The document summarizes an AXE deodorant consumer behavior presentation. It discusses:
1) AXE is targeted at young males aged 15-25 and portrays confident, trendy users that boosts ego and confidence.
2) Research found the target age group uses multiple AXE varieties per month and the brand is seen as trendy.
3) AXE is positioned as making users confident and appealing to women through provocative advertising campaigns.
Axe uses a targeted marketing strategy focused on young men aged 16-35. It positions itself as a cool, confident brand through provocative advertising campaigns. Axe's promotional mix includes TV, print, and online advertising, as well as sales promotions, interactive games, mobile apps, events, and publicity stunts. The brand's unconventional innovations and adventurous marketing approach have helped it become the leading male deodorant brand in India.
Fogg is a body spray brand owned by Vini Cosmetics located in Ahmedabad, Gujarat, India. Fogg currently holds a 12.6% market share for men's deodorants and 10.2% for women's. The document discusses a potential new product extension for Fogg - a hair gel called Fogg Hair Gel. It outlines the product details, target market segmentation as urban male youth ages 16-35 from upper and middle income families, key competitors, and brand identity and positioning for the new Fogg Hair Gel.
The document introduces a new line of organic deodorants from Axe called Botanical Essence, Tea Green, Ambre Essentiel, and Melvita Roses. It describes the key natural ingredients in each product. The document also outlines Axe's mission, vision, objectives, target markets, promotional strategies, and organizational structure.
Consumer Behaviour Analysis - Wild Stone DeodorantsKashyap Mitra
油
Consumer behaviour analysis of Wild Stone deodorants.
This was done as a part of my Summer Internship Program for McNROE Consumer Products Pvt. Ltd.
The survey was done in Kolkata.
Group 16 is presenting on Fogg deodorant by Vini Cosmetics. Fogg was launched in 2010 in Ahmedabad, Gujarat by Darshan Patel and has become the market leader in India with a 13% market share by December 2013. It differentiated itself from other gas-based deodorants by being liquid-based and using the tagline "No Gas, Only Deo".
The document analyzes the deodorant market and provides recommendations to improve sales of the Engage brand. It finds that Engage has 18% market share in the selected beat but could target more women. It provides insights into brand features and market shares. Analysis of outlet stock and sales identifies opportunities to increase facings, provide testers, and use promotions tailored to different outlet types like grocery stores and cosmetic shops to boost Engage sales.
BRIGHT LIGHT, an urban startup, plans to launch a new soap in rural South India. They will conduct market research to understand dynamics and opportunities. Their marketing plan includes competitive analysis, identifying product portfolio, appropriate packaging and pricing, communication strategy, brand positioning, and sales strategy. BRIGHT LIGHT aims to achieve sales targets, customer goodwill and satisfaction, and maximum profits within five years by focusing on women aged 20-50 from low-income families. The plan involves direct marketing, small stores, wholesalers for distribution and educating villagers to create brand awareness. Progress will be monitored weekly against budgets and deadlines.
Nivea is a global skin care brand owned by German company Beiersdorf. Founded in 1882, Nivea focuses on product innovation and international expansion. It has a wide range of products for all ages and gender. Nivea applies strategies like point of difference, continuous innovation, and creating universal sub-brands. It uses various marketing techniques including direct mail, event sponsorships, and non-traditional approaches. The target market consists of middle-class consumers of all ages. Through brand extensions and celebrity endorsements, Nivea maintains its position as a leader in the facial care market globally.
The document discusses a study conducted on customer preferences for Sunsilk shampoo. The objectives were to determine average customer preference, identify significant variables affecting preference, and recognize customer benefits. The scope covered Sunsilk shampoo categories in Dwarka. Primary data was collected through questionnaires with 50 samples. Most respondents had tried Sunsilk and learned about it from friends. Customers expected hair smoothness and prevention of hair fall. Need satisfaction most influenced preference. Sunsilk was found to be easily available and affordable.
Nivea's marketing strategy focused on product expansion and geographic expansion. They developed over 500 products to target all customer segments and age groups globally. Nivea also strengthened their brand image through their "Beauty is..." campaign promoted through above and below the line advertising. This campaign helped connect Nivea to consumers and better respond to their needs worldwide.
Red Bull segments, targets, and positions its energy drinks. It segments consumers based on demographic, geographic, psychographic, and economic criteria. Red Bull targets generation Y, those born after 1981, through "buzz marketing" and student brand managers. It positions itself as a premium beverage with a unique taste that appeals to its target market of 15-30 year olds and promotes an inspirational lifestyle.
