Table of Contents

1. BASF Introduction...........................................................................................................................2
2. Analysis of BASF Mission, Vision, Goals and Values........................................................................2
2.1 Corporate Strategy and goals....................................................................................................2
2.2 BASF core values.......................................................................................................................3
3. External Analysis.............................................................................................................................3
3.1 PESTLE Analysis.........................................................................................................................4
3.2 Porter’s Five Forces Analysis.....................................................................................................6
4. Internal Analysis..............................................................................................................................7
4.1 VRIN Analysis.............................................................................................................................7
4.2 Value Chain Analysis..................................................................................................................9
4.2.1 Primary Activities....................................................................................................................9
4.2.2 Secondary Activities................................................................................................................9
5. Key Findings and analysis...............................................................................................................10
5.1 Impact of external environment on BASF MVGV.....................................................................10
5.2 Internal & external environment of BASF................................................................................11
5.3 Impact of BASF resources and capabilities on its MVGV.........................................................11
6. Recommendations.........................................................................................................................11
7. References...................................................................................................................................12
8. Appendices..................................................................................................................................13

Word count: 2576 (excluding tables and figures)

 1. Executive summary

A concise statement of your brand extensionproposal including a briefintroduction of the brand, the key
issues emerging from the analysis, two brand objectives, a notion of the proposed brand extension and
who would benefit from your proposed brand extension (e.g. Brand, target customers, other
stakeholders).
 2. Brand Audit

This section, needs to show an understanding of the current situation of the organisation and the market
where it operates, consideringinternal and external factors. This requires an in-depth understanding of
the brand inventory (e.g. brand symbols, brand assets), brand exploratory (e.g. consumer knowledge
using the customer-based brand equity of the organisation, consumer trends) and the brand
positioning.It is essential to show evidence of the evaluation of thechosen brand’scustomer-basedbrand
equity (e.g. around brand knowledge, differential effect, customer responses, and current
positioning).This section must include the identification ofmarket challenges andopportunities that can
be exploited to develop a brand extension and require setting branding objectives.
 Fitness market share

Figure 1: Business Model and strategy of the Gym Group (Business Model and Strategy, n.d.)

Number of gym / fitness centers

 Global premier league of leading Gym partner’s

3. Branding objectives

Select two SMART branding objectives to be achieved through the extension strategy and explain how
they fit with the current objectives of the brand. Objectives need to be a result of the brand audit and
you should indicate and justify how they contribute to the brand equity of the chosen brand by citing
relevant sources.

4. Insights

Develop insights that help the organisation to plan their projected growth by identifying emerging trends
within their customer-base and in the general consumer population that can help to achieve the
branding objectives. Considerwhat the customer does, when they do it, why they do it or how they feel
about the brand. In this section, you can use a variety of data sources existing statistics (e.g. Statista),
public databases (e.g. Government.co.uk), information gathered from social media for example about
brand sentiment (e.g. Twitter-Now X) and search for trends (e.g. Google Trends). Indicate what can be
learnt from those sources and how this information translates into actionable insights that can help to
achieve the proposed objectives and lead to the proposed brand extension.

5. Proposal of brand extension

Building on the actionable insights, persuasively argue the case for abrand extension by defining a target
customer profile (i.e. brand persona). This section needs to indicate how the brand extension 1) meets
the target customer’s needs;and 2) contributes to the organisation brand equity (including how it fits
with the brand’s existing portfolio). This section can include a notion of metrics to suggest how the
contribution of the brand extension could be assessed (e.g. measure brand personality, loyalty,
awareness).

6. Reflection on limitations of the report and potential solutions

Reflect, in an informed and professional way, on any limitations of the report. As you will not have access
to crucial data that might assist you in the proposal of your brand extension, you need to identify any
data that you would like to access but that is not currently available to you and indicate how that would
assist your analysis. Other limitations could be also considered if relevant as well as potential solutions.
 7. References

Your assignment needs to be presented as 2500 wordsreportdocument, using at least 6academic journal
article references (they can be from the module reading list and beyond) as well as other sources (e.g.
statistics, practitionerpublications). The report needs to include the following sections:
 8. Appendix

It is advised touse an appendix section for any tables, figures, screenshots or other materials that help to
justify the ideas presented. These appendices should be mentioned in the body of the report (referring
the reader to the relevant appendix) and organised in the same order as they appear mentioned in the
main document. Note that, the appendix is not a section to put text that does not fit in the body of the
report because of the word limit.
Assessment Criteria

Your individual report assignment will be marked by the following assessment criteria:

• Critical analysis of the brand and its environment to identify problems and opportunities
informed by branding theory.

