Marketing Plan

Strategic Marketing Plan for IKEA who are focusing on greater growth and development of the ‘middle class market’ in India

IKEA GROUP

Ikea is a Dutch worldwide company native Sweden specialized in the retails furniture. The company has been created in 1943 in Almhult (Sweden) at the vision is ‘’ To create better everyday life for many people” IKEA selling ready to assemble furniture. They have 338 store in the world in 41 country, in 2011 the group made a turnover of 25 Billions dollars and 3 billions dollars of net income. Actually they have more than 150 000 employees.

CULTURE AND TRADITION

The second population world rank, India, by its geography and its history, presents a multitude of peoples giving to its culture a wealth and a variety in term of religion, kitchen, art or garment.

An outstanding phenomenon in the Indian society is the law of castes, religious reality come from the Hinduism. In India, castes are subdivisions of four classes of the society. In the summit, Bhuminar are the priests and the teachers and can live as well in the misery. We find afterward Kayastha, noble persons which their function is to administer the society, the Kumi: storekeepers and farmers, and the Yodav: servants and artisans. Finally, there is also pariah or the untouchable, who are in precarious situation and are considered at the bottom of the social scale.

The cultural contribution of the various peoples is made by artistic manifestations. In architecture, the Moslems brought the motive for lotus and the medieval time, the religious architecture. The music and the dance also knew several influences which made it typically Indian arts. Finally, the cinema occupies an essential place in the Indian culture. As a matter of fact, the Indian culture, thanks to its variety of ethnic groups, of languages, religions and customs, knew how to build up itself its own
identity.

Every religion and every region has its own name-days, besides the numerous national leaves. One of the first events of the year is the holiday of the Republic. January 26th shows the birthday of India republic, in 1950. A spectacular military parade in New Delhi, the capital, constitutes one of the main attractions.

LANGUAGE AND RELIGIONS

One of the first peculiarities of the Indian culture is the variety of the religions; numerous religions live on the Indian Territory. We can find in great majority the Hindus (79,8 %), Moslems (13,7 %) and also Buddhists, Jews, Christians, Sikhs, Jaïn. These differences faiths are often source of tension but the customs and the numerous religious holidays remain shared by all and enrich the Indian culture.

The constitution of India recognizes twenty two constitutional languages. There are many other regional languages and a very big number of dialects, Hindi is the main language of 30 % of the population. There are mainly two families of languages: the indo-Aryan languages (family of the Indo-European languages) in the North and the Dravidian languages in the South. Besides, English is the working language for numerous occupations (justice, data processing) as well as the language of study about 5 % of the population.

WAY OF LIFE

The population is even today a very rural population, jobs are divided in: 60 % in the agriculture, is 17 % in the industry and 23 % in the services. It is the country which have most engineers in data processing and its impressive variety of tastes and colours through the cooking or the fashion bring at the Westerner’s this more and more marked tendency ” made in India “.

INDIA MARKET

The Indian GDP is 1 843 $ dollars in 2011 according to the World Factbook CIA. The GDP per capita was 3700 $ in 2011 according to World Factbook CIA. Based on the same Agency in 2011 Agriculture representing 18,1% of the GDP, 26,3 for the industry and 55,6% for the services. The India GPD is the number in the world but number 4 in terms of purchasing power after the United States, China and Japan. The Indian middle class has more than 70 million people and is constantly evolution. The sectors that benefit the environment are foremost, services and manufacturing. According to a study by Jean-Joseph Boillot, former financial advisor to the Economic Mission in New Delhi, India’s growth will outpace China by 2010-2015. And in his book “The Indian economy,” he predicts that India will be the biggest rival to China in 2020.

INDIA FURNITURE MARKET

In India Furniture Market Representing 0.5% GDP, for information is about 8 billions $. With a demand steadily increasing the importation. The Indian furniture market has been an increase of 2.9% over the five past years, and with the economic growth of the country provides forecasts upof 8% in the five next years

INDIA COMPETITORS

I reported 5 main competitors on the market:

• 1- Furniture brand: Godrej Interio
  Parent Company: Godrej & Boyce Mfg. Co. Ltd.
  Head office Location: Mumbai
  Product Categories: Bedroom, Living Room, Study Room, Dining, Kids, Kitchen, Home accessories, Mattress, seating, desking, storage, carpet, healthcare, Lab, marine Store locations: Across India
• 2- Furniture brand: Zuari
  Parent Company: KK Birla Group
  Head office Location: Chennai
  Product Categories: Home Furniture, Soft Furnishing, Home accessories, Lighting, Kitchens Store locations: Across India
• 3- Furniture brand: Home Town
  Parent Company: Future Group/Pantaloon retail
  Head office Location: Mumbai
  Product Categories: Home Furniture, Soft Furnishing, Home accessories, Lighting, Kitchens Store locations: Across India
• 4- Furniture brand: home
  Parent Company: Nilkamal Ltd.
  Head office Location: Mumbai
  Product Categories: Home Furniture, Soft Furnishing, Home accessories, Lighting, Kitchens Store locations: Pune, Surat, Baroda, Mumbai, Kochi, Hyderabad, Ghaziabad, Ahmedabad,Chennai, Coimbatore, Banglore
• 5- Furniture brand: Evok
  Parent Company: Somany Group/ Hindware(HSIL)
  Head office Location: Gurgaon
  Product Categories: Home Furniture, Soft Furnishing, Home decor, Flooring, Modular kitchens, Bath, decorative Lighting Store locations: New delhi, Indore, Kochi, Jaipur, Bangaluru, Faridabad, Ghaziabad, Gurgaon,Chandigarh, Lucknow, Pune, Noida, Hyderabad, Mumbai, Ludhiana

OPPORTUNITIES AND THREATS

India entices the biggest companies of the worlds and the opportunities offered by the Indian market are considerable. The idea to implant Ikea follows this movement. What is interesting to become established in India?

Its capacity of consumption makes of India one of the most important markets of the world, India is a source of growth in term of demand (350 million Indians have a purchasing power superior to 3.000 dollars a month) whereas the poor population decreases in 1 % a year. The potential market offered to Ikea in case of establishment would there be immense. Then India is brought
to raise itself among the major actors of the world economy thanks to its knowledge already recognized in sectors of services and the data processing. Today for Ikea settle down would be an advance referring to the competitors in term of market knowledge and the recognition concerning the population. Other key point, availability of the Indian manpower which is absolutely extraordinary. This availability brings earnings in term of cost, of time and in term of ability to react which is an unmistakable advantage.

India is a new El Dorado for the European and American companies, but risks of failure and market threats still present. The Indian market is protected, with slow administrative procedures so the difficulties often to make approve products in time can be a brake for Ikea Other risk is classic for emerging countries and concerns the financial or political crises. Important risks in protection of the intellectual property and the corruption still persist. On the other hand, the variety of the languages and the cultures in India is a difficult problem to manage for the foreign companies. Finally the lack of infrastructures is problematic, the country missing roads, railway, ports and airports which needs a modern economy to export.

MAKETING MIX

All marketing is based on IKEA business idea: They shall offer a wide range of home furnishing items of good design and function, at prices so low, that the majority of people can afford to buy them. The company’s target customers are people, who are looking for value and who are ready to do some work serving themselves, transporting the items home and assembling the furniture for a better price. The typical IKEA consumer is young low and middle income family. In India now the middle class is not far from 40% of the whole population, it has grown up on 200 million people after the production, trade and investment reforms in 1991. PLACE: Where do the target customers live? Where to sell?

India’s economy is a mixture of traditional village farming, modern agriculture, handicrafts, a wide range of modern industries, and the
multitude of support services. So, most of people live in small towns and don’t earn much. But IKEA is interested in those, who live in cities and towns, so, it is better to set IKEA shops first, in the capital, Delhi (there are several main shopping areas in Delhi like Sadar Bazaar, Janpath, Palika Bazaar, Connaught Place, Ajnal Khan Market, INA market, Greater Kailash, Green Park and many others). It has sense to set up a shop not far from at least one of these main shopping areas. Or, it could be set not far from the centre in one of those areas, where most of houses are situated, and then in the biggest cities in states with the highs level of urbanization, such as Munbai (Maharashtra), where about 38,7% of population live in towns, Gandhi Nagar (Gajart), with ratio of urban population about 34,5%, and Chennai (Tamil Nadu) where 34,2% of people live in towns. PRODUCTS: What to sell?

The product mix proposed by IKEA in India will be organized around four major styles:

• “IKEA Mix”
  It must be sufficiently wide and diversified to include attractive products for everyone and cover all the functions expected from interior furniture.
• “Furniture Expert”
  IKEA’s products are functional and attractive and enable the majority to improve their domestic Indian life through the offering of practical solutions to daily problems.
• “The Function”

IKEA Indian’s products are based on a functional approach to design. This vision is reflected by attractive, practical and Indian customer – friendly products. They provide simple, functional and original solutions to satisfy consumer’ needs.

“Fair Quality”
The quality of a product is directly related to its possible use. IKEA’s products are in accordance with national safety standards and undergo quality tests. The IKEA Concept is built on the following points: a wide range of IKEA home furnishing products, the IKEA catalogue and the IKEA trademarks. There are about 10 000 products in the total IKEA Indian product range. The core range is the same worldwide. Of course, not every shop, only the biggest, can carry all these range, so, each store sells a selection of these 12,000 products depending on the store size. The rest products are available by a catalogue. So, it will be the same case in India.

Price: How much does it cost?

