Chinelas Havaianas
Anfilofio Furnkranz
Instructor: Dr. James Schiro
Word Count – 2637 London, August 2010
Table of Contents
1. Executive summary 2. Situation Analysis 2.1 Market Summary 2.11 Market Growth 2.2 SWOT Analysis 2.21 Strengths 2.22 Weaknesses 2.23 Opportunities 2.24 Threats 2.3 Competition 2.4 Product Offering 2.5 Key to Success 2.6 Critical Issues 3. Marketing Strategy 3.1 Mission 3.2 Marketing Objectives 3.3 Financial Objectives 3.4 Target Markets 3.5 Positioning 3.6 Strategies 3.7 Marketing Mix 3.8 Marketing Research 4. Financials 4.1 Break-Even Analysis 4.2 Sales Forecast 4.3 Expense Forecast 5. Controls 5.1 Implementation 5.2 Marketing Organization 5.3 Contingency Planning 6. Bibliography 7. Appendices 8. Glossary
3 4 5 5 6 7 7 7 7 8 8 9 10 10 11 11 12 13 13 14 14 15 15 15 15 16 17 17 18 18 21 23 23
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1. Executive Summary This
marketing
plan
would
touch
briefly
the
strategic
positioning by market, delivering value by segment, and tactical application by segment of Havaianas. Havaianas is preparing to enter the expensive high-valued United Kingdom sandals market. We will compete with low-cost sandals produced in Brazil and in other emergent countries that made their way into the market, but it prepares to offer different brand propositioning of wearing sandals. Havaianas will target a broad spectrum of the consumer and business markets, taking advantage of the growing interest of having a relax attitude to life, observed in many levels of society. The primary marketing objective is to achieve a market penetration of 17 pairs of Havaianas (Italy’s threshold) per thousand habitants/annum as a final target in the UK, from 2 pairs (UK’s average consumption) today, surpassing the USA’s market penetration which presents 8 pairs of Havaianas consumed per thousand habitants/annum. That means selling 1,105,000 million pairs in the UK instead of 165,000 thousand per annum as a final target of the marketing plan. For the first year nevertheless the target is to achieve something between 5 to 6 pairs, the same level of Spain. The annual
growth
target
is
plus
2
pairs
per
1000
inhabitants/annum. Nevertheless to gain market share Havaianas must answer the following questions carefully: 3
What business are we in? What future position do we aspire to? What is our planning horizon? What core competencies will get us there? What segments and customers will help us get there? What measure of success (including financial) will we use? 2. Situation Analysis Alpargatas Group (http://br.havaianas.com/pt-BR/home/ (http://br.havaianas.com/pt-BR/home/)) first designed inexpensive cloth shoes for Brazilian coffee farmers back in 1907. More recently and continuing with its footwear tradition,
the
Havaianas
brand
owed
by
Alpargatas
(www.alpargatas.com.br www.alpargatas.com.br)) expanded worldwide, in countries with a strong beach culture where consumers already wear sandals. Havaianas is entering an unmatched phase of international growth since 1994.
A comprehensive marketing plan is
required to reach profitability in the UK, by Internet selling and other channels, ensuring future success outside Brazil. Sandals are increasingly popular item generating a turnover of £22.5 million in 2009 for Alpargatas in USA and Europe alone, up 159% from the previous year. Nevertheless competition is intense, and pricing pressures squeeze profitability.