This document outlines a marketing plan for launching Close-Up brand face wash for men in India. It begins with an overview of the growing Indian men's grooming industry. Research findings show most men use face wash and would consider buying Close-Up. The plan proposes launching variants for different skin types and prices starting from Rs. 15 sachets to Rs. 200 bottles. An integrated promotion strategy includes print, TV, outdoor, and digital advertising totaling Rs. 24 crores. The target segment is urban/semi-urban men aged 15-40. The face wash will be positioned as a 3-in-1 product for cleansing, smoothing, and aftershave effects. The goal is to gain an 18% market
Differences in cultures and climate conditions affect the level of the respondents concerns on UV rays. More than 70% of Vietnamese concerned about the skin cancer. While 62.2% of Thais are most worried about freckles. Lastly, among Indonesians, sunburn protection is a priority for more than half of the respondents (59.4%).
Brand Positioning & Point parity,Point of difference.Shofique Mahmud
油
Lifebuoy and Sandalina soap have well defined market positions through targeting specific customer groups and emphasizing distinguishing product attributes. Lifebuoy targets families and those concerned with hygiene and disease prevention, positioning itself as a family soap. Sandalina targets consumers seeking quality skin care, emphasizing its vegetable fat and sandalwood oil ingredients. Both companies accurately defined their target markets and points of differentiation to establish strong brand positions, though they could innovate further to maintain their positions against new competitors.
This marketing presentation summarizes a perceptual map analysis of Head & Shoulders anti-dandruff shampoo. It outlines the company and brand history, key target segments, and positioning as the world's number 1 anti-dandruff product. Two perceptual maps are presented, showing competitors' positions and consumers' perceptions. A gap analysis identifies areas for improvement such as promoting additional attributes and awareness in rural areas. Recommendations include addressing froth problems, focusing on product depth, and delivering on claims to close the perception gap between company and consumers.
This document outlines a presentation for The Body Shop about their Shea body butter product. It includes sections on consumer insights showing people are motivated to purchase based on the brand being trendy, ingredients, and the product supporting fair trade and education. It describes the body butter and cosmetics market competitors. The target group is women aged 20-40 who care about themselves and economic/social issues. A persona of 22 year old Louise is provided as an example target customer. The document asks if they should communicate the green/sustainable aspects of the product and concludes it is not the main characteristic and social responsibility should be the focus of communication instead.
This document is a research report on factors influencing customer preference when buying Head & Shoulders shampoo. It was submitted by Bhupesh Sahu for his MBA degree. The report provides background on the hair care industry in India, including market sizes and growth of different product segments. It then discusses the history and composition of shampoos, different types of specialized shampoos, and the evolution of the Indian hair care industry and shampoo market. Procter & Gamble is also briefly mentioned.
The document discusses the stages of new product development including idea generation, screening, testing, development, marketing strategy development, and commercialization. It notes that new products often fail due to poor marketing research, technical problems, insufficient market efforts, bad timing, targeting the wrong group, unrealistic forecasts, and insufficient awareness. The presentation covers defining new product categories, the new product development process, and reasons for new product failures such as poor marketing research and technical problems.
A copywriting college assignment where I created a modern social media based campaign for forest essentials using consumer insights and digital trends.
This document is a marketing plan report submitted by four students for their Principles of Marketing course. It includes an executive summary, table of contents, and sections on Pepsi's product overview, marketing strategy, market segmentation, and analysis of the marketing environment. The report was submitted to their lecturer, Md. Safayet Mansoor, at Daffodil International University to fulfill an assignment requirement.
Analysis of Flying Machine`s recent campaignApoorva Yadav
油
Flying Machine is an Indian jeans brand established in 1980 that targets youth ages 19-40, especially college students, young professionals, and adventurous travelers. It focuses on style and innovation, introducing temperature regulating and stain-free jeans. While popular in the 1990s, it lost recognition until being relaunched in 2007 with a new Italian designer. An ad campaign that year featured Abhishek Bachchan to appeal to premium youth. In 2011, a highly successful campaign starred cricketer Virat Kohli, integrating social media. Though a later 2011 ad, "What an Ass!", was controversial for objectifying women, the brand continues gaining youth recognition while working to increase broader recall.
Nivea Marketing Plan for MBA (vinod bobade)Vinod Bobade
油
The document summarizes Nivea Visage's Career Enhancement Program for 2016. It lists the group members and provides an overview of Nivea Visage as a skin care brand owned by Beiersdorf. It discusses Nivea Visage's products, segmentation targeting younger consumers, and marketing strategies including pricing, placement, and promotional activities like product sampling and social media marketing. The document also includes a SWOT analysis and recommendations to help Nivea Visage adapt to emerging markets while maintaining its brand image.