• Development of clear objectives that align with the strategy of the brand.

• Use of research to identify relevant data sources and academic references to assist decision
making.

• Credibility of insights based on available sources and recommendations.

• Evidence of effective understanding target customers.

• Reflection on limitations of the analysis and proposal of potential solutions.

• Overall report presentation, structure and clarity of written communication.

The Gym Group

Analysis of Business

The Gym Group more commonly known as the “The Gym” is a “low cost gym” which was founded by the
company’s chief executive John Treharne in 2007. With over 350,000 members and 66 sites the gym
operates on a 24/7 basis with a low monthly membership without a contract is identified as the second
largest operator within the low cost gym market “Gym Group Celebrates £250m valuation” (Telegraph ,
2015) “The founder of The Gym Group today cashed in £3 million as he floated the low-cost gym chain
he founded just seven years ago for £250 million.” (Evening Standard 2015) “Two private equity-backed
gym chains have cancelled a £300million merger, blaming competition authorities for flexing their
muscles.” (This Is Money 2014)

Competitors Within The Industry

Business Analysis

The business in question will undertake a SWOT analysis amongst other methods. This technique was
employed because of it’s ability to “deliver a significant added value to a company’s strategic
development Bohm (2009) Some of the strengths that relate to the business are as follows Mintel (2015)
identified that the reasons as to why individuals opted out of joining new gyms were because of reasons
relating to the existing gyms high costs location and contract all of which budget gyms do not possess
because of their aggressive pricing location within urban areas and contracts that range from simply one
day or that can be frozen for a period in which the user can decide. The Gym operates on a 24/7 basis
which meets the needs of the working population especially those who engage in shift work where their
individual hours may fall outside of traditional gyms opening times. This coupled with the fact that 10
percent of users use the gym between the hours of 22.00 and 06.00 the following day show the
importance of a 24 hour opening period. The process of also joining the gym is all done online and can
be carried out the gyms terminals or at the comfort of an individual’s home. This coupled with the fact
that the gym has no contracts which founder ad CEO John Treharne “simply doesn’t believe in” means
that member s can join, leave or rejoin the gym at any point as they please without any financial penalty.
This can also help when marketing to customers as a huge online database is formed using this process
vs a paper concept which this process would take longer to carry out. The group also boasts an
experienced management team. John Treharne (CEO) who has a vast history in sport and owning health
clubs but individuals such as Jim Graham who had a position as a MD at Orange amongst other members
of the management team who have experience within senior positions in established businesses. Fixed
costs within the business are also reduced due to the business model. There are no receptions or sales
facilities which are commonplace within traditional gym structures. Facilities such as saunas and
swimming pools are not a feature in gyms which can also prove to be costly. All repair works such as
cleaning and maintenance are all outsourced which means that the management team can focus on
other matters more important to the business Weaknesses The Gym Group hopes through its brand
image that it will be identified as a health and fitness club known for it’s low cost and “value for money
membership”. The company identifies

That while there is “flexibility” to alter membership fees it is limited in doing so therefore an increased
revenue is dependent upon new members joining the gym. There are also a number of external factors
outside of the gym’s control which could lead to a decline in the number of members and therefore a
decline in the amount of revenue. This coupled with the fact that there are no membership contracts for
joining the gym which CEO John Treharne highlighted in an interview was simply something he did not
believe in (https://vimeo.com/12094697) Factors such as increased competition within the area could be
a reason as to why there would be a decrease in membership levels. There are a number of key players
within the health and fitness industry market as illustrated in Fig 1 who are both low cost budget as well.

