CAMBRIDGE COLLEGE OF BUSINESS AND MANAGEMENT

BACHELOR OF BUSINESS ADMINISTRATION (BBA)

Marketing Management

Subject Code
BBA 3733

Prepared By : Mohamed Irfan Greasy

Matric Number : BBA 20-04-110
Word Count : 4939

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 Mohamed Irfan Greasy
892774684V

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 Table of Contents
STRATEGIC AUDIT............................................................................................................ 5
MEDIUM TERM MARKETING PLAN ..............................................................................19
EXECUTIVE SUMMARY....................................................................................................20
1. INTRODUCTION TO TRIUMPH INTERNATIONAL LANKA (PVT) LTD (TISL) 21
2. CRITICAL ISSUES AND KEY INDUSTRY TRENDS .............................................. 22
2.1. Critical issues identified in the audit............................................................................... 22
2.2. Key industry trends......................................................................................................... 23
2.3. Application of Ansoff Matrix to TISL................................................................... 24
3.0. OBJECTIVES....................................................................................................... 25
3.1. Financial objectives............................................................................................... 25
3.2. Marketing Objectives............................................................................................ 25
4.0. VISION, MISSION AND VALUES OF TISL..................................................... 26
4.1. Evaluating the mission statement.......................................................................... 26
4.1.1. Summary of the analysis.................................................................................... 26
4.2. Company Values................................................................................................... 27
5.0. MARKETING STRATEGY PLAN ...................................................................... 28
5.1. Segmentation........................................................................................................ 28
5.2. Targeting.............................................................................................................. 29
5.3. Positioning............................................................................................................ 30
5.3.1. Positioning statement......................................................................................... 31
6.0. COMPETITIVE ADVANTAGE........................................................................... 32
6.1. Application of Bowman’s strategy clock............................................................... 32
6.2. Threshold and Unique resources and competencies............................................... 33
6.3. Blue ocean strategy............................................................................................... 34
7.0. MARKETING MIX PLAN................................................................................... 35
7.1. Product strategy .................................................................................................... 35
7.2. Price strategy ........................................................................................................ 36
7.3. Place / Distribution ............................................................................................... 36
7.4. Promotions............................................................................................................ 37
7.5. People................................................................................................................... 38

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7.6. Process.................................................................................................................. 38
7.7. Physical evidence.................................................................................................. 38
8.0. IMPLEMENTATION........................................................................................... 39
8.1. Activity plan ......................................................................................................... 39
8.2. Communication plan............................................................................................. 40
8.3. 3 year budget allocation ........................................................................................ 41
9.0. MONITORING AND EVALUATION ................................................................. 42
9.1. Metrics.................................................................................................................. 43
9.2. Balance Score card................................................................................................ 44
References 46

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 TASK 01
STRATEGIC AUDIT
TRIUMPH INTERNATIONAL LANKA (PVT) LTD

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1. MACRO ENVIRONMENT ANALYSIS
1.1. PESTEL
Drivers Implication T/O H/M/L

Low strength is visible. Conflicts with in the parliament and part

Political department between the current system and the previous system are
stability apparent. This unfavorable circumstance may bring about negative T M
effect in the nation's economic performance and balanced
governance.
Government’s System is forth attempt to draw in additional outside investors as
Attitude capital is required for the development projects. Despite the fact that
POLITICAL

Towards there is an obvious decrease in the foreign ventures currently. O M

Foreign Henceforth low likelihood of new foreign participant to the market.
Investors
External Effort to stablish more balanced foreign relationship policies.
affair/Policies Henceforth positive effect on the associations with foreign supply O H
chains to help the business
Current at 4.27% and expected to stay at 4% at the end of 2020.
Inflation rate (Garment sector shows 3.14% inflation).This will obstruct the T H
intensity of purchase of the consumers in general.
ECONOMIC

Increasing the VAT from 11% to 15% will result a negative impact
Taxation on the GP margin generating a reduction in the profitability T H
Increasing negative trade deficit will lead to enhanced pressure on
Trade Deficit importation of goods ( higher taxes, Quality T H
Limitations, etc.)
Buyer getting more modern than ever demanding better quality for
Changing life the amount paid. This is mostly apparent in the urban / semi-urban O H
styles geographical portions.
SOCIAL

Women empowerment at workplace and increasing career

Women orientation with in female fraternity of the country is backing O H
Empowerment females with better power of purchase.
Schools have taken the lead in educating the society about the
Health personal health as an action to avoid many societal diseases. As the O M

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 education awareness towards a healthy life is growing.

Online networking has become an incorporated piece of everyday

life while it has developed in to one of the most impressive medias
Social Media to draw in with clients. Further this goes about as a significant O H
compelling instrument with in networks notwithstanding of the age
TECHNOLOGY

hindrance.
Smart phones have gained 98% penetration with in Sri Lanka
Smart phones granting people an easy access to internet. Hence people are
exposed to many options and it provides them with a higher O H
bargaining power as consumers.
With the growing online communities and access to internet
Online
concept of “online purchase” has gained an increasing popularity O H
purchase
specially among the young generation
Concept of ethical sourcing and ethical labor is gaining better
awareness. Hence the consumers are prone to purchase products
Garments which has manufactured in more sort-after manner aligning to the
ETHICAL

without guilt aforementioned concepts. Though only selected set of suppliers are
adhere to the norms. This situation provides them with a better T H
bargaining power as suppliers.
Sri Lankan purchasers are secured by the laws and guidelines
expressed in the Consumer Affairs Authority Act No. 9 of 2003.
LEGAL

Consumer Among them is the anticipation of any estimating framework with

T H
protection the exception of the one perceived by the state and a restriction on
selling things in unacceptable areas. Such laws additionally won in
old occasions.

