MARKETINGCASESTUDY
marketing case study-McDonald’s “Seniors” Restaurant
Marketing Management Case Study: McDonald’s “Seniors” RestaurantQ1.1: Is this monthly breakfast special strategy profitable?The monthly special costs customers $1.99 for breakfast, which attracts 100-150 seniors to come that day. McDonald’s usually serves breakfast at $3 to $4, let’s assume the price is $4. The average number of customers attracted by this strategy is 125.According to the financial reports McDonald’s published in 2012, the operational profit margin was 33%, we can make the assumption that the selling price of a product is over twice of the cost of the raw materials (gross profit rate 50%). The cost is $2. Without this strategy, these seniors won’t come, making a profit of 0. With this strategy, they also bring no profit. Instead, they increased the operational cost, but Monday morning is not a rush hour, we can conclude that the operational cost only increases a little.The case also tells us many of these seniors come almost every day, and as we know in the other days of a month, the customers have to pay usual price. Let’s assume 5 percent of the elderly people come every day, which is very conservative, 5%*125*30=188(person*time). This will increase profit by 188*(4-2)=$376.So the answer is yes.Q1.2: Positive or Negative Impact on McDonald’s Image?From our points of view, McDonald’s monthly breakfast special for senior customers has both positive and negative impacts on McDonald’s image.As for positive impact, the breakfast special offers a chance for McDonald’s to show its corporate philosophy, which includes being friendly with customers and giving back to the communities. When employees treat senior customers with friendliness and build up a close relationship with the seniors, they leave a good impression about McDonald’s on the seniors. Besides, by making the seniors’ hearts filled with feelings of sweetness and warmth, McDonald’s increases the utility and welfare of the seniors, which leads to an increase in the total social welfare.However, the breakfast special does have negative impact at the same time. McDonald’s is a fast-food restaurant, which means customers are supposed to eat quickly and stay for a short time. However, the seniors prefer to sit for hours. As a result, McDonald’s target customers might feel unhappy about the crowding and the slow pace.Even though negative impact does exist, it is secondary compared with the positive impact. The reason is that most of the seniors leave before rush hour, thus the target customers could still get fast service. To sum up, McDonald’s monthly breakfast special has positive and negative impacts at the same time, but positive impact counts more.Q2: Do you think Lisa’s plan to offer “Bingo Game” to senior customers is a good idea? Why?Based on the fact that 1) “Bingo Game” is popular for some seniors, 2) 9-11 A.M. are not rush hours, and 3) the existing party room can be served as the perfect Bingo area, we think it is a good idea for Lisa to offer “Bingo Game” to senior customers. Reasons are as follows. First, “Bingo Game” can compensate the opportunity cost, or even bring in extra revenues for the restaurant. Since the amount senior customers spend is similar to the average customer’s purchase, the extra money Lisa charge for Bingo Game can compensate some of theopportunity cost of their longer time procession of facilities, and even be a new revenue source besides the food and drink sold to the senior customers during the Game time. Assuming that the average occupancy rate be 70% of the party area, (according to the data mentioned in the first paragraph) there will be approximately 150*70%*$5=$525 stable income every day. Less the payment to the extra employees for the Bingo Game, which is $32(assuming $8 per hour per worker, and ignoring the fact that Lisa can call for volunteers to do this job), the extra profit will be $493 per day.Second, the game itself is one of the marketing ways for Lisa’s McDonald’s. Because on one hand, the game prizes which would amount to about two-thirds of the bingo receipts can be very attractive for senior customers thus guarantee the stable customer source. And on the other hand, by organizing the popular game for senior customers, it can increase the customers’ satisfaction as well as attract potential customers who like the Bingo Game to the restaurant. What’s more, if the “Bingo Game” attracts more senior customers and causes the crowding problem in the noon rush hours, Lisa could consider raising the “service fee” (which currently designed as $5) to control the volume of senior customers, or dropping the “every fourth Monday’s $1.99 breakfast” to offset the bad effect.To sum up, Bingo Game seems to be a good practice for Lisa to earn more revenue, and we recommend her to give a trail operation to test the practical profit effect.Q3: Do you think having more senior customers can be an opportunity to Lisa? Why? Why not?Despite of some disadvantages, our group thinks having more senior customers can be an opportunity to Lisa for the following reasons.First of all, having more senior customers means earning more profit because this is a good opportunity for market development. As we all know, McDonald’s is a fast-food restaurant whose target customer is young people. After using monthly breakfast special strategy, Lisa attracts new consumer group and increases sales of this restaurant in new market. Secondly, this is a good publicity tactic to expand market influence and enrich McDonald’s image. Since Lisa’s employees have been very friendly to the seniors, this restaurant put the McDonald’s corporate philosophy of being friendly with its customers into practice. As a result, it sends the signal that this is a nice place to go to other customers.Thirdly, it is a good opportunity to make full use of capacity. As the article mentioned, this restaurant has a party room area which could hold up to 150 persons. In the past years, this party room played no role in daily business. After using this strategy, Lisa’s McDonald’s can utilize the party room to generate profit.However, there are indeed some disadvantages of this strategy. For example, if the size of the senior citizen group continues to grow, crowding may become a problem. We think this situation can be controlled by raising price for bingo games. Some critics are concerned this “old people’s” restaurant might discourage younger people, but actually most of the older customers leave McDonald’s by 11:30 before the noon crowd comes in.In conclusion, the advantages outweigh the disadvantages so that having more senior customers can be a good opportunity to Lisa according to our group analysis.。
HND专业市场学导论Marketing题目case要求参考
Marketing: An introductionAssessment 1 - Outcome covered 1Assessment instructionsBefore answering the following questions you should read the accompanying case study (Day Dream Toy Company). The case study outlines background information about the company and you should make reference to the organisation in answering the questions. The same organisation is used in Assessment 2 of this unit.1 Identify three key characteristics of the marketing concept.2 Explain and give examples of the key factors influencing the micro and macro environment of Day Dream Toys.3 Explain why market research and the information gathered are important to an organisation like Day Dream Toys.4 Explain how Day Dream Toys might collect and use market research information. Include one quantitative and one qualitative research technique in your response.5 Explain the process of market segmentation and targeting, and the benefits of segmentation and targeting to Day Dream Toys.Day Dream Toy Company — A case studyBackground informationThe Day Dream Toy Company has a workforce of over 1,000 based in three different sites in the UK. The company was established in the early 1990s and its marketing activities are co-ordinated from its headquarters in Chester.The original company produced a limited range of wooden toys aimed at the pre-school market. Its range of products was originally limited to wooden building bricks, simple wooden jigsaws and a limited selection of wooden animals. As the company became more established, the product range was expanded to include dolls’ houses and wooden train sets.In the early days the company sold through small, independent toys shops, but despite numerous attempts, it was unable to persuade any of the large chain stores to stock its products. Despite this, the company maintained a reasonable turnover, and it slowly expanded its product portfolio to include a range for the 5–8 year old market.Disenchanted by its inability to become accepted by any of the larger chains, the company toyed with the idea of mail order selling. A catalogue was produced and distributed through some of the leading Sunday newspapers, and although sales increased, this was not a particularly successful venture.Mail order selling was dropped after only a year, but it did serve to bring the company’s name to the attention of the public, and more importantly to the toy industry. The company’s image of high quality toys, made from natural products, appealed to the increasingly vocal environmental lobby, and at last, a leading depa rtment store chain agreed to stock Day Dream’s products. This proved to be a lucrative agreement for Day Dream, and it helped the company expand during the late 1990s.The company’s big break, however, came when the Welsh language TV channel SC4 introduced an animated series featuring an assortment of animal characters collectively known as the ‘Country Cousins’. Against fierce competition, Day Dream won the contract to make a limited range of merchandise featuring the characters, and the popularity of the series resulted in sales which were way beyond Day Dreams most optimistic expectations.Following the success of ‘Country Cousins’, ITV decided to give the series national airing, and in the lead up to the national launch, Day Dream expanded and developed its range of merchandise. At the same time, the company alsointroduced ‘Country Cousins’ books and to this end, it acquired an ailing publishing company in Exeter.This was Day Dream’s first venture into publishing, but by retaining the existing expertise within the newly acquired company, and through its own established distribution network, this became a highly profitable part of the company’s portfolio.The books were sold principally through toy shops and department stores as part of the overall ‘Country Cousins’ package, and by concentrating on its established toy retailers rather than bookshops, Day Dream did not need to employ any additional sales representatives. This proved to be a successful and cost effective approach, which is still employed at the moment.As the business continued to expand, Day Dream bought over a soft toy manufacturer which was initially devoted to the production of ‘Country Cousins’ figures.The ‘Country Cousins’ phenomenon reached its peak in the late 1990s, and although the company is still turning in reasonable profits, there are growing concerns for its future security. The success of ‘Country Cousins’, however, has given Day Dream a foothold in the market, and having firmly established its brand name and identity, Day Dream products are still stocked by some of the major toy retailers.Although the sales of ‘Country Cousins’ merchandise are declining, the range is still an important part of Day Dream’s business. The range currently includes wooden figures, cuddly figures, wooden play houses and scenery, a series of thirty ‘Country Cousins’ story books, a ‘Country Cousins’ Annual which has been produced each year since 1996, ‘Country Cousins’ stationery, pencil cases, note pads, cards, etc and ‘Country Cousins’ toiletries, including soap, shampoos, sponges, bath salts, etc.In addition to the ‘Country Cousins’ range, Day Dream still produces its traditional wooden jigsaws, wooden animals, wooden building blocks and various other wooden toys aimed at the pre-school market.A major turning point in the popularity of the ‘Country Cousins’ range came in 2008 when ITV decided to drop the programme from its schedules. The popularity of the series had been waning for a number of years, and its demise had been inevitable for some time. In the year following the programme’s withdrawal, sales of ‘Country Cousins’ merchandise fell to 40% of the 2002 peak.Along with the decline in demand, the company has had to change its pricing policies.During the boom period of the early 2000s, the price of the ‘Country Cousins’ range was set at a premium, but in order to maintain sales, the company was forced to reduce price to a much more competitive level. Retailers and other middlemen, realising the strength of their negotiating position, have been able to force Day Dream to accept their terms and prices, and with the decline in demand, Day Dream has had little alternative but to accept.The company’s 30-strong sales team has been charged with the responsibility of maintaining good relations with existing outlets to ensure their continued patronage. On occasions this patronage has been hard won, and in recent years has involved more and more price-cutting to ensure that the existing stores continue to stock Day Dream’s range.The industry is becoming ever more competitive, and without a leading product range, Day Dream is being forced to cut prices to retain its distributors, and to maintain its position in the market place.The reduced price to the retailer, however, is not always reflected in the price charged to the final consumer. Although Day Dream is selling to the middlemen at a considerably reduced price, the retailers are tending to sell at prices on a par with those charged during the height of the ‘Country Cousins’ boom.As sales of its traditional range has declined, the company has become involved in the ‘own label’ business, and 10% of its output is now supplied to the ‘For Toys’ retail chain whic h sells the products under its own name. The association with For Toys has been good for Day Dream, and there is the possibility that this relationship will be further developed in the future.For Toys is an expanding company, and although this relationship has been vital to Day Dream, For Toys has forced the manufacturer to produce at lower and lower prices over the years, and because of a lack of orders from other customers, Day Dream has been forced to accede to these demands. At the same time, the prod uction of ‘own label’ merchandise may have contributed to the reduced demand for Day Dream branded products.The declining demand for ‘Country Cousins’ has also necessitated other changes. Cuddly toys’ production, which was previously exclusively devoted to ‘Country Cousins’ figures, has now been adapted to produce a range of more than forty different styles and types of bears and other creatures. Many of these are ‘own label’ products for Toys stores.Other alterations to the product mix include the introduction of larger toys such as play houses, climbing frames and slides. Day Dream is looking to find a way of gaining access to potential buyers such as playgroups, nurseries and even local authorities as well as its established consumer market.The publ ishing side of the business has also had to adapt to the post ‘Country Cousins’ boom. A range of children’s stationery is available in a number of different styles, and this is being continually updated to meet the changing needs of the market. A new series of pre-school books has been produced, including a range called ‘Dolly the Dolphin’ for which the company has high expectations. The company also has plans for ‘Dolly the Dolphin’ cuddly toys.A new range of self-reading books has also been developed, and the company has been trying to encourage local authorities to buy them for their schools and libraries.During the early 2000s the company did not need to invest too heavily in advertising and promotion as the publicity generated by the ‘Country Cousins’ TV series was sufficient to keep the company’s merchandise in the public eye. In addition to this publicity, the company’s promotional effort had been principally aimed at retailers and other middlemen, and this had primarily involved personal selling through the sales team making regular visits to established clients. It was believed that by targeting the middlemen, and by getting the products in to as many stores as possible, sales would inevitably be generated. The emphasis on the sales team has been maintained, but in recent years this has been supplemented by advertising in children’s comics and magazines, and by a limited amount of advertising on Children’s TV, particularly in the run up to Christmas each year.Day Dream must now adjust to the pos t ‘Country Cousins’ boom, and although some changes have already been made, further developments are required. To do this, it is necessary to develop the company’s marketing mix, but before this is possible, the company must carry out some research to discover the most appropriate course of action.To date, the company has not felt the need to carry out extensive market research, and much of its decision-making has been based on informal feedback received from its sales team, and from secondary material derived from the industry trade association, and similar sources. Much has also depended on the marketing team’s own business acumen and knowledge of the market, and there has also been a reliance on internal data.Day Dream has therefore reached a vital crossroads, and important decisions must be made to ensure its future survival and prosperity. The company is still producing reasonably healthy profits each year, but these are much reduced from the heady days of the early 21st century, and if the current trends continue, there is a strong possibility that the company will not survive the next 10 years.The time has come to take some purposeful marketing action. The company now realises that it must adapt to the changing needs of the market, and by gathering more information about existing and potential customers and consumers, it will be in a position to make more reasoned and informed decisions.。
25毕业论文设计(工商管理)雪花啤酒营销案例分析与启示
毕 业 论 文雪花啤酒营销案例分析与启示学生姓名 商静 学号 200803505209 指导教师刘文静 系 、中心管理系专 业市场营销 年级 2008级论文答辩日期 2012 年 6 月 3 日青 岛 工 学 院分类号 密级—UDC雪花啤酒营销案例分析与启示完成日期：指导教师签字：答辩小组成员签字：青岛工学院毕业论文开题报告题目雪花啤酒营销案例分析与启示系、中心管理系专业年级市场营销2008级姓名商静学号 200803505209 指导教师刘文静教务处制表2012年3月1日2、审核小组意见由开题领导小组填写。
雪花啤酒营销案例分析与启示摘要随着国内商品市场的发展以及消费者收入的提高，各行业产品品牌越来越多，而消费者的忠诚度却越来越低，传统营销方式已经不足以满足企业营销策划的需求，如何运用新生的营销手段吸引消费者持续的注意力成为企业的营销策划必须面对的挑战。
在此背景下，华润雪花啤酒精心策划并组织了一系列声势浩大的“雪花啤酒，勇闯天涯”活动，通过基于主题的大型户外运动，成功的实现了品牌的推广，提高了品牌的知名度，并且结合网络营销、公益营销、奥运营销、故事营销等有效的营销手段，形成了独特的企业品牌文化，得到了社会的高度认可，提高了目标消费者的忠诚度。
本文希望在前人研究的基础上进行系统地分析研究，并以此得到相应的启示，对国内企业品牌的推广以及网络的运用起到借鉴的作用。
关键词：雪花啤酒；勇闯天涯；营销案例；案例分析The Marketing Case Analysis and Enlightenment of Snow BeerAbstractWith the development of domestic commodity market and the increase of consumer's income, the number of various products in all industries is witnessing a rapid growth, whereas, the loyalty of consumers is seeing a gradual decline. Traditional marketing way cannot meet the needs of enterprises' marketing planning, therefore, how to use the new marketing methods to continuously appeal consumer’s attention is becoming the challenge that enterprises must face in their marketing planning.In this context, a series of high-power "Snow Beer Globe Trekker", activities are elaborately planned and organized by Snow Beer. Through the large-scale outdoor activities based on the subject, Snow Beer successfully achieved brand promotion and improved the brand's popularity. Together with the effective marketing methods such as Network Marketing, Public Welfare Marketing, The Olympic Marketing, Story Marketing, it formed its exceptional enterprise brand culture, gained a high social recognition, and promoted the basis of previous reference to the promotion of brand in the domestic enterprises and the use of the network.Key words：Snow Beer；Globe Trekker ；Marketing Case；Case Study目录1雪花啤酒公司及产品简介1.1华润雪花啤酒有限公司简介 (1)1.2雪花啤酒产品简介 (1)1.2.1主要产品 (1)1.2.2目标市场细分及销售渠道 (1)1.3雪花啤酒的市场表现 (2)1.3.1行业现状 (2)1.3.2雪花啤酒的市场地位 (2)2雪花啤酒“勇闯天涯”活动案例介绍2.1活动创意来源 (3)2.2活动开展目的 (3)2.3活动的历程及内容 (3)2.3.1 2005年“雅鲁藏布江漂流” (3)2.3.2 2006年“长江探源” (4)2.3.3 2007年“远征国境线” (4)2.3.4 2008年“极地探索” (4)2.3.5 2009年“挑战乔戈里峰” (4)2.3.6 2010年“共攀长征之巅” (4)2.3.7 2011年“穿越可可西里” (5)2.4活动的效果及反响 (5)3雪花啤酒“勇闯天涯”活动案例解析3.1主题新颖，目的明确 (5)3.2活动持久，声势浩大，影响深远 (6)3.3活动中多种营销手段的综合运用 (6)3.3.1活动营销，另辟蹊径 (6)3.3.2网络营销，精准创新 (6)3.3.3公益营销，深入人心 (7)3.3.4奥运营销，紧抓契机 (8)3.3.5故事营销，意义深远 (8)3.4借力网络，开辟新战场 (9)3.4.1啤酒行业网络运用情况 (9)3.4.2雪花啤酒借助网络，转移战场 (9)4雪花啤酒“勇闯天涯”活动给我们的启示4.1新形势下，营销方式应当多元化 (9)4.2新媒体下，网络整合营销必将成为趋势 (10)参考文献 (11)致谢 (12)1雪花啤酒公司及产品简介雪花啤酒是属于华润雪花啤酒（中国）有限公司旗下的一个品牌，华润雪花啤酒进入市场以来凭借其差异化的市场细分及销售渠道的正确选择，在短短几年里就在垄断性的啤酒行业占据了一席之位。
Marketing Case Study
