Yum! Brands

Strengths First mover advantage, diverse product range and effective merchandising and marketing… It is the most strongly established brand, among the global apparel and footwear brands, and its image has been tirelessly complemented by appealing products and enticing marketing featuring photo shoots and fashion shows of supermodels. It should continue to attract affluent buyers irrespective to the macro environment. Combined to an in store experience and a pragmatic global distribution channel

Having a collaboration with these three firms will allow WLK to gain access to their well-established distribution channels, build up their brand name as they are seen associated with well-known brands and finally, reduces their risk of entering the fountain market. On the flip side, WLK is desirable as a collaboration partner since they are currently China 's market leader in canned drinks. Besides, China consumers favour

structures- Conventional Franchise, development licence or affiliate. The relationship between McDonald’s and the franchisees is critical for the overall performance of the McDonald’s brand. The business relationship is supported by contractual agreement that requires commitment to standards and policies to protect McDonald’s Brand. McDonald’s is viewed primarily as a franchisor, 85% of their restaurants are owned by independent franchisees. Franchising enables them to benefit from

Brand building, consumer health and wellness, and advertising and promotions were all critical to success in the industry. Kraft’s ability to compete with lower priced snacks showed its ability to differentiate itself from other lower priced competitors

Powder brand at an affordable price, which could replace in the long-run Campeiro, its cheapest brand. However this strategy is not without any risks, since it can lead to the cannibalization of Minerva. With 81% of market shares in Brazil, Unilever is the leader of the Detergent Powder market. It owns three brands in Brazil: Omo, Minerva and Campeiro. Omo is the top brand of the portfolio and perceived as a high quality at a premium position. Minerva is a medium quality product with low brand awareness

Question 1 The international business environment that Harley-Davidson faces includes several challenges and obstacles. These challenges include trying to increase sales in nations that already offer well-known brands of motorcycles at cheaper costs. Besides having to compete with local brands, in places such as Europe each specific country may have different preferences on styling, size, and the type of performance. Other obstacles include high tariffs in some emerging markets, potential for piracy

convey the benefits of the Quartz units to both plumbers and consumers adequately there is no reason Quartz cannot fuel Aqualisa’s growth for the next several years. 4. Aqualisa currently has three brands: Aqualisa, Gainsborough, and ShowerMax. What is the rationale behind this multiple brand strategy? Does it make sense? The act of managing

Competitor Analysis Home Depot competitors are primarily in the home improvement and hardware retail industry, but also compete in the building materials retail and distribution, consumer electronics and appliances retail, and convenience stores and truck stops sectors. Some of Home Depot’s main competitors include: Lowe’s, True Value, and Ace Hardware. Now, these competitors are the main competition of Home Depot and all three stores carry about 75% if not more of what Home Depot sells. Keep

accessories that may suit the buying customer. In case of Wal-Mart, they have their in house brand, George, which provides consumers with reasonable priced products and carry other brand names as well so consumer has more choices. The difference here would be the preference of the consumer. Do I go for a dress or suit with a brand name or a suit or dress that would fit me well and does not matter what brand it is. A luxury clothier would have more variety of choices since clothing is their main line

shown by the SKU (stock keeping units) of 3500 compared to the traditional supermarket, which has an SKU of 55,000 (Kowitt, 2010). Trader Joe’s keeps their SKU much lower which enables them to constantly offer high numbers of new products. Therefore brand loyalty will not be as high for Trader Joe’s. Trader Joe’s keeps their costs per unit down achieving exceptional economies of scale. All of these barriers to enter the market make it difficult for new entrants trying to enter the market. The second