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2. SITUATIONAL ANALYSIS
2.1. SWOT ANALYSIS
STRENGTHS
• Being a well renowned international brand.
• Rich heritage of 127 + years (since 1886)
• Experience of 24 years in the Sri Lankan business
space.
• Patent over selected products – touch cool fabric.
• Well spread distributor locations
• 7 exclusive brand boutiques with in Colombo,
Gampaha and Kandy.
• Backed by solid innovative work which guarantees
all the items are up to worldwide guidelines.
• Well experienced and steadfast staff
• Flat hierarchical structure.
OPPORTUNITIES
• Growing trend of online purchases
• Growing cyber space / web-based social
networking commitment
• Economic development in the general public
• Growing the travel industry
• Government emphasizes on creating a balanced
foreign policy.
• Development of small and medium size enterprises
taking place simultaneously with regional
developments.
• Growing educational patterns
• Changing life style in the urban and sub-urbans
• Increasing number of employed women in the
country.
• Focus on women empowerment
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WEAKNESSES
• No appropriate observing or showcasing
knowledge frameworks to access significant
market information/contender practices.
• Limited number of styles in the novelty segment
oppose to wider range offered by the
competition.
• Products being perceived expensive over the
competition.
• Low presence in digital space (No online cart,
only a traditional website)
• Strong sales-oriented culture.
THREATS
• Free exchange strategy that empowers better
importation of merchandise.
• Upcoming young generation moving away from
shopping offline.
• Increase in location rents as per the imposing of
new tax structures.
• Major inter rivalry situation.
• Talent hunts led by competitors.
• Increase in VAT and related taxes having a
negative implication over the current GP
margins.
• Escalating COGS due to the increasing prices of
the raw materials & high supplier bargain power.
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 2.2. TOWS MATRIX
S-O
− Enhance digital presence (Online purchase − Market penetration through education
system, live help line)
− Develop a souvenir lingerie product line
(cotton mix and designs unique to SL) for
the growing tourists.
− Developing a product line specially can be − Develop marketing information system to
used for yoga and related activities. (as a
sub category of sportswear)
− Develop a Teenage friendly bra.
S-T
− Differentiate
− Develop an online purchasing portal
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W-O
(Importance of under garments, how to
select the perfect fit. etc also can further
attract urban, semi urban customers to
Fashion and novelty)
support the monitoring and evaluation of
marketing activities.
− New market development - expanding
everyday wear to semi-rural geography of
the country. Move out from the niche.
W-T
− Shared production capacity ( Eg: India and
SL amalgamating their production in order
to enhance the scale advantage ).
− More emphasize on enhancing the digital
presence.
− Change the product mix at exclusive stores
(Prioritize high GP products oppose to low
GP).
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 2.3. KEY ISSUES
• Main revenue generating segment reaching maturity with a slow growth.
• Declining normal volume development pace of the organization.
• ver reliance on a solitary product offering for income age.
• Lean net profit margins
• Intense competition
.
2.4. CRITICAL SUCCESS FACTORS
• Name of the Brand
• Quality of the Product
• Provision of flawless fit Price
• Customer experience
• Product Availability
• Wider selection / solid item portfolio
• Strong advertising support
• E- Business

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3. MICRO ENVIRONMENT ANALYSIS
3.1. PORTER’S 5 FORCES
FORCE DESCRIPTION IMPACT
Low barriers to entry as no specific license or governmental
approval required. Can be operated under common business High
norms
Economies of scale, for a new comer to gain an adequate qty
Low
advantage it will consumer considerable time.
Moderate possibility for Product differentiation as the
Threat of new
product is opened for further enhancements such as aqua Low
entrants
cushions, balconette bras. etc.
Moderate capital necessity Low
Access to distribution channels will take a major effort as
existing players has acquired majority of the distribution Low
channels.
Low switching cost for buyers High
Threat of
Very low possibility of existence of a substitute Low
Substitute
Supplier concentration is high as manufacturing requires a
specific skill sets and know-how. Also supply chain should
accommodate the ethical norms such as “garments without High
guilt” & ecofriendly sourcing. Also, suppliers need to have

Bargaining license to export

power of High Importance supplier’s input as this is a sensitive

High
suppliers product category.
High importance of the industry to the supplier Low
High switching cost due to the long term contracts initiated
Moderate
by Triumph global supply chain management.
High threat of supplier forward integration and entering the Moderate

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 same market. Though this is controlled by MOU initiated
between both parties
Moderate accessibility of choices to buy from (Considering
Moderate
the marked section)
Bargain power
Moderate Product differentiation Moderate
of customers
High importance of the product to the buyers Low
Low switching cost High
High concentration in the respective strategic group with
Low
only 3 players.
Direct competitor – Amante is relatively major scale
High
considering MAS group supporting the brand
Industry
Moderate industry growth rate of average 12% YOY growth Moderate
rivalry
Minimal product differentiation High
Low buyer switching cost High
Exit barriers: as the competitors has invested in the market
High
largely. Hence it is unlikely withdraw immediately

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 3.2. STAKEHOLDER ANALYSIS

Stake
Holde Stakeholders Expectation
r Type
Employer stability / vocation development / sensible
Employees
remuneration
Internal Stake Holders

