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1 EXECUTIVE SUMMARY
This is the report is to analyze BIC company and, take some initiative and policy which is
help company. The vision and target of this industry is very high and always able to
capture the market. This report renders a close analytical look and Internal and external
factor of the company at the stationeries sector. Emphasis on the brand royalty of
company BIC company ultimate target to crate a strong brand performance to the market.
It also sheds light on the future outlook of the stationeries market, its growth prospects
and potentials, These dissertation is written from the point of view of BIC company, as
this dissertation is expected to augment the market intelligence and knowledge and
technological considering base of the market research and development department of
BIC company. The next issue being discussed is how to create a good brand in the
competitive market. BIC company management try to focus to brand royalty&
positioning in the market. In today’s talent-centric workplace, it makes sense to brand
yourself As a unique entity, say Adjunct Professor of Marketing David Dunne and
Communications consultant Julia Moulden. Branding yourself focuses your thinking on
what the marketplace needs and what your competitive advantage is, and can help you
discover how to best serve your customer’s. And the marketing manager try to focus the
brand power whole over the world and present market position over all the world
asia,28% west urop 32% EEMA 8%,South America 8% North America 33%.Beside they
want to increase the market share of the company .
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2 INTRODUCTION
2.1 Background History of BIC
BIC Graphic USA, a division of BIC USA Inc., is a leading, world-class supplier of
custom-imprinted products for the promotional products industry. BIC Graphic USA sells
exclusively through distributors of promotional products/advertising specialties.
Established in 1969 under the name BIC Special Markets Division, BIC Graphic USA
now offers a wide variety of high quality, innovative custom-imprinted writing
instruments and complementary products. Follow these product links to explore all of the
promotional possibilities with an extensive selection of brand name items including All
products from BIC Graphic USA are imprinted with the highest quality and the utmost
attention to detail. Customer service is also a cornerstone of BIC Graphic USA . Products
are backed by services and programs that lead the industry.
http://www.BICgraphic.com/servlet/OnlineShopping?Dsp=129&R=4813&R=2796
2.2 Scope of the study
This report renders a close analytical look at the BIC company main focus and emphasis
on the brand company, its growth and development his target market . It also sheds light
on the future outlook of the BIC company market, its growth prospects and potentials,
The report is written from the point of view brand power , as this report is expected to
augment the market intelligence and knowledge base of the market research and
development department of BIC
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3 Methodology
Type of business research used In this report is of descriptive nature. Through this
descriptive research this report seeks to determine the answers to who, what, where and
how BIC industry force his brand royalty And brand image.
Secondary data analysis was selected as the basic research method.
3.1 Data Collection
Data for this report has been extracted from secondary sources, as the descriptive nature
of the study to prepare this report calls in for existing facts and information compilation.
Source of Secondary Data Majority of the secondary data was obtained from the Market
Research and Development Department of BIC wave side. Annual reports of other
stationery, their official web sites, reports done on the stationery sectors and information
obtained from the Internet, augmented this report to take a comprehensive shape.
3.2 Data collection Instrument
In-depth analyze company wave side Textbook And key marketing and sales personnel
of the BIC users to obtain ideas about the market, current happenings, developments,
competition, problems, hazards and challenges faced by them operating in the fastest
growing industry .
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3.3 Data processing and analysis
Collected information was processed with the aid of MS word photo shop computer
software. Detailed analysis, world rig variables, variables, future projections and working
definitions are incorporated in the report.
