Mp3 player complete market plan
Mp3 Music player complete market plan
Music portable player complete market plan
Music Player portable complete market plan
This document provides a brand mapping and competitor analysis for Arrow Formals. It includes survey results on the demographics and preferences of 56 respondents. It also analyzes the product offerings, prices, fabrics, fits and features of competitors like Louis Phillipe, Allen Solly, Van Heusen and Park Avenue for shirts, trousers, suits and blazers. Key findings are that most respondents prefer Park Avenue and perceive Arrow as supreme quality but expensive. They want offerings like different collars, fabrics and fits at lower price points from Arrow.
Westside is an Indian retail chain established in 1998 and headquartered in Mumbai. It operates 85 department stores ranging from 8,000-34,000 square feet across 54 cities. The presentation introduces Westside, describing its products, target customers as upper middle and middle class individuals seeking fashionable and affordable styles. Store strategies are also outlined, including promotional activities, pricing approaches like discounts and bundling, and a free form store layout with apparel and accessories organized by category and brand.
This document discusses strategies to improve the brand image of Khaadi, a traditional Pakistani clothing brand. It begins with an overview of Khaadi's product lines and issues like lack of promotion. It then analyzes Khaadi's strengths, weaknesses, opportunities, and threats. The proposed vision is to make Khaadi the leading brand for traditional clothes. Key strategies include improving brand awareness, educating customers that Khaadi offers men's clothing too, and establishing consumer interaction through events and social media. Planned events are "The Khaadi Experience" and workshops to teach design. Building the world's largest mannequin is proposed to promote the brand.
The document provides information about Shoppers' Stop Limited, an Indian retail chain. It discusses the company's strengths, weaknesses, opportunities, threats and marketing environment. It also describes the company's product range, marketing mix, target audience, positioning and integrated marketing communications strategy.
In this research we have survey the product performance and buying behavior of the fragrance of perfumes, which are used by people of all ages. During this research we have interacted with people of all ages who use perfume. After this research we came to know how people perceives these products on the variables like price, fragrance, advertisement, satisfaction, packaging, brand loyalty etc.
Fab India is an Indian retail chain that sells garments, home goods, and other products handmade by artisans across rural India. It was founded in 1960 and has since expanded to over 170 stores across India and other countries. The stores offer a wide variety of clothing, home furnishings, personal care products, and more made through traditional craft techniques. Fab India provides sustainable employment and marketing for artisans while selling high-quality, natural products to customers. It aims to promote Indian crafts on a large scale while maintaining the human touch of individual artisans.
The document discusses Monte Carlo, an Indian clothing brand. It describes how Monte Carlo was launched in 1984 and has since grown to have a strong presence in the woolen segment. The company is now entering the kid's segment, which accounts for 43% of the market share. To tap into this opportunity, Monte Carlo launched a new brand called "Tween Monte-Carlo" focused on kids' fashion. While big competitors exist, the document suggests Monte Carlo's strategies of unique pricing, strong positioning, innovative products, and focused marketing have allowed it to succeed in the kid's segment where other brands have failed.
This document provides a brand mapping and competitor analysis for Arrow Formals. It includes survey results on the demographics and preferences of 56 respondents. It also analyzes the product offerings, prices, fabrics, fits and features of competitors like Louis Phillipe, Allen Solly, Van Heusen and Park Avenue for shirts, trousers, suits and blazers. Key findings are that most respondents prefer Park Avenue and perceive Arrow as supreme quality but expensive. They want offerings like different collars, fabrics and fits at lower price points from Arrow.
Westside is an Indian retail chain established in 1998 and headquartered in Mumbai. It operates 85 department stores ranging from 8,000-34,000 square feet across 54 cities. The presentation introduces Westside, describing its products, target customers as upper middle and middle class individuals seeking fashionable and affordable styles. Store strategies are also outlined, including promotional activities, pricing approaches like discounts and bundling, and a free form store layout with apparel and accessories organized by category and brand.
This document discusses strategies to improve the brand image of Khaadi, a traditional Pakistani clothing brand. It begins with an overview of Khaadi's product lines and issues like lack of promotion. It then analyzes Khaadi's strengths, weaknesses, opportunities, and threats. The proposed vision is to make Khaadi the leading brand for traditional clothes. Key strategies include improving brand awareness, educating customers that Khaadi offers men's clothing too, and establishing consumer interaction through events and social media. Planned events are "The Khaadi Experience" and workshops to teach design. Building the world's largest mannequin is proposed to promote the brand.
The document provides information about Shoppers' Stop Limited, an Indian retail chain. It discusses the company's strengths, weaknesses, opportunities, threats and marketing environment. It also describes the company's product range, marketing mix, target audience, positioning and integrated marketing communications strategy.