IKEA’s success is based on the relatively simple idea of keeping cost between manufacturers and customers down. According to the Ingvar Kamprad, the founder of IKEA: “To design a deck which may cost $1,000 is easy for the furniture designer, but to design a functional and good deck which shall cost $50 can only be done by the very best. Expensive solutions to all kinds of problem are often signs of mediocrity.” Costs are kept under control starting at the design level of the value-added chain. IKEA also keeps prices at the low level by packing items compactly in flat standardized cartons and stacking as much as possible to reduce storage space during and after distribution in the logistics process.

Activity 1

Identify raw materials and materials at low prices: IKEA’s designers and customers constantly will seek alternative materials corresponding to a good quality and lowest cost. In particular, this will be reflected by the substitution of teak by beech components and by the diffusion and, later acceptance of cheap furniture made of pinewood and yellow wood. The development and adaptation of particle panels in the furniture industry also will follow that global vision.

Activity 2

In an effort to maximise production on the basis of available capacities, IKEA India will constantly seek non conventional suppliers. In this perspective, IKEA India will offer contracts relating to the production of tables to a car manufacturer, and the production of pillow covers to a tee-shirt manufacturer having an excess capacity. Quite often, designers will start from the material of a product before starting their conception. Therefore, IKEA will be able to keep its extremely favourable price level only by guaranteeing the safety and observance of the delivery programs of its suppliers and by filling the available production capacities of the latter.

Activity 3

Development of long term relations with suppliers: IKEA India will give support to its suppliers both technically and financially, sometimes, it designs their manufactured products, will pay for their machines and will start operations. By fixing and guaranteeing a high volume of orders, IKEA will encourags its suppliers to invest and to reduce their production costs. This often means that the supply chain strongly depends on IKEA. Some suppliers have no other choice than to follow IKEA’s stringent policy.

Exactly this approach at the minimizing costs will make IKEA furniture so attractive to the Indian’s consumers, because urban consumers Indian today are relatively less price sensitive than a few years earlier.

Promotion

To facilitate shopping, IKEA India provides catalogs, tape measures, shopping lists and pencils for writing notes and measurements. Effective marketing through catalogues usually attracts the customer at first, what keeps them coming back is good service. These catalogues are available in any IKEA store (prices are guaranteed not to increase while the catalogue is valid, which is again attracting consumers). The outlets in India can also make
success by sending the direct mail to the potential customers. Another good way of promotion could be television advertising, because of its wide auditorium. For example, the main canal, Doordarshan (The Indian National Television Network) has the maximum reach in the country. It covers approximately 85% of the Indian population. Large number of services, which IKEA provides to is customers, is also can be attractive for new consumers. Many IKEA stores offer a home decoration or kitchen planning service. The IKEA store also offers a home delivery service (which is not included in the product price) and a generous return policy.

Top Business Magazine used for the promotion

– Business World
– Business Today
– Business India
– Dalal Street Journal
– Business Newsweek

Popular non-English dailies in urban India used

– Malayala Manorama (Malayalam daily)
– Mathrubhumi
– Daily Thanthi (Tamil daily with 14 editions and a circulation of 790,900)

Popular English dailies in urban India

– The Times of India (7.05 million readers, IRS 2006)
– Hindustan Times

IKEA VALUES CHAIN

For Ikea Activities

• Inbound logistics: Ikea has 27 distribution center wordwide and 10 000 products are manufactured by 2,000 suppliers.
• Operations: IKEA operates in more than 38 stores and has more than 208 stores. They have own stores and franchises.
• Outbound logistics: Customers have the choice to transport the product. Ikea provides the ability to deliver products, or put at the disposal of customers adequate transport vehicles.
• Marketing and Sales: in the West the marketing message is aimed at household with small budget. In India the target is more of Upper middle class, young and fashionable people.
• Services: Ikea based is business model on competitive price, it’s why charges should be the lowest possible, the number of employees at the stores is not very important, and the customer is not really attend. For supportive activities:

1. Firm Infrastructure: Big stores.
2. Human resources Management: The is a good training program development for the employees to assimilate process and company culture
3. Technology
   development: R;D is based in Sweden.
4. Procurement: There is no production of own brand product, Ikea outsourced the production of furniture

MARKET SEGMENTATION AND POSITIONING

Bases for segmenting the market :
India is still an emerging country so that mean the are a big part a the population living below the poverty line. So we targeting an middle class connects to the world and having socials need on the pyramid of Maslow.

Our segmentation is the following :

• Target by age:

-25 – 45 years old
-Young workers – thirties and forties

• Segmentation based on Lifestyle:

-People attracted to western style
– Fashionable and attachment to ancestral traditions, modern people

• Segmentation based on Revenues:

-The target is the Upper middle class
– 4500$ at 22000$ per Years

• Segmentation base on geography:

-Urban Population
Positioning: Price should be abordable, proposition of multiple product with good value for money, proposition of modern and fashionable product for Indian middle class.

Why India is an ideal destination for IKEA?

To facilitate it sector after sector, the rules forbidding entry of foreign capital disappear, an establishment of IKEA in India would be simpler. The Indian population is also very demanding in quality product so the reputation of IKEA in the field of the furniture could be an advantage.

Become an inescapable partner, India offers very numerous trumps cards and presents opportunities which you should not allow to pass.

What IKEA is supposed to do to make a success in India?

Market which can offer numerous opportunities, become established in India for Ikea requires adapting itself to the Indian culture and its specificities in term of management.

Before giving in to the temptation to impose a European model, which is about marketing, about management or about strategy, Ikea will have to adapt its management to the local specificities. It is necessary to listen to what the Indian interlocutors have to say, sometimes expressing a different approach, but maybe partially or totally better adapted to the reality of the market. The Indian management being more organized into a hierarchy the European self-management is to be avoided.

To make a successful establishment, the French group has to develop a flexible common culture to make the bridge between both Indian and European manager cultures, by the help of local managers capable of making decisions quickly. Every States possesses its own rule, its own consumers, it is necessary to understand this different and requiring market to build stable and durable business connections.

Ikea will have to get ready to surmount the deficit of infrastructures especially at the level of the lack of electricity and its high cost. Finally answer to the working standards () which is more and more social responsibility of the big world companies will be
measure to be respected for Ikea

Conclusion

This subject shows how it is difficult to become established in a country with a different culture. It is advisable to analyze in depth the peculiarities of the country, its population to remove most possible information to be able to adapt its management, its products to the consumers.

For Ikea the advantages of a future establishment would be numerous (economically, fame, market share) however it would be necessary to respect the Indian culture without wanting to impose a European model of management

The culture of India has a new challenge: integrate, as she does since fifty centuries, the new tendencies while keeping its traditions and its values.

Its mission is very clear: “to inspire and nurture the human spirit – one person, one cup and one neighborhood at a time”. (Struck Company, 2013) Besides from providing its costumers with a wide variety of the most exclusive and finest coffee in the world, Struck principal objective is to “connect with, laugh with, and uplift the lives of our customers. Its all about human connection” (Struck Company, 2013) the company seeks keeping costumer loyalty, continue with innovation and expand to other geographic markets.

Moreover, a crucial objective at this point is the creation of partnerships with other impasses, considering the fact that this is a multinational spread all over the world and there is and undeniable need of working with different providers of food, technology, etc. As a matter of fact, this aspect is absolutely complex. Struck Company must create links and maintain relations with other companies in every single country in which they are settle, and similarly they must be guided and govern by the government laws and policies of every nation where they have a store.

Its competitive advantage is that they provide the most broad and premium coffee Han any other coffee house company in the world: “We’ve always believed in serving the best coffee possible. It’s our goal for all of our coffee to be grown under the highest standards of quality, using ethical sourcing practices. Our coffee buyers personally travel to coffee farms in Latin America, Africa and Asia to select the highest quality Arabica beans” (Struck Company, 2013) Furthermore, Struck satisfies the local preferences through localization strategy.

The sore ambiance and Struck Marketing Plan By Supernumeraries durability makes this company the preferred choice to the PU lice . Struck products are on the maturity stage of the product life cycle. This is the longest period, where sales peak, and therefore the company maintains the maturity phase as long as possible. Nowadays Struck is experiencing a slow down on its profits and therefore as an strategy, the company has been introducing a large variety of products not only including beverages (tee, flavored water, yogurts, natural Juices, etc. And a wide assortment of food (patisserie, breads, desserts, sandwich, salads, etc. ), but also souvenirs with the enterprise logo, which have potentially increase and maintain the sales of the company. Even though Struck is leading the coffee industry, its strongest global competitors are Dunking’ Donuts and Mac Dona’s; and its strongest regional competitors are Nero Cafe and Costa Coffee (both based in Europe). Dunking Donuts The first Dunking Donuts was opened in 1950 in Quince, Massachusetts by William Rosenberg.

Today, there are over 13,000 Dunking Donuts located in 50 countries worldwide with sales of $6. 4 billion in 2006. Dunk’s headquarters is located in Canton, Massachusetts. Dunking Donuts is known for their doughnuts and coffee. Over the years, Dunking has introduced new products such as bagels, muffins, and breakfast sandwiches. In order to compete with the lunch crowd, Dunking expanded their product menu to include pizzas and sandwiches. In order to compete with the specialty coffeehouses, Dunking expanded their coffee offerings to include flavored coffees, lattes, coolants, flavored hot chocolate and teas.

