summer of 69
TRANSCRIPT
A STUDY ON MARKETING STRATEGIES OF REEBOK
PREFACE
The Bachelors of Business Administration is a course which covers
theoretical as well as practical aspect of business practices. So, for this
partial fulfillment of course, the student is supposed to undergo training at
any commercial industry under taking or atleast four weeks about a given
topic.
The business is becoming more and more competitive which makes it
complex due to which it is facing various problems and obstacles in their
day to day functioning. As a student I had been assigned a topic:
“ A STUDY MARKETING STRATEGIES OF SHAKSHI ENTERPRISE
(REEBOK)”.
College aims at preparing student in management studies to equip them for
advancement in professional course at the under graduate level. It intends to
provide their student with different attitude so as they can meet corporate
environment and face the coming problems in an effective way.
Here I am presenting on the different concepts, which I saw, feel and
experience which then works on the project report. I have tried my level best
to do the proper justification with my work in this project.
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A STUDY ON MARKETING STRATEGIES OF REEBOK
ACKNOWLEDGEMENT
I wish to express my gratitude to all those people who involved in completing this project
and also giving an opportunity to learn about marketing field as a specialization.
Especially I would like to thank DR. M.S. JEREMIAH, the CEO and the president of
METAS OF SEVENTH DAY ADVENTIST OF COLLEGE who gave me the
opportunity to pursue this training as a summer internship and gain practical knowledge
in the course.
My sincere thanks goes to my mentor MR.MOHAN RAO SIR AND MS.MUMTAZ
SURTI for their able guidance and assistance in carrying out this project and making it
more interesting.
It has been a pleasure to work with the team members of SHAKSHI ENTERPRISE
(REEBOK) who provided me the required information training data and various session
regarding my project. (“A STUDY MARKETING STRATEGIES OF
SHAKSHI ENTERPRISE (REEBOK)”) and I am extremely grateful to them for
updating my knowledge and cooperating with me throughout.
My deepest gratitude to my guide MR. ANIL AGRAWAL, at REEBOK who
contributed his precious time from his busy schedule to provide me with appropriate
knowledge and data required for my project.
Last but not the least; I would like to thank Almighty for making things as simple and
easy as they were.
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A STUDY ON MARKETING STRATEGIES OF REEBOK
TABLE OF CONTENTS
Sr No. Topic Page No.1 Executive Summary 52 Industry Profile 6-21
History 6-7 Modern Process of Production 8-9 Overview of Footwear Industry 10-13 Facts and figures 14-15 Swot analysis of Footwear Industry 16-19 Few Interesting Facts 20 In a nutshell 21
3 Company Profile 22-38. Reebok 22 Company history 23
Facts about Reebok 24 Reebok Products 25 Business structure 26 Indian Market share & competitors 27 Milestones 28-29 Reebok Positioning 30 Vision 30 Mission 31 Objects 32 Suppliers Nationality 33 Endorsements 34-38
4 Marketing Research 39 Role of Marketing Research 40-41 Characteristics of Marketing Research 42 Process of Marketing Research 43-46 Objectives 47 Marketing Strategies 48-58 Conclusion 59-60
7 Marketing Strategies used by Shaksh 61
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A STUDY ON MARKETING STRATEGIES OF REEBOK
(Reebok) Cost leadership Strategy 62 Differential Strategy 63 Price Leadership 64 Visual merchandising 65 Sales promotion techniques 66
8 Analysis &Interpretation 67-949 Limitation Of The Study 95-9610 Suggestions 97-9811 Conclusions 9912 Bibliography 100
EXECUTIVE SUMMARY
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A STUDY ON MARKETING STRATEGIES OF REEBOK
This project is a brief analysis to “MARKETING STRATEGIES USED AT
SHAKSHI ENTERPRISE (REEBOK)”. This project gives complete details
of the Footwear Industry and its history and its various attributes. Here,
various features of the industry and company are given and it is followed up
by the main topic “A study on Marketing Strategies”.
The main thrust is laid upon this topic as the company’s Marketing strategies
are briefly explained in a systematic manner.
Proceeding ahead the next part of the project is based on research
methodology. All the research methodology is explained in detail. All the
research topics are given in detail- A survey was conducted through
questionnaire. The data was analyzed and interpreted. Now the data is
converted into graphical representation to give an effective representation of
the data.
Lastly the project is brought to you by mentioning the limitation and hurdles faced during the making of the project and lastly the suggestion to the company and the final conclusion or verdict. The Bibliography as a reference of the sources of data used by us.
INDUSTRY PROFILE
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FOOTWEAR INDUSTRIES IN INDIA
History of Footwear
There are evidences which show that the history of the shoe starts in 10,000 BC, that is,
at the end of the Paleolithic period (paintings of this time in caves in Spain and in the
south of France make reference to the footwear). Among the utensils of rock of the men
of the caverns there are several that were used to scrape the skins, which indicates that
the art of tanning is very old. In the Egyptian hypogeus (underground chambers used to
multiple funerals), whose age is between 6 and 7 thousand years, paintings were
discovered representing the various stages of the preparation of the leather and the
footwear.
In cold countries the moccasin is the protector of the feet and in hotter countries the
sandal is still the most used The Egyptian’s sandals were made of straw, papyrus or of
palm fiber.
it was common to walk bare-footed and to
carry the sandals using them just when
necessary.
It’s known that only the noblemen of that time owned sandals. Even a Pharaoh as
Tutancamon paved footwear as sandals and simple leather shoes (despite the ornaments
of gold).
In Mesopotamia it was common raw leather shoes tied to
the feet by straps of the same material. The boots were
symbol of high social status.
The Greek introduced new fashion as different models for right and left feet.
METAS OF ADVENTIST COLLEGE, SURAT 6
A STUDY ON MARKETING STRATEGIES OF REEBOK In Rome the footwear indicated the social class. The consuls wore white shoes, the
senators wore brown shoes moored by four leather tapes tied with two knots and the
traditional footwear of the legions was the short boot that uncovered the toes.
Jewish leather sandal from 72 AD,
click on the photo to enlarge it.
In the middle age, men as well as women wore leather shoes whose form was similar to
the ballet slipper. Men also wore high and short boots tied in the front and in the side.
The most current material was the cow skin, but the upper quality boots were made of
goat skin.
The standardization of the numeration is of English origin. The king Edward (1272-1307)
was the first to uniform the measures. The first reference known of the manufacture of
footwear in England is of 1642 when Thomas Pendleton provided 4,000 pairs of shoes
and 600 pairs of boots to the army. The military campaigns of this time initiated a
substantial demand for boots and shoes. In the middle of the 19th century the machines
that helped in the confection of the footwear began to appear, but only with the sewing
machine the shoe started to be more accessible. From the fourth decade of the 20th
century on, big changes in the footwear industries began to happen as the change of the
leather by the rubber and synthetic materials
METAS OF ADVENTIST COLLEGE, SURAT 7
A STUDY ON MARKETING STRATEGIES OF REEBOK THE MODERN INDUSTRY THE PROCESS IS DIVIDED INTO MANY AND
DISTINCT STAGES AS:
MODELING: creation, elaboration and accompaniment of the models in the
manufacture process.
WAREHOUSE: act of receiving, storage, classification and control of the leather and
other materials.
CUT: operation of cut of the different parts that compose the "cabedal" (upper part of the
footwear). In the cut special blades and/or knives are used to pressure the metallic molds
in the leather surface and/or other materials.
CHAMFER: leather preparation to receive the sewing.
SEWING: junction of the parts that compose the "cabedal"(upper part of the footwear).
In many companies this sector is subdivided into preparation, chamfer and sewing
PRE-MANUFACTURED: manufacture of soles, shoe heels and slippers. Many
companies don’t have this sector because there are specialized factories that produce
these materials.
DISTRIBUTION: it controls the volume of production, revises the quality of the
materials and distributes them to the sections of assembling and final touch (finishing).
ASSEMBLING: set of operations that join the upper part of the footwear with the sole.
FINISHING: final operations linked to the presentation of the footwear as brushing,
painting and cleaning.
ASSEMBLING AND FINISHING: in many companies these two sectors are organized
in assembling line, that is, work rates replaced in line and the elaborating product
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A STUDY ON MARKETING STRATEGIES OF REEBOK incorporates the partial operations of each worker until the end of the line, where the
product results finished.
EXPEDITION: packing, boxing and sending to the destination market.
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A STUDY ON MARKETING STRATEGIES OF REEBOK
OVERVIEW OF THE INDIAN FOOTWEAR INDUSTRY
Athletic footwear manufactures captured nearly one-third of the total footwear market in
the early 1970s.
Over a span of more than 25 years, American consumers spent $300 billion on 7.5 billion
pairs of athletic shoes.
Reebok international Ltd. and Adidas became $ 3.5 Billion companies, while Nike Inc.
became the first ever $ 9.5 Billion company.
By 1996 the number of establishments had dropped to about 52, with 12 factories closing
since 1995.
China's imports increase by 6 percent to 1.26 billion pairs.
Brazil's share increased 2.3 percent to 83.5 million pairs.
Vietnam's share jumped 91.9 percent to 23.5 million pairs.
The US markets continue to be dominated by imports from countries with low-cost labor.
From 1997 to 2001, the value of industry shipments declined from $ 219.6 million to
$106.5 million.
U.S. shoe manufacturing plants declined by 775 between 1967 and 2001.
The Footwear Industry is a significant segment of the Leather Industry in India.
India ranks second among the footwear producing countries next to China.
India produces more of gents’ footwear while the world’s major production is in ladies
footwear.
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The industry is labour intensive and is concentrated in the small and cottage industry
sectors. While leather shoes and uppers are concentrated in large scale units, the sandals
and chappals are produced in the household and cottage sector.
In the case of chappals and sandals, use of non-leather material is prevalent in the
domestic market.
Shoes manufactured in India wear brand names like Florsheim, Gabor, Clarks,
Salamander and St. Micheal’s. As part of its effort to play a lead role in the global trade,
the Indian leather industry is focusing on key deliverables of innovative design,
consistently superior quality and unfailing delivery schedules.
India in itself has a huge domestic market, which is largely untapped.
The Indian footwear industry is provided with institutional infrastructure support through
premier institutions like Central Leather Research Institute, Chennai, Footwear Design &
Development Institute, Noida, National Institute of Fashion Technology, New Delhi, etc
in the areas of technological development, design and product development and human
resource development.
The availability of abundant raw material base, large domestic market and the
opportunity to cater to world markets makes India an attractive destination for technology
and investments.
