Marketing Plan: Winners Company

Group Members: Mina Raafat Eshak , Mina

Nessem Ayad , Michel Soliman Fawzy ,
Melad Magdy Nasef , Mina Nagy Yonan ,
Mostafa Mohamed Abd-Elbaky
 Executive Summary
The Winners Company is preparing to launch a new line of
nanotechnology shoe Called NeverWet. Although the shoes
market is maturing, the nanotechnology products category is still
growing. NeverWet will be positioned by the slogan Expect
moreindicating that the brand offers more in the way of
desirable product features and benefits at a competitive price.
Winners is taking advantages:
Company and Product Attention
A product launch generates attention. When Winners issue a
press release that gets published. People read about Winners
new product and, at the same time. Learn about or get introduced
to Winners. People often click through to Winners website when
reading the story online to learn more about the product;
potential customers might read up on Winners, especially if it is
relatively unknown. This attention can lead to a larger customer
base and more sales for both the new product and other of
Winners products.
Increase Revenue
When Winners launch a new product successfully and it sells
well, it can cover the development and launch costs -- generating
a profit for Winners. If the product is evergreen -- something that
people will need or use for a long time -- the revenue stream that
begins with the product launch can be consistent for many years
 Company Reputation
If Winners newly launched product sells well or fills an
unaddressed consumer need -- particularly one ignored by other
companies Winners can become an industry leader with a
reputation for developing industry-changing products and
bringing them to market. When consumers or target customers
trust Winners, Winners next product launch is likely to sell well
initially, based on the success of Winners previous product and
Winners overall company reputation.
New Business Relationships
A product launch can generate new partnerships or business
relationships. If Winners company is a startup, a successful
product launch can lead to larger companies making offers to
acquire Winners company. Others might want to invest in
Winners company, based on Winners new product, or might
want to form a business relationship to sell Winners product to
more people in a revenue-sharing model.
NeverWet will target similar Generation Y who are maturing and
Looking for an alternative shoe product that have more features
like NeverWet Nanotechnology presents.
The Primary marketing objective is to achieve first-
year E.G. sales of $15 million,
Roughly 2 percent of the enhanced shoe market. Based on this
market share goal, the company expects to sell more than 20
million units the first year and break even in the final period of the
year.

Current Marketing Situation

Founded in 2015, The Winners Company Found success primarily
by using nanotechnology in such products likes NeverWet shoes.
Its NeverWet brand hit the market with special colorful
Changeable shoe with special spray makes it waterproof.
Competition is more intense now than ever as demand slows,
industry consolidation
Continues, and new types of shoes emerge The E.G. market is
dominated by three global corporations. With a portfolio of 8
brands including (Puma, Adidas, Nike , Ralph Lauren,Timberland,
ZARA, bershka, pull and bear, jack and jones) zara and pull and
bear leads the market for Plain For the wear market, However,
when
All subcategories of shoes are included, Nike and Adidas leads the
market with a 54 percent share, to break into this market,
dominated by huge global corporations and littered with
Dozens of other small players,
Winners must carefully target specific segments with
Features and benefits valued by those segments.
Market Description
The shoe market consists of different types of shoes. The Line-up
, Wingtips, Suede Oxford wingtips, Loafers, Moccasins, Boat Shoes,
Sneakers, Trainers, Boots, Chelsea, Combat, Hiking, Hybrid Boots,
Although these different types of shoes are sold as consumer
products
Although some consumers may not perceive much of a difference
between brands, others are drawn to specific product features
and benefits provided by different brands. For example, some
consumers may perceive Adidas or Nike as a shoes same alike
nothing different like materials used to made each shoe some
may look at adidas as a sport shoes brand and better than Nike
because The Barcalona forward and super star and the legend in
football Lionel Messi present it, In the other direction some may
look at Nike as a sport shoes brand and better than adidas
because The Real Madrid Forward and super star Christiano
Ronaldo present it
Winners market for NeverWet consists of consumers of single-
serving-sized shoes who are looking for a waterproof shoes and
colorful changeable nanotechnology treated availability means
that white shoes still white in Egypt
 Specific segments that Winners will target during the first year
include athletes, the health conscious, the socially responsible,
and Millennials who favor independent corporations. The
NeverWet brand has established a strong base of loyal customers,
primarily among Millennials. This generational segment is
becoming a prime target as it matures and seeks alternatives to
nanotechnology products
Table A1.1 shows how NeverWet addresses the needs of
targeted consumer segments.
Product Review
Winners new line of nanotechnology shoe Called NeverWet offer
the following features:
Different sizes and colors of shoes
Light in the bottom of the shoes when it goes dark
Nanotechnology absorbs dirt, water , alcohol, fire, electricity
Changeable color by hot water or by the blood pressure
Affordable price and different shoes types available
Low weight
highest quality for lowest price
customer services after sale available
exchange product after sale available
design special edition by order from our website is available
 Competitive Review
as sales of shoes entered a strong growth in the past ten years, The category began to expand. In addition to
the various designs and quality of shoes, new features emerged. These
Table A1.1 | Segment Needs and Corresponding Features/Benefits of NeverWet