Marketing Case Study1. Describe how a business such as Portakabin uses marketing to drive business.Portakabin divides the market into different market segments to enable it both to identify and meet the needs of customers in those areas. Three of its main segments are Manufacturing, Education and Health.And the reasons why lead Portakabin divides the market into these different segments because of the two main Portakabin markets are both in the building sector. It produces both modular buildings are single module buildings. Modular buildings are permanent, all-steel ‘kits’ tha can be used to construct almost any size and shape of large building as required. For example, schools(Education), call centres and office spacecan all either be extended or created as a new build. Single module buildings include toilets(Health), office space, shower blocks(Health) and storage unites(Manufacturing). After that the business must understand what its customers in each segment need and then provide goods and services to meet needs. Then inform customers about products and services and persuade them to buy. Portakabin use an effective marketing campaign takes account of the AIDA model principle –A-Attention (Awareness): attract the attention of the customer. I-Interest: raise customer interest by focusing on and demonstrating advantages and benefits (instead of focusing on features, as in traditional advertising). D-Desire: convince customers that they want and desire the product or service and that it will satisfy their needs. A-Action: lead customers towards taking action and/or purchasing.However, Portakabin want to raising awareness and creating interest need to involve the use of promotional techniques there are exhibitions, websites, direct mail, email and telemarketing campaignes. The sales force will then capture the demand that has been generated and turn this into sales. Satisfied customers then come back for more products but also recommend the business to friends. Portakabin use AIDA model principle trun these kinds of customers become loyalty customers. And just because of loyalty customers word-of-mouth recommendation. Portakabin regularly scores more then 9 out of 10 for customer satisfaction and this translates into increased recommendations. These recommendations drive sales growth, and this is one of the reasons why approximately 50% of the Portakabin Groups’s business is from past customers.2. Explain how Portakabin uses different types of market research, both primary and secondary, and different methods within these.●Primary Research This kind of research involves the collection of newinformation by conducting market surveys, telephonic interviews,questionnaires and focus group interviews. This information is gathered by directly contacting the customers.This research is customised according to the research requirements of the company. Firms can gain insightsabout the target markets by means of focus groups, surveys, interviews or observation. Primary research is generally based on sampling techniques and requires statistical methodologies. The sample size could be as small as 1 percent of the market and thus the information and results gathered are highly accurate.Portakabin held focus groups with customers and found that they wanted more light in office building as this increased productivity. Portakabin was able to respond with the Ultima Vision range, which lets in more lightthrough its increased window space.●Secondary Research Secondary research involves processing data thathas already been collected by previous researchers. It refers toconsultation of previous studies and findings such as reports, pressarticles and previous market research projects in order to come to aconclusion. This type of research is based on information gathered from studies previously performed by government agencies, trade associations, and other organizations. This type of research is less expensive asopposed to the primary research as it does not require new researchmethods.Base on Brand Vision quantitative research showed the significant of ‘on time and on budget’ delivery. In 2009, Portakabin delivered 99.6% on time and on budget. This compares very well against a construction-industry average of 59% on time and 46% on budget. So Portakabin has morecompetitive advantage than other companies, then attract more attractmorepotential customers and solidify inhere client.Other Different Methods●Ad Hoc Research These may focus on developing a specific new productor finding out how to develop an existing one.Portakabin use ad hoc research developed the new Ultima Vision range in response to the need to provide existing buildings with more light.Portakabin Datakom has met the need to deliver data cabling to officebuildings by providing telecoms systems, computer access points and air conditioning already installed. This allowed customers to move in andbegin work straightaway.●Portakabin Market ResearchKey performance indicators(KPIs)——Customer SatisfactionPortakabin using over 2,000 customer surveys a year, finds out if clients are happy and what issues affect them. It asks customers to ratePortakabin on a scale of 1 to 10 on aspects such as administration,delivery and installation, the quality of the building and their overallexperience. The results are used to target and improve customersatisfaction. The average score has risen from 8.2 per customer in 2003 to9.1 in 2009. This average score improved with means Portakabin’s serviesand product did much better than before and got great customersatisfaction in these 6 years from 2003 to 2009.Net Promoter Score(NPS)——Management tool used to gaugethe loyalty of a firm's customer relationships.①Portakabin use NPS score shows how popular it is with existingcustomers. A high score shows that customers are happy with Portakabin and ready to recommend them.②NPS score also help Portakabin predicts sales growth—The higher thescore, the faster the business grows.③Portakabin uses NPS to measure the strength of this customer loyalty.And the results are extremely positive.Portakabin got NPS score of 89 on average across the UK hire and sales businesses.That score was higher than other industry leaders. Whichmeans customers are clearly happy with the quality of products and theservice they receive.●Mystery Shopping Is researchers pose as normal customers. The resultsof mystery shopping show that clients are impressed with the ‘human’ skills of Portakabin staff. These include courtesy, being helpful, building rapport and professionalism. All these skills are a key factor in building customer satisfaction, creating loyal customers and generating repeat business 3. (i) Analyse the balance of price, product, promotion and place in Portakabin.●Product Portakabin assures product quality through a process called the‘3 stage gate’. This is the planning, manufacturing and delivery of thesolution.EG:Portakabin Decant School provides a total accommodation solution designed to enable a school to transfer with minimum disruption. Even the buildings it provided exceed government standards for space per pupil.Portakabin also provides a ‘one-stop-shop’ for all the needs of a school.This makes the transition from old to new buildings quicker and minimises disturbance to students’ learning.●Price The price of Portakabin buildings is set at a competitive level.Portakabin can charge a premium price for premium service by give high quality, Support services and the Customer Charter.EG:Portakabin try to developing new markets so the company haschanged its original focus of construction site accommodation to office, education and health environments. Portakabin replace the health centre facilities in just 15days. But it provided 21 consulting rooms, patient waiting areas and ample office speace.So this customer are very much satisfied.●Promotion It helps Portakabin to turn prospects customers into actualcustomers. And Portakabin uses these two methods:Above-the-line: involves paid-for advertising through targeted channels such as trade magazines.Below-the-line: promotion is generated in other ways.The Specific MethodsDirect mail, Email, Public Relations, Anadditional targeted web page, Time lapse construction videos, Special school open days.●Place Portakabin is a business-to-business(B2B) operation, they has 45hire centres across the UK. So customers can easily to find them at the same time service teams are therefore close to customers so can resovleissues quickly.Conclusion:Portakabin find a great equinoctail point in the marketing mix. Firstly, Portakabin provide and assures product quality through a professional and severe process. Secondly, the price of Portakabin buildings is set at a competitive level(charge a permium price for its premium service). Thirdly, Portakabin use a varity of methods to promotion the company products and servies. Finally, Portakabin build 45 hire centres in the UK to make sure they can provide good servies and clients more easily to find Portakabin.(ii) Explain why the balance of the marketing mix is more important than any single element. All the elements of the marketing mix are important, and it is equally important to make sure that there is a balance when focusing on marketing a product. It is pointless if just having a wonderful product, correctly priced and located in wonderful locations for sale, if there is no promotion to advertise the product. If this were the case, then not many people would be aware that the product even existed.Similarly, the product could be marvelously marketed, at the correct price, and be a product that would be popular with the public, but if the placement of the product meant that nobody could find it when they went looking for it, the other three elements would have been performed in vain.It is vital that all the elements interact with each other, as they all depend on each other. The influence one element has on the others mean that a balance of the marketing mix is vital to the success of the product.4. (i) Evaluate the contribution of customer feedback to the success of PortakabinPortakabin uses both primary and secondary market research to find out what its customers need. Portakabin also uses market research to find out what new products or services customers may want. And market research focuses on key performance indicators and Net Promoter Score. As a result of that we can find out Portakabin is very concerned to customer feedback. And just for this reason, these customer feedbacks help Portakabin improve product to adapt market competition, improve the quality of service continually, assist the company balance the marketing mix.(ii) Suggest at least one other way by which Portakabin could collect feedback and give reasons for your suggestion.Web Watching:Firstly, Portakabin can build a pubilc online communication platform to collect feedback. Secondly Portakabin can use specialist tools to search the forums, news sites, SNS websits(Facebook, Myspace), Twitter and blogs for customer comments and frustrations. There are tools like Brandwatch which will trawl all websites to gather, rank and sort this feedback. The built-in ‘sentiment monitor’ shows trends in customer feeling and guides you to the most critical and positive comments.。
英文营销案例
英文营销案例Marketing Case Study: Successful Strategies to Inspire Your Campaign。
In the fast-paced world of marketing, it's essential to stay ahead of the curve and constantly innovate to capture the attention of your target audience. In this case study,we'll explore three successful English marketing campaigns that have made a lasting impact and provide valuable insights for your own marketing efforts.Case Study 1: Coca-Cola's "Share a Coke" Campaign。
In 2011, Coca-Cola launched the "Share a Coke" campaign, which personalized their iconic bottles with popular names and phrases. This simple yet effective strategy engaged consumers on a personal level, driving a significant increase in sales and brand awareness. By leveraging the power of personalization, Coca-Cola successfully connected with their audience and created a sense of ownership and excitement around their product.Key Takeaway: Personalization can be a powerful tool to create a deep emotional connection with your audience. By incorporating personalized elements into your marketing campaigns, you can effectively engage consumers and drive brand loyalty.Case Study 2: Nike's "Just Do It" Campaign。
【海归招聘会】咨询公司面试的Case Study,这样做准能过
【海归招聘会】咨询公司面试的Case Study，这样做准能过●●●想从100个candidate中，脱颖而出？那么，你必须知道如何搞定面试的案例分析环节（Case Study）。
咨询公司和投资银行的申请人背景大同小异，真正起到筛选作用的是面试中案例分析环节。
过去三年，我曾在三家咨询公司干过，目前我们正在招收管培生项目。
这里是一些关于面试的建议。
