NGUYEN Truong Thinh 5. CHAU Ngoc Son Vu 6. DOGIELSKI David 7. NGUYEN Quoc Tuan TABLE OF CONTENT I/ FRAME WORK (Thinh) 4 A. IDENTIFY THE STRATEGIC BUSINESS UNIT WITHIN AUDI AG 4 B. SELECT SBU AND MARKET FOR THIS SBU 4 C. SELECT PERIOD OF TIME FOR THIS SBU’S MARKET 4 II/ ANALYSE COMPETITIVE POSITION AND MARKET POTENTIAL 5 A. DEFINE THE COMPETITIVE SCOPE (Thinh) 5 B. EVALUATE THE INTENSITY OF THE COMPETITION (VU) 7 1. Determine the phase
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3-IC-3: 4-IC-4: We encourage direct contact with customers at all company levels and functions. Market information (on customers‚ competitors‚ distributors‚ ...) is diffused systematically to all departments within the firm. Marketing staff in our SBU spend time discussing customers’ future needs with other functional departments. We have interdepartmental meetings at least once a quarter to discuss market trends and developments. Competitor orientation 5-CO-1: 6-CO-2: 7-CO-3: 8-CO-4: We systematically
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Adidas is a major German sports apparel manufacturer‚ which was founded in 1948. It is the largest sportswear manufacturer in Europe and the second biggest sportswear manufacturer in the world‚. The company’s clothing and shoe designs typically feature three parallel bars. The market segmentation; targeting and position play an important role in this company. This essay will use the market segmentation to analyze this company. A segment is a group among the groups which have resulted after
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Co-organisation is an event management & production agency founded by Ng Kim Hwee‚ in Singapore in the year 1994. The agency is a small firm that is filled with workers who are “inspired and passionate about events management”. They are people whose minds are filled with creative juices and are willing to take up challenges when creating different events for different clients. Founded and stationed in Singapore for 21 years‚ they are rich in experience in planning all sorts of events such as different
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ORAL TEAM PRESENTATION 1 Case No.2 (text page C-17): Competition in energy drinks‚ sports drinks‚ and vitaminenhanced beverages. Suggested Questions: 1) What are the strategically relevant components of the global and U.S. beverage industry macro-environment? How do the economic characteristics of the alternative beverage segment of the industry differ from that of other beverage categories? Explain. 2) What is competition like in the alternative beverage industry? Which of the five competitive
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large opportunity between the high-end and low-end markets‚ the high cost of their inventories is a big disadvantage during the competitive. Li Ning’s competitors -- Nike and Adidas have low cost‚ high brand value and large consumer groups which Li Ning doesn’t have right now. What are the strategic positions of Nike‚ adidas‚ and Li Ning (see Chapter 6)? Explain the link between strategic position and firm performance. The strategic positions of Nike I think is focused cost leadership and differentiation
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for their innovative designs with multiple widths selection providing both men and women more comfortably fitted shoes. New Balance’s humanitarian stance toward labour has won favour among shoe consumers especially following boycotts of Nike and Adidas when these two brands came under fire for paying workers in third world countries sub-minimal wages‚ encouraging child labour‚ and its sweatshop working conditions. New Balance aims to adhere to minimum living wage guidelines and retains the manufacturing
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2 Operations Strategy Defining how firms compete Chapter Objectives • Introduce the concept of operations strategy and its various components‚ and show how it relates to the overall business strategy of the firm. • Illustrate how operations strategy pertains to adding value for the customer. • Identify the different ways in which operations strategy can provide an organization with a competitive advantage. • Introduce the concept of trade-offs between different strategies
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al(2006) I shall use the example of the Adidas Sports apparel‚ a product line which they have used heavy societal marketing to promote. Adidas is the largest sportswear manufacturer in Europe‚ and the second largest in the world. The 11% increase in sales in 2011 thanks to their new marketing efforts has meant an income of around 634 million euros. Out of this‚ they invested about 136 million euros in Marketing. About 1/6th of their income. -Adidas annual report (2011) The strategy
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Defining Marketing for the 21st Century Nike’s Marketing Strategy Company Summary Founded in 1962‚ Nike‚ formerly known as Blue Ribbon Sports‚ is a major publicly traded sportswear‚ footwear‚ and fitness equipment manufacturer based in the US. The company’s main focus was to provide high quality running shoes designed by athletes for athletes. By moving the manufacturing abroad‚ Phillip Knight (Founder)‚ believed that the shoes could be sold at competitive prices (Kotler & Keller‚ 2012‚ p
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