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A STUDY ON MARKETING STRATEGIES OF REEBOK
The major production centers India are Chennai, Ranipet, Ambur in
Tamil Nadu, Mumbai in Maharastra, Kanpur in U.P. Jalandhar in
Punjab, Agra and Delhi. The following table indicates concentration of
units in various parts of the country:
Region Large & Medium Scale SSI Household
Tamil Nadu 64 31 7
Delhi & up North 4 8 25
Agra, Kanpur 9 34 14
Calcutta 1 3 19
Bangalore 6 3 4
Mumbai 3 11
Others 13 10 32
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The estimated annual footwear production capacity in 2009 is nearly
1736 million pairs (776 million pairs of leather footwear and 960 million
pairs of non-leather footwear). Region-wise share of total estimated
capacities is as follows:
Region Leather
shoes
Non-
leather
Shoes
Leather Shoe
Uppers
Leather
Sandals
Non
Leather
Sandals
Percentage
Tamil Nadu 26 5 54 1 0
Delhi & up
North
10 77 4 1 60
Agra, Kanpur 45 0 32 62 0
Calcutta 12 0 2 3 0
Bangalore 3 3 4 0 0
Mumbai 4 2 1 32 0
Others 0 13 3 1 40
Total 100 100 100 100 100
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IMPORT
In 2009, the global import of footwear (leather and non-leather) in terms of value was
around US$ 43278 million, accounting a share of 63.42% in the total global import of
leather and leather products. Out of this, import of leather footwear alone accounted for
US$ 26379 million and non-leather footwear US$ 16899 million.
EXPORT
India’s export of Leather Footwear touched US$ 331 million in 2009-2010, recording an
increase of 3.29% over the preceding year. India thus holds a share of 1.25% in the global
import of leather footwear. The major markets for Indian Leather Footwear are the U.K.,
the U.S.A., Germany, Italy, France and Russia. Nearly 71% of India ‘s export of Leather
Footwear is to Germany, the U.S.A., the U.K and Italy.
In 2009-2010, export of leather footwear from India constituted 21% share of its total
export of leather and leather products. Nearly 33 million pairs of various types of leather
footwear were exported during the year, out of which shoes / boots constituted 90%.
The different types of leather footwear exported from India are dress shoes, casuals,
moccasins, sport shoes, horrachies, sandals, beallerinas, booties.
Export of leather footwear during the years :
(Value in million US$)
Product 2008-09 2009-2010
Leather Footwear 320.25 330.80
Source : DGCI & S, Calcutta
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Export projections for the next two years:
(Value in million US$)
PRODUCT 2001-02 2002-03
Leather Footwear 453 506
Source : Indicative Medium Term Plan
Following leading institutes in India are engaged in imparting training to personnel in the
footwear manufacturing as per the requirement of the trade and industry.
Name of Institute
Council for Leather Exports
(CLE)
Footwear Design & Development Institute
(FDDI)
Central Footwear Training Institute (CFTI)
Agra
Chennai
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SWOT ANALYISIS OF INDIAN FOOTWEAR
INDUSTRY:
STRENGTHS: -
Existence of more than sufficient productive capacity in tanning.
Easy availability of low cost of labour.
Exposure to export markets.
Managements with business background become quality and environment
conscious.
Presence of qualified leather technologists in the field.
Comfortable availability of raw materials and other inputs.
Massive institutional support for technical services, designing, manpower
development and marketing.
Exporter-friendly government policies.
Tax incentives on machinery by Government.
Well-established linkages with buyers in EU and USA.
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WEAKNESSES: -
Low level of modernisation and upgradation of technology, and the integration of
developed technology is very slow.
Low level of labour productivity due to inadequate formal training / unskilled
labour.
Horizontal growth of tanneries.
Less number of organised product manufacturers.
Lack of modern finishing facilities for leather.
Highly unhygienic environment.
Unawareness of international standards by many players as maximum number of
leather industries are SMEs.
Difficulties in accessing to testing, designing and technical services.
Environmental problems.
Non availability of quality footwear components
Lack of fresh investment in the sector.
Uneconomical size of manufacturing units.
Competition among units vying for export orders leading to undercutting.
Little brand image.
Poor labour productivity. Lack of awareness about consistent in
plant training and retraining- Inconsistent quality high rejection rate
Low machine and material productivity.
Lack of quality job work units
Delayed deliveries
Weak support infra- structure for exports
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OPPORTUNITIES: -
Abundant scope to supply finished leather to multinationals setting up shop in
India.
Growing fashion consciousness globally.
Use of information technology and decision support software to help eliminate the
length of the production cycle for different products
Product diversification - There is lot of scope for diversification into other
products, namely, leather garments, goods etc.
Growing international and domestic markets.
Exposure to newer markets through Fairs/ BSMs
Retain customers through quality supplies and timely deliveries
Aim to present the customer with new designs, infrastructure, country & company
profiles.
Use of modern technology
Exhibit strengths in manufacturing, for example, strengths in classic shoe
manufacturing, hand crafting etc.
De-reservation of the footwear sector.
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A STUDY ON MARKETING STRATEGIES OF REEBOK THREATS: -
Entry of multinationals in domestic market.
Stiff competition from other countries.(The performance of global competitors in
leather and leather products indicates that there are at least 5 countries viz, China,
Indonesia, Thailand, Vietnam and Brazil, which are more competitive than India.)
Non- tariff barriers - Developing countries are resorting to more and more non –
tariff barriers indirectly.
Improving quality to adapt the stricter international standards.
Fast changing fashion trends are difficult to adapt for the Indian leather industries.
Limited scope for mobilising funds through private placements and public issues,
as many businesses are family-owned.
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Few Interesting Facts:
- The Indian footwear retail market is expected to grow at a CAGR of over 20% for the
period spanning from 2008 to 2011.
- Footwear is expected to comprise about 60% of the total leather exports by 2011 from
over 38% in 2006-07.
- Presently, the Indian footwear market is dominated by Men's footwear market that
accounts for nearly 58% of the total Indian footwear retail market.
- By products, the Indian footwear market is dominated by casual footwear market that
makes up for nearly two-third of the total footwear retail market.
- As footwear retailing in India remain focused on men's shoes, there exists a plethora of
opportunities in the exclusive ladies' and kids' footwear segment with no organized
retailing chain having a national presence in either of these categories.
- The Indian footwear market scores over other footwear markets as it gives benefits like
low cost of production, abundant raw material, and has huge consumption market.
- The footwear component industry also has enormous opportunity for growth to cater to
increasing production of footwear of various types, both for export and domestic market.
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In a Nutshell:
There are nearly 4000 units engaged in manufacturing footwear in India. The industry is
dominated by small scale units with the total production of 55%. The total turnover of the
footwear industry including leather and non-leather footwear is estimated at Rs.8500-
9500 crore (Euro 551.3-1723.1 Million) including Rs.1200-1400 crore (Euro 217.6-253.9
Million) in the household segment.
India's share in global leather footwear imports is around 1.4% Major Competitors in the
export market for leather footwear are China (14%), Spain (6%) and Italy (21%).
The footwear industry exist both in the traditional and modern sector. While the
traditional sector is spread throughout the country with pockets of concentration catering
largely to the domestic market, the modern sector is largely confined to select centres like
Chennai, Ambur, Ranipet, Agra, Kanpur and Delhi with most of their production for
export.
Assembly line production is organized, and about 90% of the workforces in the
mechanized sector in South India consist of women. In fact, this sector has opened up
plenty of employment opportunities for women who have no previous experience. They
are trained to perform a particular function in the factory itself.
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COMPANY PROFILE
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Reebok International Limited
Type Subsidiary of Adidas AG
Industry Sportswear and Sports Goods
Founded Bolton, England (1895)
Headquarters Canton, Massachusetts,U.S.
Bolton, England
Key people Future owner of Reebok & Burger
King: Russell Byron-Kelly
Products Footwear
Accessories
Sportswear
Website http://www.reebok.com
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A STUDY ON MARKETING STRATEGIES OF REEBOK
Reebok world headquarters in Canton (as seen from public roadway through zoom lens)
Reebok History
Reebok, a subsidiary of German sportswear giant Adidas, is a producer of athletic
footwear, apparel, and accessories. The name comes from the Afrikaans spelling
of rhebok, a type of African antelope or gazelle. In 1890 in Holcombe Brook, a small
village 6 miles from the town of Bolton, England, Joseph William Foster was making a
living producing regular shoes when he came up with the novel idea of a spiked running
shoe. After his ideas progressed considerably, he founded a company in 1895 together
with his adult sons, named J.W. Foster and Sons.
By 1924, Foster and Sons had established a reputation for manufacturing superior quality
shoes, and the company was given the chance to manufacture running shoes for athletes
representing Great Britain at the 1924 Summer Olympics. Among the runners performing
in Foster shoes were the legendary Harold Abrahams and Eric Liddell, who were both
portrayed in the Oscar-winning movie Chariots of Fire.
With this legacy of high-quality footwear construction in mind, two of Foster's
grandchildren, Joe and Jeff Foster founded Mercury Sports. In 1960, Joe and Jeff Foster
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A STUDY ON MARKETING STRATEGIES OF REEBOK renamed the company Reebok in England, having discovered the name in a dictionary
won in a race by Joe Foster as a boy . The dictionary was a South African edition, hence
the spelling.
In 1979 United States camping equipment distributor Paul B. Fireman saw a pair of
Reeboks at an international trade show and negotiated for the rights to sell them in North
America, where they did very well despite being pricier than competitors Nike, Adidas
and Puma.
In the past, Reebok was associated with outsourcing through sweatshops, but today it
claims it is committed to human rights. In April 2004, Reebok's footwear division
became the first company to be accredited by the Fair Labor Association.
FACTS ABOUT REEBOK
August 2005 One of the company's largest rivals, Adidas, announced that it would
acquire Reebok for $3.8 billion. The deal was completed in January
2006
March 23, 2006 Reebok recalled 300,000 charm bracelets that contained extremely
high levels of lead. The bracelet has a heart pendant at the end that is
printed with the name "Reebok." It allegedly caused the lead
poisoning death of a 4-year-old child who swallowed it.
October 2006 Reebok launches its first blog, I am what I am in Spanish.
November 2006 The National Basketball Association and Women's National
Basketball Association switched from Reebok to Adidas branding
on authentic and replica jerseys because that brand is better known
outside North America and the UK
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Jaunary 2007 National Hockey League introduced a new uniform system league-
wide, designed and manufactured by Reebok and called Reebok
Edge.
June 2007 Reebok announced Scarlett Johansson on its array of brand
ambassadors. Johansson promotes the Scarlett 'Hearts' Rbk"
collection, a 'fashion-forward, athletic-inspired' footwear targeted at
the Indian market.
