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Target Market

In the Cincinnati area, the target market would be university or

college students, young professionals and professionals not more than

45 years of age. Craft beer industry trends shows that more young

people prefer craft beers and Cincinnati hosts the University of

Cincinnati together with other colleges and universities to constitute a

target market for Zebra beers. The expansion of the market to include

professionals not more than 45 years old is a response to the

geographic location of the market. Cincinnati forms part of the

Southwestern region of the US, which has the smallest existing market

for craft beers. This means that Madcap has to expand its market in

order to gain a greater market share necessary to allow the company

to achieve long-term viability amidst the impending shake out of craft


2. Distributors

In the Cincinnati area, tapping a wide range of distributors is

necessary to reach the wider target market of the company through a

two-tiered channel of distribution. Two-tiered distribution means that

the company has to contact directly retailers for exclusive or non-

exclusive distribution of their products. Targeted distributors are those

that cater to the market of craft beer such as high-end bars and clubs,

four and five star restaurants and hotels, membership clubs, and

similar distributors as primary channels of distribution and mass

marketing channels as secondary distributors. In order to gain positive

responses from these distributors, the company needs to develop high

value for its Zebra brand. By bringing Zebra beers to the areas where

the target market commonly goes, the probability of the market taking

interest and trying the beer increases. The association of the brand

with these venues would also support the maintenance of the product

price under super premium price at $5.99 for a six-pack.

3. Task & Objective

Overall, the promotional plan involves two tasks for

simultaneous accomplishment. One is the identification and selection

of high-end distributors. Apart from the target market of these

distributors matching the target market of the company, the number of

target consumers that the establishments can draw need

consideration. Selecting distribution establishments able to draw the

target market in large numbers and providing an environment

conducive to the consumption of craft beer will gain preference.

Another criterion for selection is the possibility of these distribution

channels in engaging in exclusive distribution or at the least preferred

sales of Zebra beers. Gaining a distribution channel with all these three

criteria would greatly contribute to the achievement of the sales target

of the company for its craft beer brand.

The other activity is building on brand equity. This is necessary

in order for the company to have value that it can use to negotiate

with distributors for the general distribution of its products, preferred

sale of its beer products or exclusive distribution of Zebra beers.

Achieving this necessitates television advertising in local or regional

stations, local celebrity endorsements, hosting of special local events,

as well as the continuation of its radio commercial stints. The objective

of intensifying its promotional plan is to gain the interest of its target

market, get them to try the product, develop a good impression of the

product and brand, recommend the brand to their peers, regularly visit

distribution establishments selling the product, and remember the

brand when they grow old.

Ultimately, the goal of simultaneously doing these activities is

to develop a higher degree of brand and product loyalty with the target
consumers while they are young in order to keep them as regular

consumers in the future. This allows the company to establish a market

base in the long run.

4. Percent of Sales

In Ohio, there is small margin of market share shared by small

craft brewers. The medium and large breweries have taken control of

95.7 percent of the market with only 4.3 percent shared by small

breweries. During the shake out, Madcap aims to remain in the

industry as well as capture majority of the 4.3 percent market share.

With regard to brand, 33 percent of the market is shared by other

brands apart from the brands of the medium and large breweries.

Madcap expects to gain majority of this 33 percent market share in the

future. With its promotional plan, the company targets to gain an

average increase in sales of 5 percent every year.

5. Budget Method

Madcap needs to increase its advertising budget to 3 to 5

percent of the projected sales for television advertising, local celebrity

endorsements, special local events hosting, and radio advertising. It

also has to optimize its limited budget through networking with the

business community since the market is relatively small to gain their

support in terms of endorsements and distribution. Using percentage

as budget method instead of a definite amount ensures that the

budget allocation would always depend upon the revenue generated

by the firm. Since the company has a limited budget it is not rational to
set a definite amount especially if the amount is more than what the

company can afford to allocate for advertising, more so since it has

failed to achieve its target sales in the Cincinnati market.

6. Advertising

The advertising budget will cover four types of advertising.

First is television advertising in local networks to be aired in shows
catering to the target market. Although, this involves greater cost, this
would also result to greater brand and product exposure to draw
higher brand recognition when they visit the distribution
establishments. The advertising content should be classy and fun to
draw the attention of the target market. Second is local celebrity
endorsement that could also constitute the television advertisement.
Normally, this involves great cost but local celebrities involve lower
cost for the company and there are means of obtaining endorsements
through familial or community ties especially if the owners are well
known in the community. Third is the hosting of special events in the
locality. This draws a wide range of market segments but selecting the
type of event to host could still support the development of linkage of
the brand with its target market. Fourth is continuation of radio
advertising. Since this worked for the company for some time but it
may need to change its approach by focusing more on the brand
instead of the company owners to support brand loyalty since the
company name is different from the brand.