Management Acknowledgment/Job security/Professional

development
Regional HQ team – Accomplishment of set financial and marketing
HongKong objectives
Achievement of set income and benefit goals/ return
Mother company –
on investment
German
Customers Quality merchandise/Wider item portfolio/Availability
On time installment/Continuity of the business /
Suppliers
Referrals
Connected Stake Holders

Sales channel partners (

Higher trade margin / reasonable credit period /
Distributors / Key
Healthy supply of goods
accounts)
Business Partners/ Joint
Exchange of Knowledge / Agreed profit share
venture ( Bodyline
factory)
Financial institutes Interest / Security of the invested
Shareholders Growing dividends / Security of the capital invested
Government Tax income / Employment openings
External Stake Holders

Media News worthy initiatives

Employment opportunities / Wellbeing of the
Local community
community
Pressure groups Ethical business practices / Cultural adherence
Society Employment opportunities / Strong CSR initiatives

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 Market Fact
Sri Lankan total lingerie market current
represents approximately 6,000,000 pcs per
year and is growing at an average rate of
12%

Market Share - Branded Lingerie

Segment
Sri Lanka

5%
Triumph
38% Amante
57%
Jockey and Other

Imported Imported
Cost Branded
and
Leader Private High
Market Share - Branded Lingerie Segment Volume Non Labels Quality
Branded
Strategic Group Map
Triumph Amante Jockey Odel Hush
Kalyani Secrets Non-Branded Senorita Bobby

3.3. COMPETITOR ANALYSIS

CRITICAL
TRIUMPH AMANTE JOCKEY
SUCCESS FACTOR
Strong Brand Name -2 -1 0 1 2 -2 -1 0 1 2 -2 -1 0 1 2
Product Quality -2 -1 0 1 2 -2 -1 0 1 2 -2 -1 0 1 2
Provision of Perfect Fit -2 -1 0 1 2 -2 -1 0 1 2 -2 -1 0 1 2
Price -2 -1 0 1 2 -2 -1 0 1 2 -2 -1 0 1 2
Customer Experience -2 -1 0 1 2 -2 -1 0 1 2 -2 -1 0 1 2
Product Availability -2 -1 0 1 2 -2 -1 0 1 2 -2 -1 0 1 2
Wider Selection /
Healthy Product -2 -1 0 1 2 -2 -1 0 1 2 -2 -1 0 1 2
Portfolio

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 Sri Lankan Lingerie Sri Lanka Lingerie Market -
Market - Volume Volume

Cost
Branded Leaders
Lingerie 23%
Cost
21% Private Branded
Leaders Non
49% Labels Lingerie
Non 14% Branded 53%
Branded 11% Imported
16% Private
Labels
13%

Branded Lingerie Private Labels Branded Lingerie Imported Private Labels

Non Branded Cost Leaders Non Branded Cost Leaders

Sri Lankan Lingerie Market

COMPETITIVE ADVANTAGE TO SRI LANKAN BRANDED – HIGH QUALITY

Critical Success Factor Triumph Amante Jokey

Superior product benefit 5 4 4

A perceived advantage 4 5 4

Low cost operation 2 4 5

A legal advantage 4 1 1
Superior contacts 3 5 2
Superior knowledge 5 5 4
Scale advantages 4 5 2
Offensive advantage 3 5 2
Total 30 34 24

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PRODUCT PORTFOLIO AND CUSTOMER PROFILING

Targeted Product Fashion and Every Shape Sports Other

Range Novelties day Wear Wear wear
Age group 22 - 35 Yrs 35 Yrs + 25 - 45 Yrs 25 - 45 Yrs
Income group / Middle B to Lower B Upper B to Upper B –

Special requirements such as maternity , medical

Social Class Upper A to Lower A A
A
Marital status Single Married Married Single /
married

conditions .etc.
Geographical Area urban / Semi Semi Urban Urban
urban urban
Fashion identity identity Fashion common Fashion Fashion
Diva dresser / conscious conscious
Saree
Wearer
Purchase frequency High High – Low Low
Mid
Revenue Share 35% 55% 5% 4% 1%

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 The product onion for Triumph Volume Contribution

Portfolio Analysis Tools

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CURRENT SITUATION – 7P

Element Description
Product Triumph International Lanka (Pvt) Ltd offers female lingerie
Triumph International Lanka (Pvt) Ltd has adopted distinguish pricing strategy
Price depending on the segment eg: Fashion and novelties, Shape wears and Sportswear at
premium pricing. Everyday wear is at competition based pricing. Etc.
Triumph International Lanka (Pvt) Ltd uses 4 main channels to distribute its products
Place
Exclusive stores /Direct sales agents /Distributors/Key accounts
It uses a blend of value added promotion, bundle offers, discounts .etc Also trade
Promotion
offers are initiated to ensure the push
Trained staff to carry out customer services and as the company is more sales
People
oriented all the mindsets are trained to be target driven
Logistics, product management and sales data are collected through an ERP system,
Process which has granted limited access. Further Lotus notes is operating coordinating
system between Regional head quarter and Triumph International Lanka (Pvt) Ltd
Physical Front sales team uniforms, Exclusive store interior templates designed by global
Evidence interiors team. In store branding at selected key agents and distributor locations

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 TASK 02
MEDIUM TERM MARKETING PLAN
TRIUMPH INTERNATIONAL LANKA (PVT) LTD