Targeted Segment Customer Need Corresponding

Features/Benefits
Athletes Safety High resistance from shocks
Easy To Wear High quality that offer best agility
Optimum Size Suitable shoes
Max Performance

Health conscious Dirt Proof Foot care

Bacterial proof
Antibacterial Treat Blood pressure
Comfortable shoes for who have injuries
Avoid harmful Shoes always have good smell
chemicals
and
additives

Water Proof with new nanotechnology fabrics

Millennials Counter-culture Fire resistance
attitude Order special edition from our website
Unique and Best customer service
different product Change shoes colors with heat water
features Shoes will change her color depend in your mood
Life style shoes
Well-Designed
shoes

High Technology
Best Use for High Technology merged with nanotechnology
technology in Suit all customers need or want
shoes 100 percent safe shoes from any harmful effect
Provide the
best foot care
Heat system in
low weather
degrees
 Included nanotech shoes such as NeverWet as well as normal shoes and
branded one nanotech shoes emerged to bridge the gap of a lot customer needs
And best use of technology people was want shoes like dont get harmed and like
be designed and unique and colorful people need shoes that have water proof
And safety and have more features than they think so Winners company look at
that segment that no one will look and try to improve and work how they will
deliver best customer value and how people will think when they perceive product
value so Winners company look and seek for smaller brand but in a good market
position that will create a competitive environment although there is indirect
competition with competitors by all types of shoes and try to develop new kind of
shoes that can compete with nanotech shoes with this new features and customer
perceive value of our product we believe that it just matter of time till our product
will be the 1st competitor Pricing for this product is consistent across brands and
varies by type of retail outlet, with convenience stores typically charging more
than grocery stores
Nike: Inc was founded by blue ribbon sports by bill bowermna and phil knight
in 1964, it officially became Nike, lnc. On May 30th 1971.
Nike is an American multinational corporation that is engaged in the design,
development, manufacturing and worldwide marketing and accessories and
services. It is one of the worlds largest suppliers of athletics shoes and
apparel as well as a manufacturer of sports equipment, with revenue in
excess of US$24.1 billion in its fiscal year 2012(ending May31,2012 ) as of
2012, it employed more than 44,000 people worldwide
Adidas: was founded in 1924 in Germany by two bothers Adi and Rudolf
Dassler. The company was first named Dassler shoes and later became
Adidas. By the Dassler shoes being seen in the Olympics this really helped the
company get its name known. However, in 1948 Rudolf Dassler leaves to
start his own company which is now known as Puma. Once Rudolf left his
brother came up with the famous three stripes logo and changed the name
to Adidas.
The 3 stripes were created to keep the foot stable, but ended up being the
logo. Throughout the years Adidas was seen in the Olympics, and it was the
leading brand making their shoes highly sought after by Olympic athletes. In
1978, Adi Dassler passed at age 78 and his wife Kathe ran the company. Six
 years later Kathe passed and the company was left for their son Horst Dassler
to run, and three years later Horst passed at age 51. After Horsts death
Adidas ran into some major financial problems, and later Bernard Tapie
comes to make an attempt to save the company.
Puma: Founded in Herzoge Founded in Herzogenaurach, Germany in 1948, PUMA is one of the worlds largest
providers of Sportlifestyle footwear, apparel and accessories. The PUMA Group owns the brands PUMA, Cobra Golf and
Tretorn. The company distributes its products in mo Founded in Herzogenaurach, Germany in 1948, PUMA is one of the
worlds largest providers of Sportlifestyle footwear, apparel and accessories. The PUMA Group owns the brands PUMA,
Cobra Golf and Tretorn. The company distributes its products in more than 120 countries and employs more than 9,000
people worldwide. It is committed to working in ways that contribute to the world by supporting Creativity,
Sustainability and Peace, and by staying true to the principles of being Fair, Honest, Positive and Creative in decisions
made and actions taken.

