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Market Sections And Targeting Positioning

The strategies employed by the team varied as per the time of cycle and you will be provided in brief in this section. You will see a special focus on the role of pricing in shaping of the strategies as this was the central functioned managed by me and also other inputs provided in a variety of divisions and phases.

Period 1

This was the first amount of simulation. The information available were few, therefore the decisions were taken based on market share reviews, brand awareness article and brand purchase intent report.

From these information we were able to define that there has to be an increase in advertising spends for SUSI and we can afford to lessen the advertising spends for SULI. For SUSI we discovered that it'll be beneficial to focus on others and singles in the advertising as both have similar needs in terms of product features, whereas SULI could be geared to Benefits and High Earners. Consequently our advertising emphasis was shifted to accommodate the relevant categories. Since there is a gap in awareness and buy intention we needed to first redefine our sales team distribution in accordance with the purchasing patterns for the sections defined.

Market Research

In this stage there is dearth of reviews and only next reports were available:

Consumer Panel

Consumer Survey

Market Forecast

Using a combo of these reports, it was communicated to all of those other teams on what part of the marketing and sales team should be modified so that people can achieve our defined group of objectives.

Also, there is a choice to order for much more reports.

Pricing

: It really is one of the major components of marketing mix. Also rates decision impacts other elements such as product features, channel decisions and campaign etc.

There are certain pre-requisites for rates decisions. We have to take into account following things before deciding the ultimate price.

Conduct marketing analysis: segmentation, concentrating on and placing.

Decide on marketing blend: product, circulation and promotional practices.

Estimate how number demanded varies with price.

Calculate all overheads: Fixed + Variable.

Evaluate competitor activities and likely response.

Set pricing objectives: Earnings maximisation, revenue maximisation, or position quo

We decided to select for value founded charges which requires us to price our products according to the value it offers to the clients in accordance with our challengers.

If we consider SUSI its price has been decreased consistently to make it more competitive. It started with retail price of 241 and ended with close to 210. Our R&D attempts also helped us reduce our price.

If one analyses SULI market it'll be discovered that SULI though already having good brand recognition dint acquired enough brand purchase intent. So that it was very important to target the high potential high earner segment while keeping leadership position in the expert segment. Both these segments are quite price insensitive and hence we could actually increase price from 491 to 562 while retaining our position.

Our team (Team U in world SECA1) extensively used perceptual mapping in making certain the products we kick off or alter are in sync with the segments we focus on. We determined our nearest competition as well as the market head using market share analysis.

After that, we identified the degree of influence of brand characteristics on the multidimensional scales in order to identify the main element characteristics we need to focus on. Then we analysed using the brand characteristics of the competitors and noticed their comparative position on the perceptual map. Then, we altered the merchandise characteristics so that our products come nearer to the marketplace segments marked in the perceptual map.

When we were introducing services (SUNA and SUMA which remained in the last period), we ensured that these weren't eating away the marketplace share of your initial brands namely SULI and SUSI. The new products were launched at a later level. The target behind releasing several products in quick succession was to capture those markets which were not touched by our primary products. Eg: till period 5, we did not have any product which would serve the high-earners and singles. So, we launched SUMA and SUNA for singles and high-earners sections respectively so that we get some good market talk about in those segments and on the other hand, we ensured our other original brands weren't near to the segments where in fact the two new products were targeted.

Cafe espresso Daylogo. png

CCD has its roots in Chikmagalur, home for some of the greatest Indian coffees. CCD has its verticals covering the whole value string of coffee utilization in India. Its different divisions are:

CCD Fresh 'n' Floor (which is the owner of 450 coffee bean and powder shops).

CCD Square (higher level coffee club. one in Bangalore. ).

CCD Xpress (which has 730 CCD kiosks).

CCD Takeaway (which owns 9000 vending machines).

CCD Exports.

CCD Perfect (FMCG Packaged Caffeine) department.

Market Sections and Targeting/Positioning

When CCD opened up its first outlet at Brigade Highway, Bangalore in 1996, it positioned itself more as a Cyber Internet Cafe. These were the early days of internet increase in India. CCD became aware that there is a potential for creating a caffeine brand for the Indian market, and hence it launched the first cyber caf predicated on international developments, but maintaining Indian ethos, replaced beer with coffee.