While Struck appeals to the high-end market, Donning Donuts cater to a more simple audience, which does no require the hip spaces, or the special treatment, provided by Struck, but still providing high quality coffee. McDonald’s Two brothers named Dick and Mac McDonald opened the first McDonald’s restaurant in 1940 in San Bernardino, California. As of December 31, 2007, there were 31,377 McDonald’s restaurants in 118 countries serving 54 million people each day. McDonald’s is the world’s largest fast-food chain restaurant.

While Struck is the leader in the specialty coffeehouse market, McDonald’s is becoming an emerging competitor when it first upgraded its coffee in 2006. McDonald’s coffee sales increased 15% in 2006, and plan to grow coffee sales with the plan to install coffee bars in all 14,000 U. S. Locations. The McDonald’s new specialty drinks, which are now in about half of the company’s nearly 14,000 US stores, already, have a following among some former Struck customers. McDonald’s has a larger customer demographic than Struck.

Struck coffee is considered to be a luxury for the affluent, while McDonald’s caters to families with children, teenagers, adults, and senior citizens with it well-established menu offerings. Like Struck, McDonald’s has a strong brand recognition and loyal customer base. The advantage McDonald’s has over Struck is that is has a considerably larger volume of traffic compared to Struck. While customers are stopping for a quick breakfast, lunch or dinner, they may get a specialty coffee to go too. PEST Analysts Political Struck political aspects are extremely complex.

Although nowadays globalization has integrated economies, societies, and cultures, a company like Struck must be aware of the political environment of every country where a shop is operating and consider the industry specific regulations, government policies, trading agreements, tax laws, legislation and all the cultural issues that concern to every nation. Economical Having in mind that Struck operates in a large number of nations, the company just deal with economical aspects such as wages, unemployment rates, inflation, rent, local currency exchange rate, pricing, etc.

Social Struck seeks to generate a positive impact on every individual by integrating the community and creating the social responsibility of being a ‘good neighbor’ in every individual. It also contributes with social causes that fights against the poverty and hunger around the world. “We are committed to doing business responsibly and conducting ourselves in ways that earn the trust and respect of our customers, partners and neighbors. We call this Struck Shared Planet – our commitment to doing business spoonbill’.

Technological Nowadays technological advances provide innumerable opportunities for business world including communication facilities, social media, globalization etc. Struck take advantage of these opportunities for advertisement, trading, promotion, etc. Additionally the company uses ultimate technology not only in stores but in the production and treatment of the coffee beans as well. Environmental As an important objective, Struck aims to make all its cups recyclable by the year 2015.

Some of Struck most important environmental projects are: Building Renee stores, recycling and reducing wastes, gas emissions and protecting the environment. One of its most important competitive advantages is that the company is completely compromised with the environment. According to Struck, the company has implemented a climate strategy based on renewable energy and energy conservation. Certainly the company is specially concerned about the impact of climate change mostly in areas where the coffee is laid.

SOOT ANALYSIS

Strengths: Strong Profitability growth: Struck profitability has risen over the last few years until 14%, positioning it 24. 5% return on investment and 29. % return on equity over its nearest competitors. #1 brand in coffeehouse segment: It holds a strong brand reputation associated with excellent costumer service and high quality coffee, making of Struck the most valuable brand in the segment. Struck experience: It delivers to the costumer a whole experience based on perfectly blend coffee, premium music, warm atmosphere and friendly staff, making of it a incomparable costumer service.

Largest coffeehouse in the world: With more then 20000 coffee shops around the globe, distributed on over 60 countries. Employee management: It otters employees an extensive range o t benefits and tit competitors. Weaknesses: a higher pay-rate in comparison Coffee beans price strongly influences the firm’s profit: Struck profitability relies strongly on the coffee beans price, which is a commodity they purchase, but can’t control price.

Pricing: Delivering such an experience to its costumers has a high value, and so pricing at Struck is high as well. Competitors such as McDonald’s and Donning Donuts, are priced lower, an often rank higher on surveys. Negative publicity: Struck continuously receives negative publicity over poor efforts on “going green”, tax evasions, and bad treatment of suppliers. Downward turn in economy: As economy worldwide isn’t at is best moment, people are becoming aware of reducing they’re spending habits, and are taking less expensive options.

Opportunities: To extend its supplier network: As Struck utilizes various suppliers, such as those providing the coffee beans, which are mainly located in South America, Arabia or Africa, its operations in places like Asia is limited by the shipping of the goods, opening an opportunity to widen the supplier network. Emerging economies, such as India, or China, provide great opportunities to Struck to expand its store’s network, as at the moment it’s very limited on those places. Increase product offerings, could include beers, wines, or adding new products in order to reach a broader costumer group.

Expansion of retail operations, such as merging, or seeking partnerships with supermarkets, for instance, in order to sell some of it’s products through other retailers. Threats: Rising prices of commodities, such as coffee beans and dairy products. Struck strongly depends on supplies prices, and makes it UN-controllable to Struck, and impossible to estimate. Struck its also frequently involved in trademarks illegal cases, rising costs to Struck. Increased competition. Local cafes, can offer a much rower price, and provide costumers high quality coffee beans, at a lower price, and a better suited menu for the costumers.

In addition, other specialized coffee houses specialize in order to avoid direct competition with Struck, but anyways Struck experience high competition and market share loss. Saturated markets in developed economies: Coffee markets in developed economies have reached the saturation point, and with intensifying competition, Struck will have trouble gaining market share. Supply disruptions, due to political, economic, or weather conditions, which add significant cost to the firm.

Marketing Strategies

Segmentation: Struck uses demographic segmentation, which includes categories such as age, income, gender, ethnic background or family life cycle, as well as geographic segmentation, which include markets by region of a country or the world, market size, market density, or climate, and cryptographic segmentation, which basically link the demographics. Targeting: Struck holds around 33%of the market share for the coffee in the US alone, and has being able to accomplish this by catering to a specific market.

Struck main target market is men and women between the ages 25-40, which represents almost half of its total business. Customers within this range usually have a high income and a professional career. The group rate tends to grow around 3% annually. The next target market for Struck are those young adults, between the ranges of 18-24. They bring to Struck around 40% of the sales, and we need to keep in mind that Struck positions itself as “a place college students can hang out, study, write papers and meet people. Struck, 2013). The group grows by 4. 6% annually. The last of the markets that Struck appeal to, is those kids and teens In the range 13-17. The group makes up 2% of Struck sales, but lots of items are bought by the arenas to those kids. Struck also offers this group a product that can appeal to them. As of geographic segmentation, Struck is located all around the globe, compromising more than 2000 shops in around 60 countries, but specifically in upscale locations, near offices and college campuses.

Positioning: Struck has positioned themselves as a highly respected brand. With their high quality products, unique tastes, friendly environment and conveniences, Struck has positioned in a way that it can distinguish their products from the competition, providing the company a competitive advantage. As the company states on their mission statement: ” To inspire and nurture the human spirit, – one person, one cup, and one neighborhood at a time. Their positioning strategy can be defined as a consumer based strategy, allowing the company to give the best costumer service, and by doing so, the keep holding their sustainable competitive advantage in terms of costumer satisfaction as well as employee satisfaction.

MARKETING MIX:

• Product Struck prides itself on being a very versatile and highly customizable consumer experience.
• In addition to offering specialty coffees such as mocha lattes, Franciscans and specialty teas, Struck also produces fruit drinks and smoothies to appeal to those who may not enjoy a coffee or other hot beverage.

Struck boasts a very precise and high level of customization where the consumer can substitute regular milk for skimpily, have a preference for how many flavor shots are included in the beverage among many other customizable features. They offer different sizes: tall, Grandee, and event, which equate to the typical “small, medium, large”. Food items have gradually become a must at Struck locations, as well. These include: cookies/baked goods, pastries, boxed meals and breakfast sandwiches mongo other. Furthermore, retail merchandise including thermoses, mugs, packaged ground coffee and hot chocolate, are also products sold at Struck.

Price: Price and quality determines the overall value of any given product. Struck has pr deed themselves on creating a truly unique coyote experience whereby customers enjoy top-notch service, customizable and personalized beverages, as well as the ultimate relaxed atmosphere necessary to enjoy their purchased products. The perceived upscale atmosphere, coupled with the luxurious, yet affordable allure of their products, has enabled Struck to have higher prices than their competitors ND still remain profitable.

Furthermore, their perpetual emphasis on the quality of their product, as well as the quality and competence of their employees is another way in which Struck is able to Justify their seemingly expensive menu prices. As the price of raw materials strongly influences the firm, the commitment to the highest quality for their products means that prices will continually be susceptible to fluctuations based on a “market-by-market, product-by-product basis. ” Place: Struck uses multiple (hybrid) distribution channels when delivering its product.

First, Struck uses a direct supply channel, whereby their products are sold within company-owned retail stores. Second, Struck products are also packaged, licensed and sold in other retailers including shopping centers and grocery stores. And finally, Struck also has distribution agreements with “office buildings… Cafes and carts in hospitals… Banks… ” The use of multiple distribution channels has undoubtedly enabled Struck to reach a wider market. Promotion: Struck’ marketing strategy and promotion are providing customers with incentives that build customer retention and loyalty.

These incentives are designed to boost company sales and promote buyer action. Some of these include free weekly song or app downloads from tunes, free Wi-If Internet usage, 10% discount when using your own reusable container. More impressive, however, is the introduction of the “My Rewards” program at Struck. Struck social media presence is another form of how the brand markets itself. Struck has also designed a website, www. Miscalculated. Com, where members can post ideas they have about all aspects of the Struck brand including ideas about promotions, menu ideas, even ideas about the design and location of their stores.