April 2008 Reebok launched it's online store in UK and France
January 2009 Reebok had extended the store to Germany, Austria, Netherlands,
Belgium and Ireland and had also introduced Your Reebok - an
application to design your own Reeboks
REEBOK PRODUCTS:FOOTWEARS:
Products
APPERALS:
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Products
BUSINESS STRUCTURE AT SHAKHSHI
ENTERPRISE (REEBOK)
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OPERATING REGIONS
- ASIA PACIFIC
- US
- AMERICA
- EUROPE, MIDDLE EAST AND AFRICA(EMEA)
INDIAN MARKET SHARE &COMPITITORS
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After the merger of Reebok and Adidas, they are able to capture a large number of
consumers and due to which, there holding has increased by a huge difference and now
they are giving a tough competition to the present market leader ADIDAS.
In India, there are several local other brands also, which causes competition, as they are
available at cheaper rates, and are a very good copy of the originals.
REEBOK MILESTONES
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The Fair Labor Association accredits Reebok‘s program to improve conditions for
footwear factory workers following an extensive review of the company‘s compliance
program, including independent monitoring and verification. Reebok becomes the first
company to receive this FLA designation.
2004
The Fair Labor Association accredits Reebok‘s program to improve conditions for
footwear factory workers following an extensive review of the company‘s compliance
program, including independent monitoring and verification. Reebok becomes the first
company to receive this FLA designation.
In collaboration with UNICEF, Reebok establishes the “Fund for Iqbal” in memory of
Iqbal Masih, the bonded child laborer from Pakistan who received the Reebok Youth in
Action Award in 2004. At age 12, Iqbal escaped from a carpet factory where he was often
chained to the loom and became a champion in the fight against child labor. He was later
slain while riding his bicycle. The fund will supplement UNICEF‘s “Education as a
Preventive Strategy” program in South Asia which helps put child laborers in school.
2003
The American Apparel and Footwear Association (AAFA) honors Reebok with the
organization‘s first ever Corporate Social Responsibility Award. Reebok was one of five
companies to be recognized. A distinguished panel of judges selected Reebok for its
creative program to promote good workplace conditions in factories. Through the
program, called the Human Rights Exchange, factory workers from Indonesia and
Thailand travel to each other‘s countries to meet their peers, observe leadership practices
and learn about new ways to improve factory conditions. The factories that participated in
the program are now among those with the best workplace compliance record.
2002
The Reebok Human Rights Award ceremony, in partnership with the 2002 Salt Lake
Olympic Winter Games, was held in Utah as part of the Cultural Olympiad. For the first
time since the Award was conceived in 1988, all of the recipients were women.
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As part of its program to encourage factory workers to participate in workplace decisions,
Reebok facilitated the democratic election of worker representatives in a Taiwanese
invested factory in China. The 12,000 workers at the Fu Luh Sports Shoes factory in
Fuzhou voted for 192 candidates in seven election zones, reflecting different production
departments.
2001
An editorial in the South China Morning Post (Sept. 23, 2001) calls the democratic
election of worker representatives in a factory in China making Reebok shoes, "a victory
for workers" that "could offer the prospect of greatly improved working conditions to
millions of other workers on the mainland." The election, facilitated by Reebok, is part of
the company's efforts, in collaboration with local human rights and labor rights groups, to
respect the rights of workers to freedom of association.
Reebok is recognized by the Computerworld Smithsonian Award as a "laureate" for
applying information technology to benefit factory workers. As a result, a case study of
Reebok’s human rights factory database and monitoring program will become part of the
permanent archive at the Smithsonian’s National Museum of American History.
2000
The Reebok Human Rights Foundation increased to $50,000 the grant provided annually
to each of the four recipients of the Reebok Human Rights Award to designate to the
human rights organization of their choice.
REEBOK'S POSITIONING:Celebrate Individuality in Sport and Life
Reebok understands that people are, above all, unique. Reebok’s positioning reflects this;
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A STUDY ON MARKETING STRATEGIES OF REEBOK celebrating the distinct qualities that make people who they are - their unique points of
view, their individual style and their remarkable talents and accomplishments. Reebok
celebrates their individuality, their authenticity and the courage it takes to forge their own
path to greatness. While some may call them crazy or eccentric, Reebok calls them
Visionary and original.
VISION:“Reebok is dedicated to providing each and every athlete - from professional athletes to
recreational runners to kids on the playground - with the opportunity, the products, and
the inspiration to achieve what they are capable of. We all have the potential to do great
things. As a brand, Reebok has the unique opportunity to help consumers, athletes and
artists, partners and employees fulfill their true potential and reach heights they may have
thought un-reachable ”
Fulfilling Potential Reebok is dedicated to providing each and every athlete – from
professional athletes to recreational runners to kids on the playground - with the
opportunity, the products, and the inspiration to achieve what they are capable of. We all
have the potential to do great things. As a brand, Reebok has the unique opportunity to
help consumers, athletes and artists, partners and employees fulfill their true potential and
reach heights they may have thought un-reachable.
At Reebok, we see the world a little differently and throughout our history have made our
mark when we’ve had the courage to challenge convention. Reebok creates products and
marketing programs that reflect the brand’s unlimited creative potential.
PROPOSED VISION STATEMENT:
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A STUDY ON MARKETING STRATEGIES OF REEBOK “Continue to bring inspiration to present and future athletes, while maintaining the
company's standard of quality for its products.”
MISSION STATEMENT:“At Reebok, we see the world a little differently and throughout our history have made
our mark when we’ve had the courage to challenge convention. Reebok creates products
and marketing programs that reflect the brand’s unlimited creative potential. ."
PROPOSED MISSION STATEMENT:“To continue to offer quality products with increasing growth in the industry and
expanding globally. Our mission has always been to provide a competitive edge by
developing the most technological products. Keeping in mind fair labor practices in all
our suppliers’ factories, while maintaining a competitive advantage, with the shareholders
interests, and company profits in mind. We also believe our employees are one of our
most important assets. To increase the responsibility towards the environment by
evaluating the impact of day to day operation and attempts to change operations that have
a negative impact.”
REEBOK'S OBJECTIVE
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A STUDY ON MARKETING STRATEGIES OF REEBOK To Empower Global Youth to Fulfill their Potential
Reebok recognizes that it has a responsibility to make a positive, lasting difference in the
lives of our consumers, employees, partners and the world at large. For two decades,
Human Rights, through the Reebok Human Rights program, were the primary focus of
this effort. In 2007, Reebok expanded on what had been built and created a Global
Corporate Citizenship platform with a purpose for the brand, ‘to empower global youth to
fulfill their potential.’ The primary pillar of the platform is Reebok 4 Real,
which combines and maximizes the energy, resources, funds and passion of employees,
athletes and artists, and our retail partners to create a ‘network of empowerment’ that
will help underprivileged, underserved youth around the world fulfill their
potential and live healthy, active lives.
THE NATIONALITY OF THE CONTRACT
SUPPLIERS OF REEBOK PRODUCTS
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A STUDY ON MARKETING STRATEGIES OF REEBOK
Manufacturing:Nationality of Contract Suppliers
ENDORSEMENTS
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A STUDY ON MARKETING STRATEGIES OF REEBOK North America
The company holds exclusive rights to manufacture and market both authentic and
replica uniform jerseys and sideline apparel of the teams of the National Football
League (NFL) since 2002 (marketed as NFL Equipment), the Canadian Football
League (CFL) since 2004, and is the official shoe supplier to the NFL and Major League
Baseball (MLB).
The company also holds sponsorships with Mexican club Chivas Guadalajara; Brazilian
clubs Cruzeiro, Internacional, and São Paulo FC for the 2008–09 season.
CCM
Logo of Sidney CrosbyRbk SC87 line by Reebok
Europe
The company maintains its relationship with its origins in England, through a long-term
sponsorship deal with Bolton Wanderers, a Premiership football (soccer) club close to the
birthplace of the company. When the team moved to a brand new ground in the late
1990s, their new home was named the Reebok Stadium. Several other English soccer
clubs, most notably Liverpool FC, had short term Reebok sponsorship deals up until the
purchase by Adidas, but most have since switched to either the parent brand (which has a
much longer history in soccer) or other companies.
In rugby union, Reebok sponsored the Wales national team until late 2008, who won
the Grand Slam in the Six Nations Championship in that year, and theTasman
Makos in New Zealand's domestic competition, the Air New Zealand Cup.
In 2006, FC Barcelona and France striker Thierry Henry (then playing for Arsenal)
signed a deal to join the "I Am What I Am" campaign on 1 August 2006. Ryan Giggs has
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A STUDY ON MARKETING STRATEGIES OF REEBOK also done "I Am What I Am" commercials. Also, on 1 August, Andriy Shevchenko
started his endorsement deal with the company.
Australia
In 2005, Reebok also signed an exclusive agreement to design and supply all eight team
home and away strips for the new Australian A-League competition. Although not an
expensive deal, this partnership is paying dividends for Reebok, due to the growing
popularity of football and the league in the area. An estimated 125,000 jerseys have been
sold in Australia, a record for a single league's sales in a year for a sports manufacturer.
Reebok sponsors four teams in the Australian Football League, those being the Fremantle
Football Club, the Melbourne Football Club, the Port Adelaide Football Club and
the Richmond Football Club, the latter two beginning their association from the 2007
season. They also sponsor the Gold Coast Football Club, who currently play in the TAC
Cup and are due to enter the AFL in 2011. Reebok has supplied rugby league teams St
George Illawarra, Melbourne Storm, Manly Sea Eagles and the Gold Coast Titans with
club's kits and other merchandise.
Reebok advertisement in Basel
India
Reebok sponsored sports kits for the new Indian Premier League cricket teams, such as
the Royal Challengers Bangalore, Kolkata Knight Riders, Rajasthan Royals and Chennai
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A STUDY ON MARKETING STRATEGIES OF REEBOK Super Kings in the first edition of the league held in 2008, however for the second edition
held in 2009 the sponsorship was to 4 teams (Royal Challengers Bangalore, Kolkata
Knight Riders, Chennai Super Kings, Kings XI Punjab) kits.
International Cricket
Reebok is the official sponsor of the International Cricket Council. It manufactures
uniform for ICC International Panel of umpires and referees. Also, all the playing kits
used in ICC Events, such as wickets, are sponsored by Reebok. It became official sponsor
of ICC in 2007.
International cricketers such as Sri Lankan captain Mahela Jayawardene , Sri Lankan
Cricketers Sanath Jayasuriya , Ajantha Mendis, Indian captains Mahendra Singh
Dhoni and Rahul Dravid, Bangladeshi captain Mohammad Ashraful , Bangladeshi
cricketers Mohammad Rafique andHabibul Bashar, endorse Reebok. They are supplied
with Reebok cricket shoes, as well as with cricket bats marked with the Reebok brand in
the case of Dhoni.The recent cricketers include Yuvraj Singh and Yusuf Pathan.
