques in designing products to enhance bank image 3. Identify revenue opportunities to add to bank 4. Study market segments and explore the possibilities of introducing new scheme to special segments to increase market penetration 5. Monitor performance of the products/ services by tracking performance closely 6. Work with communications to develop media plan 7. Develop products to achieve the desired sales levels Achievements 8. Managing the second largest Retail Assets Portfolio in Egypt with total receivables of € 1 Billion 9. Revamping products credit policies as well as introducing new product programs catering for A-C segments and self employed categories 10. Market Segmentation and Identification of untapped opportunities maximizing market share 11. Building up in collaboration with credit and operations functions Strong business backbone and up - scaled processing capacity for business centralization. Business Flow Management System 12. Establishing a comprehensive Auto Loans business model with expanded dealers network coverage and full scaled Incentives structure 13. Managing Taxi replacement project as Alex Bank is the Primary retail financer for this Project in collaboration with the Ministry Of Finance...
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...1. What are L'Oreal's key issues for Garnier in the Dutch market? • Whether to introduce both Synergie and Belle Couleur into the Dutch market, only one of the ranges or none at all. • Synergie: Finding the right price for the products and whether they should introduce the antiaging cream (didn’t score as highly) • Garnier is a new entrant into the Dutch market and as such is a relatively unknown quantity with neither positive nor negative brand perceptions. • To build the brand, L’Oreal will need to start from scratch although they already have the distribution channels - sales people, retailers, logistics, and back office operations in place to give the new brand a head start. • The brand is highly successful in neighbouring French and German markets however Dutch consumers are seen as having their own unique requirements and preferences for cosmetics and toiletries. • Possible dilution of its own brand or a cannibalisation of its current market leading products Recital and Plenitude. • Market testing has indicated that the product formulation of Belle Colour is darker, preferred by the French consumer, when in fact Dutch consumers have a preference for lighter hair shades. It has been noted that as the Dutch market is considered a minor country, less than 5% of European sales, therefore reformulation will not be possible. • Low market orientation at the R&D level – L’Oreal won’t adapt their Belle product to suit the majority of consumers who prefer lighter shades...
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...main objective of this report was to make Non- Profitable business into profitable one. My friend was running a business of retail shop of travel luggage products comprises of travel bags, uprights, accessories etc., where he was losing invested money as well the interests that he put to make his retail shop work successfully. One of the major factor behind failure of his business was lack of relevant directions which was missed and could not deliver the desired results for the success of business. This story is about my friend who was in a struggling phase for generating profits in his recently opened Luggage Retail store, the store was going through huge loss and was in a situation to get it closed in next 6 month of operation. As an advisor I went through his core business by using strategic marketing tools consisting of Porter’s 5 forces, positioning maps, strategic marketing grid to analyse the reasons for failure, using horizontal opportunities and untapped demand strategic tools to ascertain the treatment. I believed that by using such techniques and strategies, we could turn the loss making business into successful and highly profitable business. Launching of a retail shop in highly competitive retail industry is quite difficult because of large investments and infrastructure is involved. Lack of dedicated floor staff, availability of products, visual merchandising were another factors which contributed relevant role in making this business suffering the loss. ...
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... Review of the Netherland Market ……………………………………………………………2 Chart of Long and Short Distributions ………………………………………………………2 Introducing Keurig to the Netherlands ………………………………………………………3 Picture of Contrasting Keurig’s ……………………………………………………………...3 Bringing Keurig into the Netherlands …………………...................................................4 Conclusion …………………………………………………………………………………….5 Works Cited …………………………………………………………………………………...6 Review of the Netherland Market The Netherlands have an advanced free market economy and it is one of the top ten richest countries in the world. Currently the Netherlands hold an 849 billion gross domestic product that is currently growing at about two percent. The continued growth is mainly due to the increase in international trade, the largest engine of the Dutch economy (CIA). These figures make the Netherland’s market an optimal place to enter a business. Marketing and distributing in the Netherlands is much like marketing and distributing in the United States. I will use marketing techniques such as using my logo, products, and brand name to market my products on the internet, television, and through retail. To distribute my products, I will contact big box stores such as HEMA or Giant, which are department and grocery stores, to make deals with them to get my products on their shelves (Big). Local coffee shops that are in the Netherlands will be other sources I will contact to get my product out on the shelves for consumers...
