Note: Sample below may appear distorted but all corresponding word document files contain proper formattingExcerpt from Term Paper:
Case #8: Global Strategies
Critically evaluate Dolce & Gabbana's decision to launch 15 new stores in China
Dolce & Gabbana's decision to launch 15 new stores in China is a smart one. First, the U.S. Visa process is making it difficult for Chinese tourists to shop here, so D&G will have to take business there in order to get to those Chinese consumers who cannot buy here. Secondly, sales of luxury goods in mainland China were expected to reach $16.9 Billion dollars in 2011, which is a huge market, so G&B is going after some of those Billions. Third, G&B already has 26 stores there, so they are already known in China and G&B already know they can successfully sell in China. Fourth, they can sell a lifestyle of D&G, just as Ralph Lauren did, so that people will buy new products that support that imagined lifestyle.
As we saw in class and in our reading, there are some risks. First, they already have 26 stores and 15 stores might be too many to support; they have to compete with other competitors who might know the Chinese market even better. It does seem, though, that the possible benefits of putting even more stores into mainland China outweigh these risks.
b. What marketing strategies would you recommend that Dolce & Gabbana use to support the successful launch of its new stores in China?
D&G should stress the fact that they are going to the Chinese because the Chinese are having a difficult time with U.S. Visa process. Also, D&G should stress that they already have 26 stores there and are established there. Third, D&G should continue to learn about Chinese culture and honor their culture in order to attract their business. Fourth, D&G should hire Chinese people for every aspect or nearly every aspect of their business in China, so D&G has a Chinese culture within their corporate interests in China.
c. What do you think Dolce & Gabbana could do to leverage the increasing trend of wealthy Chinese travelers shopping for luxury goods in Europe and the U.S.
D&G can leverage the increasing trend of wealthy Chinese travelers shopping for luxury goods in Europe and the U.S. In several ways. First, they can open more stores in Europe and the U.S. To take advantage of that trend. Second, D&G can use the expertise it already has from selling to Chinese people in its 26 stores on mainland China to market its products to Chinese people all over the world, including Chinese travelers shopping in Europe and the U.S. Third, it can market to these Chinese travelers by telling them that G&B already sells quite a bit of merchandise in China, which will make the Chinese travelers more comfortable in dealing with a huge manufacturer who already knows them and sells to them.
d. What do you think of Dolce & Gabbana's partnership with P&G to launch high end cosmetics lines in the Chinese Market?
D&G's partnership with P&G for high end cosmetics is a good idea for several reasons. First, D&G is already known for luxury items, so the partnership is logical and consumers will see the logical connection. Second, sales of luxury goods in mainland China were expected to reach $16.9 Billion dollars in 2011, which is a huge market, so there is plenty of money to go after there. Third, P&G is an expert in cosmetics and people have known that for a long time, so D&G can use P&G's reputation and expertise to make and market a great line of high end cosmetics.
2. Case #9: Branding Strategy
a. Benefits and Risks of luxury brands pursuing brand extensions
The benefits are: they can squeeze more revenue out of the market because their brands might be powerful enough to attract buyers to the products sold under the brand extension; if the brand extension is a logical extension of the original brand, consumers might logically buy the extension products; if the luxury brand can sell a whole lifestyle, just as Ralph Lauren did, people will buy all sorts of products that support that imagined lifestyle. The risks are: it might be too much of a "stretch" for the brand; the slowing economy might mean that consumers will spend less; attaching the brand to too many products could "dilute" the brand's meaning; attaching the brand to low quality products could tarnish the brand's image; if consumers do not see a logical connection between the original brand and the extension, they might not buy it because they will think the original brand lacks expertise in the new area; they are entering a market in which they have to compete with established brands that make and market the product.
b. Why some of the brand extensions may be inappropriate or highly risky
Ferragamo is known for leather goods, not for quality timepieces; the watch is expensive and consumers might not buy it in this slow economy; consumers might not make the logical connection between Ferragamo and a watch and might believe Ferragamo lacks the expertise to make a high quality watch; Ferragamo now has to compete with established watchmakers who already make and market high-quality watches. Cavalli has the same risks: it is known for women's clothing, not for vodka; an $85.00 bottle of vodka might not sell in the poor economy; it is harming its brand by selling a product that is not logically connected; consumers will see there is no connection and might believe Cavalli lacks the expertise to make high quality vodka; Cavalli must compete against vodka brands that are already established in making and marketing vodka. Armani's LCD TVs would have the same risks: Armani is known for luxury clothing and accessories, not for TVs; the TV will be expensive because of the brand and might not sell in the poor economy; connecting Armani to televisions could tarnish the brand image; consumers will see there is no logical connection, so they will believe that Armani lacks expertise in making TVs and will not buy the product; Armani will have to compete in a market that is flooded with established TV manufacturers and marketers. The Pizza clothing could work, depending on the type of clothes. The problem will be if the pizza brand tries to sell negligees or tuxedos or some other type of apparel that is not logically connected with Pizza. Then the pizza brand would have to deal with all the risks that Ferragamo, Cavalli and Armani have to face.
