The Strategic Marketing Plan – Ambi PurEssay Preview: The Strategic Marketing Plan – Ambi PurReport this essayExecutive SummaryDifferent sectors of household care in Malaysia are exhibiting different degrees of growth. In 2002, the value of growth for matured products, such as laundry care, insecticides, chlorine bleach and dishwashing products are driven downwards by price discounting. On the other hand as urban consumers are getting more sophisticated, household care sectors such as air fresheners and toilet care products experienced robust growth. New products such as electric air fresheners and fragrance liquids have boosted this growth. The top 2 players in Malaysia that are competing in the household care sectors are Reckitt Benckiser (M) Sdn Bhd and Sara Lee (M) Sdn Bhd. Both companies market surface care products, insecticides, air fresheners and polishes.
Ebola Outbreak, Migrant Infestations, and the Changing Age of Health Care Productivity
What is the problem?
This document explores the role of the business model underlying Malaysian consumer care businesses. It discusses the importance of customer satisfaction, engagement and consumer choice. It provides information based on a range of consumer and business needs (e.g., information on how to use technology better to help customers cope with illness, or an overview of the cost-benefit analyses for consumers that are part of the current and planned data to achieve that goal). It also uses an updated version of the Malaysian Productivity Framework from 2014-15, which shows how the market evolved over time, as well as what is happening in the Asia and Australasia. The current version of the framework covers both fixed costs and price incentives and is updated frequently to provide better insights into the different market conditions relevant to each market and country. Moreover, it explores the key data sources and tools employed in Malaysia in the context of other industries in the Asia-Pacific region. Moreover, this publication provides valuable comparative data on the relationship between consumer satisfaction, activity, and quality of service, and the consumer’s experiences. Since its early introduction, the Malaysian productivity framework has been a driving force behind Malaysia’s drive for greater consumer involvement. This methodology is being challenged by new standards and market dynamics that are required to ensure the current framework covers these areas, as they vary greatly by country and industry. However, this new framework remains relevant and is evolving on a consistent basis over time. Furthermore, the Malaysian productivity framework enables more companies to move ahead with business models that better reflect Malaysian consumers’ needs and choices. The Malaysian productivity framework is an opportunity by and for more Malaysian businesses and companies worldwide to understand where Malaysia’s success lies.
What next?
The Australian Consumer Products Association provides an overview of the Malaysian productivity framework of 2012, its progress and future. It will be available on this page once final approval is obtained from the Federal National Audit Office (NAO). Other areas of the Malaysia Productivity Framework include technical feasibility assessment, performance, cost performance, and value-weighted average.
What are current and planned trends?
As the public market increasingly shifts to digital products which support mobile devices, Malaysian consumers now see consumer goods across the lifespan, e.g., online banking, e-commerce and online stores and
Ebola Outbreak, Migrant Infestations, and the Changing Age of Health Care Productivity
What is the problem?
This document explores the role of the business model underlying Malaysian consumer care businesses. It discusses the importance of customer satisfaction, engagement and consumer choice. It provides information based on a range of consumer and business needs (e.g., information on how to use technology better to help customers cope with illness, or an overview of the cost-benefit analyses for consumers that are part of the current and planned data to achieve that goal). It also uses an updated version of the Malaysian Productivity Framework from 2014-15, which shows how the market evolved over time, as well as what is happening in the Asia and Australasia. The current version of the framework covers both fixed costs and price incentives and is updated frequently to provide better insights into the different market conditions relevant to each market and country. Moreover, it explores the key data sources and tools employed in Malaysia in the context of other industries in the Asia-Pacific region. Moreover, this publication provides valuable comparative data on the relationship between consumer satisfaction, activity, and quality of service, and the consumer’s experiences. Since its early introduction, the Malaysian productivity framework has been a driving force behind Malaysia’s drive for greater consumer involvement. This methodology is being challenged by new standards and market dynamics that are required to ensure the current framework covers these areas, as they vary greatly by country and industry. However, this new framework remains relevant and is evolving on a consistent basis over time. Furthermore, the Malaysian productivity framework enables more companies to move ahead with business models that better reflect Malaysian consumers’ needs and choices. The Malaysian productivity framework is an opportunity by and for more Malaysian businesses and companies worldwide to understand where Malaysia’s success lies.
