Professional Documents
Culture Documents
45 years of age. Craft beer industry trends shows that more young
target market for Zebra beers. The expansion of the market to include
Southwestern region of the US, which has the smallest existing market
for craft beers. This means that Madcap has to expand its market in
brewers.
2. Distributors
that cater to the market of craft beer such as high-end bars and clubs,
four and five star restaurants and hotels, membership clubs, and
the target market commonly goes, the probability of the market taking
interest and trying the beer increases. The association of the brand
with these venues would also support the maintenance of the product
sales of Zebra beers. Gaining a distribution channel with all these three
in order for the company to have value that it can use to negotiate
market, get them to try the product, develop a good impression of the
product and brand, recommend the brand to their peers, regularly visit
to develop a higher degree of brand and product loyalty with the target
consumers while they are young in order to keep them as regular
4. Percent of Sales
craft brewers. The medium and large breweries have taken control of
95.7 percent of the market with only 4.3 percent shared by small
brands apart from the brands of the medium and large breweries.
5. Budget Method
also has to optimize its limited budget through networking with the
by the firm. Since the company has a limited budget it is not rational to
set a definite amount especially if the amount is more than what the
6. Advertising
Business Plan
1. Executive Summary
Airline business is a challenging business. It has been noted to be the
most competitive business in the world. Marketing executives should
also be competitive to cope with the challenges of this kind of
business.
This paper is a business plan for Cathay Pacific Airways to exploit the
business opportunities that are open to the company.
2. Business Background
Cathay Pacific is the major shareholder in AHK Air Hong Kong Limited,
an all cargo carrier that offers scheduled services in the Asia region,
and is a shareholder in Hong Kong Dragon Airlines Limited.
Name
Position
Senior Management
Chris Pratt
Chairman
CBE, joined John Swire & Sons Limited in 1978 and has worked with the
group in Hong Kong, Australia and Papua New Guinea. He is also
Chairman of Swire Pacific Limited and John Swire & Sons (H.K.) Limited,
and a director of Swire Properties Limited. He served as Executive
Director of Swire Pacific’s Trading and Industrial Division from 2000 to
2005.
Philip Chen
Chief Executive
He joined Swire in 1977 and has worked with the group in Hong Kong,
Mainland China and the Asia Pacific region. He has been a director of
Cathay Pacific since 1997 and was appointed Chief Operating Officer in
1998. He served as Chief Executive of Hong Kong Dragon Airlines
Limited from 1994 to 1997.
Tony Tyler
He joined Swire in 1977 and has worked with the group in Hong Kong,
Australia, the Philippines, Canada, Japan, Italy and the United Kingdom.
He served as Director Corporate Development from 1996 to 2004 and
is a Director of Hong Kong Aircraft Engineering Company Limited,
Dragonair and Air Hong Kong.
Robert Atkinson
Finance Director
Nick Rhodes
Derek Cridland
Engineering Director
James Barrington
Director Sales and Marketing
He joined Cathay Pacific in 1983 and has since held a variety of posts
in the company. These include Country Manager for Malaysia and
Brunei, Staff Manager for Outports, Manager for Passenger Product,
Vice-President for Canada, and General Manager Cargo.
William Chau
Director Personnel
Augustus Tang
Edward Nicol
Ron Mathison
Non-Executive Directors
Martin CUBBON
LI, Jiaxiang
He was appointed Director of John Swire & Sons Limited in May 2002.
He is also Chairman of P&O Ferries and Southampton Container
Terminal
ZHANG, Lan
3. Operational Plan
Target Customer
In the past decade, air travel has grown by 7% per year. Travel for
both business and leisure purposes grew strongly worldwide.
Scheduled airlines carried 1.5 billion passengers last year. In the
leisure market, the availability of large aircraft such as the Boeing 747
made it convenient and affordable for people to travel further to new
and exotic destinations. Governments in developing countries realized
the benefits of tourism to their national economies and spurred the
development of resorts and infrastructure to lure tourists from the
prosperous countries in Western Europe and North America. As the
economies of developing countries grow, their own citizens are already
becoming the new international tourists of the future.
The outlook for the air travel industry is one of strong growth.
Forecasts suggest that the number of passengers will double by 2010.
For airlines, the future will hold many challenges. Successful airlines
will be those that continue to tackle their costs and improve their
products, thereby securing a strong presence in the key world aviation
markets.” ()
6. Marketing Plan
Market Segments
Cathay Pacific Airways key target market is the multi-sector,
premium, frequent international traveler.