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2.1 Market Summary The market consists of consumers who prefer to have a relaxed attitude to wearing sandals when staying indoors or going out for leisure time, not on situations that requires a more formal outlook but on situations where informal attitude is required, like going shopping, buying groceries, taking the family to the cinema, to the beach, to the museum, parks, and so on and so forth. Those are the common attributes of its customers, enhancing the understanding of its target market, its specific needs, and leveraging even further the communication between company and its customers. First year and subsequent years the broad consumer base will be targeted, including men and women, and children. (Target Market Forecast – Appendix 1)
Jennifer Aniston
Angelina Jolie
2.11 Market Growth 5
Cameron Diaz
The market for sandals is steady growing market. Regardless of the economic climate, most of us seem not to be concerned in spending a few dollars, pounds, or Brazilian Reais to purchase sandals, as prices are affordable. At Alpargatas sales of Havaianas has been growing by a steady 8 percent each year. For example in 2008 the company sold 184 million pairs, 25 million of which were sold outside Brazil - 13.5% abroad. Inside Brazil,
the
company
has
achieved
the
amazing
brand
penetration rate of 850 pairs sold per 1000 inhabitants/annum but there is more scope to growth abroad, specially in the UK, maybe achieving between from 15% to 20% of total sales. No further diversification will be required in this case, but only through market extension. To reduce risks Internet will be used as a platform for sales and the company will look for further partnerships to sell the product. 2.2 SWOT Analysis The following SWOT analysis captures the key strengths and weaknesses
within
the
company,
and
describes
the
opportunities and threats facing Havaianas. The company is looking for combination of values, operational excellence,
product
leaderships
and
customer
intimacy,
operating also a push strategy with partnerships and pull marketing using Internet and others methods of marketing.
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The company though would strike a balance between chasing market opportunities and managing our internal assets, closing the gap to the desired position slowly but steadily. 2.21 Strengths Focusing on extremely strong relationships with distributors and franchisees abroad. Possibility of giving great discounts. Low-cost strategy combined with a differentiation in outlook, using strong and vivid colors to enhance the brand. An efficient, and stylish Internet store and website. Pricing: out product still being priced at the lower end of the market, which gives us an edge with price-conscious customers. 2.22 Weaknesses Struggling to build brand equity abroad with a lack of brand awareness, but the issue will be addressed with aggressive promotion. Finally the company needs to understand that forecasting fashion is difficult but necessary to profitability. 2.23 Opportunities The industry seems to be immune to recessions. The company has the ability to operate on a low-cost structure relative to competitors. There is a low-cost operational structure within the company, using a lean structure to compete. 2.24 Threats
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The possibility of new competitors entering the sandals market with a similar business model and appealing image. Downward pressure on pricing and completely misjudging where shoes wearing fashion is heading. 2.3 Competition List of competitors Key direct direct competitors to Havaianas (vibrant with vivid colors and a marketing strategy of international penetration): Ipanema Sandals (www.ipanemaflipflops.co.uk (www.ipanemaflipflops.co.uk)) Azaleias Sandals (www.azaleia.com.br (www.azaleia.com.br)) Indirect
competitor
that
follows
the
similarity
in
shoes
production: Grendene Brazil (www.grendene.com.br (www.grendene.com.br)) Chinese Manufacturers Despite the strong competition, Havaianas can still carve out a definite image as a well-known brand. 2.4 Product Offering Havaianas sells sandals. The general categories of shoes that are sold by a broad numbers of competitors are: upscale shoes, stylish
work
shoes,
loafers,
athletic/stylish shoes. 8
dress
shoes,
and
canvas
Alpargatas started reposition the Havaianas brand more than a decade ago. New products were introduced with over 300 shoes of varying colors and styles – and a new emotional personality was created for the brand as shown in the front-page picture. It is a result of a carefully orchestrated brand reinvention strategy taking years to come to fruition. That results on a customer’s appreciation of variety selection of available shoes making the experience of finding the perfect pair of sandals an enjoyable exercise. 2.5 Keys to Success The keys to success are to meet the international demand for sandals with a wide selection and focused customer attention with fashionable designs, and wider selection. Also key points to success is segmentation, an the management of priority target segments, with segment managers, brand managers or/and supply chain managers later to be employed or considered, not forgetting to address the management of lower priority segments. The segmentation administrative function would help to plan the horizon, volume, revenue and profitability, segment share, and actual share, competitive position to aim for, timetables and finally a summary of main activities. Havaianas has a value proposition, the vivid attitude to life that implies wearing sandals while being formal at the same time: the proposition is real to customer’s perspective, it is quantified, relevant, much better suited as it is accompanied Brazil’ image 9
as a country, and can reward the company with the expect outcomes, further penetration in international markets.