In this research we have survey the product performance and buying behavior of the fragrance of perfumes, which are used by people of all ages. During this research we have interacted with people of all ages who use perfume. After this research we came to know how people perceives these products on the variables like price, fragrance, advertisement, satisfaction, packaging, brand loyalty etc.
Fab India is an Indian retail chain that sells garments, home goods, and other products handmade by artisans across rural India. It was founded in 1960 and has since expanded to over 170 stores across India and other countries. The stores offer a wide variety of clothing, home furnishings, personal care products, and more made through traditional craft techniques. Fab India provides sustainable employment and marketing for artisans while selling high-quality, natural products to customers. It aims to promote Indian crafts on a large scale while maintaining the human touch of individual artisans.
The document discusses Monte Carlo, an Indian clothing brand. It describes how Monte Carlo was launched in 1984 and has since grown to have a strong presence in the woolen segment. The company is now entering the kid's segment, which accounts for 43% of the market share. To tap into this opportunity, Monte Carlo launched a new brand called "Tween Monte-Carlo" focused on kids' fashion. While big competitors exist, the document suggests Monte Carlo's strategies of unique pricing, strong positioning, innovative products, and focused marketing have allowed it to succeed in the kid's segment where other brands have failed.
This is a presentation on the analysis of Marketing Mix, S.T.P. analysis and S.W.O.T. analysis for launching a new smart phone in India as a result of Make in India Initiative.
Louis Philippe Retail Marketing - South City MallSudip Dutta
The document summarizes information about the Louis Philippe brand and its retail operations in India. It discusses that Louis Philippe is owned by Aditya Birla Group and symbolizes elegance and luxury. It was launched in 1989 and helped create the super-premium segment in readymade apparel. The document then provides details on their merchandise mix, categories, quality, product lines including LP and Gods & Kings, footwear launch, pricing policies, store layout and fixtures.
All ajio details available
Like when it's started who started the company who is the CEO of the company who is the founder of the company who runs ajio
Various managers of the company
Launching of th company top
Leaders of the company
How ajio was started
Mission and vision of the company
Marketing strategy and ajio brand success
Ajio marketing mix
7ps of the marketing
Target groups of ajio
Strength and weakness of ajio
Challenges ajio will face in next five years
Conclusion about the management
Awards of ajio
And final conclusion
This presentation has been prepared by students of Masters in Fashion Management, NIFT Delhi and describes assortment planning concepts through an example of shopper's stop.
The document lists eight group members working on a project for Fabindia, an Indian retailer founded in 1960 to market traditional arts and crafts. It then discusses Fabindia's product portfolio including garments, home furnishings, and accessories. The document performs a SWOT analysis of Fabindia and its primary competitors like department stores. It outlines Fabindia's current marketing strategy from the artisans to warehouses. Some shortcomings are noted and an alternative proposed strategy is presented focusing more on consumer surveys and trends. Various growth strategies like market penetration, product development, and diversification are discussed.
power point presentation on the retail store westside, showing why it's been a giant now, and how the approach is been taken in therms of designing the strategies for it.
H&M is a Swedish multinational retailer known for fast fashion clothing. It offers a wide variety of clothing, accessories, and home goods for men, women, teens, and children. H&M has stores in 61 countries worldwide and online shopping in 32 countries. It aims to provide stylish designs at affordable prices to customers of all ages and styles.
This document outlines the marketing strategy for a new deodorant product called "Engage" launched by M.G. Personal Cares Pvt. Ltd. The strategy includes:
1) Engage will be offered in 180ml packs with 2 fragrances in one bottle to differentiate it.
2) The target market segments are urban Indians aged 20-50, especially working professionals.
3) Pricing will be Rs. 180 per pack with 10% and 25% markups for wholesalers and retailers.
The strategy details distribution channels, packaging, and an promotional plan focusing on newspapers, magazines, and digital/social media.
Zara uses STP analysis to segment, target, and position its market. It segments demographically into men and women aged 15-45 with mid-range incomes who are interested in fashion trends. Zara targets this segment specifically, as well as those who are fashion conscious, educated, and middle-class. Zara positions itself as being more fashionable than competitors by quickly producing low-cost, high-fashion clothing to democratize fashion and follow trends.
The Concept of Luxury Brands - PresentationKlaus Heine
This presentation corresponds to the paper about the definition and categorization of luxury products and brands, "The Concept of Luxury Brands" by Klaus Heine, www.conceptofluxurybrands.com.
ABSTRACT: This paper defines both luxury products and brands and also distinguishes similar concepts such as premium and masstige and differentiates between major types of luxury products and brands such as accessible vs. exceptional luxury products and connoisseur vs. star brands. In that way, it should create a better understanding of what actually constitutes luxury products and brands, and thus should be useful for both researchers and managers within the field of luxury brand management.
