Lucozade Marketing Strategy

Lucozade Marketing Strategy The aim of this report is to evaluate the marketing strategy of Lucozade in the United Kingdom. Lucozade is a successful company in the industry of energy and sports drink. The exploding growth in the energy and sports market means the needs of this kind of healthy food is increasing rapidly. It is becoming a popular food culture not only in the United Kingdom but also the whole world. This report uses marketing mix as a tool to analyse the marketing strategy used by Lucozade to understand how the company promote its products. After that, by analysising the market share and the performance, the brands position in competition is identified. Then, through comparing with Lucozades rival- Red Bull, strength and weakness are showed. SWOT analysis is used in this part. Next, the recommendations will be given to the company after the analysis to increase sales and expand market share. 1.Overview of Lucozade 1.1 History of Lucozade Lucozade is a sports energy drink. It was first launched in 1927 by a chemist in Ireland. At that time, its name was Glocozade till 1929, it was bought by Beechams rebranded into Lucozade .From 2000 to present, it is owned GlaxoSmithKline pls which also produces healthcare products such as vaccines. It extended the brand into Lucozade Sport, Lucozade Energy, and Lucozade Alert (Wikipedia, nd). 1.2 Lucozades Achievement Lucozade is the original energy drink as well as the category driver. The sales of Lucozade Energy was  £150 million in 2003 (Facebook, nd) and it went up to  £229.3 million in 2004 and 253.3 million in 2005(Nielsen, 2006). In 2010, Lucozade appears on the list of Top Britains 100 Biggest Brands, ranking the 9th (Nielsen, 2010). 2 2.1 Marketing Mix Brassington F. and Pettitt (2006, p.30) shows that marketing mix as the combination of the major tools of marketing was first developed by Borden in 1964,and the mnemonic 4ps describing those tools was coined by McCarthy(1960).They also points out that the marketing mix can help the company understand the nature of customers and their needs to act on the information, in order to develop and implement marketing activities that actually deliver something of value to the customer. 2.2 4Ps analysis of Lucozade 2.2.1 Product Lucozade is a glucose carbonated drink. The drink is a highly concentrated source of energy which is quickly assimilated into the bloodstream. It is easily digested (Banyard and Philip, 1999, p.70).The company always works hard on new product development since it is launched. Till 2010, it has four product lines: Lucozade, Lucozade Energy, Lucozade Sport and Lucozade Alert. Lucozade Energy: Being launched in 1929, Lucozade Energy is the original product and is designed to provide an energy boost. It provides glucose fuel for physically active people. It is available in the following 6 flavours: Original, Lemon, Orange, Apple, Cherry and Tropical (Facebook, nd). Lucozade Sport: Lucozade Sport was first launched in 1991 and was the UKs first isotonic sports drink.(Lucozade Website,nd) It is developed to meet the needs of athletes, football player and those sports lovers. It also launched Lucozade Sport Hydro Active: It is a new fitness water specially designed for exercisers and gym-goers(Facebook, nd). In 2010, Lucozade sport is attempting to extend its potential audience with the launch of a new low calorie sports drink called Lucozade Sport Lite, which contains 50 calories and already appeared  at the end of  March  in shops in UK(UK Marketing News Online,2010). Lucozade Alert: Lucozade Alert is designed to sharpen your mental performance, is low calorie 45 calories per bottle and has a great refreshing lemon flavour. It contains caffeine to help improve Focus, Alertness and Concentration. (Facebook, nd) 2.2.2 Price Being a historical company, Lucozade has gained more experiences on how to reduce the cost of producing, hence, it is cheaper, compared with Red Bull. Price/Bottle Price/100ml Lucozade  £0.78~1.30 10.0p~20.5p Red Bull  £1.35~2.02 38.9p~54.0p 2.2.3 Promotion For Lucozade, the recipe to success is science and product promotion. advertising and sponsorship Lucozade is very good at using advertising and sponsorship as tools for promotion. On one hand, in terms of ad campaign, their advertisements on TV always keep pace with their changing target market. To illustrate, it was used to boost ill or sick childrens energy at first and their target market was mothers, hence, its first advertisement in 1960 was about a mall boy who was recovering from being ill and he drunk the Lucozade with his mother (Coursework, 2004).Nextà ¯Ã‚ ¼Ã…’the company aimed at athletes and sports lover, therefore, the Olympic decathlon champion, Daley Thompson showed in the TV advertisement .In 2001,Lucozade wanted to target at new market segments which is teenagers, the company used Lara Croft who is a character in the famous video games called Tomb Raider to attract teenagers and children since they all love the video games(Coursework,2004).On the other hand, the company also sponsor famous player and teams. For exampleà ¯Ã‚ ¼Ã…’David Jobber and John Fahy(2 009:236) points out that sponsorship of athletics by Smithkline Beecham for its Lucozade Sport brand reinforces and its market position and its energy associations.