Over the years, PUMA has stayed true to its four cornerstones: heritage, sport, technological innovation and design. The
brand is focusing on bringing distinctive designs and a global outlook to each product range by blending influences of
sport, lifestyle and fashion. This fusion is known as Sportlifestyle. PUMA views sport as a philosophy on life one that
emphasizes fitness, wellness and simply living an active life. Since Sport can be different things to different people,
PUMA approaches it in a greater-lifestyle context, while not compromising performance. This is exactly what the brand
means when it speaks of Sportlifestyle.

In 1993, at the age of thirty, Jochen Zeitz was appointed chairman & CEO. Zeitz has Spearheaded and held
primary responsibility for the worldwide restructuring of PUMA, which was in financial difficulties at the time.
He reached the first major milestone within
his first year as CEO, when PUMA delivered its first profitable performance since 1986, posting consolidated
sales of 210 million Euros with an EBIT of 23 million Euros in 1994. In 2009, PUMA reached net earnings of 128
million Euros and consolidated sales of 2.5 billion Euros. The share price rose from 8.6 Euros in 1993 to an all
time high of 350 Euros in April 2007. Zeitz managed to turn PUMA from a low price brand into a premium
Sportlifestyle company and one of the top 3 brands in the sporting good industry by sticking to a long-term
development plan that he introduced in 1993. In 2007, French luxury group PPR, one of the worlds top fashion
and retail companies, acquired more than 60 percent of PUMA. With the support of PPR, PUMA plans to
strengthen its position as the leading company in the Sportlifestyle market with a continued focus on long-term
sustainable growth.

With the objective of being "The Most Desirable and Sustainable Sportlifestyle Company, PUMA's position as
one of the few, true multi-category brands is to be strengthened and the opportunities offered by the
sportlifestyle market are to be systematically exploited in all categories and regions. As a multi-category
supplier, PUMA is active in categories and business fields/divisions that suit its unique brand positioning, and in
which permanent value increases can be achieved for the company. PUMAVision forms the guiding principle for
PUMA and their global partnerships and commitments. It combines the concepts and initiatives of PUMA with
respect to entrepreneurial sustainability and social responsibility. The four principles of PUMAVision, fair,
honest, positive and creative constitute the compass of their company, employees, partners and target groups
with respect to all their decisions. PUMAVision reflects their vision of a better world - a world that is more
peaceful, safer, and more creative than the world that we know today.re than 120 countries and employs more
than 9,000 people worldwide. It is committed to working in ways that contribute to the world by supporting
Creativity, Sustainability and Peace, and by staying true to the principles of being Fair, Honest, Positive and Care
Founded in Herzogenaurach, Germany in 1948, PUMA is one of the worlds largest providers of Sportlifestyle
 footwear, apparel and accessories. The PUMA Group owns the brands PUMA, Cobra Golf and Tretorn. The
company distributes its products in more than 120 countries and employs more than 9,000 people worldwide. It
is committed to working in ways that contribute to the world by supporting Creativity, Sustainability and Peace,
and by staying true to the principles of being Fair, Honest, Positive and Creative in decisions made and actions
taken.

