...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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...Table of Contents 1.0 Executive Summary 2 2.0 Situational Analysis 2 2.1 Spanish Business and Environment Analysis 2 2.1.1 Political-Legal Analysis 2 2.1.2 Business Etiquette Analysis 3 2.1.3 Economic Analysis 3 2.1.4 Socia-Cultural Analysis 4 2.2 Hofstede’s Typology Analysis 4 2.2.1 Power Distance 4 2.2.2 Individualism 4 2.2.3 Masculinity 5 2.2.4 Uncertainty Avoidance 5 2.3 Market Analysis 5 2.3.1 Market Demographics 5 2.3.2 Main Segments 6 2.3.3 Market Needs 7 2.3.4 Market Trends 8 2.3.5. Market Growth 8 2.4 SWOT Analysis 9 2.4.1. Strengths 9 2.4.2. Weaknesses 10 2.4.3. Opportunities 10 2.4.4. Threats 10 2.5 Competition and Buying Patterns 10 2.6 Product Offering 11 2.7 Keys to Success 11 2.8 Critical Issues 11 3.0 Marketing Stragegy 12 3.1 Mission 12 3.2 Marketing Objectives 12 3.3 Financial Objectives 12 3.4 Target Markets 12 3.5 Positioning 12 3.6 Marketing Mix 13 4.0 Financials 14 4.1 Break Even Analysis 14 4.2 Sales Forecast 14 5.0 Controls 14 5.1 Implementation 14 5.2 Contingency Planning 15 1.0 Executive Summary Tiffany & Company was established in 1837 as a quality jeweler. They use only the highest quality of resources, such as their trademark platinum, to handcraft classic everyday pieces as well as trendy special occasion pieces. While Tiffany & Company is a high end jewelry retailer, there is something for everyone...
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...(MBA 570) Zaved Mannan D-6 Tower Bhaban, Fuller Road Dhaka University Campus Dhaka 1000 Bangladesh Student ID: 11320053 Date: 12.10.2011 Charles Sturt University Australia Executive Summery Coffee World is Swiss based global premium coffee chain and like to expand its business in Spain. Marketers have prepared an original IMC plan based on zero-based planning model. Target markets are mainly tourists (40%), professional (30%), students (20%) and others (10%). This report has analyzed critically Company’s strengths, weaknesses, opportunities and threats in Spain market. Communication objectives can be based on think-feel-do model. Coffee World’s behavioral communication is to offer best product and service to the customer. Marketers will use various MC tools to crack the Spanish market. Campaign message will be “Where The World Meets!” Marketers will use ‘demonstration’ and ‘humor’ strategy to run IMC plan. A detailed IMC plan for Coffee World is discussed in this report. The report will evaluate the effectiveness of proposed IMC plan. Table of Contents Introduction 4 Zero Based Planning 4 Identify Target Market 5 SWOT Analysis 6 Marketing Communication Objectives 8 Developing Strategies & Tactics 10 Integrated Marketing Communication 12 Evaluation Effectiveness 15 Conclusion 15 Appendix 16 References 33 Introduction IMC ensures that all forms of marketing communication...
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...José Francisco Rosselló Solivellas César Jimeno Campos Jose Antonio Rodríguez Cuenca Ernest Llofriu Palou INTRODUCTION ................................................................................................. 3 EXTERNAL ANALYSIS ...................................................................................... 3 MACRO ENVIRONMENT ................................................................................... 3 Economic'factors'and'tendencies'....................................................................................................................'3' Environment'factors'and'tendencies'.............................................................................................................'4' Technological'factors'and'tendencies'...........................................................................................................'7' Demographic'factors'and'tendencies'............................................................................................................'8' Social'and'cultural'factors'and'tendencies'.................................................................................................'9' Political'and'legal'factors'................................................................................................................................'10' MICROENVIRONMENT .................................................................................... 13 Competitors'.....................................................
