...MARKETING PLAN FOR “All Natural Shampoo” Table of Contents: 1. Background * Executive Summary * Company Description 2. Strategic Focus and Plan * Mission/Vision * Goals * Competitive advantage 3. Situation Analysis * SWOT Analysis * Industry Analysis * Competitor Analysis * Company Analysis * Customer Analysis 4. Market – Product Focus * Marketing and Product Objectives * Target Markets * Points of Difference * Positioning 5. Marketing Program * Product Strategy * Price Strategy * Promotions Strategy * Place Strategy 6. Financial Data and Projection * Break- Even Analysis 7. Organization 8. Implementation Plan 9. Evaluation 10. Appendices 1. Background Executive Summary/Company Description In 2009 the personal care industry is evolving at its highest rate. In fact, today’s societies put emphasis on their appearances which, more now than ever, represents a strong judgmental basis. Within this industry is a market that occupies a strong place: the hair care market. Just as consumers worry about their skin, they also worry about their hair. In brief, this particular market consists of shampoo, conditioners and styling agents. The largest subsector within hair care is shampoo, which is also experiencing a sector growth since 2003. Under such circumstances, the present marketing plan will focus particularly on All-natural Shampoo. It is important...
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...Johnson & Johnson History and Products Team “A” has chosen to research Johnson & Johnson and their baby care products. Their leading competitors are Aveeno and Burt’s Bee. J & J’s History and Their Products Even if an individual does not use Johnson & Johnson products, he or she has heard of them. Many parents trust their baby’s soft skin to Johnson & Johnson, whether it is for shampoo, soap, lotion, baby oil, or diaper rash. After over hundreds, Johnson & Johnson has established itself in households across the globe, but it did not start out that way. In 1886, three brothers started their company, Johnson & Johnson, in New Jersey (www.jnj.com, 2013). The first good produced by the brothers was a book covering the treatment of wounds in 1888. In that same year, J &J made available first-aid kits; this had never been done before. It was not until 1894 that J & J broke into the infant market, creating baby powder and maternity kits. Nearly 60 years later, J &J released its trademarked baby shampoo, promising users, “No more tears” (www.jnj.com.). Since then, J & J has been making baby products covering a variety of needs and ages. The company produces goods for baby skin care, bath time, bedtime, playtime, and all-natural products. J & J covers a baby from the time he or she is born to early childhood. They even carry products for mommy, too, like nursing needs. In addition to basic infant needs, J & J have produced items for a baby’s hair care and sunscreen for little...
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...producing all-natural products that people can use; while doing their part for achieving a healthy environment. Starting out from a candle artistry from leftover beeswax and then expanding into the health and beauty industry using the same concepts that align their mission and visions. Burt’s Bees creatively produces products that is not only good for you, it is also environmentally friendly. Within this paper, Team B has selected to analyze the value alignment of Burt’s Bees and will go more in-depth in what Burt’s Bees is all about. Team B will analyze personal and workplace values and behaviors of the business. Team B will also address the plans of the actions that Burt’s Bees plan to conduct, which will indicate the level of alignment between who they are and what their social responsibilities are to themselves, to the community, and to the consumers. Origins and Subsequent Evolution Burt’s Bees origin goes back to a summer day in Maine in 1984 (Our History, 2014). Roxanne Quimby, a single mother and artist, was hitchhiking and a long-bearded gentleman named Burt, well known for his local organic honey, picked her up. From there a relationship developed and Roxanne began using Burt’s left over bee’s wax to make artistic candles. Eventually, she created a lip-balm using an old farmer’s almanac and the bee’s wax. Her new product was a huge success. From there the company grew into a multi-national organization with a plethora of organic products. Today the company...
