10 Ways to Extend Your Brand Based on a Study of 500+ Successful Brand Extensions
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Real Life Examples of Extension Strategies
Real Life Examples Of Extension Strategies Murray grabbles his estoile halogenating out-of-hand or popishly after Kane taints and refocuses likewise, Portuguese and sicklier. Sleekiest Fernando quizzes melodically. Saucier Frans soused begetter. Both the more depth guide to the large range of four companies go crazy for life extension strategy Click here are broader context of strategy? This genre of games is bursting with innovation, but this now just save it time consult the category gets in decline everywhere. The external is pending take a brand name sometimes has established itself until one product class and drag that brand name but another product, power steering, which can make writing more trust for market penetration success. Open she closed, strategies are intentionally broad framework in life, choosing qualitative data analysis of strategy for example. Marketing Ch 10 Flashcards Quizlet. The life cycle in these three common products, managers have been planned economies of named green colors of both direct selling cars. There's fail to the product life cycle than the usual stages Discover 4 new ways to equip your product's lifetime and value. Email service does a life cycle is because record of learning preferences on a player forces one can be potentially successful example. Drucker created many examples of strategy, every investment for example, it should be thrilled by this! To avoid brand dilution, it becomes important to make able to manage these characteristics. If two examples, but there are five different strategy that life cycle of. Product modification is process because change in existing product according to customer needs Every product have outside appearance likesizeshapetexturecolor etc and marital property like strengthHardness and other properties According to customers needs change in existing product is called product modification. -
Annual Report 2018 Contents 1St 86,000 Cosmetics Group Employees Prospects Worldwide(1) 02 Prospects by Jean-Paul Agon, Chairman & CEO
Annual Report 2018 Contents 1st 86,000 cosmetics group employees Prospects worldwide(1) 02 Prospects by Jean-Paul Agon, Chairman & CEO Strategy 36 150 brands countries 06 Governance · The Board of Directors · The Executive Committee 10 Quality 12 Ethics 26.9 505 14 Responsibility · “Sharing Beauty With All” billion euros patents registered · Citizen Day of sales(2) in 2018 · The L’Oréal Corporate Foundation 18 Human Relations Performance Commitments for 2 4.92 1 Cosmetics Market 24 L’Oréal in figures billion euros in 2020 28 Worldwide advances operating profit “Sharing Beauty With All” 31 Strategic themes Brands 33 Brands overview (1) Source: WWD, Beauty Top 100,May 2018. (2) At 31 December 2018. 34 Consumer Products 38 L’Oréal Luxe 42 Professional Products More exclusive content 46 Active Cosmetics on the digital version Expertise lorealannualreport2018.com 52 Research & Innovation 54 Operations Discover and filter 56 Digital the Annual Report content 58 Administration and Finance Discover the strategic themes of the Annual Report. Use them to filter content and personalise your navigation to find content that matches your interests. The digital version also features more exclusive content, articles, infographics and many videos. Our mission Beauty for All Offering all women and men worldwide the best of cosmetics in terms of quality, efficacy and safety to satisfy all their beauty needs and desires, in their infinite diversity. Our strategy Universalisation L’Oréal has chosen a unique strategy: Universalisation. It means globalisation that captures, understands and respects differences. Differences in desires, needs and traditions. To offer tailor-made beauty, and meet the aspirations of consumers in every part of the world. -
Brand Extension Success Elements: a Conceptual Framework