(à ¥Ã‚ Ã‚ Ãƒ ¤Ã‚ ºÃ‚ ºÃƒ ¦Ã¢â‚¬ ¢Ã‹â€ Ãƒ ¥Ã‚ ºÃ¢â‚¬ ) Cooperation with Ipod Recentlyà ¯Ã‚ ¼Ã…’with the increasingly big fans of Apple, young people are seen walking on the street with Ipod clipped on their belts, Iphone hold in their hands. To better promote and better compete, now individuals can find FitCoach which is supplied by Lucozade Sport on the iTunes download page. It is a free software for Ipod and can help people keep fit and lose weight. In addition, in September 2010, Lucozade Energy offers customers to win an Iphone every hour. Everyone has a chance as long as he/she buys a bottle of Lucozade Energy. 2.2.4 Place Place is a very dynamic and fast moving area of marketing. It covers a wide variety of fascinating topics largely concerned with the movement of goods from A to B and what happens at the point of sell.(Brassington F. and Pettitt,2006,p.31)Lucozade is sold in many places in United Kingdom such as retail chains like ASDAà ¯Ã‚ ¼Ã…’schools, gyms, sports center, even in desert stores or bread stores. 3. Competition position 3.1 Energy and sports drink market size In todays market, every industry and business is very competitive and tough with so many different brandss ,the historical ones, the news ones. However, in the cold market, the market of energy drinks boosts every year. The market has proved recession proof and continues to perform impressively.Value sales of the sports/energy drinks market are forecast to grow from  £941 million in 2008 to  £1,035 million in 2009.Over the next five years the market will grow by 48% to reach 1.5 billion in 2014 (Mintel oxygen data, 2009, p.8) . 3.2 Market share of Lucozade Cara Traboulsi et al. (2004,p.6),gives an extensive commentary on the market share that in 2003,Lucozade already had the largest market share(60%) followed by the major competitors such as Red Bull and Powerade with the value share of 27% and 4.50% individually .The rest of the market is made up with some small brands. It can be seen in the first pie chart. In 2010, Lucozade is the leader in United Kingdom for its market share in United Kingdom and Ireland is 90%(Bihua Ye,2010,p.19).The second pie chart shows the market share in Ireland. Lucozade still dominates the market with 75% value share (Begleys,nd). 3.3 Compared with Red Bull: Lucozade was the first energy, however, in the market of the energy drinks today, many Lucozades competitors have raised, the main and the most powerful competitor Lucozade has to face is Red Bull Red Bull is an energy drink brand which was launched in Austria in 1987. In just 20 years it has gone on to become a global best-selling beverage brand ( ). It is clearly to see that the two companies have some similarities. First, they both target young people .Second ,not just Lucozade, Red Bull is also very good at advertising . The company spent around 30 percent of its annual turnover on market and sponsorship( ). However, Shirisha Regani pointed out that Red Bull was unable to successfully extend its product line although a sugar-free version was introduced in 2003( ) ,which puts Lucozade into a more advantage position while competition since Lucozade has successfully extended their brand. Strategy: Reposition Lucoade used to be positioned as an invalids drink. ( )During the period 1974 to 1978 the sales of Lucozade declined consistently ( Banyard and Phillip,1999,p.70).The market changed that time, people had better medical technology and better living conditions which take the place of Lucozade. SmithKline Beecham, the brands owner, repositioned the brand from its original position as thea product for the sick to a brand which is essentially for the fit and healthy. ( )In the early 1990s,Lucozade successfully reinvented itself as a sports energy drink and by the end of the decad it was looking to step into the main stream and become a brand that would be sold out of the same fridges as Cock and Pepsi.