Havaianas
Havaianas
Havaianas
Anfilofio Furnkranz
1. Executive summary 3
2. Situation Analysis 4
2.1 Market Summary 5
2.11 Market Growth 5
2.2 SWOT Analysis 6
2.21 Strengths 7
2.22 Weaknesses 7
2.23 Opportunities 7
2.24 Threats 7
2.3 Competition 8
2.4 Product Offering 8
2.5 Key to Success 9
2.6 Critical Issues 10
3. Marketing Strategy 10
3.1 Mission 11
3.2 Marketing Objectives 11
3.3 Financial Objectives 12
3.4 Target Markets 13
3.5 Positioning 13
3.6 Strategies 14
3.7 Marketing Mix 14
3.8 Marketing Research 15
4. Financials 15
4.1 Break-Even Analysis 15
4.2 Sales Forecast 15
4.3 Expense Forecast 16
5. Controls 17
5.1 Implementation 17
5.2 Marketing Organization 18
5.3 Contingency Planning 18
6. Bibliography 21
7. Appendices 23
8. Glossary 23
2
1. Executive Summary
3
What business are we in?
2. Situation Analysis
4
2.1 Market Summary
5
The market for sandals is steady growing market. Regardless of
the economic climate, most of us seem not to be concerned in
spending a few dollars, pounds, or Brazilian Reais to purchase
sandals, as prices are affordable. At Alpargatas sales of
Havaianas has been growing by a steady 8 percent each year.
For example in 2008 the company sold 184 million pairs, 25
million of which were sold outside Brazil - 13.5% abroad. Inside
Brazil, the company has achieved the amazing brand
penetration rate of 850 pairs sold per 1000 inhabitants/annum
but there is more scope to growth abroad, specially in the UK,
maybe achieving between from 15% to 20% of total sales. No
further diversification will be required in this case, but only
through market extension. To reduce risks Internet will be used
as a platform for sales and the company will look for further
partnerships to sell the product.
6
The company though would strike a balance between chasing
market opportunities and managing our internal assets, closing
the gap to the desired position slowly but steadily.
2.21 Strengths
2.22 Weaknesses
2.23 Opportunities
2.24 Threats
7
The possibility of new competitors entering the sandals market
with a similar business model and appealing image. Downward
pressure on pricing and completely misjudging where shoes
wearing fashion is heading.
2.3 Competition
List of competitors
Chinese Manufacturers
8
Alpargatas started reposition the Havaianas brand more than a
decade ago. New products were introduced with over 300 shoes
of varying colors and styles – and a new emotional personality
was created for the brand as shown in the front-page picture. It
is a result of a carefully orchestrated brand reinvention strategy
taking years to come to fruition. That results on a customer’s
appreciation of variety selection of available shoes making the
experience of finding the perfect pair of sandals an enjoyable
exercise.
9
as a country, and can reward the company with the expect
outcomes, further penetration in international markets.
3. Marketing Strategy
10
The challenge for Havaianas is to grow without losing its edge.
New ideas come from establishing a network of inspiring
collaborations with people and companies, evolving the brand’s
communications by adding more edge and originality to its
advertising.
3.1 Mission
11
and a colourful and vivid brand that give an idea of fashion and
relaxation and total concentration. Curiosity is what the brand
will try to achieve, but uniqueness, colourfulness will help
identify the sandals with Brazil, as a holiday or relaxation
destination or life style.
12
First-year sales revenues are projected to be between £2.6
million to £6.6 million, based on sales of 325 thousand to 390
thousand pairs of the Havaianas at a unit price of £8 to £17
each, depending on discounts, promotions, channels, wholesale
or retail. Going forward the prices will be reviewed and adjusted
under a wider pricing strategy to tackle new opportunities and
threats.
3.5 Positioning
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selection will be achieved in two ways. The first is a very specific
effort to carry as many styles of sandals as possible. The
competitive edge is the recognition of this unserved niche and
the serving of this demand. The second will be able to offer a
large selection through a unique inventory model that stocks a
large number of styles.
3.6 Strategies
14
Havaianas marketing mix is comprised of specifics approaches
to pricing, distribution, advertising and promotion, and
customer service. It includes trade sales promotion campaigns.
4. Financials
15
purchased. There will be no sales activity during a set number
of months. At determined month Havaianas will begin to see
sales activity, all according to a forecast showing at what month
sales will really begin to pick up.
16
The Expense Forecast would include Marketing Expense Budget
for over seven years, including advertisements and other
expenses, showing also total sales and marketing expenses on
different rows, finally showing a percent of sales as forecasted.
5. Controls
5.1 Implementation
17
Milestones (Appendix 5)
Web Development
Initial Advertisements
Discretionary Spending
Market Penetration
18
Determining that the business cannot support itself on an
ongoing basis.