KNORR instant noodles has seen its market share in Bangladesh fall drastically from 5% to 38% dominated by Maggi. Research found that KNORR noodles were seen as bland and tasteless compared to spicy flavors preferred by Bangladeshis. Additionally, the focus on chicken flavors did not appeal to preferences for masala. While KNORR sales initially rose when Maggi had supply issues, its decline resumed once Maggi resolved its problems. To improve its position, KNORR should introduce more flavors suited to local tastes, focus on brand extensions to new products, and create advertising campaigns specific to the Bangladeshi market.
Toyota marketing campaign ( marketing course training )Mohie Ismail
油
the document shows the detailed plan for marketing campaign for corolla in Egyptian market (developed as a practical training for the Marketing course in MBA )
the competitive advantage was the fuel consumption
the document contains the steps for developing the marketing plan with details and also contains sample for the selected IMC Tools
segmentation
Targeting
positioning
marketing mix
4 ps
place product price promotion
budgeting
market share
this was an implementation for marketing course
The document analyzes the deodorant market and provides recommendations to improve sales of the Engage brand. It finds that Engage has 18% market share in the selected beat but could target more women. It provides insights into brand features and market shares. Analysis of outlet stock and sales identifies opportunities to increase facings, provide testers, and use promotions tailored to different outlet types like grocery stores and cosmetic shops to boost Engage sales.
BRIGHT LIGHT, an urban startup, plans to launch a new soap in rural South India. They will conduct market research to understand dynamics and opportunities. Their marketing plan includes competitive analysis, identifying product portfolio, appropriate packaging and pricing, communication strategy, brand positioning, and sales strategy. BRIGHT LIGHT aims to achieve sales targets, customer goodwill and satisfaction, and maximum profits within five years by focusing on women aged 20-50 from low-income families. The plan involves direct marketing, small stores, wholesalers for distribution and educating villagers to create brand awareness. Progress will be monitored weekly against budgets and deadlines.
Nivea is a global skin care brand owned by German company Beiersdorf. Founded in 1882, Nivea focuses on product innovation and international expansion. It has a wide range of products for all ages and gender. Nivea applies strategies like point of difference, continuous innovation, and creating universal sub-brands. It uses various marketing techniques including direct mail, event sponsorships, and non-traditional approaches. The target market consists of middle-class consumers of all ages. Through brand extensions and celebrity endorsements, Nivea maintains its position as a leader in the facial care market globally.
The document discusses a study conducted on customer preferences for Sunsilk shampoo. The objectives were to determine average customer preference, identify significant variables affecting preference, and recognize customer benefits. The scope covered Sunsilk shampoo categories in Dwarka. Primary data was collected through questionnaires with 50 samples. Most respondents had tried Sunsilk and learned about it from friends. Customers expected hair smoothness and prevention of hair fall. Need satisfaction most influenced preference. Sunsilk was found to be easily available and affordable.
Nivea's marketing strategy focused on product expansion and geographic expansion. They developed over 500 products to target all customer segments and age groups globally. Nivea also strengthened their brand image through their "Beauty is..." campaign promoted through above and below the line advertising. This campaign helped connect Nivea to consumers and better respond to their needs worldwide.
Red Bull segments, targets, and positions its energy drinks. It segments consumers based on demographic, geographic, psychographic, and economic criteria. Red Bull targets generation Y, those born after 1981, through "buzz marketing" and student brand managers. It positions itself as a premium beverage with a unique taste that appeals to its target market of 15-30 year olds and promotes an inspirational lifestyle.
This document outlines a marketing plan for launching Close-Up brand face wash for men in India. It begins with an overview of the growing Indian men's grooming industry. Research findings show most men use face wash and would consider buying Close-Up. The plan proposes launching variants for different skin types and prices starting from Rs. 15 sachets to Rs. 200 bottles. An integrated promotion strategy includes print, TV, outdoor, and digital advertising totaling Rs. 24 crores. The target segment is urban/semi-urban men aged 15-40. The face wash will be positioned as a 3-in-1 product for cleansing, smoothing, and aftershave effects. The goal is to gain an 18% market
Differences in cultures and climate conditions affect the level of the respondents concerns on UV rays. More than 70% of Vietnamese concerned about the skin cancer. While 62.2% of Thais are most worried about freckles. Lastly, among Indonesians, sunburn protection is a priority for more than half of the respondents (59.4%).
Brand Positioning & Point parity,Point of difference.Shofique Mahmud
油
Lifebuoy and Sandalina soap have well defined market positions through targeting specific customer groups and emphasizing distinguishing product attributes. Lifebuoy targets families and those concerned with hygiene and disease prevention, positioning itself as a family soap. Sandalina targets consumers seeking quality skin care, emphasizing its vegetable fat and sandalwood oil ingredients. Both companies accurately defined their target markets and points of differentiation to establish strong brand positions, though they could innovate further to maintain their positions against new competitors.