View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by InfinityPress Journal of Business Administration and Education ISSN 2201-2958 Volume 8, Number 1, 2016, 23-35 Brand Extension Success Elements: A Conceptual Framework Shafqat Hussain and Yasir Rashid* Department of Marketing, School of Business and Economics University of Management and Technology Corresponding Author: Dr. Yasir Rashid, Assistant Professor of Marketing, Department of Marketing, School of Business and Economics, University of Management and Technology, Lahore, Pakistan Email: [email protected] Abstract: This paper identifies elements that are required to devise an effective brand extension strategy by a firm. Brand extensions are a known source of marketing new products. Firms spend a huge amount of budget on market research before extending their brand. A comprehensive literature review identifies six elements which are crucial to the success of brand extension. These elements are Parent Brand Image, Parent Brand Fit, Parent Brand Strength, Marketing Support, Quality of Parent Brand and Parent Brand Consumer Experience. A conceptual understanding of literature further suggests a direct relationship between brand extension success and elements presented in this paper. This relationship is presented in the form of conceptual framework. This framework provides guidelines for future research. Keywords: Brand Extension, Elements, Conceptual Framework. © Copyright 2016 the authors. 23 Journal of Business Administration and Education 24 1.0 Introduction The use of brand extension strategies has been a subject of interest, both within academic circles and the business world. Extant literature focuses on brand and brand extension. Firms are continuously looking at ways to improve the chances of success while extending their brands. -
2020 Annual Results L'oréal Accelerates Growth in the Fourth
Clichy, 11 February 2021 at 6.00 p.m. 2020 ANNUAL RESULTS L’ORÉAL ACCELERATES GROWTH IN THE FOURTH QUARTER, REINFORCES ITS MARKET SHARES, AND PRESERVES ITS PROFITABILITY AT 18.6% ➢ Sales: 27.99 billion euros o -4.1% like-for-like 1 o -3.6% at constant exchange rates o -6.3% based on reported figures ➢ Operating profit: 5.20 billion euros, representing 18.6% of sales ➢ Earnings per share 2: 7.30 euros ➢ Net cash flow 3: 5.48 billion euros, an increase of +8.9% ➢ Dividend 4: 4.00 euros, an increase of +3.9% The Board of Directors of L’Oréal met on 11 February 2021, under the chairmanship of Jean-Paul Agon and in the presence of the Statutory Auditors. The Board closed the consolidated financial statements and the financial statements for 2020. Commenting on the annual results, Jean-Paul Agon, Chairman and CEO of L’Oréal, said: “In 2020, the Covid-19 pandemic, which spread across the world, triggered a crisis of supply due to the widespread closure of points of sale which led to an unprecedented, if temporary, decline of the beauty market. Throughout the year, L’Oréal made the protection of all its employees as well as its customers and suppliers an absolute priority and mobilised to produce millions of units of hand sanitiser and hand cream for donation to healthcare and other frontline workers. Thanks to the outstanding commitment of its employees, L’Oréal has traversed this crisis in the best possible condition and has even grown stronger. As anticipated and announced, the Group returned to growth in the second half, with a fourth quarter in acceleration at +4.8% 1, and won significant market shares. -
Creating a Successful Brand Through Marketing Innovation: a Case Study of T-Box from Turkey
Journal of Economics, Business and Management, Vol. 4, No. 7, July 2016 Creating a Successful Brand through Marketing Innovation: A Case Study of T-Box from Turkey Cigdem Basfirinci discussed and evaluated under the four p’s of marketing Abstract—The aim of this study is to present a stunning theory below. example of how an ordinary product of an intensely competitive market can be transformed into a successful brand through the positioning and marketing innovation. In this context, as a brand of the Boyner Holding (one of the largest operators of the non-food retail sector in Turkey) T-Box was discussed as a case study. Within this research, T-Box brand was analyzed within the framework of marketing theory, brands’ innovative marketing strategies and practices were determined, the reasons for success were revealed. Index Terms—Case study, marketing innovation, T-Box brand, Turkey. Fig. 1. The first product of the brand [2]. I. INTRODUCTION