...Section III • Data Analysis……………………………………………………………………………………….21 i. Demographics……………………………………………………………………………21 ii. Awareness………………………………………………………………………….……..23 iii. Importance of Factors influencing Purchase………………………………25 iv. Consumer Attitude……………………………………………………………….……27 • Private Label Vs National Brand: Brand Strategy………………………………….36 • Findings of Research………………………………………………………………………..….40 Section VI • Implications for Retailers……………………………………………………………………..41 • Suggestions ………………………………………………………………………………………...42 • Conclusion……………………………………………………………………………………………43 Bibliography………………………………………………………………………………………………..44 Appendix: Questionnaire……………………………………………………………………………….46 Contents of tables 1. Determinants of Success of Private Labels……………………………………………16 2. Descriptive Statistics 1…………………………………………………………………………26 3. Descriptive Statistics 2……………………………………………………….………………..31 4. Correlation Matrix…………………………………………………………………..…………..33 5. Communalities…………………………………………………………………………………….34 6. Component Score coefficient Matrix…………………………………………….……..35 7. Private Label Strategy………………………………………………………………………….36 8. Segmentation Strategy………………………………………………………………….…….37 9. Product Vs Store Branding……………………………………………………………..……37 10. Key...
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...analyze sales data continually and make appropriate adjustments in prices and the inventory level Develop an assortment plan Determine appropriate inventory level & product availability Buy merchandise Monitor & evaluate performance & make adjustment Forecast category sales Allocate merchandise for stores Develop a plan for managing inventory Have to balance the interests of both vendors, retailers, customers Merchandise Management • A merchandise category is an assortment of items that customers see as substitutes for one another (the depth of merchandise) – different favors, tastes & brand names of the same product (beverages) – vendors & retailers may define their own categories different in functions or product attributes and consumer behaviors – shampoos vs. conditioners (personal care products), paper towels (paper products) vs. detergents (cleaning aids) (manufacturers vs. retailers) – supermarkets tend to manage category by brands; a buyer for each brand (good for stocking, distribution & promotion but less efficiencies & may result a wastage due to overlook the interdependencies between SKUs) – department stores manage merchandise by categories; a buyer oversees all merchandising activities for one single category – category management...
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...Brands that Inspire, Empower and Indulge 2 Fortune: #258 Sales: $10.5 billion Mkt Cap: $15 billion 3 A Queen A Stanford MBA The Golden Bridge ? 4 Key Facts L Brands was founded in 1963 as a specialty retailer of and other apparel. It offers lingerie, fragrances, cosmetics, shower gels, lotions, soaps, sanitizers, accessories, and operates more than 2,600 retail stores Bath & Body Works outlets in North America was founded by a Stanford MBA, Ray Raymond, in 1977 because he felt embarrassed buying lingerie for his wife at department stores The name is based on Queen Victoria of England who had nine children and was believed to have worn sexy lingerie Raymond sold the company to L Brands in 1982 for $1 million and filed for bankruptcy after several failed start-ups. He jumped to his death from the Golden Gate Bridge in 1993 $2 billion in sales, thanks in large part to its catalogue, models and focus on women, making lingerie not only functional but desirable 5 Organization: A Culture of Pink HQ in Columbus, OH Employees: 90,000 Wexner CEO for 50 years O L Brands CEO: Mr. Leslie Wexner E S MAST Global Logistics LLS Logistics Bath & Body Works CEO: Ms. Sharon Jester CEO: Mr. Nicholas Coe VS Pink CEO:Ms. Denise Landmn La Senza CEO: n/a Henri Bendel CEO: n/a VS. Stores CEO: Ms. Lori Greeley Brands with high emotional content Corp values: care for the customer, passion and diversity In transition due to recent...
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...Tool ................................................ 2 Modern Retail Gains Further Popularity.................................................................................... 2 East and Northeast India .......................................................................................................... 3 North India ................................................................................................................................ 4 South India ............................................................................................................................... 5 West India ................................................................................................................................. 6 Rural Vs Urban Key Trends and...