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...Dermavescent Laboratories I. Summary of Facts A. Market - Women's personal-care products 1. Methods of shaving a. Electric shavers b. Blade and razor shavers 2. Factors of shaving a. Seasons of the year b. Frequency of shaving 3. Trends in shaving a. Attitudes towards shaving b. Market size 4. Economic market a. Monopolistic Competition b. Many sellers with a range of prices B. Product 1. Dermavescent Laboratories Products a. Soft and Silky shaving gels b. Hand/Body lotions, facial creams and women’s toiletries 2. Benefits a. Core - Assist with removing hair b. Protection against skin problems and razor bumps c. Limits dry skin by using moisturizer d. Makes shaving easier by using a sticky thick cream e. Some gels are scented, which allows for a clean smell and feel 3. PLC a. Maturity Stage b. Slowed growth in sales with intensified competition C. Price 1. Retailers receive a 40% margin on the suggested retail selling price 5.5-ounce tube: $3.95 * 40% = $1.58 ($3.95 - $1.58 = $2.37) 5.5-ounce aerosol: $3.50 * 40% = $1.40 ($3.50 - $1.40 = $2.10) 10-ounce aerosol: $4.25 * 40% = $1.70 ($4.25 - $1.70 = $2.55) 2. Wholesalers receive a 20% margin on suggested retail price 5.5-ounce tube: $3.95 * 20% =$0 .79 ($3.95 - $.79 = $3.16) 5.5-ounce aerosol: $3.50 * 20% = $0.70 ($3.50 - $.70 = $2.80) 10-ounce aerosol:...
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...Louis Vuitton in India Retail Marketing Strategy 1. Assess the opportunities and threats for Luxury goods in India. Is there a product- market fit for luxury goods in India, in particular, given that India is still a low- income economy overall? A. Opportunities 1-The first mover advantage amongst the luxury goods segment. Also the historic business association with the LV brand create a strong brand recall in this segment. 2-The emergence of of high net worth consumers which is the 2nd fastest growing in the world. Also the Ascendance of the Indian middle class segment where the number will grow to 583 million by 2025.Cocooners that are a part of the burgeoning mid-segment of the Indian consumer market numbering to 97 million have the potential to develop a a taste for luxury and become its loyal consumers. The so if luxury market was estimated to be about 4$ and expected to grow to 30$ billion by 2015 3-The emergence of the Indian consumers in the affluent space who perceive luxury products as a reward. 4- A large portfolio of luxury brands across various categories and price points therefore their ability to meet the emerging Consumer demands Threats 1- long gestation period. India is witnessing the rapid emergence of an upper middle class, but only a limited number of households can afford high-end aspirational products. 2- heavy custom duty on import of luxury products ranging between 30-70 percent. which means the products in India are more expensive...
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...EXECUTIVE SUMMARY Starbucks Coffee Company is a retail leader in North America of specialized coffee blends that is headquartered in Seattle, WA. Starbucks has 931 leading retail stores across North America. The objective is to establish Starbucks as the most recognized brand of coffee retailers across the globe. To achieve our goal of bringing superior coffee and spreading the Starbucks name around the world, our goal is to expand our retail operations in other countries by aggressively pursuing other opportunities for growth such as mail order of our specialty goods which will be a new way of introducing new products to a global market. Our employees which we call “baristas” are the most important asset at Starbucks. If we want our company to prosper, we must treat our employees well by making health care benefits available and affordable and pay our employees a living wage which is higher than minimum wage. Starbucks has long held a strong commitment to preserving the environment. Starbucks offers products that are readily biodegradable which is environmentally safe. Starbucks prides itself on being a good global citizen in the way it treats its people locally in our retail stores and in the countries where our coffee beans are grown. The company makes large contributions each year to local charities that focus on children’s needs and welfare, environmental causes, the homeless and AIDS research and support. In the financial realm, Starbucks has consistently...