Business Plan

1. Executive Summary
Airline business is a challenging business. It has been noted to be the
most competitive business in the world. Marketing executives should
also be competitive to cope with the challenges of this kind of

Cathay Pacific is one of the market leaders in the airlines business in

Asia. The company has it great opportunities. The airline is committed
to quality service. In addition, it has its competitive advantage. Cathay
Pacific has great opportunities of expanding and improving its services.

This paper is a business plan for Cathay Pacific Airways to exploit the
business opportunities that are open to the company.

2. Business Background

Cathay Pacific Airways Limited is an Asian commercial airline founded

in 1946 which is based in Hong Kong and offering passenger services
and cargo services to 102 destinations world-wide. It is a flag carrier of
Hong Kong with its main base at Hong Kong International Airport.

Cathay Pacific is the major shareholder in AHK Air Hong Kong Limited,
an all cargo carrier that offers scheduled services in the Asia region,
and is a shareholder in Hong Kong Dragon Airlines Limited.

“The airline business is a challenging operation. Operational

information can be very dynamic and keeping customers well informed
is a daunting task. Information, fares and schedules have to be
accurate; sales promotions and marketing activities are constantly
changing and typhoons cause last minute schedule changes or
cancellations.” ()

The opportunity and strategy

Despite the various challenges in which airlines faces, there is an

opportunity for e-business. It has been known today that travel and the
Internet have a natural association. Cathay Pacific Airways has the
potential of this partnership and be successful in consumer e-
commerce. In 2000, Cathay Pacific Airways forged ahead with an
ambitious goal to become Asia’s leading e-business airline and
promptly set up a new cross-functional department staffed by
experienced airline people and newly recruited e-business

Cathay Pacific Airways is committed to invest in services that enhance

value to their customers while improving productivity and reducing
information technology costs. With this, the company has leveraged to

Cathay Pacific Airways is known to be Hong Kong’s leading

airlines gives them the opportunity to acquire more customers and
generate more revenues. People would have more confidence on
airlines that are recognized by the award winning bodies because it
would make the people have more confidence on flying with the said

In addition, with Cathay Pacific Airlways’ online booking, they

give more convenience to their customer giving them the chance to
attract more customers especially with people that have no time to go
to airlines branches for bookings.

The airline has also an opportunity of technology advancement

for easier transaction and operations and for more convenience for
customers and employees. Moreover, with its recognition, the airline
attracts more opportunities of expansion.

Furthermore, the company has design learning experiences for

the employees to deliver consistent good services to customers. The
company has encouraged a culture of self responsibility, courage to
innovate and openness to collaborate within the organization.
Additionally, e-learning strategy cut the time required for certain
training courses. ()

The online brand building technique has also been a good

strategy for the company. “The airline's approach towards reaching its
audience by building online partnerships with leading brands such as
Universal McCann, CNN, Yahoo! and has made it one of the
major online marketers in Hong Kong and across the Asia Pacific

Source of competitive advantage

The source of Cathay Pacific Airways competitive advantage is from

the continuous dedication to high-quality service which has elevated
the company to new heights of success in the highly-competitive
airline industry. In addition, Cathay Pacific has always relied on
Information Technology (IT) to meet their infrastructure demands while
gearing up its internal operations for efficiency. IT provides the airlines
with two distinct advantages—an efficient reservation system and an
engineering system that keep the airlines' planes constantly fit for air

“Cathay Pacific is renowned for its award winning “Service Straight

From The Heart” both on the ground and in the air. As the airline of
Hong Kong, Cathay Pacific is committed to enhancing Hong Kong as a
leading global aviation and logistics hub.” ()

Management Background, Qualities and Experience



Background and Experience

Senior Management

Chris Pratt


CBE, joined John Swire & Sons Limited in 1978 and has worked with the
group in Hong Kong, Australia and Papua New Guinea. He is also
Chairman of Swire Pacific Limited and John Swire & Sons (H.K.) Limited,
and a director of Swire Properties Limited. He served as Executive
Director of Swire Pacific’s Trading and Industrial Division from 2000 to

Philip Chen

Chief Executive
He joined Swire in 1977 and has worked with the group in Hong Kong,
Mainland China and the Asia Pacific region. He has been a director of
Cathay Pacific since 1997 and was appointed Chief Operating Officer in
1998. He served as Chief Executive of Hong Kong Dragon Airlines
Limited from 1994 to 1997.