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 EXECUTIVE SUMMARY

This report is incorporate around the strategic intention of re-engineering the growth of one of
the primary product segments of Triumph International Lanka (Pvt) Ltd. “Every day wear”
segment being one of the main revenues and volume growth contributing segment of the Triumph
International Lanka (Pvt) Ltd product portfolio is currently moving in to maturity phase of the
product cycle. This fact has been backed with strategic evidence gathered in depth strategic
marketing audit which is enclosed herewith.
Further this examines about the basic issues that Triumph International Lanka (Pvt) Ltd should
concentrate on and Key industry inclines that gives Triumph International Lanka (Pvt) Ltd with
numerous chances to beat the difficult condition. Bolstered by vital hypothetical angle this further
coordinate towards the key courses that Triumph International Lanka (Pvt) Ltd can drive itself to
re-engineer the development of the oppressed item section. This arrangement tries to set up a
comprehension on key just as operational activities required achieve the outfitted money related
and advertising goals which were created with the center motivation behind the arrangement in
mid. At long last, it presents how the effective execution ought to be ensured with the planned
result by giving essential checking and assessment procedures.

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1. INTRODUCTION TO TRIUMPH INTERNATIONAL LANKA (PVT) LTD

Triumph is a globally reputed intimate wear brand

which is originated in German. The Triumph initially
was a corset factory named Spiesshofer & Braun which
started inside a barn in the Southern German in 1886 by
the corsetiere Johann Gottfried Spiesshofer and a
merchant, Michael Braun. The transformation of
Triumph International in to one of the world's driving
maker of unmentionables is considered as a worldwide example of overcoming adversity. Triumph
today appreciates a nearness in more than 126 nations all over the world. The organization creates,
delivers and sells clothing, unmentionables, sleepwear and swimwear, intertwining exceeding
expectations quality in workmanship,
unmatched fit and the most recent in chic plan.
Triumph International Lanka (Pvt) built up its
activities in Sri Lanka in the year 1995 as an
exclusive business dare to convey and advertise
personal clothes. With the inception of its
activity in Sri Lankan region, made a change in
perspective in the way cozy wear was worn,
treated and seen among the nearby female club.
With the insurgency it caused with in the Sri Lankan culture it was seen as a helpful brand and to-
date it keeps on directing private clothing business sector of Sri Lanka with the guiding principle of
immaculate fit, high caliber and rich legacy. Presently it graces the market as a SME activity which
speaks to a normal yearly turnover of LKR 700 million around. Built up its activities in Sri Lanka
in the year 1995 as an exclusive business dare to convey and advertise personal clothes. With the
inception of its activity in Sri Lankan region, made a change in perspective in the way cozy wear
was worn, treated and seen among the nearby female club. With the insurgency it caused with in
the Sri Lankan culture it was seen as a helpful brand and to-date it keeps on directing private clothing
business sector of Sri Lanka with the guiding principle of immaculate fit, high caliber and rich
legacy. Presently it graces the market as a SME activity which speaks to a normal yearly turnover
of LKR 700 million approximately.
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2. CRITICAL ISSUES AND KEY INDUSTRY TRENDS

2.1. Critical issues identified in the audit

I. Main revenue generating segment reaching maturity with a slow growth.

“Every day wear” fragment guides the income commitment by contributing roughly
55% of the absolute income age. Considering the most recent 3 years deals information
with respect to the applicable product offering it portrays that the product offering's
development is declining and as of now at a normal development pace of 6% restrict to
12% to the market development rate.
II. Declining average volume growth rate of the company.
As demonstrated in the review right now organization's normal volume development
rate is at 8% which is beneath the normal market development rate. Further with the
serious contention existing, it tends to be expected that vital goal of the opposition is to
seek after a superior volume development so as to catch expanding piece of the overall
industry, subsequently under the given condition it is important that organization centers
around quickening the development rate so as to guard the current market pioneer
position.
III. Over dependency on a single product line for revenue generation.
As per the volume commitment showed in the review it is obvious that "Consistently
wear" section drives the volume commitment. Further it drives the income age also.
Hence, the organization is inclined to have significant reliance over the separate
fragment to accomplish organization development under the given condition. Fashion
and novelty range indicates the potential of growth, as per the niche space that Fashion
and Novelty currently performing, it will not immediately provide the adequate scale
advantage to face the current competition.
IV. Lean net profit margins
As per the analysis it is revealed that the company is currently operating at a lean
profit margin which is 11%. This is mainly due to the escalating cost of goods. Further
because of the way that central participants are working in a red sea where costs wars,
free part with advancements, misfortune pioneer battles, high dealing influence of
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 channel accomplices for a high exchange edges are obvious.
V. Intense competition
Inter rivalry is at a considerably high level. This is mainly due to,
I. High direct competition from Amante due to lack of POD between offerings
with in the niche.
Market strength of cost pioneers in the business when all is said in done
giving clients a money saving advantage over different sections of major
parts in the business.
These two variables are making a more noteworthy weight on the
development dynamism of the organization.
2.2. Key industry trends
I. With the changing ways of life aimed by worldwide patterns will affect the buyer
purchasing behavior, driving greater quality situated advanced buys restrict to more
cost driven buys. This will give marked merchandise an extraordinary chance.
II. Women gaining better empowerment through better instruction and business will have
a critical effect in their buying designs and will seek them to overhaul their everyday
environments.
III. Online purchase concept will gain much popularity and confidence making it a one of
the main distributional mode.
IV. Development SME sector will support the booming potential with in the semi- rural
segment creating better opportunities for business.