3.4 BIC Mission
The Mission of the BIC Group and its subsidiaries is to meet our clients' needs and solve
their problems in the areas of management, work organization, innovation and finance
resulting in their prosperity. We provide comprehensive services - a consultancy package
followed by its implementation. In order to achieve a diverse range of services we are
entering into dedicated, long-term partnerships. We continuously and consciously
improve and develop our services in order to become the market leader in our market
sector.
http://www.BICba.sk/bgholdingen.ht
3.5 BIC Vision
We offer simple, inventive and reliable choices for everyone, everywhere, every time.
http://www.BICworld.com/inter_en/corporate/vision_n_value/our_value.asp
3.6 BIC product value
Our vision and our philosophy are central elements of our culture, guided by our shared
values: ethics, responsibility, teamwork, simplicity, and ingenuity.
http://www.BICworld.com/inter_en/corporate/vision_n_value/our_value.asp
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3.7 BIC Product Philosophy
Since its founding more than 50 years ago, BIC has built its success on a clear vision: to
make top-quality, affordable BIC products available to everyone. While responding to the
need for new product lines, the company continues to fulfill this mission by observing
three fundamental values:
http://www.BICworld.com/inter_en/corporate/vision_n_value/our_value.asp
4 Brand
“A name, term, sign, symbol, or design, or a combination of these, intended to identify
the goods or services of one seller or group of se and to differentiate them from those of
competitors”.[ Philip kotler print hall pp-232]
4.1 Brand Learning
Successful marketers place a great deal of emphasis on understanding what their brand
Stands for what type of quality it promises, and which values it represents. In the case of
personal brands, understanding oneself is even more important. As we said earlier,
building a personal brand is not about adapting to customers’ needs as a commodity
would. Instead, our objective is to find a good fit with a selected audience. To do this, we
must have a clear understanding of who we are and an in-depth understanding of our
target audience. The first step is self-assessment.
Prof. David Dunne and communications consultant Julia Moulden
http://www.juliamoulden.com/pdfs/Brand_U.pdf
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4.2 Branding Strategies
Building Strong Brands Some analysts see brands as the major enduring asset of a
company, outlasting the company’s specific products and facilities. John Stewart, co-
founder of Quaker Oats, once said, ‘If this business were split up, I won give you the land
and bricks and mortar, and I would keep the brands and trademarks; and I would fare
better than you. [Kotler, Philip, Gary Armstrong, 2005- pp.221]Brand Equity Brands are
more than just names and symbols. Brands represent consumers’ perceptions and feelings
about a product and its performance very thing that the product and service means to
consumers. In the final analysis, brands exist in the minds of consumers. Thus, the real
value of a strong brand is its power to capture consumer preference and loyalty. [Philip
Kotler, Gary Armstrong, 2005- pp.241]
[Refer to Appendix-III pp--
4.3 Building Strong Brands
Branding poses challenging decisions to the marketer. shows that the major brand
strategy decisions involve brand positioning, brand name selection, brand sponsor ship,
and brand development. [Kotler, Philip, Gary Armstrong, 2005- pp.242].
4.4 Brand Positioning
Marketers need to position their brands clearly in target customers’ minds. They can
position brands at any of three levels. At the lowest level, they can position the brand on
product attributes. Thus, marketers of Dove soap can talk about the product’s attribute of
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one-quarter cleansing cream. However, attributes are the least desirable level for brand
positioning. Competitors can easily copy attributes. More important, customers are not
interested in attributes as such; they are interested in what the attributes will do for them.
[Gary Armstrong, Philip Kotler, 2005- pp.242]. [Refer to Appendix III- pp- 30]
4.5 Brand Name Selection
A good name can add greatly to a product’s success. However, finding the best brand
name is a difficult task. It begins with a careful review of the product and its benefits, the
tar get market, and proposed marketing strategies. [Kotler, Philip, Gary Armstrong,
2005- pp.242] . [ Refer to Appendix-III- pp- 30]
4.6 Brand Sponsorship
A manufacturer has four sponsorship options. The product may be launched as a
manufacturer’s brand (or national brand), as when Kellogg and IBM sell their output
under their own manufacturer’s brand names. Or the manufacturer may sell to resellers
who give it a private brand (also called a store brand or distributor brand). Although most
manufacturers create their own brand names, others market licensed brands. Finally, two
companies can join forces and co-brand a product. [Kotler, Philip, Gary Armstrong,
2005- pp.243] . [ Refer to Appendix-III- pp- 30]
4.7 Brand Development
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A company has four choices when it comes to deve1opIn brands It can introduce line
extensions (existing brand names extended to new forms, sizes, and flavors of an existing
product category), brand extensions (exist brand names extended to new product
categories), international brands (new brand name introduced in the same product
category), or new brands (new brand names in new product categories). [Philip Kotler,,
Gary Armstrong, 2005- pp.246] . [ Refer to Appendix-III pp-30]
5 Market segmentation
Dividing a market into distinct groups with distinct needs, characteristics, or behave ions
who might require separate products or marketing mixes. .