Barack Obama – USA President 2.6 Critical Issues Its critical issues are to continue to take a modest international expansion approach, and expand internationally at a reasonable rate, not for the sake of expansion in itself, but because it is a value creation and a prudent approach. Distribution is a critical issue and important channel partners will be chosen and they include superstores, shoes stores, fashion stores, sandals specialty stores, online retailers and through its own website (www.havaianas.com www.havaianas.com). ). 3. Marketing Strategy
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The challenge for Havaianas is to grow without losing its edge. New ideas come from establishing a network of inspiring collaborations with people and companies, evolving the brand’s communications by adding more edge and originality to its advertising. Another form of marketing to be described later in detail will be Internet selling. selling. The strategy of Internet selling is to increase the target customer's awareness of Havaianas. Feed on the reputation of global brands as a way to raise its profile globally, the brand has joint distribution and product development efforts with brands like Celine, HStern, The Gap and Swarovski. 3.1 Mission Havaianas exist to attract, increase, and maintain the customer based, at the same increment international sales by Internet selling. The company will adhere to its core product and service, exceeding always customers’ expectations. 3.2 Marketing Objectives Increase repeat customers. Decrease customer acquisition costs. Build an effective Internet campaign, bringing in new customers at an increased rate. The main marketing objective is to make customers to see the sandals is not only a simple basic holiday sandal (rubber sole, two straps), but sandals with bright colours
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and a colourful and vivid brand that give an idea of fashion and relaxation and total concentration. Curiosity is what the the brand will try to achieve, but uniqueness, colourfulness will help identify the sandals with Brazil, as a holiday or relaxation destination or life style. The brand has left the working-class target origin to venture to middle-class, towards now to the likes of Jennifer Aniston, Kelly Slater, John Paul Gaultier. Here in the UK it would be no different: free publicity generated by international stars wearing the sandals, word-of-mouth expansion, and aspirational advertising campaigns, some styles marketed also alongside some designers like Lacoste and John Galliano of Dior. The idea to follow the same plan used to penetrate other international markets: the use of a dedicated, persistent and committed marketing department, maintaining a clear focus on the product, as flexible as possible (low-cost), as fast as possible (competitive formula), making it harder to competitors to get a foothold. 3.3 Financial Objectives Experience the required growth rate internationally, reducing costs, and reaching international sales target by a set time scale.
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First-year sales revenues are projected to be between £2.6 million to £6.6 million, based on sales of 325 thousand to 390 thousand pairs of the Havaianas at a unit price of £8 to £17 each, depending on discounts, promotions, channels, wholesale or retail. Going forward the prices will be reviewed and adjusted under a wider pricing strategy to tackle new opportunities and threats. Company Overall Objective Overall is to increase to 15% to 20% the pairs sold outside Brazil compared to total production. Just as illustration in Brazil the market penetration is 842 pairs of sandals sold per 1000 inhabitants/annum. 3.4 Target Markets Havaianas is targeting all demographical segments on chosen geographical areas of international expansion, covering broad categories of people that expresses a joyful way of life, vibrant attitude, with colourful and bold tendencies towards life, including high-earners, professionals, but also people with low disposable income. 3.5 Positioning Havaianas will leverage their competitive edge to achieve this desired positioning, e.g. international expansion. Its competitive edge includes an unmatched selection in colors and styles. This
