Li Ning Marketing Plan

PetSmart is one of the largest specialty pet retailers of service and solutions for the lifetime of pets. More than 1008 stores are open in the United States and Canada that provide pet foods and supplies that are priced reasonably. PetSmart provides all types of services for pets including pet training, pet grooming, pet boarding and adoption services. In addition to providing impressive value PetSmart has the broadest, deepest product range in the industry, including thousands of products exclusive only to PetSmart. Every year PetSmart takes care of the grooming for hundreds of thousands of pets in what PetSmart calls its PetSmart Salons. These animals are groomed and pampered by stylist who have

Marketing is a very crucial component of every business. The case study mentioned in this paper discusses a complex business structure, where the company’s goals are more concerned with community and environment sustainability. However, for the concerned company to achieve its goals, the Chief Executive Officer needs to improve its profitability without deviating from the core mission. This proposal will address the key issues facing the company, propose strategies to solve the pertinent issues and choose the best strategy for implementation. Furthermore, the proposal will explain the rationale for choosing the aforementioned strategy and analyze the strategy’s execution plan.

As an artist, there are three current self-promotional career goals I have to achieve. My first goal is to be a freelance artist by selling my own artwork online. Most of my artwork consists of concept arts and traditional drawings. My second goal is to publish a children’s illustration book that I made before attending Art School. My aim is to sell my book towards children between 7-12. My final goal (and most important) is to apply for an intern at Pixar animation. I already saw a couple of interns that worked at Pixar and they said it was the mostly enjoyable career they ever have. These are my three goals and there are many steps to take in order to fulfill this dream.

Lululemon Athletica Inc. thrived off its 5 key elements in their growth strategy which helped to acquire a stronger revenue base that enabled them to have a differentiated product line,design and culture. Trademarked fabric and technology helped their brand loyalty which enabled them to get products in and off the shelves in a 2 month period. Additionally 95% of its inventory was sold at regular price. This was attainable because of the strategic multi-channel approach used to enhance its market presence

As part of the marketing strategy, Allstate has to identify the segmentation criteria of customers in the insurance market and consider how each criterion will affect its market selection. After considering the segmentation criteria Allstate can identify its target market. To identify efficiently the target market, Allstate will need to describe the consumers who want or need a web-based claims submission service, identify the factors that influence the purchasing decisions of these customers and determine how their marketing strategy will be affected by the influencing factors. Allstate will also need to study their competitors, and determine how it can differentiate itself in the market

Our company in terms of market share, is dominating every other company in the Private Label segment with the exception of Latin America. Our competencies or advantages in the internet segment are as follows: maintaining strong S/Q ratings, offering free shipping, and targeting our customers with advertising. In the wholesale segment, advertising and our S/Q ratings continue to be our competencies, moreover, we also utilize more retailer outlets. Our advertising strategy is to improve our visibility for our shoes, and it is our distinctive competence. In our wholesale segment, by maintaining strong advertising, we are supporting the retailer’s efforts to create brand awareness for our shoes. We use more retailer outlets which aid the advertising, as there is more exposure for our shoes. Our advertising expenditures across the board are higher than that of our competitors in both the internet and wholesale segments. Dream Athletic takes a cost leadership approach as its business strategy, which allows us to drive our costs down while maintaining our production of stylish and quality footwear. The S/Q rating is currently a core competence as our managers seek to increase the S/Q rating in years to come. The lowest S/Q rating in each region and segment is 4, and our highest S/Q rating across our segments and regions is 5. In the last year, we have increased our spending on TQM/sigma six programs to increase our plants efficiency. Our customers per our success in the industry, demand a stylish and quality shoe; therefore, we will continue to improve this core competence and turn it into a distinctive

