Project duration: Business and Technical 23.04.03-06.05.03 College of Bornholm Service Management 2 Consultants' analysis of Eventmakers -First year interdisciplinary group exam- By: Yidi Zhao Zuzana Zdanska Ekaterina Vasilyeva Imran Sattar Contents . Introductory part 3 .1. Introduction 3 2. Problem formulation 4 2.1. Problem identification 4 2.2. Problem specification 5 2.3. Delimitation 7 2.4. Hypothesis 7 2.5. Theory
KFC and the Global Fast Food Industry (703) . The five-force analysis suggests that KFC faces a very active and rigorous competition. · There is extreme rivalry in the fast food industry. There are more then a hundred other fast food businesses that KFC competes with. · Statistics show that there is always threat of new competition as there are new chains developing from time to time in the industry. The reason behind such a threat existing is due to the fact that the industry is a highly profitable market. · There a various number of substitutes that KFC faces as competitive forces such as fine dining, different fast food concepts such as Mexican, Chinese, Italian etc. · There is not a significant pressure from supplies in terms of bargaining as there are also a vast number of supplies available to supply the fast food Industry. · When it comes to bargaining between seller and buyer, there is heavy competition, due to the fact that there are many other fast food chains with the same restaurant concept as KFC, with whom KFC competes with. 2. The competitive factors to be considered to succeed in the fast food industry: - · To succeed a fast food chain should always be working in improving their quality of food they offer to their consumers. · The development of new product from time to time is critical to stay on top of the market; consumers always look forward
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
Improving customer relations through relationship marketing - How can Greenheart Plants improve its relationships with customers to create a competitive advantage?
Title Improving customer relations through relationship marketing - How can Greenheart Plants improve its relationships with customers to create a competitive advantage? .0 Points of Departure In this section I will present the reasons for choosing the topic. An introduction to the garden nursery industry and the case company, finally the research problem, purpose and its limitations, followed by an outline of the thesis. .1 Areas of Interest In deciding a topic for my dissertation an important factor was that I would enjoy the subject, and be interested in it. After enjoying the level two "Services Marketing" module, specifically the 'Relationship Marketing' topic, I thought it would be a challenging area of subject, one I could succeed in and enjoy enough to dedicate my time to. Horticulture and more specifically the garden centre/nursery has been of importance to me because I have worked part-time, for five years in such a nursery. The concept of relationship marketing is beginning to be major aspect of many businesses; however I had noted that it had not really been introduced into horticulture. This sparked an idea of combining those areas for my thesis. I talked to the owners of the nursery and found that they wanted to introduce a marketing scheme and afterwards agreed to give me all the information needed to assist me in the project, in return for deciding