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 2.3. Application of Ansoff Matrix to TISL
Beneath table portrays the use of "Ansoff Matrix" to TISL and has valued every
alternative relying upon the statistical data points under the key review, key issues and key
industry patterns.
Product
Existing New
Market penetration Product development
- Implement 360 degree - Development of souvenir bra product
integrated communication line
program with the new • Niche segment Fixed R & D time
positioning strategy for Higher investment
“Every day wear segment” • Low competition for the new product
Existing

• Seasoned business • High risk

administrator in the business
sectors viable.
Market

• High rivalry from inferior

quality cost pioneers.
• Can gain scale potential
immediately.
• Low risk
New market development Diversification
- Development of Teenage bra - Night wear production & distribution
• High investment • High R & D cost
New

• Higher R & D cost and time • Fixed R & D time

• Low competition as no proper • High investment
training bra is in the market. • Highly cost oriented market
• High risk • High Risk

- Contingent upon the current business circumstance where it requires a prompt scale
development while tending to the way that "Consistently wear" portion arriving at the
development, the most ideal choice to oblige would be Market infiltration. This will require
product offering to move out from the restricted space that it is centered at present and access
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 in to the mass market. As demonstrated in the above framework this alternative is a generally
safe procedure with a significantly high potential achievement rate contingent upon underneath
factors. Triumph International Lanka (Pvt) Ltd already has an established distribution system
to cater project.

- Moderate venture will guarantee least trade off of benefit maintaining the emphasis on
accomplishing the set money related goals.
- Booming semi-rural segment with the development visible in SME sector.

- Growing number of women in employment.

3. OBJECTIVES
3.1. Financial objectives
- To increase the Net profit margin by 15% exit end of 2023

- To increase EBIT by 20% Exit end of 2023

- To achieve 10% increase in the earning per share by end of 2023

- To increase ROI by 11% exit end of 2023

3.2. Marketing Objectives
- To increase the clarity of the positioning by 50% exit end 0f 2022.

- Increase the market share to 15% exit end of 2022.

- To increase the growth rate of the company volume growth by 30% exit end of 2022
- Increase the growth rate of the everyday segment by 10% exit end of 2022.
- Increase the awareness of the brand by 30% exit end of 2022.

- To increase the digital presence by 100% exit 2022.

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4. VISION , MISSION AND VALUES OF TISL

Current Vision Description Rectification suggested

The vision doesn’t elaborate

about the scope in which the
performance that should be
stretched. - Include a precise direction
Vision Statement (Eg:-To become the - Should provide an idea what
“To become the global undisputed leader of the business TISL is in for.
leader.” global lingerie industry) - Giving a precise direction

Hence it’s a vague can convert this in to a

statement used without any BHAG.
proper direction for the
business venture.

4.1. Evaluating the mission statement

Below is the application of components of mission by Hooley, Piercy, Nicoulaud (2008). It
is been used to vividly analyze the mission statement of Triumph International Lanka (Pvt)
Ltd

Triumph International Mission statement

4.1.1. Summary of the analysis

As per the above given analysis it is visible that developments are required in the below two
components.
- Company values
- Competitive positioning.

Above aspects need more elaborative integration to the current mission statement to make it more

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relative and directional for the employees to embrace.

4.2. Company Values

Below are the current company values that is being shared and emphasized in the Triumph
International Lanka (Pvt) Ltd business culture.
Passion : we are emotionally attached to what we do and have fun.
Openness : we share our thoughts and value the opinion of others independent of their
role and responsibility.
Trust : we believe in the capabilities of each of us.
Consistency : we are here to stay, accountable in good and bad times.
Respect : we value our people, individual cultures and the environment.
Above shape the behavioral aspect of the organization whilst creating platform for employees
to engage in day-to-day operation.

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 5.0. MARKETING STRATEGY PLAN

5.1. Segmentation

The following means that the potential fragments in the market viable. Here center has
moved out from the current restricted space that TISL is advancing " Everyday wear"
portion and has thought about the mass female market ( 18 yrs +) .
Targeted
Product Range A B C D E F

18 - 22 18 - 22 23 – 35 23 – 45 35 -55 + 30 – 55 +
Age group
Yrs Yrs Yrs Yrs yrs Yrs
Single Single/
Marital status Single Single Married Married
Married Married
Semi Sem
Urban Urban / Semi Urban
Geographical Area Semi Urban Urban Semi Urban / Semi Rural
Rural Rural
Universit
Educational level O/L, A/L MBA Bsc, A/L BSc, A/L A/L, O/L
y, A/L

Employed No No Yes Yes No No

Income
C1 A, B A,B C1 A,B C1
group
Purchase
Low High High Moderate High Low
frequency
Common Fashionable
Fashion Corporat Saree Traditional
Young House
identity diva e star wearer House wife
lady wife
Retail Retail
and and Retail and
Distribution
Whole sale Direct Direct Whole sale Direct agents Whole sale
channel
agents agents

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Application of GE matrix to prioritize and select segments.

The rationale of the application of the GE matrix is to analyze the commercial strength
each of the segments holds and to prioritize the investment with regards to each of the
segment. Therefore, Everyday wear product line’s quality and intensity is estimated against
fragment's allure as a practical commercial center to re-engineer product offering's
development cycle. In this manner, in light of examination the most suitable sections for
TISL to put resources into this venture would be D, F, C and E individually.

5.2. Targeting

Chosen sections will be isolated in to two separate fragments relying upon the
comparable attributes that every one of the portion shares and will follow a “differentiated
target marketing strategy” as depicted below.

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 5.3. Positioning
n the current setting TISL is situated and perceived as an aspirational brand that gives
excellent items at a top notch cost. This situated is being adulated by the current specialty
portions it provides food. In spite of the fact that under this task as TISL is attempting to
move out from the restricted commercial center and mean to balance itself as a Mass market
major part as far as ordinary wear, it is expected to embrace a superior situating which is
genial to the chosen advertise segments.