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selection will be achieved in two ways. The first is a very specific effort to carry as many styles of sandals as possible. The competitive edge is the recognition of this unserved niche and the serving of this demand. The second will be able to offer a large selection through a unique inventory model that stocks a large number of styles. 3.6 Strategies Havaianas' marketing strategy will seek to create international customer awareness of their products, enhancing the customer base, working towards building customer loyalty. Other methods of communication would be Internet selling and strategic relationships with other fashion chains. Product: the brand, and the colours will be also displayed on packaging and campaigns. Pricing: expecting to lower the price of the model as sales increments, bringing new desirable channel partners and taking share of established competitors. Distribution: selective distribution, Internet, well-known stores and online retailers, with demonstrations or products, fullcolour photos and vivid displays, plus arrangements towards special payments terms for retailers that place volume orders. 3.7 Marketing Mix
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Havaianas marketing mix is comprised of specifics approaches to
pricing,
distribution,
advertising
and
promotion,
and
customer service. It includes trade sales promotion campaigns. 3.8 Marketing Research Internet would be the main conduit of marketing research because of time constraints to conduct any in depth research on this paper focused on surveys, focus groups, analysis of customer’s attitudes, brand awareness research, and customer satisfaction studies to measure market reaction. 4. Financials This section will offer a financial overview of Havaianas and Alpargatas as it relates to the marketing activities. Havaianas will address break-even analysis, sales forecasts, expense forecasts, and how those link to the market strategy. 4.1 Break-Even Analysis The break-even analysis indicates how many items will be needed to reach the break-even point, including break-even analysis, using assumptions like average estimated monthly fixed cost. (Appendix 4 – Break-Even Analysis) 4.2 Sales Forecast The first month will be used to set up the Internet store in a chosen country. Employees will be hired and inventory will be
15
purchased. There will be no sales activity during a set number of months. At determined month Havaianas will begin to see sales activity, all according to a forecast showing at what month sales will really begin to pick up. Penetration Country Objective (Appendix 2 – Monthly Sales Forecast) Key Performance Indicators UK
market
share:
5
to
6
pairs
per
a
thousand
inhabitants/annum UK total unit sales between 325,000 to 390,000 pairs per a thousand inhabitants/annum First-year sales revenues: between £2.6 million (worst projection) to £6.6 million (best projection) Unit price between £8 to £17 each Second-year and going forward: review of pricing strategies upon completion of first year. 4.3 Expense Forecast The marketing expenses will be higher relative at the beginning of operations compared to other months as trading progresses, when Havaianas is trying to generate interest.
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The Expense Forecast would include Marketing Expense Budget for over seven years, including advertisements and other expenses, showing also total sales and marketing expenses on different rows, finally showing a percent of sales as forecasted. The marketing expense budget is a percentage of the sales turnover of the previous year with a budget gap based on the difference between last year and the current year for any threats that might appear against the business (please see SWOT analysis), with the exception of first year (fixed amount) that requires a higher expenditure on marketing plan, given the department the financial flexibility to invest in marketing on a step strategy as to achieve the required growth of 2 pairs plus per 1000 inhabitants/annum. (Appendix 3 – Marketing Expense Budget) 5. Controls The purpose of Havaianas' marketing plan is to serve as a guide for the organization. The following areas will be monitored to monitor performance: revenue (monthly and annual), expenses (monthly
and
annual),
repeat
businesses
and
customer
satisfaction. 5.1 Implementation The following milestones identify the key marketing programs. It is important to accomplish each one on time and on budget.
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Milestones (Appendix 5) Marketing plan completion Web Development Initial Advertisements Initial Printed Material Discretionary Spending Market Penetration Tight controls would be implemented to measure and monitor quality and customer service satisfaction. Any deviation from the plans would be investigated with variance analysis and key performance indicators comparison. 5.2 Marketing Organization A team located in the United Kingdom will be formed to handle national sales campaigns, trade and consumer sales promotions, and public relations efforts, but ultimate overall responsibility would be with chief marketing officer. 5.3 Contingency Planning Difficulties and risks: Problems reaching the break-even point due to lack-luster sales. Worst risks may include: 18
Determining that the business cannot support itself on an ongoing basis. Having to liquidate equipment/inventory to cover liabilities.
