Consultants' analysis of Eventmakers
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Blackberry Marketing Communication Campaign
TABLE OF CONTENTS: .0 EXECUTIVE SUMMARY Page 3 2.0 INTRODUCTION Page 3 2.1 COMPANY PROFILE Page 3 3.0 SITUACION ANALYSIS Page 4 3.1 MACROECONOMIC ENVIRONMENT Page 4 3.1.1 POLITICAL/LEGAL FACTORS Page 4 3.1.2 ECONOMIC FACTORS Page 4 3.1.3 SOCIAL FACTORS Page 5 3.1.4 TECHNOLOGICAL FACTORS Page 7 3.1.5 DEMOGRAPHY Page 7 3.1.6 ENVIRONMENTAL/NATURAL FACTORS Page 7 3.2 MICROECONOMIC ENVIRONMENT Page 8 3.2.1 COMPETITORS Page 8 3.2.2 PUBLICS Page 9 3.2.3 CUSTOMERS Page 9 3.2.4 SUPPLIERS Page 10 3.2.5 INTERMEDIARIES Page 10 3.3 SWOT
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TESCO long term effect of customer loyalty programs
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The changing shape of The Fashion Industry in the United States: the Future of High Fashion
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Marketing plan of GTM Solutions Inc.
Executive summary GTM solutions Inc is a company that specializes in providing GSM enabled high-tech, remotely accessible safety and control solutions. The target market identified is heavy manufacturing and construction industry. As GTM is entering with a new product line in an existing market, it would efficiently leap frog the pioneers in the industry with superior product technology, product quality and better customer service. The basis of firm's competitive advantage is differentiated product line with added features and benefits. As our target market is not a less-price sensitive and growing gradually, the prices of products are set at par with the market average to higher than the market average on the core products and services. With this approach, the firm would be able to cover costs, penetrate the market, gain maximum market share, target profit, address the buyer's perception, sustain and overtake the competition. The organization's mission is to creating safer work environs by delivering high end safety and control solutions and its main objective for the first five years of introductory phase is to capture 65% of the market share. This objective can only be achieved through slab-stick advertisements and aggressive campaigns. Hence, the firm's promotion strategy includes advertisement, personal selling, sales promotion and public relations. As ours is a
Branding and Marketing at LVMH (Louis Vuitton Moet Hennessy)
Acknowledgement A successful project can never be prepared by the single effort or the person to whom project is assigned, but it also demand the help and guardianship of some conversant person who helps in the undersigned actively or passively in the completion of successful project. With great pleasure I express my gratitude to our project guide without their help this would not have been completed. They have given their precious suggestions and constructive guidance has been indispensable in the completion of this project work. Last but not the least I would also like to thank my friends and all the responded. Who directly and indirectly supported to me during my project work, without the help of whom this project would not have been possible. INDEX Sr. No. CONTENT Page No. Chapter 1 BRAND Definition Luxury branding Chapter 2 AIMS AND OBJECTIVES Primary and Secondary Chapter 3 LVMM Introduction to Louis Vuitton History Key people Chapter 4 THE BRAND STRATEGY Branding for the board Massive problems: Common language: Image is nothing, management is everything Comment Chapter 5 THE LOUIS VUITTON PRODUCTS Mission Statement: Target Market: Selling Point: Chapter 6 MARKETING MIX Set of Principles for PRODUCT Set of Principles for PRICE Set of Principles for PLACE Set of Principles for PROMOTION Chapter 7 SWOT ANALYSIS OF
This study will investigate, discuss and analyse the reasons behind consumer purchases of supermarket own-brand labels relative to manufacturer brands, in order, to gain a deeper understanding of consumer motivations in relation to this.
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Managerial objectives and the Pricing Strategies
Managerial objectives and the Pricing Strategies Section 1: Managerial Objectives .1 The essence of managerial objectives We assumed that the firm's primary objective is to maximize profit. This assumption underlies the competitive environment, which we mapped out using the frameworks of the perfect competition, monopoly, monopolistic competition and oligopoly market models, and which allowed us to establish benchmarks for the analysis and comparison of price-output decisions under different market structures. This approach, often referred to as the traditional (or 'neoclassical') approach, can readily be criticized, however, on the grounds that it does not provide a satisfactory explanation of real-world production and pricing decisions. By assuming away many complexities, the simplistic assumption of profit maximization enables us to make very clear-cut predictions about the firm's behaviour However, it is one thing to make predictions, but another to say how realistic they are or how accurate they are. The traditional theory of the firm seems to be at its best when analyzing behaviour in perfectly competitive and monopoly market structures. In practice, however, these theoretical extremes are rarely to be found - in reality most firms are confronted with market conditions, which are more readily described as imperfectly competitive with oligopoly being the dominant