●●●勤能补拙，请多加练习！事实上，没人有这方面的天资。
这是一门需要后天练习的学问。
一旦进入到分析员的角色里，公司会提供资源对这部分员工进行培训，让他们适应公司的研究方法论。
所以，在面试阶段，候选人必须展示对案例分析的基本认识和日后的发展潜力。
面试官希望看到你能够通过逻辑缜密和高效的方法解决问题。
面试之前，你必须熟谙申请公司官网的客户及其信息，竞品的信息也必须同时关注。
所有成功的候选人在之前都有练习，正是不断的练习让他们在面试中胸有成竹。
其实，最好的练习就是参与面试。
在面试中，无论是面试官的明示或是暗示，你都可以得到反馈和指导。
如果你得到了这样的讯号，那么就坦然地接受并作出改变，或者你也可以说明你的方法为什么更好。
你对问题的反应能力也是面试官考核的一个方面。
●●●建模是开始面试之前，你必须学习掌握所有分析问题的模板。
举个简单的例子，你必须知道怎样将成本拆分成可变成本和不可变成本，或是把收入拆解成定价和数量。
然后再尝试通过更加具体的方式，比如市场营销的4P模式来解决问题。
面试官希望你知道一些方法论或是商业模式，因为咨询公司天天都在使用它们。
这些方法论或是模式让你的思考更加有结构，帮助你更快的得到几个“相互独立，完全穷尽”（MECE）的选择来解决问题。
然而，面试过程中，千万别做以下两件事。
一，千万别解释你的模板或是使用的原因。
模板只是为了建构你的答案，毕竟客户只关注如何解决问题而不是解决问题所采用的模板。
所以把面试官当成你的客户吧！二、跳出惯性思维的圈子。
运用已知的模板解决未知的问题，这正是一流咨询公司引以为傲之处。
Case-Study商务英语案例分析
Case Study Of Kimsoong1.Background information of KimsoongKimsoong, a Korean car manufacturer, has its European headquarters near Paris. It has retail sales franchises in most European countries which not only sell cars and motor accessories but also have servicing facilities. The larger outlets also offer fast-fitting of tyres and exhausts, and deal in used cars.Over the last ten years Kimsoong, with its reputation for reliability at low prices, has build up market share at the lower end of the market. Their basic models include many”extras”which other manufacturers charge for. Kimsoong also makes large donations to environmental groups and is seen as an organization with a social conscience. Furthermore, its R&D Department is developing an “eco-car” which uses an alternative power source.Then set our focus on the whole car manufacturing market.For 2009, global vehicle sales remain in the midst of a precipitous fall-off, led by sharp declines in the mature markets of the United States, Western Europe and Japan. We project total cars produced at 51,971,328.In 2006 there were 49,886,549 passenger cars produced in the world, with an increase of 6.45% over the previous year. The increase for 2007 was more modest, and 2008 showed a decline. Analysts from various institutes had in fact pegged the year 2007 as the year which would end the 5-year cycle (2002, 2003, 2004, 2005, 2006) of recordA third of all cars in the world is produced in the European Union (see chart below).China became the world’s third-largest car market in 2006, as car sales in China soared by nearly 40% to 4.1 million units. China should become the world’s second-largest car market by 2010, as low vehicle penetration, rising incomes, greater credit availability and falling car prices lift sales past those of Japan. Furthermore, vehicle penetration in China stands at only 24 vehicles per 1,000 people, compared with 749 vehicles per 1,000 people in the mature markets of the G7.It is estimated that over 600,000,000passenger cars travel the streets and roads of the world today.In the United States alone, 247,421,120 "highway" registered vehicles were counted in 2005, of which 136,568,083 passenger cars. (Bureau of Transportation Statistics U.S. Department of Transportation)So with the high development of car manufacture, we may face many difficulties. There are so many cars produced in the world, the only thing we can do to keep our position is to become more competitive in this market, or we’ll drive out by its high competition.2. Kimsoong customer profileCustomers are the god of our company, thus the survey of customers’ tastes and basic information is important for us to know better of our shortage, and we’ll also serve more people in the future and gain more profits. The following forms are information we have got from our customers.We can see that the majority of the customers are men who are under 30, they are employed. However, women between 31 and 50 who are self-employed have potential to buy our cars.Our repeated customers only occupy 15% of the whole. People who buy our cars are mostly middle income group. This is a hint that if we want to hold on to existing customers, we must produce cars that are affordable by middle income group. But to attract new customers we should provide different kinds of cars for differentAs the form shows, customers are not satisfied with our service. The competitor’s cars are better in performance and service. These are two main reasons that hinder us to maintain existing customers. The after-sale care is just fair. In a word, customers care more about their price, reliability, after-sales service, etc. We should improve our service and convince customers of the reliability of our cars at the same time.By collecting and analyzing customer profiles, we may conclude that we can make improvement by producing cars suit every age stage, providing reasonable price for middle income group, improving our after-sales service to hold on to existing customers. We should also create cars for women and for self-employed persons and even students. High level cars with high price will attract people of high income group. These may help gain more profits.3.ProblemFacing the intense competition, the company must remain unchanged with its reputation for reliability at low prices and has its excellent office workers and loyal customers, also the skill and cooperation are very important parts. The management should solve these problems.(1).Cutomer profilesThe company’s new strategy is to hold on to existing customers and increase customer loyalty. And the company also hope to develop a more accurate buyer profile. Customers are very important to a company. So the company should know about the customers well so that we can produce the products that fit the customers. Only in this way can our company make profits.(2). The excellent office workersThe excellent office workers in the company is also a big problem. For one hand, the younger office workers have much knowledge but a little experience; on the other hand ,the elder office wor kers don’t have as much knowledge as the young but they have enough experience. They are all excellent, but the company doesn’t ha ve enough money to hire both the young and the elder ones. So the problem is that the company should choose what kind of the officers they need by using less money to make more money.(3).Improving skillsImproving skills is also a big problem to the company. Because of the ever-accelerated science and technology, having a superb skill cansave cost and make profits.(4).CooperationLast but not the least, cooperation is very important to the company. But the company’s staffs are lack of the skills of grasping good communication. So if the company want to do better, they must promote social skills and competence.4.SolutionsAiming at the problems given above, we summarize some solutions to those problems:(1).Building up relationshipsTo builds up long-term customer relationships, thereby increasing profits.To establish long-term cooperation relations, the customer is one of the important factors that assure our company’s long-term and stable development. In the long-term cooperation relations, the company can not only improve enterprise image, enterprise credibility still can bring stability of the interests of the enterprise income. Only in this way, can the enterprise form a security capital chain. Additionally, through this long-term cooperation, we can build trust with each other and win good enterprise image, thus our company will expand more customer groups and win more profits.(2).Increasing customer loyaltyIncreasing customer loyalty is to guarantee the premise of enterprise sales. First, our company shall keep good communication with customers. The price for the customers must be given favorable; we can also use the gifts method to increase satisfaction. Cheap and good things will receive the love of consumers, so we should be radically improve the competitiveness of our enterprise, by improving product s’performance in all aspects so as to reduce the cost. Once the cost reduced, we will not only attract more customers to buy our cars, but also enhance our profit space, that is kill two birds with one stone. (3).Drawing up an accurate buyer profileEnterprise’s accurate understanding of his client group is very important. The company should not only know the customer's age distribution, but have an understanding of what kind of car sales good. At the same time, we must pay attention to customer s’feedback, make market surveys, know what kind of car our customers really want to buy. From these information we will realize our company’s deficiencies, so as to further improve their product, as well as theenterprise’s all aspects of operation.(4).Encouraging staffsTo encourage staffs to be more active in building up good customer relations.It is not enough to just have a good car, a good people who can promote it is necessary. So encourage staffs to establish good relationship with customers is very important. Nowadays, the consumer not only pays attention to the quality of the product itself, but is very concern about enterprise service attitude. First, the company shall encourage the staffs to work hard to establish a good relationship with their clients. For those who have outstanding performance , the company sales should give them full praise and encouragement. For those who not work hard, and have poor work performance, our company shall take appropriate punishment. Everyone must have crisis consciousness. Second, team spirit is very important. The common saying says more people, more powerful. Only we work together can we create more profits for our company.5.ConclusionFrom the report above, we can see that good customer relationships are very important for our further development. Only when we win our customers’ loyalty, can we gain more profits and make a good reputation. Thus, improvement of all aspects, including staff training, survey of customers and potential ones, change of disciplines and politics in our company and so on is of importance. We should also appreciate other competitors strengths and learn to use them for ourselves. I believe that our company will develop well in the future and attract more customers to buy our cars.。
CaseStudy--new market entry
Pipeline Shape details the health of the pipeline and pinpoints areas for performance improvement.
S ALES
THE BEST PREDICTIVE ANALYSIS TOOLS FOR SALES FORECASTS INCLUDE PIPELINE S HAPE , V ELOCITY , M OVEMENT .
S PECIAL • •
POINTS OF
INTEREST :
Sagamore Sales was engaged by BearHill Security in order to help it enter a new market that would complement its existing consulting business. This new venture would provide BearHill entry into the managed services market while augmenting its successful project-based consulting practice. In essence, the new managed services business would be the growth driver for BearHill, while also invigorating the company’s consulting practice with a newer line of business. BearHill had developed significant technical capabilities via its information security consulting practice. The goal was to leverage this expertise and launch a new business with more predictable revenue streams while driving new growth for the company. BearHill targeted Broadband Service Providers (BSP’s) who had to demonstrate CALEA compliance to the Federal Government. BearHill had developed a CALEA offering and was ready to go market.