Non-Sports
Rapper Jay-Z became the first non-athlete to get a signature shoe from Reebok. The "S.
Carter Collection by Rbk" was launched on 21 November 2003 and the S. Carter sneaker
became the fastest-selling shoe in the company's history.[7] Later, Reebok made a deal
with rapper 50 Cent to release a line of G-Unit sneakers and artists like Nelly and Miri
Ben-Ari have become spokespersons for the company. Reebok also signed Scarlett
Johansson and introduced her own line of apparel and footwear called Scarlett Hearts,
an Rbk Lifestyle Collection.
Sponsored Athletes
Sanath Jayasuriya - Cricket
Amir Khan - Boxing
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A STUDY ON MARKETING STRATEGIES OF REEBOK
Harbhajan Singh - Cricket
Allen Iverson - NBA - (Lifetime Contract)
Mahendra Singh Dhoni - Cricket
Greg Norman - PGA
Peyton Manning - NFL
Yao Ming - NBA
Steve Francis - NBA
Yuvraj Singh - Cricket
Sidney Crosby - NHL
Chad Ochocinco aka Chad Johnson - NFL
Thierry Henry - Liga BBVA
Josh Beckett - MLB
Brodie Merrill - NLL/MLL
Carolina Klüft - Athletics
Steve Smith - NFL
Former Sponsored Athletes
Emmitt Smith - NFL
Shawn Kemp - NBA
Mike Modano - NHL
Frank Thomas – MLB
Cricket teams/clubs with kits manufactured by Reebok
ICC World XI
Sri Lanka national cricket team
South Africa national cricket team
Indian Premier League 2009
Royal Challengers Bangalore
Kings XI Punjab
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A STUDY ON MARKETING STRATEGIES OF REEBOK
Chennai Super Kings
Kolkata Knight Riders
Rugby Union
Tasman Makos
Natal Sharks
Colleges
Boston College - On December 1, 2009, Boston College announced it will be
switching to Under Armour for the 2010-2011 athletic seasons.
Former Sponsored U.S. Colleges
UCLA Bruins
Texas Longhorns
Baylor Bears
MARKETING RESEARCH
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A STUDY ON MARKETING STRATEGIES OF REEBOK Marketing research is the systematic gathering, recording, and analysis of data about
issues relating to marketing products and services. The term is commonly interchanged
with market research; however, expert practitioners may wish to draw a distinction, in
that market research is concerned specifically with markets, while marketing research is
concerned specifically about marketing processes.
Marketing research is often partitioned into two sets of categorical pairs, either by target
market:
Consumer marketing research, and
Business-to-business (B2B) marketing research
Or, alternatively, by methodological approach:
Qualitative marketing research, and
Quantitative marketing research
Consumer marketing research is a form of applied sociology that concentrates on
understanding the preferences, attitudes, and behaviors of consumers in a market-based
economy, and it aims to understand the effects and comparative success of marketing
campaigns. The field of consumer marketing research as a statistical science was
pioneered by Arthur Nielsen with the founding of the ACNielsen Company in 1923.[2]
Thus, marketing research may also be described as the systematic and objective
identification, collection, analysis, and dissemination of information for the purpose of
assisting management in decision making related to the identification and solution of
problems and opportunities in marketing.[3] The goal of marketing research is to identify
and assess how changing elements of the marketing mix impacts customer behavior.
ROLE OF MARKETING RESEARCH
The task of marketing research is to provide management with relevant, accurate,
reliable, valid, and current information. Competitive marketing environment and the
ever-increasing costs attributed to poor decision making require that marketing research
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A STUDY ON MARKETING STRATEGIES OF REEBOK provide sound information. Sound decisions are not based on gut feeling, intuition, or
even pure judgment.
Marketing managers make numerous strategic and tactical decisions in the process of
identifying and satisfying customer needs. They make decisions about potential
opportunities, target market selection, market segmentation, planning and implementing
marketing programs, marketing performance, and control. These decisions are
complicated by interactions between the controllable marketing variables of product,
pricing, promotion, and distribution. Further complications are added by uncontrollable
environmental factors such as general economic conditions, technology, public policies
and laws, political environment, competition, and social and cultural changes. Another
factor in this mix is the complexity of consumers. Marketing research helps the marketing
manager link the marketing variables with the environment and the consumers. It helps
remove some of the uncertainty by providing relevant information about the marketing
variables, environment, and consumers. In the absence of relevant information,
consumers' response to marketing programs cannot be predicted reliably or accurately.
Ongoing marketing research programs provide information on controllable and non-
controllable factors and consumers; this information enhances the effectiveness of
decisions made by marketing managers. [4]
Traditionally, marketing researchers were responsible for providing the relevant
information and marketing decisions were made by the managers. However, the roles are
changing and marketing researchers are becoming more involved in decision making,
whereas marketing managers are becoming more involved with research. The role of
marketing research in managerial decision making is explained further using the
framework of the "DECIDE" model:
D
Define the marketing problem
E
Enumerate the controllable and uncontrollable decision factors
C
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A STUDY ON MARKETING STRATEGIES OF REEBOK
Collect relevant information
I
Identify the best alternative
D
Develop and implement a marketing plan
E
Evaluate the decision and the decision process
The DECIDE model conceptualizes managerial decision making as a series of six steps.
The decision process begins by precisely defining the problem or opportunity, along with
the objectives and constraints.[4] Next, the possible decision factors that make up the
alternative courses of action (controllable factors) and uncertainties (uncontrollable
factors) are enumerated. Then, relevant information on the alternatives and possible
outcomes is collected. The next step is to select the best alternative based on chosen
criteria or measures of success. Then a detailed plan to implement the alternative selected
is developed and put into effect. Last, the outcome of the decision and the decision
process itself are evaluated.
MARKETING RESEARCH CHARACTERISTICS
First, marketing research is systematic. Thus systematic planning is required at all the
stages of the marketing research process. The procedures followed at each stage are
methodologically sound, well documented, and, as much as possible, planned in advance.
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A STUDY ON MARKETING STRATEGIES OF REEBOK Marketing research uses the scientific method in that data are collected and analyzed to
test prior notions or hypotheses.
Marketing research is objective. It attempts to provide accurate information that reflects a
true state of affairs. It should be conducted impartially. While research is always
influenced by the researcher's research philosophy, it should be free from the personal or
political biases of the researcher or the management. Research which is motivated by
personal or political gain involves a breach of professional standards. Such research is
deliberately biased so as to result in predetermined findings. The motto of every
researcher should be, "Find it and tell it like it is." The objective nature of marketing
research underscores the importance of ethical considerations, which are discussed later
in the chapter.
Marketing research involves the identification, collection, analysis, and dissemination of
information. Each phase of this process is important. We identify or define the marketing
research problem or opportunity and then determine what information is needed to
investigate it., and inferences are drawn. Finally, the findings, implications and
recommendations are provided in a format that allows the information to be used for
management decision making and to be acted upon directly. It should be emphasized that
marketing research is conducted to assist management in decision making and is not: a
means or an end in itself. The next section elaborates on this definition by classifying
different types of marketing research.
MARKETING RESEARCH PROCESS
Marketing research process is a set of six steps which defines the tasks to be
accomplished in conducting a marketing research study. These include problem
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A STUDY ON MARKETING STRATEGIES OF REEBOK definition, developing an approach to problem, research design formulation, field work,
data preparation and analysis, and report generation and presentation. [1]
STAGES OF MARKETING RESEARCH PROCESS
Step 1: Problem Definition
The first step in any marketing research project is to define the problem. In defining the
problem, the researcher should take into account the purpose of the study, the relevant
background information, what information is needed, and how it will be used in decision
making. Problem definition involves discussion with the decision makers, interviews with
industry experts, analysis of secondary data, and, perhaps, some qualitative research, such
as focus groups. Once the problem has been precisely defined, the research can be
designed and conducted properly.
Step 2: Development of an Approach to the Problem
Development of an approach to the problem includes formulating an objective or
theoretical framework, analytical models, research questions, hypotheses, and identifying
characteristics or factors that can influence the research design. This process is guided by
discussions with management and industry experts, case studies and simulations, analysis
of secondary data, qualitative research and pragmatic considerations.
'Step 3: Research Design Formulation'
A research design is a framework or blueprint for conducting the marketing research
project. It details the procedures necessary for obtaining the required information, and its
purpose is to design a study that will test the hypotheses of interest, determine possible
answers to the research questions, and provide the information needed for decision
making. Conducting exploratory research, precisely defining the variables, and designing
appropriate scales to measure them are also a part of the research design. The issue of
how the data should be obtained from the respondents (for example, by conducting a
survey or an experiment) must be addressed. It is also necessary to design a questionnaire
and a sampling plan to select respondents for the study.
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A STUDY ON MARKETING STRATEGIES OF REEBOK
More formally, formulating the research design involves the following steps
1. Secondary data analysis
2. Qualitative research
3. Methods of collecting quantitative data (survey, observation, and
experimentation)
4. Definition of the information needed
5. Measurement and scaling procedures
6. Questionnaire design
7. Sampling process and sample size
8. Plan of data analysis
Step 4: Field Work or Data Collection
Data collection involves a field force or staff that operates either in the field, as in the
case of personal interviewing (in-home, mall intercept, or computer-assisted personal
interviewing), from an office by telephone (telephone or computer-assisted telephone
interviewing), or through mail (traditional mail and mail panel surveys with prerecruited
households). Proper selection, training, supervision, and evaluation of the field force
helps minimize data-collection errors.
Step 5: Data Preparation and Analysis
Data preparation includes the editing, coding, transcription, and verification of data. Each
questionnaire or observation form is inspected, or edited, and, if necessary, corrected.
Number or letter codes are assigned to represent each response to each question in the
questionnaire. The data from the questionnaires are transcribed or key-punched on to
magnetic tape, or disks or input directly into the computer. Verification ensures that the
data from the original questionnaires have been accurately transcribed, while data
analysis, guided by the plan of data analysis, gives meaning to the data that have been
collected. Univariate techniques are used for analyzing data when there is a single
measurement of each element or unit in the sample, or, if there are several measurements
of each element, each RCH variable is analyzed in isolation. On the other hand,
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A STUDY ON MARKETING STRATEGIES OF REEBOK multivariate techniques are used for analyzing data when there are two or more
measurements on each element and the variables are analyzed simultaneously.
