Billabong
• Back ground
Billabong was founded on Australia's Gold Coast in 1973 by surfer and surfboard shaper Gordon Merchant and his then partner, Rena. Those early days were rather inauspicious, with the pair designing boardshorts at home, cutting them out on the kitchen table and then carting the finished product around to the local surf shop to sell.
The business found immediate traction, with surfers drawn to the superior functionality of the Billabong boardshorts. They were also far more durable courtesy of the unique triple-stitching technique developed by Gordon.
By the 1980s, Billabong had firmly established its place in Australian surf culture and was ready for international expansion. The initial focus was on the large North American market and, again, the brand enjoyed success. Through the 1990s the surf industry grew
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It's so easy to just be a ‘big brand' and assume people all want to hear the same thing,” said Stirling Howland, digital marketing manager at Billabong International. “Creating an intimate message can be a challenge, but at the same time very rewarding — not just for the brand, but also for the consumer.”
• Brand Identity
When Launa Inman took over as CEO of Billabong in May 2012, she knew she had a huge challenge ahead of her to turn around the company. Launa recently announced a $275.6 million loss at Billabong, which means she has a daunting task of turning around the fortunes of the company. However, her previous experience at Target and Office works, along with her passion for marketing is likely to stand her in good stead.
Billabong is an iconic Australian brand, closely associated with surf, sun and fun – all great ingredients for an Aussie marketing success. But along the way, Billabong lost its direction – especially in terms of its customer strategy, knowing who are its loyal customers and exactly what they want in terms of athletic
There are multi-factorial scenarios, which have an impact on the marketing strategies for a brand. In case of off-brands, it becomes critical for the organization to closely monitor the market environment and develop a marketing strategy that helps the off-brand to compete with established national and international brands. In this report, marketing strategy for Dr. Thunder is presented which would help the brand to acclaim nationwide promotion. Dr. Thunder is a soft drink brand offered by Wal-Mart in its stores. As the brand is cheap therefore there are less number of factors to be considered by customers at the time of purchase. In this sense, Dr. Thunder can be asserted as being a low-involvement brand. There have been no major advertising campaigns run by Wal-Mart to market Dr. Thunder as a brand. For this reason, the recommended marketing strategy is a newly developed. The reason behind developing a new marketing strategy for Dr. Thunder is to highlight the subliminal attraction of the brand, as the brand name is similar to internationally popular Dr. Pepper.
First, there was a key fact in the marketing strategy. In 1996, there was a turning point in the area of marketing for NBB when Greg Owsley was hired as the Director. Owsley developed a team tha...
To promote the company, Lenk spent lavishly to build the company's global presence and brand. For example, he spent two-thi...
Kristy May, CEO, states that the new strategy should consist of several key components (K. May, personal communication, November 12, 2016). First, the company should continue to work very hard on strengthening its branding through frequency (Michalowicz, 2012). Second, Peg and Kris, LLC needs to strengthen its social media campaign to draw in new customers (Rosario, Sotgiu, De Valck, & Bijmolt, 2016). Third, the company could benefit from partnering with other brands, bloggers, and affiliates (Rosario, Sotgiu, De Valck, & Bijmolt, 2016). Lastly, while not directly related, research suggests that the company will see an improvement in web sales conversions with optimization of its mobile site (Oakley & Daudert,
We will mainly focus our analysis on the market share, financial problem and brand strategy. Now we start our analysis to choose the right creative to solve dilemmas which Kyle Kirkland and Dana Messina are facing.
It is shocking the extravagant amounts of money that companies are willing to pay to advertise their products. From spending millions of dollars a second to have a commercial air during the Super Bowl or hiring a well-known face to support their product, companies are willing to do whatever it takes to get their brand out there. Br...
Brand identity is about story telling. Using the latest content that has been published, compromising the five best images that reflect the profile of the brand, a consumer-photo-storyboard can be developed to: Describe the profile of the brand; Identify the main communication and publicity themes; and Critically assess the integrated modes of communication with consumers, including limitations and negative content.
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To enhance Bunnings brand awareness, knowledge and perception, retailer should explore new creative concepts with higher level of creativity and better graphic options – to create the most impactful advertising effect and stand out from the competition. The question of influencing consumer attitudes can be easily solved by changing the relative importance of existing attribute – the recommendation would be to move away from price-led messaging and concentrate on value-led messaging. Focus on “Australian owned, most popular brand” messages. Incorporate customer testimonials within existing strategy, thus providing new high authority social
[a] company may have a unique vision, a superior product, strong management and an efficient distribution system – yet if it is not able to convey the core benefits of the brand to its target audience it will ultimately fail. [5]
It has become impossible to avoid marketing and branding. Everywhere a consumer turns, they are being persuaded and influenced by all sorts of symbols, logos, slogans etc. These aspects of a brand create the culture we live in. “The effect, if not always the original intent, of advanced branding is to nudge the hosting culture into the background and make the brand the star. It is not to sponsor culture but to be the culture.” 30 no logo. Humanity has become one large sponsored event, making it impossible in order to escape.
Building and enhancing a strong brand has been found to have profitable rewards in business, it has therefore become a prime priority for many firms. Customer-base brand equity (CBBE) is a model that has been adopted by Cadbury in order to build a strong brand that can compete with the other ones in the market. The company has followed the four steps of the model. The first step involves the establishment of appropriate brand identity, which includes enhancing customer awareness of the brand.
Tanner and Raymond (2014) describe branding activity as “strategies that are designed to create an image and position in the consumers’ minds” (c.6). When branding messages coincide with its offerings’ characteristics, it establishes consumer trust, and brand strength. For example, when first introducing Dove brand in 1957, by labeling its product as a “beauty cleansing bar . . . [with] ¼ moisturizing cream, that rinses cleaner than soap” (Unilever, 2016), we can see that marketers associated the brand to moisturizing and beauty, and disassociated the brand from common soap. Over the years, this consistent message coinciding with product performance has strengthened the Dove brand. Strong brand equity is derived from consistent, strategic branding that establishes perceived quality and emotional attachment (Entrepreneur, 2016); therefore, consumers are more likely to pay higher prices, as well as purchase new offerings connected to the
According to Heath and Heath (2008), consumers seem to have a mistrust of marketing resulting in a disconnection between the agenda of brand managers and consumer interests. This mistrust lies with the consumer view that marketers are pushing for “excessive consumption” rather than really understanding attitudes and perceptions that lead to satisfying the needs and wants of consumers (Heath & Heath, 2008). Today, consumers are opposed to push strategies, and prefer making decisions about brands more independently. Hipperson (2010) has found that companies may have to “change from delivering push communications to creating pull interactions” (p. 263). This reflects the importance of listening to what consumers are demanding and then implementing strategies that will satisfy this ...
Due to the fact that changing times imply as well a change of society and its changing wants and needs, companies have to be aware that a brand’s position should be adapted to a newly developed lifestyle. “All brands need to be revital-ized on a regular basis in order for them to be kept fresh, vital, and relevant to the contemporary market.” (Keller/Sterthal/Tybout 2002, p. 86).