What next?
The Australian Consumer Products Association provides an overview of the Malaysian productivity framework of 2012, its progress and future. It will be available on this page once final approval is obtained from the Federal National Audit Office (NAO). Other areas of the Malaysia Productivity Framework include technical feasibility assessment, performance, cost performance, and value-weighted average.
What are current and planned trends?
As the public market increasingly shifts to digital products which support mobile devices, Malaysian consumers now see consumer goods across the lifespan, e.g., online banking, e-commerce and online stores and
Supermarkets and hypermarkets became the main channel for household care products. Hypermarkets such as Giant, Carrefour and newly joined Tesco, has all continued their aggressive expansion plans in urban areas to attract urban consumers to a one-stop shopping outlet. The channels of distribution are abundant and almost at every sales outlet, the competitors are just next to you. Therefore, to be top of the consumers shopping list is to create an impact on the consumer to remember the brand and values that the product offers.
Analyzing market opportunities, developing strategies, shaping the market offering, managing and delivering marketing programs are all a part of putting together a strategic marketing plan. The marketing plan must adapt to the new economy that builds customer satisfaction and value by successfully targeting the right consumers and retaining them for repeat purchases while exploring and securing new ones. The plan focuses on the branding strategies, buying behavior of consumers, marketing mix programs as well as to meet its marketing objectives bearing in mind that the plan is linear to the corporate objectives.
MARKETING MANAGEMENTASSIGNMENT TOPIC:Prepare a strategic marketing plan that specifies the exact manner in which a company can advance its product/brand position within a period of one year.
The plan, which may be prepared for your own company or a product-market of tour choice, must include the following areas:Background of the CompanyA marketing audit of the companys internal and external environmentA SWOT analysisTarget market strategyPositioning strategyMarketing ObjectivesMarketing strategiesMarketing mix programsImplementation issuesControlsTable of ContentsNo.Topic/QuestionsPageExecutive Summary1Assignment Topic2Table of Contents3Introduction4The Companys Background5The Product6The Internal And External Environment Marketing Audit7 – 8SWOT Analysis9 – 11Target Market Strategy12 – 15Positioning Strategy16 – 17Marketing Objectives18Marketing Strategies19 – 22Marketing Mix Programs23 – 28Implementation Issues29 – 32Controls33Conclusion/Recommendations34Credits:References on information35 – 36gathered for this assignment.Appendices I & IIIntroductionMarketing is the task of creating, promoting, and delivering goods and services to consumers and businesses. A strategic marketing plan helps an organization to define its goals and develop a series of activities to achieve those goals. This assignment is a proposed marketing plan for Chicago-based Sara Lee Corporations subsidiary, Sara Lee Malaysia Sdn. Bhd., which is aimed at advancing one of its 26 brand name products either in market share or brand position, Ambi Pur.
Consumers are more aware of the importance of keeping surroundings clean and fresh. Not only more businesses are putting up automatic timed fragrance sprayer in their offices or shops, but also common households. People are keeping their living rooms or bedrooms fragrant and fresh. Mindsets and the purchasing power of consumers have changed. There is a big and growing market in air-care products, in which this assignment is aimed at promoting the Ambi Pur brand name and launching its market position well ahead of its competition.
Sara Lee is committed to promoting Ambi Pur in ways consistent with its excellent reputation. Marketing of Ambi Pur should be based on quality, distinctiveness, brand recognition, fair pricing and promotional programs. Advertising, packaging, point of purchase displays, or promotions must never misstate facts or provide misleading impressions.
The information gathered on this assignment has also taken into account my interview with a middle management employee from Sara Lee (M) Sdn Bhd. All information gathered is purely for the purpose of research and true at the time of study.
The Companys BackgroundSara Lee is a global manufacturer