Another said weakness for the business surrounds its selection criteria for new sites. Founder and CEO
John Treharne argued against the acquisition of existing gyms because of factors relating to its size and
existing consumer base. Highlighted below is the company’s selections strategy for choosing the location
for a new gym to open which is dependent upon “size, location, local population density and geo-
demographic data, nearby transportation networks and/or availability of car parks” The company’s
reliance on information technology is a poses a risk to the business because it affects so many areas of
the business if the system was to go down for a significant period. These include areas such as
membership services and enrolment, the processing of payments, gym access and most importantly the
monitoring of security. This coupled with the threat of hacking and viruses coupled with confidential
information which are dealt with by third a parties are at risk if a situation like this were to occur.
Legislation regarding competition laws could affect the businesses ability to grown within the market. It
was noted that in the year of 2014 the company made attempts to merge with Pure Gym however after
the UK Competition and Markets Authority referred this to a phase 2 competition review plans to do so
were halted. Factors which could also affect The Gym Groups reputation could be via damage to the
reputation of the business caused by for example relations between employees and customers of the
gym. Opportunities The market itself is valued at 4.3 billion and although the budget gym market is a
small percentage within it, it is still a growing market with membership levels increasing from 0.2 million
to 1.3 million from the period of March 2011 to March 2015 as illustrated by the figure below.

Achieving economies of scale could prove beneficial for the business as time goes on. The Gym Group
seeks to “reduce gym fit out costs” and “improve operating efficiency”. Evidence for this can be seen by
the costs of fitting out a new gym being reduced from £1.5million to £1.3-4 million as a result with better
negotiation strategies with contractors. This coupled with the addition of new marketing and media
agencies “directors believe has improved the effectiveness and efficiency of the Groups’s marketing and
purchasing scale” Mintel (2015) indicates that the potential customer base for health and fitness clubs is
great. Research into the industry shows that 79% of consumers have a “health related or fitness related
goal” and 46% show interest in visiting a club. Threats However research undertaken by the global
market research company Mintel has told us that in the year of 2014 the NHS quality and outcomes
framework which is the “annual reward and incentive programme detailing GP practice achievement
results” HSIC (2015) that physical activity had been removed from their framework. This was also
followed by findings from the British Journal of Sports Medicine that physical activity in actuality does
not promote weight loss and this is simply a technique employed by food and drink companies to
combat obesity. Mintel (2015) also indicates that although budget gyms have seen increases in their
respective membership bases some consumers are still unable to pay membership fees which rnage
from £10 to £20 a month. It is found that the sport retailer Sports Direct could be cashing in this market
because access here starts from £5 a month. Economic factors such as taxation and inflation all have the
ability to affect individual’s disposable income. However Mintel (2013) that these sorts of factors had
“made life tough for the mid market clubs” A change in attitude amongst consumers about how they go
about their health is also a factor which comes into play. The emergence of wearable teach such as
Apple’s HealthKit and Fitbit and working out at home has meant according to Sport England resulted in a
fall in the amount of people who go to the gym to 6.56million (a fall off 153,000) Guardian (2015)
Capacity issues could also become troublesome for low budget operators. Mintel (2015) indicates that
13% of consumers indicate overcrowding as a reason to not visit a gym. This could potentially mean
turning away potential customers.

There are also psychological barriers which prevent users from joining a gym. Mintel (2015) found that
19% of people who want to lose weight are worried about other people’s perception of their appearance
and interestingly 38% of this group feel that budget gyms are intimidating a figure of 30% is also seen
within traditional gyms however. Customer Segments Customer segments within the health and fitness
industry are described as follows and have been adapted from Sport England (2010) Competitive Male
Urbanites These are categorized as males from the ages of 18-25 who have no relationship commitments
and are typically students or graduates. They represent 5% of adults and 10% of all males. Some of the
barriers which prevent this group from engaging in physical activity are work commitments and health
issues. Sports Team Lads Similar in age to their competitive male urbanite companions in age and
relationship status and barriers as to why they do not take part in physical activity these individuals tend
to be more vocational students. This group represents 5% of all adults and 11% of all males. Fitness Class
Friends Essentially the female version of competitive male urbanites this group represents 5% of all
adults and 9% of women. Barriers to engaging in physical activity for this group surround family and
economic and work reasons. Supportive Singles These are females aged between 18-25 who are likely to
be students or study a vocational subject. This group represents 4% of all adults and 8% of all adult
women. Work commitments, health and children are all deciding factors why this group do not engage in
physical activity. Career-Focused Women These are women aged mainly between 26-45 who are single
and in full time employment. This group represents 5% of adults and 9% of women. Work commitments,
health and economic reasons are reasons as to why this group doesn’t partake in physical activity.
Settling Down Males Characteristics of this group are males aged between 26-45 who possibly may have
children and have a professional job. This group represents 9% of all adults and 18 of all men. Work
commitments, health and economic reasons are reasons as to why this group doesn’t partake in physical
activity. Stay At Home Mums

