Advanced Marketing Journals

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200 words per question minimum 1. View the video and the task learning guides (TLGs) below, which demonstrate how to find company information in the CSU Online Library and how to find competitor or industry information in the CSU Online Library. Company and Industry Research video (transcript for Company and Industry Research video) How to Find Company Information in the Business Source Ultimate Database TLG How to Search for Articles With a Company Focus  TLG Reflect on ways that you might use this as a marketing manager within a company and then how you might use this as a student  ___ 2. If you were the chief executive officer (CEO) of your company, how would you feel about incorporating the PEST (political, economic, social, and technological) analysis tool as a means to create a company-wide planning culture? Do you believe it would be helpful for the company’s sustained competitiveness? Why, or why not? ___ 3. Review the “Marketing Excellence: Disney” case study on p. 185 of your textbook. Why do you believe that Disney has been so successful? What do they do to connect with their customers? Why do you believe they been able to accomplish this for so many years?   Marketing Excellence Disney Few companies have been able to connect with their audience as well as Disney has. From its founding by brothers Walt and Roy Disney in 1923, the Disney brand has always been synonymous with trust, fun, and quality entertainment for the entire family. Walt Disney once stated, “I am interested in entertaining people, in bringing pleasure, particularly laughter, to others, rather than being concerned with ‘expressing’ myself with obscure creative impressions.” The Walt Disney Company has grown into the worldwide phenomenon that today includes theme parks, feature films, television networks, theatre productions, consumer products, and a growing online presence. In its first two decades, however, it was a struggling cartoon studio that introduced the world to Mickey Mouse, who went on to become its most famous character. Few believed in Disney’s vision at the time, but the smashing success of cartoons with sound and of the first full-length animated film, Snow White and the Seven Dwarfs, in 1937 led to other animated classics throughout the 1940s, 1950s, and 1960s, including Pinocchio, Bambi, Cinderella, and Peter Pan, live-action films such as Mary Poppins and The Love Bug, and television series like Davy Crockett. When Walt Disney died in 1966, he was considered the best-known person in the world. He had expanded the Disney brand into film, television, consumer products, and Disneyland in southern California, the company’s first theme park. After Walt’s death, Roy Disney took over as CEO and realized his brother’s dream of opening the 24,000-acre Walt Disney World theme park in Florida. Roy died in 1971, and the company stumbled for several years without the leadership of its two founding brothers. It wasn’t until the late 1980s that the company reconnected with its audience and restored trust and interest in the Disney brand. It all started with the release of The Little Mermaid, which turned an old fairy tale into a magical animated Broadway-style movie that won two Oscars. Between the late 1980s and 2000, Disney entered an era known as the Disney Renaissance as it released groundbreaking animated films such as Beauty and the Beast (1991), Aladdin (1992), The Lion King (1994), Toy Story (with Pixar, 1995), and Mulan (1998). In addition, the company thought of creative new ways to target its core family-oriented consumers as well as expand into new areas to reach an older audience. It launched the Disney Channel, Touchstone Pictures, and Touchstone Television. Disney featured classic films during The Disney Sunday Night Movie and sold its classic films on video at extremely low prices, reaching a whole new generation of children. It tapped into publishing, international theme parks, and theatrical productions that helped reach a variety of audiences around the world. Today, Disney consists of five business segments: Studio Entertainment, which creates films, recording labels, and theatrical performances; Parks and Resorts, which focuses on Disney’s 11 theme parks, cruise lines, and other travel-related assets; Consumer Products, which sells all Disney-branded products; Media Networks, which includes Disney’s television networks such as ESPN, ABC, and the Disney Channel; and Interactive. Disney’s greatest challenge today is keeping a 90-year-old brand relevant and current with its core audience while staying true to its heritage and core brand values. Disney’s CEO Bob Iger explained, “As a brand that people seek out and trust, it opens doors to new platforms and markets, and hence to new consumers. When you deal with a company that has a great legacy, you deal with decisions and conflicts that arise from the clash of heritage versus innovation versus relevance. I’m a big believer in respect for heritage, but I’m also a big believer in the need to innovate and the need to balance that respect for heritage with a need to be relevant.” Internally, to achieve quality and recognition, Disney has focused on the Disney Difference, which stems from one of Walt Disney’s most recognizable quotes: “Whatever you do, do it well. Do it so well that when people see you do it they will want to come back and see you do it again and they will want to bring others and show them how well you do what you do.” Disney works hard to connect with its customers on many levels and through every single detail. For example, at Disney World, “cast members” or employees are trained to be “assertively friendly” and greet visitors by waving big Mickey Mouse hands, hand out maps to adults and stickers to kids, and clean up the park so diligently that it’s difficult to find a piece of garbage anywhere. Every detail matters, right down to the behavior of custodial workers who are trained by Disney’s animators to take their simple broom and bucket of water and quietly “paint” a Goofy or Mickey Mouse in water on the pavement. It’s a moment of magic for guests that lasts just a minute before it evaporates in the hot sun. Disney’s broad range of businesses allows the company to connect with its audience in multiple ways, efficiently and economically. Hannah Montana provides an excellent example. The company took a tween-targeted television show and moved it across several divisions to become a significant franchise for the company, including millions of CD sales, video games, popular consumer products, box office movies, concerts around the world, and ongoing live performances at international Disneyland resorts in Hong Kong, India, and Russia. Recently, Disney acquired three huge brands: Pixar, Marvel, and LucasFilms. The company has started to leverage these properties, which include the Star Wars brand and superheroes such as Spiderman, Iron Man, and the Hulk, across many of its businesses in order to create sustainable character brands and new growth opportunities for the company. Perhaps the most anticipated new product of 2013 was the Disney Infinity gaming platform, which crossed all Disney boundaries. Disney Infinity allowed consumers to play with many of the Disney characters at the same time, interacting and working together on different adventures. For example, Andy from Toy Story might join forces with Captain Jack Sparrow from Pirates of the Caribbean and several monsters from Monsters, Inc. to fight villains from outer space. With so many brands, characters, and businesses, Disney uses technology to ensure that a customer’s experience is consistent across every platform. The company connects with its consumers in innovative ways through e-mail, blogs, and its Web site. It was one of the first companies to begin regular podcasts of its television shows as well as to post news about its products and interviews with Disney’s employees, staff, and park officials. Disney’s Web site provides insight into its movie trailers, television clips, Broadway shows, and virtual theme park experiences. Disney’s marketing campaign in recent years has focused on how it helps make unforgettable family memories. The campaign, “Let the Memories Begin,” features real guests throughout Disney enjoying different rides and magical experiences. Leslie Ferraro, executive vice president of global marketing, Disney Destinations, elaborated, “The inspiration for this effort came from our guests. Each and every day people are making memories at our parks, posting them online and sharing them with friends and family.” According to internal studies, Disney estimates that consumers spend 13 billion hours “immersed” with the Disney brand each year. Consumers around the world spend 10 billion hours watching programs on the Disney Channel, 800 million hours at Disney’s resorts and theme parks, and 1.2 billion hours watching a Disney movie—at home, in the theater, or on their computer. Today, Disney is the 13th most powerful brand in the world, and its revenues topped $45 billion in 2013. ___ 4. Think about how the use of celebrities in endorsements affects your buying decisions. If one of these endorsers had a bout of bad behavior, would that influence your purchasing and allegiance to that product and, ultimately, the company? ___ 5. Think about your last trip to the grocery store or any retail on-ground store. As you were walking up and down the aisles, what merchandising displays and brands positively drew your attention? Did you actually stop to look? Did it persuade you to buy? Include your rationale and thoughts through the process. ___   6. Review the “Marketing Excellence: Coca-Cola” case study on pp. 611 of your textbook. Reflect on the successes that Coca-Cola has had with respect to its new product introductions. What would you recommend in the future with respect to not only new product introductions but also mass communication methods? As you analyze, think about how Coca-Cola can most effectively reach multiple target markets.   