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6. Bibliography: Alpargatas
(2005)
Welcome
[Online].
Available
from:
http://www.alpargatas.com.ar/english/index2.htm (Accessed: 27 July 2010) Anderton, A., Hall, D., Jones R., & Raffo, C. (2009) Business Studies. 4th ed. London: Pearson Education International Anthony, S.D., Christensen, C.M., & Raynor, M.E. (2003) ‘Six Keys to Building New Markets by Unleashing Disruptive Innovation’, E-Partner. The Online
Agent ,
[Online].
Available
from:
http://hbswk.hbs.edu/item/3374.html (Accessed: 10 July 2010) Cheverton, P. (2004) Key Marketing Skills. 2nd ed. London and Sterling: Kogan Page Chung, T.S., & Rust, R.T. (2006) ‘Marketing Models of Service and Relationships’, Marketing Science, 25, November-December, pp. 560-580 Christensen, C.M., & Raynor, M.E. (2003) ‘The Innovator’s Solution’, Concentrated Knowledge for the Busy Executive, [Online]. Available from: http://www.theinnovatorssolution.com/ http://www.thei nnovatorssolution.com/book.html#Anchor-4 book.html#Anchor-41701 1701 (Accessed: 10 July 2010) Davies, H., & Lam, P. (2001) Managerial Economics. An Analysis of Business Issues. 3rd ed. London: Pearson Education Limited Evans, P., Shulman, L.E., & Stalk, G. (1992) ‘Competing on Capabilities’, In Harvard Business Review, ed. Harvard Business Review on Corporate Strategy. Boston: Harvard Business School Press, 1999, pp. 171-204 Gamble ,J., Strickland, III A. J., & Thompson, A.A.Jr. (2008) Crafting and Executing Strategy. The Quest for Competitive Advantage: Concepts and Cases. 17th ed. London: McGraw-Hill Irwin International Edition 21
Gapper, J., 2010. Chief of Confusion. The Financial Times Online, [internet] 14 April. Available at: http://www.ft.c http://www.ft.com/cms/s/0/9fb om/cms/s/0/9fb7c20a-475e-11df7c20a-475e-11dfb253-00144feab49a.html [Accessed 16 July 2010] Grande, C., 2007. The risk of extension. The Financial Times Online, [internet] 4 June. Available at: http://www.ft.com/cms/s/0/9fb7c20a475e-11df-b253-00144feab49a.html [Accessed 16 July 2010] Gratton, L., 2010. The winds of change are blowing towards the workplace. The Financial Times, 26 Jul. p. 14 Gulati, R., 2010. Wanted: a new approach to inventiveness. The Financial Times, 27 Jul. p. 12 Havaianas
(n.d)
Home
http://www.lojasrenner.com.br
[Online].
Available
from:
http://br.havaianas.com/pt-BR/home/
(Accessed: 27 July 2010) Jacobs, E., 2010. Navigating Cultural Difference. The Financial Times, 20 Jul. p.14 Lacey, R., & Sneath, J.Z. (2006) ‘Customer Loyalty programs: are they fair to Consumers?’, Journal Consumers?’, Journal of Consumer Marketing, Volume 23, Number 7, pp. 458-464 Lemon, K.N., Rust, R.T, & Zeithaml, V.A. (2004) ‘Customer-centered Brand Management’, Harvard Business Review, September 2004, pp. 1-10, [Online]. Available from: http://scholar.goo http://scholar.google.co.uk/scho gle.co.uk/scholar?q=customerlar?q=customercentered+brand+management&hl=e centered+brand+ management&hl=en&btnG=Search&as_sdt=200 n&btnG=Search&as_sdt=2001&as_sdt 1&as_sdt p=on (Accessed: 16 July 2010) Kanter, R.M. (2003) On the Frontiers of Management. 1st ed. Boston: Harvard Business School Publishing
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Keller, K.L. & Kotler, P. (2009) Marketing Management. 13th ed. London: Pearson Education International Rosenzweig, P. (2008) ‘Best Business Books 2008: Strategy. A Tale of Two Competitors’, Strategy + Business , Winter 2008, Issue 53 [Online]. Available from: http://www.strategyhttp://www.strategy-business.com/article business.com/article/08408b?pg=all /08408b?pg=all (Accessed: 10 July 2010) Vecchio, R.P. (2006) Organizational Behaviour: Core Concepts. 6th ed. Mason, U.S.A: Thomson South-Western Wreden, N. (2009) ‘The Promise of Self-Segmentation’, Strategy + Business, October
2009,
[Online].