Step 6: Report Preparation and Presentation
The entire project should be documented in a written report which addresses the specific
research questions identified, describes the approach, the research design, data collection,
and data analysis procedures adopted, and presents the results and the major findings.
The findings should be presented in a comprehensible format so that they can be readily
used in the decision making process. In addition, an oral presentation should be made to
management using tables, figures, and graphs to enhance clarity and impact.
For these reasons, interviews with experts are more useful in conducting marketing
research for industrial firms and for products of a technical nature, where it is relatively
easy to identify and approach the experts. This method is also helpful in situations where
little information is available from other sources, as in the case of radically new products.
RESEARCH METHODOLOGY
A. PROBLEM DEFINITION
MARKETING STRATERGIES OF REEBOK AT SHAKSHI ENTERPRISE
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A STUDY ON MARKETING STRATEGIES OF REEBOK
B. PROBLEM ENVIRONMENT
THE ENVIRONMENT UNDER STUDY IS SHAKHSI ENTERPRISE, REEBOK
SHOWROOM AT GHODOD ROAD, SURAT
C. SAMPLE SIZE: 100
D. SAMPLING TECHNIQUE: Convenience Sampling
E. QUESTIONNAIRE DESIGN
The questionnaire was based on multiple-choice questions.
F. DATA COLLECTION
Data Collected through questionnaires.
G. RESEARCH PROBLEM
“How does Marketing Stratergies Influence the consumer buying behavior?”
H. RESEARCH DESIGN
Exploratory Method
OBJECTIVES OF THE STUDY
Main ojectives of my project was to learn about Marketing Strategies used by Shakshi Enterprise (Reebok).
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A STUDY ON MARKETING STRATEGIES OF REEBOK
It gives lots of knowledge and teaches how to attract people, and convert potential customers into customers.
Another main objectives of the project is “It is Qualitative”.
It helped me to learn more about Footwear Industry.
It helped me to learn different strategies of marketing.
This study taught me how to get more consumers and satisfy them with different schemes and offers.
It help me to know in which all strategies are practically effective and how different strategies work with different people
To have greater insight into the REEBOK footwear products.
MARKETING STRATERGIES:-
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A STUDY ON MARKETING STRATEGIES OF REEBOK The information for this article was derived from many sources, including Michael
Porter's book Competitive Advantage and the works of Philip Kotler. Concepts addressed
include 'generic' strategies and strategies for pricing, distribution, promotion, advertising
and market segmentation. Factors such as market penetration, market share, profit
margins, budgets, financial analysis, capital investment, government actions,
demographic changes, emerging technology and cultural trends are also addressed.
There are two major components to your marketing strategy:
how your enterprise will address the competitive marketplace
how you will implement and support your day to day operations.
In today's very competitive marketplace a strategy that insures a consistent approach to
offering your product or service in a way that will outsell the competition is critical.
However, in concert with defining the marketing strategy you must also have a well
defined methodology for the day to day process of implementing it. It is of little value to
have a strategy if you lack either the resources or the expertise to implement it.
In the process of creating a marketing strategy you must consider many factors. Of those
many factors, some are more important than others. Because each strategy must address
some unique considerations, it is not reasonable to identify 'every' important factor at a
generic level. However, many are common to all marketing strategies. Some of the more
critical are described below.
You begin the creation of your strategy by deciding what the overall objective of your
enterprise should be. In general this falls into one of four categories:
If the market is very attractive and your enterprise is one of the strongest in the industry
you will want to invest your best resources in support of your offering.
If the market is very attractive but your enterprise is one of the weaker ones in the
industry you must concentrate on strengthening the enterprise, using your offering as a
stepping stone toward this objective.
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A STUDY ON MARKETING STRATEGIES OF REEBOK If the market is not especially attractive, but your enterprise is one of the strongest in the
industry then an effective marketing and sales effort for your offering will be good for
generating near term profits.
If the market is not especially attractive and your enterprise is one of the weaker ones in
the industry you should promote this offering only if it supports a more profitable part of
your business (for instance, if this segment completes a product line range) or if it
absorbs some of the overhead costs of a more profitable segment. Otherwise, you should
determine the most cost effective way to divest your enterprise of this offering.
Having selected the direction most beneficial for the overall interests of the enterprise,
the next step is to choose a strategy for the offering that will be most effective in the
market. This means choosing one of the following 'generic' strategies (first described by
Michael Porter in his work, Competitive Advantage).
A COST LEADERSHIP STRATEGY is based on the concept that you can produce
and market a good quality product or service at a lower cost than your competitors. These
low costs should translate to profit margins that are higher than the industry average.
Some of the conditions that should exist to support a cost leadership strategy include an
on-going availability of operating capital, good process engineering skills, close
management of labor, products designed for ease of manufacturing and low cost
distribution.
A DIFFERENTIATION STRATEGY is one of creating a product or service that is
perceived as being unique "throughout the industry". The emphasis can be on brand
image, proprietary technology, special features, superior service, a strong distributor
network or other aspects that might be specific to your industry. This uniqueness should
also translate to profit margins that are higher than the industry average. In addition,
some of the conditions that should exist to support a differentiation strategy include
strong marketing abilities, effective product engineering, creative personnel, the ability to
perform basic research and a good reputation.
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A STUDY ON MARKETING STRATEGIES OF REEBOK A FOCUS STRATEGY may be the most sophisticated of the generic strategies, in that
it is a more 'intense' form of either the cost leadership or differentiation strategy. It is
designed to address a "focused" segment of the marketplace, product form or cost
management process and is usually employed when it isn't appropriate to attempt an
'across the board' application of cost leadership or differentiation. It is based on the
concept of serving a particular target in such an exceptional manner, that others cannot
compete. Usually this means addressing a substantially smaller market segment than
others in the industry, but because of minimal competition, profit margins can be very
high.
PRICING
Having defined the overall offering objective and selecting the generic strategy you must
then decide on a variety of closely related operational strategies. One of these is how you
will price the offering. A pricing strategy is mostly influenced by your requirement for
net income and your objectives for long term market control. There are three basic
strategies you can consider.
A SKIMMING STRATEGY
If your offering has enough differentiation to justify a high price and you desire quick
cash and have minimal desires for significant market penetration and control, then you set
your prices very high.
A MARKET PENETRATION STRATEGY
If near term income is not so critical and rapid market penetration for eventual market
control is desired, then you set your prices very low.
A COMPARABLE PRICING STRATEGY
If you are not the market leader in your industry then the leaders will most likely have
created a 'price expectation' in the minds of the marketplace. In this case you can price
your offering comparably to those of your competitors.
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A STUDY ON MARKETING STRATEGIES OF REEBOK Promotion
To sell an offering you must effectively promote and advertise it. There are two basic
promotion strategies, PUSH and PULL.
The PUSH STRATEGY maximizes the use of all available channels of distribution to
"push" the offering into the marketplace. This usually requires generous discounts to
achieve the objective of giving the channels incentive to promote the offering, thus
minimizing your need for advertising.
The PULL STRATEGY requires direct interface with the end user of the offering. Use
of channels of distribution is minimized during the first stages of promotion and a major
commitment to advertising is required. The objective is to "pull" the prospects into the
various channel outlets creating a demand the channels cannot ignore.
There are many strategies for advertising an offering. Some of these include:
Product Comparison advertising
In a market where your offering is one of several providing similar capabilities, if your
offering stacks up well when comparing features then a product comparison ad can be
beneficial.
Product Benefits advertising
When you want to promote your offering without comparison to competitors, the product
benefits ad is the correct approach. This is especially beneficial when you have
introduced a new approach to solving a user need and comparison to the old approaches
is inappropriate.
Product Family advertising
If your offering is part of a group or family of offerings that can be of benefit to the
customer as a set, then the product family ad can be of benefit.
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A STUDY ON MARKETING STRATEGIES OF REEBOK Corporate advertising
When you have a variety of offerings and your audience is fairly broad, it is often
beneficial to promote your enterprise identity rather than a specific offering.
Distribution
You must also select the distribution method(s) you will use to get the offering into the
hands of the customer. These include:
On-premise Sales involves the sale of your offering using a field sales organization that
visits the prospect's facilities to make the sale.
Direct Sales involves the sale of your offering using a direct, in-house sales organization
that does all selling through the Internet, telephone or mail order contact.
Wholesale Sales involves the sale of your offering using intermediaries or "middle-men"
to distribute your product or service to the retailers.
Self-service Retail Sales involves the sale of your offering using self service retail
methods of distribution.
Full-service Retail Sales involves the sale of your offering through a full service retail
distribution channel.
Of course, making a decision about pricing, promotion and distribution is heavily
influenced by some key factors in the industry and marketplace. These factors should be
analyzed initially to create the strategy and then regularly monitored for changes. If any
of them change substantially the strategy should be reevaluated.
The Environment
Environmental factors positively or negatively impact the industry and the market growth
potential of your product/service. Factors to consider include:
Government actions - Government actions (current or under consideration) can support or
detract from your strategy. Consider subsidies, safety, efficacy and operational
regulations, licensing requirements, materials access restrictions and price controls.
Demographic changes - Anticipated demographic changes may support or negatively
impact the growth potential of your industry and market. This includes factors such as
education, age, income and geographic location.
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A STUDY ON MARKETING STRATEGIES OF REEBOK
Emerging technology - Technological changes that are occurring may or may not favor
the actions of your enterprise.
Cultural trends - Cultural changes such as fashion trends and life style trends may or
may not support your offering's penetration of the market
The Prospect-It is essential to understand the market segment(s) as defined by the
prospect characteristics you have selected as the target for your offering. Factors to
consider include:
The potential for market penetration involves whether you are selling to past customers
or a new prospect, how aware the prospects are of what you are offering, competition,
growth rate of the industry and demographics.
The prospect's willingness to pay higher price because your offering provides a better
solution to their problem.
The amount of time it will take the prospect to make a purchase decision is affected by
the prospects confidence in your offering, the number and quality of competitive
offerings, the number of people involved in the decision, the urgency of the need for your
offering and the risk involved in making the purchase decision.
The prospect's willingness to pay for product value is determined by their knowledge of
competitive pricing, their ability to pay and their need for characteristics such as quality,
durability, reliability, ease of use, uniformity and dependability.
Likelihood of adoption by the prospect is based on the criticality of the prospect's need,
their attitude about change, the significance of the benefits, barriers that exist to
incorporating the offering into daily usage and the credibility of the offering.
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A STUDY ON MARKETING STRATEGIES OF REEBOK The Product/Service
You should be thoroughly familiar with the factors that establish products/services as
strong contenders in the marketplace. Factors to consider include:
Whether some or all of the technology for the offering is proprietary to the enterprise.