企业战略管理课件
1.3 Consumer Behaviors
1.3.1 Major Characteristics on Whiskey Consumption by Marketing Research
• Target Consumers: Upper Middle Class Male with Age
of 30s – early 50s • Profession: Business Executives, Government Officers, Generals, Lawyers, CPA • Occasion of Usage: Business Entertainment (72%), Gift(10%) • Major Drinking Place: Room Salons, Kisaeng Houses, Japanese Restaurants, Night Clubs • Price Elasticity: Very Low, due to Drinking Occasions
• Huge Market Growth Potential • Tariff & Liquor Tax Reduction • Economy Booming • Generous Business Entertaining Culture
S W O T
• Severe Competition • Very High Tax against whiskey • Unfavourable Regulations for Whiskey Industry • Market Liberalization
External
OSTP
4P
Product
Objectives Segmentation Price Place Promotion
casestudy范文
casestudy范文英文回答：Case Study: Evaluating the Effectiveness of a New Marketing Campaign.Executive Summary.A leading consumer goods manufacturer launched a new marketing campaign to promote its flagship product. The campaign employed a multi-channel approach, including television, print, and digital advertising, as well as social media and influencer marketing. The primary objective of the campaign was to increase brand awareness and drive sales.Methodology.To evaluate the effectiveness of the campaign, a comprehensive data analysis was conducted. Key performanceindicators (KPIs) were identified and tracked, including brand awareness, website traffic, and sales conversion rates. Data was collected from various sources, including Google Analytics, social media platforms, and internal sales records.Results.The campaign was highly successful in achieving its objectives. Brand awareness increased by 20%, website traffic surged by 35%, and sales conversion rates improved by 15%. The campaign also generated significant buzz on social media, with over 1 million impressions and 50,000 shares.Analysis.The positive results of the campaign can be attributed to a combination of factors. The multi-channel approach ensured that the message reached a wide audience. The creative execution was impactful and memorable, resonating with consumers. The use of influencers and social mediamarketing amplified the reach and credibility of the campaign.Recommendations.Based on the findings of the evaluation, several recommendations were made to further enhance the effectiveness of future campaigns. These include:Optimizing creative assets for different channels and platforms.Increasing the frequency and consistency of messaging across channels.Exploring additional channels, such as paid search and email marketing.Continuously monitoring and analyzing campaign performance to identify areas for improvement.Conclusion.The new marketing campaign was a resounding success. It effectively increased brand awareness, drove website traffic, and boosted sales conversion rates. The multi-channel approach, impactful creative execution, and strategic use of social media and influencers were key factors contributing to the positive results.中文回答：案例分析，评估新营销活动的效果性。
case study 商务英语 market
Case Analysis
The marketing mix, also known as the 4Ps of marketing, is defined by many marketers as “putting the right product in the right place, at the right price and right time.” Find a marketing campaign of a product you know and analyze the 4Ps of it.
Marketing people like to say “Nothing happens until someone sells something to someone.” For a business to sell something to someone, it must have the right product, in the right place, at the right price, and it must promote the product so that potential customers knows about it. These are the 4Ps of marketing. Each “p” contributes to the marketing mix.
Unit 12 Market
market
Definition: A market is any place where the sellers of a particular good or service can meet with the buyers of that goods and service where there is a potential for a transaction to take place. The buyers must have something they can offer in exchange for there to be a potential transaction. From the narrow sense, market is the virtual market; from the broad sense, market is all the summation of exchange.
Case-Study商务英语案例分析
Case Study Of Kimsoong1.Background information of KimsoongKimsoong, a Korean car manufacturer, has its European headquarters near Paris. It has retail sales franchises in most European countries which not only sell cars and motor accessories but also have servicing facilities. The larger outlets also offer fast-fitting of tyres and exhausts, and deal in used cars.Over the last ten years Kimsoong, with its reputation for reliability at low prices, has build up market share at the lower end of the market. Their basic models include many”extras”which other manufacturers charge for. Kimsoong also makes large donations to environmental groups and is seen as an organization with a social conscience. Furthermore, its R&D Department is developing an “eco-car” which uses an alternative power source.Then set our focus on the whole car manufacturing market.For 2009, global vehicle sales remain in the midst of a precipitous fall-off, led by sharp declines in the mature markets of the United States, Western Europe and Japan. We project total cars produced at 51,971,328.In 2006 there were 49,886,549 passenger cars produced in the world, with an increase of 6.45% over the previous year. The increase for 2007 was more modest, and 2008 showed a decline. Analysts from various institutes had in fact pegged the year 2007 as the year which would end the 5-year cycle (2002, 2003, 2004, 2005, 2006) of recordA third of all cars in the world is produced in the European Union (see chart below).China became the world’s third-largest car market in 2006, as car sales in China soared by nearly 40% to 4.1 million units. China should become the world’s second-largest car market by 2010, as low vehicle penetration, rising incomes, greater credit availability and falling car prices lift sales past those of Japan. Furthermore, vehicle penetration in China stands at only 24 vehicles per 1,000 people, compared with 749 vehicles per 1,000 people in the mature markets of the G7.It is estimated that over 600,000,000passenger cars travel the streets and roads of the world today.In the United States alone, 247,421,120 "highway" registered vehicles were counted in 2005, of which 136,568,083 passenger cars. (Bureau of Transportation Statistics U.S. Department of Transportation)So with the high development of car manufacture, we may face many difficulties. There are so many cars produced in the world, the only thing we can do to keep our position is to become more competitive in this market, or we’ll drive out by its high competition.2. Kimsoong customer profileCustomers are the god of our company, thus the survey of customers’ tastes and basic information is important for us to know better of our shortage, and we’ll also serve more people in the future and gain more profits. The following forms are information we have got from our customers.We can see that the majority of the customers are men who are under 30, they are employed. However, women between 31 and 50 who are self-employed have potential to buy our cars.Our repeated customers only occupy 15% of the whole. People who buy our cars are mostly middle income group. This is a hint that if we want to hold on to existing customers, we must produce cars that are affordable by middle income group. But to attract new customers we should provide different kinds of cars for differentAs the form shows, customers are not satisfied with our service. The competitor’s cars are better in performance and service. These are two main reasons that hinder us to maintain existing customers. The after-sale care is just fair. In a word, customers care more about their price, reliability, after-sales service, etc. We should improve our service and convince customers of the reliability of our cars at the same time.By collecting and analyzing customer profiles, we may conclude that we can make improvement by producing cars suit every age stage, providing reasonable price for middle income group, improving our after-sales service to hold on to existing customers. We should also create cars for women and for self-employed persons and even students. High level cars with high price will attract people of high income group. These may help gain more profits.3.ProblemFacing the intense competition, the company must remain unchanged with its reputation for reliability at low prices and has its excellent office workers and loyal customers, also the skill and cooperation are very important parts. The management should solve these problems.(1).Cutomer profilesThe company’s new strategy is to hold on to existing customers and increase customer loyalty. And the company also hope to develop a more accurate buyer profile. Customers are very important to a company. So the company should know about the customers well so that we can produce the products that fit the customers. Only in this way can our company make profits.(2). The excellent office workersThe excellent office workers in the company is also a big problem. For one hand, the younger office workers have much knowledge but a little experience; on the other hand ,the elder office wor kers don’t have as much knowledge as the young but they have enough experience. They are all excellent, but the company doesn’t ha ve enough money to hire both the young and the elder ones. So the problem is that the company should choose what kind of the officers they need by using less money to make more money.(3).Improving skillsImproving skills is also a big problem to the company. Because of the ever-accelerated science and technology, having a superb skill cansave cost and make profits.(4).CooperationLast but not the least, cooperation is very important to the company. But the company’s staffs are lack of the skills of grasping good communication. So if the company want to do better, they must promote social skills and competence.4.SolutionsAiming at the problems given above, we summarize some solutions to those problems:(1).Building up relationshipsTo builds up long-term customer relationships, thereby increasing profits.To establish long-term cooperation relations, the customer is one of the important factors that assure our company’s long-term and stable development. In the long-term cooperation relations, the company can not only improve enterprise image, enterprise credibility still can bring stability of the interests of the enterprise income. Only in this way, can the enterprise form a security capital chain. Additionally, through this long-term cooperation, we can build trust with each other and win good enterprise image, thus our company will expand more customer groups and win more profits.(2).Increasing customer loyaltyIncreasing customer loyalty is to guarantee the premise of enterprise sales. First, our company shall keep good communication with customers. The price for the customers must be given favorable; we can also use the gifts method to increase satisfaction. Cheap and good things will receive the love of consumers, so we should be radically improve the competitiveness of our enterprise, by improving product s’performance in all aspects so as to reduce the cost. Once the cost reduced, we will not only attract more customers to buy our cars, but also enhance our profit space, that is kill two birds with one stone. (3).Drawing up an accurate buyer profileEnterprise’s accurate understanding of his client group is very important. The company should not only know the customer's age distribution, but have an understanding of what kind of car sales good. At the same time, we must pay attention to customer s’feedback, make market surveys, know what kind of car our customers really want to buy. From these information we will realize our company’s deficiencies, so as to further improve their product, as well as theenterprise’s all aspects of operation.(4).Encouraging staffsTo encourage staffs to be more active in building up good customer relations.It is not enough to just have a good car, a good people who can promote it is necessary. So encourage staffs to establish good relationship with customers is very important. Nowadays, the consumer not only pays attention to the quality of the product itself, but is very concern about enterprise service attitude. First, the company shall encourage the staffs to work hard to establish a good relationship with their clients. For those who have outstanding performance , the company sales should give them full praise and encouragement. For those who not work hard, and have poor work performance, our company shall take appropriate punishment. Everyone must have crisis consciousness. Second, team spirit is very important. The common saying says more people, more powerful. Only we work together can we create more profits for our company.5.ConclusionFrom the report above, we can see that good customer relationships are very important for our further development. Only when we win our customers’ loyalty, can we gain more profits and make a good reputation. Thus, improvement of all aspects, including staff training, survey of customers and potential ones, change of disciplines and politics in our company and so on is of importance. We should also appreciate other competitors strengths and learn to use them for ourselves. I believe that our company will develop well in the future and attract more customers to buy our cars.。
MKT213MarketingCaseStudy课件.ppt
MKT 213 Marketing Case Study
Marketing is profit
By setting the optimum price By satisfying customers demands
Every little helps Lightening the load JS?