Running Head: TESCO LONG TERM EFFECT OF CUSTOMER LOYALTY PROGRAMS TESCO long term effect of customer loyalty programs [Name of the writer] [Name of the institution] TESCO long term effect of customer loyalty programs Intr?ducti?n Th? t?chn?l?gy ?f l?y?lty c?rd? ?ll?w? r?t?il?r? t? tr?n?f?rm c?ld d?t? ?n c?n?um?r b?h?vi?r int? w?rm r?l?ti?n?hip? ?nd ?v?ntu?lly int? ? g?nuin? cu?t?m?r l?y?lty f?und?d ?n mutu?l und?r?t?nding ?nd tru?t. ? w?rm r?l?ti?n?hip i? ?l?? ? l??rning r?l?ti?n?hip (M?uri, 2003, pp. 13-14). ? numb?r ?f r?t?il?r? ?nd ?th?r ??rvic? pr?vid?r? h?v? intr?duc?d l?y?lty ?ch?m?? ?v?r th? p??t f?w y??r?. Th??? l?y?lty ?ch?m?? u?u?lly inv?lv? th? cu?t?m?r b?ing giv?n ? pl??tic c?rd t? which cr?dit p?int? c?n b? ?dd?d wh?n th? cu?t?m?r m?k?? ? purch???. Wh?n th? cu?t?m?r j?in? th? l?y?lty ?ch?m? th?y m?y b? ??k?d t? c?mpl?t? ? f?rm which ??k? f?r d?t?il? ?uch ?? th?ir n?m? ?nd ?ddr???; th??? ?r? ?ub??qu?ntly ?nt?r?d int? ? d?t?b???. ?nc? ? cu?t?m?r h?? ?n ?ntry in th? d?t?b???, furth?r r?c?rd? ?f cu?t?m?r purch???? c?n b? ?dd?d, ?? th?t ultim?t?ly it i? p???ibl? t? build ? pr?fil? ?f individu?l cu?t?m?r purch??ing h?bit?. Thi? d?t?b??? ?f cu?t?m?r purch??? pr?fil?? c?n th?n b? u??d t? ??gm?nt th? r?t?il?r'? cu?t?m?r b???, f?r purp???? ?f dir?ct m?rk?ting ?nd t?il?ring ?th?r m?rk?ting c?mmunic?ti?n? ?nd ?p?ci?l ?ff?r? t? cu?t?m?r r?quir?m?nt?. In ?xch?ng? f?r
Faculté de lettres et sciences humaines Mémoire de recherche de Master 1 LEA Négociation Trilingue Internationale de Commerce et Services Parcours Entreprise The Changing Shape of the Fashion Industry in the United States: The Future of the High Fashion Présenté et Soutenu publiquement le 13/09/2010 Par Aurélia Poumaroux Enseignant-conseil : Benaouda Lebdai Année 2009/2010 Content INTRODUCTION 4 PART 1: INVESTIGATION 6 ALTA COSTURA A PRECIOS DE GANGA 7 ROPA DE LUJO 'MADE IN CHINA' 9 KEEPING FAST FASHION FRESH, AND PROFITABLE 11 FUTURE OF FASHION MAGAZINES 12 AMERICAN WOMAN: FASHIONING A NATIONAL IDENTITY 14 THE FUTURE OF DENIM 16 ECO-FASHION: GOING GREEN 18 PART 2: RESULTS 25 . THE CAUSE OF THE CHANGING SHAPE OF THE FASHION INDUSTRY 26 .1. CONSEQUENCES ON THE US MARKET OF THE INTERNATIONAL TRADE IN TEXTILE AND CLOTHING: THE AGREEMENT ON TEXTILE AND CLOTHING (ATC) OF 1/1/2005. 26 .2. THE CONSEQUENCES OF THE ECONOMIC DOWNTURN OF 2007-2009 28 2. THE REORGANIZATION OF THE INDUSTRY: CHALLENGES AND OPPORTUNITIES FOR 2010 29 2.1. GLOBAL SOURCING AND SUPPLY CHAIN: SOLUTION IN ASIAN COUNTRIES 29 2.2. THE ECONOMY AND GOVERNMENT INITIATIVES 30 2.2.1. Free Trade Agreements 30 2.2.2. The shrinking number of lobbyist 31 2.3. THE COMPLEXITY OF FASHION STRUCTURE 31 3. THE FASHION SYSTEM: LUXURY BRANDS VERSUS RETAILER'S BRANDS (MASS FASHION MARKET). 33
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
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.
Chapter 1 INTRODUCTION CONTEXT The economic basis of the study is the umbrella branding theory used in supermarkets, where a firm seeks to transfer a consumer's quality perception from one product to another through the use of the same brand name. Market Size The food retail market is the largest sector in the UK retailing industry. In 1999 it accounted for 48% of all retail sales in the retail market, representing a market growth of 40% from the period 1992 to 1999. In 2001, UK grocery market was valued at an estimated £103.4bn. (Source: Institute of Grocery Distribution.) Market Structure The food retail industry in the UK is an oligopoly that is a select few supermarkets dominate a highly competitive and dynamic market. It is estimated that the leading four supermarket chains - Tesco, J.Sainsbury's, Safeway and Asda account for 60% of all grocery sales in the UK. In 2000, food sales through supermarkets reached £76.78bn - a growth of 4.5% over 1999. The retail sale of food through supermarkets is estimated to increase by 16% between 2001 and 2005. The food industry structure can be broken up into four main areas: the major multiples, convenience stores, co-operatives and other retailing outlets (such as dis-counters), representing 60%, 20%, 5% and 15% of the market share consecutively. (Source: Institute of Grocery Distribution.) RATIONALE Branding is a key
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