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china's beauty market is growing (152xxxxxxxx@189.cn)
- 您在位置 #26-27的标注 | 添加于 20xx年2月16日星期二下午9:25:38
the brands need to have a very strong marketing segmentation tool tailored to the different regions and the different Ieveis of the cities' development,"
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china's beauty market is growing (152xxxxxxxx@189.cn)
- 您在位置 #27 的笔记 | 添加于 20xx年2月16日星期二下午9:26:30
price strategy
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china's beauty market is growing (152xxxxxxxx@189.cn)
- 您在位置 #31-33的标注 | 添加于 20xx年2月16日星期二下午9:29:50
brands remain optimistic for their prospects between now and 2020. They are confident that the market wili continue to enjoy double-digit growth for at least the next five years. The main uncertainties are linked to the world economic situation and international relations.
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china's beauty market is growing (152xxxxxxxx@189.cn)
- 您在位置 #33 的笔记 | 添加于 20xx年2月16日星期二下午9:30:30
brand strategy and prospect
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china's beauty market is growing (152xxxxxxxx@189.cn)
- 您在位置 #31-33的标注 | 添加于 20xx年2月16日星期二下午9:30:30
Nonetheless, brands remain optimistic for their prospects between now and 2020. They are confident that the market wili continue to enjoy double-digit growth for at least the next five years. The main uncertainties are linked to the world economic situation and international relations.
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china's beauty market is growing (152xxxxxxxx@189.cn)
- 您在位置 #37-40的标注 | 添加于 20xx年2月16日星期二下午9:31:43
has made significant progress over the past 15 years. For Shoppers' Stop ceoGovindShrikhande there have been two phases of growth: from 1990 to 2000 and from 2001 to 2007. "From 1990 to 2000, the market was not able to gain major traction as the economy was growing at a rate of 5 to 6%," he comments. "After 2001 as the economy started growing at 8% consumer income started rising aiong with aspiration levels. As a result demand also soared,"
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china's beauty market is growing (152xxxxxxxx@189.cn)
- 您在位置 #40 的笔记 | 添加于 20xx年2月16日星期二下午9:32:14
growing marketing
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china's beauty market is growing (152xxxxxxxx@189.cn)
- 您在位置 #51-52的标注 | 添加于 20xx年2月16日星期二下午9:35:15
Another major obstacle in India is the lack of retail,
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china's beauty market is growing (152xxxxxxxx@189.cn)
- 您在位置 #52 的笔记 | 添加于 20xx年2月16日星期二下午9:35:51
发展新方式
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china's beauty market is growing (152xxxxxxxx@189.cn)
- 您在位置 #60 的笔记 | 添加于 20xx年2月16日星期二下午9:36:53
市场细分
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china's beauty market is growing (152xxxxxxxx@189.cn)
- 您在位置 #59-61的标注 | 添加于 20xx年2月16日星期二下午9:36:53
"Brands need to have a strong marketing segmentation tool tailored to different regions and different levels of the cities' development" LVMH Perfumes S, Cosmetics China gm Patrick Lee ==========
china's beauty market is growing (152xxxxxxxx@189.cn)
- 您在位置 #69 的笔记 | 添加于 20xx年2月16日星期二下午9:39:35
俄罗斯市场分析
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china's beauty market is growing (152xxxxxxxx@189.cn)
- 您在位置 #66-69的标注 | 添加于 20xx年2月16日星期二下午9:39:35
"In Russia we need to be attentive to the developments in the regulation of cosmetics and perfumes [in terms of alcohol content], as sometimes we are finding ourselves in situations that are contradictory to European legislation" Chanei Russia general director Pascal Hyafil INTERNATIONAL COSMETIC NEWS I OCTOBER 2007
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internationalswot analysis (152xxxxxxxx@189.cn)
- 您在位置 #12 的笔记 | 添加于 20xx年2月17日星期三上午10:05:04
general background
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internationalswot analysis (152xxxxxxxx@189.cn)
- 您在位置 #9-13的标注 | 添加于 20xx年2月17日星期三上午10:05:04
Procter & Gamble (P&G) is a global manufacturer and marketer of consumer products. The company markets more than 300 brands in over 180 countries spanning the Americas, Europe, the Middle East and Africa (EMEA), and the Asian region. The company is organized into three Global Business Units (GBUs) and a Global Operations group. The three GBUs are beauty, health and well-being, and household care. The Global Operations group consists of the Market Development Organization (MDO) and Global Business Services (GBS).