Available
from:
http://www.strategy-
business.com/article/00004?pg=all (Accessed: 14 July 2010)
7. Appendices (Please see Attachments) 8. Glossary (Source: Keller, K.L. & Kotler, P. (2009) Marketing Management. 13th ed. London: Pearson Education International) A advertising any paid form of non personal presentation and promotion of ideas, goods, or services by an identified sponsor. B brand a name, term, sign, symbol, or design, or a combination of them, intended to identify the goods or services of one seller or group of sellers and to differentiate them from those of competitors. brand awareness consumers’ ability to identify the brand under different conditions, as reflected by their brand recognition or recall performance. brand dilution when consumers no longer associate a brand with a specific product or highly similar products or start thinking less favorably about the brand. brand elements those trademarkable devices that serve to identify and
23
differentiate the brand such as a brand name, logo, or character. brand equity the added value endowed to products and services. brand extension a company’s use of an established brand to introduce a new product. brand image the perceptions and beliefs held by consumers, as reflected in the associations held in consumer memory. brand knowledge all the thoughts, feelings, images, experiences, beliefs, and so on that become associated with the brand. brand line all products, original as well as line and category extensions, sold under a particular brand name. brand mix the set of all brand lines that a particular seller makes available to buyers. brand personality the specific mix of human traits that may be attributed to a particular brand. brand portfolio the set of all brands and brand lines a particular firm offers for sale to buyers in a particular category. brand value chain a structured approach to assessing the sources and outcomes of brand equity and the manner in which marketing activities create brand value. branding endowing products and services with the power of a brand. branding strategy the number and nature of common and distinctive brand elements applied to the different products sold by the firm. breakeven analysis a means by which management estimates how many units of the product the company would have to sell to break even with the given price and cost structure. C company demand the company’s estimated share of market demand at alternative levels of company marketing effort in a given time period. company sales forecast the expected level of company sales based on a chosen marketing plan and an assumed marketing environment. competitive advantage a company’s ability to perform in one or more ways that competitors cannot or will not match. core benefit the service or benefit the customer is really buying. core competency attribute that (1) is a source of competitive advantage in that it makes a significant contribution to perceived customer benefits, (2) has applications in a wide variety of markets, (3) is difficult for competitors to imitate. core values the belief systems that underlie consumer attitudes and behavior, and that determine people’s choices and desires over the long term. corporate retailing corporately owned retailing outlets that achieve economies of scale, greater purchasing power, wider brand recognition, and better-trained employees. customer training training the customer’s employees to use the vendor’s equipment properly and efficiently. D
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delivery how well the product or service is delivered to the customer. E e-business the use of electronic means and platforms to conduct a company’s business. e-commerce a company or site offers to transact or facilitate the selling of products and services online. e-marketing company efforts to inform buyers, communicate, promote, and sell its products and services over the Internet. e-purchasing purchase of goods, services, and information from various online suppliers. exchange the process of obtaining a desired product from someone by offering something in return. F fixed costs (overhead) costs that do not vary with production or sales revenue. forecasting the art of anticipating what buyers are likely to do under a given set of conditions. G global firm a firm that operates in more than one country and captures R&D, production, logistical, marketing, and financial advantages in its costs and reputation that are not available to purely domestic competitors. global industry an industry in which the strategic positions of competitors in major geographic or national markets are fundamentally affected by their overall global positions. I image the set of beliefs, ideas, and impressions a person holds regarding an object. industry a group of firms that offer a product or class of products that are close substitutes for one another. innovation any good, service, or idea that is perceived by someone as new. J joint venture a company in which multiple investors share ownership and control. L life-cycle cost the product’s purchase cost plus the discounted cost of maintenance and repair less the discounted salvage value. lifestyle a person’s pattern of living in the world as expressed in activities, interests, and opinions. line extension the parent brand is used to brand a new product that targets a new market segment within a product category currently served by the parent brand.