The benefits the prospect will derive from use of the offering.
The extent to which the offering is differentiated from the competition.
The extent to which common introduction problems can be avoided such as lack of
adherence to industry standards, unavailability of materials, poor quality control,
regulatory problems and the inability to explain the benefits of the offering to the
prospect.
The potential for product obsolescence as affected by the enterprise's commitment to
product development, the product's proximity to physical limits, the ongoing potential for
product improvements, the ability of the enterprise to react to technological change and
the likelihood of substitute solutions to the prospect's needs.
Impact on customer's business as measured by costs of trying out your offering, how
quickly the customer can realize a return from their investment in your offering, how
disruptive the introduction of your offering is to the customer's operations and the costs
to switch to your offering.
The complexity of your offering as measured by the existence of standard interfaces,
difficulty of installation, number of options, requirement for support devices, training and
technical support and the requirement for complementary product interface.
The Competition
It is essential to know who the competition is and to understand their strengths and
weaknesses. Factors to consider include:
Each of your competitor's experience, staying power, market position, strength,
predictability and freedom to abandon the market must be evaluated.
METAS OF ADVENTIST COLLEGE, SURAT 55
A STUDY ON MARKETING STRATEGIES OF REEBOK Your Enterprise
An honest appraisal of the strength of your enterprise is a critical factor in the
development of your strategy.
Factors to consider include:
Enterprise capacity to be leader in low-cost production considering cost control
infrastructure, cost of materials, economies of scale, management skills, availability of
personnel and compatibility of manufacturing resources with offering requirements.
The enterprise's ability to construct entry barriers to competition such as the creation of
high switching costs, gaining substantial benefit from economies of scale, exclusive
access to or clogging of distribution channels and the ability to clearly differentiate your
offering from the competition.
The enterprise's ability to sustain its market position is determined by the potential for
competitive imitation, resistance to inflation, ability to maintain high prices, the potential
for product obsolescence and the 'learning curve' faced by the prospect.
The prominence of the enterprise.
The competence of the management team.
The adequacy of the enterprise's infrastructure in terms of organization, recruiting
capabilities, employee benefit programs, customer support facilities and logistical
capabilities.
The freedom of the enterprise to make critical business decisions without undue influence
from distributors, suppliers, unions, creditors, investors and other outside influences.
Freedom from having to deal with legal problems.
Development
A review of the strength and viability of the product/service development program will
heavily influence the direction of your strategy. Factors to consider include:
METAS OF ADVENTIST COLLEGE, SURAT 56
A STUDY ON MARKETING STRATEGIES OF REEBOK The strength of the development manager including experience with personnel
management, current and new technologies, complex projects and the equipment and
tools used by the development personnel.
Personnel who understand the relevant technologies and are able to perform the tasks
necessary to meet the development objectives.
Adequacy and appropriateness of the development tools and equipment.
The necessary funding to achieve the development objectives.
Design specifications that are manageable.
Production
You should review your enterprise's production organization with respect to their ability
to cost effectively produce products/services.
The following factors are considered:
The strength of production manager including experience with personnel management,
current and new technologies, complex projects and the equipment and tools used by the
manufacturing personnel.
Economies of scale allowing the sharing of operations, sharing of production and the
potential for vertical integration.
Technology and production experience
The necessary production personnel skill level and/or the enterprise's ability to hire or
train qualified personnel.
The ability of the enterprise to limit suppliers bargaining power.
The ability of the enterprise to control the quality of raw materials and production.
Adequate access to raw materials and sub-assembly production.
METAS OF ADVENTIST COLLEGE, SURAT 57
A STUDY ON MARKETING STRATEGIES OF REEBOK Marketing/Sales
The marketing and sales organization is analyzed for its strengths and current activities.
Factors to consider include:
Experience of Marketing/Sales manager including contacts in the industry (prospects,
distribution channels, media), familiarity with advertising and promotion, personal selling
capabilities, general management skills and a history of profit and loss responsibilities.
The ability to generate good publicity as measured by past successes, contacts in the
press, quality of promotional literature and market education capabilities.
Sales promotion techniques such as trade allowances, special pricing and contests.
The effectiveness of your distribution channels as measured by history of relations, the
extent of channel utilization, financial stability, reputation, access to prospects and
familiarity with your offering.
Advertising capabilities including media relationships, advertising budget, past
experience, how easily the offering can be advertised and commitment to advertising.
Sales capabilities including availability of personnel, quality of personnel, location of
sales outlets, ability to generate sales leads, relationship with distributors, ability to
demonstrate the benefits of the offering and necessary sales support capabilities.
The appropriateness of the pricing of your offering as it relates to competition, price
sensitivity of the prospect, prospect's familiarity with the offering and the current market
life cycle stage.
Customer Services
The strength of the customer service function has a strong influence on long term market
success. Factors to consider include:
Experience of the Customer Service manager in the areas of similar offerings and
customers, quality control, technical support, product documentation, sales and
marketing.
The availability of technical support to service your offering after it is purchased.
METAS OF ADVENTIST COLLEGE, SURAT 58
A STUDY ON MARKETING STRATEGIES OF REEBOK One or more factors that causes your customer support to stand out as unique in the eyes
of the customer.
Accessibility of service outlets for the customer.
The reputation of the enterprise for customer service.
CONCLUSIONAfter defining your strategy you must use the information you have gathered to
determine whether this strategy will achieve the objective of making your enterprise
competitive in the marketplace.
Two of the most important assessments are described below.
Cost To Enter Market
METAS OF ADVENTIST COLLEGE, SURAT 59
A STUDY ON MARKETING STRATEGIES OF REEBOK This is an analysis of the factors that will influence your costs to achieve significant
market penetration.
Factors to consider include:
Your marketing strength.
Access to low cost materials and effective production.
The experience of your enterprise.
The complexity of introduction problems such as lack of adherence to industry standards,
unavailability of materials, poor quality control, regulatory problems and the inability to
explain the benefits of the offering to the prospect.
The effectiveness of the enterprise infrastructure in terms of organization, recruiting
capabilities, employee benefit programs, customer support facilities and logistical
capabilities.
Distribution effectiveness as measured by history of relations, the extent of channel
utilization, financial stability, reputation, access to prospects and familiarity with your
offering.
Technological efforts likely to be successful as measured by the strength of the
development organization.
The availability of adequate operating capital.
Profit Potential
This is an analysis of the factors that could influence the potential for generating and
maintaining profits over an extended period.
Factors to consider include:
Potential for competitive retaliation is based on the competitors resources, commitment to
the industry, cash position and predictability as well as the status of the market.
The enterprise's ability to construct entry barriers to competition such as the creation of
high switching costs, gaining substantial benefit from economies of scale, exclusive
access to or clogging of distribution channels and the ability to clearly differentiate your
offering from the competition.
METAS OF ADVENTIST COLLEGE, SURAT 60
A STUDY ON MARKETING STRATEGIES OF REEBOK The intensity of competitive rivalry as measured by the size and number of competitors,
limitations on exiting the market, differentiation between offerings and the rapidity of
market growth.
The ability of the enterprise to limit suppliers bargaining power.
The enterprise's ability to sustain its market position is determined by the potential for
competitive imitation, resistance to inflation, ability to maintain high prices, the potential
for product obsolescence and the 'learning curve' faced by the prospect.
The availability of substitute solutions to the prospect's need.
The prospect's bargaining power as measured by the ease of switching to an alternative,
the cost to look at alternatives, the cost of the offering, the differentiation between your
offering and the competition and the degree of the prospect's need.
Market potential for new products considering market growth, prospect's need for your
offering, the benefits of the offering, the number of barriers to immediate use, the
credibility of the offering and the impact on the customer's daily operations.
The freedom of the enterprise to make critical business decisions without undue influence
from distributors, suppliers, unions, investors and other outside influences.
MARKETING STRATERGIES USED AT
SHAKSHI ENTERPRISE (REEBOK_)
COST LEADERSHIP STRATERGY
METAS OF ADVENTIST COLLEGE, SURAT 61
A STUDY ON MARKETING STRATEGIES OF REEBOK
DIFFRENTIAL STRATERGY
PRICE LEADERSHIP
VISUAL MERCHANDISING
COMPARABLE PRICING
DISTRIBUTERS
EMERGING TECHNOLOGIES
SALES PROMOTION TECHNIQUES
CUSTOMER SERVIES
COST LEADERSHIP STRATERGY
Companies that choose a cost-leadership strategy offer relatively standardised products
with features or characteristics that are acceptable to customers--in other words, with a
minimum level of differentiation--at the lowest competitive price. This means that
METAS OF ADVENTIST COLLEGE, SURAT 62
A STUDY ON MARKETING STRATEGIES OF REEBOK companies offer standardised products to an industry's typical customer. Customers
receive value when a company successfully implements a cost leadership strategy.
REEBOK in order to have a comepetative advantage, allows Shakshi enterprise to sell
goods at the rate of an factory Outlet, in order to have an Edge and to promote the sales.
On the very first day, of the opening, Shakshi Enterprise managed to have a record
breaking sale of 7 lakhs in a single day, and recently it was also awarded as the Best and
the fastest Growing Outlet of Reebok.
DIFFRENTIAL STRATERGYThe differential strategy calls for differentiating a product or service from the
competitor's products or services. The differentiation may be in the product form, the
brand image, features, technology, customer service, pricing or distribution channels.
METAS OF ADVENTIST COLLEGE, SURAT 63
A STUDY ON MARKETING STRATEGIES OF REEBOK At the heart of a successful differential strategy is the development of a customer
franchise, based on brand loyalty. The differentiator can increase margins and avoid the
need to compete in the low cost section of the market. This often implies a lower market
share and is a strategy that could be pursued when the low cost leadership position is
occupied by a strong competitor.
Here Reebok/Shakshi Enterprise, in order to promote sales, they have targeted a fixed
class of people, Reebok is mostly famous among upper middle class and rich class, as
they are comparatively costlier as they are of special quality and designed by worlds best
designer.
T ypes of Apparel D isplay F ixtures
Straight Rack
Rounder Four-Way
Gondola
PRICE LEADERSHIPPricing is an important strategic issue because it is related to product positioning.
Furthermore, pricing affects other marketing mix elements such as product features,
channel decisions, and promotion.
METAS OF ADVENTIST COLLEGE, SURAT 64
A STUDY ON MARKETING STRATEGIES OF REEBOK Shakshi Enterprise, being the only Reebok Factory Outlet in whole South Gujarat, enjoys
the benefit of providing Reebok products at a rate at which it is impossible to provide, as
Shakshi enterprise gets the goods directly from the factory and there are no intermediates.
