PRODUCT & BRAND MANAGEMENT – DAHI [ASSIGNMENT] SUBMITTED BY: VARDHAMAN P08082 PRODUCT & BRAND POSITIONING FOR DAHI SWOT analysis of the Dairy Industry STRENGTHS Demand ProfileMarginsProduct Mix Flexibility | WEAKNESSPerishabilityLack of control over yieldsLogisticsDistribution | OPPORTUNITYValue AdditionExport Potential | THREATS Unorganised Sector | Major Competitors Amul and Nestle are Major competitors with presence in both North and South markets Regional Competitors
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whit the specific product is called Ricas cookies we want to introduce a new variety of these cookies called Ricas. We want to add a dressing to the cookies like the manjar‚ cream cheese‚ jam. We expect that this project could help us to take the best decision about which dressing we have to take to put into the cookies and expect the best acceptance from the customers. Hypothesis of the research We want to create a new variety of Ricas to satisfy the demand of the customer here in Ecuador
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leasing and management contracts where they have a comparative advantage. Besides‚ Marriott has more opportunities than its chain competitors and individuals to accelerate the planned annual hotel growth because they were able to obtain financing for new hotels. So its business strategy was to keep on implementing the investment improvement strategy to where it had comparative advantages by building up the attendance of 2 Theme Parks and shifting from hotel ownership to outside ownership and management
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Pizza Hut‚ Inc. Case Report By Randy Clark Overview By 1986‚ Pizza Hut’s leadership of the overall pizza market is being challenged by Domino’s‚ a delivery-only chain. The delivery segment accounts for only 20% of the $12.7 billion pizza market‚ but it is growing rapidly‚ while the eat-in segment has recently seen very slow growth. A change in consumer preferences has led to the increased purchases in the delivery segment. After years of resisting entry into the delivery segment for
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for faucet launch Opportunities Untapped markets to be explored‚ possible new segment with faucet filter Migrate current customers to new faucet‚ pitcher becomes a “stepping stone” New product appeals to health safety concerns Threats Entrance of new competitors to the market‚ pitcher prices may drop New competitor‚ PUR‚ about to merge with P&G‚ could become market leader in faucet purification New faucet sales may cannibalize Brita pitcher sales ◎ 3C(Company‚ Customer‚
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‘Use Tajfel’s theory (S.I.T) to explain the findings in Sherif’s study’ Tajfel’s Social Identity Theory (S.I.T) explains that the simple act of being grouped will inevitably lead to prejudice against other groups which happens in three stages‚ Social Categorisation‚ Social Identification and Social Comparison. Sherif wanted to see that if it was possible to instil prejudice between two similar groups by putting them in competition with eachother‚ he did this by advertising for boys to take part
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An expense is normally incurred by a firm to generate sales‚ e.g. promotional expenses which are selling expenses which are directly related to the generation of sales. Most of the expenses normally form a part of operating expenses and are included in ‘cost of sales’. It may either be raw materials‚ labor‚ etc.‚ or capitalized assets which are either depreciated or amortized over a period of time. These are known as matching costs. The other types of costs are ‘period costs’ which are mostly mentioned
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Introduction Cooper Industries‚ Inc. is a manufacturer of heavy machinery and equipment. It has acquired some companies in the past as part of their expansion plans. Cooper acquires companies that are leading in their area of business‚ have a large market share and is the leading company in their area of operation. Currently‚ Cooper is focusing on building a hand tool business with a full product line that would use a common sales and distribution system and joint advertising. In this effort‚ Cooper
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MARKETING STRATEGY Ryanair case What is your assessment of Ryanair launch strategy? From my point of view‚ the strategy implemented by Ryanair was perfect because it is focused on capturing those passengers who have the price as the main criterion in choosing the mean of transport. There is a wide difference between the fare of the air companies with the ferry or rail giving rise to another variables‚ as comfort or no time‚ do not influence by the time of the decision-making. However‚ Ryanair
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• If Franchisees buy things from informal sources or the above confinement on wellsprings of supply is unenforceable‚ sovereignties are forced or (if eminences are as of now part of the framework) balanced upward significantly to compensate for lost income at the Franchisor/partner level. • If Franchisees don’t get deals/item buy shares‚ they can lose their regional rights‚ be ended and/or ineligible for reestablishment. • If you are uncomfortable with the working association with a Franchisee
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