19
20
6. Bibliography:
Anderton, A., Hall, D., Jones R., & Raffo, C. (2009) Business Studies. 4th ed.
London: Pearson Education International
Anthony, S.D., Christensen, C.M., & Raynor, M.E. (2003) ‘Six Keys to
Building New Markets by Unleashing Disruptive Innovation’, E-Partner. The
Online Agent, [Online]. Available from:
http://hbswk.hbs.edu/item/3374.html (Accessed: 10 July 2010)
Cheverton, P. (2004) Key Marketing Skills. 2nd ed. London and Sterling:
Kogan Page
Chung, T.S., & Rust, R.T. (2006) ‘Marketing Models of Service and
Relationships’, Marketing Science, 25, November-December, pp. 560-580
Gamble ,J., Strickland, III A. J., & Thompson, A.A.Jr. (2008) Crafting and
Executing Strategy. The Quest for Competitive Advantage: Concepts and
Cases. 17th ed. London: McGraw-Hill Irwin International Edition
21
Gapper, J., 2010. Chief of Confusion. The Financial Times Online, [internet]
14 April. Available at: http://www.ft.com/cms/s/0/9fb7c20a-475e-11df-
b253-00144feab49a.html [Accessed 16 July 2010]
Grande, C., 2007. The risk of extension. The Financial Times Online,
[internet] 4 June. Available at: http://www.ft.com/cms/s/0/9fb7c20a-
475e-11df-b253-00144feab49a.html [Accessed 16 July 2010]
Gratton, L., 2010. The winds of change are blowing towards the workplace.
The Financial Times, 26 Jul. p. 14
Lacey, R., & Sneath, J.Z. (2006) ‘Customer Loyalty programs: are they fair to
Consumers?’, Journal of Consumer Marketing, Volume 23, Number 7, pp.
458-464
Lemon, K.N., Rust, R.T, & Zeithaml, V.A. (2004) ‘Customer-centered Brand
Management’, Harvard Business Review, September 2004, pp. 1-10,
[Online]. Available from: http://scholar.google.co.uk/scholar?q=customer-
centered+brand+management&hl=en&btnG=Search&as_sdt=2001&as_sdt
p=on (Accessed: 16 July 2010)
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Keller, K.L. & Kotler, P. (2009) Marketing Management. 13th ed. London:
Pearson Education International
7. Appendices
8. Glossary
(Source: Keller, K.L. & Kotler, P. (2009) Marketing Management. 13th ed.
London: Pearson Education International)
A
advertising any paid form of non personal presentation and promotion of ideas,
goods, or services by an identified sponsor.
B
brand a name, term, sign, symbol, or design, or a combination of them, intended
to identify the goods or services of one seller or group of sellers and to
differentiate them from those of competitors.
brand awareness consumers’ ability to identify the brand under different
conditions, as reflected by their brand recognition or recall performance.
brand dilution when consumers no longer associate a brand with a specific
product or highly similar products or start thinking less favorably about the brand.
brand elements those trademarkable devices that serve to identify and
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differentiate the brand such as a brand name, logo, or character.
brand equity the added value endowed to products and services.
brand extension a company’s use of an established brand to introduce a new
product.
brand image the perceptions and beliefs held by consumers, as reflected in the
associations held in consumer memory.
brand knowledge all the thoughts, feelings, images, experiences, beliefs, and
so on that become associated with the brand.
brand line all products, original as well as line and category extensions, sold
under a particular brand name.
brand mix the set of all brand lines that a particular seller makes available to
buyers.
brand personality the specific mix of human traits that may be attributed to a
particular brand.
brand portfolio the set of all brands and brand lines a particular firm offers for
sale to buyers in a particular category.
brand value chain a structured approach to assessing the sources and
outcomes of brand equity and the manner in which marketing activities create
brand value.
branding endowing products and services with the power of a brand.
branding strategy the number and nature of common and distinctive brand
elements applied to the different products sold by the firm.
breakeven analysis a means by which management estimates how many units
of the product the company would have to sell to break even with the given price
and cost structure.
C
company demand the company’s estimated share of market demand at
alternative levels of company marketing effort in a given time period.
company sales forecast the expected level of company sales based on a
chosen marketing plan and an assumed marketing environment.
competitive advantage a company’s ability to perform in one or more ways that
competitors cannot or will not match.
core benefit the service or benefit the customer is really buying.
core competency attribute that (1) is a source of competitive advantage in that
it makes a significant contribution to perceived customer benefits, (2) has
applications in a wide variety of markets, (3) is difficult for competitors to imitate.
core values the belief systems that underlie consumer attitudes and behavior,
and that determine people’s choices and desires over the long term.
corporate retailing corporately owned retailing outlets that achieve economies
of scale, greater purchasing power, wider brand recognition, and better-trained
employees.
customer training training the customer’s employees to use the vendor’s
equipment properly and efficiently.