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... | | | | | | | | | Preparing a Comprehensive Case Analysis Avon vs. Competitors | | | | Carrie Rose Business Policy, Professor Frost 4/20/2012 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Preparing a Comprehensive Case Analysis Avon vs. Competitors | | | | Carrie Rose Business Policy, Professor Frost 4/20/2012 | History Avon is a global manufacturer and marketer of beauty, fashion, and home products. The company operates worldwide using a direct selling model; Avon has approximately 6.5 million independent representatives that sell their products for them across the globe. They are divided into six geographic locations: Latin America, North America, Central, Eastern, and Western Europe, Middle East, Africa, Asia Pacific, and China. The company has numerous distribution centers, manufacturing facilities, and administrative offices in every one of these locations. They initiated global expansion in the in the 1950’s, went public and was listed on the NYSE (New York Stock Exchange) in 1964. (Datamonitor, 2011) Current News In recent years Avon has been undergoing some challenges, both internal and external. Andrea Jung who has been CEO (Chief Executive Officer) since 1999 has been asked to step down and in...
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...between people and women to create their culture of natural beauty that is not defined by models but by the differences and increasing the self-esteem of women. The strong sense of responsibility to one’s family and the group led Natura to take on the culture of long-term relationships with its direct sales force and cultivate a better relationship between Natura’s customers and the company. Also, the Brazilian culture is long-term oriented and this is why Natura is driven to look at the long-term success of the company in markets that they aren’t necessarily making a short-term profit. A good example of this would be when Argentina devalued their currency in 2001, Natura took the long-term approach and didn’t raise their prices and decided to cultivate its relationship with their customers and reduce costs and improve efficiencies instead of looking for the short-term profits. 2. Natura is considering entry into the US market. Considering cultural characteristics, what elements of marketing do you think they could standardize from their Brazilian marketing? What elements do you think they would need to change? How would you do this and why? Natura has several pieces of its marketing campaign that it could standardize in America: It’s focus on the “Truly Beautiful Woman” which is playing a large part in the beauty industry in the United States in recent years; also the large sustainability focus of the company and the “all natural”...
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...1. How successful do you feel CNS has been in trying to put their product in each of the markets it has entered? How does this success relate to brand equity? CNS has been very successful in marketing their products to those who have trouble sleeping due to snoring, those who may be sick and have nasal congestion, or to those who are affected from a case of sinus pressure and have trouble breathing. As mentioned in the video, they based the entire business around marketing and getting this product to the public therefore not only does it account for the majority of the company’s sales, but it also helps set it apart from other sleep aids. The market for items that help you sleep is massive with over the counter things in pill & liquid form, nasal sprays used for when you are sick, prescriptions from your health care physician, vaporizers, humidifiers that emit steam, and even surgeries to open your nasal passages; however, breathe right sets itself apart by being an FDA approved product that is drug free and is easily applicable for its users. Also relating to their success is their ability to adapt to the different cultures when they promote their products. As they experienced with marketing the product here in the United States vs. marketing in the United Kingdom, everything plays a part including packaging. Where the dark packaging worked in the United States because many Americans were able to connect that with sleeping and rest, the packaging in Europe had a negative...
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...Table 2.1 Comparison between the Effectiveness of the Duranta Scar Remover and the Commercial one 1A AND 2A (Scar from burn) | | | | | |Scar Remover |Amount Applied |Frequency |Observation | | | | | | |Duranta Scar Remover |2-3 ml |3 times a day |The scar from burn removed after 2| | | | |to 3 weeks of application. | | | | |The scar from burn was removed | |Cebo de Macho |2-3 ml |3 times a day |after 3 weeks of application. | Table 2.1 shows the comparison between the effectiveness of the two scar remover.They are both effective to the scar from burnt but Duranta Scar Remover removed the scar after 2-3 weeks of application, but Cebo de Macho takes three weeks to remove the scar. It implies that the Duranta Scar Remover is applicable to this kind of scar because it takes only...