25
line stretching a company lengthens its product line beyond its current range. loyalty a commitment to rebuy or re-patronize a preferred product or service. M market demand the total volume of a product that would be bought by a defined customer group in a defined geographical area in a defined time period in a defined marketing environment under a defined marketing program. market forecast the market demand corresponding to the level of industry marketing expenditure. market logistics planning the infrastructure to meet demand, then implementing and controlling the physical flows or materials and final goods from points of origin to points of use, to meet customer requirements at a profit. market potential the upper limit to market demand whereby increased marketing expenditures would not be expected to stimulate further demand. marketing process of planning and executing the conception, pricing, promotion, and distribution of ideas, goods, and services to create exchanges that satisfy individual and organizational goals. marketing implementation the process that turns marketing plans into action assignments and ensures that such assignments are executed in a manner that accomplishes the plan’s stated objectives. marketing management the art and science of choosing target markets and getting, keeping, and growing customers through creating, delivering, and communicating superior customer value. marketing plan written document that summarizes what the marketer has learned about the marketplace, indicates how the firm plans to reach its marketing objectives, and helps direct and coordinate the marketing effort. marketing research the systematic design, collection, analysis, and reporting of data and findings relevant to a specific marketing situation facing the company. mission statements statements that organizations develop to share with managers, employees, and (in many cases) customers. P penetrated market the set of consumers who are buying a company’s product. perceived value the value promised by the company’s value proposition and perceived by the customer. perception the process by which an individual selects, organizes, and interprets information inputs to create a meaningful picture of the world. potential market the set of consumers who profess a sufficient level of interest in a market offer. R risk analysis a method by which possible rates of returns and their probabilities are calculated by obtaining estimates for uncertain variables affecting profitability. S
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sales analysis measuring and evaluating actual sales in relation to goals. sales budget a conservative estimate of the expected volume of sales, used for making current purchasing, production, and cash flow decisions. sales promotion a collection of incentive tools, mostly short term, designed to stimulate quicker or greater purchase of particular products or services by consumers or the trade. sales quota the sales goal set for a product line, company division, or sales representative. sales-variance analysis a measure of the relative contribution of different factors to a gap in sales performance. satisfaction a person’s feelings of pleasure or disappointment resulting from comparing a product’s perceived performance or outcome in relation to his or her expectations. service any act or performance that one party can offer to another that is essentially intangible and does not result in the ownership of anything. strategic brand management the design and implementation of marketing activities and programs to build, measure, and manage brands to maximize their value. strategic marketing plan laying out the target markets and the value proposition that will be offered, based on analysis of the best market opportunities. strategy a company’s game plan for achieving its goals. style a product’s look and feel to the buyer. supply chain management (SCM) procuring the right inputs (raw materials, components, and capital equipment); converting them efficiently into finished products; and dispatching them to the final destinations. T tactical marketing plan marketing tactics, including product features, promotion, merchandising, pricing, sales channels, and service. target market the part of the qualified available market the company decides to pursue. total costs the sum of the fixed and variable costs for any given level of production. trend a direction or sequence of events that has some momentum and durability. V value proposition the whole cluster of benefits the company promises to deliver. variable costs costs that vary directly with the level of production.
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