This marketing presentation summarizes a perceptual map analysis of Head & Shoulders anti-dandruff shampoo. It outlines the company and brand history, key target segments, and positioning as the world's number 1 anti-dandruff product. Two perceptual maps are presented, showing competitors' positions and consumers' perceptions. A gap analysis identifies areas for improvement such as promoting additional attributes and awareness in rural areas. Recommendations include addressing froth problems, focusing on product depth, and delivering on claims to close the perception gap between company and consumers.
This document outlines a presentation for The Body Shop about their Shea body butter product. It includes sections on consumer insights showing people are motivated to purchase based on the brand being trendy, ingredients, and the product supporting fair trade and education. It describes the body butter and cosmetics market competitors. The target group is women aged 20-40 who care about themselves and economic/social issues. A persona of 22 year old Louise is provided as an example target customer. The document asks if they should communicate the green/sustainable aspects of the product and concludes it is not the main characteristic and social responsibility should be the focus of communication instead.
This document is a research report on factors influencing customer preference when buying Head & Shoulders shampoo. It was submitted by Bhupesh Sahu for his MBA degree. The report provides background on the hair care industry in India, including market sizes and growth of different product segments. It then discusses the history and composition of shampoos, different types of specialized shampoos, and the evolution of the Indian hair care industry and shampoo market. Procter & Gamble is also briefly mentioned.
The document discusses the stages of new product development including idea generation, screening, testing, development, marketing strategy development, and commercialization. It notes that new products often fail due to poor marketing research, technical problems, insufficient market efforts, bad timing, targeting the wrong group, unrealistic forecasts, and insufficient awareness. The presentation covers defining new product categories, the new product development process, and reasons for new product failures such as poor marketing research and technical problems.
A copywriting college assignment where I created a modern social media based campaign for forest essentials using consumer insights and digital trends.
This document is a marketing plan report submitted by four students for their Principles of Marketing course. It includes an executive summary, table of contents, and sections on Pepsi's product overview, marketing strategy, market segmentation, and analysis of the marketing environment. The report was submitted to their lecturer, Md. Safayet Mansoor, at Daffodil International University to fulfill an assignment requirement.
Analysis of Flying Machine`s recent campaignApoorva Yadav
油
Flying Machine is an Indian jeans brand established in 1980 that targets youth ages 19-40, especially college students, young professionals, and adventurous travelers. It focuses on style and innovation, introducing temperature regulating and stain-free jeans. While popular in the 1990s, it lost recognition until being relaunched in 2007 with a new Italian designer. An ad campaign that year featured Abhishek Bachchan to appeal to premium youth. In 2011, a highly successful campaign starred cricketer Virat Kohli, integrating social media. Though a later 2011 ad, "What an Ass!", was controversial for objectifying women, the brand continues gaining youth recognition while working to increase broader recall.
Nivea Marketing Plan for MBA (vinod bobade)Vinod Bobade
油
The document summarizes Nivea Visage's Career Enhancement Program for 2016. It lists the group members and provides an overview of Nivea Visage as a skin care brand owned by Beiersdorf. It discusses Nivea Visage's products, segmentation targeting younger consumers, and marketing strategies including pricing, placement, and promotional activities like product sampling and social media marketing. The document also includes a SWOT analysis and recommendations to help Nivea Visage adapt to emerging markets while maintaining its brand image.
KNORR instant noodles has seen its market share in Bangladesh fall drastically from 5% to 38% dominated by Maggi. Research found that KNORR noodles were seen as bland and tasteless compared to spicy flavors preferred by Bangladeshis. Additionally, the focus on chicken flavors did not appeal to preferences for masala. While KNORR sales initially rose when Maggi had supply issues, its decline resumed once Maggi resolved its problems. To improve its position, KNORR should introduce more flavors suited to local tastes, focus on brand extensions to new products, and create advertising campaigns specific to the Bangladeshi market.
Toyota marketing campaign ( marketing course training )Mohie Ismail
油
the document shows the detailed plan for marketing campaign for corolla in Egyptian market (developed as a practical training for the Marketing course in MBA )
the competitive advantage was the fuel consumption
the document contains the steps for developing the marketing plan with details and also contains sample for the selected IMC Tools
segmentation
Targeting
positioning
marketing mix
4 ps
place product price promotion
budgeting
market share
this was an implementation for marketing course
Toyota Corolla is a popular car manufactured by Toyota Motor Corporation. The document discusses Toyota's history and founding in Japan. It also summarizes Toyota's market segmentation strategy for the Corolla in Pakistan by income level and different Corolla models that target various segments. Competitors for the Corolla include the Dodge Dart, Ford Focus, Honda Civic, Mazda Mazda3, Subaru Impreza and Volkswagen Jetta.