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...IKEA is known as one of the world’s largest furniture retailer that focuses highly on cost control, operational process and product development. IKEA differentiates itself from most furniture retailers by offering a wide range of well designed array of home furniture at very attractive prices that remain affordable to a large group of diverse customers. There are some unique features of IKEA as compared to most furniture retail stores (IKEA, 2012) ‘Self – Service’ (minimal service or influence from sales person) Details of all products are made ubiquitous in the showroom thus making sales assistance unnecessary which this in return helps to reduce the hiring cost of labor. Layout of Products (product exposure) Ikea stores are designed in a one-way ‘walk-through layout’ that requires customers to be exposed to the entire products which is unlike from most furniture retail stores where by customers may choose to go directly to the section they preferred. Hence, the flow allows increased efficiency from entering the showroom, selecting of products to lastly making payments. Furniture Most of Ikea products are self – assembled products, this helps to reduce the costs of shipping as higher volume of bulk packaging can be done. Unlike most furniture retail stores where free delivery and assembly is given, additional charges apply if fixing of product is required by the customers. Lastly, four dimensions of operations (Volume, Variety, Variation and Visibility) will...
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...over 70% of Bulgarian companies, for example, had a portfolio that wasn´t related to a defined business strategy and vision for long term development, and its structure reflected the market situation. However, to stay competitive, small companies in all EU countries have had to re-think and optimize their activities; they have to search for new opportunities for their development. That is why they are being forced to create or update their strategy for the future development of the business, based on the prevailing conditions. The assessment of the products and services, offered by the company, is very important when defining the vision for the future company development. It is of decisive significance for the correct portfolio building and its successful management. Part of the questions you have to answer, in order to make a successful selection and build a product portfolio that is stronger compared to the individual products or services and that has long term market...
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...YORKTOWN TECHNOLOGIES Case Questions 1. How would one generally characterize Yorktown Technologies? Describe its strengths, weaknesses, constraints, and performance. I describe them as a company that is marketing a new product called Glowfish in the wholesale/retail fish industry. Its fish are fluorescent in the dark. Some of the strengths is somehow they can raise money, they are a first to create and market something in their industry. They own part of the intellectual properties in this field. Some of the weaknesses and contraints are the licensing requirements to sell modified fish to the public. Some states like California feel they could cause a health risk to people and refuse licensing. Some people think the fish should be natural and retailers don’t believe in selling modified fish. Another problem was to educate retailers to display the fish under optimal lighting and aquarium conditions that would showcase the fish. 2. Describe the marketing environment faced by Yorktown Technologies? Consider the consumer market, the channel infrastructure, and the competition. I believe it will be a tough challenge for Yorktown Technologies to overcome their current situations. Blakes projections were sales of four million in 2004 and they ended up at $500,000. They actually ended up with a $120,000 loss in 2004. I feel investors will only wait so long for a profit before they pull the plug. There is some competition in the international market with flourenscent fish....
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...discussion. Overview The Accessories Department of the Esco Company produces specialty industrial items which complement the company ' s high volume standard products. The department was originally structured on a product basis, with Accessories having complete control and responsibility over its products from their inception through production, including customer service and customer relations. During 1972 this arrangement was changed and two groups were forme d--pr oduct engineering, and manufacturing engineering. T h e product engineering group maintained responsibility for product inception, production of prototypes, and production start-up. They also handled customer service and relations. T h e manufacturing group handled the products during the production stage. To complicate problems further, in 1973 the company purchased three small manufacturing plants and began phasing the manufacturing process out of the home plant. T h e manufacturing group had responsibility for transferring operations to the newly acquired factories, essentially phasing themselves out of their jobs. During this period a great deal of damage was done to the morale and working efficiency of the original parties involved. In 1971, approximately one year later, the original decision was reversed and the Accessories Department was put back on a product-oriented basis. Unfortunately, before events had a...
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...datamonitormena@ datamonitor.com Datamonitor Asia Pacific Level 46, 2 Park Street Sydney, NSW 2000 Australia t: +61 2 8705 6900 f: +61 2 8705 6901 e: apinfo@datamonitor.com Singapore - Apparel Retail © Datamonitor. This profile is a licensed product and is not to be photocopied 0116 - 2005 - 2009 Page 1 EXECUTIVE SUMMARY EXECUTIVE SUMMARY Market value The Singaporean apparel retail industry grew by 5.4% in 2009 to reach a value of $1.9 billion. Market value forecast In 2014, the Singaporean apparel retail industry is forecast to have a value of $2.6 billion, an increase of 36.8% since 2009. Market segmentation I Womenswear is the largest segment of the apparel retail industry in Singapore, accounting for 48.6% of the industry's total value. Market segmentation II Singapore accounts for 0.7% of the Asia-Pacific apparel retail industry value. Market rivalry Despite the current global economic downturn, the apparel retail industry continues to grow at a healthy rate and this, coupled with the absence of switching costs for consumers and great product differentiation, means that rivalry within the industry is no more than moderate. Singapore - Apparel Retail © Datamonitor. This profile is a licensed product and is not to be photocopied 0116 - 2005 - 2009 Page 2 CONTENTS TABLE OF CONTENTS EXECUTIVE SUMMARY...