Over the years, PUMA has stayed true to its four cornerstones: heritage, sport, technological innovation and
design. The brand is focusing on bringing distinctive designs and a global outlook to each product range by
blending influences of sport, lifestyle and fashion. This fusion is known as Sportlifestyle. PUMA views sport as
a philosophy on life one that emphasizes fitness, wellness and simply living an active life. Since Sport can be
different things to different people, PUMA approaches it in a greater-lifestyle context, while not compromising
performance. This is exactly what the brand means when it speaks of Sportlifestyle.

In 1993, at the age of thirty, Jochen Zeitz was appointed chairman & CEO. Zeitz has Spearheaded and held
primary responsibility for the worldwide restructuring of PUMA, which was in financial difficulties at the time.
He reached the first major milestone within
his first year as CEO, when PUMA delivered its first profitable performance since 1986, posting consolidated
sales of 210 million Euros with an EBIT of 23 million Euros in 1994. In 2009, PUMA reached net earnings of 128
million Euros and consolidated sales of 2.5 billion Euros. The share price rose from 8.6 Euros in 1993 to an all
time high of 350 Euros in April 2007. Zeitz managed to turn PUMA from a low price brand into a premium
Sportlifestyle company and one of the top 3 brands in the sporting good industry by sticking to a long-term
development plan that he introduced in 1993. In 2007, French luxury group PPR, one of the worlds top fashion
and retail companies, acquired more than 60 percent of PUMA. With the support of PPR, PUMA plans to
strengthen its position as the leading company in the Sportlifestyle market with a continued focus on long-term
sustainable growth.

With the objective of being "The Most Desirable and Sustainable Sportlifestyle Company, PUMA's position as
one of the few, true multi-category brands is to be strengthened and the opportunities offered by the
sportlifestyle market are to be systematically exploited in all categories and regions. As a multi-category
supplier, PUMA is active in categories and business fields/divisions that suit its unique brand positioning, and in
which permanent value increases can be achieved for the company. PUMAVision forms the guiding principle for
PUMA and their global partnerships and commitments. It combines the concepts and initiatives of PUMA with
respect to entrepreneurial sustainability and social responsibility. The four principles of PUMAVision, fair,
honest, positive and creative constitute the compass of their company, employees, partners and target groups
with respect to all their decisions. PUMAVision reflects their vision of a better world - a world that is more
peaceful, safer, and more creative than the world that we know today.tive in decisions made and actions taken.

Over the years, PUMA has stayed true to its four cornerstones: heritage, sport, technological innovation and
design. The brand is focusing on bringing distinctive designs and a global outlook to each product range by
blending influences of sport, lifestyle and fashion. This fusion is known as Sportlifestyle. PUMA views sport as
a philosophy on life one that emphasizes fitness, wellness and simply living an active life. Since Sport can be
different things to different people, PUMA approaches it in a greater-lifestyle context, while not compromising
performance. This is exactly what the brand means when it speaks of Sportlifestyle.

In 1993, at the age of thirty, Jochen Zeitz was appointed chairman & CEO. Zeitz has Spearheaded and held
primary responsibility for the worldwide restructuring of PUMA, which was in financial difficulties at the time.
He reached the first major milestone within
his first year as CEO, when PUMA delivered its first profitable performance since 1986, posting consolidated
sales of 210 million Euros with an EBIT of 23 million Euros in 1994. In 2009, PUMA reached net earnings of 128
million Euros and consolidated sales of 2.5 billion Euros. The share price rose from 8.6 Euros in 1993 to an all
time high of 350 Euros in April 2007. Zeitz managed to turn PUMA from a low price brand into a premium
Sportlifestyle company and one of the top 3 brands in the sporting good industry by sticking to a long-term
development plan that he introduced in 1993. In 2007, French luxury group PPR, one of the worlds top fashion
 and retail companies, acquired more than 60 percent of PUMA. With the support of PPR, PUMA plans to
strengthen its position as the leading company in the Sportlifestyle market with a continued focus on long-term
sustainable growth.