Marketing Excellence Coca-Cola When it comes to mass marketing, perhaps no one does it better than Coca-Cola. Coke is the most popular and best-selling product in the world. With an annual marketing budget of $3 billion and annual sales exceeding $30 billion, the brand tops the Interbrand ranking of the best brands year after year. Today, the company reaches consumers in more than 200 countries and has a brand value of $79 billion. In fact, it is such a global phenomenon that its name is the second-most understood word in the world (after okay). The history of Coke’s success is impressive from any perspective. The drink was invented in 1886 by Dr. John S. Pemberton, who mixed a syrup of his own invention with carbonated water to cure headaches. The company’s first president turned the product into a pop culture phenomenon by distributing it to pharmacists around the world and engaging consumers through Coca-Cola–branded clocks, posters, and other paraphernalia. Coca-Cola believed early on that to gain worldwide acceptance, the brand needed to accomplish two things: connect emotionally and socially with the masses and ensure that it was “within arm’s-length of desire.” So the company focused on gaining extensive distribution and making the product beloved by all. In World War II, it proclaimed, “every man in uniform gets a bottle of Coca-Cola for 5 cents, wherever he is, and whatever it costs the company.” This strategy helped introduce the soft drink around the world as well as connecting consumers emotionally with a positive message during a time of turmoil. How did Coca-Cola become so much bigger than any of its competitors? The company not only creates uplifting global campaigns better than anyone; it also translates them brilliantly across different countries, languages, and cultures. Coke’s advertising has primarily focused on its ability to quench thirst and connect people no matter who they are or how they live. One of Coca-Cola’s most memorable and successful commercials was called “Hilltop” and featured the song, “I’d like to buy the world a Coke.” Launched in 1971, the ad featured young adults from all over the world sharing a happy moment and a common bond (holding a Coke) on a hillside in Italy. It touched so many consumers that the song became a top-10 hit single later that year. Coca-Cola’s television commercials still convey the message of universal connection over a Coke. The company’s 2014 Super Bowl ad featured “America the Beautiful” sung in nine different languages—English, Spanish, Tagalog, Mandarin, Hindi, Hebrew, Keres (a language of the Pueblo people), French, and Arabic—showing that people of different ethnicities can connect through their love for the United States and Coca-Cola. Other commercials take a lighthearted tone to appeal to a younger audience. In one spot, a group of young adults sit around a campfire laughing, playing the guitar, and passing around a bottle of Coke. The bottle reaches a slimy, one-eyed alien who takes a sip and passes the bottle along. When the next drinker wipes the slime off in disgust, the music stops and the group stares at him in disappointment. The man hands the bottle back to the alien to get re-slimed and then drinks from it, and the music and the party continue in perfect harmony. Jonathan Mildenhall, Coca-Cola’s global head of content and advertising, explained the continued importance of TV ads: “The role of TV will never go from the Coca-Cola company; TV has a unique set of attributes in a marketing campaign that other media just cannot give us but I just don’t think it should be the starting point.” The company’s mass communications strategy thus mixes a wide range of media including television, radio, print, social, in-store, digital, billboard, public relations, events, paraphernalia, and even its own museum. Its target audience and reach are so massive that choosing the right media and marketing message is critical, despite having a $3 billion marketing budget. Coca-Cola uses big events to hit huge audiences; it has sponsored the Olympics since 1928 and advertises during the Super Bowl. The company targets younger consumers through efforts like 1.3 million tweets each quarter and strategic product placements including the judges’ red Coke or Diet Coke cups placed front and center during American Idol. And it spends more than $1 billion a year on sports sponsorships such as NASCAR and the World Cup. The delicate balance between Coca-Cola’s local and global marketing is crucial; the campaigns must be relevant and translate well on a local scale. In China, for example, the company has given its regional managers control over advertising so they can include appropriate cultural messages. One executive explained, “Creating effective marketing at a local level in the absence of global scale can lead to huge inefficiencies.” In 2006, for example, Coca-Cola ran two campaigns during the FIFA World Cup as well as several local campaigns. In 2010, it ran a single World Cup campaign in more than 100 markets. Company executives estimated that the latter, global, strategy’s efficiency saved it more than $45 million. Despite its unprecedented success, Coca-Cola is not infallible. In 1985, in perhaps the worst product launch ever, the company introduced New Coke—a sweeter concoction of the original secret formula. Consumers instantly rejected it, and sales plummeted. Three months later, Coca-Cola relaunched the original formula under the name Coca-Cola Classic, to the delight of customers everywhere. Then-CEO Roberto Goizueta stated, “The simple fact is that all the time and money and skill poured into consumer research on the new Coca-Cola could not measure or reveal the deep and abiding emotional attachment to original Coca-Cola felt by so many people.” Coca-Cola’s success at marketing a product on such a global, massive scale is unique. Despite the ups and downs of soft-drink trends over the years, no brand is so universally available, universally accepted, and universally loved as Coca-Cola. ___   7. Review the “Marketing Excellence: Amazon.com” case study on p. 523 of your textbook. Discuss why Amazon has succeeded when so many other companies have failed. Reflect on what you think is next for Amazon.   