VISUAL MERCHANDISINGVisual Merchandising is the art of displaying merchandise in a manner that is appealing
to the eyes of the customer.
METAS OF ADVENTIST COLLEGE, SURAT 65
A STUDY ON MARKETING STRATEGIES OF REEBOK Visual merchandising includes window displays, signs, interior displays, cosmetic
promotions and any other special sales promotions taking place.
Components of Visual Merchandising:
Signage
Store Interior
Marquees
Banners
Store Exterior
Displays
SALES PROMOTION TECHNIQUES
METAS OF ADVENTIST COLLEGE, SURAT 66
A STUDY ON MARKETING STRATEGIES OF REEBOK
QUTESTIONAIRE:
METAS OF ADVENTIST COLLEGE, SURAT 67
A STUDY ON MARKETING STRATEGIES OF REEBOK
1)DO YOU THINK REEBOK PRODUCTS ARE
COMPETITIVE GLOBALLY?
YES :72
NO :18
PARTIALLY :10
INTERPRETATION:
METAS OF ADVENTIST COLLEGE, SURAT 68
A STUDY ON MARKETING STRATEGIES OF REEBOK FROM THE FOLLOWING PIE CHART, WE CAN SEE THAT
ABOUT 72% OF THE PEOPLE THINK THAT REEBOK IS
GLOBALLY COMPETITIVE, STILL ABOUT 28% OF PEOPLE
SURVEYED ARE YET NOT SURE OR DO NOT BELIEVE THAT
REEBOK CAN GIVE COMPETITION TO OTHER COMPANYS.
SUGGESTION:
IN ORDER TO GIVE TOUGH COMPETITION TO ITS
COMPETITOR, REEBOK MUST WORK ON FOOTWEARS AND
APPARELS FOR WOMEN’S AND KIDS, AS STILL TODAY IT IS
MOSTLY DEPENDENT ON MALE CONSUMPTION.
2) WHAT TYPE OF REEBOK PRODUCTS DO YOU
PREFER THE MOST?
METAS OF ADVENTIST COLLEGE, SURAT 69
A STUDY ON MARKETING STRATEGIES OF REEBOK
APPARELS :12
SPORTSWEAR :44
ACCESSORIES :21
FOOTWEAR : 56
ALL THE ABOVE :7
NONE OF THE ABOVE :12
INTERPRETATIONS:
METAS OF ADVENTIST COLLEGE, SURAT 70
A STUDY ON MARKETING STRATEGIES OF REEBOK
FROM THE SURVEY WE GOT TO KNOW, THAT MOST OF THE
PEOPLE SURVEYED I.E 88% WERE PURCHASING ONE OR THE
OTHER PRODUCT OF REEBOK,
MAJORITY OF THEM WERE REEBOKS CUSTOMERS DUE TO
THE FOOTWEARS, AND SPORTSWEAR.
SUGGESTIONS:
ALTHOUGH REEBOK IS ONE OF THE MARKET LEADERS IN
SPORTSWEAR, STILL IT CAN INCREASE ITS SALES BY
PROVIDING SPORTS WEAR TO KIDS AT A REASONABLE
PRICE.
ALSO REEBOK LACKS BEHIND FRM INTS COMPETITORS IN
THE SALE OF APPERALS.
3) ARE THE PRODUCTS EASILY ACCESIBLE?
METAS OF ADVENTIST COLLEGE, SURAT 71
A STUDY ON MARKETING STRATEGIES OF REEBOK
YES :77
NO :3
SOMETIMES :20
INTERPRETATIONS
METAS OF ADVENTIST COLLEGE, SURAT 72
A STUDY ON MARKETING STRATEGIES OF REEBOK
THE PRODUCTS OF REEBOK ARE EASILY ACCESSIBLE DUE
TO THE VARIOUS RETAIL OUTLETS.
AND ALSO THE CONSUMERS CAN FIND REEBOK PRODUCTS
IN MULTI BRAND STORES.
SUGGESTION:
IN ORDER TO PROMOTE SALES, REEBOK MUST REDUCE THE
PRICES, AS IT IS THE COSTLIEST AMONG ALL THE OTHER
ITEMS AVAILABLE IN THE MARKET. THEREFORE REEBOK
RETAIL OUTLETS HELP IN EASY AVAILABILITY OF THE
PRODUCTS.
METAS OF ADVENTIST COLLEGE, SURAT 73
A STUDY ON MARKETING STRATEGIES OF REEBOK
4) ARE YOU SATISFIED WITH THE QUALITY OF THE
PRODUCTS?
YES :65
NO :15
AVERAGE :20
INTERPRETATION
METAS OF ADVENTIST COLLEGE, SURAT 74
A STUDY ON MARKETING STRATEGIES OF REEBOK
ABOUT 65% OF THE PEOPLE SURVEYED WERE SATISFIED
WITH THE QUALITY OF THE PRODUCTS.
BUT STILL ABOUT 35% OF THE PEOPLE WERE NOT SO MUCH
IMPRESSED BY THE QUALITY, AND THEY THOUGHT THAT
THERE IS STILL A SCOPE OF IMPROVEMENT FOR THE
PRODUCTS OF APPARELS AND SPORTSWEAR.
SUGGESTION
MANY OF THE PEOPLE SURVEYED WERE SATISFIED BY THE
QUALITY, BUT SOME PEOPLE WERE ALSO UNSATISFIED
BECAUSE OF THE HIGH PRICE AND BECAUSE OF THE LACK
OF DESIGNS THE PEOPLE TAUGHT THAT THERE SHOULD BE
NEW RANGE AND DESIGNS OF PRODUCTS.
METAS OF ADVENTIST COLLEGE, SURAT 75
A STUDY ON MARKETING STRATEGIES OF REEBOK
5)DO YOU FIND THE PRICES OF PRODUCTS
COMPETITIVE INTERNATIONALLY?
YES :45
NO :55
METAS OF ADVENTIST COLLEGE, SURAT 76
A STUDY ON MARKETING STRATEGIES OF REEBOK
INTERPRETATIONS:
ABOUT 55% OF THE PEOPLE SURVEYED WERE NOT HAPPY
ABOUT THE PRICES OF THE PRODUCTS AND WISHED THAT
THE SAME PRODUCTS COULD BE AVAILABLE AT A LOWER
PRICE.
SUGGESTION:
IN ORDER TO CAPTURE THE INDIAN MARKET, REEBOK MUST
COME UP WITH SOME STRATEGIES THROUGH WHICH THE
GOODS COULD BE AVAILABLE AT A LOWER RANGE, SO THAT
THE MIDDLE CLASS, AND NORMAL PEOPLE CAN ALSO
PURCHASE ITS PRODUCT.
METAS OF ADVENTIST COLLEGE, SURAT 77
A STUDY ON MARKETING STRATEGIES OF REEBOK
6) DO YOU FIND PRODUCTS ACCORDING TO THE
REQUIREMENTS AND PREFRENCES?
YES :70
NO :30
METAS OF ADVENTIST COLLEGE, SURAT 78
A STUDY ON MARKETING STRATEGIES OF REEBOK
INTERPRETATIONS:
ABOUT 70% OF THE PEOPLE SURVEYED WHERE SATISFIED
WITH THE PRODUCTS OF REEBOK.
BUT STILL 30% OF THE PEOPLE ARE NOT FULLY SATISFIED
WITH THE SERVICE.
SUGGESTION:
IN ORDER TO CAPTURE THE INDIAN MARKET, REEBOK MUST
COME UP WITH SOME STRATEGIES THROUGH WHICH THE
GOODS COULD BE AVAILABLE AT A LOWER RANGE, SO THAT
THE MIDDLE CLASS, AND NORMAL PEOPLE CAN ALSO
PURCHASE ITS PRODUCT.
METAS OF ADVENTIST COLLEGE, SURAT 79
A STUDY ON MARKETING STRATEGIES OF REEBOK
7) DO YOU FIND REEBOK WORTHY AS A GLOBAL
PLAYER?
YES :85
NO :15
METAS OF ADVENTIST COLLEGE, SURAT 80
A STUDY ON MARKETING STRATEGIES OF REEBOK
INTERPRETATIONS:
ABOUT 85% OF THE PEOPLE SURVEYED WERE HAPPY ABOUT
THE PRODUCTS AND WISHED THAT THE SAME PRODUCTS
COULD BE AVAILABLE AT A LOWER PRICE.
SUGGESTION:
IN ORDER TO CAPTURE THE INDIAN MARKET, REEBOK MUST
COME UP WITH SOME STRATEGIES THROUGH WHICH THE
GOODS COULD BE AVAILABLE AT A LOWER RANGE, SO THAT
THE MIDDLE CLASS, AND NORMAL PEOPLE CAN ALSO
PURCHASE ITS PRODUCT.
METAS OF ADVENTIST COLLEGE, SURAT 81
A STUDY ON MARKETING STRATEGIES OF REEBOK
8) WHAT ARE THE OTHER BRANDS YOU LIKE TO
PREFER RATHER THAN REEBOK?
PUMA : 24 %
ADIDAS : 27 %
NIKE : 30 %
REDTAPE : 12 %
OTHER SPECIFY :7 % OF PEOPLE CHOSE OTHER BRANDS
METAS OF ADVENTIST COLLEGE, SURAT 82
A STUDY ON MARKETING STRATEGIES OF REEBOK
INTERPRETATIONS:
ABOUT 30% OF THE PEOPLE THINK NIKE IS THE MOST
PREFERRED BRAND. SO INORDER TO CAPTURE THE
MARKET, REEBOK MUST COME UP WITH STRATEGIES TO
COMPETE WITH NIKE.
SUGGESTION:
THE MAIN REASON FOR PEOPLE OPTING FOR NIKE, AND
OTHER BRANDS ARE DUE TO THE VARIETIES AND THE PRICE
THE CONSUMERS HAVE TO PAY FOR IT, ALL THE BRANDS
ARE COMPARATIVELY LOWER THEN REEBOK, SO IN ORDER
TO CAPTURE NEW CONSUMERS REEBOK MUST HAVE A
COMPETITIVE RATE.
METAS OF ADVENTIST COLLEGE, SURAT 83
A STUDY ON MARKETING STRATEGIES OF REEBOK
9) WHAT RATING WILL YOU GIVE TO CUSTOMER
SATISFACTON?
LOW 20
AVERAGE 17
GOOD 43
EXCELLENT 20
METAS OF ADVENTIST COLLEGE, SURAT 84
A STUDY ON MARKETING STRATEGIES OF REEBOK
INTERPRETATIONS:
ALTHOUGH MOST OF THE PEOPLE ARE APPRECIATING THE
CUSTOMER SATISFACTION, BUT STILL THERE ARE SOME
PEOPLE WHO ARE YET NOT SATISFIED BY IT, SO WE MUST
TAKE THERE SUGGESTION AND WORK ON THEM.