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...Overview: Rogers' Chocolates is a premium-brand of chocolatiers who have developed their high-class reputation through over 125 years of quality product and service. They are based in Victoria, BC, and continue to be Canada's first and finest chocolate company. As CEO, Steve Parkhill was required to double or triple the size of the company within 10 years. Rogers' Chocolates, being a conglomerate of several food production divisions and franchises, would have to focus on the most effective growth strategy which would fit the company's image, as well as earn the support of all members of the board, management team and staff. Issues: Parkhill was required to expand the size of the company, and do so in 10 years. Since there are so many areas (different franchises and store locations) from which to choose, there are many options available, if the idea to focus more on single stores was chosen. One of the biggest issues with the company’s growth is the unwillingness of the board to change their image. If they wish to grow they must change their image into something resembling the new standards. The consumer is incredibly driven by image and presence. Most people won’t warm to the brand unless they perceive them differently. While they cite customer loyalty to the brand as a reason to not change, they are losing opportunities for even more customers due to the homey brand image. Forecasting the demand for particular brands and types of chocolates was another issue, and was...
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...Retail Advertising and Marketing Association Gen/200 Retail Advertising and Marketing Association "Consumers know precisely what's wrong with advertising. Be it TV or print or whatever, they know that advertising is never creative enough ... never as witty, inspiring, sophisticated, entertaining and downright likable as they would like it to be” (Phil Dussonberry, former BBDO advertising executive). In the world of retail things are ever changing there is a constant need for new advertising or marketing to grab the consumers attention. Without these tools a retailers profits can quickly dwindle leaving them in the dust. One great tool for retailers is the Retail Advertising and Marketing Association(RAMA). This paper will explain what RAMA is, how it can increase my professional knowledge and abilities, and how perfecting my knowledge and abilities can affect my career success. The Retail Advertising & Marketing Association (RAMA) is a trade association of retail marketing and advertising professionals, plus their counterparts on the agency, media and service-provider sides of the business. RAMA is a division of the National Retail Federation, the world’s largest retail trade association (National Retail Federation, 2011). RAMA also is the producer of the annual Racie Awards Competition, the industry’s most prestigious creative contest for retail broadcast, web and print advertising (National Retail Federation, 2011). RAMA is an innovative association that connects retailers...
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...the strategic life cycle challenges for Paramount's current products as well as for Clean Edge? Changes in Non-Disposable Razor Category: The non-disposable razor category has seen changes in the recent years. A 5% growth per year from 2007 to 2010, attributed to innovations and product introductions, has to be the biggest change that the category has seen. Advertising expenditures increased dramatically for several non-disposable razor companies over the last couple of years because of the need to promote new benefits from advances in razor technologies. Changes in retail channel distribution have also been noted in the category. Male-grooming products seemed to be a bright spot in the industry from 2007 to 2010 and the segment saw more growth because shaving became more than just shaving – it started to include body spray, shower gel, etc. Channel distribution for the razor category has become increasingly important, with the recent re-introduction of Old Spice; there has been quite the demand for male-grooming products. Competitive Position: Paramount has established itself as a global consumer products giant with over $13 billion in worldwide sales and $7 billion in gross profits for 2009 since its entry into the market in 1962. Paramount established itself as unit-volume leader in 2009 based on non-disposable razor sales. The non-disposable razor category market is entering a new phase with technology products and new competitors entering the market, posing a threat to...
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