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......................... 5 Table 1 Table 2 Table 3 Table 4 Table 5 Table 6 Table 7 Table 8 Table 9 Table 10 Table 11 Table 12 Table 13 Table 14 Table 15 Table 16 Table 17 Table 18 Table 19 Table 20 Table 21 Table 22 Table 23 Table 24 Table 25 Table 26 Table 27 Table 28 Table 29 Table 30 Table 31 Table 32 Sales of Wine by Category: Total Volume 2006-2011 .................................. 5 Sales of Wine by Category: Total Value 2006-2011 ..................................... 6 Sales of Wine by Category: % Total Volume Growth 2006-2011 ................. 6 Sales of Wine by Category: % Total Value Growth 2006-2011 .................... 6 Sales of Wine by On-trade vs Off-trade Split: Volume 2006-2011................ 7 Sales of Wine by On-trade vs Off-trade Split: Value 2006-2011................... 7 Sales of Wine by On-trade vs...
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...National Branding vs. Private Label Branding | National brands typically have a better value for the consumers compared to a private label brand, because national brands generally sell far more than private label brands. In all probabilities, consumers believe that the national brands are typically of higher quality. Whether this belief is factual or not is irrelevant to the outcome in the market, as long as consumers believe it. There is very small difference in quality between some national brands and private brands, yet consumers pay more for the national brands. Usually, it is hard to know, without the aid of chemical analysis or other forms of tests, whether private brands match national brands. Uncertainty may occur due to many reasons. For example, a bread company produces many private-label breads. This however does not mean that private brands are of the same quality as the name (national) brand. The bread company may differ in its formula when producing private brands, and we should also consider that the private brands may not be as fresh as the national brands (Kis 10). Similarly, we can also look at the case of say the largest brewer of beer in your region under its own national label; can also be among the biggest supplier of private-label brand of beer. Many private-label brands of wines and spirits as you have witnessed are produced by well-known national-brand companies. Consumers are usually willing to pay more for national brands, because they are...
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...increase the private labels (brand from the retailers) and increase the discount. When you cannot differentiate on the products than you do it on the price. In many markets, this is the most important criteria. In this case, painting is a commodity and it is very difficult to differentiate on the product for commodities. Thus, they will play on the price. 1) DIY - Price sensitive segment - Value : perceived quality = brand DIY Value PRICE SERVICE BRAND mass merchandiser Small shops Mass merchandis * low cost structure * good distribution network * high marketing * mass production (people who know their job) budget * private label -> confidence, proximity DIY buy these products on a non regular basis because they are not everyday products, not FMCG, they are Slow MCG, that a consumer buy every 4/6 years. How this characteristic (SFMG) influence the way the industry brands its products and communicates about the products? What is the impact on the brand and the communication? Customers will forget about the brand. Ex: A survey run for mattresses shows that 30% of the population in Belgium does not remember the brand of the mattress they bought after 3 months. → It depends on the value and implication (linked to the value) BRAND STRATEGY If you want to build...
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...Drivers of Brand Commitment: A Cross-National Investigation Name Institution Drivers of Brand Commitment: A Cross-National Investigation Introduction Brand commitment is the degree of psychological links between consumers and service or products they purchase. In fact, commitment towards a brand is the loyalty of consumers towards certain services and products produced by distinct businesses. Brands are a vital component of businesses, this is because they develop customer relationships which eventually results in performance of the business (Eisingerich & Rubera, 2010). Customer brand loyalty is repetitive purchasing of the particular service or product with biasness over other commodities attributed to the psychological evaluation by the consumer. Businesses are thus tasked with cultivating high brand commitment by using brand drivers to enhance performance. Brand drivers are attributes which generate strong impacts on the customer purchasing behaviors (Perrey, Spillecke & Armstrong, 2011). Brand commitment can be further elaborated as a consumer’s psychological pledge to have a long term attachment in terms of relationship towards a service or product they purchase into future times (MacInnis, Park, & Priester, 2014). Brand commitment is the supportive longevity behavior that a consumer exudes intentionally for a service or product. Initially, brand commitment starts with a consumer wanting to possess the particular service or goods which later...
