Brand Loyalty

Market Chocolates – like ice cream, toothpaste and milk powder – have universal appeal across all demographics and cultures. But unlike toothpaste and milk powder, chocolate is not considered an absolute necessity; nor is it endorsed by opinion leaders. In fact, dentists and nutritionists often ‘De-market’ the product – especially since it is perceived as being a product that is generally not suitable for children. Despite these constraints, the Western influence of chocolate as a snack, reward or gift has gained universal acceptance.

The habit of housecoat being given as a gift between loved ones, friends and relatives is widespread – and in this respect, chocolate often triumphs over flowers as the gift of choice. The best evidence of this is on Valentine’s Day, seasonal and religious events such as Christmas and New Year, and birthdays and anniversaries. Chocolate is also a popular impulse item, where purchasing is influenced by visibility in stores and by packaging. The Sir Lankan chocolate market has been dominated by many local players. But Kansas is the undisputed market leader, enjoying a 56% market share.

The total imported brand share is sees than 5% in Sir Lankan, which is unusual considering the fact that India as well as other markets in the region are being dominated by foreign brands, which account for more than 90% of their chocolate brands. Kansas, however, has a strong base. It was the premier chocolate long before foreign competitors and local imitators arrived on the scene. The local consumer has been exposed to the unique taste of Kansas for the past 44 years, thereby ensuring brand loyalty. The market is now quite sophisticated, with many pack designs, display configurations,

Along with high gas prices, groceries are going up too. Delivery costs and fuel prices forces companies to charge higher prices to the consumer to cover costs. Utility bills are another issue. Utility companies increase rates and mostly in the summer and winter months when power is being used most. Saving money can always help, and these tips will teach a person the right way. Everyday gas prices seem to get higher and higher. Americans complain about these prices. Many tips on conserving fuel and saving money while doing It are everywhere.

Just by filling up the gas tank on a Wednesday night or early Thursday none can save up to five dollars a week. Most station owners change their prices In anticipation of the weekend traffic. A simple but often overlooked tip is to keep the tires properly inflated and aligned. Driving slower and smarter can save up to twenty five cents a gallon. For every five miles per hour that some drives over sixty miles per hour it costs an additional twenty-four cents a mile, so driving seventy miles per an hour will cast fifty more cents a gallon.

Saving on groceries can help consumers more than they think. The coupling craze has swept the nation. Thousands of consumers are now using coupons. Serious coupon users can save hundreds in Just one visit. People who buy in bulk often save money because larger Items tend to have smaller unit prices over smaller sized products. Buying the generic brand, which Is usually twice the size of name brand and tastes Just as good can cut grocery bills In half. Try to avoid buying pre made lunches or food items will cost more than buying the ingredients to make the product ourselves. Utility company’s rates keep climbing each year. Just turning a light out when walking out of the room can drop that utility bill drastically. Insuring that the house is strongly insulated in the attic and walls a will save a quarter of the bill. Control air conditioning at a happy medium; do not change the temperature more than twice a week, can save up to fifty dollars a month. Consumers can install low-flow shower heads to save on water usage. Most Americans need to change from incandescent eight bulbs to fluorescent light bulbs which last longer and use less power.

Americans can save money to make the purchases they really want. Following these tips can save thousands each year. Saving on gas each year can keep $3,300 In your pocket. Avoid buying name brand foods; these name brands companies often manufacture the store brand at a cheaper price and can possibly save $1 , 100 a year. Can save up to $500 a year. Now that is an average saving of $4,900 a year, a well needed vacation is due after saving that much money!

Cost reduction Now opportunities to the It organization . It increases the brand value of the company 3 How did Softener benefit from introducing its green IT data centre? Answer Low entry cost to customer high efficiency Less operation cost Reduced the complexity due to single sources for all the hardware 4 What are the mall drivers that motivate organizations to adopt Green IT? What was the driver for it is echo friendly echo friendly . Cost reduction enhance the brand value of the company because people are after the renewable products .

Government regulations such as carbon tax . 5 What was the approach used by Softener to adopt Green IT? Answer A multi-tiered ,multi -tenant storage platform . A secure , scalable and customer partitioned network layers , capable of incorporating high touch embedded services . Improved power usage effectiveness Hough low – power draw equipment and sophisticated rack cooling systems to circulate water The ability to remotely specify hardware requirements and provide access to their custom – designed solution within minutes Further Reading Read “Business Basics. UDF”, under “Additional Resources” label on Model, to provide you with a basic understanding of business. References: Balkan, Philips, Lynch & Blakely (2013), Business Driven Information Systems (Australian/New Zealand 2nd edition).