Tony Tyler

Chief Operating Officer

He joined Swire in 1977 and has worked with the group in Hong Kong,
Australia, the Philippines, Canada, Japan, Italy and the United Kingdom.
He served as Director Corporate Development from 1996 to 2004 and
is a Director of Hong Kong Aircraft Engineering Company Limited,
Dragonair and Air Hong Kong.

Robert Atkinson

Finance Director

He joined the Swire group in 1979 and in addition to Hong Kong, he

has worked for the group in Japan, the United Kingdom and the United

Nick Rhodes

Director Flight Operations

He oversees all aspects of the airline's global flight operations. He has

worked with the Group for more than 22 years, including the past five
years in the Flight Operations Department as General Manager

Derek Cridland

Engineering Director

He joined Cathay Pacific in 1982 and was previously employed by the

International Civil Aviation Organisation (ICAO) and British Airways. He
is also a Director of Hong Kong Aircraft Engineering Company Limited,
Hong Kong Aero Engine Services Limited, and Associated Engineers

James Barrington
Director Sales and Marketing

He joined Cathay Pacific in 1983 and has since held a variety of posts
in the company. These include Country Manager for Malaysia and
Brunei, Staff Manager for Outports, Manager for Passenger Product,
Vice-President for Canada, and General Manager Cargo.

William Chau

Director Personnel

He first joined Cathay Pacific in October 1973 as a Cargo Officer, and

has held a number of positions within the airline in the areas of cargo,
airport services, and personnel.

Augustus Tang

Director Corporate Development

joined Cathay Pacific in 1982 as a management trainee and has held

several positions with the airline, including postings to Malaysia and
Japan. He was previously Director Corporate Planning since 2000 and is
also a Director of Cathay Pacific Catering Services Hong Kong Limited
and Air Hong Kong.

Edward Nicol

Director Information Management

His responsibilities include overseeing the strategic positioning and

delivery of the airline's information management and technology
needs.He has previously held positions as CEO of Tenzing
Communications,providers of airline inflight email and SMS
services,and CEO of Cathay Pacific's Catering Division.He has worked
with Cathay Pacific since 1975.

Ron Mathison

Director and General Manager Cargo

joined Cathay Pacific in 1984. He has held a number of managerial

positions overseas as well as in marketing and sales and revenue
management. He has been involved in loyalty marketing since January
1995, and launched the Asia Miles Travel Reward Programme in 1999.
Quince Chong

Director Service Delivery

joined Cathay Pacific in 1998 as Manager Corporate Communication,

was appointed General Manager Inflight Services in August 2000. She
has been a Director of Cathay Pacific Catering Services Hong Kong Ltd
since September 2000.

Non-Executive Directors


Director of the Company

He is also Finance Director of Swire Pacific Limited and a Director of

John Swire & Sons (H.K.) Limited and Swire Properties Limited. He
joined the Swire group in 1986.

Hung Ling Henry FAN

Director of the Company

He was appointed Deputy Chairman in January 1997. He is Managing

Director of CITIC Pacific Limited.

CHANG, Li Hsien Leslie

Alternate Director to Mr. FAN Hung Ling Henry

He is an executive director of CITIC Pacific Limited

HO, Cho Ying Davy

Director of the Company

He is also a Director of Swire Pacific Limited, Hong Kong Aircraft

Engineering Company Limited and John Swire & Sons (H.K.) Limited. He
joined the Swire group in 1970.

HUGHES-HALLETT, James Wyndham John

Director of the Company

He is also Chairman of John Swire & Sons Limited and a Director of
Swire Pacific Limited and Swire Properties Limited. He joined the Swire
group in 1976 and in addition to Hong Kong has worked for the group
in Japan, Taiwan and Australia.

LI, Jiaxiang

Director and Deputy Chairman of the Company

He is the Chairman of the Board and a Non-Executive Director of Air

China Limited. He is also President of China National Aviation Holding

MOORE, Vernon Francis

Director of the Company

He is Deputy Managing Director of CITIC Pacific Limited.

