TFC soon observed that other channels like CNN and Lifetime started telecasting programs related to fashion category which was becoming more popular than programs at TFC. Therefore TFC was facing competition in terms of ad revenue as their market was getting shared. Goal and goal defense In order to maintain its market leader position, TFC needs to maintain as well increase its viewership. The company needs to work on its current content such that the viewership of the channel increases by atleast 20% over the next year, indirectly contributing to a higher CPM and thus giving higher profits and a tunnel for growth. The channel must target on specific demographics for the fee that it can charge for advertising.
When deciding their marketing strategy, TFC must consider how they can increase their share of the market versus the increasingly competitive fashion programming on CNN and Lifetime. According to Dana Wheeler, senior vice president of marketing for TFC, the two key levers to drive revenue growth would be increased ratings, and increased advertising pricing. Therefore, the scenario that The Fashion Channel will implement must increase TV ratings and advertising revenue. After reviewing data from consumer research reports relevant to the Fashion Channel, Dana Wheeler gathered four different market segments that the channel appealed to. These were fashionistas, planners plus shoppers, situationalists, and basics.
Womenswear is the largest sector within the market in general, clothing for women and children is worth double the market for men and boyswear. This reflects the inclusion of babywear and accessories in the 'womenswear' sector, but also the simple fact that women buy clothes more frequently for themselves and often spend more per year than a man. Primark could gather their market research in different ways they would need to define the market trends and competitive structure also identifying the main buyers of Primark. The store states “Primark targets young fashion conscious under 35’s, offering them high quality, fashion basics at value for money prices.” Primark will use first and secondary research to find out what they’re customers need and want. Secondary data could be information that already exists and can be accessed by Primark.
Alma Graduate School Università di Bologna Marketing Management Marketing Case #1: The Fashion Channel Comparison data between Scenarios, to complete information referencing to Slide No. 3 of the FashionChannel Assignment – Group 7.pptx (Power Point file) Scenario 1 Target Group: Fashionistas, Shoppers/Planners & Situationalists Expected Ratings: 1.2 Potential CPM: $1.8 Average Viewers: 1,320,000 Additional expenses: NONE PROS The profit margin will increase to 29% compared to the Base in year 2007** (19%) if this scenario is implemented. By investing in a major marketing and advertising campaign, it is expected that awareness and viewing of the channel would go up and boost the ratings from 1.0 to 1.2 This scenario does not require an increment in programming expense. CONS The profit margin will drop slightly (1% drop) compared to that of the current 2006. The average CPM will drop by 10% when compared to the current 2006 CPM ($2.00) Not targeting a specific market group could mean a loss in market opportunities due to specific aggressive competition from the other networks.
By now, Lush has over 900 stores, located in more than 50 countries worldwide (lushcountries.com, 2014). Recently, with the increasingly fierce competition of the cosmetics market, many cosmetics companies attach similar labels such as fresh or organic to their products in order to enhance competitiveness. Most of them, however, could not surpass the achievements of Lush. Therefore the aim of this paper is to identify the dominant factor that makes Lush such a successful retailer in this industry. This paper begins with an illustration and analysis of several factors that make a contribution to the success of Lush, followed by a comparison between Lush and its competitor, The Body Shop, and will conclude with an evaluation of the key factor.
FastFit has expanded successfully in the New England area over the past five years. However to expand nationally as a major retailer, they need to improve the scalability of their operations (stores and warehouses). A key part of their strategy is to leverage information systems to automate and improve operations, to strengthen management controls, and to enable significant growth while maintaining the “high touch” customer experience. A diagram of their complete non-Web based operations follows. See figure 1.
Case Study 1: Under Armour- Challenging Nike in Sports Apparel Under Armour (NYSE:UA), a developer and distributor of athletic apparel, footwear and accessories, is an organization, which continually watches its stock rise-typically upwards of 15% per quarter. The organization has shown phenomenal performance over the past few years with the incorporation of new top line products growing by more than 20% over the last 12 quarters (Lewis). The organization is continually growing and this growth is fueled by its opportunity for expansion in footwear, women’s, international and direct-to-consumer business. While the organization’s growth story remains intact, this paper will look at how Under Armour stacks up along Porter’s Five Forces to understand and provide an analysis of where it can gain or lose going forward along with an analysis of its problem identification. Key Issues A SWOT analysis reveals many key areas in which Under Armour has determined a competitive advantage in strengths and opportunities, suggesting its innovation and expansion efforts into the Canadian marketplace will drive its revenue and profits margins even higher for the coming year(s).
Memorandum From: 601745 To: Raquel Wilhelm Date: February 5, 2013 Re: Jones Blair Company Recommendation: Jones Blair Company (JBC) should add another sales representative to focus on new accounts, while pushing their current sales representatives into being more aggressive to gain new accounts. Problem Statement: Should Jones Blair Company, a manufacturer of architectural paints, advertise more to Do-it-yourself consumers in the DFW area or non-DFW area? Facts: JBC Positives: In 2004, sales volume for JBC reached $12 million. JBC’s dollar sales also increased at an average annual rate of 4% each year over the past decade. JBC has been very successful in maintaining their price margins, even with increased research and development as well as material and labor costs.
In recent years, ASDA also focused on to be Britain’s best retailer and supply customer needs always. Its purpose is stated as 'To make goods and services more affordable for everyone'. So it increased more retail services, such as clothing and jeweler. It created the unique clothing brand George, ASDA plans to achieve annual sales to 500 million pounds in 2011, and become the largest clothing store in Britain. In 2001 ASDA opens its first jeweler department at Harwich-now in most stores after a rapid roll-out.
In practice, persuasion is likely to get better results in the medium term. So you should be ready to listen to his/her plans before bringing him round to your point of view and getting him/her to agree to at least some target for sports clothes sales in 2016. 1. Background - International Operations The growth of Cougar International has been spectacular. In 10 years it has become one of the leading companies in the sports shoe business, with sales subsidiaries around the world.