Marketing Excellence Amazon.com Founded by Jeff Bezos in 1995, Amazon.com started as the “world’s largest bookstore” and, ironically, owned no books. Bezos promised to revolutionize retailing, however, and over the years he has blazed a trail of e-commerce innovations that many executives have studied and companies have followed. Amazon initially set out to create personalized storefronts for each customer by providing more useful information and more choices than found in a neighborhood bookstore. Readers could review books and evaluate them on a one- to five-star rating scale, while fellow browsers could rate the reviews for helpfulness. The company’s personal recommendation service aggregated buying-pattern data to infer who might like which book. Amazon also introduced its revolutionary one-click shopping, which allowed buyers to make purchases effortlessly with a single click. Amazon started to diversify its product line in the late 1990s, first with DVDs and videos and then with consumer electronics, games, toys, software, video games, and gifts. The company continued to expand its product offerings and in 2007 launched Amazon Video On Demand, allowing consumers to rent or purchase films and television shows to watch on their computers or televisions. Later that year, it introduced Amazon MP3, which competed directly with Apple’s iTunes and had participation from all the major music labels. Amazon’s most successful product launch was the Kindle, its branded electronic book reader that delivered hundreds of thousands of books, magazines, blogs, and newspapers in a matter of seconds. As thin as a magazine and light as a paperback, the device has been the company’s best-selling product since 2009. Today, you can find virtually anything you want on Amazon.com. The company has successfully established itself as the biggest online retailer in the world by enabling merchants of all kinds to sell items on the site. In addition to its core business, Amazon also runs an “Associates” program that allows independent sellers and businesses to receive commissions for referring customers to the site in a variety of ways, including direct links and banner ads as well as Amazon Widgets, mini-applications that feature the company’s wide selection of products. Associates can create an Amazon-operated online store easily, with low risk and no additional cost or programming knowledge. Fulfillment by Amazon (FBA) takes care of picking, packing, and shipping the merchant’s products to its customers. One consistent key to Amazon’s success is its willingness to invest in the latest technology to make shopping online faster, easier, and more personally rewarding for its customers and third-party merchants. During peak season in 2012, the company sold approximately 306 items per second, or 26 million items per day. Small wonder that it continually looks for ways to improve delivery. For a $99 annual fee, Amazon Prime provides unlimited free express shipping for millions of items. While free shipping and price cuts are sometimes unpopular with investors, Bezos believes they build customer satisfaction, loyalty, and frequency of purchase orders. In 2013, Amazon.com announced a partnership with the U.S. Postal Service to begin delivering orders on Sundays. Bezos also predicted on 60 Minutes that the company may use drones in the near future to make same-day delivery of lightweight products within short distances of distribution warehouses. (Critics find this unlikely for many reasons, though.) Amazon has also maintained competitive and low prices throughout its product expansion. The company understands how important it is to keep its prices low in order to drive the volume it needs to remain a market leader and expand geographically. Amazon’s practice of selling books at heavily discounted prices, however, has upset some of its channel partners in publishing, as have its attempts to become a publisher in its own right. From the beginning, Bezos has said that even though he started an online bookstore, he eventually wanted to sell everything to everyone through Amazon.com. The company continues to invest significantly in technology, is focused on the long term, and has successfully positioned itself as a technology company with its wide range of Amazon Web Services. This growing collection of infrastructure applications meets the retailing needs of companies of virtually all sizes. Amazon has successfully reinvented itself time and again and created a critical channel for merchants around the world who are able to reach more than 244 million customers worldwide. ___ 8. Part I: Reflect on how the concepts in this course can be applied to real-world situations and can increase your chances of career or life success. Part II: Reflect on why the on-ground retailer has experienced so many difficulties of late. What do the retailers need to do in order to save the on-ground retailer?

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