CONTENTS of the Paper:
I. The TAXONOMY OF LUXURY
1. The Basic Definition of Luxury
1.1. The Necessity-Luxury Continuum
1.2. The Relativity of Luxury
1.3. General Perspective for the Definition of Luxury
2. The Major Understandings of Luxury
2.1. The Philosophical-sociological Understanding of Luxury
2.2. The Micro-economic Understanding of Luxury
2.3. The Managerial Understanding of Luxury
2.3.1. Areas of Research
2.3.2. Scope of Luxury
2.3.3. Limiting the Scope of Luxury
3. Luxury Products
3.1. The Definition of Luxury Products
3.2. Categorization of Luxury Product Industries
3.3. Types of Luxury Products
4. Luxury Brands
4.1. The Definition of Luxury Brands
4.2. The Relationships between Luxury Products and Brands
4.3. The Relationships between Luxury Characteristics and Brand Identity
4.4. Types of Luxury Brands
4.4.1. Luxury Brands by Luxury Level
4.4.2. Luxury Brands by Awareness
4.4.3. Luxury Brands by Business Volume
4. Distinguishing Luxury Products and Brands from similar Concepts
5.1. Premium Products and Brands
5.2. Masstige Products and Brands
5.3. Prestige Products and Brands
II. HANDBOOK FOR THE CREATION OF LUXURY PRODUCTS AND BRANDS
1. The Characteristics of Luxury Products
1.1. Price
1.2. Quality
1.2.1. Manufacturing Characteristics
1.2.2. Concrete Product Characteristics
1.2.3. Abstract Product Characteristics
1.3. Aesthetics
1.4. Rarity
1.5. Extraordinariness
1.6. Symbolism
2. The Luxury Marketing-Mix
2.1. Luxury Product Policy
2.2. Luxury Price Policy
2.3. Luxury Distribution Policy
2.4. Luxury Communication Policy
V. CONCLUSIONS
The Indian luxury retail market is projected to grow significantly by 2017. Key luxury product categories include apparel, jewelry, watches, homes, cars, yachts and electronics. While the global luxury market is dominated by Europe and China, India faces barriers such as high import duties and regulations around foreign investment. The target segment for luxury brands in India are high-net worth individuals in major cities earning over 50 lakhs annually. Competition comes from global brands, Indian brands, business groups and unorganized retailers. Positioning should focus on a premium for quality and service over competitors.
Branding strategy for an ethnic fashion brandAfsheen Khan
This document outlines plans for launching an ethnic fashion brand focused on exclusive clothing and handwork dresses for women, men, and children. It discusses the brand's look and feel, proposed names, target markets, and operational processes. The brand aims to offer customized designer wear and ethnic products at moderate costs, catering to fashionable women seeking classy, elegant styles for special occasions. It will establish an online and physical presence using a website, social media, and work with retailers and suppliers.
Organized retailing operates on a large scale, nationwide or worldwide, with a highly organized system and professional management, while unorganized retailing operates on a smaller, local or regional scale with a less organized system. Organized retailing prevails in developed nations and has chain stores, a wide range of products, pleasant ambiences, adequate parking, and pricing that does not depend on relationships, whereas unorganized retailing prevails in developing nations and has standalone shops, a narrower product range, lacking ambiences, inadequate parking, and sometimes relationship-based pricing. Examples of organized retailing include Wal-Mart, McDonald's and Sears, while examples of unorganized retailing include counter stores and kiosks.
H&M is a Swedish multinational clothing retailer known for its fast fashion model. It has over 5000 stores globally and sources from over 900 suppliers around the world. Key aspects of H&M's business model include quick response time through vertical integration, affordable prices made possible by outsourcing production to low-cost countries, and an increasing focus on sustainability through initiatives like sustainable sourcing and clothing collection programs. However, the company has also faced criticism over working conditions and wages in its supply chain following disasters like the Rana Plaza factory collapse in Bangladesh.
Mamaearth is an Indian company that produces toxin-free, natural personal care products. It offers baby care, beauty, hair, and body care products that are dermatologically tested and certified as safe. Mamaearth aims to provide chemical-free products to Indian families and has expanded beyond baby care into skin and hair care as well as men's products. The company focuses on digital marketing and influencer partnerships to promote its message of "goodness inside" through natural, chemical-free formulations.
This document provides a detailed study of the Indian brand Fabindia. It summarizes Fabindia's history and evolution, product mix, target customers, store formats, size in terms of number of stores and employees, vision, mission, values, expansion plans, CSR mission, competitors, and financial highlights. Fabindia is an Indian lifestyle brand founded in 1960 that sources products from artisans across India and has over 240 stores in India and abroad. Its vision is to celebrate Indian culture and harness business to support artisans while delighting customers.