Mainly aged between 36-45 and tend to be married. This group represents 4% of all adults and 9% of
adult women. Work commitments, health and economic reasons are reasons as to why this group
doesn’t partake in physical activity. Middle England Mums Mainly aged between 36-45 these women
tend to be married with children and either tend to work part time or stay at home with their children.
Work commitments, health and economic reasons are reasons as to why this group doesn’t partake in
physical activity. This group represents 5% of all adults and 10% of adult women. Pub League Team
Mates This group are males aged between 35-45 who are either married or single who have a vocational
job. Work commitments, health and economic reasons are reasons as to why this group doesn’t partake
in physical activity. This group represents 6% of all males and 12% of adult men. Stretched Single Mums
Categorized as single mothers aged between 26-45 who tend to be on job seekers allowance and are low
skilled. Family and health and economic reasons are reasons as to why this group doesn’t partake in
physical activity. This group represents 4% of all adults and 7%of adult women. Comfortable Mid Life
Males This group represents 9% of all adults and 18% of adult men. This group are mainly aged between
46-55 and are married with children and engage in full time employment. Work commitments and
health reasons as to why this group doesn’t partake in physical activity. Empty Nest Career Ladies This
group are the female equivalent of comfortable mid life males however health reasons and economic
reasons factor in as to why this group may not partake in physical activity. This group represents 6% of all
adults and 12% of adult women. Early Retirement Couples Represent 7% of all adults and 6% of adult
women and 8% of adult men who are married to each other and are either retired or full time employed.
Health reasons and economic reasons factor in as to why this group may not partake in physical activity
Older Working Women This group represents 5% of all adults and 10% of adult women. Typically aged
between 4665 this group also tends to be married. Health reasons and economic reasons factor in as to
why this group may not partake in physical activity.

Local ‘Old Boys’ Aged 56 to 65 this group tend to be either single or married but unemployed. 4% of all
adults and 8% of adult men fall under this category. Health reasons and economic reasons factor in as to
why this group may not partake in physical activity. Later Life Ladies Similar to local old boys these
female demographic tends to be ether unemployed or retired and represents 2% of all adults and 4% of
adult women. Comfortable Retired Couples Aged 66 and above this group represents 4% of all adults and
women and 5% of men. Health reasons and economic reasons factor in as to why this group may not
partake in physical activity. Twilight Year Gents Similar to comfortable retired couples this male group
represents 45 of all adults and 8% of adult men Retirement Home Singles Similar to twilight year gents
this group also tend to be widowed.

Competition within the market The Uk Health and Fitness Industry is split into public and private clubs
defined by their nature. Public which is a health club “composed of people who voluntarily meet’ in this
sense for health and fitness which is open to anyone. In contrast private clubs are the same in terms of
definition however these have “the right to immunity from public interference. Private clubs in this
instance are broken further in to traditional operators and budget gyms of which The Gym Group is a
part of. Shown below are the leading health and fitness club

Operators in terms of clubs and members. However this does not represent all players within the
industry only representing 18% of the market (The Gym Group, 2015)

Competition in this sense is down to consumer choice and the Gym Group recognizes that they have to
compete with all “local health fitness operators, gyms, sports and leisure centers both by private and
public sectors” Further to this The Gym Group operates within the budget gym private sector which
there are a number of key players and are illustrated in the table below.

The Gym Group also recognizes a number of key areas in regard to completion specific to them. These
include the threat of non-profit and local authorities who are able to purchase land at a cheaper rate and
therefore construct gyms at a cheaper rate and may be able to compete on price either through
penetration pricing or competitive pricing.