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internationalswot analysis (152xxxxxxxx@189.cn)
- 您在位置 #22 的笔记 | 添加于 20xx年2月17日星期三上午10:07:01
市场细分
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internationalswot analysis (152xxxxxxxx@189.cn)
- 您在位置 #19-23的标注 | 添加于 20xx年2月17日星期三上午10:07:01
The MDO segment is responsible for developing go-to-market plans at the local level. The MDO includes dedicated retail customer, trade channel and country-specific teams. It is organized along seven geographic regions: North America, Western Europe, Northeast Asia, Central & Eastern Europe/Middle East/Africa, Latin America, ASEAN/Australia/India and Greater China. The GBS segment provides technology, processes and standard data tools to enable the GBUs and the MDO to better understand the business and better serve consumers and customers.
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internationalswot analysis (152xxxxxxxx@189.cn)
- 您在位置 #42 的笔记 | 添加于 20xx年2月17日星期三下午8:41:18
innovation
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internationalswot analysis (152xxxxxxxx@189.cn)
- 您在位置 #30-42的标注 | 添加于 20xx年2月17日星期三下午8:41:18
Strong focus on R&D P&G has strong R&D capabilities. P&G's annual R&D budget is about $2 billion which supports 8,000 engineers and scientists at 25 research centers in 12 countries. Additionally, P&G also involves external innovation partners to boost its internal innovative capability, an approach it calls 'Connect and Develop.' In 2002, only 15% of its product initiatives included innovation from outside P&G. Currently, more than half of all P&G innovation includes an external partner. In just the past year, it has evaluated more than 5,000 innovation opportunities from small entrepreneurs, universities, research institutes, and large companies. P&G is ranked as one of the top-20 largest R&D investors among US-based companies, which include Pfizer, General Electric, Sony, Merck, 3M, DuPont and Hewlett-Packard. The best proof of its innovation capability is the number of top-selling new products that come from P&G. The IRI Pacesetters study tracks and ranks the most successful new consumer products introduced in the US for the past 13 years. One-third of the most successful Pacesetter products, on average, have come from P&G and Gillette. Moreover, in 2008, five of the ten best-selling new products came from P&G, including Tide Simple Pleasures detergent, FebrezeNoticeables air freshener, the new
Herbal Essences line of products, Crest Pro-Health toothpaste, and Olay Definity skin care products. P&G's research and development capabilities have enabled it to secure about 27,000 patents globally and allows it to renew its product line at regular intervals, which boosts customer loyalty and revenue growth.
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retinking the international marketing strategy-new dimension in a competitive market (152xxxxxxxx@189.cn)
- 您在位置 #40 的笔记 | 添加于 20xx年2月18日星期四下午3:11:45
国际市场营销策略
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retinking the international marketing strategy-new dimension in a competitive market (152xxxxxxxx@189.cn)
- 您在位置 #38-41的标注 | 添加于 20xx年2月18日星期四下午3:11:45
The international market behaviour has been influenced by a need to take advantage of different market opportunities and by an increasing need to serve customers in the global market environment. Due to the competitive situation it might also have been necessary to introduce products more quickly in the marketplace or to introduce products to several markets simultaneously.
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retinking the international marketing strategy-new dimension in a competitive market (152xxxxxxxx@189.cn)
- 您在位置 #42 的笔记 | 添加于 20xx年2月18日星期四下午3:12:59
国际品牌策略
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retinking the international marketing strategy-new dimension in a competitive market (152xxxxxxxx@189.cn)
- 您在位置 #41-42的标注 | 添加于 20xx年2月18日星期四下午3:12:59
The impact of globalisation has also made it of importance to lower costs by focusing on production in companies where they have their core competencies or to reduce marketing costs by promoting a product by a global brand.
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retinking the international marketing strategy-new dimension in a competitive market (152xxxxxxxx@189.cn)
- 您在位置 #71 的笔记 | 添加于 20xx年2月18日星期四下午5:01:51
marketing
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retinking the international marketing strategy-new dimension in a competitive market (152xxxxxxxx@189.cn)
- 您在位置 #70-71的标注 | 添加于 20xx年2月18日星期四下午5:01:52
The strategy of any organisation will be shaped by the company's own capabilities and competencies, but also by the competitive environment.
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retinking the international marketing strategy-new dimension in a competitive market (152xxxxxxxx@189.cn)
- 您在位置 #83-84的标注 | 添加于 20xx年2月18日星期四下午5:05:59
A company's international involvement is depending on the actual engagement in different markets and the prevailing degree of internationalisation.
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retinking the international marketing strategy-new dimension in a competitive market (152xxxxxxxx@189.cn)
- 您在位置 #85 的笔记 | 添加于 20xx年2月18日星期四下午5:07:52
international marketing in relation to the local market
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retinking the international marketing strategy-new dimension in a competitive market (152xxxxxxxx@189.cn)
- 您在位置 #84-85的标注 | 添加于 20xx年2月18日星期四下午5:07:52
The choice of the entry strategy sets out the rules and scope of engagement in the local marketplace in relation to the actual competitive situation.