Robert Barclay WOODS

Director of the Company

He was appointed Director of John Swire & Sons Limited in May 2002.
He is also Chairman of P&O Ferries and Southampton Container


Director of the Company

She is the Vice President and Chairman of the Commercial Committee

of Air China.

Independent Non-Executive Directors

LEE, Ting Chang Peter

Director of the Company

He is Chairman of Hysan Development Company Limited and is also a

Director of Hang Seng Bank Limited and SCMP Group Limited.

OR, Ching Fai Raymond

Director of the Company

He is an Executive Director of The Hong Kong and Shanghai Banking
Corporation Limited. He is a Director of Hang Seng Bank Limited and
has been a Vice-Chairman and Chief Executive since May 2005.He is
Chairman of HSBC Insurance (Asia-Pacific)Holdings Limited, and a
Director of Bank of Communications Limited, Esprit Holdings Limited,
Hong Kong Interbank Clearing Limited and Hutchison Whampoa

SO, Chak Kwong Jack

Director of the Company

He is Deputy Chairman and Group Managing Director of PCCW Limited.

He is also a Director of The Hong Kong and Shanghai Banking
Corporation Limited.

TUNG, Chee Chen

Director of the Company

He is Chairman of Orient Overseas (International) Limited.

3. Operational Plan

Company mission and objective

The company’s vision is to be the most admired airline in the world. To

achieve that hallmark as a service leader, the company is committed
to service enhancements that reflect its unique motto, “Service
Straight from the Heart.”

Ensuring safety comes first

Providing Service Straight From the Heart
Encouraging product leadership
Delivering superior financial returns
Providing rewarding career opportunities

Cathay Pacific weekly aircraft departures are estimated to be

approximately 1,250 of 102 destinations in 35 countries. The reported
passengers carried in 2005 reached to a total of 15,438,243 and cargo
carried in 2005 reached to a total of 1,118,047 tonnes.

Cathay Pacific Cargo operates scheduled long-haul freighter services to

world-wide destinations that include Paris, Milan, Manchester, Brussels,
Dubai, Dehli, Bombay, Sydney, Melbourne, Chicago, Los Angels and
New York.

Cathay Pacific Cargo also operate freighter services to Hong Kong-

Tokyo-Taipei-Hong Kong six times a week, a direct freighter service to
Tokyo and Seoul once a week. A freighter service to Sydney and

Cathay Pacific Cargo arranges extensive trucking services within

Europe, North America, Hong Kong, North-east Asia, Africa, Middle East
and New Zealand. The services enable your cargo to reach
destinations where Cathay Pacific does not fly directly.

The Group's principal activity is the operation of an international

airline. The Group offers scheduled cargo and passenger services to
102 destinations around the world. Other activities include airline
catering, aircraft handling and engineering, provision of computerised
reservation systems, ground and ramp handling, aircrew and financial
services and property investment. Operations of the Group are carried
out in Hong Kong, Isle of Man, Canada, the People's Republic of China
and Bermuda.

4. Market Research and Analysis

Target Customer

Cathay Pacific key target customers includes the multi-sector,

premium, frequent international traveler.

Competitor and Competitive Edges

Top competitors of Cathay Pacific include British Airways China

Airlines, China Southern Airlines and Singapore Airlines.

The main competitive advantage of Cathay Pacific is on their brand

strength which is consistently good service and sophistication
congruent with the world's greatest city. It has also ties in with Hong
Kong image faultlessly. Cathay Pacific also offers superb services in
ground to air.

In addition, Cathay Pacific is dedicated to technological excellence for

its products and services. It was one of the first airlines to provide
inflight email. It also offers online ticketing and check-in, a
downloadable timetable, and the notiFLY flight paging service, which
delivers real-time flight information updates to customers via email or
on their mobile phones. The iPermit scheme enables Taiwan residents
to apply for Hong Kong visas via the internet and collect them upon
arrival at Hong Kong International Airport. Its inflight entertainment
system offers more than 20 video channels and an audio/video on
demand system for First and Business class passengers. It was voted
"World's Leading Use of Inflight Technology" in the World Travel
Awards 2003 poll of 80,000 travel industry professionals.