( Tom Farrand, David Nichols, Tom Rowley,Matt Avery Journal: Young Consumers P12 2006 Volume:7 ) SWOT analysis: Strength: It has many different flavors to meet the need of different kind of customers and attract customers. It tastes very nice. Lucozade still dominant the energy drink market. The company has good reputation. Lucozade was established in 1927,which means it was the first energy drink product, the longer history means the company has longer time to build the brand into success. Weakness: Lucozade always focuses on developing new products such as Lucozade Sport Lite, it can be benefit, however, people are curious and always want to try new products, which will put the old products such as Lucozade Energy into dangerous position. Microsoft is an good example to approve this, less people are using Windows xp after Windows 7 is launched. Lucozade is a soft drink but contains 0.01% ethyl alcohol to aid flavouring which goes against the concept that Soft drinks are non-alcoholic. (BBC News Online,2004) Opportunities: Lucozade has the potential to expand their market share. Threat: It faces the threat of being substituted by Red Bull Recommendations Lucoade has a great scientific team trying to work on how to develop peoples energy. The boosting energy market,expand the market share in the whole beverage other than in the energy drink market.Since Lucozade is already dominant in the energy drinks market, what the company should do now is try to remain the old customers and attract new customers.

The ways in which urban area rapid population growth has led to economic, social and environmental problems

Cairo, in Egypt, is an urban area that has the problem of a rapid population causing for its economic, social and environmental systems. Cairo's population has grown by 10 million people in 30 years, causing multiple problems because of its rapid ness, due to rural-urban migration and natural increase. Because of large numbers of migrants entering the city from the countryside, housing became a large problem, as these people are too poor to afford housing on the outskirts. Instead, most move into the medieval parts of the city where blocks of cramped two-roomed apartments provide cheap housing. However, this is often too expensive, especially for those that have only just become economically independent, therefore, extra storeys have been created on the flat roof tops in slums. It is because of this high-density housing, as well as pollution and sewerage systems and many other problems that have cause health hazards. With such a large city already, disease is prone to everyone and is likely to be airborne in most areas, with few doctors and a lack of medicines. Because there are so many people in the city there are few job vacancies, especially for those lacking in simple skills other than farming. As a result, 35% of the population only work full-time, most working informally. Especially in the medieval areas, the streets are full of market stalls and informal businesses, for example, washing pots and selling jewellery. This could lead many of the people into a vicious cycle as in this line of work they may receive little work, therefore they could not afford anywhere to live, by they are not skilled enough to get a higher paid job. Also read this  Cheating in a Bottom Line Economy The problem with the jobs are that they are very labour intensive and in return you get a low and irregular wage because you may sell lots of products on one day and non on the other. However, the population is growing so rapidly that there is simple not enough housing and a job for everyone, and no one wants to live outside the city in the new developments. The environmental problems caused by the rapid growth of the city are that a large amount of the pollution is created, whether it be industrial, caused by the waste from things dropped in the streets and the refuse tips used to burn anything that is not recyclable, whereby they are being overused because there is too much waste, or noise from the many motor cars that are not designed to fir in the narrow, unplanned streets. Another environmental problem is that there is a poor sewerage system. There was a very small sewerage network built in the 20th Century which cannot cope with such a large amount of people now, therefore what systems there are, are breaking down, causing the streets to flood in dirty water, causing more disease. There is also a poor water system, with both poor quality and quantity. As the demand for water grows, the amount of it decreases, as it cannot be supplied as fast as it is needed. Many problems have been caused by such a rapid population growth within Cairo, however, there are some solutions to help slow this down, for example, stopping rural-urban migration by providing better facilities in rural areas, like a clean water supply.