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...Beer in Spain George A. Murray MG352 International Business July 16, 2010 Abstract This paper explores the possibility of Red Drive Brewery expanding its operations into an overseas market. The country of Spain has been identified as the initial target market for Red Drive’s expansion. Research into this plan has been accomplished using the internet and the Business Source Premier database (BSP). Some of the areas explored in this paper deal with the economics of doing business in Spain, the attitudes of people in Europe generally and Spain in particular toward adult beverages, and an analysis of the overall market for adult beverages complete with specific information concerning beer. Facts and figures are used in an effort to validate a decision rendered as to whether or not to pursue the expansion of Red Drive Brewery operations in overseas markets. Keywords: Alcohol market in Spain, economy of Spain Selling Beer in Spain Spain is located in the extreme southwest portion of Europe. The country shares a border with France to its northeast and Portugal to its west, is bounded by Bay of Biscay to the north, and the Mediterranean Sea to the east and south (See Figure 1). In 1975, the government of Spain moved from a dictatorship to a democracy and began to experience an economy which was both dynamic and rapid in growth [ (CIA - The World Factbook, 2010) ]. The economy of Spain began a period of recession in 2008 with the collapse of its housing market [ (Catan...
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...SAVONIA UNIVERSITY OF APPLIED SCIENCES Savonia Business Marketing Plan in Spain of Black Light Discipline Heikki Karvonen Zhao Yunke Gogunskaya Valeriiya Xie Yuanyuan International Business Administration May 2011 CONTENTS 1 INTRODUCTION 5 2 TITLE 6 2.2 Subtitle 6 2.2.1 Subtitle 6 3 DISCUSSION 6 3.2 Subtitle 6 3.2.1 Subtitle 6 4 CONCLUSION 7 4.2 Subtitle 7 4.2.1 Subtitle 7 REFERENCES OR BIBLIOGRAPHY (examples) 8 5 APPENDIX 1 Title of Appendix 1 9 6 APPENDIX 2 Title of Appendix 2 10 INTRODUCTION With the development of globalization, our company decides to expand our target market to Spain. To make sure we have enough background knowledge about Spain, our company has done some marketing research, such as questionnaire, telephone interview and face-to-face interview before we dealing with the detailed marketing plan. In this marketing plan, we will present the result of our marketing research, and the analysis of marketing mix. The SWOT analysis is also an essential part of this plan. The insights of strengths, weaknesses, opportunities, and threats offer our company a good foundation before implementing the marketing plan. Below is some background information of Black Light Discipline band: Black Light Discipline is a Finnish band founded in 2005 on the idea to make captivating, synth-based grooves with a mix of metal and electro genres...
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...Wrights of Howth BABS III Stephan Schibalsky Illustration 1 : Wrights of Howth Logo Illustration 1 : The Wrights of Howth…………………………………….....1 Illustration 2 : PESTEL……………..……………………………………......4 Illustration 3 : Marketing Mix.…….………..………………….…….............7 II Table of Content 1. Introduction……………………………………………………………………………….............1 1.1 Purpose of the document……………………………………………………………...1 2. Market Selection.................................................................................................................2 2.1 The European Salmon Market..............................................................................2 2.1.1 Germany……………………………………………………………………...2 2.1.2 France………………………………………………………………………...2 2.1.3 Spain …………………………………………………...….………………....2 2.1.4 Conclusion…………………………………………………………………....3 3. Identification of international marketing issues faced by the firm……………………….......4 3.1 PESTEL………………………………………………………………………………….4 3.1.1 Political…………………….......................................................................5 3.1.2 Economi……………………………………………………………………….5 3.1.3 Social…...................................................................................................5 3.1.4 Legal………………………………….........................................................5 3.1.5 Conclusion…………………………………………………………………….6 4. International Marketing Mix……………………………………………………………………....7 4.1 Product.................................................................................
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...Market analysis Scenario: A manufacturer of beds in India wants to expand to European regions and hence wanted to arrive at a result regarding which will be the apt country to enter. There are 2 kinds of market in selling beds, they are ICPB (in care patient beds) and the ACPB (acute care patient beds). The company has certain data regarding the GDP, annual growth expected, birth rate, death rate, fertility rate, physician per patient, and regression coefficient of Central European countries. The target country for the company needs to be identified using all these information. We also have an extra scale to identify the attractiveness of the market. Market attractiveness: (Table 1) | ICPB | ACPB | Very attractive | >2,250,000 | >4,250,000 | Moderately attractive | 1,750,000 – 2,249,999 | 3,750,000 – 4,249,99 | Unattractive | <1,749,999 | <3,749,999 | Market size: The market size in this case can be found by using the formula Market size Y = a + b1 x1 + b2x2 + … In this method ‘a’ is the intercept, ‘b’ is the slope of the variable x and ‘x’ is the independent variable. Since we have all the values to substitute in the formula this method will be the apt one. The following table illustrates the market size for each of the potential markets (i.e., ICPB and ACPB) in all of the Central European countries. The chart below shows the market size of 10 countries. Market size for ICPB and ACPB before growth: (Table 2) |...