This is Prateek Mishra from Ramaiah institute of management studies, Bangalore and the following presentation gives an overview of launch of a hypothetical product into the market.
Target market and market segmentation of Coca-Colasikander22
油
The document provides a history of Coca-Cola and its operations in Pakistan. It discusses that Coca-Cola traces its origins to 1886 when an Atlanta pharmacist began producing Coca-Cola syrup. It began operating in Pakistan in 1953 and has bottling plants in several major Pakistani cities. Coca-Cola targets most age groups but especially those aged 18-25, which make up around 40% of its customer base. The document also outlines various ways Coca-Cola segments the Pakistani market including by gender, lifestyle, socioeconomic status, geography, climate, demographics, and psychographics.
This document discusses the marketing strategy for Axe deodorant in India. It provides background on Axe being launched in India in 1999 and its tagline of "The Axe Effect". The brand's target is males aged 16-35 and campaigns revolve around the theme of seduction. The objective is to be the number 1 brand among youth. Media habits of the target segment are also discussed. The promotion mix includes TV, print, and digital advertising, events, contests, and partnerships.
The campaign aims to launch a new product range called Axe Instinct in Vietnam. It will utilize an integrated marketing communications approach across three phases - launch, engage, and sale promotion. The launch phase will include an advertising video portraying an attractive yet casual man gaining confidence through Axe Instinct. It will also hold an Instagram contest called "Phuot with Axe Instinct" for creative travel photos. The engagement phase will use QR codes on products for a "Angel Wake Up" promotion. The sale promotion phase will employ direct marketing through sampling, brand blocks in stores and cinemas, as well as personal selling by representatives.
The document provides information on Toyota's history and key vehicle models. It discusses the founding of Toyota by Sakichi Toyoda and Kiichiro Toyoda in the 1920s. Toyota initially started as a loom manufacturing company before establishing an automobile department. Key vehicles discussed include the Toyota Innova MPV, Corolla compact car, and Prius hybrid vehicle. The Prius was the world's first mass-produced hybrid car. The document also analyzes potential market entry strategies for Toyota in countries like Australia, Malaysia, and Indonesia.
This document analyzes the Indian deodorant spray market from 2013 to 2016. It finds that the market size was approximately 2550 Crores (393 million USD) in 2016, with males purchasing more body sprays than females. The growth of Indian brands has slowed in recent years. Fogg has become the leading male brand while Engage has emerged as a top player for women. Innovative products like "no gas" deodorants and trigger spray body mists have gained popularity. Strong distribution networks and advertising are important for brand success in this evolving market.
Industry Analysis of Deodorants in IndiaGeeta Hansdah
油
(1) The deodorant market in India has grown significantly from Rs. 103 crore in 2003 to Rs. 1300 crore in 2012 with a growth rate of 30% annually.
(2) Axe is the market leader with 27% share, while brands like Park Avenue, Wildstone, and Cinthol are major competitors.
(3) The deodorant market is segmented based on age, gender, lifestyle. Younger consumers are influenced by trends while older consumers seek status and health benefits. Male consumers seek attention while female consumers prefer fruity variants.
Manufacturing industry represents Japanese superior character. Even now, leading Japanese market fundamental, gaining competitiveness on the global business stage. On the high volatility market condition, it had been considering the best way to produce most comfortable experience for the driver. From this chapter, well show you the trace of Japanese automobile industry.
This document provides an analysis of Toyota's marketing strategies and policies. It discusses Toyota's mission and vision, core competencies, SWOT analysis, segmentation, positioning, product differentiation, external environment, competitors, marketing mix, and value chain. The marketing mix section specifically examines Toyota's product portfolio, pricing strategies, and dealership-focused distribution channels. Overall, the document presents a comprehensive overview of Toyota's approach to marketing and competing in the automotive industry.
Product Launch Presentation By Linda Johnsonlindajohnsonh
油
The document outlines the steps for launching a new product, including defining the product, setting objectives and budgets for marketing activities, creating a timeline, and measuring the success of the launch through activities like advertising, trade shows, and evaluating customer response. It provides details on planning specific elements of the launch like developing collateral, choosing a name, preparing demonstrations and displays, and considering international launches.
The document provides background information on the Axe/Lynx brand of male grooming products owned by Unilever. It discusses the history and launch of Axe in various markets, the product line which began as a deodorant body spray, marketing strategies used including targeting 18-25 year old males, and competitive landscape. The document also examines the product life cycle of Axe fragrances and extensions of the brand over time.