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delivery how well the product or service is delivered to the customer.
E
e-business the use of electronic means and platforms to conduct a company’s
business.
e-commerce a company or site offers to transact or facilitate the selling of
products and services online.
e-marketing company efforts to inform buyers, communicate, promote, and sell
its products and services over the Internet.
e-purchasing purchase of goods, services, and information from various online
suppliers.
exchange the process of obtaining a desired product from someone by offering
something in return.
F
fixed costs (overhead) costs that do not vary with production or sales revenue.
forecasting the art of anticipating what buyers are likely to do under a given set
of conditions.
G
global firm a firm that operates in more than one country and captures R&D,
production, logistical, marketing, and financial advantages in its costs and
reputation that are not available to purely domestic competitors.
global industry an industry in which the strategic positions of competitors in
major geographic or national markets are fundamentally affected by their overall
global positions.
I
image the set of beliefs, ideas, and impressions a person holds regarding an
object.
industry a group of firms that offer a product or class of products that are close
substitutes for one another.
innovation any good, service, or idea that is perceived by someone as new.
J
joint venture a company in which multiple investors share ownership and
control.
L
life-cycle cost the product’s purchase cost plus the discounted cost of
maintenance and repair less the discounted salvage value.
lifestyle a person’s pattern of living in the world as expressed in activities,
interests, and opinions.
line extension the parent brand is used to brand a new product that targets a
new market segment within a product category currently served by the parent
brand.
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line stretching a company lengthens its product line beyond its current range.
loyalty a commitment to rebuy or re-patronize a preferred product or service.
M
market demand the total volume of a product that would be bought by a defined
customer group in a defined geographical area in a defined time period in a
defined marketing environment under a defined marketing program.
market forecast the market demand corresponding to the level of industry
marketing expenditure.
market logistics planning the infrastructure to meet demand, then implementing
and controlling the physical flows or materials and final goods from points of
origin to points of use, to meet customer requirements at a profit.
market potential the upper limit to market demand whereby increased
marketing expenditures would not be expected to stimulate further demand.
marketing process of planning and executing the conception, pricing,
promotion, and distribution of ideas, goods, and services to create exchanges
that satisfy individual and organizational goals.
marketing implementation the process that turns marketing plans into action
assignments and ensures that such assignments are executed in a manner that
accomplishes the plan’s stated objectives.
marketing management the art and science of choosing target markets and
getting, keeping, and growing customers through creating, delivering, and
communicating superior customer value.
marketing plan written document that summarizes what the marketer has
learned about the marketplace, indicates how the firm plans to reach its
marketing objectives, and helps direct and coordinate the marketing effort.
marketing research the systematic design, collection, analysis, and reporting of
data and findings relevant to a specific marketing situation facing the company.
mission statements statements that organizations develop to share with
managers, employees, and (in many cases) customers.
P
penetrated market the set of consumers who are buying a company’s product.
perceived value the value promised by the company’s value proposition and
perceived by the customer.
perception the process by which an individual selects, organizes, and interprets
information inputs to create a meaningful picture of the world.
potential market the set of consumers who profess a sufficient level of interest
in a market offer.
R
risk analysis a method by which possible rates of returns and their probabilities
are calculated by obtaining estimates for uncertain variables affecting
profitability.
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sales analysis measuring and evaluating actual sales in relation to goals.
sales budget a conservative estimate of the expected volume of sales, used for
making current purchasing, production, and cash flow decisions.
sales promotion a collection of incentive tools, mostly short term, designed to
stimulate quicker or greater purchase of particular products or services by
consumers or the trade.
sales quota the sales goal set for a product line, company division, or sales
representative.
sales-variance analysis a measure of the relative contribution of different
factors to a gap in sales performance.
satisfaction a person’s feelings of pleasure or disappointment resulting from
comparing a product’s perceived performance or outcome in relation to his or
her expectations.
service any act or performance that one party can offer to another that is
essentially intangible and does not result in the ownership of anything.
strategic brand management the design and implementation of marketing
activities and programs to build, measure, and manage brands to maximize their
value.
strategic marketing plan laying out the target markets and the value
proposition that will be offered, based on analysis of the best market
opportunities.
strategy a company’s game plan for achieving its goals.
style a product’s look and feel to the buyer.
supply chain management (SCM) procuring the right inputs (raw materials,
components, and capital equipment); converting them efficiently into finished
products; and dispatching them to the final destinations.
T
tactical marketing plan marketing tactics, including product features,
promotion, merchandising, pricing, sales channels, and service.
target market the part of the qualified available market the company decides to
pursue.
total costs the sum of the fixed and variable costs for any given level of
production.
trend a direction or sequence of events that has some momentum and
durability.
V
value proposition the whole cluster of benefits the company promises to
deliver.
variable costs costs that vary directly with the level of production.
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