They also recognize that “companies that have greater resources/name recognition may compete to
attract members in it’s markets” As well as this they recognize that The Gym does not have exclusive
rights to parts of it’s in gym experience and services which competitors could copy and improve upon.
They also recognize that traditional may offer lower membership fees and still offers the “premium”
services associated with those sort of gyms and therefore price the company out of the market.

Marketing at the Gym Group The Gym Group aims to become a “friendly” and “approachable provider of
high quality, value-for-money gyms”. In terms of brand image, the gym aims to be known for it’s
convenience in monetary terms which is delivered by its “value for money membership pricing
structure”. They also want to be known for not having a “fixed term membership contract” which
according to Mintel (2015) was one of two top barriers which discouraged users from joining a gym. It’s
unique opening hours’ structure which operates on a 24/7 basis and access to high quality fitness
equipment. This brand image should be reinforced by the agencies and staff that they employ which is
delivered via their “tone of voice” and “consistent messaging. If these are relayed it is hoped in turn that
members of the gym will recommend their own individual gym to their respective families and friends
which directors of the company believe is one of the “most powerful marketing tools”. Actual marketing
carried out is split into two areas; the pre-opening marketing strategy and the post opening marketing
strategy. Pre-opening marketing strategy takes place 3 months before a gym opens and each individual
gym is allocated a marketing budget in which the marketing agency and management teams design a
marketing plan for. This can take place in the form of “traditional digital, print and billboard marketing”
as well as “direct to public marketing” via street teams and “local outreach activities” Post opening of
the gym marketing continues via a variety of methods with a focus on the “most seasonally affected”
months. These methods include “mail shots” “street leafleting” “organic and paid” search engine
optimisation. Emails and text messages are also sent out to previous and current members of the gym.
This is also extended to social media platforms on Facebook and Twitter which is used to raise “brand
awareness” and to develop an online

Community. Other methods that take place to market The Gym Group include press announcements and
online advertising.

https://pdfcoffee.com/business-analysis-of-the-gym-group-pdf-free.html

The Gym shark bites (snack and energy drinks)

1.0 Executive Summary

The brand name of the for-profit business is Gymshark, a fitness apparel and accessoriesbrand,
manufacturer and online retailer. The brand extension is a category extension calledGymshark Bites that
will introduce snacks like protein bars and energy drinks for the typicalfitness enthusiast. Gymshark Bites
is a category extension because the snacks are a differentproduct category and will be using the parent
brand Gymshark. Gymshark currently does nothave any food products. The new product will be
marketed globally because Gymshark isalready a global company with a global market. It is supported by
millions of highly engagedsocial media followers and customers in over 130 countries.The key customer
market will be gym-goers and fitness fanatics who are already donningthe Gymshark apparel, as well as
the typical health enthusiast. The target market is those whoalready take care of their health physically
and require assistance in the nutritional and dietdepartment. Bodybuilding and wellness tracking are
becoming more prevalent as the COVID-19pandemic is a reminder to take care of one’s health.
Therefore, there is an increase in customerneed for nutritional snacks and health supplements.Gymshark
Bites will create a desirable value proposition as a delicious, nutritious, andconvenient snack for the busy
and on-the-go health enthusiast. Additionally, the iconic Gymsharkname will contribute to a personal
brand image for the Gymshark Bites consumer. Althoughthere are many well-established nutritional and
supplemental companies in this field, Gymsharkstands out as a leading brand and company in the
wellness world, and this momentum will helpthe company build a strong customer base for its
nutritional line. Gymshark will strive to grow inthis market to develop the best protein bar and energy
drink.
Since Gymshark is an established international company with millions of supportersacross the globe,
Gymshark Bites will be marketed similarly through social media and theextensive influencer community.
Gymshark expects to accumulate $7,500 in monthly sales toreach the break-even point. The keys to
success will be community outreach, elite customerservice, and product value.

2.0 Situation Analysis

Gymshark is a leading pioneer in the world of fitness through its branding and apparel.With its excellent
marketing and loyal customer base, Gymshark will introduce Gymshark Bitesto grow the brand through a
new segment: food and snacks. Although many companies arehindered during this global pandemic,
there is a rise is health awareness, and Gymshark will takethis opportunity to contribute to the wellness
of this health and fitness community.