Fast Moving Consumer Goods (FMCG) Summit Issues and Opportunities - Industry...Resurgent India
油
Fast Moving Consumer Goods (FMCG) Summit Issues and Opportunities - Industry Opportunities & Issues(Key Industry Issues) - Part - 8
Intense competition - The Indian FMCG companies face intense competition from the players in the organized and the unorganized sector. In the organized sector, the FMCG companies face severe competition from MNCs and Indian Companies such as HUL, P&G, Nestle India Ltd, Dabur, ITC, Marico, Ruchi soya, etc. Further, aggressive price wars and increasing advertisement and promotional activity also heighten competition.
The document discusses the marketing strategy for Axe/Lynx, a male grooming brand owned by Unilever. It was launched in 1983 in France and has since expanded globally. The brand's target market is males aged 18-25. The document outlines Axe/Lynx's objectives to increase brand equity, sales, and market share by creatively targeting niche audiences. It also discusses the brand's competitors, product line, marketing mix, and criticisms of past marketing campaigns.
Companion presentation to our academic paper on the advertising strategy employed by Axe (Unilever). Course on advertising at the University of Leuven; twitterfeed: @KulAdv.
For more information, nudge me on twitter: @rozeridder
Paper by Hasse Boons, Sanne Meussen, Virginie De Mey, Jonathan Huyghe and Sophie Vanden Eynden (group 12).
The document proposes a marketing campaign called "Blue Madness" for the AXE shower gel brand. The 3-month campaign aims to recruit new non-user customers aged 18-25 in 4 key cities. It will use TV commercials, sampling events, a viral video, a mobile app, a reality show competition, media placements, ads and branded events. The total budget is $705,000. The goal is to educate young men about preventing sweat and body odor to boost their confidence through AXE's product.
The Campus Socialite Media was hired by the Edelman Group to increase online buzz for Axe's "Dirty Balls Campaign". They created a multi-phase social media campaign across blogs and websites in their Campus Network One. This included contests like "Dirty Statuses" and "Dirty Mad Libs" to generate engagement. Tracking showed the campaign increased video views, tweets, and reached over 3.5 million new people in two weeks. The Campus Socialite Media was able to successfully solve Axe's problem of not generating enough online buzz through a strategic, executed, and tracked social media campaign.
Brand extension by bhawani nandan prasad mba, iim calcuttaBhawani N Prasad
油
The document discusses brand extension strategies used by the clothing brand Park Avenue. It began as a men's clothing brand and later launched a women's line called Park Avenue Woman. It has also extended into accessories like ties and belts and men's toiletries like soap and deodorant. The analysis found that these extensions maintained the brand's values of being premium, stylish, and targeting young professionals. Some risks of brand extension include diluting the original brand image if extensions do not live up to expectations or cannibalizing existing product sales. The strategy can be effective if extensions augment the core brand proposition and provide a complete solution for customers.
Brand extension by bhawani nandan prasad mba, iim calcuttaBhawani N Prasad
油
The document discusses brand extension strategies used by the clothing brand Park Avenue. It began as a men's clothing brand and later launched a women's line called Park Avenue Woman. It has also extended into accessories like ties and belts and men's toiletries like soap and deodorant. The analysis found that these extensions maintained the brand's values of being premium, stylish, and targeting young professionals. Some risks of brand extension include diluting the original brand image if extensions do not live up to expectations or cannibalizing existing product sales. The strategy can be effective if extensions augment the core brand proposition and provide a complete solution for consumers.
Delight aims to be the leader in the beverage industry by focusing on consumer tastes. It offers cola, mango, apple, lemon, and orange drinks. Its main competitors are Coca-Cola, PepsiCo, and Parle. Delight keeps prices low to quickly gain market share and attract customers. It emphasizes eye-catching packaging with different sizes and flavors and highlights the drinks' nutrient content. The company wants to be available anywhere a customer may require through a large distribution network.
Celebrity endorsement , Re-positioning and Brand Extension Jubin Raju
油
This document discusses celebrity endorsement, repositioning, and brand extension as marketing strategies. Celebrity endorsement involves using well-known people to promote products and raise awareness. It can build brand equity but risks damaging the celebrity or brand image if misaligned. Repositioning changes how a brand is perceived by modifying its key benefits. Successful repositioning requires analyzing current perceptions, developing a new strategy, and marketing changes. Brand extension leverages an existing brand name for new products, reducing costs but risking damage if the extension does not fit. Examples like Cadbury in India and Nike extending to different product categories are provided.
This document discusses brand positioning and how to establish a competitive advantage in the market. It outlines the 5 stages of market positioning: 1) Identify key offer characteristics 2) Draw a perceptual map 3) Decide on a competitive strategy 4) Design offer attributes and imagery 5) Sustain a competitive advantage. It also discusses identifying target markets and differentiating a brand through unique selling propositions (USPs) that solve customer pain points. Creating an effective USP is key to successful brand positioning.