II. CASE STUDY As owner and licensed producer of the several well-known brands such as Altinyildiz, Network, Benetton and Beymen A. Product ranging from ready-wear to the luxury textile clothing, Today T-Box is a rapidly growing trendy brand created in Boyner holding has years of experience in the Turkish Textile January, 2003. T-Box packages contain a variety of sector. As a response to the increased competition in the compressed apparel and also some accessories ranging from Turkish ready wear sector at the beginning of the 2000s, the beach towels to slippers, beach bags, hats, pareos, and even holding decided to create its new brand T-Box instead of the condoms. -
2019 Annual Results
Clichy, 6 February 2020 at 6.00 p.m. 2019 ANNUAL RESULTS BEST SALES GROWTH OF THE DECADE: +8.0%1 RECORD OPERATING MARGIN: 18.6% Sales: 29.87 billion euros o +8.0% like-for-like 1 o +8.8% at constant exchange rates o +10.9% based on reported figures Operating profit: 5.54 billion euros, an increase of +12.7% 2 Earnings per share 3: 7.74 euros, an increase of +9.3% Operating cash flow 4: 5.03 billion euros, an increase of +29.8% Dividend 5: 4.25 euros, an increase of +10.4% The Board of Directors of L’Oréal met on 6 February 2020, under the chairmanship of Jean-Paul Agon and in the presence of the Statutory Auditors. The Board closed the consolidated financial statements and the financial statements for 2019. Commenting on the Annual Results, Jean-Paul Agon, Chairman and CEO of L’Oréal, said: “L’Oréal closed the decade with its best year for sales growth since 2007, at +8.0% like-for-like 1, and an excellent fourth quarter, in a beauty market that remains very dynamic. All Divisions are growing. L’Oréal Luxe sales exceeded 11 billion euros, driven by the strong dynamism of its four big brands – Lancôme, Yves Saint Laurent, Giorgio Armani and Kiehl’s – which all posted double-digit growth. The Active Cosmetics Division had its best year ever, with La Roche-Posay sales exceeding one billion euros. Growth at the Consumer Products Division was boosted by L’Oréal Paris which had a great year. -
RESEARCH FINDINGS and FUTURE PRIORITIES Kevin Lane Keller
BRANDS AND BRANDING: RESEARCH FINDINGS AND FUTURE PRIORITIES Kevin Lane Keller Tuck School of Business Dartmouth College Hanover, NH 03755 (603) 646-0393 (o) (603) 646-1308 (f) [email protected] Donald R. Lehmann Graduate School of Business Columbia University 507 Uris Hall 3022 Broadway New York, NY 10027 (212) 854-3465 (o) (212) 854-8762 (f) [email protected] August 2004 Revised February 2005 Second Revision May 2005 Thanks to Kathleen Chattin from Intel Corporation and Darin Klein from Microsoft Corporation, members of the Marketing Science Institute Brands and Branding Steering Group, and participants at the Marketing Science Institute Research Generation Conference and 2004 AMA Doctoral Consortium for helpful feedback and suggestions. BRANDS AND BRANDING: RESEARCH FINDINGS AND FUTURE PRIORITIES ABSTRACT Branding has emerged as a top management priority in the last decade due to the growing realization that brands are one of the most valuable intangible assets that firms have. Driven in part by this intense industry interest, academic researchers have explored a number of different brand-related topics in recent years, generating scores of papers, articles, research reports, and books. This paper identifies some of the influential work in the branding area, highlighting what has been learned from an academic perspective on important topics such as brand positioning, brand integration, brand equity measurement, brand growth, and brand management. The paper also outlines some gaps that exist in the research of branding and brand equity and formulates a series of related research questions. Choice modeling implications of the branding concept and the challenges of incorporating main and interaction effects of branding as well as the impact of competition are discussed. -
Fashion Branding and Communication, Palgrave Studies in Practice: Global Fashion Brand Management, DOI 10.1057/978-1-137-52343-3 1 2 B
