Tekrum Marketing Plan for Malaysia
Tekrum Marketing Plan for Malaysia

Author: Carmen Nowak

Publisher: GRIN Verlag

Published: 2010-03-31

Total Pages: 65

ISBN-13: 3640580672

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Research Paper (undergraduate) from the year 2009 in the subject Business economics - Offline Marketing and Online Marketing, grade: A (1,5), Anglia Ruskin University, course: International Marketing, language: English, abstract: I. Content II. List of Tables III. List of Figures IV. List of Abbreviation 1. Introduction & Mission Statement 1.1. Introduction 1.2. Mission Statement 2. Current Market Position (Internal Audit) 2.1. Product 2.2. Place 2.3. Price 2.4. Promotion 3. Market Overview (External Audit) 3.1. General Market Overview 3.2. Information about Malaysia 3.3. Asia-Pacific Market Value 3.4. Asia-Pacific Market Volume 3.5. Market Segmentation 3.6. Market Share 3.7. Competitors in Malaysia 3.8. Distribution 3.9. Market Value Forecast 3.10. Market Volume Forecast 3.11. Flavour Preference Asia 3.12. Western Products & Quality Products in Malaysia 3.13. PESTEL-Analysis of Malaysian Market 3.14. Porter’s Five Forces of the Malay’ Biscuit Market 4. SWOT Analysis 4.1. Strengths and Weaknesses of Tekrum 4.2. Threats and Opportunities of Tekrum 4.3. SWOT-Analysis of Tekrum 4.4. Key Issues and Opportunities for Tekrum 4.5. SWOT Analysis of Kraft Foods 4.6. SWOT Analysis of Munchy’s 5. Assumptions 6. Marketing Objectives 7. Strategy 7.1. Brief description of Strategy 7.2. Target Markets 7.3. Positioning Statement 7.4. Branding Strategy 7.5. Product strategy 7.6. Pricing strategy 7.7. Place Strategy 7.8. Promotional Strategy 8. Estimated Costs Year 1 9. Control & Evaluation V. Bibliography VI. Appendix

Tekrum Marketing Plan for Malaysia
Tekrum Marketing Plan for Malaysia

Author: Carmen Nowak

Publisher: GRIN Verlag

Published: 2010-04-09

Total Pages: 65

ISBN-13: 3640584465

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Research Paper (undergraduate) from the year 2009 in the subject Business economics - Marketing, Corporate Communication, CRM, Market Research, Social Media, grade: A (1,5), Anglia Ruskin University, course: International Marketing, language: English, abstract: I. Content II. List of Tables III. List of Figures IV. List of Abbreviation 1. Introduction & Mission Statement 1.1. Introduction 1.2. Mission Statement 2. Current Market Position (Internal Audit) 2.1. Product 2.2. Place 2.3. Price 2.4. Promotion 3. Market Overview (External Audit) 3.1. General Market Overview 3.2. Information about Malaysia 3.3. Asia-Pacific Market Value 3.4. Asia-Pacific Market Volume 3.5. Market Segmentation 3.6. Market Share 3.7. Competitors in Malaysia 3.8. Distribution 3.9. Market Value Forecast 3.10. Market Volume Forecast 3.11. Flavour Preference Asia 3.12. Western Products & Quality Products in Malaysia 3.13. PESTEL-Analysis of Malaysian Market 3.14. Porter's Five Forces of the Malay' Biscuit Market 4. SWOT Analysis 4.1. Strengths and Weaknesses of Tekrum 4.2. Threats and Opportunities of Tekrum 4.3. SWOT-Analysis of Tekrum 4.4. Key Issues and Opportunities for Tekrum 4.5. SWOT Analysis of Kraft Foods 4.6. SWOT Analysis of Munchy's 5. Assumptions 6. Marketing Objectives 7. Strategy 7.1. Brief description of Strategy 7.2. Target Markets 7.3. Positioning Statement 7.4. Branding Strategy 7.5. Product strategy 7.6. Pricing strategy 7.7. Place Strategy 7.8. Promotional Strategy 8. Estimated Costs Year 1 9. Control & Evaluation V. Bibliography VI. Appendix

International Marketing Plan for Volkswagen
International Marketing Plan for Volkswagen