Marico is an Indian consumer goods company founded in 1987 with a market value over Rs. 40,000 crores. It produces hair oils, edible oils, and personal care products that reach one in three Indians. Marico's brands include Parachute, Saffola, Hair & Care, and Livon. Parachute is Marico's flagship coconut oil brand that is positioned as providing purity and quality. Saffola is an edible oil brand targeting health-conscious consumers by offering a blend of safflower and rice bran oils that can reduce cholesterol levels. The document discusses Marachute and Saffola's segmentation, targeting, positioning, products, pricing, promotion and distribution strategies.
Presentation on 4永s of Marketing for "Shatayu" an Emerging FMCG BrandSaurav Dasgupta
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This document outlines Shatayu's marketing strategy as a snack company focused on health. Its vision is to be India's leading snack company and prepare for global expansion while meeting consumer needs and encouraging healthy lifestyles. The strategy involves segmenting the market towards young Indians, positioning as a local company with international quality products promoting health and convenience. Branding will use the name 'Shatayu' meaning 100 years of life and the tagline 'Enjoy the healthy life for 100 years'. Cricketer M.S. Dhoni will be the brand ambassador to appeal to youth.
This document discusses factors that contribute to product success and failure. It provides examples of successful products like Maruti Swift, Parx clothing brand, Nokia N-series phones, Tata Docomo, Surf Excel detergent, Parachute coconut oil, Gillette razors, Bata shoes, and Coca-Cola. Examples of failed products discussed include New Coke, Microsoft TV, Colgate kitchen entrees, and Harley Davidson perfume. The document emphasizes the importance of understanding customer needs, benefits, positioning, competitive advantages, and other marketing mix elements in ensuring product success.
This document discusses factors that contribute to product success and failure. It provides examples of successful products like Maruti Swift, Parx clothing brand, Nokia N-series phones, Tata Docomo, Surf Excel detergent, Parachute coconut oil, Gillette razors, Bata shoes, and Coca-Cola. Examples of failed products discussed include New Coke, Microsoft TV, Colgate kitchen entrees, and Harley Davidson perfume. The document emphasizes the importance of understanding customer needs, benefits, positioning, competitive advantages, and other marketing mix elements in ensuring product success.
The document provides information on the Raymond brand and Park Avenue brand. Some key points:
- Raymond is an Indian menswear brand launched in 1986 that provides stylish clothing. It has over 60% market share in suits in India.
- Park Avenue is a mens grooming brand launched in 1986 under JK Helene Curtis. It provides deodorants, fragrances, and other personal care products.
- Both brands aim to offer modern, stylish products to professionals and want to expand internationally. Park Avenue in particular wants to increase women's product lines and digital sales.
Hyundai Creta positioned itself as a quality affordable SUV that ranks highly relative to competitors based on its attributes. It focuses on evaluating its market share, sales, and customer base compared to rivals to determine how customers perceive it and its offerings. This informs how it establishes its proper place within the target market, which determines its degree of success. The brand can maneuver to a more profitable position by adjusting its products/services or pursuing strategies that change customer perception of competitors to reposition or deposition itself effectively.
The document provides recommendations to increase sales of the private labels STOP and Life at Shoppers Stop department stores by focusing marketing strategies on the online medium. It suggests launching an online design contest to promote the brands as well as using social media, online advertisements, and in-store promotions. The long-term strategies include expanding collections, improving branding, and strengthening the in-store experience for the Life brand.
The document discusses brand concepts and strategies. It defines what a brand is - going beyond just products and attributes to something greater that connects with customers. It also discusses developing a brand identity framework and different brand strategies like extension and revitalization. A strong brand identity provides strategic vision and direction to strengthen the brand while balancing the need for consistency and change over time.
Candyland is a strategic business unit of Ismail Industries established in late 1990. It has a 12-14% market share in Pakistan's confectionary industry. Chilli Milli is Candyland's flagship brand and iconic jelly product. Candyland focuses on innovation, distinction, and differentiation in its products and uses premium branding and pricing. It aims to increase market share through cost-effective marketing strategies like BTL activities rather than increased advertising.
Hamdard Laboratories produces Rooh Afza, an herbal drink invented in 1905. Rooh Afza has strong brand recognition in Pakistan and generates 50 billion rupees in annual sales for Hamdard. It is commonly consumed in the summer and during Ramadan. While Rooh Afza maintains a leading market share, it faces increasing competition from products like Jam-e-Shirin and needs to reposition itself to appeal to younger consumers who prefer energy drinks and ready-to-drink beverages. Focus groups and a SWOT analysis identified opportunities for Hamdard such as new flavors, celebrity endorsements, and an improved website to promote Rooh Afza in today's market.