In this case, it is estimated that there are 9 million residential pools in the U. S. The average length of pool usage is 5 months, from May to September, with less people swimming in cold weather from October to April. The majority of chemicals are used during these warm months, but only 25% of these people use chemicals and clarifiers regularly. That being said there are only around 2,250,000 pools that use clarifiers regularly (9,000,000*. 25). From this number, it can be concluded that the maximum reasonable marketing revenue for residential pools is roughly $52,309,152 (39. 06*2,250,000*. 25*14. 8/25) based on the manufacturer price of Coracle. Coracle’s main competitors, Keystone Chemical, Jackson Laboratories, and Kymera each possess 15%-20% of the market share, leaving 40%-55% of the market share to Coracle and other smaller competitors. If you factor in Coracle’s three main competitors along with the many other smaller-scale suppliers, it can be suggested that roughly 15% of the market share is what Coracle needs to address. It can then be concluded that the addressable market size for Coracle is around $7,846,373 (. 15*52,309,152). I would conclude from the above analysis that the first year goal of $1. million in sales is reasonable for Coracle. If you divide the addressable market size of $7,846,373 by 5 (5 months of average pool usage), it comes to around $1. 57 million, only slightly higher than the target $1. 5 million. One of the reasons Soren Chemical is struggling to sell Coracle is because it is new to developing a brand and relatively inexperienced with marketing to wholesalers, retailers, pool services and consumers. This inexperience has led to miscommunication in its marketing channels, causing only 30% of consumers who inquired about Coracle to actually receive the information regarding the product.

Also 70% of consumers stated that Coracle was not even offered by their distributers. These issues clearly point to the fact that Soren Chemical’s inexperience is affecting sales and preventing it from communicating the benefits of Coracle to the consumer. Also the distribution channel structure Soren has to go through might also have a negative effect on sales. The distributor and retailer demand a 30% and 15% gross margin, increasing Soren’s price from $14. 88 per unit to $25 per unit. Consumers find this inconvenient and expensive.

In order to determine the highest price Soren can set for Coracle along with how Coracle can be priced relative to consumers, the actual worth to end-users must be considered. One way to estimate the worth to end-users would be to calculate the annual EVC of Coracle. This can be done by using the annual cost of a substitute as the reference value and adding it to the differentiation value of the two products. One substitute, ClearBlu, has an annual cost of $56. 25, the reference value. Coracle reduces the need for chlorine, treatments, and enzymes, and for pool owners and reduces their annual chemical cost by 20%-30%, for an average of 25%.

ClearBlu reduces the annual cost of chemicals for pool owners by 15%, making the increase in savings by using Coracle 10%. The annual chemical cost excluding clarifiers is $300. Thus the annual EVC of Coracle is $56. 25+. 1*300=$86. 25. Coracle should initially adopt a push strategy because it is a new brand and possesses low brand loyalty and awareness. A push strategy would create awareness among consumers and expose the product to them. A push strategy would also encourage distributors to stock their shelves with the product.

According to the study, only 25% of consumers use clarifiers regularly and understand their benefits. This displays a low involvement in the purchasing decision of consumers and further proves that push strategy would be more beneficial for Coracle. Conversely, Coracle could also adopt a pull strategy and focus more time and money on communicating the value of the product to the consumer. This would be done through advertisements and raising brand awareness. However, such an expenditure would be costly and time consuming, making a push strategy appear to be more efficient.

What can brown do for you? More businesses and consumers are realizing the benefits of UPS are much more than simply delivering packages. With the brand image and symbol revamp, business has been through the roof with more people taking advantage of the offerings of UPS. UPS was ready to claim more of the market share and influence consumers to think of and use UPS for their personal delivery and business needs.

The Integrated marketing communications approach was the best solution to expose all of the offerings of UPS and how much of a benefit UPS is, not only for businesses but consumers as well. UPS was determined to change their image as a company and as a brand and has had extreme success in doing so. From the transformation of the UPS symbol, to the revamped advertising methods, to the UPS Store, more of the market has found a way to utilize the services offered by UPS.

Many consumers originally thought all UPS did was deliver packages and offer package tracking, but with the integrated marketing communications approach, the market is now realizing all that is offered. Multiple marketing approaches were necessary to reach a broader market. Instead of limiting the marketing to a particular group, the exposure expands with different marketing approaches. Business print, trade print, industry specific print, and radio on a local market basis helped reach the masses while advertising different services provided to appeal to everyone’s needs.

UPS made a conscious effort to reach five target markets which include shipping decision makers, front office decision makers, small business decision makers, senior level decision makers, and the newest target, the end consumer. For each market, the focus is on how can we help you. Offerings such as viewing and paying bills online, preparing billing reports to monitor shipping expenses, managing staffing for high volume shipping and receiving and even an online packaging advisor help to meet the needs of more people. “Getting started,” 1994-2013) Brand recall is extremely important in business. Most businesses look at having a brand recall rate of over 50% as a positive. UPS’ brand recall rate is between 97 and 98 percent which is a rate that is obviously dominating the market and has a significant impact on profit, new business and repeat business.

UPS has won multiple rewards and continuously earns high ratings in various fields including taking top place in Customer Loyalty Index which goes hand in hand with brand recall. For the fourth consecutive year, Brand Keys Customer Loyalty Engagement Index ranked UPS #1 in the Parcel Delivery category, citing brands best able to engage consumers and create loyal customers. ” (“Business excellence,” 2013) The new slogan “What can brown do for you” is indeed a catchy one but also provokes thought. The slogan paired with information on different aspects of UPS has allowed consumers and businesses to think outside of the box and utilize the services offered to help them operate more sufficiently with great ease.