Positioning with Perceptual Mapping Software Today’s Agenda 1. Positioning & Perception Review 2. Perceptual Map i. ii. Interpretation Techniques and Software i. Attribute-based ii. Similarity-based Positioning อ. ภัทรพร สกุลคู 3. Conjoint Analysis Software for Preference Analysis 4. Software Demonstration 1 2 Marketing Review 3 C’s Positions in the mind ตัวอยาง Company Customer วิจัยตลาด Competitor หางสรรพสินคาหรู เบียรไทย ดืมแลวรูสึก ่ ภาคภูมิใจ The
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Developing Brand Positioning Strategy for Canadian Club Whiskey [pic] Developing branding strategy for Canadian Club A. Assess and fully critique the success of Canadian Club’s repositioning strategies used in the case. Use brand theories and concepts to evaluate the company’s branding strategies listed in the case. According to Keller(1993) the
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Memo Thomas McQuaid Lea Niglio-Parein Paola Gonzalez-Zabala Vodacom Project 1 3/12/14 The purpose of this memorandum is to analyze and explain the current brand positioning and target market of South African company‚ Vodacom‚ from previous commercial advertisements. After having analyzed the current target market and brand position we would recommend a new target market and position for Vodacom of South African’s age range‚ 15-55 (58.7 % of total population) and include the following segments
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________________________________________ BRAND SEGMENTATION AND POSITIONING Espresso Coffee Machines ________________________________________ EXECUTIVE SUMMARY This report was commissioned to examine how customers make purchase decisions for espresso coffee machines‚ the factors affecting consumer behaviour‚ and to identify where the leading brands sit in the opinions of a small sample of the population. The research draws attention to the fact that at the end of financial year 2007
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Unilever Brazil: Case Write-Up on Marketing Strategies for Low-Income Consumers Questions 1.Should Unilever target the NE segment? Is the segment attractive and can Unilever compete? What are the pro’s and con’s? According to the Unilever Brazil case‚ Unilever already had an 81% share of the Brazil detergent market which far exceeds than its strong competitor Procter& Gamble’s 15% share. However‚ it is facing a real threat that P&G Brazil may draw on worldwide R&D and marketing
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Statement The History of The Unilever The History of SUNSILK Shampoo The BCG Matrix of Unilever Products Portfolio of Unilever Marketing Mix of SUNSILK Shampoo Segmentation‚ Targeting‚ Differentiation‚ and Positioning of SUNSILK Shampoo 9. Micro and Macro Environment of SUNSILK Shampoo 10.Competitors of SUNSILK Shampoo VISION STATEMENT UNILEVER Work to create a better future every day by inspiring people and develop new ways of doing business MISSION STATEMENT UNILEVER Their mission is “TO ADD VATILTIY
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EXECUTIVE SUMMARY This case addresses the issue of which positioning strategy Mahindra and Mahindra should adopt in order to ensure that all its strategic objectives are met and it garners enough market share to assume the position of market leader once again. This decision is to be taken at a time where the Indian Automobile industry is in a state of change. M & M’s portfolio mainly consists of utility vehicles that are meant for the rural and semi-urban consumer. But these markets are seen to
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The goal of Unilever Brazil is to target the low income consumers‚ in order to gain market share among this segment they should develop an extension of Minerva brand with a small packaging and a cheaper formulation that maintains a good quality. The low income consumers are the most discerning consumers‚ and when spending from a limited budget they cannot afford to waste money on products they do not trust to be effective . This segment values price‚ effectiveness and fragrance‚ and wash manually
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Unilever is a solid leader in the Brazilian detergent powder market with an 81% market share. Laercio Cardoso must decide: (1) whether Unilever should divert money from its premium brands to target the lower-margin segment of low-income consumers; (2) whether Unilever can reposition or extend one of its existing brands to avoid launching a new brand; and (3) what price‚ product‚ promotion‚ and distribution strategy would allow Unilever to deliver value to low-income consumers without cannibalizing
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COMPANY’S INTRODUCTION HISTORY Unilever was created in 1930 by the amalgamation of the operations of British soap maker Lever Brothers and Dutch margarine producer Margarine Unie‚ a merger as palm oil was a major raw material for both margarines and soaps and could be imported more efficiently in larger quantities. In the late 19th century the businesses that would later become Unilever were among the most philanthropic of their time. They set up projects to
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