SUGGESTION:
REEBOK MUST HAVE IMPROVE ITS CONSUMER SERVICE, BY
PROVIDING FREE AFTER SALES SERVICE.
METAS OF ADVENTIST COLLEGE, SURAT 85
A STUDY ON MARKETING STRATEGIES OF REEBOK
10) THE PRODUCTS ARE PURCHASED FROM?
FACTORY OUTLET :75
RETAILERS :20
WHOLESELLERS :5
METAS OF ADVENTIST COLLEGE, SURAT 86
A STUDY ON MARKETING STRATEGIES OF REEBOK
INTERPRETATIONS:
ABOUT 75% OF THE PEOPLE PURCHASE FROM FACTORY
OUTLETS. AS THE RATES OVER THERE ARE MUCH CHEAPER
THEN THE RATES OF REEBOK PRODUCTS IN OTHER SHOPS.
SUGGESTION:
THE MAIN REASON FOR PEOPLE OPTING FOR FACTORY
OUTLETS, ARE DUE TO THE VARIETIES AND THE PRICE THE
CONSUMERS HAVE TO PAY FOR IT, ALL THE PRODUCTS ARE
COMPARATIVELY LOWER THEN REEBOK OUTLETS, SO IN
ORDER TO CAPTURE THE MARKET, REEBOK MUST COME UP
WITH MORE NUMBERS OF FACTORY OUTLET
METAS OF ADVENTIST COLLEGE, SURAT 87
A STUDY ON MARKETING STRATEGIES OF REEBOK
11)HAVE YOU EVER BEEN A BENEFITTER OF ITS
MARKETING STRATERGIES?
SOMETIMES :40
OFTEN :25
NEVER :35
INTERPRETATIONS:
METAS OF ADVENTIST COLLEGE, SURAT 88
A STUDY ON MARKETING STRATEGIES OF REEBOK
ABOUT 65% OF THE PEOPLE SURVEYED WERE BENEFITED BY
THE MARKETING STRATEGIES OF REEBOK, THIS SHOWS
THAT THE MARKETING STRATEGIES ARE WORKING.
SUGGESTION:
IN ORDER TO CAPTURE MORE CONSUMERS, REEBOK MUST
KEEP COMING UP WITH MORE INNOVATIVE AND BETTER
MARKETING STRATEGIES SO THAT THE CONSUMERS CAN
ALSO BE BENEFITED BY ITS STRATEGIES.
METAS OF ADVENTIST COLLEGE, SURAT 89
A STUDY ON MARKETING STRATEGIES OF REEBOK
12) WHAT ARE THE SUGGESTION TO THE COMPANY
FOR IMPROVEMENT?
QUALITY CHECK :22
PRICING POLICY :40
ACCESSIBILITY :7
PRODUCT DIVERSIFICATION :20
ALL THE ABOVE :5
OTHER SPECIFY :6
METAS OF ADVENTIST COLLEGE, SURAT 90
A STUDY ON MARKETING STRATEGIES OF REEBOK
INTERPRETATIONS:
ABOUT 40% OF THE PEOPLE ARE NOT SATISFIED WITH THE
PRICING POLICY OF REEBOK. OTHER MAJOR THING OF
CONCERN IS THE QUALITY.
SUGGESTION:
IN ORDER TO CAPTURE MORE CONSUMERS, REEBOK MUST
KEEP COMING UP WITH MORE INNOVATIVE AND BETTER
MARKETING STRATEGIES SO THAT THE CONSUMERS CAN
ALSO BE BENEFITED BY ITS STRATEGIES. AND ALSO IT MUST
REDUCE IT PRICE TO INCREASE THE SALES
METAS OF ADVENTIST COLLEGE, SURAT 91
A STUDY ON MARKETING STRATEGIES OF REEBOK
13) DO YOU FIND ANY PROBLEMS IN USING REEBOK
PRODUCTS?
YES :69
NO :31
METAS OF ADVENTIST COLLEGE, SURAT 92
A STUDY ON MARKETING STRATEGIES OF REEBOK
INTERPRETATIONS:
About 69% of the people surveyed were not facing any kind of problem
with Reebok products, this shows that the people are liking the
products.
SUGGESTION:
In order to capture more consumers, Reebok must keep coming up with
more innovative and better designs so that the consumers can be
updated and keep getting new varieties of product.
METAS OF ADVENTIST COLLEGE, SURAT 93
A STUDY ON MARKETING STRATEGIES OF REEBOK
14) HOW DO YOU GET TO KNOW ABOUT THE NEW
PRODUCTS?
ADVERTISMENT IN NEWS PAPER:30
TV COMMERCIALS :50
INTERNET :20
INTERPRETATIONS:
METAS OF ADVENTIST COLLEGE, SURAT 94
A STUDY ON MARKETING STRATEGIES OF REEBOK
About 50% of the people surveyed were aware of the marketing
strategies of Reebok by television commercials, this shows that the
marketing strategies are more efficient on television commerical.
SUGGESTION:
In order to capture more consumers, Reebok must keep coming up with
more innovative and better marketing strategies so that the consumers
can also be aware of its product through television commercial. They
can also use some famous film actor to promote their products.
LIMITATIONS OF THE STUDY
METAS OF ADVENTIST COLLEGE, SURAT 95
A STUDY ON MARKETING STRATEGIES OF REEBOK
A good report “Marketing Strategies of Shakshi Enterprise (REEBOK)” the result of the
study but every project has its own limitation. The limitation can be in terms of:-
I try to work my best in preparing the report, still there are some obstacles, which come
in the way and stop me to get 100% result. These limitations are sometimes overcome but
sometimes they become unavoidable. Some of the limitations, which I faced in preparing
the report, are as follows:-
Some of the people surveyed were shy and hesitant to give the correct
answers, which may affect the accuracy of the survey conducted
Some of the question in the survey confused the respondent as a result of
which it affected on the analysis
It made a tough job while selecting sample size.
Many of the area could not be targeted in Surat.
The survey was just limited to a city, so over all view of the people was not
possible.
If the respondent is not willing to fill the questionnaire seriously, then it
make a wrong interpretation
In project there is more theoretical concept, so it does not give appropriate
results
It was tough to find out those facts and figures that were confidential and
were thought as not to be disclosed by them.
METAS OF ADVENTIST COLLEGE, SURAT 96
A STUDY ON MARKETING STRATEGIES OF REEBOK
It was hard to take out the necessary information because the executives
were found busy all the time
To manage all the things such as summer training classes , project work and
the work experience would sometimes lead to literal frustration.
The survey consumed an ample amout of time which was a difficult task
done.
On the whole with the cooperation of the company’s executives, The director, The
mentors and The friends we have been able to complete the project peacefully.
METAS OF ADVENTIST COLLEGE, SURAT 97
A STUDY ON MARKETING STRATEGIES OF REEBOK
SUGGESTIONS
During my four weeks of training at REEBOK, I come across various aspects of
Marketing. On that basis I have acquired a great deal of knowledge about FOOTWEAR
INDUSTRY. Keeping this in mind I would like to give the following humble
suggestions:-
To improve its holding, and sale through MARKETING STRATEGIES:
Most of the consumers are facing problem of costly rates, so I would like to
suggest that REEBOK should come out with a range between 2000-3000 so
that all people, who want to purchase, but are limited by pocket can
purchase it.
Many a times customers are not fully aware of the products, so there must be
an proper person, to explain the products briefly and explain them what is
the product specialty.
Adherence to specific customer requirements and preferences
New schemes, commissions and discounts should be provided to distributors
and retailers on bulk purchase to increase sale.
To increase the production of those commodities that covers the major
portion of the total market share i.e SPORTS SHOES.
The company should try to compare their Marketing Strategies with their
competitors and then try to redesign their Marketing Strategies
METAS OF ADVENTIST COLLEGE, SURAT 98
A STUDY ON MARKETING STRATEGIES OF REEBOK
To study the policies and strategies of the competitors and then frame conter
plans and directions.
No comprising in the quality to reduce the price, as the quality is one of the
strongest points of REEBOK
Upgrading new technology to be a cost effective leader in the market .To
conduct orientation programs and wellness program.
To keep up the quality maintenance cell and bring in innovation as to lead in
the global market.
METAS OF ADVENTIST COLLEGE, SURAT 99
A STUDY ON MARKETING STRATEGIES OF REEBOK
CONCLUSION
Summer placement is an important aspect of management studies as it provides the
students with an opportunity and experience of working in an industry. My training at
“REEBOK” was a great learning experience.
Working in a corporate environment was a real excitement and altogether a new
experience. The implications of the company were known to us ,we got an idea upon
whole of the pare and FOOTWEAR INDUSTRY.
We got a much deeper insight into the REEBOK products their position in the
market, about the products, market share, their dominance and much more.
Mainly our topic is MAKETING STRATEGIES henceforth we got the REEBOK
MARKETING STRATEGIES studied and we have given our analysis, views and
suggestions to the company. Our interpretation is based on a systematic survey a
questionnaire attached in the annexure.
.
This project has provided us immense knowledge, and work experience. Various new
things, we have got to learn all this that have been possible only through this course and
institution. Our guide has given the directions without which we would have never been
able to do this project.
Apart from various aspects of stationery industry, I also learnt how the theory is
put into practice in these organizations. I came to know that the activities, carried out
in the organizations are actually very different from what we learn in the classroom.
And as a trainee, I got very good response from them. I also found a work atmosphere
there was very cordial.
Training at “REEBOK” will surely help me in my future endeavours.
METAS OF ADVENTIST COLLEGE, SURAT 100
A STUDY ON MARKETING STRATEGIES OF REEBOK
BIBLIOGRAPHY
Refrence Books :-
PHILIP, KOTLER. “MARKETING MANAGEMENT.” 13TH EDITION,
PUBLISHED BY
PEARSON PUBLICATION, INDIA. 2009.
G. C. BERI. “MARKETING RESEARCH.” 4TH EDITION, PUBLISHED BY
MCGRAW HILL,
INDIA. 2007
Sources from INTERNET
HTTP://WWW.IBEF.ORG/DOWNLOAD/RUNNING_JAN19.PDF
HTTP://WWW.ICMRINDIA.ORG/CASESTUDIES/CATALOGUE/
MARKETING/MKTG049.HTM
HTTP://CORPORATE.REEBOK.COM/EN/ABOUT_REEBOK/
FAQ_SECTION/MARKETING/DEFAULT.ASP
METAS OF ADVENTIST COLLEGE, SURAT 101