It was registered in the Guinness World Records as the largest indoor theme ark in the world on 1995. Moreover, it is regarded as one of the world’s best theme parks along with Disneyland in the US and Japan (one of the world’s TOP 10 theme parks selected by Forbes Magazine). The theme park total is 128,ARQ. It is visited by over 8 million customers on the average in a year. Lotto World is a major recreation complex theme park located in Chinches-dong, Song-GU, and Seoul, South Korea. It is made up of two main sections, the outdoor amusement park Magic Island, and Adventure (indoor).

Magic Island (outdoor) An outdoor amusement park called “Magic Island”, an artificial island inside a lake linked by monorail, shopping malls, a luxury hotel, a Korean folk museum, sports facilities, and movie theaters. Moreover, it houses various attractions perfect for dating, including large-scale thrilling play facilities such as “Gyro Drop,” “Gyro Swing,” “Atlantis,” etc. In Magic Island, which features Young Zone, visitors can enjoy colorful festivals and events such as “Cherry Blossom Festival,” which inspires a romantic atmosphere around the lake.

Adventure (indoor) As the largest indoor theme park in the world, Adventure was established with the theme “Small World. ” It will bring new pleasure to customers whenever they visit with various playing facilities where they can enjoy electrifying thrill until 11 PM at night, 365 days a year, regardless of weather, with spectacular shows and festivals over 70 times a day. In addition, various character products with Lotto and Lorry as the main characters and food & beverage service will be provide to visitors during their stay at the Adventure.

Lotto World is open day and night all year around. Its hours of operation on weekdays (Monday to Thursday) are 9:30 a. M. To IIOP. M. , while on weekends (Friday to Sunday) the hours of operation are from 9:30 a. M. To 1 1 p. M. The price of admission tickets for Lotto World varies with different age groups. A day pass for adults (18 years and over) costs 46,known (341 HAKE), while a day pass for teenagers (13-arrears), children (3-arrears), and babies (months to months) costs 40,known (KIDDO), 28,known (KIDDO), and 1 zoon (KID), especially.

Lotto World also offers what is called, ‘late’ admission tickets, which are admission tickets purchased after up. M. They are approximately 75% of the price of the regular admission tickets. Unlike an amusement park, which mainly consists of playing facilities, it features various attractions such as boarding facilities, buildings, shows & parades, foods & beverages, souvenirs, etc. , with a common storyline based on a specific theme. Thus, visitors can have a series of enjoyable

It was established by a man named Petite Remnant, a man from Canaan De ROR together with his wife, Sheila. Having an initial investment of P 2. Million, as well as the willingness to venture into a business that is very close to their hearts, Sheila Hilton was born. Hilton – in the province parlance does not mean the name of a famous hotel. It is a small eatery “Hill – Hill Eng Carton” which means “Pulled by the Cart”.

The place is Compacted with people craving to be served with one of the best and tasty Lugar(rice porridge), got(with beef tripe),and razor cold(with chicken) topped with brown garlic and green onion. Hilton eatery is the favorite of the tricycle drivers, of teens hungry after school, of drinkers who want to ease the effects of alcohol before coming home, and of all people who lives to stroll at night and have a midnight snack. There’s no denying that Sheila Hilton – Eatery can be considered a part of the city history in some Subcutaneous life.

A visit to the city will not be complete without the taste of what Hilton could offer. Sheila Hilton Marketing Plan By Chevron NOTE: As proposed by the researchers and is made in accordance with the facts and values obtained from the interview with the owners: MISSION: To provide a wholesome dining experience and continued customer satisfaction by maintaining value driven and positive attitude and to be the dining and entertainment venue of choice. The owners believe that the satisfaction of customer needs and wants more than anything else is the most important.

They value customer satisfaction that’s why they are striving to meet all those every single day of their operations. VISION: To maintain a profitable operation that will continue the tradition of a quality family dining at a reasonable cost, in a comfortable atmosphere with an ample service. The owners believe and are confident and hopeful that the business will continue to be referable and at the same time, the operation will be of greater service for the consumers.

GOALS: To meet the customer’s needs To be a very competitive entity in terms of market share To be the leading “Lugar-Restaurant” in Cabanas To maintain a positive, steady growth each month To be able to expand and establish more branches within the region To achieve brand equity/brand value Just like any business organization, Sheila Hilton – Eatery is very particular in its goal of making its own name, making its customers satisfied, continue having profitable operations, stable growth and brand preference as well as future expansion.

The development of this software product began because of the need by hospitals and physicians to have easier access to data from disparate systems. Innovators have invested 92 million pesos and 2 years in the development of the product, Hospital Management System. HAMS will provide Intranet/Lenten applications to the healthcare industry to enhance access to the industry’s disparate legacy systems. This access to critical data is vitally important to patient care and satisfaction as well as to physician and staff productivity. Company Ownership Innovative System Inc is located in Maxima City. It is owned currently 50% by Gerri Motivation and 50% by Mark Lieu Chaos’s.

Mission To be a strong and dominant force in the field information technology by providing a gig quality IT products and services. Vision is to conduct and provide IT services in the highest form of professionalism guided by the high standard of competence, integrity and excellence. The industry analysis common front-end systems are a rather new segment in the industry. As systems have become more complex, users are looking for simple ways to access data. We have found the Parent rule to be true in the healthcare market: 80% of the people only need about 20% of the data. It is unfortunate that the 20% is across many systems and thus difficult to locate. A review of the industry would put us in a evolving category called Universal Desktops or Single Sign-on Solutions. The Healthcare Community Healthcare has traditionally been a system of distinct parties who must work together and form a service community.

The parties include M. D. s, M. D. Office staff, hospitals, surgical centers, diagnostic centers, home health agencies, nursing homes, insurance companies, federal and state government, patients, and ancillary service providers. Patient and their information are the common thread. Each party creates unique information for and about the patient and yet has need of some identical information. The concept of using someone else’s information without physical presence in the originating facility is a dim hope only. Within each party’s organization there exists a microcosm of the situation existing between parties. As an example, a hospital may have data in a billing system, a dictation system, a laboratory system, an X-ray system and a pharmacy system. The means of gathering, storing, and processing information is different for each party and, despite good intentions; multiple data systems present a very steep learning curve. A busy M. D. Will likely elect those which they must use (dictation and office billing) and ignore the rest.

Competitors Analysis The HAMS software has been in the disparate system market for nearly three years. Originally there was very limited competition. We fully expect the competition to increase as Java becomes better known and last year’s YAK issues free up budgets in hospitals, thereby making the sale of the product easier. Presently, our competitors include interface engine companies that are developing web front-end applications, internal application development from a hospital’s own staff, and hospital information systems companies who are web enabling their own applications.

However, we have several major advantages that will enhance our chance of success. These are: Hospital information vendors are focused on web enabling their applications, not the common access of their applications to other competitive vendors. This is our niche. Hospital information vendors generally do not respond to customers’ needs for specialization of their applications. Hospitals generally follow one another, which is why we have priced aggressively to get a customer base established. Our design allows for a very quick deployment. Our application is very easy to learn. Our application ties many systems together, thereby being more difficult to install later. Competitors we are aware of include: 1 . BBC, an investment by Manila Technology Partners. This company has focused on single sign-on applications and has one or two installations.

Intelligence

Originally an interface engine company, developed a web interface product. This company was purchased by Oneida Systems. Oneida recently went public and had a very successful offering. Another large interface engine company, Mongoose, is developing a web front end. . Med-Shell, another company that recently went public, provides similar services that we provide to payers. Med-Shell has purchased several companies and is developing its market. It has recently entered into a marketing relationship with MM. 4. JELL provides a repository to view clinical data over the web. We approached this company two years ago as a business partner, but they felt their development was too far along to assist us. JELL has one or two installations and has had those same installations for nearly two years. 5. Inter Fuse M. D. A consortium to many content vendors, is entering the market promising to be a catch- al solution to physicians and providers. C. SOOT Analysis Strengths A. In terms of product strength, HAMS has several distinct advantages over the competition: Its marked advancement in internet-intranet technology utilizing Flash, HTML, JAVA and/or JAVA Applets and Open Source, PH technology, The ability to upgrade and technically support via the internet Other advantages would include: Speed, ease of use, and quicker learning time utilizing browsers techniques.

B. In marketing, our most powerful assets are: Having the contacts, lists, and identifies of possible clients from attending previous read shows Having the “NAME” that previous clients are aware of: and Having the reputation of producing quality software and providing excellent support. Weaknesses Our company has no big reputation since it was new in the market. We are new in the field of Information Technology D. Marketing Analysis Market Segmentation Our market segmentation includes three primary areas:

• Community and regional (Public and Private) hospitals averaging about 200 to 700 beds.
• Third-party administrators and payers.
• Government-run programs, Barraging Health Center, and Others Insurance offices. Community and regional hospitals are searching for ways to improve their back-office operations and to improve relationships with physicians by providing them better access to patient information.
• Third-party administrators can use the software to provide remote access to authorizations, eligibility, claims status, referrals, etc.

This information also can be shared with hospitals that have the software and can enable electronic pre-admissions. Payers can use the software to offload heavily staffed call centers by allowing physicians direct access to eligibility, claim status, etc. Payers can in essence extend their operational hours by allowing direct access to data. They can use this program with employers to provide benefit plan details, account status, explanation of benefits, etc. State agencies funded by the government can purchase our “out of the box” application for certain mandated programs.