Author: Christian Baumann

Publisher: GRIN Verlag

Published: 2010-12-11

Total Pages: 65

ISBN-13: 3640775058

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Seminar paper from the year 2009 in the subject Business economics - Marketing, Corporate Communication, CRM, Market Research, Social Media, grade: 1,2, language: English, abstract: In 2007 the Volkswagen group with its headquarters in Wolfsburg, Germany sold 6,191,618 vehicles worldwide and 329,305 employees generated a sales revenue of 108,897,000 with an operating profit of 6,151,000 which in turn resulted in a profit after tax of 4,122,000 .1 The group is divided into two divisions, namely the automotive one, accounting for 91% of total revenues plus the financial one, contributing 9% to the total turnover. Within the automotive sector, the company markets its vehicles under brands like, VW passenger cars, Audi, Bentley, Bugatti, Lamborghini, Seat and Skoda. In 1984, Volkswagen as the first western auto maker, began its operational activity in China. When it entered the market it had to form a joint venture with a Chinese company to produce cars. By now the group has thirteen representative companies. Due to its early engagement in the biggest Asian market, it reached a leading position which despite some previous challenges lasted until today. For example, the corporation sold 910,000 vehicles (VW + Audi) in Hong Kong as well as in the mainland of China which resulted in a market share of 17.8% in 2007.2 Therefore, China is (yet) after Germany the second most important market for Volkswagen, representing almost 15% of the company car sales. In the following international marketing plan, the author will describe how to increase car sales and boost market share up to 20% over the next 2 years with the introduction of a new small light weight hybrid car, the Volkswagen Cotha. ...]

Kodak, Fight to Revive. SWOT Analysis and Strategy Plan
Kodak, Fight to Revive. SWOT Analysis and Strategy Plan

Author: Jia Pan

Publisher: GRIN Verlag

Published: 2016-11-10

Total Pages: 21

ISBN-13: 3668338507

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Seminar paper from the year 2012 in the subject Business economics - Business Management, Corporate Governance, University of Southern California, language: English, abstract: In this paper, we first use SWOT Analysis and Porter’s five-force analysis to fully analyze Kodak’s current position in the market. In addition, we discuss financial strategy, marketing strategy and several suggestions on the changing of company culture. Globalization and shifts in technology have changed the thinking of consumers. Digital cameras and cell phones have created a shift in the way most people take pictures and retrieve their photos. Kodak failed in reinventing the company's core business model successfully during the past few years. The growth of new core business didn’t make up the effects of Kodak's fast-fading film revenues. Kodak is currently in serious financial trouble: quickly going through cash, selling patents and accessing credit lines. We are facing a difficult task in what can be considered one of the hardest financial times Kodak has ever been through.

Adopting a Strategic Approach Within Retail Organisations
Adopting a Strategic Approach Within Retail Organisations

Author: Robert Stolt

Publisher: GRIN Verlag

Published: 2010-03

Total Pages: 33

ISBN-13: 3640560957

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Seminar paper from the year 2009 in the subject Business economics - Marketing, Corporate Communication, CRM, Market Research, Social Media, grade: 1,0, University of St Andrews, course: Retailing Corporate Strategy / Corporate Strategy, language: English, abstract: "Strategy is defined as the determination of the basic long-term goals and objectives of an enterprise" (Chandler, 1990, p. 13). As the quote by Chandler suggests, strategy is concerned with the alignment of a corporation to the market in order to achieve its long-term targets. Therefore, the adoption of a strategic approach is essential for large organisations (especially retail organisations) as it is fundamental for the development of a company and consequently its success in the long run. With increasing differentiation in product portfolios, notably in the retail industry (e.g. with retailers like Marks & Spencer or Bhs both adding food to an existing non-food offer, or the grocery supermarket chains offering clothing and other merchandise categories) companies are more frequently separating their product range into several corporate divisions, which are also known as independent, market-oriented strategic business units (SBUs). In this strategy (business strategy), the strategy formulation (i.e. how the company can achieve a competitive advantage in each area of business) is carried out by the head of each business segment. The strategic alignment of each business unit is then determined by the top-level corporate strategy, where decisions are made by the upper management. Next to these two areas of strategy formation (i.e. corporate and business unit level), strategy can equally be developed from a functional viewpoint (also known as functional strategy) when making decisions as to which marketing concepts should be used or which capital equipment the company should employ to be flexible and cost-efficient for example. Within this multi-level structure of strategic decision-making there must

Application of the SOSTAC model to the marketing strategy used by NEXT PLC in Romania
Application of the SOSTAC model to the marketing strategy used by NEXT PLC in Romania

Author: Kostadin Ruychev

Publisher: GRIN Verlag

Published: 2019-02-18

Total Pages: 22

ISBN-13: 3668879788

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Project Report from the year 2018 in the subject Business economics - Offline Marketing and Online Marketing, grade: 5.50, Anglia Ruskin University, language: English, abstract: The SOSTAC analysis of the company and its chosen international market of Romania is necessary so as establish its current performance, based on user experiences review and mostly on the process of reporting and monitoring. Important for the SOSTAC are questions regarding present and desirable position for the company, as well as tactics details and action plans. Simply put, these are the responsibilities and structures, the processes and systems, the internal resources and skills that needs to be taken into account. Additionally, the segments, target markets, objectives and positioning play an important role in the establishment of SOSTAC structure.

Family Business Values
Family Business Values

Author: C. Aronoff

Publisher: Springer

Published: 2016-04-30

Total Pages: 96

ISBN-13: 0230116043

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It's so important that the generations to come understand and share in the founder's vision and philosophy. Authors Aronoff and Ward help leaders discover their own values and then they provide ways to infuse these values into the fabric of their business for generations to come.