5. Economic of the Business

“Air travel remains a large and growing industry. It facilitates economic

growth, world trade, international investment and tourism and is
therefore central to the globalization taking place in many other

In the past decade, air travel has grown by 7% per year. Travel for
both business and leisure purposes grew strongly worldwide.
Scheduled airlines carried 1.5 billion passengers last year. In the
leisure market, the availability of large aircraft such as the Boeing 747
made it convenient and affordable for people to travel further to new
and exotic destinations. Governments in developing countries realized
the benefits of tourism to their national economies and spurred the
development of resorts and infrastructure to lure tourists from the
prosperous countries in Western Europe and North America. As the
economies of developing countries grow, their own citizens are already
becoming the new international tourists of the future.

Business travel has also grown as companies become increasingly

international in terms of their investments, their supply and production
chains and their customers. The rapid growth of world trade in goods
and services and international direct investment have also contributed
to growth in business travel. Airlines' profitability is closely tied to
economic growth and trade.
Since then, airlines have had to recognize the need for radical change
to ensure their survival and prosperity. Many have tried to cut costs
aggressively, to reduce capacity growth and to increase load factors.
At a time of renewed economic growth, such actions have returned the
industry as a whole to profitability.

To meet the requirements of their increasingly discerning customers,

some airlines have to invest heavily in the quality of service that they
offer, both on the ground and in the air. Ticketless travel, new
interactive entertainment systems, and more comfortable seating are
just some of the product enhancements being introduced to attract
and retain customers.

A number of factors are forcing airlines to become more efficient. The

airline industry has proceeded along the path towards globalization
and consolidation, characteristics associated with the normal
development of many other industries. It has done this through the
establishment of alliances and partnerships between airlines, linking
their networks to expand access to their customers. Hundreds of
airlines have entered into alliances, ranging from marketing
agreements and code-shares to franchises and equity transfers.

The outlook for the air travel industry is one of strong growth.
Forecasts suggest that the number of passengers will double by 2010.
For airlines, the future will hold many challenges. Successful airlines
will be those that continue to tackle their costs and improve their
products, thereby securing a strong presence in the key world aviation
markets.” ()

6. Marketing Plan

Overall Marketing Strategy

Cathay Pacific Airways marketing strategy is focused in terms of

market achievements, marketing strategy and positioning, advertising
and promotion campaigns, product development, design and package
as well as after-sales service, according to a press release from the
Cathay Pacific Airways.

Market Segments
Cathay Pacific Airways key target market is the multi-sector,
premium, frequent international traveler.

7. Business Expansion – set up plan

The foremost expansion plan of the company is to make the company

a wholly owned subsidiary which will create significant value. PArt of
their expansion plan is to increase existing stake in Air China.

There is also a plan to further order a number of aircraft for delivery. In

addition, additional services will be offered. A freighter service to
Chennai and increased our frequency to Atlanta, Dallas, Delhi, Mumbai,
Penang and Singapore will be commenced.

8. Future Plan

In the future, the company is planning to build and operate on their

own cargo terminal at Hong Kong International Airport with an eventual
planned annual capacity of five million tonnes. This will enable the
company to pursue aggressive cargo growth plans, make significant
cost savings, introduce product innovation and strengthen Hong
Kong’s position as a global logistics hub.

Executive Summary
Mondetta is a young and growing company, which will be launching products as
well as expanding into to countries, territories and regions. They will be focusing
on market penetration and expansion. Our case study talks about how, where and
when will they do this?
Customer Profile and Market
The customer profile for Mondetta would be people from;
• Canada
• America
• Europe
These people would be between the ages of 13 to 30, who would have enough
money to spend on High end clothing. They target wealthier clientele (kids or
young adults.), who want quality and brand name products. Their target market
is not the average Jack or Jill. Their market, is spread out through
out Canada, their major customers are-
• Bootleggers (nationwide)
• Below the Belt
• Off the Wall (western regional chains)
• Easton's in Winnipeg
Their market is vast, competitive and always growing.

• The clothing industry is a highly competitive one and Mondetta Everywhere has
to compete with well established brand names. These brand name companies
have been in the clothing industry for many years and have a well established
reputation with their consumers. They also have better channels of distribution in
all the markets • local, international, regional than Mondetta Everywhere. Guess,
Request and B.U.M are just a few examples of the various companies in their
clothing industry and are main competitors of Mondetta Everywhere.

• Clothing that is up to date and a new line of clothing that is unique and has the
potential to become a trend. Also a separate line of clothing (3-piece suits) made
with higher quality fabrics, like the ones used by other high class companies such
as Versace etc.
• For college students:
1. Buy 1 and get another half price.
2. Student discount cards.
3. Name drawing for the newest game console and game titles (they would get a
ticket at the cash register). name drawing for..