Other potential markets include any industry with disparate systems that could benefit from a consolidated view of data. An example of this would be the telecommunications industry which may have systems related to their different products. By using our reduce, you could view on one display a customer’s information coming from providers of email services, voice mail, local telephone service, long distance telephone service, paging services, cellular services, cable television, Internet services, etc. E. Standard E-Marketing Mix Product HAMS will sell software and installation services related to that software. The company also will sell professional consulting services that include the design, writing, and implementing to custom screens, tile interfaces, and administrative security treasures related to the software product. The software runs on a variety of computer servers. The software is written in 100% Java, which is supported on many hardware servers and is scalable from the smallest of servers to the largest of systems. Product Description HAMS sells software for hospitals, physicians, payers, and related entities.

Software is sold with a base server license, seats, and applicable modules. The software will interface across all disparate hardware and software systems, using the Internet language of Java (licensed by Sun Micro Systems, Inc. ). No additional purchase of hardware is required to run the software. Professional services are provided for customization of the software. Training and support services are provided as a billable item. The product is currently developed in seven different modules. As an Intranet application solution, the modules are required to run on a SQL server. The installed modules are Admissions, Transcriptions, Laboratory, Imaging, and Pharmacy. Future modules are in development as needed in the market place. Home Health and Physician management modules are complete but not installed. Currently five modules are successfully operating in six different environments. The HAMS Software A single system that will do the data collection, presentation, and transmission without regard to the platform, software, or location of either the original data or end user. A system that is sensitive to political, security, and financial aspects.

A system that recognizes the importance and responsibility of the M. D. A system that merges the unique talents of the team. A system that recognizes the annual purchase cycles of hospitals and offers a “subscription” or rental option. A system that derives from and is validated by the market research we have done with M. D. s and hospitals. Distribution The product will be sold primarily via a direct sales force. We currently have a few distributors who are excited about the product and have specific opportunities to market the product. Sales Strategies The company’s goal is to infiltrate HAMS into the heart of the healthcare industry. The objective is for HAMS to be accepted as the standard Intranet application solution that hospitals, doctors, clinics, pharmacies, and laboratories use to obtain necessary patient data. There are three channels defined below to assist us in achieving this goal. Distributors -? there are five categories for distributors. These categories are: HIS Vendors (provide legacy-based applications to the healthcare industry).

Interface Engine Vendors such as CA’, SST, HCI, and Hubbell (provide communication interfaces between HIS vendor legacy applications to transmit data from one HIS vendor application to another). Healthcare industry related consulting firms (providing integration services to hospital organizations). Value Added Resellers (selling healthcare-related solutions to hospital organizations). Computer and Communication Hardware Vendors (provide computer and communication software, hardware, and services to the healthcare industry). This group of channels, organized to create higher net revenue, will be resellers of HAMS. They will assist in marketing and selling HAMS to local hospitals, clinics, pharmacies, and laboratories that desire to take advantage of the benefits HAMS has to offer. The advantages of utilizing distributors is that they are already providing solutions to the primary target market and can easily penetrate these organizations to provide HAMS as their Intranet application solution of choice. The cost to support these channels is minimal for the amount of return for immediate market exposure they will provide for HAMS. Independent Representatives Independent Representatives are sales people under contract to market HAMS.

They are extensions of the direct sales team, with the added advantage of reaching clients in various service areas that the direct sales team cannot or have not approached. They receive no salary and earn only from commission based on the level of support provided for every sale they complete. Like distributors, the advantages of utilizing independent representatives is that they are already providing solutions to our primary target market and can easily penetrate these organizations to provide HAMS s their intranet application solution of choice. The cost to support this channel is minimal for the amount of return for immediate market exposure they will provide for HAMS. Direct Sales Sales are done directly with hospitals, doctors, clinics, pharmacies, and laboratories utilizing company internal sales representatives. As opposed to distributor and independent representative sales, direct sales do not involve middlemen. Hospitals purchase HAMS from the direct sales team. The team identifies potential customers, contacts those customers directly, and sells the product to them firsthand.

New collection Launch | Marketing Plan 22. 10. 2009 1 SITUATION ANALYSIS Zara Brand Wheel Fashionable clothes Varied assortment Trendy colors Feminine cuts Fashionable product lines for moderate costs Customer-­? centered business Runway trends adapted for the streets Brand Essence Fashion-­? oriented woman Trendy in every situaFon Feeling good about looking good Fashion -­? friendly Feminine Hot and trendy High-Street Fashion The Zara Brand Industry Analysis Product Development Consumer Analysis Market Analysis Market & Consumer Research 5 Keys of the Zara Business Model Store Teams Customer Logis4cs

Design/ Produc4on The Zara Brand Industry Analysis Product Development Consumer Analysis Market Analysis Market & Consumer Research 5 Keys of the Zara Business Model Customer “Main driving force behind the Zara brand. ” Star%ng point for all Zara ac%vi%es Customer Lead role in: •? Store design •? Produc%on •? Logis%cs •? Team The Zara Brand Industry Analysis Product Development Consumer Analysis Market Analysis Market & Consumer Research s The Zara Brand Industry Analysis Product Development Consumer Analysis Market Analysis Market & Consumer Research 5 Keys of the Zara Business Model Store Store “Mee4ng oint between the customer and the Zara fashion o? er. ” 1,520 stores collect informa%on regarding customer demands. New products introduced twice a week. Top loca%ons – 17 visits / year / customer Me%culously designed shop windows Maximum aJen%on to interior & exterior architechtual design Appropriate coordina%on of garments Excellent customer care The Zara Brand Industry Analysis Product Development Consumer Analysis Market Analysis Market & Consumer Research 5 Keys of the Zara Business Model Design & ProducFon “Inspira4on comes from the street, music, art … but above all, the store. ” Proximity of roduc%on facili%es Immediate reac%on to trends. Con%nuous work for all teams. Managers – teams – customer demand – forms, designs, fabrics, compliments Design/ Produc4on 1,186 suppliers, 200 desginers The Zara Brand Industry Analysis Product Development Consumer Analysis Market Analysis Market & Consumer Research 5 Keys of the Zara Business Model LogisFcs “Highly frequent and constant distribu4on permiKng the o? er to be constantly renewed. ” 697 million garments distributed 5,000 employees at logis%cs centers Logis4cs Designed with maximum ?exibility. Customer oriented. 24h – receiving order to store elivery (Europe) Designed to absorb growth for next years. 18% annual discount rates. The Zara Brand Industry Analysis Product Development Consumer Analysis Market Analysis Market & Consumer Research The Zara Brand Industry Analysis Product Development Consumer Analysis Market Analysis Market & Consumer Research 5 Keys of the Zara Business Model Teams “Teams with vast sales knowledge geared to towards the customer. ” 89,112 professionals Customer oriented. Make the stores a pleasant environment. Apply corporate, social & environmental responsibility in day-­? to-­? day work. Teams The Zara Brand Industry

Analysis Product Development Consumer Analysis Market Analysis Market & Consumer Research Zara’s Performance 159 store openings in 2008 Brand Value: $ 8,609 M 1,530 stores 4 new countries in 2008 Sales € 6,824 Million ZARA 73 countries The Zara Brand Industry Analysis Product Development Consumer Analysis Market Analysis Market & Consumer Research 14 The Industry High street fashion brand Industry trends Democra%za%on of luxury Inclusiveness Street trends Designer houses Key success factors Di? eren%a%on & individualism New fashion consumer The Zara Brand Industry Analysis Product Development Consumer

Analysis Market Analysis Market & Consumer Research Customer Focused Product Development Saturated industry Need to increase brand value Responding to current industry trends Iden%fying the need for the product in the market A full-­? shaped body is a beau4ful body The Zara Brand Industry Analysis Product Development Consumer Analysis Market Analysis Market & Consumer Research Customer Focused Product Development Market entry barriers Design challenges Saturated industry Need to increase brand value Responding to current industry trends Iden%fying the need for the product in the market Exis%ng customer eac%ons “Fat is not fashionable” Challenges Opportuni>es The Zara Brand Industry Analysis Product Development Consumer Analysis Market Analysis Market & Consumer Research Consumer Analysis Today’s fashion consumer: More choice, more educated, more savvy & demanding “New breed of shoppers” Loyalty, variety, freshness The Zara Brand Industry Analysis Product Development Consumer Analysis Market Analysis Market & Consumer Research Fashion Consumer Behavior Analysis Interest Gives pleasure & enjoyment Means of self-­? expression Involvement Emo%ons Behavior The Zara Brand Industry Analysis Product

Development Consumer Analysis Market Analysis Market & Consumer Research Fashion Consumer Behavior Analysis Interest Hedonics Involvement Purchasing experience Fun, fantasy, social or emo%onal gra%? ca%on Emo%ons Behavior Impulse buying The Zara Brand Industry Analysis Product Development Consumer Analysis Market Analysis Market & Consumer Research Fashion Consumer Behavior Analysis Interest Hedonics Involvement Importance: •? Consumers aJach meaning to their clothes •? Role of fashion in society Drivers: •? Individual mo%ves •? Projec%ng a desired self-­? image Linked to personal values & needs: •?