The document summarizes Westside, an Indian lifestyle retail chain. It discusses Westside's mission, features, target customers, and 4P marketing strategy of product, price, place and promotion. For product, it offers a range of clothing, accessories and home items under its own brands and partnerships. Pricing aims to provide value while being consistent with its upper middle-class target segment. Stores are located mainly in malls across India. Promotion includes brand ambassadors, membership programs and theme-based stores. The summary identifies issues around differentiation, branding and adapting to changing customer preferences.
This document provides information about the retail sector and Pantaloons, an Indian clothing retail chain. It discusses key details about the Indian retail market size and growth. For Pantaloons, it outlines the company's history and operations, performs SWOT and competitive analyses, describes their product portfolio and marketing strategies, and analyzes their financial performance and organizational structure.
Brand behavior - portable mp3 player by anubhab & krishna - IWSBkrishnareddy0316
The document summarizes research on the portable MP3 player market in India. It finds that the market is highly fragmented with over 100 brands but dominated by Sony, Apple, and Phillips. The target consumer is primarily ages 18-40 from urban middle to upper middle class families who see the device as a lifestyle product rather than just utility. Research shows they highly value brand name, quality, and design when choosing a portable MP3 player. The conclusion recommends marketers focus on high-value devices that emphasize look, style, and design to attract consumers and compete against cheaper imports.
This document discusses the history and technology of MP3 players. It explains that MP3 players play digital audio files compressed in MP3 format, which was developed in the 1990s. Early MP3 players were unsuccessful, but WinPlay3 and later the AMP MP3 Playback Engine were able to play audio in real time. Justin Frankel helped popularize MP3 players with Winamp. There are different types of MP3 players that use flash memory, hard drives, or burn MP3 files to discs. MP3 players compress audio files to reduce their size without significantly degrading sound quality.
This is a presentation on the analysis of Marketing Mix, S.T.P. analysis and S.W.O.T. analysis for launching a new smart phone in India as a result of Make in India Initiative.
Louis Philippe Retail Marketing - South City MallSudip Dutta
The document summarizes information about the Louis Philippe brand and its retail operations in India. It discusses that Louis Philippe is owned by Aditya Birla Group and symbolizes elegance and luxury. It was launched in 1989 and helped create the super-premium segment in readymade apparel. The document then provides details on their merchandise mix, categories, quality, product lines including LP and Gods & Kings, footwear launch, pricing policies, store layout and fixtures.
All ajio details available
Like when it's started who started the company who is the CEO of the company who is the founder of the company who runs ajio
Various managers of the company
Launching of th company top
Leaders of the company
How ajio was started
Mission and vision of the company
Marketing strategy and ajio brand success
Ajio marketing mix
7ps of the marketing
Target groups of ajio
Strength and weakness of ajio
Challenges ajio will face in next five years
Conclusion about the management
Awards of ajio
And final conclusion
This presentation has been prepared by students of Masters in Fashion Management, NIFT Delhi and describes assortment planning concepts through an example of shopper's stop.
The document lists eight group members working on a project for Fabindia, an Indian retailer founded in 1960 to market traditional arts and crafts. It then discusses Fabindia's product portfolio including garments, home furnishings, and accessories. The document performs a SWOT analysis of Fabindia and its primary competitors like department stores. It outlines Fabindia's current marketing strategy from the artisans to warehouses. Some shortcomings are noted and an alternative proposed strategy is presented focusing more on consumer surveys and trends. Various growth strategies like market penetration, product development, and diversification are discussed.
power point presentation on the retail store westside, showing why it's been a giant now, and how the approach is been taken in therms of designing the strategies for it.
H&M is a Swedish multinational retailer known for fast fashion clothing. It offers a wide variety of clothing, accessories, and home goods for men, women, teens, and children. H&M has stores in 61 countries worldwide and online shopping in 32 countries. It aims to provide stylish designs at affordable prices to customers of all ages and styles.
This document outlines the marketing strategy for a new deodorant product called "Engage" launched by M.G. Personal Cares Pvt. Ltd. The strategy includes:
1) Engage will be offered in 180ml packs with 2 fragrances in one bottle to differentiate it.
2) The target market segments are urban Indians aged 20-50, especially working professionals.
3) Pricing will be Rs. 180 per pack with 10% and 25% markups for wholesalers and retailers.
The strategy details distribution channels, packaging, and an promotional plan focusing on newspapers, magazines, and digital/social media.
Zara uses STP analysis to segment, target, and position its market. It segments demographically into men and women aged 15-45 with mid-range incomes who are interested in fashion trends. Zara targets this segment specifically, as well as those who are fashion conscious, educated, and middle-class. Zara positions itself as being more fashionable than competitors by quickly producing low-cost, high-fashion clothing to democratize fashion and follow trends.