2.1 Market Summary

Gymshark has a network of people who are loyal supporters of the brand and company.There are
existing “influencers” with the Gymshark brand, and now there is an opportunity toexpand that group
with the launch of Gymshark Bites. The target customer groups are the currentcustomers who already
don the Gymshark brand at the gym because their loyalty is unmatched.The projections for growth in
this market is to gain a large part of the market share by the end of the first fiscal year.

2.1.1 Market DemographicsThe geographic profile of the target area is global, predominantly in the UK,
US, andAustralia since there are already existing markets and consumers in these locations.
Gymsharkhas an expansive reach on the internet and their social media, so they can sell to many
morepeople in other countries. The demographic profile includes an even ratio of male and female,

With ages from 16 to 40. A more concentrated target market would be those between 23 and 35since
this age group fits the age group of majority gym and fitness fanatics and has the money tofund this
passion/hobby. The behavior factors that will influence our decision-making will becustomers who
frequent the gym while enjoy promoting that lifestyle on their social medias.These people value fitness
activities and spend time and effort keeping up with the trends in thefitness industry.

2.1.2 Market NeedsGymshark will benefit the customer base by providing delicious and nutritional
snacks,the well-known and empowering brand name, as well as exemplary customer service.
Thecustomers already have an active lifestyle, but there is a need for a direction with nutrition.
Thesesnacks can be enjoyed pre-workout, intra-workout, and/or post workout. Additionally,
manycustomers are in school and/or work full time and require healthy snacks to keep them
fueledthroughout the day.

2.1.3 Market TrendsBodybuilding is becoming increasingly popular to the world of fitness. In

bodybuilding,it is important to consistently hit a specific amount of macronutrients (protein,
carbohydrates,and fats), and these snacks will have a sufficient ratio to provide for the best
bodybuilders.Another leading trend in the fitness world is powerlifting, where people require a majority
oftheir energy of the day to lifting these 300lb+ weights. Gymshark will provide an appropriateamount of
caffeine dosage to energize these strong people.Meal-prepping is a common trend found not only in the
fitness industry, but in theworking class that are too busy to cook daily or go out to restaurants to eat.
Therefore, they will
Rely on preparing their meals ahead of time and easy convenient snacks. Gymshark Bites will beeasy to
package and healthy to consume.

2.1.4 Market GrowthThe fitness industry is growing in all aspects. Gym fanatics are becoming more
common,and the industry is growing in the apparel department as well as the nutrition department.
Theprices of competing products are steadily increasing. With the pandemic, more attention is
beingbrought to overall health, so many people are joining gyms and hiring coaches for their healthand
fitness journeys. People are starting to realize the benefits to health and physique and mentalhealth
through lifting weights and doing cardio.

2.2 SWOT Analysis

2.2.1 StrengthsGymshark is already a well-known fitness apparel company on a global scale. If it

cameout with a food and snacks line, there would already be recognition to the brand.
Additionally,Gymshark has a strong network of influencers and supporters that help sell and promote
theirproducts.

2.2.2 WeaknessesThe fitness foods and snacks industry is already a highly saturated market.
Manysupporters and influencers of Gymshark already have an existing affiliation with nutritionalsnacks
companies that are potential competitors.

2.2.3 OpportunitiesThe branding and packaging of the snacks would be appreciated by the consumers
whoappreciate and are loyal to the Gymshark brand and logo. By using the company core value
of“vision,” this creates potential for growth in other existing segments.

2.2.4 ThreatsWith the global pandemic, it would be very difficult to introduce and promote a
product,especially food related. Additionally, these snacks can be deemed as non-essential and because
of the virus, such as unemployment, people are spending their money more on necessities.

2.3 CompetitionThe fitness snacks industry is convoluted with many different brands, products,
andmisleading information on nutrition. From protein bars to energy drinks, there are already aplethora
of existing brands and products. The existing competition often has flashy branding andnutrition-focused
marketing. Customers will prefer Gymshark Bites because of the timelessdesign, well-balanced macro
nutrients (a higher protein to carb and fat ratio), and delicious taste.In order to succeed in the
competition, Gymshark will utilize its global network of influencers topromote their new products.
Additionally, Gymshark will reach out to supplementcompanies/stores such as GNC and Nutrition Depot
to sell their products there as well.Eventually, Gymshark will open a brick and mortar store to sell their
products exclusively.