Target Benefits expectations of

Positioning depending on the segment
Customers targeted customers
Segment Brand Name Higher Marked top notch items that offer the
C&E Quality More extensive ideal fit
Variety Fit factor

Higher durability Quality items that offers the best

Segment
Affordable price strength at a reasonable cost
D&F
Availability

Above table shows that benefits desires for every one of the focused on fragment and favored
situating explanation for every one of the portion. Fragment C and E is more item property driven
while Segment D and F is more advantage driven. Subsequently the situating ought to be a crossover
of the above mentioned. The following is a perceptual guide created considering the above
advantage desires with respect to ordinary wear segment.

According to this perceptual map TISL

everyday wear segment is perceived as high
quality perfect fit provider. This position
should be further improved in terms of perfect
fit factor as it would be a SCA for the brand
and the intended growth.

Perceptual map Quality Vs Perfect fit

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 As per the given perceptual map TISL
ordinary wear section is seen as solid items
gave at a top notch cost. Hence it should be
redirect with further improvement on both
axes as high durable products provided at
reasonable prices.

Perceptual map Price VS Durability Suggested positioning will provide TISL

advantage over the current competition whilst providing prospects to generate further sales in
the selected targeted segments whilst ensuring market share growth.

5.3.1. Positioning statement

Considering the suggested positioning option below is the unique positioning statement
developed
“Triumph is the brand that offers the perfect fit with the highest quality and highest durability
at a reasonable price.”

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 6.0. COMPETITIVE ADVANTAGE

6.1. Application of Bowman’s strategy clock

The TISL competitive positioning of differentiator with a price premium should be re- engineered
in order to be attractive to the sorted targeted segments with current competitive context of the
market. Particularly Segment D & F as their seeking value for money. Hence using the below
depicted “Bowman’s strategy clock” an appropriate competitive position is suggested.

Differentiator without

Bowman's Strategy clock and TISL competitive position

The current competitive position will hinder the penetration of the targeted market segment
creating a barrier for market share benefits. Though with the adaption of the suggested
competitive position it is assumed to provide the opportunity to yield the market share benefit
with a adequate sales growth whilst maintaining the differentiator position of TISL to provide an
edge over the current competition without hindering the status quo.

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 6.2. Threshold and Unique resources and competencies
Therefore in order to achieve this competitive advantage TISL must identify and evaluate their
core competencies which will help to build this competitive position and distinguish itself from
the competition.
Threshold Unique

• Experience in similar
• Global brand name
markets.
• 127 Years of heritage &
• Flat organizational structure.
experience in intimate wear
Resources • Well-equipped R&D
production and marketing.
facilities.
• Vast global network spread in
• Well spread distribution
128 countries.
system.
• Highly trained, experienced and
skilled staff backed reward wining
service level.
• Capability of providing tailor
made fit variance that matches
• Comprehensive product each country. (Eg:- Sri Lankan
Competencies portfolio. triumph products doesn’t fit for
• Marketing skills Singapore market because Sri
Lankan product portfolio is tailor
made for Sri Lankan female
dimensions.
• Being the market leader.
Competencies and resource analysis

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 6.3. Blue ocean strategy

The blue ocean strategy developed by Kim and Mauborgne (2005) discusses about how a
company can achieve a quantum leap in value through “Value innovation”. Above is the
application of blue ocean strategy theory to the subjected scenario of TISL “everyday wear”
Segment. In here competitors are divided in to two main categories Differentiators with price
premium and cost leaders. Below is the strategy canvass developed for TISL every day wear
segment. CSF described in the audit ( Pg 3 ) has been utilized to determine the strategy canvas
in order to explore an uncontested market for TISL that would provide with better and effective
advantage for TISL to achieve the set marketing and financial objectives without compromising
major profit margins. Also it stated that it would enable a profitable and rapid growth whilst
creating new demand by unlocking the three tiers of non-customers.

Strategy canvas of TISL Everyday wear segment

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The four action frame work

Durability

Raise

E-commerce

Above is the four action frame work developed using the blue ocean strategy canvass. This depicts
that factors that should be raised and new factors that should be incorporated to the value curve
in order to access the market place which has not be explored. These suggested new value
proposition intends to provide edge over the red ocean creating Triumph International Lanka (Pvt)
Ltd an opportunity to look in to effective and profitable growth. Hence these factors should be
incorporated and utilized accordingly in the tactical process to gain the aforementioned
competitive advantage.

7.0. Marketing mix plan

7.1. Product strategy

The current product line up of the everyday wear is perceived quite complicated with the blend
of in excess of 50 styles under the class. It is a blend of cotton bras, minimizer bras, and ribbon
and cotton half and half bras. Consequently so as to pick up the scale advantage while most
performing bras ought to be incorporated into the planned market infiltration process non -
performing styles ought to be dispensed with from the product offering making profound
clearness in the creation, advancement and stock. Further this will make a superior stage for
the promoting division to make a disentangled and direct message to communicate.

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 Segment C & E Segment D & F
Product in the upper price level (Rs. 1250 Need ought to be given to direct and low-
value level items (LKR 1100 – LKR 850)
) should advance with in these fragments
as these costs are viewed as serious
as it has a superior buy control over
especially in the semi urban and semi-rustic
different portions.
markets.