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retinking the international marketing strategy-new dimension in a competitive market (152xxxxxxxx@189.cn)
- 您在位置 #142 的笔记 | 添加于 20xx年2月18日星期四下午10:57:14
满足客户需要是国际市场营销的重要手段
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retinking the international marketing strategy-new dimension in a competitive market (152xxxxxxxx@189.cn)
- 您在位置 #135-142的标注 | 添加于 20xx年2月18日星期四下午10:57:14
The marketing concept requires more than being able to meet customer needs ± it requires meeting them better than competitors. The basic goal of marketing is therefore to develop a competitive advantage and to create customer value by maintaining focus on its key customer group. Due to the changing market environment, it is necessary to adjust the marketing strategy accordingly. Customers choose those suppliers which offer the best value. If a company does not have a competitive advantage it will lose market share or have to cut prices to retain the market share. Strategic market planning is concerned with adapting the organisation to a changing environment. Organisations succeed when they meet the need of customers more effectively than competitors. According to Greenley (1993), the framework for developing marketing strategy can be explained by the stages of strategic planning at three different levels: corporate
mission; corporate strategy; and the actual marketing strategy. This paper concerns the third level.
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retinking the international marketing strategy-new dimension in a competitive market (152xxxxxxxx@189.cn)
- 您在位置 #153 的书签 | 添加于 20xx年2月18日星期四下午11:03:57
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retinking the international marketing strategy-new dimension in a competitive market (152xxxxxxxx@189.cn)
- 您在位置 #156 的笔记 | 添加于 20xx年2月18日星期四下午11:11:11
国际营销壁垒列举
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retinking the international marketing strategy-new dimension in a competitive market (152xxxxxxxx@189.cn)
- 您在位置 #151-156的标注 | 添加于 20xx年2月18日星期四下午11:11:11
Factors that are perceived as obstacles for international Bo Rundh Rethinking the international marketing strategy: new dimensions in a competitive market Marketing Intelligence & Planning 21/4 [2003] 249-257 business and building relationships can be insufficient knowledge about the procedures connected with international business (Kedia and Chokar, 1986; Korth, 1991; Ramaseshan and Soutar, 1996). Other factors can be explained by a low demand (Ramaseshan and Soutar, 1996), or difficulties with financing (Bilkey, 1978; Bauerschmidt and Sullivan, 1989), or high cost of transportation (Rameseshan and Soutar, 1996), or big competition (Bauerschmidt et al., 1985; Kedia and Chokar, 1986) and lack of suitable distribution channels (Bilkey, 1978). ==========
where to play and how to win (152xxxxxxxx@189.cn)
- 您在位置 #88 的笔记 | 添加于 20xx年2月19日星期五下午6:11:14
business channel
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where to play and how to win (152xxxxxxxx@189.cn)
- 您在位置 #83-88的标注 | 添加于 20xx年2月19日星期五下午6:11:14
Lafley also emphasized the importance of winning with the consumer at ‘‘two crucial moments of truth,’’ the first ‘‘when the consumer encounters the product in the store for the first time,’’ and the second ‘‘when he or she first uses it at home.’’ P&G’s traditional focus had been mainly on the second, and elevating the first to equal prominence ‘‘signaled an important shift for the company,’’ highlighting the strategic importance of channel relations. It ‘‘spoke to a broader set of capabilities as the core of a winning strategy – not just brand building and product innovation, but also retail, IT, logistics innovation, go-to-market capabilities, and the use of scale and consumer understanding to deliver the consumer value equation and drive consumer purchase.’’
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where to play and how to win (152xxxxxxxx@189.cn)
- 您在位置 #97 的笔记 | 添加于 20xx年2月19日星期五下午6:14:42
Olay 的成功之道
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where to play and how to win (152xxxxxxxx@189.cn)
- 您在位置 #92-97的标注 | 添加于 20xx年2月19日星期五下午6:14:42
The strategic review and subsequent repositioning of P&G’s Olay brand provides a striking example. Beauty is one of the company’s major domains, and for P&G to be a credible player, it has to have a strong presence in both the hair care and skin care categories. In the late 1990s, P&G’s position in skin care was weak and fading. Oil of Olay was by far the company’s main brand, and it was struggling to keep up with major changes in the marketplace. P&G’s core offering was a skin cream in a plastic bottle, sold through drug stores at $3.99 per unit. By the late 1990s, the brand was generating sales of less that $800 million per annum in a market valued at $50 billion. The company was in urgent need of a new ‘‘play-to-win’’ strategy if it wanted to become a leading competitor.