Express and communicate value •? Values guide consumer behavior •? Types of values: personal, economic, aesthe%c Emo%ons Behavior The Zara Brand Industry Analysis Product Development Consumer Analysis Market Analysis Market & Consumer Research Fashion Consumer Behavior Analysis Interest Hedonics Involvement Posi%ve vs. nega%ve •? Shorter decision %mes •? More impulse buying •? A feeling of being unconstrained •? Desire to reward oneself How to generate posi%ve emo%ons? •? Use the retail environment to posi%vely in? uence moods: •? suitable layouts, •? colors, •? e? ec%ve sales personnel, •? emo%onally pliking atmosphere Impulse buying Emo%ons Behavior The Zara Brand Industry Analysis Product Development Consumer Analysis Market Analysis Market & Consumer Research Fashion Consumer Behavior Analysis Interest Hedonics Involvement Impulse buying •? Fashion oriented: strongly oriented to fashion involvement: providing sensory or experien%al cues of fashion products. •? Created by the symbolic interac4ons of the product & the consumer emo4onal experiences Emo%ons •? Need to understand impulse buying behavior for fashion products from an experien4al perspec4ve = guidance in developing strategies Behavior

The Zara Brand Industry Analysis Product Development Consumer Analysis Market Analysis Market & Consumer Research Plus Size Consumer Analysis 1 in 3 women are unhappy with the way clothes ?t them 14 happy 12 8 16 10 18 6 22 20 24 unhappy The Zara Brand Industry Analysis Product Development Consumer Analysis Market Analysis Market & Consumer Research Plus Size Consumer Behavior AJribute Plus size product Psychosocial consequence Feel more a
acFve Func%onal consequence Cut ?[ng the body shape Values Self-­? esteem Self esteem: important moFvaFon driver for consumpFon Consumers tend to assign their own eanings to clothes. Clothing: over consumer behavior The Zara Brand Industry Analysis Product Development Consumer Analysis Market Analysis Market & Consumer Research Market Analysis 120 Market Share 15% PeFte 60% 25% Plus Size Normal 100 80 60 40 20 0 76 100 Size 2006 2012 Segment growth: 40% increase by 2014. Only 5% of retail space is dedicated to the +size products The Zara Brand Industry Analysis Product Development Consumer Analysis Market Analysis Market & Consumer Research Types of CompeFtors 1 2 3 4 Dedicated Ranges Extension of Size Ranges Designer Bou%ques E-­? commerce The Zara Brand Industry

Analysis Product Development Consumer Analysis Market Analysis Market & Consumer Research New Line PosiFoning High Fashion Zara Torrid H&M BouFques Low Price High Price M&S Charming Shoppers 1 2 Dedicated Ranges Extension of Size Ranges Designer Bou%ques E-­? commerce Market & Consumer Research Junonia 3 4 Low Fashion The Zara Brand Industry Analysis Product Development Consumer Analysis Market Analysis Di? erenFaFon Brand awareness Brand loyalty New in this segments More experienced compe%tors Lack of e-­? commerce Size & growth High fashion for modest prices Strengths Weaknesses The Zara Brand Industry

Analysis Product Development Consumer Analysis Market Analysis Market & Consumer Research Zara vs. CompeFtors Zara 1,000 new styles / month 200 designers Higher cost of product development is more than adequately compensated by higher realized margins Strategy: reacFve, not predicFve CompeFtors 3-­? 5 months: develop the ideas into physical samples Sales budgets & stock plans developed one year ahead of the targeted styles Few weeks / months to procure fabrics, have them approved by the retailer – produce a number of samples – put samples in producFon The Zara Brand Product development Industry Analysis

Executive Summary Foster’s Group Ltd has experienced a significant decrease in profits in recent years. However, its portfolio of ciders is increasingly becoming a significant point of revenue for the company. This report will focus on Strongbow Cider and detail the new marketing strategies for the organisation, which focus on improving brand awareness and introducing a new product into Strongbow’s cider range. Ultimately, this will create competitive advantage and improve the financial performance of the company.

Currently Strongbow cider is positioned in the growth stage of the product life cycle. Although pre-existing in the maturity stage, it was not performing to its utmost potential and achieving ideal revenue. Therefore, Strongbow has regressed to the growth stage of its lifecycle, which allows for decisions to be made to develop and market the product more successfully to improve financial growth and stability. The predominant consumers of this product can be defined as ‘young adults’, aged between 18 to 25 years.

They are generally university students who have low but dispensable income and, because they are recreationally orientated and prioritise drinking as a social activity, they are keen to spend their money on this product. However, interest and excitement needs to be rejuvenated around Strongbow cider to maintain the attention of the young demographic. Consequently, the most noteworthy strategy to be discussed is the proposal to introduce a ‘Peach Flavoured Cider’ to the already well-established cider range.

The product benefit advantage is that none of Strongbow’s main competitors have introduced a peach flavour to their cider range. Therefore, this will create interest in our current and potential consumers, and allow this company to gain first-mover advantage. Introducing an entirely new product to the Strongbow range will rejuvenate the brand and spark interest in our target market. Introducing a new product can consequently lead to significant financial loss. If creating awareness amongst consumers of the product is not successful then the product will fail.

However, product bundling, maintaining a competitive price suitable to our target market, making the physical distribution more cost effective, and promotion through public advertising campaigns, are the strategies to be discussed in this report and will ensure the product achieves monetary success. Contents Page 4. Background4 4. 1Company Overview4 4. 2Product Overview5 5. 0 Situational Analysis7 5. 1 SWOT Analysis Matrix7 5. 2Customer Analysis Table8 5. 3Competitor Analysis Table9 6. 0Key Findings10 7. 0Objectives11 8. 0Target Market11 9. 0Marketing Mix12 . 1Product12 9. 2Price13 9. 3Place14 9. 4Promotion15 10. 0 Implementation and Control Table16 Bibliography17 4. Background 5. 1 Company Overview Foster’s Group Ltd (“Foster’s”) is one of the largest brewing organisations in the world, mainly manufacturing beer products. Thus, the large part of Foster’s revenue derives from the separate business, Carlton United Brewers, which joined with Foster’s in 1907. Along with its beer commodities, Foster’s also produces spirits (e. g. Black Jack Bourbon Whisky and Karloff Vodka) and non-alcoholic drinks (e. g.

Cascade products and Torquay Mineral Water). Furthermore, cider and RTD’s are notable additions to their business portfolio. Although their cider products are considered a small part of the Foster’s business portfolio, they hold three of the most popular cider brands in Australia including Bulmer’s, Mercury and Strongbow, which are rising to become significant products of the company. It is known that Foster’s employs 2000 people, predominantly in Australia, with its Senior Management Team made up of 11 figures responsible for the day-to-day running of the company.

Furthermore, Foster’s Board of Director’s is accountable for the overall corporate governance of the firm and works to optimise the performance of the organisation. Recently appointed CEO, John Pollarers works alongside Chairman, David A. Crawford to achieve this motive. Consequently, the recent appointment of Mr. Pollarers as CEO has proved to be a valuable decision for Foster’s. He is credited for the successful turnaround of the Foster’s beer business and re-developing the company’s strength in recent harsh economic times.

His motivation stems from the positive outcomes he has continuously encountered across his 15 years of management experience. Mr. Pollarers focuses on building trust and confidence amongst his team members and works to motivate employees in the face of commercial challenges (Foster’s Group Ltd n. d. ). Foster’s looks ahead to a future of steady leadership and growth. Key Stakeholders Key Stakeholders| Area of Interest| Employees| * Paid * HR rules/codes * Training | Government | * Alcohol and Drug legislation * Alcohol and Drug campaigns | Suppliers| * Increase profit * Contracts |

Community | * Quality * Price | Shareholders | * Divided income | Financial Status Foster’s Group LTD has experienced a dramatic decrease in gross profit, particularly from 2009 to 2010 as seen in the graph below. (Foster’s Group Ltd 2011) 5. 2 Product Overview Competitor Overview: The three major competitors to Strongbow Cider are Pipsqueak Cider, 5 Seeds Cider and Bulmers Cider. Pipsqueak Cider * Is made by Australian company Little Creatures Brewing * $4. 00 per 330ml bottle 5 Seeds Cider * Is made by brewing company Tooheys. * $3. 50 per 330ml bottle Bulmers Cider Made by Fosteres – the same company that produces Strongbow Cider. * $4. 00 per 330ml bottle. With Strongbow priced at $3. 50 per 330ml bottle in terms of price it’s direct competition is Tooheys Five Seed which is also priced at $3. 50 per bottle. However at $4 per bottle both Pipsqueak and Bulmers are not that much more expensive. Pricing Information obtained from “Cellarbrations” Recommended Retail Price Guide, via personal communication on the 25th of March 2012. Primary Customer Group Cider is becoming an increasingly more popular beverage amongst young people.

The Primary Customer Group for Strongbow Cider is 18-25 year olds. This is because the drinking culture amongst this age group is allowing both male and females to drink Cider. Amongst society there is often stereotypes that men drink beer and women drink ‘alcopops’ but cider is something that both men and women can drink and this is why it is becoming increasingly more popular. Clive Carlton, who is the Cider group marketing manager for Carlton United Brewers, a major cider producer stated this on the changing trends in unisex drinking. There is a big trend towards unisex drinking and there is a trend toward lighter, more refreshing drinks. ” (Sprague, 2012) Description: Strongbow Cider is an alcoholic, carbonated, apple drink (pear is also a flavour). It can be found in dry, sweet and original. With average bottle size 355mL. Product Life Cycle Stage: Cider is in the product life cycle categorised in the growth stage. This means that Strongbow sales will start climbing rapidly. There are always new competitors entering the market all the time to try and create a profit.