Asda
USP
MKT 213 Marketing Case Study
Marketing - contact
Communication and Information Availability
AIDA
MKT 213 Marketing Case Study
MKT 213 Marketing Case Study
Marketing the Essence Selling products that don’t
come back to people
who do
? Products what is marketed ?
MKT 213 Marketing Case Study
The Marketing Mix
4 Ps Product Price Place Promotion + 3Ps People Process Physical Evidence
Hard and Soft Elements
Product
Types of product / service FMCG Shopping Goods B2B
MKT 213 Marketing Case Study
麦肯锡在线CaseStudy－－问题以及答案！！
Thank you for taking part in the On-Line Case Study. You will note tha t this exercise does not have the kind of latitude necessary to develop findings. Rather, we chose to focus on next steps in response to question eight. In a live case interview, however, you will be expected to derive specific findings based on your analysis. Interviewing techniques may vary depending on the office or practice you are applying to, but we hope this exercise has been useful in helping you prepare.To get a full copy of all the questions and answers (including yours) from the case study, click on the print icon.You can learn more about the possible exercises you may be asked to perform at your McKinsey interview by clicking on the Case Study Tips item in the navigation to the left.Good luck.On-Line Case Study Questions and AnswersQuestion 1Client Goal: Double the number of recruits while maintaining their quality with minimal increase in resources expendedOur client recruits graduating college seniors for entry-level positions in locations around the world. It currently hires and places 500 graduates per year but would like to triple in size over the next ten years while maintaining quality. Assume that the increase must all come from hiring graduating seniors. (In an actual case, you may not be given this and other assumptions unless you ask.)The client's current recruiting budget is $2 million annually, and while it is in a strong financial position, it would like to spend as few additional resources as possible on recruiting. McKinsey is advising the client on what steps it will need to take in order to meet its growth targets, while staying within its budge t constraints.Q: What levers does the organization have at its disposal to achieve its growth goal?A: Some possible levers are given below. It's terrific if you identified several of these and perhaps some others.∙Attract more applicants at the same cost∙Review the list of campuses targeted (e.g., optimize resource allocation across schools). The review may result in adding certain higher potential campuses andeliminating other ones tha t appear to have more limited potential.∙Review recruiting approach at each campus (e.g., optimize cost-effectiveness of messages and approaches at each school).∙Extend offers to a higher percentage of applicants while maintaining quality (e.g., reduce the number of people who are turned down who would have performed equally well in thejob)∙Improve acceptance rates among offerees (e.g., better communicate the benef its of the job relative to alternatives or improve the attractiveness of the job relative to alternatives)Question 2For the remainder of the discussion we'd like to focus on the two specific levers involving attracting more applicants at the same cost.∙Review the list of campuses targeted (e.g., optimize resource allocation across schools).The review may result in adding certain higher potential campuses and eliminating other ones that appear to have more limited potential.∙Review recruiting approach at each campus (e.g., optimize cost-effectiveness of messages and approaches at each school).Please note that if you identified different but equally valid levers, the interviewer would be able to assess them. But for the purpose of this case study, we a re going to focus on these two levers.Q: Ho w would you initially approach determining whether the client can increase hiring by adjusting the list of campuses targeted? What sort of analysis would you want to conduct and why?A: You might take the following approach, where we've outlined two avenues of analysis:∙Estimate the hiring potential across schools∙Analyze the number of hires by school over the last several years∙Develop a comprehensive list of schools that meet our requirements and a minimum set of standards for recruits∙Survey seniors at these schools to determine interest in an entry-level position with the client∙Consider the size of the graduating class at each school, determine how that class might be segmented (e.g., each class could be segmented by discipline orsegmented based on career interests in response to the survey), then calculatethe size of each segment∙Estimate the optimal cost-per-hire across schools∙Compare the current cost-per hire across schools∙Identify opportunities to decrease the cost-per-hire at each schoolHelpful TipYou may have a slightly different list. Whatever your approach, we love to see candidates come at a problem in more than one way, but still address the issue as directly and practically as pos sible. In giving the answer, it's useful if you are clear about how the results of the analysis would help to answer the original question posed.Question 3Twenty-five percent of the annual recruiting budget is spent on candidates (i.e., attracting, assessing, and getting them to accept). Twenty percent of hires are categorized as "most expensive" and have an average cost-per-hire of $2,000.Q: What is the average cost-per-hire of all other candidates? Remember that the client hires 500 students per year and its annual recruiting budget is $2 million (information that we hope you noted earlier).A: The answer is $750 per hire (or less than half the cost-per-hire of the "most expensive" candidates).Amount spent on the less expensive candidates:25% of $2 million budget = $500,000 spent on candida tes20% of 500 student = 100 students categorized as "most expensive"100 x $2,000 cost-per-hire = $200,000 spent on "most expensive" hires$500,000 recruiting budge t - $200,000 = $300,000 remaining for all other hiresThe number of less expensive candidates:500 hires - 100 = 400 "other hires"Cost-per-hire of the less expensive candidates:$300,000/400 =$750 per hireHelpful TipWhile you may find that doing a straightforward math problem in the contex t of an interview is a bit tougher, you can see that it is just a matter of breaking the problem down. We are looking for both your ability to set the analysis up properly and then to do the math in real time.Question 4Q: In order to decide whether to reduce costs at the least efficient schools (i.e., those with an average cost per hire of $2,000), what else would you want to know?A: Some of the possible answers are given below.Basic questions:∙What are the components of costs at these schools (why is it so expensive to recruit there)?∙What opportunities exist to reduce costs?∙How much cost savings would result from implementing each of the opportunities?∙What consequences would implementing each of these opportunities have on recruiting at the least efficient schools?Questions demonstrating further insight:∙Why is the cost lower at more efficient schools, and are there best practices in resource management that can be applied to the least efficient schools?∙If we reduce costs at the least efficient schools, what will we do with the cost savings (i.e., what would be the benefit of spending the money elsewhere vs. where it is currently being spent)?Helpful TipWe would not expect anyone to come up with all of these answers, but we hope some of your answers head in the same direction as ours. Yours may bring some additional insights. In either case, be sure that you can clearly explain how your question will bring you closer to the right decision.Question 5The McKinsey team conducts some analysis that indicates tha t increasing spending on blanket advertising (e.g., advertisements/flyers on campus) does not yield any significant increase in hires.Q: Given that increased blanket advertising spending seems to be relatively ineffective, and the client doesn't want to increase overall costs, what might be some other ideas for increasing the candidate pool on a specific campus?A: We are looking for at least a couple of answers like the ones given below:∙Improve/enhance recruiting messages (e.g., understand target candidate group, refocus message on this group, understand competitive dynamic on campus) ∙Utilize referrals (e.g., faculty, alumni)∙Come up with creative ways to target specific departments/clubs of the school∙Rethink advertising spending - while increasing blanket ad spending doesn't seem to work, advertising might still be the most efficient and effective way to increase the number of candidates if it is deployed in a more systematic, targeted wayHelpful TipThis question is a good one for demonstrating creativity because there's a long list of possible ideas. Additional insights into how a given idea would be approached and how much it would cost are helpful.Question 6For simplicity's sake, let's say we've conducted market research and found that there are two types of people on each campus, A and B. Historically, our client has also used two types of recruiting messages in its advertising. The first, called "See the World," gets one percent of type A studentsto apply, but three percent of type B students. The second, called "Pathway to Leadership," gets five percent of Type A students to apply, but only two percent of type B students.The chart below lists the breakdown of types A and B students at some of our major camp uses, and the message our client is using on campus.Q: Assuming there's no difference between the costs of each message, what can you tell me from this information?A: According to these numbers, the client should use the "Pathway to Leadership" message across all four universities. The "See the World" message is preferable only if more than 80% of the students at a given university are of type B.Helpful TipAn even more insightful response would mention that the ultimate answer depends on the cost of each message, whether the cost increases depending on the number of students at the campus, and how interested we are in students of Type A vs. Type B (e.g., will one type be more likely than the other to get an offer and to be successful on the job). One could imagine using both messages on some campuses if the additional cost were justified by the resulting increase in hires.Question 7University 4 graduates 1,000 seniors each year.Q: How many new candidates might be generated by changing the recruiting message at University 4 to Pathway to Leadership?A: The answer is 20 candidates (i.e., an increase of over 100%).Number of each type of student at University 4:1,000 seniors x 60% = 600 Type A students1,000 seniors x 40% = 400 Type B studentsCandidates attracted be See the World message:(1% x 600) + (3% x 