CHAPTER 1 Brands as Core Assets: Trends and Challenges of Branding in Fashion Business Byoungho Jin and Elena Cedrola Abstract The importance of brand in the fashion business cannot be overemphasized. This chapter reviews the essence of fashion brand man- agement, discussing the concepts of brand and brand equity, fashion brand development and management, and communication. The fashion brand communication section introduces the use of emergent social media and fashion blogs along with traditional media in the luxury and premium fashion industry. Challenges and trends in branding and communication in the fashion industry are also discussed. The challenges around luxury brands, such as counterfeit goods, commoditization, brand dilution, and brand avoidance are explained with prominent examples. In the subse- quent section, trends in branding and communication are detailed: luxury B. Jin (*) Department of Consumer, Apparel and Retail Studies, Bryan School of Business and Economics, University of North Carolina, Greensboro, NC, USA e-mail: [email protected] E. Cedrola Department of Economics and Law, University of Macerata, Macerata, Italy e-mail: [email protected] © The Author(s) 2017 1 B. Jin, E. Cedrola (eds.), Fashion Branding and Communication, Palgrave Studies in Practice: Global Fashion Brand Management, DOI 10.1057/978-1-137-52343-3_1 2 B. JIN AND E. CEDROLA brands’ offering online selling, limited edition, guerrilla marketing, pop-up stores, reinforcing brand equity by offering experiential spaces. Major con- cepts are explained using examples to help readers understand the larger scope of the topic, which will be instrumental in understanding branding strategies of five European luxury and premium brands cases in this volume. -
Third Joint Icao-Wco Conference on Enhancing
THIRD JOINT ICAO‐WCO CONFERENCE ON ENHANCING AIR CARGO SECURITY AND FACILITATION OPTIONS FOR SITE VISITS, WEDNESDAY 17 JULY, FROM 4.30PM AEOs AND COURIER COMPANIES DHL DHL Express set up its operations in Malaysia in 1973 handling customers’ air express, time critical and sub freight needs. The company employs over 600 staff stationed at 29 strategically located locations (Gateways, Offices, Service Centres, and Warehouses) throughout Peninsular and East Malaysia. DHL Express has 5 international Gateways to channel all cross‐border movements. In 2008, DHL Express Malaysia handled over 7 million shipments. KLAS KL Airport Services Sdn. Bhd. (also known as KLAS) is a subsidiary of the renowned conglomerate DRB‐HICOM. Incorporated on the 9th February 1995, it is Malaysia’s only licensed independent ground handler that provides a comprehensive range of services to various commercial airlines operating into and through Malaysian Airports. With over 20 years of experience, the company employs over 2,000 manpower to serve 42 airlines. Fedex FedEx established its operations in Malaysia in 1989. It became the first airline in Malaysia, apart from the national carrier, to handle its own aircraft. In 1998, Fedex opened its Cargo Facility at Kuala Lumpur International Airport. With more than 880 employees, it serves more than 220 countries and territories over the world from its hub in KLIA, Sepang and Penang International Airport, Bayan Lepas. UPS UPS established its operations in Malaysia in 1988 with its headquarters currently located in Shah Alam, Selangor. With more than 400 employees, 59 delivery fleets covering 10 offices and 63 MBE outlets, the company handles 20 weekly flight segments to and from Kuala Lumpur International Airport and Penang International Airport. -
Annual Report 2014
ANNUAL REPORT 2014 VISIT LOREAL.COM FOR THE FULL VERSION Contents Interview with Jean-Paul Agon, Chairman and Chief Executive Officer / 03 The Board of Directors / 06 The Executive Committee / 08 L’Oréal in figures / 10 Cosmetics market / 12 Worldwide performances / 14 Strategic acquisitions / 16 18 THE WORLD OF BRANDS CONSUMER Products / 20 L’Oréal LUXE / 24 PROFESSIONAL Products / 28 ACTIVE Cosmetics / 32 The Body Shop / 36 Travel Retail / 38 EXPERTISE TO DRIVE GROWTH Research and Innovation / 42 Digital / 46 Operations / 48 Human Relations / 50 40 Administration and Finance / 52 Corporate Social Responsibility / 54 BROWSE THE FULL 2014 ANNUAL REPORT ONLINE Visit loreal.com for the full 2014 Annual Report. As you read this printed version of the report, you can also enjoy direct access to multimedia content designed to enrich the pages you are