8d: Problem Solving Worksheet

Tracking Number: |Customer Number: |Response Due Date: | | |8-D is a quality management tool and is a vehicle for a cross-functional team to articulate thoughts and provides scientific determination to details of problems | |and provide solutions. Organizations can benefit from the 8-D approach by applying it to all areas in the company. The 8-D provides excellent guidelines allowing | |us to get to the root of a problem and ways to check that the solution actually works. Rather than healing the symptom, the illness is cured, thus, the same | |problem is unlikely to recur. |Step |0 |1 | |1 |Establishing the Team: |Team Goals: | | |Establish a small group of people with the process/ product | | | |knowledge, allocated time, authority and skill in the required | | | |technical disciplines to solve the problem and implement corrective |Team Objectives: | | |actions. | |Department | |Name | |Skills | |Responsibility | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |2A |Problem Definition |Sketch / Photo of Problem | | |Provides the starting point for solving the problem or | | | |nonconformance issue. Need to have â€Å"correct† problem description to | | | |identify causes.Need to use terms that are understood by all. | | | | | | | |Part Number(s): | | | |Customer(s): | | | |List all of the data and documents that might help you to define the | | | |problem more exactly? | | |Action Plan to collect additional information: | | | |Prepare Process Flow Diagram for problem | | | |use a separate sheet if needed | | |2B |IS |IS NOT | |Who |Who is affected by the problem? |Who is not affected by the problem? | | | | | | | | | |Who first observed the problem? |Who did not find the problem? | | | | | | | | | | |To whom was the problem reported? | | | | | |What |What type of problem is it? |What does not have the problem? | | | | | | | | | | |What has the problem (part id, lot #s, etc)? |What could be happening but is not? | | | | | | | | | |What is happening with the process & with containment? |What could be the problem but is not? | | | | | | | | | | |Do we have physical evidence of the problem? | | |Why |Why is this a problem (degraded performance)? |Why is it not a problem? | | | | | | | | | |Is the process stable? | | | | | | |Where |Where was the problem observed? Where could the problem be located but is not? | | | | | | | | | | |Where does the problem occur? |Where else could the problem be located but is not? | | | | | |When |When was the problem first noticed? |When could the problem have been noticed but was not? | | | | | | | | | |When has it been noticed since? | | | | | | |How Much/|Quantity of problem (ppm)? |How many could have the problem but don’t? |Many | | | | | | | | |How much is the problem costing in dollars, people, & time? |How big could the problem be but is not? | | | | | |How Often|What is the trend (continuous, random, cyclical)? |What could the trend be but is not? | | | | | | | | | | |Has the problem occurred previously? | | | | | |2C |Problem Description | | |(based on the information gathered so far, provide a concise problem description) | | | | | | | | | | | | | 3 |Developing Interim Containment Actions | | |Temporary actions to contain the problem and â€Å"fix† until permanent correction is in place – document actions in Action Item Table | | | | | | | | | | |4A |Identifying & Verifying Root Cause | | |Analyze for â€Å"Root Cause† of the problem.Identify and verify the Escape Point | | | | | |Brainstorm the possible causes of the problem | | | | |4A |Cause and Effect Diagram | | | | | | | | | | | | | | | | | | | | | | | | |circle the most likely contributors (a maximum of three) from each side. |4B |5 Why Analysis | | | |Ask – Why did this happen? | | | | | | | |Ask – Why did this happen? | | | | | | | |Ask – Why did this happen? | | | | | | |Ask – Why did this happen? | | | | | | | |Ask – Why did this happen? | | | | | | | |4C |Action Plan | | |Based on the team’s discussions.Begin to complete the Root Cause Action Plan to verify and validate the root causes and test the escape point. | | |Document this on the Action Item Table | | | | | | | | | | | | | |5 |Identify Permanent Corrective Actions | | |solutions that address and correct the root cause. Solutions determined