400) = 18 candidatesCandidates attracted by Pathway to Leadership message:(5% x 600) + (2% x 400) = 38 candidatesIncrease in candidates resulting from change in message:38 - 18 = 20 more candidates (an increase of over 100%)Question 8Q: What sort of next steps should we tell our client we'd like to take based on what we have discussed today?A: The ability to come to a logical, defensible synthesis based on the information availabl e at any point in an engagement is critical to the work we do. Even though we'd consider ourselves to be very early in the overall project at this point in the case, we do want to be able to share our current perspective. The ideal answer would include the following points:FINDINGS∙There appears to be an opportunity to significantly increase total applicants of the same quality that we are getting today at the same or reduced cost:∙Increasing blanket advertising is ineffective and costly, but changing theadvertising message on some campuses could increase applicants significantlywithout increasing costs. At one of the campuses we've looked at, University 4,the number of applicants would go up more than 100 percent∙The cost-per-hire varies dramatically from school to school. This suggests that there may be opportunities to reduce costs in certain places or reallocateresources more efficientlyNEXT STEPS∙We plan to explore further ideas for increasing quality applica tions by changing the mix of schools, beginning with a more detailed review of the opportunities to reduce costs at certain schools∙After looking at levers to increase total applicants, we will be analyzing opportunities to improve the offer rate (i.e., ensure we're not turning down quality applicants) and to increase the acceptance rate∙We will examine additional methods for attracting more applications from our current campuses (e.g., referrals, clubs) in addition to assessing the impact of improved messaging on campus。
英语作文营销案例题目
英语作文营销案例题目Marketing Case Study: Coca-Cola。
Coca-Cola is one of the world's most recognizable brands. Founded in 1886, the company has grown to becomethe largest soft drink manufacturer in the world, with operations in over 200 countries. Coca-Cola's success canbe attributed to its strong marketing campaigns, which have helped to create a strong brand identity and increase consumer loyalty.One of Coca-Cola's most successful marketing campaigns was the "Share a Coke" campaign, which was launched in 2011. The campaign involved printing popular first names on Coca-Cola bottles and encouraging consumers to share a Coke with friends and family members whose names were on the bottles. The campaign was a huge success, with sales increasing by 2.5% in the UK alone.Another successful campaign was the "Taste the Feeling"campaign, which was launched in 2016. The campaign aimed to reposition Coca-Cola as a drink that evokes emotions and feelings, rather than just a thirst-quencher. The campaign featured a series of TV commercials and print ads that showcased people enjoying Coca-Cola in a variety of different settings.Coca-Cola has also been successful in using social media to engage with its customers. The company has over 100 million followers on Facebook and over 3 million followers on Twitter. Coca-Cola uses social media to share content that is relevant and engaging, such as photos and videos of people enjoying Coca-Cola in different parts of the world.In addition to its marketing campaigns, Coca-Cola has also been successful in sponsoring major sporting events, such as the Olympics and the FIFA World Cup. These sponsorships have helped to increase brand awareness and create a positive association between Coca-Cola and these major sporting events.In conclusion, Coca-Cola's success can be attributed to its strong marketing campaigns, which have helped to create a strong brand identity and increase consumer loyalty. The company's use of social media and sponsorship of major sporting events has also contributed to its success. Coca-Cola's marketing strategies serve as a great example for other businesses looking to create a strong brand identity and increase customer loyalty.。
通过制订销售计划获得成功的案例
通过制订销售计划获得成功的案例英文回答：Case Study: Achieving Success through Sales Planning.In today's competitive business environment, having a well-defined sales plan is crucial for the success of any organization. It helps set clear objectives, allocate resources effectively, and ensures that the sales team is working towards a common goal. Let's explore a case study where a company achieved success by implementing a comprehensive sales plan.The company in focus is a technology startup that developed a cutting-edge software solution for the healthcare industry. They had a talented team of engineers and a robust product, but they struggled to gain market traction. They realized that they needed a strategic sales plan to reach their target audience and drive revenue growth.First and foremost, the company conducted thorough market research to identify their target customers and understand their pain points. This helped them tailor their sales approach and messaging to resonate with potential buyers. By clearly defining their target market, they were able to focus their resources and efforts on the most promising opportunities.Next, the company developed a sales forecast based on their market research and past performance. This forecast helped them set realistic sales goals and allocate resources effectively. They identified key performance indicators (KPIs) to measure their progress and track their success. By setting specific targets, they were able to motivate their sales team and create a sense of accountability.With their target market and sales goals in mind, the company developed a comprehensive sales strategy. They identified the most effective sales channels and tactics to reach their target customers. This included a combinationof direct sales, partnerships with healthcare providers, and online marketing campaigns. They also invested in training their sales team to ensure they had the necessary skills and knowledge to effectively sell the product.To execute their sales plan, the company established a structured sales process. They implemented a customer relationship management (CRM) system to track leads, manage customer interactions, and streamline their sales pipeline. This helped them prioritize leads, identify bottlenecks, and optimize their sales efforts. Regular sales meetings and performance reviews ensured that the team stayed focused and aligned with the sales plan.As a result of their well-executed sales plan, the company experienced significant growth in revenue and market share. They were able to secure key partnerships with prominent healthcare providers, which further boosted their credibility and market presence. The sales team became more efficient and productive, consistently meeting and exceeding their sales targets.中文回答：案例研究，通过制订销售计划获得成功。
Sephora Case Study 丝芙兰案例分析
Digital MarketingInstructor: António Marinho TorresGrader: Claudia IglésiasCase Study Report 1Sephora Direct: Investing in Social Media, Video, and MobileGroup members (Group E):Helene Baekkelund LarsenChongjun Rex ZhuBenjamin DefosseOksana DemydovaAlexandre GoetzQianru LuoFriday, 24 April 2015Sephora’s digital marketing strategy in 20108tools are used to create Sephora’s digital presence,including website,CRM program,online videos,ratings and reviews,social media,mobile app,SEO and partnerships.Together they create a customized experience,based on the websites as core experience,presenting on interfaces including pc, mobile phones and tablet.Website.T he Sephora website communicates with clients concerning info about goods available in store.It is also an asset to attract potential clients.Online shopping is encouraged by offering free shipping for orders over50dollars,and also free samples come along with each order.The Goal of Sephora was to be as consistent offline as online in terms of quality service.CRM.T he CRM program permits to build a closer relation with clients and to learn from failures and critics in order to propose an optimal lions of signups were registered for the first year.The B eauty Insider Program increased loyalty by offering points for every purchase,sending invitations for special events in stores,deluxe gifts and an earlier access to new products.The program was not only a special way to establish a deeper relation of trust but also a way to understand preferences.Moreover,the B eauty Talk was an asset to create a private and personalized environment where clients were able to benefit from expert advice.Online Video–YouTube.S ephora began posting videos on YouTube in2007reaching one million views for some of the most popular videos.Tutorials explaining secrets about beauty and how to use Sephora products according to the trends,made up100different videos in 2009followed by3millions of people.This concept represents a new way of approaching consumers and a technique to create addiction from Sephora consumers.Moreover,showing that Sephora cares about the wellbeing of their consumers and the process is a sign of sincerity.Ratings and Reviews.S ome negative reviews may drive potential customers away.On the other hand,having an open attitude towards review demonstrated Sephora’s confidence in quality.Sephora took the risk and turned out to be a great success.Over1million reviews were posted with an average rating of4.2stars.Some customers even started to share their personal experience with each other, which further helped to develop the brand community.Social media.In terms of online community,Facebook and Twitter are the best choices for Sephora because of their features.By September2010,the number of fans on Sephora Facebook page reached900,000,which had a worth of$3,240,000as an industry analyst pointed out.What’s more,Sephora built a more functional Q&A forum“Beauty Talk”and a twitter account.These two platforms generated a community of Sephora users and beauty.Existing customers could be influenced by the sense of community and the process of feedback to repurchase.Meanwhile,potential customers can also be attracted when they aresearching for information.In addition,information generated by users is much more powerful than advertisement when it comes to brand image development.Mobile App.By the year of2010people showed a great interest of mobile purchase,despite of the limitation on different phone lions of dollars are estimated to be gained from the sales on Sephora app.Iphone users are viewed by Sephora as being the largest group of customers that would like to buy on mobile phone.However,as Android is also booming in terms of users,it is also necessary to develop the Android version of the app.Customers seldom have interest of using multiple apps just for a brand,so just fulfilling the features of the existing app would be a better choice