7.2. Price strategy

Current premium valuing system doesn't cook the strategic this task. A value examination and
assessment ought to be completed so as to guarantee that all the costs are marginally beneath the
quick rivalry (Differentiator with value premium). It is important that all the items to be in the
correct value point as it will bolster the center situating and will be in accordance with the
methodologies examined utilizing the blue sea hypothesis.

7.3. Place / Distribution

Depending on the positioning suggested, Selective distribution is seen the most appropriate
strategy to adapt. As it would reinforce the image of the brand as a differentiator oppose to cost
leaders who follows blanket distribution strategy. Further TISL should look in to methods of
creating and reinforcing the relationship with intermediaries such as distributors, Key account
channels, leading fashion retailers, etc.

Further this distribution can be improved through engineering online purchase portal supported
by mobile site. This will create and easy accessibility for the customer to the brand and service
can be provided at an added value.

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 7.4. Promotions.
Segment C & E Segment D & F
Promotions
More value-added promotion should be adapted in order keep aligned
to the discussed positioning. Also, it should be more quantity oriented
Consumer promotions / Pull to ensure the scale growth as intended. Discounting or devaluing will
promotions hinder the brand positioning.
Promotions suggested: - buy 3 bras and get a free gift, Buy 3 and get 1
bra free , etc.
Incentives to retail front Special price for bulk
Trade promotion / Push liners / Special price for direct purchases / Foreign tours for a set qty
promotion agent bulk purchases. achievement.
Communication
Triumph is the brand that offers the perfect fit with the highest
Main message
quality and highest durability at a reasonable price

Communication modes in
Correspondence modes in these
these segments should give
fragments should offer need to
priority to emphasize on below
Core focus underline on beneath factors.
factors.
- Reasonable cost
- High quality
- Highest durability
- Provides perfect fit
TV shows in leading english
channels / Satellite TV TV shows in Sinhala channels such
advertising/ Presence in main as ITN, Press ads in tabloids/
newspapers such as Daily weeklies such as
ATL
mirror, Sunday times, etc. / sirikatha , Tharuni, Rajina.etc Radio
magazine advertisements in campaigns in selected radio
Lanka woman, Hi, channels. eg:- Hiru / Sirisa FM.etc
Cosmopolitan. etc. PR

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 Email campaigns Presence in main consumer-
SMS campaigns oriented exhibitions.
Institutional deals in chosen Sponsorship for regional
BTL workplaces. Supporting style women forums. Activations in
structure programs. etc selected whole sale locations.

Improvements in the corporate website, listing the website in

TTL fashion related s i t e s . Integrating PR and social media to
create a better influence on the followers.
Promotion strategy

7.5. People
Individuals factor is basic during the time spent rivalry at the increased item level as
administration greatness gets one of the noteworthy components that contribute towards
the situating. Consequently underneath ought to be firmly checked and improved.
- Quality recruitment process which is able to filter and hire the most appropriate
cadre Timely training – Product training, customer care training

7.6. Process
- Amalgamate the marketing monitoring system with company ERP to
establish effective monitoring of the project success.
- Develop a CRM system to gather data on the consumer behavior and
communication purposes.
- Implementing performance measurement such as Bench marking or BSC.

7.7. Physical evidence

Website should be revamped with much user interactive
manner. Also, a mobile site should be linked with corporate
Corporate website
website so that information can
be accessed easily.
All the display units should follow a uniform template so it
Display units at
will easily connect the consumers with the brand creating
Wholesale location
higher brand recall probability

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 8.0. IMPLEMENTATION
8.1. Activity plan
2021 Q2
Activity Responsible
April May June
Product Line evaluation
Head of Sales and
Initial proposal to eliminate the non - Manager - Product
performing styles management
Final action plan to proceed the elimination

Manager - Marketing
Price evaluation
Price alteration feasibility analysis
Head of Finance
Price alteration

sales forecast - SKU wise everyday wear

Head of Sales
segment
Product order preparation Manager - Product
Management
Product order placement
Distribution channel evaluation
Manager - Marketing
Identifying the most potential locations
Developing display units
Development of Online buying portal
Revamping the website
Manager - IT
Development of CRM system
Amalgamating MKIS and ERP

Agency brief
Manager - Marketing
Creative finalization
Communication Plan implementation
Implementation plan4 Special note - Communication plan is provided separately

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 8.2. Communication plan
Time frame
Communication 2021 2022 2023
Aspect

Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2

TV Program

Radio Campaign

Press Ads

Hoarding

10’ X 15’

40’ X 15’

Consumer
Promotions
Trade
Promotions

Social media
related

Email campaigns

Press releases

Events

Outdoor
promotions
Internal
Communicationa
l aspects
Communication plan

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 8.3. 3 YEAR BUDGET ALLOCATION
Year 1 Year 2 Year 3
Process development
Development of Online buying portal 1,150,000.00 1,000,000.00 900,000.00
Revamping the website 975,000.00 500,000.00 400,000.00
Development of CRM system 550,000.00 500,000.00 400,000.00
Amalgamating MKIS and ERP 126,000.00
Sub total 2,801,000.00 2,000,000.00 1,700,000.00
Media development
Concept development 900,000.00 900,000.00 900,000.00
Agency commission 1,500,000.00 1,500,000.00 1,500,000.00
Sub total 2,400,000.00 2,400,000.00 2,400,000.00
Media implementation cost
TV 2,100,000.00 2,100,000.00 2,100,000.00
Radio 521,000.00 521,000.00 521,000.00
Press 1,200,000.00 2,600,000.00 2,600,000.00
Hoarding 924,000.00 1,000,000.00 1,000,000.00
Sales promotions 6,000,000.00 6,000,000.00 6,000,000.00
Social media network 500,000.00 750,000.00 900,000.00
Email campaigns 152,000.00 200,000.00 250,000.00
Press releases 795,200.00 795,200.00 795,200.00
Events 1,500,000.00 1,500,000.00 1,500,000.00
Measurement campaigns 1,000,000.00 1,000,000.00 1,000,000.00
Outdoor promotions 800,000.00 15,000,000.00 20,000,000.00
Sub total 15,492,200.00 31,466,200.00 36,666,200.00
Development of Display units 6,500,000.00 6,500,000.00 6,500,000.00
Grand Total 27,193,200.00 42,366,200.00 47,266,200.00