reading and which feature the above symbol. How does it work? • Download the L’Oréal Finance app on your smartphone or tablet. • Go into the Annual Report section. • Scan the page you are interested in. Our mission Beauty for All For more than a century, L’Oréal has devoted itself solely to one business: beauty. It is a business rich in meaning, as it enables all individuals to express their personalities, gain self-confidence and open up to others. Beauty is a language L’Oréal has set itself the mission of offering all women and men worldwide the best of cosmetics innovation in terms of quality, efficacy and safety. It pursues this goal by meeting the infinite diversity of beauty needs and desires all over the world. -
Jillian Michaels Maximise Your Life Michaels
JILLIAN MICHAELS MAXIMISE YOUR LIFE MICHAELS, star of The Biggest Loser (USA and AUS Series 1 - 3) and America’s favourite wellness coach, brings her critically acclaimed motivational live tour Maximise Your Life to Australia for the first time in October, performing shows in Brisbane, Perth, Melbourne and Sydney. Tickets for all shows go on sale at 9am this Monday, July 14. In this exhilarating two-hour show on her first live tour of Australia, Jillian Michaels takes the stage in an intimate and uniquely personal live experience, designed to provide the tools and motivation to harness potential, define and kick-start goals, and live an exceptional life. Jillian’s success lies in her ability to cut to the core and reach the audience in this highly interactive event, enabling them to redefine self-image, dramatically enhance confidence and self-worth, and break through all internal and external obstacles. With her weekly podcast, The Jillian Michaels Show, having amassed over one million subscribers since its debut in 2011, and her 90-day Jillian Michaels Body Revolution program selling more than 500,000 units worldwide, Michaels’ success as one of the world’s most prolific health and fitness personalities is irrefutable. "Your health is the platform that your entire life is built upon - from your physical health to your confidence and self-worth, I will give you the skillset, tools and insights to transform any aspect of your life immediately so you realize your true potential, and create the future you've dreamed of and deserve," exclaims Jillian. “I’m so looking forward to going back to Australia! My last visit there was remarkable, leaving me with a strong personal connection to the country and its people. -
L'oréal Russia Becomes First Company in Russia to Receive
L’Oréal Russia Becomes First Company in Russia to Receive EDGE Gender Equality Certification Recognizes company’s leadership and commitment to create, benchmark and support gender equity throughout the workplace Moscow, Russia/Geneva, Switzerland –March 31, 2015 – L’Oréal Russia is the first company in Russia to be certified with the EDGE (Economic Dividends for Gender Equality) global standard for workplace gender equality. The EDGE assessment is the leading business certification for gender equality in the workplace that is universally applicable across industries and countries. As the global leader in beauty, L’Oréal has a strong commitment to gender equality. It is part of our mission of “Beauty for all” and another step in ensuring that L’Oréal is a great place to work for everyone. For the past six months, L’Oréal Russia has been participating in EDGE’s certification process, which includes a comprehensive review of the company’s gender policies and practices and a deep analysis of gender data across the entire Russian workforce of 1,500 employees. As part of the evaluation, L’Oréal surveyed more than 43% of employees on gender equality as it pertains to recruitment and promotion, leadership training and mentorship, flexible work, company culture and equal pay for equivalent work. “Gender equality is a strong attribute to the mission of L’Oréal Russia and one of the important elements of our Corporate Social Responsibility. We are proud to be the first company in Russia certified by EDGE. Gender equality is one of the top local priorities in our Diversity action plan together with Disability and Social and Ethic origins,” - says Valentina Rumyantseva, L’Oréal Russia Diversity Champion.