Promo Plan



Title Page

Executive Summary


Marketing size



Internal and external factors-impacting on creative



Marketing objectives for football







Monitor, evaluate and


Your Marketing Plan: Getting Started

When developing or updating plans, knowing where to start is often a challenge.
To better develop effective strategies to use in your market
Do you have a written marketing plan to help guide your decisions throughout the
year? If not, it is time to write one. The traditional time for plan development is at
year-end, when budgets are being set. If you have formal budgeting in place, this
makes sense. A marketing plan, however, can be developed or updated at any
time because it helps with day-to-day, as well as long-term decisions.
Planning need not be scary or difficult. By taking the process a step at a time ―
first creating the marketing plan outline, then writing the plan from the outline ― it
becomes manageable. You will need to set aside quality time for creating your
plan, whether a single day or several sessions. There are different ways to write
a marketing plan, ranging from simple, one-day plans to book length documents.
One way is to develop a marketing plan outline using a five-step process, then
writing the plan at a level of detail applicable to your situation.
Marketing Plan Outline
There is no single "correct" way to develop the outline. There are, however,
some generally accepted topics to be covered in a plan. I've included some
common sections in a printable marketing plan outline PDF here.
Your list of outline topics might include:
▪ Executive summary
▪ Industry analyses - SWOT: strengths, weaknesses, opportunities and
threats- Porter 5 forces analysis: customers; your own company; current
and future competitors; suppliers; and the regulatory environment.
▪ The target market- Target market demographics: income levels; interests;
activities; living environment; other geographic descriptions; psychological
mindsets; political affiliations; family situations; age ranges; tastes; etc.-
Industry or societal trends that affect your customers.- Your target
customers' needs and wants, and corresponding product benefits.
▪ Marketing strategy- Overall objectives and mission statement- Positioning
relative to competitors and in eyes of customers- General strategies to
reach objectives and fulfill mission- Marketing mix, including specific
marketing programs - Products - Pricing strategies - Distribution
channels - Promotions, advertising and other marketing programs
▪ Forecasts- Size of target market and growth projections.- Sales growth
▪ Financial analysis- Pro forma profit and loss (P&L) for each product and in
total: sales forecasts, cost of goods, marketing budgets, fixed overhead
and variable expense projections, profit margins- Breakeven analysis-
"What-if" scenarios (sensitivity analysis)
Measurements- Measurable goals and success metrics for each program-
Intermediate measurements for monitoring progress

[Note: Aside from the Executive Summary -- which always appears first and summarizes
your plan -- the order you present information in the marketing plan is flexible. You may
present the goals, products, and strategies sections first, then analyses, financials, etc.
sections as supporting documentation. Or (as shown here) present analyses first, as a
lead-in to goals and strategies.]
Cover Sheet [Fill in name, address, phone, marketing team members (title, address,
phone), date marketing plan prepared, who prepared, version/copy number (if more than
Part 1: Executive Summary
Answer “who,” “what,” “when,” “where,” and “how” with respect to marketing
objectives and strategies; forecasts; marketing and product finances; etc. The Executive
Summary should be done last, after all marketing plan analysis and details have been
Part 2: Industry Analyses
This is an overview of the industry and key insights into competitors, suppliers, the
regulatory environment, customers and the company's place within the industry.
SWOT Analysis: Detail the strengths, weaknesses, opportunities and threats in industry.
For more on completing a basic or expanded SWOT analysis, see: (When
typing the URL into a browser, note there is an underscore ("_") between "marketing"
and "management," and SWOT is in all caps.)
Porter's 5 Forces analysis: Analyze the dynamics between and activities of current and
future competitors; your own company; substitutes for the products your company
markets; the industry suppliers; and customers. Do not forget to factor in regulatory
issues. For more about Porter's 5 Forces, read:
(When typing the URL into a browser, note there are underscores ("_") between
"marketing" and "management" as well as between "marketing" and "strategy." Also, all
letters are lower case.)
Part 3: Products and Corresponding Target Markets
Here, describe your products and your target customers for each. For each product or
brand, include:
- Target market demographics such as income levels; interests; activities; living
environments; other geographic descriptions; psychological mindsets; political
affiliations; family situations; age ranges; tastes; etc. - Industry or societal trends that
affect your customers.
- Your target customers' needs and wants, and corresponding benefits received from
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