The Concept of Luxury Brands - PresentationKlaus Heine
This presentation corresponds to the paper about the definition and categorization of luxury products and brands, "The Concept of Luxury Brands" by Klaus Heine, www.conceptofluxurybrands.com.
ABSTRACT: This paper defines both luxury products and brands and also distinguishes similar concepts such as premium and masstige and differentiates between major types of luxury products and brands such as accessible vs. exceptional luxury products and connoisseur vs. star brands. In that way, it should create a better understanding of what actually constitutes luxury products and brands, and thus should be useful for both researchers and managers within the field of luxury brand management.
CONTENTS of the Paper:
I. The TAXONOMY OF LUXURY
1. The Basic Definition of Luxury
1.1. The Necessity-Luxury Continuum
1.2. The Relativity of Luxury
1.3. General Perspective for the Definition of Luxury
2. The Major Understandings of Luxury
2.1. The Philosophical-sociological Understanding of Luxury
2.2. The Micro-economic Understanding of Luxury
2.3. The Managerial Understanding of Luxury
2.3.1. Areas of Research
2.3.2. Scope of Luxury
2.3.3. Limiting the Scope of Luxury
3. Luxury Products
3.1. The Definition of Luxury Products
3.2. Categorization of Luxury Product Industries
3.3. Types of Luxury Products
4. Luxury Brands
4.1. The Definition of Luxury Brands
4.2. The Relationships between Luxury Products and Brands
4.3. The Relationships between Luxury Characteristics and Brand Identity
4.4. Types of Luxury Brands
4.4.1. Luxury Brands by Luxury Level
4.4.2. Luxury Brands by Awareness
4.4.3. Luxury Brands by Business Volume
4. Distinguishing Luxury Products and Brands from similar Concepts
5.1. Premium Products and Brands
5.2. Masstige Products and Brands
5.3. Prestige Products and Brands
II. HANDBOOK FOR THE CREATION OF LUXURY PRODUCTS AND BRANDS
1. The Characteristics of Luxury Products
1.1. Price
1.2. Quality
1.2.1. Manufacturing Characteristics
1.2.2. Concrete Product Characteristics
1.2.3. Abstract Product Characteristics
1.3. Aesthetics
1.4. Rarity
1.5. Extraordinariness
1.6. Symbolism
2. The Luxury Marketing-Mix
2.1. Luxury Product Policy
2.2. Luxury Price Policy
2.3. Luxury Distribution Policy
2.4. Luxury Communication Policy
V. CONCLUSIONS
The Indian luxury retail market is projected to grow significantly by 2017. Key luxury product categories include apparel, jewelry, watches, homes, cars, yachts and electronics. While the global luxury market is dominated by Europe and China, India faces barriers such as high import duties and regulations around foreign investment. The target segment for luxury brands in India are high-net worth individuals in major cities earning over 50 lakhs annually. Competition comes from global brands, Indian brands, business groups and unorganized retailers. Positioning should focus on a premium for quality and service over competitors.
Branding strategy for an ethnic fashion brandAfsheen Khan
This document outlines plans for launching an ethnic fashion brand focused on exclusive clothing and handwork dresses for women, men, and children. It discusses the brand's look and feel, proposed names, target markets, and operational processes. The brand aims to offer customized designer wear and ethnic products at moderate costs, catering to fashionable women seeking classy, elegant styles for special occasions. It will establish an online and physical presence using a website, social media, and work with retailers and suppliers.
Organized retailing operates on a large scale, nationwide or worldwide, with a highly organized system and professional management, while unorganized retailing operates on a smaller, local or regional scale with a less organized system. Organized retailing prevails in developed nations and has chain stores, a wide range of products, pleasant ambiences, adequate parking, and pricing that does not depend on relationships, whereas unorganized retailing prevails in developing nations and has standalone shops, a narrower product range, lacking ambiences, inadequate parking, and sometimes relationship-based pricing. Examples of organized retailing include Wal-Mart, McDonald's and Sears, while examples of unorganized retailing include counter stores and kiosks.
H&M is a Swedish multinational clothing retailer known for its fast fashion model. It has over 5000 stores globally and sources from over 900 suppliers around the world. Key aspects of H&M's business model include quick response time through vertical integration, affordable prices made possible by outsourcing production to low-cost countries, and an increasing focus on sustainability through initiatives like sustainable sourcing and clothing collection programs. However, the company has also faced criticism over working conditions and wages in its supply chain following disasters like the Rana Plaza factory collapse in Bangladesh.
Mamaearth is an Indian company that produces toxin-free, natural personal care products. It offers baby care, beauty, hair, and body care products that are dermatologically tested and certified as safe. Mamaearth aims to provide chemical-free products to Indian families and has expanded beyond baby care into skin and hair care as well as men's products. The company focuses on digital marketing and influencer partnerships to promote its message of "goodness inside" through natural, chemical-free formulations.
