...OM&P) marketing presented an opportunity to finally make this happen. As time progressed marketing took a significant shift to a more customer-based approach, making them the very much the centerpiece. This evolution stemmed from mass production of products from homogeneous to heterogeneous and the vast array of competition that had been released to the masses. Relationship marketing was a much-needed asset to help find a way to differentiate between companies and organisations, which still very much holds a presence today and no doubt will in the future, too. As marketers became savvier and more in touch with the commercial market, they realised that they could design a concept that would help maximize sales for a company, and consequently make as much profit for them as possible. This ‘concept’ was to be known as the marketing mix paradigm, and it originally consisted of 12 different variables which were proposed by Borden in 1954, these were: product, price branding, distribution, personal selling, advertising, promotions, packaging, display, servicing, physical handling, fact finding and analysis. As time progressed, this 12 piece concept was then shifted to a more concise ‘4Ps’ paradigm by McCarthy in the 1960’s, which focused on four central categories of product, price, place and promotion. (p.10, 100 years of marketing:chapter 1)This shift in perspective aimed to appeal to a more marketing management approach and was, as McCarthy described, to be used as an ideal...
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...The ICB recommended that retail operations be “ring-fenced” by 2019. A separate legal entity within a bank’s corporate group is to be established to provide retail and commercial banking services in the UK. Ring-fencing similar to the ‘swaps push out’ requirement in the U.S., which separates derivatives trading businesses from banking activities. Further, under the Volcker Rule, banks are to be prohibited from proprietary trading as well as investing in or sponsoring hedge funds and private equity funds. The ring-fencing recommendations by the ICB focus on insulating core essential banking services from potential losses caused by other activities, i.e., the riskier activities will otherwise be left intact within a non-retail investment banking structure. The ICB recommendations are only one small step short of a full Glass-Steagal separation of retail and investment banking in calling for operational, economic and legal separation. While this may improve safety of retail banks, it is a paradigm shift for bank structures and will come at a cost. In many respects the recommendations will create a bank model as purposed by Glass-Steagal (before its repeal in 1999): a style of retail banking where it is perceived as more of a basic utility with low return on equity for shareholders. To comply with the ring-fencing requirements, banks will need to fundamentally overhaul their business models. Essentially banks will need to create another bank within their bank with new boards and...
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...Case Study # 1 Devin D. Brown Liberty University MRKT 670 Introduction The following is a case study of the marketing and branding practices which led to Target becoming the United States’ second largest discount retailer. Like other retailers who operate in the ‘discount-merchandise’ space, Target offers a wide range of products, including “clothing, jewelry, sporting goods, household supplies, toys, electronics, groceries, and health and beauty products” (Keller, 2015). Despite the obvious similarities to its competitors in terms of product offerings, Target distinguishes itself from the pack by promoting affordable quality, rather than low prices (as is the case with most retail discounters). As such, Target’s brand has become virtually synonymous with the concept of “cheap chic.” This strategy has made Target one of the most profitable and recognizable brands in the U.S. This essay will examine the branding methods employed by Target to differentiate itself within the retail industry and build significant brand equity among its loyal fans. The Past 50 Years Though the Target concept began to take form in the early 1900’s, operating as a retailer of dry good, the first operation to be named and fully resemble what we now know as Target, wouldn’t open until the early 1960’s. It was at this time that Target founder, George Dayton began to realize the opportunity to separate his brand from the competition by offering nationally-recognized brands at discounted prices...
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...how to best develop a brand. Branding is a focal part of marketing which helps companies distinguish themselves from one another. Today’s marketers are faced with challenges on selecting the best branding strategies; should branding be done using functional marketing and or using physic(emotional) marketing? Marketing is an ever-evolving dynamic process that doesn’t seem to have a one simple cut solution. It’s important for a company to convey their brand in a powerful manner while embodying the true essence of what the company stands for. Today’s marketplace is more challenging than ever and it’s important to have a strong marketing message that resonates well with consumers. In the post-recession era, consumers are far more meticulous and price-conscious on purchasing quality goods at the best value. Marketers need to be aggressive more than ever to develop good branding messages to chase after scarce discretionary dollars. Branding Strategies Creating a brand strategy is an intricate process while considering a company’s target market, value opportunity gap, and competitive opportunities to establish the brand’s concept. Companies place great focus on the brand concept, because this is how their product is desired to be perceived by consumers. In developing a brand marketing strategy, marketers must create a viable strategy for the long-term to create and sustain notable distinctions of a product over its competitors (Singh, 2012). Branding strategies help differentiate...