With the objective of being "The Most Desirable and Sustainable Sportlifestyle Company, PUMA's position as one of the
few, true multi-category brands is to be strengthened and the opportunities offered by the sportlifestyle market are to
be systematically exploited in all categories and regions. As a multi-category supplier, PUMA is active in categories and
business fields/divisions that suit its unique brand positioning, and in which permanent value increases can be achieved
for the company. PUMAVision forms the guiding principle for PUMA and their global partnerships and commitments. It
combines the concepts and initiatives of PUMA with respect to entrepreneurial sustainability and social
responsibility. The four principles of PUMAVision, fair, honest, positive and creative constitute the compass of their
company, employees, partners and target groups with respect to all their decisions. PUMAVision reflects their vision of a
better world - a world that is more peaceful, safer, and more creative than the world that we know today.naurach,
Germany in 1948, PUMA is one of the worlds largest providers of Sportlifestyle footwear, apparel and accessories. The
PUMA Group owns the brands PUMA, Cobra Golf and Tretorn. The company distributes its products in more than 120
countries and employs more than 9,000 people worldwide. It is committed to working in ways that contribute to the
world by supporting Creativity, Sustainability and Peace, and by staying true to the principles of being Fair, Honest,
Positive and Creative in decisions made and actions taken.

Over the years, PUMA has stayed true to its four cornerstones: heritage, sport, technological innovation and design. The
brand is focusing on bringing distinctive designs and a global outlook to each product range by blending influences of
sport, lifestyle and fashion. This fusion is known as Sportlifestyle. PUMA views sport as a philosophy on life one that
emphasizes fitness, wellness and simply living an active life. Since Sport can be different things to different people, P
UMA approaches it in a greater-lifestyle context, while not compromising performance. This is exactly what the brand
means when it speaks of Sportlifestyle.
low price brand into a premium Sportlifestyle company and one of the top 3 brands in the sporting good industry by
sticking to a long-term development plan that he introduced in 1993. In 2007, French luxury group PPR, one of the
worlds top fashion and retail companies, acquired more than 60 percent of PUMA. With the support of PPR, PUMA
plans to strengthen its position as the leading company in the Sportlifestyle market with a continued focus on long-term
sustainable growth.

With the objective of being "The Most Desirable and Sustainable Sportlifestyle Company, PUMA's position as one of the
few, true multi-category brands is to be strengthened and the opportunities offered by the sportlifestyle market are to
be systematically exploited in all categories and regions. As a multi-category supplier, PUMA is active in categories and
business fields/divisions that suit its unique brand positioning, and in which permanent value increases can be achieved
for the company. PUMAVision forms the guiding principle for PUMA and their global partnerships and commitments. It
combines the concepts and initiatives of PUMA with respect to entrepreneurial sustainability and social
responsibility. The four principles of PUMAVision, fair, honest, positive and creative constitute the compass of their
company, employees, partners and target groups with respect to all their decisions. PUMAVision reflects their vision of a
better world - a world that is more peaceful, safer, and more creative than the world that we know today.

Despite the strong competition, NeverWet believes it can create a relevant brand
image
and gain recognition among the targeted segments. The brand offers strong points
of
Differentiation with higher and unique features it can establish a competitive
advantage that will allow NeverWet to grow in the market.
Table A1.2 shows a sample of competing products.
Channels and Logistics Review
The purchase of Shoes by Nike left a huge hole in the independent distributor
system. NeverWet will be distributed through an independent distributor to a
network
of retailers in Egypt. This strategy will avoid some of the head-on competition

Competitor Brand Features

All the football shoes available at
Puma have a very high grip on the
Puma Sport Shoes region of the ankle. The football
shoes support the ankle very well
and a person does not feel
uncomfortable in those shoes.
These shoes also provide a very
good grip on the ball while the
play goes on