i) Target marketing
The process of evaluating each market segment’s attractiveness and selecting one or more
segments to enter. .
ii) Market positioning
Arranging for a product to occupy a clear, distinctive, and desirable place relative to
competing products in the minds of tar get consumers. .
[Kotler, Philip, Gary Armstrong, 2005- pp.185]. [Refer to Appendix-II pp-29]
5.1 Evaluating Market Segments
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In evaluating different market segments, a firm must look at three factors: segment size
and growth, segment structural attractiveness, and company objectives and resources.
Segment Size and Growth the Company must first collect and analyze data on current
segment sales, growth rates, and expected profitability for various segments. It will be
interested in segments that have the right size and growth characteristics. But “right size
and growth” is a relative matter. The largest, fastest-growing segments are not always the
most attractive ones for every company. Smaller companies may tack the skills and
resources needed to serve the larger segments. Or they may find these segments too
competitive. Such company’s may-select segments that are smaller and less attractive, in
an absolute sense, but that are potentially more profitable for them. [Gary Armstrong
Philip Kotler,, 2005- pp.199]
5.2 Segment Structural Attractiveness
The Company also needs to examine major structural factors that affect long-run segment
attractiveness. For example, a segment is less attractive if it already contains many strong
and aggressive competitors. The existence of many actual or potential substitute product
may limit prices and the profits that can be earned in a segment. The relative power of
buyers also affects segment attractiveness. Buyers with strong bargaining power relative
to sellers will try to force prices down, demand more services, and set competitors against
one another—all at the expense of seller profitability. Finally, a segment may be less
attractive if it contains powerful suppliers who can control prices or reduce the quality or
quantity of ordered goods and services. [, Gary Armstrong, Philip Kotler, 2005- pp.199]
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Company Objectives and Resources Even if a segment has the right size and growth and
is structurally attractive, the company must consider its own objectives and resources in
relation to that segment. Some attractive segments could be dismissed quickly because
they do not mesh with the company’s long-run objectives. The company must consider
whether it possesses the skills and resources needed to succeed in that segment. If the
company lacks the needed strengths and cannot readily obtain them, it should Rot enter
the segment. Even if the company assesses the required strengths. It needs to employ
skills and resources superior to those of the competition in order to really win in a market
segment. The company should enter only segments in which it can oilier superior value
and gain advantages over competitors.
