30 May 2010 Pg 2 THE YOUTH RULE! Pg 9 KNOWLEDGE IS POWER Pg 17 NIKE BOUNCES BACK 2. GENERATION NEXT 30 May 2010 MASTERS OF THEIR UNIVERSE: MEET THE GROUP THAT ACCOUNTS FOR MOST OF OUR POPULATION WHETHER YOU LIKE IT OR NOT ... Today’s youth rule! Picture: JEREMY GLYN HOW AND WHY THE STUDY WORKS ● Their annual direct spend, as per the study, is over the R95bn mark ● They are the key household inf luencers — to the tune of more than 60% ● They are the future
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BUSINESS Assignment Brief Student Name | Isabel Tomas | Email Address | Isabeltomas@hotmail.co.uk | Programme Title: | BTEC Level 3 90 Credit Point Extended Diploma | Unit Number/Title: | UNIT 3 | Title of Assignment: | BUSINESS MARKETING | Assignment Internally Verified by: | | Date: | Tutor Name: | Greg Lewis | Issue Date: | 27/02/2015 | Submission Date: | 22/03/2015 | Re-submission date | 20/05/15 | | Targeted Criteria Within This Assignment | Criteria | |
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9-706-411 REV: NOVEMBER 21, 2006 PANKAJ GHEMAWAT CARIN-ISABEL KNOOP DAVID KIRON AmorePacific: From Local to Global Beauty In 2005, Suh Kyung-Bae, President and CEO of South Korean cosmetics company AmorePacific, surveyed a map in his office in downtown Seoul: We have held off major multinational players, the L’Oréals and Estée Lauders, in Korea and are competing successfully with them around the world. We went to France, the Mecca of beauty products, and developed the #4 fragrance in
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FOSSIL , INC.: EVOLUTION OF THE BRANDED FASHION WATCH On an April morning, 1993, Tom Kartsotis woke up worth over $42 million on paper and owner of a considerably stronger company. The previous day’s initial public offering of 2.4 million shares had returned $18.7 million to Fossil. Starting from modest beginnings, Fossil had emerged as a major competitor in the highly-competitive branded fashion watch industry. Tom’s months of hard work had resulted in a successful initial public stock offering
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investigation involving premium brands in Thailand and India reveals that consumers of genuine items adopt one of three strategies when faced with the prospect of their favorite brands being counterfeited: flight (abandoning the brand), reclamation (elaborating the pioneering patronage of a brand), and abranding (disguising all brand cues). The author examines these strategies in detail, revealing how the potential loss of exclusivity and prestige can either drive genuine-item consumers away from
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STRATEGY 2015 Articles | Books & Chapters | Cases | Core Curriculum Course Modules | Simulations | Video Harvard Business Publishing serves the finest learning institutions worldwide with a comprehensive catalog of case studies, journal articles, books, and elearning programs, including online courses and simulations. In addition to material from Harvard Business School and Harvard Business Review, we also offer course material from these renowned institutions and publications: ABCC at Nanyang
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A01-06-0007 Graeme Rankine Fossil, Inc.—Global Watches and Accessories While we found that Fossil has very strong brand recognition among teens in the watch category, we believe watches are less important to teens than other accessories in the current fashion cycle. According to our proprietary research, interest in the accessories category declined 19% on a yearover-year basis this Fall following the 16% decline seen this past Spring. Given that handbags continue to sell well across the industry
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particular linkage between rational and emotional value through the brand and map the degree of luxury of a brand by assessing what actually differentiates the luxury products from the rest. This is not done in the traditional way of assessing the marketing mix (4P, 6P or 7p etc.) or examining the key features of the product but by building and managing a more integrated and knowledgeable approach, supported by the proposed models. Although the paper makes strong reference to luxury fashion, the comments
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Lecture 1 – Chapters 1 and 2 Chap 1 Marketing is the process by which companies create value for customers and build strong customer relationships in order to capture value from customers in return * Deal with customers, satisfying customers’ needs * Attract new customers by promising superior value * Keep and grow current customers by delivering satisfaction Marketing Process Understand the marketplace and customer needs and wants * Customer needs, wants and demands
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Think Strategically This page intentionally left blank T H I N K STRATEGICALLY Xavier Gimbert Associate Professor, Business Policy Department, ESADE Business School © Xavier Gimbert 2011 All rights reserved. No reproduction, copy or transmission of this publication may be made without written permission. No portion of this publication may be reproduced, copied or transmitted save with written permission or in accordance with the provisions of the Copyright, Designs and Patents Act
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