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...MEDIA EDUCATION FOUNDATION STUDY GUIDE NO LOGO BRANDS, GLOBALIZATION, RESISTANCE WRITTEN BY JEREMY EARP & DANIELLE DEVEREAUX Challenging media CONTENTS NO LOGO BRANDS, GLOBALIZATION, RESISTANCE NOTE TO TEACHERS.............................................................................................................................................................................pg. 03 THE MEDIA LITERACY CIRCLE OF EMPOWERMENT....................................................................................................................04 OVERVIEW.........................................................................................................................................................................................................05 PRE-VIEWING EXERCISES..........................................................................................................................................................................06 INTRODUCTION Key Points..........................................................................................................................................................................................................07 Questions for Discussion & Writing.....................................................................................................................................................07 NO SPACE: BRANDED WORLD Key Points......................................................................................
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...The current issue and full text archive of this journal is available at www.emeraldinsight.com/0959-0552.htm The Body Shop and the role of design in retail branding Tony Kent and Dominic Stone The School of Creative Enterprise, London College of Communication, University of the Arts London, London, UK Abstract Purpose – To demonstrate how a company’s retail store design relates to its brand and is influenced by, and contributes to, its corporate values. Design/methodology/approach – The case study briefly summarises the significance of corporate values, branding and design in the retail industry, and subsequently explores The Body Shop’s application of these elements to its business. The case study is contextualised by The Body Shop’s retail environment forming a particularly important communication channel for the company. Findings – The Body Shop has in many ways been the victim of its own success. Being a unique proposition, and having effectively created its own retail category, it has appeared slow to evolve its brand identity. The strong association between the company and its campaigning founder, increasing competition and changing consumer attitudes, have been significant factors in the company’s struggle to re-align and update its brand. Research limitations/implications – The case study largely draws on secondary sources. However, it is informed by one of the authors’ experience and knowledge of The Body Shop’s design process, which has previously remained unpublished...
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...framework like Porter’s five forces model. I have also concentrated upon the various developments being done in the industry along with recognizing the upcoming challenges as well as the opportunities to reap the profits even in troubled waters. Keywords: Indian banking industry, Porters five force model, market regulation. I. Introduction The Indian banking industry, which is governed by the Banking Regulation Act of India, 1949 can be broadly classified into two major categories, non-scheduled banks and scheduled banks. Scheduled banks comprise commercial banks and the cooperative banks.In the banking industry analysis the important thing needed is to first look whether we are talking of the investment banking or commercial or retail...
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... Understanding Branding A brand in its simplest form is a name, logo, design or image used by an organization to identify a product or service and distinguish it from that of their competitors (Kotler et al 2012). However, the perceptions about brands are changing, and many academics now define brand as a powerful psychological construct held in the minds of all those aware of the branded product, organization or movement (Kylander and Stone 2012). Unlike the commercial sectors, charities and the not-for-profit sectors have long been reluctant to engage in strategic branding activities. Despite big charity organisations like RSPCA and Greenpeace having universally recognized brand images, the need to have a strong brand is still disputed by many charity practitioners (Saxton, 2008). Hankinson (2001) suggests that this could have been the result of greater complexity of charity brands compared to commercial brands, the difficulties in committing internal stakeholders to branding concepts or merely the risk of being seen as ‘too commercial’ or even ‘immoral’. However, the past decade has witnessed a paradigm shift in branding activities in the non-profit sector, and branding seems to be at an inflection point in its development. (Kylander and Stone 2012) 2. Role of Branding in the Charity and Not-for-profit Sector Until a decade ago, the major role of a ‘brand’ in the non-profit sector was to act as a fundraising tool for the organization. But branding today has gained...