With the increase in competitors there is also an increase in the number of distribution outlets. Prices will remain where they are or fall slightly depending on the company. Companies keep their promotion budget at the same or increase it slightly. The company should see an increase of profits as promotion costs are spread over large volumes as well as manufacturing costs should be falling. Companies also try to keep improving their product with changes happening as well as distribution improvement and promotions changing all the time to try and sustain market growth for as long as possible. (Armstrong, Adam, Denize, Kotler 2012)

Price: The average bottle size is 355ml and around $3. 50 a bottle. A 6-pack costs about $15 to $16. And a carton costs about $45-$50. * 5. 0 Situational Analysis * 5. 1 SWOT Analysis Matrix Strengths * New CEO * Distribution channels. Channel Levels, Producer – Retailer – Consumer. * Advertisement campaigns – marketing for a young demographic * All major liquor stores stock Strongbow| Weaknesses * New Management – Lack of Communications between intermediaries * New management- laying off staff | Opportunities * New CEO which therefore means new ideas and motivational strategies. During a market low new advertising campaigns can be launched to increase profits. * Competitive advantage promotes brand recognition. | Threats * Other Cider brands are increasing their market share * New management leaves them vulnerable * Competitor Tooheys “5 Seeds” is “the second biggest cider brand in Australia and has 12. 4 per cent of the market. ” ( Sprage 2012) * Government alcohol taxes| 5. 2 Customer Analysis Table

Demographic Variables| | * Age * Sex * Race * Ethnicity * Income * Education * Occupation * Family Size * Family life cycle * Religion * Social Class| | * 18 – 25 years * Predominantly female, but some male * Multicultural * Australian * Student incomes, disposable income * University educated * Student/casually employed * Small to medium * Bachelor stage * Mixed * Mixed| | Psychographic Variables| | Personality attributes * Motives * Lifestyles| * Carefree, socially focussed * Alcohol a priority * Students with a strong drinking culture| Geographic Variables * Region * Urban, Suburban, rural * City Size * Country Size * State size * Market density * Climate * Terrain| * Coastal areas of Australia * Predominantly suburban * 2 000 000 or over * Approximately 20 000 000 * 2 000 000 or over * Hot/Humid, mostly sunny. Mild winters. City scape | Behavioristic Variables * Volume Usage * End use * Benefit expectations * Brand loyalty * Price sensitivity| * Heavy * Social/binge drinking * Social status and taste benefits * Low * Very high| 4. 1 5. 3 Competitor Analysis Table Product| Current Promotional Plan| Current Pricing Plan| Current Distribution Plan| Market Share(Growth/Decline)| FinancialPerformance(Profit/Loss)| Competitive Advantage| Your ProductStrongbowFosters| At the moment Strongbow is using Christmas and Summer to promote their cider. With handing out flyers to people to have them more aware.

The ad has been used festival music and used apple blossoms and related them to snow. They have also used the Tagline ‘It’s Strongbow Season’. 22. 7% of all print cider ads were Strongbow ads in 2011. (Cider Market Features 2011)| 355ml:$3. 50 per bottle RRP$15 per 6 pack, $47 per case of 24. | This is the most readily available cider in bottle shops. For example Liquor Land, Liquor Barons, Dan Murphy’s, Thirsty Camel, Celebrations and BWS. It is distributed by Carlton United Breweries. (Cider Market Features 2011)| Is the biggest in market share at 40%. But it has declined since the launch of new ciders in Australia by about half. Sprague, J 2012)| In the last year Fosters has stayed on top with Strongbow being the number one cider. But compared to the last 5 years in growth this last year they have lost money. (Foster’s Group Ltd 2011)| Strongbow Cider Clear: Low in calories and carbohydrates. | Competitor 1 Product5 SeedsTooheys| 5 Seeds has recently changed their promotional plan dramatically. They have moved to an ad that uses 2 delivery girls going to the local pub to deliver the cider. They are using a tagline ‘Not As Sweet As You Think’ as the girls end up having a man face and voice.

In print ads 5 seeds followed second but not that far behind. (Cider Market Features 2011)| 330ml:$3. 50 per bottle RRP$15 per 6 pack $48 per case of 24| This cider is readily available in most bottle shops. For example Liquor Land, Liquor Barons, Dan Murphy’s, Thirsty Camel, Celebrations and BWS. | 5 seeds since being launched in 2009 is now the second largest cider in the market share at 12. 4%. (Sprague, J 2012)| 5 Seeds has increased in profit and is contributing to major with in 2010 0. 5% profit increasement in Lion Nathan. (Lion Co. 011) | 5Seeds does a cloudy apple cider giving more variety to the customers. | Competitor 2 ProductBulmersFosters | This cider doesn’t have a TV advert campaign at the moment. And never has in Australia. They have print ads and are in the top 5 with how many are produced. (Cider Market Features 2011)| 500ml:$6 per bottle $50 per case of 12330ml:$4 per bottle RRP$13 per 4 pack$62 per case of 24| This cider is found in most bottle shops but it depends on the size of bottle for example: 500ml is sold individually and more commonly found compared to 330ml bottles which are sold exclusively in 4 packs.

It is distributed by Carlton United Breweries. (Cider Market Features 2011)| It has doubled in volume they produce, so the market share has had a growth for CUB to produce more. | As they have increased by about 10% in producing cider they would have had an increase of profit in the last year. (Foster’s Group Ltd 2011)| No competition in 500ml size bottle out of these competitors. | Competitor 3 ProductPipsqueak Little creatures| This cider doesn’t have an advert campaign at the moment and never has. Their promotion for this microbrewery is done through word of mouth. 330ml:$4 per bottle RRP$20 per 6 pack$68 per case of 24 | This cider is only found in selected bottle shops. Such as larger ones for example Dan Murphy’s. | Unavailable through websites. | Unavailable through websites. | Local product of Western Australia. | 6. 0 Key Findings a) Young Adult Demographic The predominant consumers of this product can be defined as ‘young adults’, aged between 18 to 25 years. The demographic is in the ‘bachelor stage’, which can be defined as young, single people that live at home, or have recently moved out and have low income.

However, this income is disposable due to their low financial burdens. Furthermore, they are recreationally orientated (Tutor2U n. d. ) and would prioritise drinking as a social activity. From the research discussed above, it can be concluded that this age group is predominantly in university and therefore, have minimal responsibilities compared to those in more advanced stages of their life. This is beneficial to our company. If the demographic has a disposable income and prioritise drinking then they are able to afford our product and are more likely to purchase it then older groups of people.

Because of the drinking culture that can be assumed with university students at this age, Foster’s can be confident that Strongbow products will constantly be in high demand, which will ultimately maximise profit. b) Growth Stage of Product Lifecycle Strongbow is currently in the growth stage of its lifecycle. This stage is defined as a period of rapid market acceptance and sales. It is known that this product was previously in the maturity stage of its lifecycle, which left little room for improvement.

The brand was not performing to its utmost potential so needed to be brought back into the growth phase to undergo improvements. The growth stage of a product’s lifecycle can have a negative or positive effect on a company’s performance, depending on how effectively they chose to promote their product. Because this brand is in the growth stage, there is potential to expand the current consumer market and aim to gain a significant market share of 18 – 25 year olds. To achieve this, Strongbow will introduce a new “Peach Flavoured Cider” to its portfolio (to be discussed later in this report).

This will rejuvenate interest for the product. Price will be lowered to meet the forecasted high demand and to give it an edge against its competitors. Ultimately, the knowledge that Strongbow is in the growth stage will have a sustainably positive effect on the brand and future performance as it allows for improvements to be made and marketing creativity to be exercised again. c) Predominantly Summer Drink The current Strongbow advertising campaign highlights the product to be solely a summer drink.

Its slogan reads, “It’s Strongbow Season”, and with its promotional ties with Australian music festivals held throughout summer, the product has connotations to being a beverage only to be consumed in the hot months. This key finding could be limiting to the amount of revenue that can be gained in a year, eventually causing negative impacts on the brand and its financial performance. To remedy this, a new advertising campaign should be developed. Instead of marketing itself as a summer drink, Strongbow needs to develop marketing strategies that keep it in the focus of our demographic all year round, not exclusively in the summer months.

If not, this brand will lose potential revenue to other brands (e. g. Rekorderlig who has a range of “warm” ciders that can be consumed in winter). Although not a priority to Strongbow, improvements on this aspect of the brand will guarantee future monetary growth. 7. 0 Objectives Having concluded from the Situation Analysis and Key Findings that even though Strongbow is the top product in cider in Australia and has been for some years it has dropped off slowly but it has still remained number 1.