Nike became very successful and became the #1 Sports brand in the world. However, Nike could not slack off as their competitors might surpass them. For years, Adidas was Nike’s biggest competitor. However, recent studies show as of 2015, Under Armour has become the second biggest Sports brand in the world. Under Armour revenue was reported to be about $17,000 in 1996 (year the company was founded). Now, Under Armour has reported to be making a little over $2 billion a year while their biggest competitor, Adidas, has dropped quite a bit and making a little under $2 billion a year. Though, both companies seem to be doing well, neither is close to Nike’s revenue a year. Nike is making over $11 million a year; Nike’s Jordan brand has reported to be making a little over $2 billion a year alone. Nike will always be the #1 Sports brand in the U.S. and in the world. The company will continue to grow with not only their Jordan brand, but with more and more star athletes the company

Nike, Adidas and Under Armour are the largest brands in the athletic/sportswear monopolistic market. As of 2015, Nike’s revenue was $30.1 billion, the revenue of Adidas was $4.57 billion, while Under Armour’s revenue was $3.96 billion. Though all of the companies are large, Nike has a little more than 60% of the brand share dollars as compared to Adidas’ 11% and Under Armour’s 7% (Figure 1). Nike has some major strategies that

There are over 1.1 million men and woman amateur and pro bodybuilders alone in the United States. The IFBB has competitors age ranges from as young as 16 years to as old as 83 within a range categories for competition, The NutiBullet Pro is a necessary tool to assist the competitors in preparing for competitions fulfilling a need for a quick, convenient and easy way for bodybuilders to create their protein shakes, whey smoothies or one of their required 6 to 7 meals a day.

In 2001, the company announced a conscious decision to become more customer focused, and increased the resources allocated to consumer research and marketing. In June 2004, in preparation for its initial public offering on the Hong Kong stock exchange, Li Ning intensified its efforts to achieve transparency and adopt a coherent vision and system of company values. Brand internationalization was incorporated in the business strategy. Company growth was driven by overall growth in the domestic economy and supported by investments in R&D and a stream of new product launches. With significant improvements in design, especially in footwear, it became possible to extract a price premium, and footwear gained increasing importance in Li Ning’s product mix (Exhibit 3).

In response to rising popularity of e-commerce, Nike should enhance its direct interaction with consumers by having its own localized online shopping site in all the countries it has operations, including Malaysia. The brand should connect more personally with its customers to help each individual make the right choices for the same products’ quality but at lower prices (considering no additional costs involved compared to running a brick-and-mortar store). This is also in view of the fact that a large number of customers being sceptical about the quality of Nike products when buying online from the third-party e-commerce sites. This strategy would be in line with Nike’s broader effort to boost its direct-to-consumer sales from US$6.6billion in 2015 to US$16billion in 2020 (YahooFinance, Sept, 2017), to counter the dwindling sales growth from its wholesale segment (graph

In comparison, the primary objective of Li-Ning is to increase its overall market share “from the current 17% to 20% in 3 years time” and defend its first place in China sportswear market against strong competition (Li-Ning Company). To achieve this goal, Li-Ning has to improve the customers’ brand recognition, rationalize market segments and the mission of Li-Ning is through sports, they “inspire people’s desire and power to make breakthroughs.” The vision is to be the world 's leading brand in the sports goods industry.

“ZENN Motor Company is dedicated to enabling emission-free, energy-efficient transportation.” (ZMC profile, 2012) ZENN Motor Company is planning to launch a highway speed capable, 300km range passenger vehicle, priced competitively with a very low operating cost, named the cityZENN. Zenn Motor Company will be

Adidas’ mission is to become the best sportswear brand; “best” meaning producing and selling the highest quality products with the best possible service and experience. In order to become the best, Adidas must take down Nike and secure the number one sports brand position. As shown in Figure 1, Nike’s presence alone (excluding the brands it owns) in the US athletic footwear market share is more than double of Adidas’.

In addition to focusing on SMEs, Li & Fung should focus on acquiring or merging with competing firms. The company should try to get into markets in developing countries such as India. It would also be beneficial for the company to try to break through into new products that are complementary to clothing such as footwear.