[Gary Armstrong, Philip Kotler,, 2005- pp.199]
5.3 Selecting Target Segments Market
A target market consists of a set of buyers who share common I need or characteristics
that the company decides to serve. A Because buyers have unique needs and wants, a
seller could potentially view each
buyer as a separate target market. Ideally, then a seller might design a separate marketing
program for each buyer. However, although some companies do attempt to serve buyers
individually, most face larger numbers of smaller buyers and do not find individual target
ing worthwhile. Instead, they look for broader segments of buyers. More generally, target
marketing can he carried out at several different levels. Shows that companies can target
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very broadly (undifferentiated marketing), very narrowly (micromarketing), or
somewhere in between (differentiated or concentrated marketing). [, Gary Armstrong,
Philip Kotler, 2005- pp.199]
6 Undifferentiated (mass) marketing
A market-coverage strategy in which a firm decides to ignore market segment differences
and go after the whole market with one offer. [Refer to Appendix-I pp-28]
i) Differentiated (segmented) marketing
A market-coverage strategy in which a trim decides to target several market segments
and designs separate offers for each. [Kotler, Philip, Gary Armstrong, 2005- pp.200]
[Refer to Appendix-I-pp
ii) Concentrated (niche) marketing
A market-coverage strategy in which a
Firm goes after a large share of one or a
Few segments or niches. [Gary Armstrong, Kotler, Philip 2005- pp.201]
[Refer to Appendix-I-pp-28]
iii) Micromarketing
The practice of tailoring products and marketing programs to the needs and wants of
specific individuals and local customer groups—includes /local marketing and indMduai
marketing. [ Refer to Appendix-I-pp-28]
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iv) Local marketing
Tailoring brands and promotions to the needs and wants ot local customer groups—cities,
neighborhoods, and even specific stores, [ Refer to Appendix-I-pp-28]
v) Individual marketing
Tailoring products and marketing pro grams to the needs and preferences of individual
customers—also labeled ‘markets-ot-one marketing, marketing,” and one-to-one
marketing”[, Gary Armstrong, Kotler, Philip 2005- pp.202] [ Refer to Appendix-I-pp-28]
7 How marketing communication works
Through our communications activities we seek to influence the behavior of our clients,
both current and potential. We seek to retain our current clients and gain new ones. We
shall now explore various ways of achieving this. We shall also consider new techniques
for putting our message across: corporate communicates audit, corporate publications
audit and adversary training, and how they can help to make marketing communication
work more effectively. [,David CorkindalePeter balan Caroline Rowe pp-146]
8 Product Line Decisions
Beyond decisions about individual products and services, product strategy also calls for
building a product line. A product line is a group of products that are closely related
because they function in a similar manner, are sold to the same customer groups, are
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marketed through the same types of outlets, or fall within given price ranges. [Philip
kotler print hall pp-232]
9 BIC Strategy
The strategy is focused on sales growth to achieve profitable scale. Their aim to grow
sales 5-7 percentage points faster than the market at constant Currencies. Sales growth
combined with productivity is aimed to drive IFO to a sustainable16 to 17% of Sales
(including the imprinted business).In 2003, IFO as a percent to sales established at
13.9%.Drive Top Line Growth in existing Segments through: Being everywhere High
GDP markets Low GDP Markets Classic Segments Added Value Segments .OTC
Channels Office Channels Strong Display Strong
www.BICworld.com
9.1 Promotion
• Growing the core line
- Consumer News Line Extensions
- Quality Improvement
• Bringing Bull’s eyes new products
- Clear consumer positioning At the Right Margins
- Better than competitor products Capture big opportunities
9.2 Drive Productivity Gains in all areas through:
● Reducing Internal Product Costs
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● Plant Consolidation
● Standardization of Technology
● CAPEX < Depreciation
● Inventory reduction
● Outsourcing
● Purchasing leverage with vendors
● New products pending volume scale
● Securing non-core technologies
● Push the BIC Brand Equity into New Segments:
● Disney Range Expansion
● Launch of Glues (only in Asia and Latin America)
● Industry Leadership in execution know-how:
● Emphasis on R in R&D
● Leveraging of BIC’s industrial strengths
● Increased Consumer marketing insights
● Constant development of Trade Marketing/Sales
● Strategic Key Account Management
www.BICworld.com
9.3 Implementation Markers
BIC’s participation in the Permanent Marker and Board Marker segments is limited to
France. There is a large, profitable market for Permanent Marker in the USA, Dominated
by Sharpie. In 2003, BIC launched a range of n Premium permanent markers with
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Superiority claims over the competition. “Value” and “better” positioned Permanent
markers have also been launched. Europe is also following this product Strategy. Best
Implementation – Markers Highlighters BIC has strong market share in the USA with
Bristlier. BIC’s participation in the market was strengthened with Bristlier Grip in 2002.