From this position Strongbow cider has to achieve the best and highest product in our demographic and have the largest market share. Also to try and create a brand association with Strongbow so that when people think cider they think Strongbow as well as when they go to the fridge in the bottle shop they automatically pick Strongbow. Another thing also to be achieved is too make people think that Strongbow isn’t just associated with Summer as well as wanting to give the winter ciders such as Rekorderlig competition by just promoting people to drink Strongbow in the winter with new promotional campaigns. . 0 Target Market Demographic Variables| | * Age * Sex * Race * Ethnicity * Income * Education * Occupation * Family Size * Family life cycle * Religion * Social Class| | * 18 – 25 years * Predominantly female, but some male * Multicultural * Australian * Student incomes, disposable income * University educated * Student/casually employed * Small to medium * Bachelor stage * Mixed * Mixed| | Psychographic Variables| | Personality attributes * Motives * Lifestyles| * Carefree, socially focussed * Alcohol a priority * Students with a strong drinking culture| Geographic Variables * Region * Urban, Suburban, rural * City Size * Country Size * State size * Market density * Climate * Terrain| * Coastal areas of Australia * Predominantly suburban * 2 000 000 or over * Approximately 20 000 000 * 2 000 000 or over * Hot/Humid, mostly sunny. Mild winters. City scape | Behavioristic Variables * Volume Usage * End use * Benefit expectations * Brand loyalty * Price sensitivity| * Heavy * Social/binge drinking * Social status and taste benefits * Low * Very high| 9. 0 Marketing Mix 10. 1 Product Strongbow would be defined as a consumer product, and more specifically a speciality product. That is, this brand is bought for final consumption by the consumer and has “…unique characteristics or brand identification for which a significant group of buyers is willing to make a special purchase effort” (Adam & Armstrong, p. 73). However, because Strongbow is in the growth stage of its lifecycle, decisions need to be made to develop and market the product more successfully to improve financial growth and stability. Through introducing an entirely new product in the Strongbow cider range, this will be achieved. As well as improving the product by adding the questions onto the inside of the bottle caps but they will be more pop culture questions and general knowledge to match our target market. No other cider’s do this at the moment so it will make Strongbow unique.

An observation of Strongbow’s competitors reveals that a move away from traditional apple cider is occurring and companies are choosing to introduce original flavours to entice new consumers to try their product. To compete with this, Strongbow has developed a new ‘Peach Flavoured Cider’, which offers variety to the target market. Strongbow is known for its wide selection of apple based ciders and although this has been beneficial in the development stage of the product life cycle, the brand has grown and needs to broaden its range.

A peach flavoured cider will offer to consumers a product that still maintains the Strongbow quality and image, but rejuvenates its appeal to its target market and sparks excitement and interest once more. Ultimately, this new product will ensure current customers keep purchasing the brand and encourage new customers to make the switch to Strongbow cider. Strongbow has acquired a new-product development program to ensure the success of the peach flavoured cider’s entrance into the market.

In terms of packaging, Strongbow has made the decision to introduce a ‘4-pack’ of ciders that include 3 bottles of the already well-established ‘Strongbow Apple Cider’, and 1 bottle of the ‘Peach Flavoured Cider’. This will encourage people to try the new product. Consumers will already be willing to purchase the popular apple cider and so will be more inclined to try a 4-pack of cider that includes 3 of there favourite drink, and one added extra. It will always help Foster’s gage the success of the product before introducing it to the market as an individual product.

The branding and labelling of this 4-pack will be kept similar to that of other Strongbow products. The single image of the well recognised ‘apple blossom tree’ will be the prime focus of the packaging. However, soft peachy tones will be incorporated to highlight that there is something new and exciting being offered in the Strongbow range. This will grab the target markets attention, heightening chances that they will purchase this new product. Introducing an entirely new product to the Strongbow range will rejuvenate the brand and spark interest in our target market, which will ultimately increase sales.

Through package bundling and incorporating fun and fresh colours that still maintain the original design of the brand, the young target market of Strongbow will be encouraged to reach for this product on the self over its competitors. 10. 2 Price The regular RRP of Strongbow will remain the same as they are still the number one brand in market share and decreasing the price will mean that the company collects a decrease in profits. For the new product of peach cider that is going to be sold in a ‘4-pack’ with the 3 already established apple cider as well as the 1 new peach cider the price is going to be sold at $9. 9 as then the psychological pricing will attract new consumers. Psychological pricing at $9. 99 attracts new customers because people think they are being charged less when there is only really 1c between $10 and $9. 99 but more people will buy the $9. 99. Product Bundling pricing also comes into affect because we are using a bundle to attract people to buy the new product. As this is an introductory product it is at a cheaper price and more people will be inclined purchase it because it is cheaper than a usual ‘6-pack’. This will help attract newer customers and hopefully they will be persuade to stay with Strongbow as brand loyalty. 0. 3 Place Placement The goal of marketing logistics is to minimise distribution costs while still maintaining an acceptable level of customer satisfaction. Strongbow’s logistics objectives for Peach Cider include; create efficient and effective delivery-cycle, track growth and success, and increase customer awareness. By designing a logistics system using the four main logistics functions (warehousing, inventory management, transportation and logistics information management), Strongbow can attain its objectives for Peach Cider at a minimal cost, thereby maximising profits.

Distribution centres are computer-controlled warehouses designed to received, sort and deliver goods as efficiently as possible. Having a distribution centre positioned near transport facilities in capital cities throughout Australia will allow fast, frequent and flexible dispatch of goods. Strongbow can received order information for Peach Cider from various individual retailers and immediately commence the delivery process. Intermodal transportation, particularly ‘piggybacking’, provides Strongbow with an advantage by combining two modes of transportation.

The cost-effectiveness of railroads and the efficiency of trucks result in a flexible and convenient low-cost delivery system. By introducing cross-docking points at the railroad destination, inbound transportation via truck to the distribution centre can begin immediately. As distribution centres are in the vicinity of transport infrastructure, swift delivery is eminent. Trucks also perform outbound transportation, continuing the efficient and effective delivery-cycle of Strongbow’s Peach Cider. In addition to this, truck services provide shipment tracking through the use of electronic data interchange (EDI).

EDI is the electronic exchange of data via the internet. It allows for an uncomplicated, efficient and effective method for sending and receiving channel information from intermediaries. This form of logistics information management enables the flow of essential information between channel members. This information will not only allow Strongbow to monitor and track the efficiency and accuracy of delivery, but also provide necessary tools to assess the level of success and growth of Peach Cider in the market.

Inventory management is crucial for customer satisfaction. The ‘just-in-time’ logistics network allows retailers to carry fewer inventories, while guaranteeing a constant supply of Peach Cider precisely when required. This system, with the support from the other logistics functions; accurate forecasting and effective, efficient and flexible delivery, reduces inventory and related costs while providing a constant supply of Peach Cider to retailers, creating a cost-effective and productive delivery-cycle.

Strongbow’s marketing channel consists of one intermediary between production and final consumer- the retailers. This presents Strongbow with more control over the Peach Cider distribution and the information flow within the supply-chain is easily interpreted and monitored. Regardless, marketing channels’ optimum performance occurs when the roles of channel members are clear and easily understood, and channel goals are agreed upon and supported by all. Strongbow achieves this by utilising its size and power of its brand to encourage channel organisation.

Otherwise known as administered vertical marketing networks, Fosters’ Strongbow Peach Cider will command cooperation from retailers with regards to the displays, shelf space and promotions of Peach Ciders due to the amount of power it holds. This will not only continue to improve the efficiency and effectiveness of the delivery-cycle, but will also aid to increase customer awareness. 10. 4 Promotion Promotion There are many promotional and Integrated marketing communications techniques to be implemented for Strongbow Cider. Advertising Advertising for Strongbow Cider needs to be placed in public areas where our target market will see them.

For example large music festivals and sporting events see tens of thousands of both males and females who fit Strongbow’s target market and these would be the perfect place for posters and billboards. Print, television and radio advertisements also need to promote the new Peach flavour and this would be done through the use of the colour peach and a slogan that reflects the new product. In conjunction to the advertising at Music festivals and sporting events Snap Bracelets would also be introduced as a tactile reminder to consumers of the new product.

These bracelets offer a fun way for consumers to have a longer lasting reminder of the product. They would be peach coloured to promote the new flavour and would be distributed by promotional staff at the event. These staff would be dressed in peach coloured clothes and would also be accompanied with a Strongbow Cider Mascot who would be dressed as a bottle of Cider. In store promotion In accordance with advertising strategies suppliers also need to be encouraged to sell this new flavour.

Giant blow up Peach Cider bottles will be distributed to retailers to display in their stores and in store displays posters and other materials will also be given to retailers to educate consumers on the new flavour and encourage sales. Feedback To measure the success of the introduction of Peach Cider customers will be encouraged to provide feedback. Brief surveys will be available on the Strongbow website as well as their social media pages, such as Facebook. A ‘random draw’ prize will be offered as an incentive to customers to fill out the questionnaire and provide the company with important feedback. 0. 0 Implementation and Control Table Strategy| Action| Objective| Measurement | Timeframe| Control Mechanism| Product Strategies – Introducing new product to rejuvenate interest| Product bundling with an already well-established product | Become the “go to” product for our demographic| Video documentation of peoples reactions to the new product at public events and conduct focus groups to support findings| 2 months of pre-introduction advertising (Oct/Nov), Introduce new product (Dec/Jan)| Analyse customer perception and alter promotion strategies if required. | Pricing Strategies Keeping same price to maintain young demographic | Keep the price minimal to encourage young demographic to continue buying our product| Largest market share of our demographic| Measure sales of new products and monitor customer feedback of price and quality| Review sales on a quarterly basis after introduction| Review sales strategy and determine if it creates competitive advantage in the minds of consumers| Distribution Strategies – Maximising profit by marketing logistics network effective and efficient | Reducing the channel levels and, making the physical distribution more cost effective and conivninant | Increase profits| Electronic date interchange allowing company to track sales | Ongoing review| Makes changes if not achieving goals| Promotion Strategies – Create new product awareness and consumer interest| Advertising at public events | Improved product recognition and association | Survey and offer a prize to those who participate | Review product awareness after initial 2 months. Then review sales on a monthly basis| Revaluate promotional ideas and strategies if awareness of product has not been increased. | * Bibliography

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