2069 MAY 28‚ 2007 HEIDE ABELLI Mountain Man Brewing Company: Bringing the Brand to Light It was February 20‚ 2006‚ in the New River coal region of West Virginia. Chris Prangel‚ a recent MBA graduate‚ had returned home a year earlier to manage the marketing operations of the Mountain Man Beer Company (MMBC)‚ a family-owned business he stood to inherit in five years‚ when his father‚ Oscar Prangel‚ the president and owner‚ retired. Mountain Man brewed one beer‚ Mountain Man Lager‚ also known
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loyalty towards any brand even after repeated use of the product can be identified in this group. Low Loyalty consumers are the consumers that buy out of habit and this sort of loyalty can be attributed to habit forming buying. Product and the consumer differentiation is low in such a group. Intermediate loyalty consumers are based on environmental and situation factors of buying and being loyal. Premium Loyal Customers are the ones that would not budge from buying one particular brand for its products
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considered an inferior brand to Makita as tradesman believe that the brand is more geared towards amateur than professional. The consumer and professional market segment are differentiated by skillset of the users of the tool - consumer segment is considered an amature segment requiring low performance tools whereas professional segment requires highest performance tools. Another related issue is the color of the product. Charcoal grey & Black is generally associated with the consumer brands as most consumer
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the strategic steps‚ which will distinguish the new company from its competitor Some innovative schemes should be adopted to attract the increasing number of small & medium business travelers. This would definitely enhance the market share and build brand image. The new company should expand into medium haul routes‚ with the same “no-frills” formula‚ thus adopting an offensive strategy rather than a defensive one. This will keep the traditional players busy protecting their turf and restrict their encroachment
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international company‚ it learned that it had to create a campaign that would be accepted in all different regions and cultures. Since the 1960’s when Nike was first introduced‚ its elements of brand equity emerged and was customized according to American culture. Nike found that associating its brand with American athletes was a successful way to show its superior performances‚ accomplishments and achievements. Nike also advertized by sponsoring the American basketball league‚ which is the most
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the Company Cadbury India is a food product company with interests in Chocolate Confectionery‚ Milk Food Drinks‚ Snacks‚ and Candy. Cadbury is the market leader in Chocolate Confectionery business with a market share of over 70%. Some of the key brands of Cadbury are CadburyDairy Milk‚ 5 Star‚ Perk‚ Eclairs‚ Celebrations‚ Temptations‚ and Gems. In Milk Food drinkssegment‚ Cadbury’s main product - Bournvita is the leading Malted Food Drink in thecountry.Its heritage can be traced back in 1824 when
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White Team 8 Marketing Assignment: IBM Global Mobile Computing Segmentation 1. Segment 8 in particular‚ doesn’t seem compatible with IBM brand image: that is ‘highly appropriate for professional tasks’ and not for fun activities. 2. Segment 7 has the purchase intent mostly for status. Hence‚ Segment 7 might need brand equity and high-end technology from IBM. T-series and X-series might appeal most to this segment‚ as T-series have the latest technology in size and light design. X-series have powerful
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Executive Summary DuPont has been known for its low reliance on borrowings. In the 1970’s‚ the company had to assume a substantial portion of debt of Conoco‚ a newly acquired company. In 1983‚ the managers have to decide about the future optimal target debt ratio. Should the company continue to keep about 40% of its assets financed via debt or should it strive to lower its borrowings to 25%? We defined several criteria to determine our choice – return‚ risks and other quantitative and qualitative
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Table of content • The evolution of Diesel’s identity page 3 • The analysis of both brands: Diesel & StyleLab page 6 • D-Diesel and StyleLab: How closely should they be associate in the mind of consumer? page 10 • Three possible branding strategy for the StyleLab brand and their variants page 12 • Diesel: a continuous evolution since 1978 to the present page 14 • References page 17 2 1.1 The evolution of Diesel identity The fashion industry is very complicated‚ large and ever evolving as taste and
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elements in building a brand personality‚ which is equally important to the marketer & consumers. Brand personality is distinct‚ non preemptible enduring and associates the brand with certain values. Brand personality acts a potent brand differentiator and offers sustainable competitive advantage. Advertising by creating or reinforcing brand’s personality enhances brand value or equity ‚ which in turn can be leveraged through brand extension. Brand personality also helps brands to gain market share
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