Technology in products- historically

Nike Sport Shoes had some of the most cutting-edge
products on the market . E.G. Nike+
Ipod this technology allows consumers
to connect their iPod devices to
sensors inside the shoes to record
time, distance, pace, and calories
burned

One of the few competitive

Adidas Sport Shoes advantages that Adidas has is its
distribution network, its product
quality and its brand equity. Globally it
has 2400 stores accounting $4.3 billion
business (2014 data). In order to
associate itself with the community it
has sponsored many world sport
events such as FIFA, UEFA, NBA,
Cricket & Olympics. At the same time,
over the years Adidas has been known
to give the best products in the market
which are always comfortable, beyond
normal and long lasting.
 for shelf space with the Nike and Shoes brands and will also directly target
Likely NeverWet customers. As with the rollout of the core puma brand, this strategy will
Focus on Promotions and social marketing and in retail locations that will exclusively hold
NeverWet. These retailers
include:

Carrefour : will include exclusive promotions and discount and brand awareness
Souq.com: since online shopping is increasing since 2013 Winners believes that
the best place to launch is the internet
CityStars: brand campaign will start from their with the new features of neverwet

As the brand gains acceptance, channels will expand into larger grocery chains, convenience
Stores, and unique locations relevant to the target customer segment.

Strengths, Weaknesses, Opportunities, and Threat

Analysis
NeverWet has several powerful strengths on which to build, but its major
weakness is lack of brand awareness and image. Major opportunities
include a growing market and consumer trends targeted by NeverWet
product traits. Threats include barriers to entry posed by limited retail
space, as well as image issues for the bottled water industry.
Table A1.3 summarizes NeverWet main strengths, weaknesses,
opportunities, and threats.

Strengths
NeverWet can rely on the following important strengths:
1. Premium quality: NeverWet with the nanotechnology NeverWet is
the best quality offered in market maintain the best advantage in the Egy
market and best customer service
2. Superior customer value: create a long-term customer relationship by
improve and maintain customer channels to achieve the highest
customer satisfaction This success was achieved by starting small and
focusing on gaps in the marketplace.

3. Technology: with new features that nanotechnology provided thats

added a competitive advantage and by new options that our company
offers you can now order special order from our website
4. Antiestablishment image. The big brands have decent products and
strong distribution relationships. But they also carry the image of the
large, corporate establishments. Winners has achieved success with an
underdog image while remaining privately held. Nike and Adidas were
built on this same image, but both are now owned by major multinational
corporations.

Weaknesses
1. Lack of brand awareness. As an entirely new brand, NeverWet will
enter the market with limited or no brand awareness. The affiliation with
Shoes will be kept at a minimum in order to prevent associations
between NeverWet and other brands. This issue will be addressed
through promotion and distribution strategies.
2. Limited budget. As a new company, Winners has much smaller funds
available for promotional and research activities we cannot take risks in
the beginning
 Opportunities
1. Growing market. Although growth in the overall market for Nano
technology has slowed to some extent, its current rate of growth in the 3
percent range is relatively strong among shoe categories. Enhanced shoes
with nanotechnology now is almost more demanded in shoes factories
and maintain more abilities than normal shoes
2. Competitive advantage: using nanotechnology has a big major
advantage because you will have more features than competitors so you
will achieve more customer satisfaction
3. Customer Demand Segment: in this segment NeverWet target the
most demand wants and what customer needs to fit the best product
produced and best quality maintain
4. Antiestablishment image. Millennials (born between 1977 and 2000)
maintain a higher aversion to mass marketing messages and global
corporations than do Gen Xers and Baby Boomers.

Threats
1. Rumors: competitors will try to make NeverWet not get trusted by
consumers so they will maintain rumors like videos of copied
product not doing our promises or features that we hope that it
delivered as its our promise to our consumers
2. Costs: since the aggregate demand in nanotechnology is increasing
dramatically that will increase the cost of producing NeverWet uses
special and high quality ,best nanotechnology maintain that will
provide the highest quality available