Does a Strategic Business Unit changes the organization in adversity? – A case study of Godrej Consumer Products During the recent period of World financial Crisis‚ economies reeled under recession and downturn. Sectoral performance in sales and operations declined leading to unprecedented series of lay offs in organizations affecting employment ‚ income levels and consumption There was a fall in growth rates in India‚ in spite of a wide claim that the economy is operating much in a
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new delhi INCLUDEPICTURE http//files.myopera.com/RAVI-RAWAT/albums/423534/IIPM20Logo.jpg MERGEFORMATINET Internship report on Marketing strategies of amway corporation Area of research marketing (20th June‚ 2014 till 6th August‚ 2014) Under the guidance of mr. Vikas samania Submitted by kapil gupta Batch SS/2013-16 Section SSU ID no. dl1316ssiche-ugpc11741(del-2-da-58288) Phone No. 9250239995 E-mail kapilgupta854@gmail.com Acknowledgement It is well-established fact that behind every achievement
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Bibliography: A.L.‚ Biel and Bridgwater; C.A. 1990. Attributes of a Likeable T.V. Commercial‚ Journal of Advertising Research 30(3):32-38. Brown‚ T.J. and Rothschild‚ M.L. 1993.Reassessing the Impact of T.V. Advertising Clutter‚ Journal of Consumer Research‚ 20(6): 138-46. Burnett‚ L. 1995.It does too- A Company Survey. A & M‚ January 15: 57-60. Karmali‚ M.A. 1989.Celebrity and Non-Celebrity Advertising in Two Sided Context‚ Journal of Advertising Research.29 (3):34-42. Menon‚ R. 1994.The Comparative
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FMCG Industry Introduction The fast moving consumer goods (FMCG) sector is a large and important part of almost every economy in the world‚ insofar as the products associated with the industry represents a big part of every consumer budget. The goods produced by the industry are basically necessities and the inelastic nature of the goods makes their impact on economies worldwide significant. The FMCG are sometimes referred to as consumer packaged goods and the various products are characterized
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improving productivity and concentrating on core brands. Meanwhile‚ its dynamics are changing. What comes next? At first glance‚ the leading consumer goods companies’ strategy for handling the fierce competition of the past ten years looks robust enough to carry them through the next ten. Indeed‚ with the industry still caught between price-sensitive consumers‚ poor infrastructure and powerful retailers‚ some of the challenges facing it remain the same. In the 1990s the industry’s executives developed
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Factors affecting impulse buying behavior in FMCG Sector Thesis submitted for the partial fulfillment of Masters of Business Administration By Akanksha Kothari A-04 Bhumika Prajapati A-16 Deepthi Edward A -19 Parth Sarthi A-38 Prashant Dwivedi A-41
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Population Size 6 2. Number of Households 6 3. Average Household Income 7 4. Health & Education facilities 7 5. Retail Shops 8 6. Utilities (Electricity‚ Gas‚ and Water) 8 Wando 10 1. Market Segmentation: 10 1. Consumer Profile 12 2. Evaluation Process used by Consumers 12 a. Price: 12 b. Quality: 12 c. Brand Image: 12 d. Benefits Sought: 12 3. Buying Pattern by Time 13 4. Perceptual Map 13 1. Product Category: Detergents 14 2. Product Category: Beauty Care – Shampoos 15 3. Product
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8 4.6 1.6 2.7 2013 5.9 9.7 3.7 10.5 1.5 2013 3.6 1.6 5.1 0.9 1.9 2014 5.8 9.3 3.4 9.8 1.4 2014 3.3 1.4 4.6 0.7 2.3 2015 5.3 7.3 3.0 9.8 1.0 2015 2.7 1.0 4.7 0.4 2.3 Source: PwC analysis *Source: PwC’s 2012 Outlook for the Retail and Consumer Products Sector in Asia 2 PwC Defining innovation Different innovation types exist to serve different objectives: Breakthrough and radical extend beyond the incremental Incremental innovation • Small changes in existing products
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some pointers for growth in FMCG Sector and update with the contemporary category trends. Growth Drivers: FMCG Sector 1. Disposable Income: There is increase in disposable income‚ observed in both rural and urban consumers‚ which is giving opportunity to many rural consumers to shift from traditional unorganized unbranded products to branded FMCG products and urban fraternity to splurge on value added and lifestyle products. The increasing salaries‚ along with rising trend of perks in the corporate
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significant growth in recent years as consumers opt for lighter‚ more modern hair oil products. The light hair oil segment recorded sales of Rs.6‚828 million in 2009 according to the Nielsen Retail Audit Report. Light hair oil is an urban dominated segment primarily due to its comparatively high cost & is more geographically concentrated‚ in the northern states of Punjab‚ Delhi‚ Uttar Pradesh and Rajasthan‚ due to higher disposable incomes and the propensity of consumers to try new products. The northern
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