The “Free Ink” Techno light launched in 2001 has been supplemented with Z4
Highlighter Implementation – Disney BIC has entered the Coloring Category in a major
way globally with “Disney Magic Artist from BIC” Initial sell-in and consumer off take
has been extremely successful everywhere notably in Australia, the UK and the United
States The expansion allows BIC to capitalize on the Disney brand equity in countries
where BIC is underdeveloped (e.g. Asia).
www.BICworld.com
10 BIC’s Category Segmentation
www.BICworld.com
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10.1 BIC’s Brand Recognition
BIC is the # 1 recognized Writing Instrument Brand
in multiple Key Markets. And the logo of the brand recognition is that
www.BICworld.com
10.2 BIC’s Organization for Consumer Stationery
Category Management Four Geographic Regions
www.BICworld.com
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Global Consumer MarketingResearch & DevelopmentManufacturing/OutsourcingResource AllocationDeveloping People/BestPractices
Regional Trade MarketingSales & Customer RelationsCustomer Service & SupplyLocal OperationsDeveloping People/BestPractices
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10.3 BIC’s Results in Total Stationery (Consumer)
www.BICworld.com
11 BIC Marketplace
We compete in a growing market with a value of over € 7 billion.
11.1 QUALITY AS A COMPETITIVE STRATEGY
Competitive strategies in relationship marketing require an understanding of what
customers value, or might value, and at what price. In other words, firms should aim to
position themselves in their market to attract and keep customers, and may reshape the
market in the process. They also position the firm to advantage, relative to be
competitors. [.Martin Christopher Adrin Payne David Ballantne pp-69]
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11.2 Customer perceived value
While relationship marketing requires a look sideways to the competition it also means
looking straight ahead to the customer, and systematically building a relationship with
them. [.Martin Christopher Adrin Payne David Ballantne pp-69]
11.3 Sustains its position
Quality is the means by which the firm sustains its position among competing offers over
time. Quality is how the offer gains uniqueness and value in the eyes of the customer.
Quality is both the act of making the offer different and its evaluation by
customers[.Martin Christopher Adrin Payne David Ballantne pp-69]
12 Product of BIC company
Pens • Ball Point
• Gel
• Roller
• Felt tip
Coloring
• Felt Pen
• Pencils
• Markers
• Wax Crayons
Markers
• Permanent
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• Board
• Highlighters
Pencils
• Wood case
• Extruded
• Mechanical
Correction
• Bottle
• Pens
• Tape
12.1 BIC Marketplace – Value Segmentation for the Worldwide Market
www.BICworld.com
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12.2 Our Marketplace – BIC’s Volume Share of the Worldwide Market
www.BICworld.com
12.3 Our Marketplace of BIC’s Value Share of the Worldwide Market
www.BICworld.com
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12.4 Our Marketplace - Regional Breakdown of the Worldwide Market
www.BICworld.com
12.5 Our Marketplace – Competitive Profile of the Worldwide Market
www.BICworld.com
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13 Our Results
• Innovation: 23% of 2003 sales achieved by new products and line extensions.
• Limited price increases on core products.
• Selling price deflation is an issue in some markets.
• Strong everyday focus on productivity is the key response.
• The Stationery Streamlining plan accelerated our implementation of cost reductions,
allowing increased investment in Brand Support while improving margins.
www.BICworld.com
14 Financial Targets of BIC company
• Sales Growth: 5-7 points faster than market
• Mid-term IFO margin target: 16-17% of Sales (including the imprinted business).
www.BICworld.com
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15 Your Brand’s Competitive Advantage
According to branding expert Kevin Keller, successful brands develop strong, favourable,
unique brand associations in the customer’s mind. These can be encapsulated in a ‘brand
mantra’ – a three-to-five word expression of the most important aspects of your brand
and its core values. Nike’s brand mantra of “authentic athletic performance” guides its
marketing programs, while Disney relies on fun family entertainment”. Opportunities that
are not consistent with the brand mantra no matter how appealing are rejected. Deepak
Chopra hasn’t shared his brand mantra or any other kind of mantra, for that matter with
us. But a plausible guess might be “spiritual holistic healing”. A phrase
Such as this can act as a guide to which projects are appropriate and which are not.