This promotional plan summarizes the marketing strategy for LAVANDE body spray. The plan outlines communication tactics to create awareness and perception of the new product. Key aspects of the plan include targeting upper middle and higher class urban consumers aged 16-35. The marketing mix involves premium pricing, intensive distribution, and a promotional strategy utilizing television, digital, and sponsorship activities. The goal is to position LAVANDE as a masculine, modern brand that provides long-lasting freshness through emotional and rational advertising appeals.
This document provides an overview of marketing management concepts. It discusses key topics such as the marketing mix, marketing plan components, segmentation, targeting, positioning, the product life cycle, branding, and the marketing management process. The document uses examples to illustrate concepts like different branding strategies, cultural considerations in marketing, and how perceptual maps can be used to position products.
2. Production of Vini Group of Companies.
Tagline Bina Gas Wala Body- Spray
USP - Doesnt get blown away like other
deodorants, lasts longer
Has a differentiated value proposition from all its
competitors
Unique selling proposition of having more of
spray liquid
Available in different variants
3. Segment
Outdoor Oriented
Fashion oriented
Trendy
Target Group
Men 12.6%
Female 10.2%
Age 16- 35 years old
Socio-economic Upper & Middle Class
4. Positioning
Positioning A body spray without gas, that lasts
longer.
Brand has positioned itself in rational appeal.
The positioning statement concentrates on this
concept / USP.
They have hit the market to position their brand
as a completely effective solution to the problem
discussed in the ad.
They position it as per the problems effecting the
TG (after a research of 6-7 months).
5. 4 Ps
Product
- 120ml
- Attractive packaging
- Meets the customers
expectations
- Its reliable.
PLACE
- Strong market &
logistics network
- Over the counter
strategy
- Online & offline
availability
PRICE
- Singles - Rs180-200 /-
Combo Packs Rs 480 -
500 /-
- Pricing done considering
the fact of the income of
the TG & the trend
running in the present
market.
PROMOTION
- 360 degree Branding
around the rational
appeal.
- Extensive traditional &
online advertising
7. Axe deodorant was launched in India during 1999.
Been in the market for the last 26 years and is
currently the best-selling brand of Unilever.
Axe is a brand of male grooming products
Tagline The Axe Effect, promoted as the
naughtiest brand in the Indian market.
Target Group-
TG Age 16 -35 years
Gender Males
Psychographics - Targets on Young at heart.
8. POSITIONING
High on confidence brand
Approachability
The brand assumes that Men like to be seduced
and positioned as a weapon of seduction.
Launching new fragrances over a period of time
Each fragrance has a unique character & is marked
uniquely.
"Adventurous Marketing
Internet based marketing initiative in India with
Axe Land involving a virtual trip to the Axe world
using link theaxeeffect.com
11. Venture of ventures of the J.K. Helene Curtis Limited.
Tagline Zara Soonghke Toh Dekho
USP
Developed using high standardized research fragrances.
Best of quality & consistency
Target Group
Age 28-40 years old
Gender Males
Lifestyles Fashion conscious but need to wear formal
clothes on a daily basis. The brand also has a secondary
audience in the form of older men which is primarily due to
the strong heritage that this brand has.
Socio economic Young Middle Class
12. Product
- 150 ml / 93ml
- Hail to Freshness Deodorant section of
PARK AVENUE (PA) range.
- Although new but has the potential to
get to the top of mind and heart of the
consumers.
Place
- Available at all The Raymond Shop
across India.
- Available at Big Bazaar (Pantaloons
Retail India Limited)
Price
- 172.00 INR for 93ml/100g bottle
Promotion
- 360 degree branding with comic &
sex appeal
- Online branding
- Extensive TV & print branding
13. Positioning
The image attracts only affluent and thus others remain
unaware that the Park Avenue deodorants are within their
reach.
Positioning has gone a bit weak because of unawareness of
the TG about the brand/product.
The promoters have made a mistake by not carrying out
any PR activity & advertisement campaign.
Even at retailers (BIG BAZAAR) are seen promoting their
own private labels (DJ&C) for greater margins
So if the organization itself is not going to promote its
products through PR/advertising campaign its product
would have to bear its consequences.
24. These brands should have the potential to lure more
target customers
Need of strong market recognition which can be built
only through strong brand and product promotion.
Preparation to fight against the competitors.
They should enhance distribution channels
Increase advertisements, and try to leverage their
products fragrance which is different from the earlier
series of Freshness deodorant.
All this could contribute to the increase in visibility and
demand of the product.
25. Based on the extension of Axe
DOP Abhinav Prime
Editing / Sound - ManoVikas
26. Abhishek Shah
Anie Noorish Shaikh
Ankur Desai
Guatam Solanki
Sayali Chouk