c. Why the Oral B. And Crest connection has been tougher than anticipated
The connection between Oral B. And Crest has been more difficult than because: Oral B. employees had to move from Boston to Cincinnati, where Crest is headquartered, so people quit rather than move and talent was lost; there were too many "chiefs" running the company because the companies both kept their top executives; there was a "culture clash" because the two companies have different ways of doing business, with Oral B. liking meetings while Crest likes memos and Oral B. liking quick decisions while Crest likes deliberate moves.
d. The extent of P&G's "ProHealth" advantage over Colgate
The Crest/Oral B "ProHealth" brand could appeal to people who are interested in healthy lifestyles. Also, they have launched a line of "Pro-Health" products such as mouthwash and toothpaste, presenting the face of a "healthy" or "healthier" way of oral care. It could work because Americans are supposedly more health-conscious now: consumers might believe that this "healthier" way of oral care is a new and better way compared to Colgate's old way of oral care.
3. Case #10: Growth Strategies
a. In its early decades, Toys R Us ran roughshod over all competitors. Yet today, bigger, with more resources and experience, it is faltering. How do you explain this?
Toys R Us is faltering for several reasons: Toys R Us is generally known for traditional toys aimed at a certain market of children but children are in a hurry to grow up, maybe because advertisers are pushing them to grow up, and would be more likely to ask for an iPod than a doll; children have more pressures on them and less time to play, so they demand toys to be clean, fun and quick, so they want electronics; huge retailers like Wal-Mart have made so many inroads into toys that are as good but cost less money that Toys R Us is finding it hard to compete with them.
b. The toy market can be generally classified into the submarkets of traditional toys, electronic toys, and education toys. What do you think is the market potential of these submarkets as of today? Elaborate your reasons.
The market for "traditional toys" is in trouble because: children are in a hurry to grow up, maybe because advertisers are pushing them to grow up, and would be more likely to ask for an iPod than a doll; children have more pressures on them and less time to play,…[continue]
"Marketing Case 8 Global Strategies Critically Evaluate" (2012, March 31) Retrieved October 25, 2016, from http://www.paperdue.com/essay/marketing-case-8-global-strategies-critically-113322
"Marketing Case 8 Global Strategies Critically Evaluate" 31 March 2012. Web.25 October. 2016. <http://www.paperdue.com/essay/marketing-case-8-global-strategies-critically-113322>
"Marketing Case 8 Global Strategies Critically Evaluate", 31 March 2012, Accessed.25 October. 2016, http://www.paperdue.com/essay/marketing-case-8-global-strategies-critically-113322
The third position means stepping outside the situation and seeing issues from the point-of-view of a third party. NLP reminds us that people receive information in various sensory channels: the visual, the auditory, the kinaesthetic (perception of movement of effort) and the digital mathematical or reasoned thinking (Taylor, 2000). The idea being that people use all of these modes, but may have a preferred mode. Ethnographic approach: this takes its
Ocean Village is UK-based and is uses the differentiated experience of offering families the opportunity to define their own cruise itinerary (Kwortnik, 2006). There is freedom as to when passengers will eat, what they choose to participate in, and the concept focuses on breaking out of the mold of highly predictable and regimented cruise programs. The two remaining brands, P&O Cruises Australia and the Yachts of Seabourn, each have
Marketing - Nike: Company Analysis NIKE: A Genius World of Advertising and Marketing The media bombards society with commercial messages daily, both written and spoken. There are, for example, the easily forgettable newspaper ads, the brightly colored billboards on the highway that one can see while driving, or on the side of buildings, the man or woman sitting on the side of the road with a flyer, or the boring radio commercials. There
Marketing Is About Service Encounter Concept of Marketing Marketing as an Organization-wide Philosophy Role of Marketing in Business Marketing Begins and Ends with the Customer Concept of Marketing Mix Impact of Globalization on Marketing What are Services Service Encounters: The Building Blocks for Customer Perceptions Impact of Globalization on Service Encounter The Importance of Encounters Marketing is about Service Encounter Concept of Marketing Marketing is all about managing strong relationship with customers. It is a process through which companies create value for their
Figure 6 resoundingly illustrates how critical reassurance of cleanliness and quality are to anyone who purchases toothpaste. Integrated Marketing Communications Objectives First, to conclusively align the snore reduction aspects of the tooth paste with accentuated health through immunity from bacteria and a feeling of cleanliness from using the toothpaste periodically. Second, to define a unique and defensible marketing position for the snore reduction tooth paste including a unique value proposition that will
The broader areas of Customer Relationship Management (CRM) serve as the foundation of client relationship management and analysis (Ravanas, 2007). There is the second weakness of also concentrating on the corporate donors as a largely homogeneous group. This can be seen in the approaches defined in the Club's annual report. The tailoring of individualized strategies can maximize the experiences of donors so they have a higher level of ownership in
However, within this broad segment are likely candidates for additional segmentation such as marital status and age that would enable more targeted marketing campaigns. Additionally, Club Med Spain needs more flexibility in its initial pricing to penetrate the market. As such, price setting should not be dictated by a Paris-imposed quota system, but rather should be determined by local management. Likewise, Spain ought to set aggressive incentives for its travel