However, a brand must also have a sustainable advantage over competition. Keller also
distinguishes between “points of parity” and “points of difference”. Points of parity
(POP) show that you can do what others do. In branding terms, these are the things you
must have in place in order to be considered a contender in your category. For health and
beauty aids, POP might be that a deodorant will stood our, or that a shampoo will clean
your hair. For personal brands, POP might be a degree, or a certain skill, or a number of
years’ experience. It is important to establish the POP as the “price of entry” into a
category. Only when customers are convinced that a brand meets the minimum criteria
for entry into a category will they be prepared to consider its points of difference. These
are the things that make a brand unique. For a deodorant or a shampoo, it might be that
they are also gentle and protective. For personal brands, it might be that you have a stellar
reputation as a public speaker, in-depth knowledge of ethical investing, or that you have
led a variety of divisions to profitability.http://www.juliamoulden.com/pdfs/Brand_U.pdf
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16 Core Identity
This lesson is even more important for personal brands. As noted earlier, product brands
have more flexibility to change in response to customer needs than do individuals. Let’s
take Deepak Chopra as an example. Chopra is chairman and co-founder of the Chopra
Center for Wellbeing. He has developed a name for himself as a healer who combines
Western medicine (he was formerly chief of staff at New England Memorial Hospital,
and taught at Tufts University and Boston University Schools of Medicine) with the
principles of Eastern medicine. Dr. Chopra’s East Indian nationality helps make his
promise of alternative healing more credible (to Westerners), while his intelligence and
empathetic demeanor makes him a credible and magnetic physician. So the core of
Dr.Chopra’s personal brand is perhaps his Indian nationality and his manner of dealing
with people. These would be difficult qualities for him to change, even if he wanted to.
Similarly, the first step in developing a personal brand is to honestly appraise who we
are. This is our core identity, the unchanging part of our personal brand. [ Refer to
Appendix-VI-pp
[Definition of Deepak Chopra] http://www.juliamoulden.com/pdfs/Brand_U.pdf
16.1 Potential Identity
The potential identity of a brand is all about vision: it represents the directions it could
take in the future – what extensions or repositioning scan be envisaged, given its current
identity. It is important to understand the brand’s boundaries. The French brand BIC’s
association with low-cost, practical items allowed it to extend from ballpoint pens in the
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1950’s, to disposable cigarette lighters in the 1970’s, to disposable razors in the 1980’s.
But when BIC attempted to enter the perfume marketing 1989, consumers didn’t respond.
‘Low cost’ and ‘practicality’ aren’t desirable qualities for perfume. Deepak Chopra’s
potential identity includes all the ventures he could undertake in the future. It is not
inconceivable, for example, that he could use his name to launch a line of health
supplements. But before making such a move, he would need to have a strong
appreciation of what his brand means to target customers, and in which directions it can
be stretched. In developing a personal brand, it is important to think of all the potential
directions in which it may be expanded, and to choose those that make sense both in
terms of your identity, and what the marketplace might need in the future. [ Refer to
Appendix-I-pp-28] [Definition of Deepak Chopra]
http://www.juliamoulden.com/pdfs/Brand_U.pdf
17 Understanding the Target Audience
According to branding research, people choose brands that are consistent with their
Actual or desired self-concept. In Brand New: How Entrepreneurs Earned Consumers’
Trust from Rap star Ermine has intense appeal for select group, and emerging NBA
stareBron James is relatively unknown, but has already garnered the respect of true
basketball anatics.Since the task of all marketing is to find level of fit between a producer
and its target market, it is essential to consider how the target audience views and
interprets the world. The process can be likened to turning screw: we begin by comparing
potential target audiences based on our intuition and understanding, and go ever deeper
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and narrower as we eliminate groups that are of less interest and progressively enrich our
understanding of more appropriate groups through in-depth research. Companies consider
a target audience’s functional and emotional needs when developing and launching a
product. Experience the liberty of retirement at nearly age. Personal brands also need to
appeal to their target market’s hearts and minds. It is important not just to think about the
type of work the target market needs, but also about the kind of people it wants to deal
with. We live-in a chaotic and hostile world and want to build alliances that make us feel
good. When someone feels in sync with a brand, they are more likely to choose it, and
remain loyal to it over time. For individuals as for products, brand loyalty can be an
important asset. While the branding concept has some limitations when applied to people,
its major advantage is that it focuses your thinking: who you are, what the marketplace
needs, and what our competitive advantage.