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...Louis Vuitton in India Retail Marketing Strategy 1. Assess the opportunities and threats for Luxury goods in India. Is there a product- market fit for luxury goods in India, in particular, given that India is still a low- income economy overall? A. Opportunities 1-The first mover advantage amongst the luxury goods segment. Also the historic business association with the LV brand create a strong brand recall in this segment. 2-The emergence of of high net worth consumers which is the 2nd fastest growing in the world. Also the Ascendance of the Indian middle class segment where the number will grow to 583 million by 2025.Cocooners that are a part of the burgeoning mid-segment of the Indian consumer market numbering to 97 million have the potential to develop a a taste for luxury and become its loyal consumers. The so if luxury market was estimated to be about 4$ and expected to grow to 30$ billion by 2015 3-The emergence of the Indian consumers in the affluent space who perceive luxury products as a reward. 4- A large portfolio of luxury brands across various categories and price points therefore their ability to meet the emerging Consumer demands Threats 1- long gestation period. India is witnessing the rapid emergence of an upper middle class, but only a limited number of households can afford high-end aspirational products. 2- heavy custom duty on import of luxury products ranging between 30-70 percent. which means the products in India are more expensive...
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...both the customer and the organisation. A useful tool to aid marketers in successfully positioning their offer is the Marketing Mix, more commonly referred to as the 4P’s – Product, Price, Promotion and Place. By adjusting these four elements, organisations are able to satisfy customer needs in their chosen target market/s whilst maximising their return. This model can be used for new offers entering the market, analysing existing offers or optimizing growth in a target market/s. This report provides an overview of each element of the Marketing Mix and how they are applied to retail petrol outlets. THE MARKETING MIX PRODUCT A product is defined as a good or service that offers a value to customers by satisfying their needs or wants. Products can be tangible, that is physically touched, or intangible such as services. A product consists of three layers. The inner core is the benefits it delivers to customers, the middle layer the actual physical product/service that enables delivery of benefits and the outer layer, augmented product “actual product plus other supporting feature”(Solomon, et al. 2011 p.181-185). In order to differentiate a product from competitor’s, marketer’s consider factors such as packaging, styling, functions, features, quality, safety, repairs, accessories, etc. Products are subject to a life cycle. Their initial growth...
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...Dermavescent Laboratories, Inc. I. Summary of Facts A) Market – Dermavescent Laboratories, Inc. manufactures women’s personal-care products 1) Two primary markets a) Drug stores b) Food & Drug stores c) Sold through rack jobbers who receive a margin of 20% off the sales price to retailers 2) Dermavescent Laboratories, Inc. a) Sales of $258 million in 2005 b) Sales for Soft & Silky Shaving Gel were $3,724,000 at 1,960,000 units in 2005 c) Downward trend with a 0.32% decrease if no new packaging is introduced 3) Competition a) Oligopoly – As of 2005, several competing brands existed in the women’s shaving cream or gel category. B) Products 1) Women’s personal-care products a) Soft & Silky Shaving Gel introduced in 1991 b) Other women’s products such as facial creams, hand body lotion, and a full line of women’s toiletries sold under different brand names. 2) Benefits a) High-quality women’s shaving gel b) Added moisturizer, lanolin and vitamin E to help moisten, reduce irritation, and make shaving easier 3) Product life cycle a) Maturity/Decline – unit sales volume for Soft & Silky Shaving Gel have slowed and then plateaued. C) Price 1) Premium priced at $3.95 per 5 ½ ounce tube 2) Retailers receive a 40% margin on the suggested retail selling price 3) Rack jobbers receive a margin of 20% off the sales price to retailers 4) Elasticity – elastic; as price changes...