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...Iacob University of Huelva HUELVA, SPAIN 2015 Abstract Zara is a retail company belonging to the Spanish company Inditex Group. Currently, Zara has 1,808 stores in 86 countries. This paper will analyse Zara’s business model, based on innovation and flexibility, as well as logistics chain and the various tools used to recognize the continuous changes in fashion trends and turn them into a product marketable within a few weeks. Compared with the competition, Zara has three distinctions: vertical integration to achieve a faster turnaround time; rapid expansion; and use of the store as the main tool for promotion, with low spend on advertising. This company offered a product design and quality, low price. In addition, resources and competences have allowed develop a different business model, where all processes from product design, to manufacturing, distribution and sales are carried out within the same organization. Key words: Strategic Management, Strategy, External Environment, Michael Porter’s Generic Strategies, Vertical Integration, Balanced Scorecard, Globalization Culture Introduction Company Background Four letters that make up a fashion brand known around the world. Zara is a Spanish brand of clothing and accessories and the foundation of Inditex’s success as well as their first retail format. Inditex S.A. is a Spanish multinational group of textile manufacturing and distribution established in 1975 in A Coruña (Northwest Spain) by the visionary Amancio Ortega Gaona...
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...Shelf space assigned to store and national brands: A neural networks analysis Document Information: | Title: | Shelf space assigned to store and national brands: A neural networks analysis | Author(s): | Mónica Gómez Suárez, (Dpto. Financiación e Investigación Comercial, Facultad CC. Empresariales, Universidad Autónoma de Madrid, Madrid, Spain) | Citation: | Mónica Gómez Suárez, (2005) "Shelf space assigned to store and national brands: A neural networks analysis", International Journal of Retail & Distribution Management, Vol. 33 Iss: 11, pp.858 - 878 | Keywords: | Generics, Labelling, Merchandising, Neural nets, Product management, Shelf space, Spain | Article type: | Research paper | DOI: | 10.1108/09590550510629437 (Permanent URL) | Publisher: | Emerald Group Publishing Limited | Abstract: | Purpose – To empirically analyse the relationship between the shelf space assigned to brands and several factors related to store management. Design/methodology/approach – The data come from a study of 40 product categories in a sample of superstores in Spain. The variables are: shelf space occupied by private labels, private labels market share, number of promotions, assortment (number of brands and number of varieties) and prices gap between private labels and national brands. A neural network analysis is then applied to the data. Methodologically, this method is shown to have better predictive power than a multiple regression. Findings – There is a direct relationship...
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...IBA Kolding Table of content 1.0 Intro 3 1.1 Problem proposal 3 1.2 Strategic questions 3 2.0 Internal analysis 3 2.1 Strategic capability 3 2.2 VRIN 5 2.3 VRIO 5 2.4 9 Strategic Windows 5 2.5 PLC 6 2.6 Boston Matrix 6 3.0 External analysis 6 3.1 PESTEL analysis 6 3.2 Porter’s 5 forces 6 3.3 Market Life cycle 7 3.4 Benchmarking 7 4.0 SWOT 8 5.0 Strategies 8 5.1 Generic Strategy 8 5.2 Growth strategy 9 5.3 Logistics and supplier strategy 9 6.0 STP 9 6.1 Segmentation 9 6.2 Targeting 9 6.3 Positioning 9 6.4 M-mix 9 6.5 Profile 10 7.0 2nd question 10 8.0 Conclusion 11 1.0 Intro 1.1 Problem proposal How to develop H&M position on Spanish market and eventually create future growth? 1.2 Strategic questions •What is the problem? Define the demand for high end clothing for woman; increase the number of stores and the sales of products within each of 6 brands. •Why are we doing this? To be at the forefront of both fashion and sustainability •Objectives and goals. To bring fashion and quality at the best price in a sustainable way, with retention of values. •Current performance and where we want to get. There are 6 brands, 3600 stores in 58 markets worldwide and online shopping in 21 countries. Expansion target is to boost the number of stores, each year by 10-15%. 2.0 Internal analysis 2.1 Strategic capability 2.1.1 Resources and Competences 1. Tangible resources: ○ 80% of directly operated stores and...
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