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where to play and how to win (152xxxxxxxx@189.cn)
- 您在位置 #113 的笔记 | 添加于 20xx年2月19日星期五下午6:21:46
Olay 的 innovation 的成功
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where to play and how to win (152xxxxxxxx@189.cn)
- 您在位置 #104-113的标注 | 添加于 20xx年2月19日星期五下午6:21:46
The tradition in the industry was that innovation tended to happen at the premium end and then trickle down into products for the mass market. The opportunity uncovered by the Olay team required that P&G be able to turn this model (and its economics) on its head and lead innovation in the industry from the middle of the market. Furthermore, a how-to-win strategy would also require a broadening of the value proposition beyond a focus of wrinkles, as its consumer research had also revealed that this was not the only relevant skin concern. So the P&G labs came up with a new formulation called VitaNiacin, which proved to be effective in delivering a range of ‘‘skin-biology and noticeable-appearance’’ benefits. The team turned this innovation into a series of products, starting with Olay Total Effects in 1999, designed to address what the marketing campaign came to call the ‘‘seven signs of aging,’’ and they broadened the brand from ‘‘Oil of Olay’’ to ‘‘Olay’’ to encompass this expanding range of new skin care products, leaving the single-product image behind. The new Olay products represented a significant advance in skin-care performance and could easily have been sold at premium prices in high-end department stores
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where to play and how to win (152xxxxxxxx@189.cn)
- 您在位置 #122 的笔记 | 添加于 20xx年2月19日星期五下午6:27:57
Olay 产品价格
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where to play and how to win (152xxxxxxxx@189.cn)
- 您在位置 #116-122的标注 | 添加于 20xx年2月19日星期五下午6:27:57
One of the most challenging was around pricing. The economics of the strategy required the pricing to be high enough to cross the ‘‘prestige image’’ threshold and persuade high-end consumers to move some of their skin-care purchasing to mass outlets, yet not so high as to discourage mass shoppers from trading up. The company tested purchase intent at three price points before deciding; $12.99, which worked well, but only with mass shoppers, $15.99, which worked well with neither, and $18.99, which worked well with both. To prestige consumers used to paying $30 and upwards for such purchases, $18.99 was not too cheap to be credible, while for mass shoppers it was high enough to make it stand out from the rest of the products in the store as a luxury offering, but yet an affordable one.
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where to play and how to win (152xxxxxxxx@189.cn)
- 您在位置 #146 的笔记 | 添加于 20xx年2月19日星期五下午6:32:41
核心五要素
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where to play and how to win (152xxxxxxxx@189.cn)
- 您在位置 #142-146的标注 | 添加于 20xx年2月19日星期五下午6:32:41
1. Understanding consumers (and their deepest needs). 2. Creating and building brands. 3. Innovating (in the broadest sense – business models, not just products). 4. Partnering and going to market with customers and suppliers. 5. Leveraging global scale. Lafley and Martin argue that a firm’s core capabilities are ‘‘best understood as operating as a system of reinforcing activities,’’ drawing their inspiration from Porter’s principles of strategic positioning, and it is not so much the individual capabilities themselves but the way they fit together that is the underlying source of P&G’s competitive differentiation[
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where to play and how to win (152xxxxxxxx@189.cn)
- 您在位置 #168 的笔记 | 添加于 20xx年2月19日星期五下午6:47:25
印度razer市场
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where to play and how to win (152xxxxxxxx@189.cn)
- 您在位置 #165-168的标注 | 添加于 20xx年2月19日星期五下午6:47:25
While the relevance of P&G’s core capabilities to each of these priorities is not too hard to discern, the development of a new razor for the Indian market provides a striking example of how P&G was able to leverage one of them, its deep consumer understanding capability, in helping Gillette add value to its customary design process[12].
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pricingsratagy of P&G (152xxxxxxxx@189.cn)
- 您在位置 #9 的笔记 | 添加于 20xx年2月21日星期日上午8:44:25
price strategy
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pricingsratagy of P&G (152xxxxxxxx@189.cn)
- 您在位置 #7-9的标注 | 添加于 20xx年2月21日星期日上午8:44:26
For the average brand, the authors find that deals and coupons increase market penetration and surprisingly have little impact on customer retention as measured by share-of-category requirements and category usage.
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pricingsratagy of P&G (152xxxxxxxx@189.cn)
- 您在位置 #30 的笔记 | 添加于 20xx年2月21日星期日上午8:51:19
p&g's value price marketng
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pricingsratagy of P&G (152xxxxxxxx@189.cn)
- 您在位置 #29-30的标注 | 添加于 20xx年2月21日星期日上午8:51:20
We use Procter and Gamble's (P&G's) value pricing strategy to examine consumer and competitive response and to trace how this response ultimately affects market share. ==========
pricingsratagy of P&G (152xxxxxxxx@189.cn)
- 您在位置 #30 的笔记 | 添加于 20xx年2月21日星期日上午8:51:47
p&g's value price strategy
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