Compare and Contrast the Marketing Strategies of Li Ning Domestically and Internationally

| Matching 1. Strength the brand awareness 2. Develop new functional products which are more suitable for Chinese market 3. Hold promotion

This case study will analyze marketing principle and vision in the context of Prince Sports,

Phu Nhuan Jewelry Joint Stock Company (prematurally Phu Nhuan Jewelry Trading Store) was founded in 1988 under the People’s Committee of Phu Nhuan District. Four years later, the company finally become a joint stock company, and its strategy was to turn into a professional provider. PNJ owns jewelry stores which have different brand names such as PNJ Gold, PNJ Silver, CAO fine jewelry and a wholesale trade of stamped gold bars named Phuong Hoang PNJ – Dong A Bank. Additionally, PNJ is the leading brand name in the jewelry industry; in recent annual report of the company in 2015, there were 194 shopping centers in 45 provinces cities nationalwide. Through years of development and operation, PNJ achievements are spectacular such as ranking in top 100 Vietnam best workplaces, top 50

Marketing Dissertation B&Q’s Marketing Strategies An adaptation of B&Q’s marketing strategies in the Chinese home improvement market? This dissertation is submitted in part fulfilment of the MA in Marketing.

Nike is considered one of the most successful companies worldwide. It is well known for being the greatest producer and provider of sport gear, shoes, equipment, and different services. As most countries are now taking part in all different kinds of sport disciplines, we can undoubtedly say that in nowadays’ business world, the sport industry is deemed as one that is worth billion of dollars. Besides, it is very important to mention that Football (Soccer) in its turn is one of -if not the only- most famous sport played all over the world. This is the main reason why most companies belonging to the sport industry have great chances getting into this

In this analysis, our group sought to compare, contrast and evaluate the main business aspects of both organizations, we analyzed company’s form of business and their ownership, organizational structure, strategic plans, marketing, customer service and responsibilities. We used both primary and secondary method of collecting data. Our group members personally had one to one direct conversation with employee’s and from company websites, database, journals etc. We tried to cover all the differences and similarities and then evaluated both companies. Both companies are trying to do best in their own way and in their own speed. Sportchek has better experience in serving customer and make assurance when their customers buy products. Sportchek and Lululemon both make sure that their vision and missions are followed. In terms of marketing, again Sportchek is a step ahead of Lululemon as Sportchek has low prices as compared to Lululemon and it has more investors to invest for promotion. Our research concludes that both companies’ business strategies are effective in their own ways. There are several areas of enhancement of business which can be recommended. In case of Lululemon they are going well but they need to focus more on their planning, whereas Sportchek is huge one or two bad things wrong won’t harm much. We hope both the companies have good future ahead.

· The firm is less stores in countries and cities in the World. In this industry, the competition is very high because both local and foreign competitors in this market while Global Star Enterprises is quite slow to expand its distribution and open more stores in many countries and cities in the World.

Jia-Chien is the middle daughter who is ambitious in advancing her career as a corporate airline executive, having little time for her family and desiring to quickly move out of the house. Jia-Chien’s position shows how women in modern Taiwan occupy jobs in essentially all job markets, yet the fact that she is an executive contrasts even the modern woman gender role—where women do not typically own managerial positions (Gold 1114). Additionally, the Taiwanese airline she works for “is expanding into new countries by acquiring new airline routes in the international market” (Dilley 48) which compares to how Taiwan desired to globalize through markets such as the United States. However the same statement diverges from the notion that western nations are the dominant forces in globalization and instead, the Taiwanese are now the perpetrators of globalization, exerting its own influence on the international market. It is then revealed that Jia-Chien originally wanted to pursue the culinary arts, actually having much talent for cooking, but in the past her father Mr. Chu forbade her from becoming a chef and even from being in the kitchen. Mr. Chu’s reasoning is that Jia-Chien should have a better life with a university education than him, leading to Jia-Chien’s bitterness to her father and complicating their relationship. Mr. Chu’s seemingly oppressive behavior symbolizes Taiwan’s traditional family values as he has power over his daughter and dictates what she can or cannot do.

Another alternative is to focus all of the attention on the expansion of the existing cliental in the global markets. Shanghai Tang’s major consumer base is made up of loyal American and European customers. The market is already well established, they know what the consumers will and will not buy and the demographic of people are already in every major market. 30% of the Mainland China market is made up of American/European consumers. While, not surprisingly, 77% of the US market is made up of the same client profile. What is interesting is that only 12% of the US customer profile is comprised of Asian

First, as a famous brand in the world, LV always chose the new market for luxury goods. For example, now China was its new and important market. Before it opened its shops in China, many Chinese customers had already bought LV product when they were in western countries, which provided a good foundation for Chinese market. Now, LV also entered into the Indian and Russian market. Second, shift in consumption concept and rapid global economic development provided a better development platform for luxury goods.

4. Price: Li Ning’s pricing is one of its major competitive strategies, working to its advantage. However, this is true only of the tier-II and tier-III cities where it has a stronghold. For the mega cities and the tier-I cities, the pricing strategy has to be reworked altogether to increase brand perception. With increasing purchasing power, Li Ning’s ‘value-for-money’ proposition might falter in these cities.

The development of E Manufacturing can be divided into five major phases. First is the brand-building phase (1984-1991). By only focusing on refrigerators, the group had transformed its small factory into the number one refrigerator brand in China. Second is diversification development phase (1991-1998). In this phase, the group had successfully restructured from a single-product company to a manufacturer with multiple product lines including both white and brown goods. Moreover, E Manufacturing had adopted consumer-responsive innovation for particular customer needs. Immediately followed by the third phase of global brand building (1998 -2012) to deepen its market penetration. Foreign sales channels were launched by the group for entering into international mainstream markets where it aims to integrate global resources to build a local brand in each geographic area worldwide. At the beginning of 2013, E Manufacturing being inspired by the latest wave of Internet-based companies is now undergoing the fifth phase-networking strategy stage. The reinvention of the group as an Internet-based company in a way that few other companies have attempted, let alone realized (Company’s website).

Alibaba first commercial venture is Alibaba.com, an online platform that linked SME of Chinese and international manufacturers and buyers. The main reason of Alibaba success development was improving customers’ satisfaction by listening closely to them. The prove is Alibaba had attracted 32m members in 2007, with operating profits and revenues of $105.3m and of $289.5m respectively. Customers satisfaction and trust are believed to be the secret recipe of Alibaba’s success.

Effective brand-management is hence one of the top priorities of the firm as a whole, and each localized strategy should align with this overarching objective. Achieving a strong brand name has been part of Haier’s mission since its foundation and has shaped the firm’s strategy over the years. When demand for refrigerators soared in the late 1980s, the company refrained from splurging into mass production and preferred consolidating its history of high quality products, thus consolidating its brand image and perception. This move later allowed Haier to increase their prices when the Chinese market faced oversupply in 1989, and pave its way to become one of China’s top ranked companies. Management’s efforts to make Haier feel like a local brand to foreign customers is also aligned with their brand-management strategy. Chinese products are often stigmatized by consumers in developed countries for being of poor quality and Haier’s strategy attempts to defy that stigma, ultimately favoring its growth and profitability in international

To sum up, Audi’s marketing strategy in China is different from its strategy in other parts of the world. It typically focuses on high-end market for governmental and business use. Through examining its SPT strategies, it was found that Audi has a clear understanding of its targeting customers and has developed correspondent marketing strategies. Localization is a major theme in