Budget notes
- Activity based budgeting technique is adapted to develop the above budget
- Budget will be monitored on monthly basis and it will be sole responsibility
of Manager- Marketing and Head of finance.

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 9.0. Monitoring and evaluation

After the effective execution of above advertising plan, it is critical to intently

screen the exhibition of set targets and methodology. Consequently use of PDCA
cycle is proposed in the post battle stage so as to screen the achievement of the
program.

Establish the objectives

and processes necessary
to deliver results in
accordance with the Implement the plan,
expected output execute the process, and
make the product

Monitor and measure

Request corrective defined KPIs
actions on significant PDCA Cycle
differences between
actual and planned
results
Tools that can be adapted
- Metrics
- Balance Score card
- Benchmarking

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 9.1. Metrics
So as to guarantee that PDCA cycle is in legitimate working condition it is
imperative to help the cycle with set of chosen measurements estimated and assessed
on convenient way. Henceforth beneath is a lot of measurements that will be used to
gauge the achievement pace of the venture.

Business area Recommended metrics

Marketing and Market growth
brand metrics Relative market share
a) Customer retention
b) New customer acquisition
Customer metrics c) Customer loyalty - Customer segments wise
d) Customer life time value - Customer segments wise
e) Profitability - Customer segments wise
f) Average basket value - Customer segments wise
a. Channel wise sales - value and Volume
Channel metrics b. Channel wise Inventory turn-over
c. Channel wise Sales per unit of floor area
d. Intermediary margin percentages.
e. Online purchase – Cost per sale / Profit per sale
Product and portfolio Marketing cost per SKU
related
New product adoption rate/percentage of total sales represented by new
products
a) Share of voice
b) Recall rate – customer segment wise
Promotional/ digital
and media metrics c) Marketing communication expenditure - customer segment wise
d) Reach
a) Gross profit margin
Profitability metrics
b) Net profit margin
c) Earnings per share
d) ROI
Metrics

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 9.2. Balance Score card
Please refer appendix II for the BSC developed.
Balance Score Card for TISL Medium term marketing plan

Perspective Objective Strategic measures Target Initiatives

Mystery shopper rating Above To meet

80% customer
Service excellence Customer complaints satisfaction
Below
level to ensue
05%
higher brand
Repurchase analysis
loyalty and
Customer
Customer greater CLV
retention Customer footfall
30%
perspective calculation whilst making

Customer feedback survey the customer

Customer the dynamic

customer comments on 30% partner of the
satisfaction level
social media
business
Net profit margin To succeed
25%
Profitability finacially
Segmental profitability
30% whilst
(customer segments)
ensuring the
Volume growth Vs industry
Financial Profitability growth 15% expectation
growth of the

Return on stakeholders
ROI 25%
Investment are met

Operational To ensure
Inventory turn over 90 Days
excellence higher
productivity
Building the Brand awareness 50% of the internal
Internal brands process to
Engagement level on social achieve a
21%
media sustainable
Digital presence business
Sales growth rate of the
12%
online purchase growth

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 To ensure
Motivated and Below
Fields sales staff turn over that TISL is
prepared 10%
one of the
workforce
best place to
work and
Performance Performance appraisal 30%
Learning grow whilst
and growth Work place Above providing
empowerment Independent staff survey 65% maximum

Traing and Number of new trainings 05 per contribution

development conducted quarter to the

company's
growth

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 REFERENCE

• Diasz,L.(2013) Strategic Marketing – marketing Strategies for Sri Lankan Business

Entities. Colombo. Softwave priniting and packaging (PVT) LTD.
• Kotler,P and Armstrong, G. (2012). Principles of Marketing, 14thEdition, New
Jersey, Prentice Hall.
• Macdonald, M. and Mouncey,P (2009) Marketing accountability- A new metrics
model to measure marketing effectiveness. London. Kogan Page Limited.
• Deloitte research, (2010) Improving marketing effectiveness, UK, Deloitte.

• Chaffey,D and Smith,P (2008) e-marketing excellence, 3rd Edition , Oxford,

Butterworth-Heinemann.
• Triumph International Sri lanka Face book page,
https://www.facebook.com/TriumphSriLanka
• Triumph case study : Super brands
http://www.superbrands.com/lkc1/pdf/22_consumerSB2.pdf
• Ada derana Triumph International introduces the ‘T-shirt Bra’ to the Sri Lankan
Fashion world, http://www.adaderana.lk/news.php?nid=11989
• Triumph International Sri Lanka (2015) Annual Financial Statement’

• www.investopedia.com

• http://businesscasestudies.co.uk/

• www.entrepreneur.com

• What is blue ocean strategy ( by © Kim & Mauborgne)

• Blue ocean strategy (OCTOBER 2004)https://hbr.org/2004/10/blue-ocean-strategy.

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