In its start, however, CCD possessed neither clear placement around the corner nor significant occurrence. But after few hiccups, CCD fought again with vengeance. Its following strong placement as a "third place" away from the house and college or work place for the "young" and "the young in mind" converted the desks in CCD's favour.

With the advent of cable television and growing consumerism credited to increase PPP, the metropolitan youth was subjected to the life-style of youth across the world. They were looking for an event that was of world class standards yet easy to get at. CCD satisfied this intrinsic demand.

CCD has different formats such as cafes, lounge, square etc to cater to different segment of consumers. The prices and offerings over the format varies as per the setting. The CCD shops at corporate offices offer discounts depending on the offer with real estate owners. Lounges are place with relax adjustments and slightly higher priced to appeal to high earners.

Brand Awareness

Rated highly in style & Quality. This is further helped by the fact that they expand their own coffee, and this provides them an important system for future enlargement and expansion.

Value for money proposition: Caf CCD is put as an "affordable" brand. This strategy has worked extremely well thus far.

Strongly young ones orientationted:

The CCD brand is, and always has been, extremely concentrated towards youth. In India where over 40% of the populace is under age 20, there may be huge potential for CCD to be one of the country's most significant children brands. The untapped market and potential for future progress is enormous.

Pricing

CCD focuses on customers in the bracket of 15- 29, so that it tries to match in to the wallet of the range of generation.

A cup of coffee ranges from Rs. 17 to Rs. 54. The price of the deserts amounts from Rs. 25 to Rs. 500.

Sales and Syndication Strategy

CCD was smarter than its rivals to find the right strategic locations. CCD has a significant advantage since it has its plantations, procurement agencies, curing works, stores etc.

CCD is vying for a occurrence at High Streets/ Family Entertainment Centres like malls, important markets, Nursing homes (Seeks, Apollo), corporate office buildings, complexes, Institutes etc.

CCD almost opens one wall socket everyday which ultimately shows its aggressive extension strategy. Nonetheless it is also closing down an wall socket approximately an wall socket every 14 days which ultimately shows performance slipping short of objectives. This is a matter of concern cautious expansion is necessary after homework.

CCD has introduced a coffee maker "CCD wakeup" that dispenses a cup of coffee if one offers other ingredients. It has been launched by the 10 person R & D team that cases superior performance in conditions of convenience and attractive pricing

Market Potential/Forecast

CCD intends to be among top 3 global players. There local growth is quite guaranteed and their global aspirations to a large extent depend upon the way they position themselves compared to other set up players.

CCD aims to attain 2000 retailers by 2015. This infrastructure could be used to sell other products which may have synergy with the CCD Brand. It really is however not wise to expand the brand into way too many categories. Only those products that compliment the brand can be sold.

CCD desires to employ ABCTL's (Parent company) picturesque espresso plantations fields into a new business opportunity. It has identified the luxury tourism market as a suitable growth drivers. With this they'll be catering to an older target audience as well. Therefore the purpose is to focus on all age ranges through brand occurrence in a variety of offerings and create goodwill.

CCD has started seeing marketing as a revenue centre and hence has allowed its cafes to be as an on-ground medium for brand communication of other brands.

It itself doesn't rely upon mass media advertising and concentrates mainly on BTL activities. CCD is convinced its near 1500 stores is biggest way to obtain advertisement. After that it's very much into social media (Facebook, twitter etc) because of its targeted youngsters market. Tie-ups with youth centric brands are another method of communication. CCD also markets its merchandise through its outlets and also spending heavily on e-commerce.

Recommendation

CCD should consider its current recruitment, selection and most notably, its current training guidelines. Huge investment in this respect is required. Customers aren't happy with the delivery and service of staff, and CCD is lagging significantly behind other players in this aspect.

It must have number of staff at its stores based on not just current sales but must consider potential sales lost as well due to inefficient service.

It should hold on to its current costs policy with no compromise with service expectations.

Its placing as a discussion place is very unique and must not be tempered.

Estimation of Market potential/ Market forecast

Identifying various market segments

Target market sections and justification

How can you position your brand across sections?

Realistic marketing budget required for: advertising and sales force expenditure

Advertising & Communication plan

Timeline to put into action such a plan

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