8. Future Plan
Executive Summary
Mondetta is a young and growing company, which will be launching products as
well as expanding into to countries, territories and regions. They will be focusing
on market penetration and expansion. Our case study talks about how, where and
when will they do this?
Customer Profile and Market
The customer profile for Mondetta would be people from;
Canada
America
Europe
These people would be between the ages of 13 to 30, who would have enough
money to spend on High end clothing. They target wealthier clientele (kids or
young adults.), who want quality and brand name products. Their target market
is not the average Jack or Jill. Their market, is spread out through
out Canada, their major customers are-
Bootleggers (nationwide)
Below the Belt
Off the Wall (western regional chains)
Easton's in Winnipeg
Their market is vast, competitive and always growing.
Macroeconomics
The clothing industry is a highly competitive one and Mondetta Everywhere has
to compete with well established brand names. These brand name companies
have been in the clothing industry for many years and have a well established
reputation with their consumers. They also have better channels of distribution in
all the markets local, international, regional than Mondetta Everywhere. Guess,
Request and B.U.M are just a few examples of the various companies in their
clothing industry and are main competitors of Mondetta Everywhere.
Microeconomics
Product
Clothing that is up to date and a new line of clothing that is unique and has the
potential to become a trend. Also a separate line of clothing (3-piece suits) made
with higher quality fabrics, like the ones used by other high class companies such
as Versace etc.
Promotion
For college students:
1. Buy 1 and get another half price.
2. Student discount cards.
3. Name drawing for the newest game console and game titles (they would get a
ticket at the cash register). name drawing for..
Promo Plan
Pages
Title Page
------------------------------------------------------------------------------------------1
Contents
--------------------------------------------------------------------------------------------2
Executive Summary
Background
information-------------------------------------------------------------------------3
Situational
Analysis-------------------------------------------------------------------------------5
Marketing size
Analysis--------------------------------------------------------------------------6
Potential
markets----------------------------------------------------------------------------------7
Creative
elements---------------------------------------------------------------------------------8
Swot
Analysis-------------------------------------------------------------------------------------
11
Budget
breakdown-------------------------------------------------------------------------------17
Market
Segment----------------------------------------------------------------------------------18
Target
Market--------------------------------------------------------------------------------------20
Marketing
Mix--------------------------------------------------------------------------------------22
Promotions------------------------------------------------------------------------------------
-----26
Scheduling------------------------------------------------------------------------------------
-----30
[Note: Aside from the Executive Summary -- which always appears first and summarizes
your plan -- the order you present information in the marketing plan is flexible. You may
present the goals, products, and strategies sections first, then analyses, financials, etc.
sections as supporting documentation. Or (as shown here) present analyses first, as a
lead-in to goals and strategies.]
Cover Sheet [Fill in name, address, phone, marketing team members (title, address,
phone), date marketing plan prepared, who prepared, version/copy number (if more than
one).]
Part 1: Executive Summary
Answer “who,” “what,” “when,” “where,” and “how” with respect to marketing
objectives and strategies; forecasts; marketing and product finances; etc. The Executive
Summary should be done last, after all marketing plan analysis and details have been
completed.
Part 2: Industry Analyses
This is an overview of the industry and key insights into competitors, suppliers, the
regulatory environment, customers and the company's place within the industry.
SWOT Analysis: Detail the strengths, weaknesses, opportunities and threats in industry.
For more on completing a basic or expanded SWOT analysis, see:
http://www.websitemarketingplan.com/marketing_management/SWOT.htm (When
typing the URL into a browser, note there is an underscore ("_") between "marketing"
and "management," and SWOT is in all caps.)
Porter's 5 Forces analysis: Analyze the dynamics between and activities of current and
future competitors; your own company; substitutes for the products your company
markets; the industry suppliers; and customers. Do not forget to factor in regulatory
issues. For more about Porter's 5 Forces, read:
http://www.websitemarketingplan.com/marketing_management/marketing_strategy.htm
(When typing the URL into a browser, note there are underscores ("_") between
"marketing" and "management" as well as between "marketing" and "strategy." Also, all
letters are lower case.)
Part 3: Products and Corresponding Target Markets
Here, describe your products and your target customers for each. For each product or
brand, include:
- Target market demographics such as income levels; interests; activities; living
environments; other geographic descriptions; psychological mindsets; political
affiliations; family situations; age ranges; tastes; etc. - Industry or societal trends that
affect your customers.
- Your target customers' needs and wants, and corresponding benefits received from
products.
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