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...retailer in the world. It has stores in 12 countries across Asia and Europe and is the grocery market leader in the UK, Ireland, Hungary, Malaysia, and Thailand. Mission Tesco’s business was built with a simple mission – to be the champion for customers, helping them to enjoy a better quality of life and an easier way of living. This hasn’t changed. Customers want great products at great value which they can buy easily and it’s Tesco job to deliver this in the right way for them. That’s why we’ve chosen ‘Serving Britain’s shoppers a little better every day’ as the new core purpose. As a business, serving customers is at the heart of everything we do – from colleagues in its stores to those of its in supporting roles. In the UK, Tesco serve some 66 shoppers every second, so it’s Tesco goal to ensure every one of those customers experiences just a little better service on each visit. PESTLE Using PESTLE analysis to analyse to business environment of Tesco. Political Many governments encourage retailers to create more career opportunities for the domestic population. So Tesco plays its role in providing employment opportunities, it also increases the demand for its products and diversifies its workforce. Economic Tesco is concerning any changing in policies, such as taxation. Although Tesco is growing internationally, it is still concern the UK market where it has a market share of around 30%. It helps Tesco to expand its brand in UK. Social The Uk customers have...
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...States rapidly. The growth has been attributed to Ceres hands-on work ethic and approach in handling clients and suppliers. The company has been very aggressive in involving the client in the development of company products and in nurturing their produce in the farms. A coordinated management team and dedicated work force has also contributed greatly in building the company and enabling it reach the far it has done. This is due to the fact that most staff members share in the vision of the company, the company’s policy of rewarding results and the training program for staff members that give them the opportunity to understand the benefits of organic farming over genetically modified foods. 2. COMPARISON OF STOCK TO COMPANY PERFORMANCE. 3. COMPARISON SALES GROWTH TO INVENTORY AND ACCOUNTS RECEIVABLE. In the last financial year, though not conclusive, preliminary reports indicate that the company managed to generate $42.6 Million compared to the previous year where it generated $35.1 Million reporting an increase of 2.6 percent. Growth in revenue rose by 70% and profits rose by 25%. 4. MARKETING. Vice President of Marketing Annette brought significant experience to Ceres. She continues to work with Wydown to improve retail channels by aggressively opening new accounts and partnering with independent organic farms, which included developing exclusive supplier relationships. In an...
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...“Consultant Report On United Breweries Limited ” Student Name: Gangadharan Renganathan Student Id Course Subject : 1229047 : Master of Business Administration : Strategic Management Submitted To: William Naylor Table of Contents Introduction: ........................................................................................................................ 3 Objectives: ............................................................................................................................. 3 Recommendations: ............................................................................................................ 4 Prior Recommendation for future development: ................................................... 7 Conclusion: ............................................................................................................................ 7 Reference: ............................................................................................................................. 7 Appendix: .............................................................................................................................. 9 Introduction: United Breweries was founded on early 19th century. This group is operating more than 100 years. A Scotsman, Thomas Leishman in 1857, founded UB GROUP. He started this business as a big producer of beer from a south Indian based British Breweries. Thomas Leishman was founded the United Breweries Limited (UBL) on15th March...
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...‘she-say-doe’) offers a variety of make-up, skin care, hair care, body care, sun care and fragrance products. In Japan and selected foreign countries, the company markets additional products, including toiletries, health and beauty foodstuff, pharmaceuticals and fine chemicals. In addition to the flagship Shiseido brand, the company markets products under a number of other brands including Aqua Label, Benefique, d’ici la, Elixir Superieur, Integrate, Maquillage, Tsubaki and Uno. Shiseido has built a network of some 25,000 franchised cosmetics retail outlets in Japan, both stand-alone and within department stores and supermarket; additional retails outlets are located overseas, particularly in China. Going beyond company controlled outlets, Shiseido products are distributed through approximately 83,000 stores in Japan and about 39,000 overseas. The company also runs various salons, upscale boutiques and restaurants. Of Shiseido’s sales, about 79 percent come from its cosmetics division, about 9 percent from its toiletries division, which comprises soaps, hair-care products, mass market cosmetics, and fine toiletries and the remaining 11 percent from catch all others division which includes beauty salon products, health and beauty foods, pharmaceuticals, fashion goods and fine chemicals. In global, Shiseido now derives nearly 30 percent of its sales from outside of Japan. The company’s various products are manufactured at eight plants in Japan and a dozen abroad. BACKGROUND OF SHISEIDO ...
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