to be the best of all the alternatives.Document and verify the Permanent | | |Corrective Action (PCA) in the Action Item Table | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |6 |Implementing & Validating the PCA | | |Implement and validate to ensure that corrective action does â€Å"what it is supposed to do. † Detect any undesirable side effects. Docume nt this on the | | |Action Item Table. Return to root cause analysis, if necessary | | | | | | | |7 |Preventing Recurrence | | |determine what improvements in systems and processes would prevent problem from recurring.Ensure that corrective action remains in place and successful | | | | | | | |7A |Address Similar Systems | | |Process / Item | | |Who Responsible | | |When | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | 7B |Review the following documents / systems | |Document |Who Responsible |Completion Date | | | |Planned |Actual | |Management System Manual | | | | |Manufacturing Work Instructions | | | | |Inspection Work Instructions | | | | |Process Flow Charts | | | | |Process Control Plans | | | | |Design FMEA | | | |Process FMEA | | | | |Gages | | | | |PPAP | | | | |Engineering Change Approval | | | | | | | | | | | | | | | | | | | |8 |Congratulat e Your Team | | |Use all forms of employee recognition and document as necessary | | | | | |Celebrate successful conclusion of the problem solving effort | | |Formally disengage the team and return to normal duties | | | | |Was this problem solving exercise effective? Has it been verified with a follow-up? | |Yes |Signature / Title / Date |Findings | |No | | | | | | | | | | | | | | | | | | |Action Item Table | |Actions |Implement & Verify Actions | Action # |Problem |Containment / Corrective Action |How Verified |Action |Who Responsible |Planned |Actual |Status | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | ———————– Problem People Materials Machine Method Environment Measurement Measurement Environment Method Machine Materials People Why did it get out? How is it made?

Essay about The Bibi-Khanym Mosque - 1720 Words

The Bibi Khanym is a congregational mosque, masjid-i jami` in Persian, built by Emperor Timur-i Leng between 1399 and 1404 in Samarkand, present day Uzbekistan. Emperor Timur remarkably expanded his small tribe into the Timurid Dynasty, which lasted from 1370 to 1507. Timur showed great leadership skills and also had an interest in architecture. The results of his artistic interests are especially apparent in Samarkand, the capital of the Timurids during Timur’s reign where art, architecture, and culture flourished. The Bibi Khanum exemplifies the vision that Timur held for Samarkand because of the monument’s dominant and massive nature. Although today the mosque is different from the time of the Timurid Dynasty because of the renovations†¦show more content†¦It was under Timur that Samarkand became one of the most outstanding capitals of the then-known world. It became a thriving city in which markets could be found containing leather, spices, silk, and preci ous stones. It was also a city of great architectural monuments where accomplished artisans and architects came or were brought from around the world to build in this capital. Timur’s goal was to dominate the world and show the dominance of the Timurid dynasty. One of the main motives behind Timurs efforts was the desire to control the trade routes, which linked East and West. With great interest in trade, Timur had an ambitious strategy to reactivate the Silk Road and make it the link between Europe and China. In 1405, at the beginning of his last and greatest campaign, Timur died. Timur is memorialized for his ability as a nomad chief to transform his tribe into an empire using Samarkand as the capital to display the Timurid dynastic power. Timur was not only a great conqueror but also an memorable builder. Whenever he conquered a city that stood in the way of his army, he would bring back the artisans and materials to embellish his royal city of Samarkand. When Timur was not working on military efforts he was constantly involved in the building of these works created in Samarkand. Although Timur built many of his architectural achievements in Samarkand, he also created monuments in other cities, such as Shahr-i-Sabz which is also