L’Oréal was able to use precise target marketing by hitting the right audience with the right product at the right places. It has been a very crucial key to L’Oréal’s global success. The company has built its portfolio primarily by purchasing local beauty companies all over the world, revamping them with strategic direction, and expanding the brand into new areas through its powerful marketing arm. For example, L’Oréal instantly became a player (with 20 percent market share) in the growing ethnic hair care industry when it purchased and merged the U.S. companies Soft Sheen Products in 1998 and Carson Products in 2000. L’Oréal believed the competition had overlooked this category because it was previously fragmented and misunderstood.
Jennifer Nichols Popular Culture 4/21/2011 Henry Ford and the automobile I chose to review the chapter, "Henry Ford: Symbol of an age." During this review I will be summarizing the main ideas of the chapter, relating back to what we learned in class, and giving you my own opinion. One of the main ideas of the chapter is showing how big Ford really was in the 1920's. The chapter starts out saying that there were few names better known during that time. In fact, college students ranked Ford the third greatest figure of all time, behind Napolean and Jesus Christ.
Cheddar’s had always been profitable through that it had ever closed a company-owned store and had shown steady increases in sales and customer counts over time. Also it has a source of income from its franchise stores which could grow at a faster rate. Cheddars’ estimated EBITDA was $12.0 million in 2003 and it had a projected EBITDA of $18.9 million in 2007. Cheddar’s also had an average EBITDAR of $1,027k which was much higher than its competitor Chili’s which was $723k. At the purchase price of $60.5 million, we can also confirm that the Market Value/EBITDA (5.4) of Cheddars’ is higher than its competitor’s (2.6) when we compare multiple ratios, which means Cheddar’s is overvalued.
This strategy allowed the Slanket to generate five million dollars in revenues by its fifth year of production. All was looking promising for Clegg’s business that held a strong focus on high quality products and ethical business practices. However, in 2008, a similar, but cheaper, product with a competitive edge quickly entered and dominated the sleeved blanket market, which was called “the Snuggie”. The Snuggie was launched by Allstar marketing Group and through an expensive advertising budget the brand gained immediate awareness and success. The Snuggie became a social media phenomenon, and was marketed to millions of people through YouTube parodies and Facebook groups broadcasting the many ways one could utilize and wear the Snuggie.
This broke down walls as the first sneaker bearing a player’s name.” (Osei-Dwunmoh) Nowadays athletes get more than just their names on sneakers and fan apparel. Athletes today receive enormous endorsement deals for signing with a company. Tiger Woods signed a five-year deal with Nike for $100 million in 2000. When LeBron James entered the league straight from high school he signed a $90 million sponsorship contract with Nike. In all case the athlete earns more from endorsements than in salary.
October 23, 2012 Case 3: Mattel’s Misfit Toys BUAD 455 Synopsis Mattel is the United States leading toy manufacturing company. Mattel features toys from Barbie, Fisher-Price, Hot Wheels, etc. On August 1, 2007 Mattel announced their largest toy recall, due to lead paint tainting their product. This caused Mattel’s financial fallout. Critical Factors of Success The high standard of Mattel’s toys and products is a critical factor of success, because it put the company on a petal stool as a role model in the toy industry.
They have around 6000 stores in USA and 2000 Stores in UK, Japan and Canada. External Enviorment * The external analysis of the sports apparel will describe the attractiveness of the industry. * Amour has a high threat of substitute, high competative rivalry and a they need to be differentiate their product. * If they can differntiate their product that time they can gain more profit, else competitor will take the advantage. * Moreover, they can cover more population as the demand of sports wear and apperal industry demand is increasing day by day.
In 2008 Under Armours net revenue was $32,856, in 2009 it was $48, 391, and in 2010 it was $66,111. If the company follows this trend its profits are simply going to rise. Political/Legal The political and legal environment of Under Armour is greatly reliant and influenced by Planks usage of “authenticity” to grow as a brand. Being an original and genuine brand, Under Armour went public in 2005, seeking to sell as much as $100 million in shares of common stock. After it went public in 2006, Under Armour invested in a new SAP system.
* Brita owns a R&D team which most companies cannot compare to. 2. What marketing assets has Clorox acquired in these years of vigorous growth, and what is the best use to which the assets can be deployed? Clorox has gained substantial market share in the filtered pitcher market over the years. Clorox also has a large marketing budget, an experienced research and development team and most importantly, brand recognition.
Moreover, Mattel fought competitors in Japan by joining forces with Bandai, Japan’s largest toy company. They adapted Barbie to Japanese culture and realized that Japan’s market prefers well known American Barbie. Finally, partnership strategies had been eliminated but still Mattel had a huge success with 31% of total revenue. In brief, Global strategies are partnerships that adapt it product to local taste, economic condition and pricing. I think that Mattel is doing Fair in Middle East and well in the Asian market.