This document provides a detailed study of the Indian brand Fabindia. It summarizes Fabindia's history and evolution, product mix, target customers, store formats, size in terms of number of stores and employees, vision, mission, values, expansion plans, CSR mission, competitors, and financial highlights. Fabindia is an Indian lifestyle brand founded in 1960 that sources products from artisans across India and has over 240 stores in India and abroad. Its vision is to celebrate Indian culture and harness business to support artisans while delighting customers.
The document summarizes Westside, an Indian lifestyle retail chain. It discusses Westside's mission, features, target customers, and 4P marketing strategy of product, price, place and promotion. For product, it offers a range of clothing, accessories and home items under its own brands and partnerships. Pricing aims to provide value while being consistent with its upper middle-class target segment. Stores are located mainly in malls across India. Promotion includes brand ambassadors, membership programs and theme-based stores. The summary identifies issues around differentiation, branding and adapting to changing customer preferences.
This document provides information about the retail sector and Pantaloons, an Indian clothing retail chain. It discusses key details about the Indian retail market size and growth. For Pantaloons, it outlines the company's history and operations, performs SWOT and competitive analyses, describes their product portfolio and marketing strategies, and analyzes their financial performance and organizational structure.
Brand behavior - portable mp3 player by anubhab & krishna - IWSBkrishnareddy0316
The document summarizes research on the portable MP3 player market in India. It finds that the market is highly fragmented with over 100 brands but dominated by Sony, Apple, and Phillips. The target consumer is primarily ages 18-40 from urban middle to upper middle class families who see the device as a lifestyle product rather than just utility. Research shows they highly value brand name, quality, and design when choosing a portable MP3 player. The conclusion recommends marketers focus on high-value devices that emphasize look, style, and design to attract consumers and compete against cheaper imports.
This document discusses the history and technology of MP3 players. It explains that MP3 players play digital audio files compressed in MP3 format, which was developed in the 1990s. Early MP3 players were unsuccessful, but WinPlay3 and later the AMP MP3 Playback Engine were able to play audio in real time. Justin Frankel helped popularize MP3 players with Winamp. There are different types of MP3 players that use flash memory, hard drives, or burn MP3 files to discs. MP3 players compress audio files to reduce their size without significantly degrading sound quality.
intro of PepsiCo
Intro of CEO
Mission & Visions
History
Organization Chart
Philosophy
Policies
Current Strategies
Products Details
Competitor & its Analysis
Swot Analysis
We as a CEO
Conclusion
Pepsico Presentation
Pepsico's Analysis
The document discusses trade secrets, conflict of interest, and insider trading. It defines trade secrets as confidential business information that provides a competitive advantage. Several factors are discussed for determining what qualifies as a trade secret, including money spent developing the information. Conflict of interest refers to situations where personal interests conflict with professional obligations. Types of conflict of interest include biased judgment, direct competition, misuse of position, and confidentiality violations. Insider trading involves illegally using confidential corporate information for stock trades. The document argues that both trade secrets and insider trading negatively impact fairness.
Obstacles in way of development of Pakistan economy Hagi Sahib
Obstacles in way of development of Pakistan's economy
Problems in way of development of Pakistan's economy
hindrance in way of development of Pakistan's economy
Digiday Publishing Summit Europe: Data Driven EngagementDigiday
Snack Media is a leading independent sports digital media company that uses data-driven engagement strategies to create connections between brands and fans. The CEO discussed how Snack Media has diversified and grown over the past decade based on insights from user data. Key points included how data on gambling consumption led them to focus on ads-to-subscriptions in that space. Data also showed high fan media and streaming consumption, leading them to develop fan tools and the live streaming platform StreamFOOTBALL. Looking ahead, the CEO discussed opportunities around continued fan media growth, AI, voice/speech, and live streaming based on analyzing usage trends.
Team Opera Mini were tasked to make an IMC plan for the brand new Toyota Yaris 2014 in the semi-finals of Ad maker Bangladesh.
We went through to the Grand Finale as group champions.
Our mission is to build brand value by delivering eco-friendly electronic devices with simple usability and long battery life. We will target customers who prefer high-quality sound, various storage options, and new indie artists through our website and various retail channels. Our strategic focus is to enter the digital music player market and differentiate ourselves through superior sound quality, ease of use, and battery longevity. We will market multiple player options at various price points below $350 to target both wide and premium audiences through advertising, social media, and preloaded music.
The document summarizes a digital marketing campaign for JBL Tune Pro truly wireless earbuds. It includes segmentation targeting urban music lovers aged 25-35 in India. The buds will be positioned as a lifestyle product for their musical experience. The campaign goals are to grow sales, engage customers through dialogue, provide good service, reduce costs and build the brand online. Promotions will feature brand ambassadors on digital platforms and music/video streaming sites. A Google Ads campaign will target keywords like "wireless earbuds" with display ads and sitelinks driving to the product page.
