MKT3210 MARKETING PRINCIPLES – 1MK1 Matriculation No : I13002661 Name : Tan Zheng Jia Program : BBUS Bachelor of Business (Hons) - Marketing Lecture : Mr. Leong Swee Shyong Faculty of Business‚ Communication & Law (FOBCAL) INTI International University Individual Assignment .0 Task 1 .1 PETRONAS TV Commercial PETRONAS Chinese New Year: Old Folks
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to visit physicians and encourage them to prescribe Therachem drugs for their patients For the past 3 years Therachem has been growing its sales force by about 40 representatives per year and has expected this year to increase the number of reps from 433 to 473 Therachem is wondering if it has to maintain its 40-rep hiring per year rhythm or invest in human capital: A consultant report is suggesting Therachem to increase its sales force by 322 rep over the next 3 years‚ however
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You are asked to read: Zara: IT for Fast Fashion. Then‚ you are required to use the following questions to format/organize your response (for the sake of brevity and clarity limit yourself to answering the questions concisely). Please read all the instructions carefully and comply by all of them. Please do not bypass/ignore the instructions or requirements—else points will be deducted. I. Problem Definition 1a. What is the key problem facing Zara executives? 1b. What are the sub-components of
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Quality ZARA become expanding too fast in international market‚ but doing so company needs to increase the capacity of production‚ they started employ original equipment manufacturer(OEM). This leaded to low quality due of using lower qualification by OEM. For example in China they want to have biggest market share as foreign cloth maker with low cost‚ attracting colleague students and young people; but their product were failed frequently in the quality test made by government ‚ out of 57 product
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ZARA RESOURCES Tangible resources Financial resources: Inditex‚ the parent company of Zara had a net profit in 2011 of 1.73 billion euros: a jump of 32% of its net profit of 2010. Physical resources: Moreover Zara has 507 stores around the world with a total selling area of 488‚400 m² and 1‚050 million of Inditex’s capital invested into them. It also owns a 130‚000 m² warehouse closed to its headquarters in Arteixo‚ Spain. Zara also purchased 20 factories that were highly automated
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MKT 421 - Marketing (Plan) Mgmt Student: GalVal Instructor: Mr Tom Wall Section #: _25___ Assignment #2: Actual Case Study - Starbucks Coffee 1. The main or primary product that Starbuck’s sells or distributes is coffee beverages but‚ according to this article or company analysis‚ it also now offers a whole line of complementary products - from sandwiches to CD’s! Yet essentially‚ Starbucks product was the de- velopment of the ultimate‚ out of home (OOH) coffee-drinking
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syllabus‚ this assignment is designed to explain‚ evaluate‚ show and demonstrate how businesses implement the following marketing concepts: • Markering Cycle • Marketing Concept • S.w.o.t analysis • P.E.S.T Analysis • Segmentation • Targeting • Positioning • Costs and Benefits Assessment Criteria 1.1: Explain the various elements of the marketing process Marketing puts customers at the centre of a firm ’s
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TYPICAL PRODUCT LIFE CYCLE • Sales decreases as the product moves over the timeline ZARA PRODUCT LIFE CYCLE • High fashion industry with latest designs and trends 5-6 weeks life cycle • The life cycle curves is shown as the graph above ZARA’S KEY FACTORS SHORT LEAD TIME LOWER QUANTITIES MORE STYLES • Keep up with the newest fashion trends more fashionable clothes • Zara only needs about 30 days to identify new trend and have the product available in stores
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to leverage brand equity (Monga & John‚ 2010; Tom‚ Kelly & Ravi‚ 2012). Zara as one of the world’s most successful fast fashion brand (FFB) retailers has applied brand extension into its brand development. The purpose of this report is to examine the brand extensions strategy of Zara which include these areas: the marketing objectives of brand extension‚ the relationship between competitive advantage of Zara and the brand extension strategy‚ the model and concept of evaluate customers’ attitude
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CHAPTER 13: THE MARKETING OF SERVICES ADDITIONAL CASE STUDY NEW LINE IN MOBILE PHONES One of the oldest principles of marketing is that sellers may sell features‚ but buyers essentially buy benefits. This is a distinction sometimes lost on technology led organisations‚ and the service sector is no exception. Recent experience of the UK’s largest telecommunications company‚ Vodafone Airtouch‚ illustrates how crucial it is to see service offers in terms of the benefits they bring to customers
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