2.4 Product OfferingGymshark Bites will introduce the new category line with 3 introductory
products:Jawsome Juice – low calorie energy drink with 200mg of caffeine and beta alanine toinduce a
tingling sensation. Containing no sugar, this energy drink will give customersthe jolt of energy needed to
go throughout their day.Chum Chews – an essential amino acid intra-workout candy that will prevent
bloodglucose from dropping during a tough workout. With many delicious flavors and juicytexture, this
treat will start muscle synthesis at the time of the workout.

Fintastic Feed – the protein bar that will get everyone the protein intake that they need,with only 2
grams of carbs per bar. With a variety of flavors, this snack can be taken on the go.
2.5 Keys to SuccessIn order to achieve success, Gymshark must stay true to its core values while
introducinga new category line. Family, progression, and vision are the values, and Gymshark will
makesure that these new snacks are aligned with those. Gymshark considers their network ofsupporters
and family of influencers their family, so they will utilize that strength as a way topromote their products.
Gymshark will provide the same stellar customer service that they arealready currently providing.

2.6 Critical IssuesSince Gymshark is already a well-known name and established company in the
fitnessindustry, we will be using that strength to bolster the new products. Upon launching the
newproducts, Gymshark will also sign on a new additional group of “influencers” to encourage
thisproduct loyalty. Being a top dog apparel company, Gymshark can motivate their existingcustomer
base to try out their new snacks despite the existing competing companies. Gymsharkis currently in the
growth stage of the product life cycle, and Gymshark Bites will be in theintroduction stage. With its
interactive marketing and aggressive influences, Gymshark can growsteadily with the launch of its new
category line.

3.0 Marketing Strategy

3.1 MissionWith the introduction of Gymshark Bites, Gymshark’s mission is to provide the consumerwith
the best tasting, high nutrient, and practical snacks for on-the-go or in the gym. We exist

Create the tools that help people unlock their full, incredible potential and put their ideas intoaction.
Our community of athletes, artists, and visionaries stretch all the way across the globe.Our products
exist at the intersection of engineering and art, fearlessly progressive andconsistently future-conscious.
In everything we do, we are true to our own vision. We hope forGymshark Bites to be a part of
everyone’s growth and journey, as the sustenance that fuels yourpassion and vision.

3.2 Marketing ObjectivesThe marketing objective is to maintain a strong growth in sales for each quarter.
Thegrowth object is to attain market penetration in the first quarter through the current customerbase.
Gymshark will increase awareness through the influencer community in the first quarter.The company
plans to expand customer base to non-fitness communities in the first fiscal year.The specific benchmark
is to achieve a market share of 20% in a $500 million industry in the first fiscal year.

3.3 Target MarketsAs the fastest growing and most recognizable brand in fitness, our target market
segmentare people whose lives revolve around fitness and fashion. We are devoted to
producinginnovative, effective products for an ever-expanding social presence, and above all, we
arecommitted to the Gymshark vision: “Before there is an action, there is an idea. Be a visionary.”We
strive to capture the market niche of people who are driven, competitive, and leaders of theirindustries.
Since Gymshark is the leading pioneer in the brands of the fitness world, we hope thatwe can inspire and
influence our targeted customers who also strive to be pioneers in their ownlives.