The document provides an overview of Toshiba's marketing strategy in Egypt. It outlines goals to become the top Arab and African company in laptops by 2014 and the African/Middle Eastern leader. Objectives include increasing market share, brand awareness, and effective communication. A SWOT analysis identifies strengths in innovation/technology and weaknesses in pricing/sales knowledge. The strategy focuses on the laptop market and segments consumers into retail, SME, and major accounts. Products, pricing, placement, and promotion approaches are defined, along with distribution channels, communication mix, and social responsibilities.
The slides present a Entrepreneurial Business Plan amidst the capital city of Pakistan. It consists of all the ins and out of establishing the business alongside with its pro forma financial statements per ante.
Maneuvering Through A Crowded Media LandscapeKenny Ong
Malaysian Media Conference (MMC) 2022
"Maneuvering through a crowded media landscape" by Kenny Ong
A crowded media landscape
First and Foremost: Understanding Your Business Model
Media Trends and Predictions 2022 and beyond
Key themes, Risks and Opportunities
Media vs Audience
Group 5 presented on the online furniture company Urban Ladder. Key points include:
- Urban Ladder is an Indian online furniture retailer founded in 2012, currently valued at $250-300 million with a GMV of $250 million.
- The Indian home decor and furniture market is worth $20 billion with less than 10% organized, leaving significant room for growth.
- Urban Ladder targets digitally savvy urban customers, focusing on quality over quantity and using mobile apps and technology for virtual product trials.
- While facing competition from both online and offline players, Urban Ladder has raised $77 million from VCs and plans further expansion into related home categories. The presentation pitched Urban L
Telenor Pakistan is a 100% subsidiary of Telenor Group, a Norwegian telecommunications company. It began operations in Pakistan in 2005. Some key points:
- Telenor Pakistan has over 30 million subscribers, making it the second largest mobile operator in Pakistan.
- It has created over 2800 direct and 25,000 indirect jobs, and invested $2.3 billion in Pakistan's economy.
- Telenor Pakistan's mission is to help customers by making services easy to buy and use, delivering on promises, and respecting cultural differences.
This document discusses how social media should be an important part of marketing plans. It notes that customers have changed and are now "digital natives" who are constantly connected. It emphasizes that social media allows for relationship building and that companies need to understand their customers to connect with them online. It provides examples of how different social media platforms like Facebook, Twitter, and LinkedIn can be used. It also stresses the importance of having a plan that sets objectives and allocates the necessary resources like time, staff, and budget.
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Mp3 Player complete marketing plan
1. Launch of New MP3 Player
Presented By:
Hafsa Muhammad
Saim Ali Shah
Bakar-ul-Hassan
Mohsin Ibrahim
JETSONS
2. Introduction
• Everyone loves to listen to music
• Music as a source of relaxation
• 10 years ago new phenomenon was introduce I.e. I-pod.
• 1st
ever Pakistani MP3 brand
4. Vision Statement
• “To stand out as a team with passion, for
creating the best customer experience
professionally while delighting our customers
whom we consider as our essence”
5. Marketing Objective
• To get awareness of our 50% of our target segment at the
end of 1st
quarter of 2011
• To achieve 80% of sales till 2011
• To keep marketing cost fewer than 50% of total cost
• To run marketing promotions to achieve maximum sales at
the end of 1st
year of launch
• Inform target audience about the features that are included
in our product
• To decrease or remove potential customers’ resistance of
buying our product.
6. Concept Testing
• Questionnaire consist of 26 questions in places like Super
market, Jinnah Super , Saddar , Commercial Market etc.
• The questionnaire was distributed between people of age
group 15-25
• Result of questionnaire was that 70% of the audience favored
the product idea and 30% of the population rejected it.
8. Analysis of Segmentation
Demographic Segmentation:
• Target market is the people between 15-25 both male and
female
• 70% of people’s saving between Rs.0-500
Geographic Segmentation:
• The target audience live in Islamabad and Rawalpindi
• Areas: F-6, F-7, F-10, F-11, G-10, G-11, I-8, I-9
9. Analysis of Segmentation….
Psychographic Segmentation:
• Lifestyle of target segment:
• They are interested in activities like studying, working, playing sports
• Eating Fast food, watching movies and TV programs related to music
• For songs:
• 28% of the people listen to radio
• 72% download their own music
• Internet using:
• 38% of the population use social networking websites like orkut /
facebook
• 28% use Google
• 28% use yahoo and Hotmail
10. Segmentation Analysis…..
Behavioral Segmentation:
• User-Friendliness and fun to use
Socio Cultural Segmentation:
• Middle class, upper middle class, upper class
• 72% of population willing to pay 0-3000 for new Mp3
• Non racist and non- biased
• Multi-cultural.