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...J. Carscadden, K. Matheson; M. McLaughlin, S. Creet, L. Grossman, K. Callahan, E. Clark, J. Sitrin, D. Remlinger EXECUTIVE SUMMARY 'In revitalising the brand, the goal is not only to generate added sales levels but to have them based upon enhanced equity, a move which involves improved recognition, enhanced perceived quality, changed associations, an expanded customer base and increased loyalty.' David A. Aaker – Professor of Marketing Strategy at University of California at Berkeley. This is a story of risk and reward. About having the guts to effectively withdraw the Hostess Brand from the market, even though it was Canada’s largest snack food trademark and the company's flagship brand – in favour of replacing it with an old, weak brand – and then making that old brand the national leader, in its first year. The salty snacks market is notorious for its myriad brands, line extensions, flavours, and snacking variants, each striving to hook consumers with something new. It is fiercely competitive, and in 1996 (the base year for this case) Hostess, the market leader, had just over a 10% share. How do you relaunch an old weak brand into this snacking frenzy, when it has no product news, and is merely a good, old-fashioned potato chip? This paper describes how. The Lay's relaunch exceeded all objectives, and catapulted the brand to market leader in only 12 weeks. The relaunch is so recognized by Frito–Lay that the same strategy and creative, adapted to local needs, is being used...
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...time. Research objective * Determine the target group, market potential and current market share. * Determine other brands preferred by target customers and close competitors. * Determines the distribution network and promotional strategy offered by company, as compared to its competitors. * Determine the retail network, shelf space and shelf life of the product. * Analyze the distribution network and efficiencies. Research Question * What other brand customers prefer, and what are the most important criteria they consider while making their purchase. * What is the willingness to pay, and how promotion strategy influences their purchase decision. * Awareness towards the microbrew. * Shopping preference – Gas station / Grocery store / Specialty store * Willingness to try new microbrew flavors vs other beer flavor. And important criteria to consider while trying new brands. * Frequency and volume of consumption. Variables to measure * Willingness to switch * Demographics and lifestyles * Overall population, and consumption rate This seems to be a problem with either branding or distribution or the taste of product, which is limiting customer’s intention to try new microbrew flavors, and prefer national brands over local microbrew product. To understand the reasoning, we have to determine the primary reason why other brands are preferred even within the microbrew and what could make it better. Based on the above research questions, idea is...
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...ENTREPRENEURSHIP PROJECT BRAND RIVALRIES Name of the school : SHARJAH INDIAN SCHOOL NAME OF THE STUDENT : DAN K. JOHN CLASS : XII-E CBSE ROLL NO. : ACADEMIC YEAR : 2012-2013 TEACHER IN CHARGE : MR. JAMES THOMAS INDEX SL. NO. | TITLE | SOURCE OF THE PROJECT | PAGE NO. | SIGN OF THE TEACHER | 1 | Acknowledgement | - | | | 2 | Brand RivalryAn INTRODUCTION | www.wikipedia.org | | | 3 | PepsiAn Introduction | www.wikipedia.org | | | 4 | Pepsi the history | www.wikipedia.orgwww.pepsiarabia.com | | | 5 | Products Of Pepsi | www.wikipedia.org | | | 6 | Coca-Cola An Introduction | www.wikipedia.org | | | 7 | Coca-Colathe history | www.cocacola.com | | | 8 | Products Of Coca-Cola | www.wikipedia.org | | | 9 | Pepsi Vs Coca-Cola A Comparison | www.versus.com | | | 10 | Pepsi Vs Coca-Cola THE COLA WAR | www.slideshare.netwww.scribd.com | | | 11 | Pepsi Vs Coca-Cola Which Cola brand is the Better Investment? | - | | | 12 | Pepsi Vs Coca-Cola PRESENCE IN INDIA | www.infobarrel.com | | | 13 | Pepsi Vs Coca-Cola Marketing | www.google.com | | | 14 | Pepsi Vs Coca-Cola Advertising Strategies | www.google.com | | | 15 | Pepsi Vs Coca-Cola Conclusion | - | | | 16 | BIBLIOGRAPHY | - | | | ACKNOWLEDGEMENT I have taken efforts in this project. However, it would not have been possible without the kind support and help of many individuals...