Julia Moulden is a communications consultant and President of Bee’s Knees
Communications Inc.
http://www.juliamoulden.com/pdfs/Brand_U.pdf
18 Conclusion
After analyzing the dissertation I think that this company continues to be committed to
their stated long-term objective of annual growth in net income per share. I am equally
committed to maintaining our longtime BIC heritage of marketing top-quality products at
consumer-recognized value. The challenge ahead is to translate this brand and values into
the modern global marketplace in order to achieve their financial goals. This can only be
accomplished with dedicated employees, satisfied customers, loyal consumers, and well-
rewarded shareholders. I appreciate the support of all these groups in on-going efforts.
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19 List of reference
Kotler, Philip (Northwestern University) Gary Armstrong Carolina 2005 Marketing and introduction International Edition, Prentice Hall, Personal education LTD. Pp. 221-246
Kotler, Philip (Northwestern University) Gary Armstrong Carolina 2005 Marketing and introduction International Edition, Prentice Hall, Personal education LTD. Pp. 185
Gary Armstrong and Philip kotler (Principal of marketing 10th edition), 2005 print hall pp-232
David corkindalepeter balan, Caroline Rowe (Marketing the future happen) pp-146 first published 1989 the book printer
Martin Christopher, Adrin Payne David Ballantyne (Relationship Marketing) published in associate with the Chartered Institute of Marketing1991Billing&SonsLtd Worcester pp-69
http://www.juliamoulden.com/pdfs/Brand_U.pdf
[accessed Wednesday,October27, 2005]
www.BICworld.com
[accessed Tuesday, October 14, 2005, 6:29]
http://www.BICgraphic.com/servlet/OnlineShopping?Dsp=129&R=4813&R=2796
[accessed Friday, October 14, 2005]
http://www.BICba.sk/bgholdingen.ht
[accessed Sunday, October 16 2005, 7:22]
http://www.BICworld.com/inter_en/corporate/vision_n_value/our_value.asp
[accessed Sunday, October 18, 2005, 6:29]
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20 Appendix I
Target Marketing Strategy
Targeting Broadly
Targeting Narrowly
[Kotler, Philip, Gary Armstrong, 2005- pp.200]
28
Undifferentiated (mass) marketing
Differentiated (segmented) marketing
Concentrated (niche) marketing
Micromarketing
Local marketing
Individual marketing
Page 29 of 32 ASHIQ, 0005750 (MBA-1-USC /905)
21 Appendix II
Steps in market segmentation Targeting, and Positioning
[Kotler, Philip, Gary Armstrong, 2005- pp.185]
Target marketingDevelop measure ofSegment attractivenessSelect targetSegments
Market positioningDevelop positioningFor target segmentsDevelop marketingMix for each segment
Market segmentationIdentify bases forSegmenting the marketDevelop segment
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Page 30 of 32 ASHIQ, 0005750 (MBA-1-USC /905)
22 Appendix III
Brand Strategy Decision
`
[Kotler, Philip, Gary Armstrong, 2005- pp.243]
30
Brand Positioning
AttributeBenefitsBeliefs and value
Brand Name Selection
Selection Protection
Brand Sponsorship
Manufacturers Brand LicensingCo-Branding
Brand developmentLine extensionBrand extensionMulti Brand New Brand
Page 31 of 32 ASHIQ, 0005750 (MBA-1-USC /905)
23 Appendix IV
Brand Identity Components
http://www.juliamoulden.com/pdfs/Brand_U.pdf
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