11. Target Market
• Our target market live in sector’s F-6, F-7, I-8, I-9,
Commercial, Saddar etc
• The age bracket of our target segment is from 15-25 years
• Most of our target segment have monthly saving of around
2500
• We are targeting the people that love to listen to music
• We are targeting the people that love to stay up to date with
all the latest fashion trends
12. Size of Target Market
Target market with
respect to buying
power
Target Market with respect to buying
power:
•Rocker: 20,504
•Pixel: 49,582
Population 15 to 25:
•1.6 million
Population 15-25
Total Population Islamabad
and Rawalpindi
Total Population Islamabad and
Rawalpindi:
•2.8 Million
13. Market Positioning
• We are positioning Rocker and Pixel on the basis of
“Competitive Advantage”
• Our value preposition is “ More for Less”
• The slogan of Jetson will say “ Music and Fun… All in 1”
16. Marketing Mix
• Product
• Portable music device
• Not only comparable but also better then any other high quality device
• Two products are:
• Rocker
• Pixel
• Rapster (Still in progress under r & D Department)
17. Marketing Mix….
• Rocker:
• Memory (5 GB)
• External memory slot (Extendible up to 15 GB)
• Extended Battery life (12 Hours)
• Wireless Headset with Bluetooth
• Colored Screen
• F.M Radio
• Voice Recording
• F.M Recording
• External Charger
• Price Rs. 7999/-
21. Marketing Mix….
• Price
• Strategic Planning
• Charging less price then our competitors thus fulfilling value proposition
of “ More for Less”
• Discounts
• Coupons
• 50-1500
22. Marketing Mix….
• Place
• Head Office
– Our head office in Super market
– We will have our sales outlet at Jinnah super too
• Retail Stores
– Metro and Cash & carry Rawalpindi
– Using customer psychology of retail outlet image
23. Marketing Mix…..
• Promotion
• It will be done through both ATL and BTL
Total population of Islamabad and Rawalpindi of our target segment =
1,600,000
Percentage population who want to buy new Mp3= 23.33%
Total number of people who want to buy new Mp3 =
1,600,000 x 23.33% = 372,800
24. Marketing Mix….
• Promotional budget for Rocker
Percentage of people who can afford
Rocker Mp3 player price
5.5%
Total number of people who want to buy
new Mp3 player
372,800
Total number of people who can
afford Rocker
372,800 x 5.5% = 20,504
Expected sales of Rocker:
People who can afford Rocker 20,504
Sale price of Rocker 7,995
Total sales of Rocker 20,504 x 7,995 = Rs. 163,929,480
Percentage of sales advertisement
budget
5%
Promotional budget for Rocker 163,929,480 x 5% = Rs. 8,196,474
25. Marketing Mix….
• Promotional budget for Pixel
Percentage of people who can afford
Pixel Mp3 player price
13.3%
Total number of people who want to buy
new Mp3 player
372,800
Total number of people who can afford
Pixel
372,800 x 13.3% = 49,582
Expected sales of Pixel:
People who can afford Pixel 49,582
Sale price of Pixel 4,750
Total sales of Pixel 49,582 x 4,750 = Rs. 235,514,500
Percentage of sales advertisement
budget
5%
Promotional budget for Pixel 235,514,500 x 5% = Rs. 11,775,725
26. Marketing Mix….
• Total Promotional Budget
Promotional Budget of Rocker Rs,8,196,474
Promotional Budget of Pixel Rs.11,775,725
Total Promotional Budget 8,196,474 + 11,775,725 = Rs.19,972,199
28. Marketing Mix….
• Advertisement
• Informational message
• Ad Message
– “When was the last time you felt the freedom to reach out and get what you
desire, we give you a product that can provide that feeling with a product
made in your own country”
• Message will show the lifestyle and personality symbol of
target Market
29. Marketing Mix….
• Advertisement Media
• TV Ad in HBO, Star Movies, Ten Sports and MTV
• Billboards in Jinnah Super, Blue Area and Saddar
• Sales Promotions
• Fast-food Buildings
• Direct Marketing
• Direct mail magazines like Spider and Us
• Public Relations
• Sponsoring different sports and fashion events
30. External Analysis
• SWOT Analysis
• Strengths
– Pioneer in the Industry
– Partners with good knowledge of businesses
– State of the art facilities
– Location
– Employees
• Weaknesses
– Need to built reputation
– Inexperience
31. External Analysis….
• SWOT Analysis…
• Opportunities
– Growing Trend of Mp3
– Lack of Competitors
– High rate of unemployment
– Marketing via Internet
• Threats
– Law and Order situation
– Political condition
– New Entrants
32. Conclusion
• High Quality
• People are patriotic so they will favor the product that is
made in Pakistan
• Marketing plan if implemented will prove to be effective