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...MARKETING MANAGEMENT 555 Lecturer: Professor Margot Wood Assessment 1 Case papers overview Due: 14th February 2013 (Thursday) Word Count: 1588. Facebook Student Name: David Yew-Choong KAM Student ID: 09876307. 1 WHY do people use Facebook? Whether it's for posting updates, reposting articles, checking in locations/whereabouts, or playing Farmville – people participate in Facebook to stay connected, to relax, to be entertained, and to be kept informed (Bond, Ferraro, Luxton and Sands 2010, 4; Piskorski, Eisenmann and Smith 2012, 2). Some might even use it to spy on their partners, triggered possibly by romantic jealousy (Darvell, Walsh and White, 2011; Elphinston and Noller 2011, 631). Others use it as a platform to advance various social and political causes by creating public Facebook pages. Lynas is an Australian listed company with ambitions to process rare earths in Malaysia. Concerned about the carcinogenic effects of the post production waste, multiple Stop Lynas Save Malaysia (SLSM in short) Facebook pages have been created by various Malaysian green groups (Stop Lynas, Save Malaysia Facebook page, 2013). The resultant groundswell and widespread publicity on mainstream media could have well contributed to the share price slide over the last two years (Lynas Corporation Price Quotes, 2013). This case as well as the iconic Arab spring uprising in Egypt & Tunisia has clearly demonstrated the edge that Facebook has given to the small man on the street...
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...Special. November 2013. Pp. 1-11 A Comparative Study of Organized and Unorganized Retail Sectors in Bangalore Mihir Dash* & Sam Chandy** Abstract This study analyzes the challenges and opportunities faced by organized and unorganized retail players in Bangalore. It was found that organized retailers see competition from the unorganized sector as their biggest challenge, followed by competition between organized retailers and the inefficiency of distribution channels, internal logistical problem and retail shrinkage, while unorganized retailers see organized retailing as their major challenge, followed by cost of operation, logistical problems, competition between other kirana retailers and inefficient distribution channels. It was also found that organized retailers see Bangalore‟s growing middle class as their greatest opportunity followed by large number of earning youth customers, Bangalore having people from all over India, proportionate increase in spending with earnings and India‟s booming economy, while the kirana retailers see Bangalore having people from all over India as their biggest opportunity, followed by Bangalore‟s growing middle class, India‟s booming economy, large number of educational institutions in Bangalore and proportionate increase in spending with earnings. Thus, the study found that the major challenges as well as opportunities of organized and unorganized retail are almost the same. This means that mitigating the challenges and leveraging on the...
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...XLRI GMP 034 11/6/2008 2. 1) Competitive Advantages: -Design and innovation oriented -Greater horizontal and vertical Integration -Designing from scratch to finish bundled with applications and peripherals. -‘’Plug and Play” solutions -R&D oriented -An everything ready device Firm Infrastructure HRM Technology Development PROCUREMENT Inbound Outbound Operations Marketing/Sales Service Logistics Logistics Alliances with Design & Horizontal & Plug and play I-tunes gives a major suppliers Innovation vertical solutions major edge Integration Linkages with Technology Complete bundle Operating system independent Driven of applications more secure, and software vendors less prone to virus attacks Collaborating I-pod—I-tunes Apple’s retail with other combo gives experience, new leaders. brand awareness mac consumers a push. bought more. Apple has been able to command a premium in the market and gain above average returns owing to its innovation and differentiation of technologically superior products. This learning and innovation in its products has led apple to leverage its expertise in the i-pod,i-phone, i-tunes, i-works suite of products. Over due course of time Apple has been able to perfect the chain of activities in Innovation and design leading to a fit between the activities which is difficult to imitate and hence offers them an edge over competitors. Diffusing products New products: Ideation Designing/funding Product Creation across company 3. 2) Analysis of the...
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...Agriculture and Rural Development Discussion Paper 3 The World Bank Coffee Markets New Paradigms in Global Supply and Demand Bryan Lewin Daniele Giovannucci Panos Varangis First printing or Web posting: March 2004 ©The International Bank for Reconstruction and Development Agriculture and Rural Development Department 1818 H Street, N.W. Washington, DC 20433 Agriculture and Rural Development Discussion Papers is an informal series produced by the Agriculture and Rural Development Department of the World Bank. These papers raise concepts and issues for discussion in the broader development community and describe ongoing research and/or implementation experiences from the Bank. The findings, interpretations, and conclusions are the authors’ and should not be attributed to the World Bank, its management, its Board of Executive Directors, or the countries they represent. Some of the numbers quoted are estimates or approximations and may be revised at a later stage. About the authors Bryan Lewin was previously the Economist of the Association of Coffee Producing Countries and now works in the Agriculture and Rural Development department of the World Bank on commodities and risk management. Daniele Giovannucci is a former corporate executive and market strategies expert. He advises international agencies and governments and is a senior consultant for The World Bank Group. Panos Varangis is a Lead Economist in the Agricultural and Rural Development department of the World...