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... 1) INDUSRTY ANALYSIS: STRUCTURE INDUSTRY ECONOMICS BRAND CATEGORY BUYER (CONSUMER) BEHAVIOR- I. structure 3 TYPES OF PRODUCTION/ participants- concentrate producers, bottlers and retail outlets 40 concentrate producers who make the flavors of the syrup. Responsible for national consumer advertisement, national promotions , & marketing research. 100 bottlers who sell to retailers- in store displays, campaigning. Merchandising and sales. Key success factor, without them the concentrate producers cant get their product to the supermarkets. Owned by either the producers which is verticle integration or franchises. Retailer outlets- supermarket, fountain, convenience stores, small retail outlets (independent Grocery store) II. industry economics Concentrate producers should sell more regular because they have higher sales with regular over diet. Cost them less to produce as well. III. Brand & category Over 900 registered brands in the market. Top 10 brands make up 71.4% market share all sold by coke, Pepsi, dr. pepper, and none of them sell orange drinks. Growth share matrix- current product, current market (market penetration such as arm and hammer) & new product, current market (new product development) if you have current product in a different market you have new market expansion and new product new market then that is market diversification. Soft drink category- diet vs. regular, & flavors (lemon lime etc.) IV. Porters...
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...1. Introduction The purpose of the report is to give recommendations on what Coke Zero must do in the way of altering their current marketing mix to expand and grow their product and brand. 2. Summary The outcome of the report is to identify what parts of the marketing mix need to be altered to meet the needs of the critical success factors. 3. Coke – The Company Coca Cola have evolved over the last century into a multinational leading manufacturer, distributer and marketer in the soft drinks industry that currently operates in over 200 countries (Coca Cola 2013). Based in Atlanta, Georgie, the Coca Cola company sells more than 400 different brands that produce over 3000 different products include Coke Zero. Coke Zero is a zero sugar drink introduced in 2005 and is designed to taste exactly the same as regular Coca Cola. It was primarily targeted towards the young male audience of ages 16-24, because Coca Cola realised that young men didn’t want to purchase drinks that had the word “diet” in. This was due to diet drinks being seen as feminist to this target market. Coke Zero biggest current competitor is Pepsi, Pepsi have their own zero sugar drink “Diet Pepsi”. Coca Cola holds a much larger market share than Pepsi with over 50% in the global market. (IBTime 2013). However this is not the case for the Middle Eastern and Asian markets where per capita consumption is higher for Pepsi than Coke (Tamara Rutter 2013) 4. Coke – Critical Success Factors “Critical success factors...
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...Wal-Mart vs Whole Foods: The Battle Over Organic Pricing By Daniel Kline | April 12, 2014 | Wal-Mart (NYSE: WMT ) has announced plans to carry the Wild Oats brand of organic groceries and promises to reduce customer cost by at least 25%. That move directly targets Whole Foods (NASDAQ: WFM ) and The Fresh Market (NASDAQ: TFM ) , which have built their businesses around selling higher-priced organic groceries. The Wild Oats line, which dates back to 1987, relaunches at Wal-Mart later this month with what a press release describes as "a new, more affordable price point on quality products covering a broad variety of categories – from salsa and pasta sauce to quinoa and chicken broth." The company promised that its prices will be 25% or more lower in comparison to national brand organic products, a claim the company bases on item price comparisons (per ounce) of 26 nationally branded organic products available at Wal-Mart stores that was conducted earlier this month. "We know our customers are interested in purchasing organic products and, traditionally, those customers have had to pay more," said Jack Sinclair, executive vice president of grocery at Wal-Mart U.S. "We are changing that and creating a new price position for organic groceries that increases access. This is part of our ongoing effort to use our scale to deliver quality, affordable groceries to our customers." If Wal-Mart has anything, it's the scale required to force down prices. With over 4,000 stores in...
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...The current issue and full text archive of this journal is available at www.emeraldinsight.com/0265-1335.htm IMR 28,2 The role of context in assessing international marketing opportunities Susan P. Douglas and C. Samuel Craig Stern School of Business, New York University, New York, New York, USA Abstract Purpose – The choice of which country or countries to enter is a critical decision and needs to be made with considerable care and deliberation. Initial market entry decisions have typically focused on country evaluations based on macro-economic data. While appropriate in providing an initial screening of countries, other factors, notably contextual factors, can provide important insights in assessing international market opportunities. The purpose of this paper is to examine the impact of context at four distinct levels. Design/methodology/approach – The literature on the influence of context on consumption and purchase behavior is reviewed to provide a framework to understand contextual factors as a means to refine entry strategy and develop effective segmentation strategies. Findings – A wide range of contextual factors exert influence on consumption choices and contribute to within-country heterogeneity. These are typically examined at the macro-level, but also need to be examined at the meso-level, micro-level and situational level to fully assess market opportunities and establish viable market segments. Practical implications – Examination of contextual factors...
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