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This is an academic project for Sephora. This project examines the cosmetics category and the existing consumer. In-depth interviews, shop-a-longs, and other primary researches were conducted to explore more first-hand consumer insights. Based on all the primary and secondary research, new positioning and brand vision were suggested as a conclusion. The content includes the following: 1. Introduction 2. Research methodology 3. The consumer and the cosmetics category 4. The context – trends affecting the category 5. The consumer and Sephora a. Key findings about Sephora b. Key findings about Sephora's major competitors c. Perceptual map and new positioning 6. Opportunities/issues for Sephora 7. New brand vision statement and rationale 8. New creative brief
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Recommandé
This is an academic project for Sephora. This project examines the cosmetics category and the existing consumer. In-depth interviews, shop-a-longs, and other primary researches were conducted to explore more first-hand consumer insights. Based on all the primary and secondary research, new positioning and brand vision were suggested as a conclusion. The content includes the following: 1. Introduction 2. Research methodology 3. The consumer and the cosmetics category 4. The context – trends affecting the category 5. The consumer and Sephora a. Key findings about Sephora b. Key findings about Sephora's major competitors c. Perceptual map and new positioning 6. Opportunities/issues for Sephora 7. New brand vision statement and rationale 8. New creative brief
Strategic Planning for Sephora
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Chong(Christina) Guo
The direct marketing business model of Tupperware
Tupperware
Tupperware
Nandhagopal Muralithar
Retail Marketing of Shopper stop
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deepshikha gupta
IMRB KANTAR
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aswayamprava
A brief study on the marketing methods of HUL
Hindustan Unilever Ltd. Marketing Campaign
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AjayKumar4898
A detailed analysis of resent successful campaigns on both Chinese and International social medias
Successful campaign of Bvlgari on social media
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product life cycle stages
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As product pipelines become thinner, and pressure to get the most out of dwindling resources increases, pharmaceutical portfolio and product lifecycle management becomes an imperative part of a company’s approach to maximizing ROI. Not only must managers carefully strategize in relation to the product’s strengths against competitors and also in such a way to compliment the overall company portfolio, but they must also balance the crucial factors of regulatory change in patent protection, risk mitigation, effective R&D resource allocation in order to achieve an integrated approach to effective portfolio and PLCM. Now in its 6th year, SMi Groups Pharmaceutical Portfolio & Product Life-Cycle Management is a well established meeting ground for such managers and directors who are faced with the task of managing the pipeline in a way that acknowledges the above mentioned factors and more. In the close up environment that our conferences provide, you can expect to discuss with some of the leading professionals in the field the best way to approach this difficult task. In a showcase of effective approaches from many of the largest pharmaceutical companies, you can be sure to learn much of value to yourself, and to your organization.
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