to strengthen the experience on mobile phone.SEO.S EO is part of the search domain of digital framework,optimizing webpages for keywords(relevance)and finetuning quality indicators(onand offsite),to rank well for relevant searches in order to raise the audience of the website.Several millions Euros spent, SEO represents now the most important budget in Sephora’s ually companies value SEO because it is a tool which causes direct effects that you can measure easily.However SEO work requires a lot of budget because you have to hire SEO experts who have a huge workload.It’s supposed that if Sephora uses the biggest part of its marketing budget inSEO it is because the impact is profitable for the company,by providing new visitors on the websites, who are potentially new customers.Partnerships.I n digital marketing,partnerships are a good way to gain visibility by presence on big audience websites.As Sephora website is becoming more popular,other companies are interested in taking advantage of the popularity of the brand.Sephora was contacted by many growing companies which focus on consumer needs like Groupon or ually the contract between Sephora and these platforms are based on winwin,special discounts in exchange of new customers.However,more competition in the market on affiliation platforms endangers the efficiency of the partnership.This is also difficult for Sephora to provide discounts for many affiliation platforms.What is more,Sephora is still hesitating to propose spaces on its website or Facebook page to other companies.It could be a good solution for Sephora to reconsider and choose pertinent partners which fit with Sephora’s offer.Proposal for Sephora’s digital marketing initiatives for 2011In order to plan a successful campaign,the first step is to clearly define the strategic objectives,i.e.asking w ho t he target group is,w hat the objective is,and h ow t his objective can be reached via a clearly communicated message.Market.F irst of all,it is important to determine to whom the digital communication is sent.We believe that there is no reason to differentiate the target group for offline and online communications respectively,and that Sephora’s digital marketing initiatives should be aimedtowards their core customer demographic,thus continuing with primarily t argeting women in the age group 2535.We could segment our target into the following categories:New customersOther Brand Loyals/Other Brand Switchers customers of the competition, who do not shop at SephoraCurrent customersFavourable BrandSwitchers customers who shop at competition and also at SephoraBrand Loyals loyal customers of SephoraMission. I n 2011 the main objectives of Sephora’s digital marketing would be the following: Increase market shareAttract new customersIncrease shareofwallet of current customersImproving/maintaining the unique luxury brand imageIn order to formulate a more narrowly defined goal it can be useful to consider the purchase decision process for Sephora’s customers.The“hierarchy of effects”for customers deciding whether to buy their beauty products at Sephora is characterized by a Trial→Repeat stage in the top of the hierarchy.The fact that“in2010,approximately80%of Sephora’s sales came from Beauty Insiders“suggests that Sephora has a good track record for getting their customers into the repeat phase.Thus we believe that the objective of Sephora’s2011digital campaign should be focused around retaining and getting more brand loyal customers.Message.I n deciding on the message to be communicated in the campaign emphasis should be on making it simple,memorable,and a dapted to the target group.The message of Sephora’s digital communications should as well d epend on the objective.Messages could be:●“Try this new product exclusively at Sephora!” attracting new customers & cultivatingluxury brand image●“Join the club!” increasing loyalty of current customers●“Makeup should be fun and experimental” supporting brand imageMedia.W ith the objectives of the communications campaign clear in sight,the next step is to come up with effective ways to achieve and measure them.In choosing the d igital media mix t o use to convey the message Sephora should both look at the results from previous campaigns and the predictions about trends in future digital mediause.In addition the media tools should correspond with the customer decision journey stage.We divided media into 4 categories according to the digital media framework:●Display: YouTube, Facebook advertising, affiliate websites (Consideration phase)●Search: SEO, SEM (Evaluation and Purchase phase)●WOM: Facebook page, Beauty Talk forum, Twitter (Evaluation and Enjoying phase)●Dialogue: Direct Mail, Loyalty Programme (Enjoying phase)Money.T here are several methodologies that can be used to determine how much money there should be spent in the effort to achieve the goals,i.e.to determine the level of marketing expenditures.Sephora should use the“objective and task”method:Figure out what they have to do to attain their objectives and then bear the necessary costs.They should also take into consideration their current position on the market(with growth of market share we would expect growth of share of voice).Therefore our expected digital marketing budget would be 40% of total marketing budget.Measurement.A n important part of a campaign proposal is to consider how the effectiveness of these efforts should be m easured.This is indeed a difficult question.Below we provide metrics, that can be used for evaluating each type of digital media tools.●Display: Videos # of views, Facebook ads clickthrough rate●Search: SEO, SEM # of page views, # of visitors, conversion rate●WOM:Facebook page#of likes,#of shares,#of comments,Beauty Talk forum#of comments, # of visitors, Twitter # of likes, # of retweets, # of mentions●Dialogue:Direct Mailresponse rate,Loyalty Programmecustomer retention rate,net promoter scoreInitiativesInitiative (and choice of media) Market Mission Message Money(% ofdigitalmarketingbudget)SearchSEO, SEMGoogle Adwords New customersIncrease brandawareness andknowledge, generateintention to buy,facilitate purchase“We care about thetrend and the need ofour customers”35%Beauty Talk Current customers Increase brandpreference,Create WOM“Make up should befun and experimental”6%Video Productionbeauty tutorials Current customers& new customersIncrease brandknowledge andProduct exclusivity byjoining membership5%attitude, generate intention to buy, increase loyalty “VIP members enjoy the exclusive access to our products”Video/YouTube advertising New customers Increase brandawareness, Initiatetrial, facilitatepurchase“Try this new productexclusively inSephora”6%Ambassador programme cooperation withselected bloggers New customers ¤t customersCreate WOM,increase brandknowledge andattitude“Join the club!” 5%Facebook Development Facebook PageFacebook Ads Twitter Development Current customers& new customersCreate WOM, buildpositive brandattitude and loyalty,generate intention tobuy“Join the club!”“Like our FacebookPage, get exclusiveinformation about newproducts.”10%Social Partnerships New customers Increase brandawareness, facilitatepurchase “Try this new productexclusively inSephora”8%Mobiledevelopment ofAndroid app Current customers Generate intention tobuy & facilitateinstore purchase“Join the club!”“See what productsthe community likes”10%Direct Mail (Beauty Insiders)CurrentCustomersGenerate intention tobuy, facilitatepurchase“Get exclusiveinformation about newproducts.”15%。
绩效主义一毁了索尼案例分析-第四组
绩效主义成就了三星毁了索尼面对索尼由过去的辉煌逐渐退化到如今的落寞，其前常务董事土井利忠认为，20世纪90年代中期之后，由于索尼引入美国式的绩效主义，而扼杀了索尼的创新精神，最终导致索尼在数字时代的失败。
土井利忠对“绩效主义”做了个定义，指的是“业务成果和金钱报酬直接挂钩，员工为了拿到更多报酬而努力工作”，也就是我们中国企业再熟悉不过的“绩效薪酬制度”。
真的是这个东西“毁了索尼”吗？一、绩效主义助推三星转型一个不争的事实是，三星在数字时代打败了索尼，但三星却比索尼更早引入美国式的绩效薪酬制度。
1988年，李健熙接班，提出二次创业，一项重要的举措就是在三星推行“自律经营”。
所谓自律经营，就是将企业经营权和责任全部分配给具有专业资质的各分子公司社长，由他们全权负责，让他们就像企业的主人一样，自主思考、自主决策、自主做事；企业赚到钱之后，拿出一部分奖励他们。
也就是说，三星集团对各子公司经营层实行的是“明确经营的完全责任、赋予履职的足够权限、按照绩效奖励团队”的管理模式。
李健熙认为“奖励工资”是人类最伟大的发明，也是资本主义的一大优势。
李健熙上任后，大胆打破三星传统，推行“信赏必赏”的奖励工资制度，给管理层发放年薪。
三星集团各子公司CEO的年薪中，基本工资只占25%，其余的75%由绩效决定。
这在李秉哲时代以及当时韩国其他公司是不可想象的，引起了极大的震动。
三星干部和员工与公司绩效绑定的收入有两种，一种是半年一次评定发放的“PI”（生产率奖金），另一种是一年一度评定的“PS”（利润分享）。
PI的数额由半年度业务目标达成情况来决定。
每个部门、BU和公司按照“EVA、现金流和每股收益”等指标的半年达成情况被分为A、B、C三级。
PS其实是“超额利润分享”。
每年三星总部都会给下面分子公司下达一个利润目标，经营年度结束后，如果实际利润超过目标利润，超出部分的20%作为奖金分配。
2006年，三星电子超额利润达到2.52亿美元，当年提取用于员工分配的奖金就高达5040万美元。
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Protected intellectual property like patents, licenses etc
Scarcity of important resources, e.G. Qualified expert staff
Threat of New Entrants (II)
Economies of scale (minimum size requirements for profitable operations)
High initial investments and fixed costs
Cost advantages of existing players due to experience curve effects of operation with fully depreciated assets
Economic Factors
Inflation Employment Disposable income Business cycles Energy availability anactors
Demographics Distribution of income Social mobility Lifestyle changes Consumerism Levels of education Others?
Bargaining Power of Suppliers (I)
The market is dominated by a few large suppliers rather than a fragmented source of supply. There are no substitutes for the particular input. The suppliers customers are fragmented, so their bargaining power is low. The switching costs from one supplier to another are high.
MARKETING CASE STUDY
2004.3
CASE STUDY FRAMEWORK
Introduction External analysis-Macro External analysis-Micro Internal analysis SWOTI analysis Redefinition of the problem Goal Alternative solutions Motivated choice Implementation
PEST analysis Five forces analysis Consumer analysis Supplier analysis Stakeholder analysis
PEST analysis
Political/legal
Monopolies legislation Environmental protection laws Taxation policy Employment laws Government policy Legislation Others?
Marketing environment analysis
Macro environment analysis (External) Micro environment analysis (External) Internal environment analysis
External analysis:Macro & Micro
Access to raw materials is controlled by existing players Distribution channels are controlled by existing players Existing players have close customer relations, e.g. From long-term service contracts High switching costs for customers Legislation and government action
Bargaining Power of Suppliers (II)
There is the possibility of the supplier integrating forwards in order to obtain higher prices and margins. This threat is especially high when:
Threat of Substitutes
Brand loyalty of customers Close customer relationships Switching costs for customers The relative price for performance of substitutes Current trends
- The buying industry has a higher profitability than the supplying industry.
- Forward integration provides economies of scale for the supplier.
Technological
New discoveries and innovations Speed of technology transfer Rates of obsolescence Internet Information technology Others?
Threat of New Entrants (I)