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...BRAND MANAGEMENT Student: Drobnjak Anja, K-5050 Professor: Prof. dr David Jones Warsaw, 22.01.2014. Contents Introduction 4 Branding 5 The Laws of Branding 6 Branding and its components 8 Brand implementation 9 Brand awareness 9 Brand recognition 10 Brand equity 10 Brand elements 11 Brand Bubble Trouble 12 Strategic brand management 13 Adidas - a brand that identifies with its performance 15 Coca-Cola as Number One 17 Disney world 18 Conclusion 18 Abstract One of the most valuable intangible assets of a firm is its brand, and building a strong brand is both an art and a science. It requires careful planning, a deep long-term commitment and creatively designed and executed marketing and management. This paper will try to show that brand management is a communication function which includes analysis and planning on how that brand is positioned in the market, which target public the brand is targeted at and maintaining a desired reputation of the brand. Attention will also be directed on the tangible elements of brand management such as a product itself; look, price, the packaging, etc. It will include some components of brand management, laws of brending, strategic brand management and its importance, and also examples of well known companies, in order to show nowadays rising role of brands and made some conclusions. Key Words: brand management, brand, strategic brand management, brand...
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...4 MANAGEMENT DECISION 32,2 Has today’s dominant marketing mix paradigm become a strait-jacket? A relationship building and management approach may be the answer. From Marketing Mix to Relationship Marketing: Towards a Paradigm Shift in Marketing Christian Grönroos approach to marketing which eventually has entered the marketing literature[2, 4-14]. A paradigm shift is clearly under way. In services marketing, especially in Europe and Australia but to some extent also in North America, and in industrial marketing, especially in Europe, this paradigm shift has already taken place. Books published on services marketing[15-17] and on industrial marketing[18-20] as well as major research reports published are based on the relationship marketing paradigm. A major shift in the perception of the fundamentals of marketing is taking place. The shift is so dramatic that it can, no doubt, be described as a paradigm shift[21]. Marketing researchers have been passionately convinced about the paradigmatic nature of marketing mix management and the Four P model[22]. To challenge marketing mix management as the basic foundation for all marketing thinking has been as heretic as it was for Copernicus to proclaim that the earth moved[23, 24]. The purpose of this report is to discuss the nature and consequences of the dominating marketing paradigm of today, marketing mix management of the managerial school (cf.[25] and how evolving trends in business and modern research into, for example...
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...Shiseido has followed a strategy which is uncommon for Asian brands expanding beyond the region. Shiseido has used acquisitions as a main channel to gain a foothold in the crucial cosmetics markets of Europe and the United States. As cosmetics is an industry driven by aspirations, lifestyle issues and images, Shiseido decided on the acquisition path to gain visibility, acceptance and access to established customer bases in new markets rather than spending years trying to establish the Shiseido brand from scratch. In order to gain entry into the French and thus the European market, Shiseido acquired the Carita brand and prestigious salon on the Faubourg St. Honoré in Paris in 1981. The salon, with it distinguished and rich clientele of royalty and celebrities, commanded a unique position in the French market. To gain entry into the North American market, Shiseido acquired Unilever’s Helen Curtis in 1996.24 These acquisitions gave Shiseido an opportunity to build on something already strong in those markets. Maintaining a strong brand architecture system Managing the brand architecture could prove to be a challenging task for Shiseido. Shiseido has been engaged in three main activities: ■ Acquisitions of brands in Europe and the US ■ Importing new non-Shiseido brands into Japan through the brand holding company ■ Introducing multiple brand extensions in the market. Given the diverse market segments that Shiseido’s brand extensions serve, these brand extensions...
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