Global and US beverage industry – macro environment * In 2009 the global sales of beverages industry was $ 1 581,7 billion, with a forecasted sales value of $ 1 775,3 in 2014. * In 2009 48,2% of the market share belonged to carbonated soft drinks, 29,2% to bottled water, 12,4% to fruit beverages, and the rest to alternative beverages. * Consumers were reducing their consumption of carbonated soft drinks, with a growth of – 2,3% in 2009. Consumer preferences have shifted. * The global
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Garnier is a new entrant into the Dutch market and as such is a relatively unknown quantity with neither positive nor negative brand perceptions. • To build the brand, L’Oreal will need to start from scratch although they already have the distribution channels - sales people, retailers, logistics, and back office operations in place to give the new brand a head start. • The brand is highly successful in neighbouring French and German markets however Dutch consumers are seen as having their own unique
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expanded distribution in order to increase our revenues and growth rate. Action Plan The Girlfriends: Cupcakes has strong product benefits compared to current market offerings. To achieve our objectives we will offer our unique cupcakes at a suggested retail price of 99php per 1 order. Our current distribution covers 75 percent of the market. At this time we will not expand our distribution to access the other store retail channel. We will increase our sales force by 5 persons and add a sales trainer
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Income Summary for Year 20x1 | | ($) | ($) | Sales revenue | | 975000 | Less: | | | Cost of Goods Manufactured | 665000 | | Cost of closing inventory | 47500 | | Cost of sales (cost of goods sold) | | 617500 | Gross profit | | 357500 | | | | Less: Non-production costs (SDA) | | | General Manager's salary (Sarah Newsome) | 28000 | | Sales commission payable to agents (variable) | 9750 | | Distribution/shipping costs to customers (variable) | 6500 |
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Barilla SpA is the case study that I will be examining in this paper presentation. I will be looking critically into some of the issues why the Just-in-time-distribution (JITD) program that was proposed by Brando Vitali who had served as Barilla’s directors of logistics before Maggiali had met a strong resistance both from the distributors and the sales and marketing organization. Vital had proposed rather than follow the traditional practice of delivering product to Barilla’s distributors on the basis
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3: Himanshu Kamat (22) Hitesh Mahansaria (24) Sahil Gupta (88) Prachi Bansal (84) Kuntal Panja (106) Overview of HUL Distribution Network Sales Force Management Incentives Financial Analysis Maintaining Favorable trade relations Providing innovative incentives to retailers Organizing demand generation activities Logistic Support Evolution of Sales Force Salesman Registered Wholesaler A stock point for company’s products in that market Products manufactured
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International Sales and Distribution Management [Author Name(s), First M. Last, Omit Titles and Degrees] [Institutional Affiliation(s)] Author Note [Include any grant/funding information and a complete correspondence address.] Abstract This study focuses and aims to know the difference between domestic and international markets and how to understand how to choose the market, to learn the economic ,legal and cultural aspects of international marketing environment, to understand the
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GUNECHA Submitted to: Dr. ROHIT SINGH 28th November 2014 TABLE OF CONTENTS SR. NO | TITLE | PAGE NO | 1. | INTRODUCTION | 1 | 2. | RATIONALE OF ENTRY | 2 | 3. | SALES AND DISTRIBUTION OF ELECTRONICS INDUSTRY | 3-4 | 4. | DESIGN OF DISTRIBUTION SYSTEM | 5-6 | 5. | MANAGING AND OPERATING THE DISTRIBUTION SYSTEM | 7-10 | 6. | CONCLUSION | 11 | Introduction The electronics industry emerged in the 20th century and have mixed with the generation in development of all manner
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Table of Contents Introduction 4 Mobile phone industry in India 4 Nokia in India 5 Nokia distribution structure in India 6 Role of Channel Partners 8 Margins at each level 10 Distributors Coverage Plan 11 Infrastructure required by distributor 11 Support provided by the company to the distributor 13 Credit/ Payment terms 14 Major Problems Faced by the distributors 14 Major Points of conflict 15 Major Problems/ Issues identified 16 Recommendations 17 Refrences 18 People Contacted
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direct seller of beauty products. Headquartered in New York, USA, it reported US $ 10.7 billion as annual revenues in 2012. Avon’s business was based on the traditional marketing model of door to door selling, through a network of 6.4 million active sales representatives (reps) who sold the products directly to consumers. Over the years, Avon expanded its business to other parts of the world, and had a presence in more than 100 countries across the globe. It was highly popular in emerging markets like
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