3.4 Positioning

Gymshark Bites will position the category line as the elite nutritional snack line to alignwith its current
brand as top in the athleisurewear industry. From the low calorie energy drink to the essential amino
acid candy, Gymshark Bites will check all the points of our target market’sneed with delicious and
nutritious snacks, complemented by stellar customer service. GymsharkBites will stand out from the top
competition with its visionary products and unique, innovativedesign. Furthermore, the snacks will have
a more favorable macronutrients ratio, with higherprotein and reduced fat.
3.5 Marketing MixProductThe macronutrient ratio of Gymshark Bites will be strategically calibrated so
that theflavor of each snack is still top notch while making sure protein is high and fats and carbs arelow.
Gymshark Bites have higher value in comparison to the competition because of the currentbrand image
that Gymshark has as a whole. Additionally, the snacks will have reasonable pricingas to not “break the
bank” of our loyal customers.PriceOur products will be charged per product with a discount for orders of
10 or more. It isadvantageous for Gymshark Bites to sell directly in gyms because premium pricing can
stillappeal to our customers, and Gymshark will successfully achieve higher margins. Our strategywill be
unique because we will implement a point system that build customer loyalty. Each dollarwill equal a
point, and after a certain amount of points accumulated, the customer can choose toredeem it for
products of their choice.Place

Gymshark Bites will mainly sell the snacks from the Gymshark website since there isalready high traffic
visits to the site. This DTCI (direct to consumer international) approach willallow us to reach a larger
population. Moreover, Gymshark Bites will be sold in gyms to buildconvenience for our customers who
act upon impulse buying. Gymshark will take responsibilityfor the online distribution, while gyms will be
in charge of direct, in-person distribution.PromotionGymshark’s success comes mainly from the use of
our influencer community. Socialmedia is a great platform to spread the news (for free!), and influencers
are the modern “word bymouth” technique. In Gymshark’s experience, we have found the best success
in promotionaltactics via our online community. Our website is appealing and easy to navigate. Our
Instagramaccount is enticing with 4.8 million followers currently.With a limited promotional
budget,Gymshark Bites will gain market share by simply promoting the products on our Instagram
pageand website, while utilizing our influencer community to spread the news. In order to evaluatethe
success or failure of our promotional campaign, we will look at the outreach statisticsprovided by
Instagram, as well as look at our revenue and overall profit/loss.

3.6 Marketing Research

Since Gymshark already has an existing loyal customer base, it would be best to conductmarket research
by studying the other trending competition and survey our customers about theirthoughts and opinions
on nutritional fitness snacks. While evaluating the results of the survey,we will keep in mind the goal and
mission of Gymshark, which is to be legendary leaders. If ourcustomer base shows favor towards our
products as opposed to another nutritional snackscompany, it might appear biased. However, since
Gymshark has never had a snack line, ourcustomers had to find other brands to support. When
Gymshark Bites is launched, we are

confident that our customers will embrace the Gymshark brand and try out our snacks. They willcommit
because of the taste, branding, and reasonable price. Gymshark has a strong staff that canconduct the
market research because we have experienced success with their previous research.

5.0 Controls

Gymshark will monitor both expenses and revenue closely on a month-to-month basis, aswell as an
annual review, during the first fiscal year. To follow, the company will continue tomonitor the progress
monthly and implement a quarterly and annual review. Additionally,Gymshark will consistently monitor
customer satisfaction through the Gymshark website andproduct reviews, as well as audience
engagement on social media platforms.

5.2 Marketing OrganizationGymshark and its loyal community of influencers will be responsible for the
marketingactivities. Gymshark will rely on its most successful form of outreach that is the
influencercommunity to market each new product. Each influencer must meet a quota to reach
certainstatuses of the influencer hierarchy.

5.3 Contingency PlanningWith every company and product launch, there are risks associated that may
affect theoutcome of the company. Gymshark identifies that existing nutritional and supplemental

Companies, such as Alani Nutrition and Revive Supplements, play a competitive role in themarket.
However, Gymshark has a much larger following than those two companies combined.Another risk at
play is the state of the world during this global pandemic. Gymshark willcontinue to monitor the Gross
Domestic Product and Customer Price Index to ensure that thedata is favorable for the launch of
Gymshark Bites.

References

Andrew, J. (2020, September 15). Is Gymshark worth $1.4 Billion? Retrieved

fromhttps://medium.com/the-crunch/is-gymshark-worth-1-4-billion-6476ddabfaeGymshark achieve
fittest profits in Britain: GBCC. (n.d.). Retrieved
fromhttps://www.greaterbirminghamchambers.com/latest-news/news/2020/4/27/gymshark-achieve-
fittest-profits-in-britain/Kotler, P. & Keller, K. L. (2015).Marketing management(15thed.).Upper Saddle
River, NJ:Pearson Prentice Hall.