Homework 1
1. Work with the topical text "Marketing" to build a key vocabulary from the bold words2. Get ready to answer the questions for the topical text.
3. Search in the Internet the information about additional 4 Ps in the marketing mix
4. Think of a brand you like and present it (following the instructions in ex.1)
Ex.1 List some of your favourite brands and answer the questions.
1. Are they international or national?
2. What image or qualities does each one have? Use the following words to help you
reliable
top of the range
value of money luxurious
stylish
durable timeless
inexpensive
sexy well-made
fashionable
cool
3. Why do people buy brands?
4. Why do you think some people dislike brands?
5. How loyal are you to the brands you have chosen?
Homework 2
1. Read the text "Promotion tools" (see pages on the left), paying attention to the bold words.
Then give a short summary completing the sentences below the text.
2. Searching famous advertising slogans in the Internet
http://www.quotations.me.uk/famous-slogans/ (one of the sites, you may surf others)
Then give a short summary completing the sentences below the text.
2. Searching famous advertising slogans in the Internet
http://www.quotations.me.uk/famous-slogans/ (one of the sites, you may surf others)
Homework 3
- Revise all the vocabulary (marketing, brands, advertising)
- Comment the following statements:
b) Advertising raises prices
c) Advertising has a bad influence on children
d) Celebrity endorsement is an effective way to promote a product
- Search in the Internet:
b) examples of advertisements made by celebrities.
Homework 4
- Get ready for the dictation (all bold words from the texts Marketing and Promotional tools)
- Get ready for topic presentation following the key questions:
- What is marketing?
- What are the channels of distribution?
- What is the “marketing mix”?
- What does marketing begin with?
- What is the difference between primary and secondary data?
- What promotional tools are used in marketing? (what techniques are used in them)?
- In what way can market be segmented?
- What do marketing-oriented companies focus on their planning?
- What is the marketing manager responsible for?
Homework 5
Independent reading
Chapter 6. Culture failures
Brands operate on a global scale. Brand names such as Nike, Coca-Cola, McDonald’s, Gillette, Adidas, Disney, Marlboro, Sony, Budweiser, Microsoft and Pepsi are now recognized across the world. The dismantling of trade barriers, combined with the rise of global communications technologies such as the Internet, has meant that companies can expand into new markets faster
than ever before.
However, many companies have confused the era of globalization with an era of homogenization. If they have had success with one product in one market they have assumed they can have equal success in another. All they believe they have to do is set up a Web site in the relevant language, run an ad campaign and set up a similar distribution network. What they forget to understand is that there is more to a country than its language, currency or gross domestic product. The cultural differences between, and often within, countries can greatly affect the chances of success for a brand.
In order to succeed, brands must cater for the specific tastes of each market they enter. If these tastes change, then the brand must change also.
However, understanding cultural differences is not just about international markets. It is also about understanding the specific culture of the brand. When companies acquire a brand that wasn’t theirs to begin with, they can often make similar faux pas as when they move into a foreign market. However, instead of making the mistake of misinterpreting the market they misinterpret the brand. This happened when CBS acquired the guitar company Fender and when Quaker Oats bought the soft drink Snapple.
Although the companies spent millions on marketing, they lost market share as they didn’t understand exactly where the market was, and what the customer wanted. As a result, in both cases, the acquisition weakened the brand.
The signature (or ‘hallmark’) of Hallmark cards is the ‘special message’. The advantage of buying from Hallmark is that you don’t have to think about what to write – it is usually all written for you. ‘Thank you for being such a special daughter.’ ‘These birthday wishes are especially for you,’ and so on, normally followed by a rather sentimental poem inside. While this formula may be successful in many countries, it has not proved universal. For instance, when Hallmark tried to introduce their cards in France, no-one bought them as people preferred to write in the cards
themselves. Furthermore, the syrupy sentiment inherent within the preprinted messages did not appeal to the Gallic taste. After a few months Hallmark admitted defeat and withdrew its brand.
Toyota’s Fiera car proved controversial in Puerto Rico, where ‘fiera’ translates to ‘ugly old woman’. Likewise few Germans were enthusiastic about owning Rolls-Royce’s ‘Silver Animal Droppings’ car. To the English speaking world it bears the more romantic name ‘Silver Mist’. And finally, Ford didn’t have the reception they expected in Brazil when their ‘Pinto’ car flopped. Then
they discovered that in Brazilian Portuguese slang, ‘pinto’ means ‘small penis’.
‘in the nude’. It soon emerged that there was little demand for mile-high naturism among Mexico’s business flyers.
Then there are cases of celebrities turning their hand to business ventures. David Bowie lent his name to USABancshares.com, an Internet bank where you could get Bowie-branded cheque books and credit cards. Manchester United’s Sir Alex Ferguson was a shareholder at toptable.co.uk, a restaurant information and booking service. U2 own a hotel and a nightclub. Bill Wyman owned his own restaurant.
One of the most famous of these celebrity-backed ventures was the Hollywood-themed eaterie, Planet Hollywood. Boasting such high-profile investors as Bruce Willis, Demi Moore, Whoopi Goldberg, Arnold Schwarzenegger and Sylvester Stallone, the chain was guaranteed maximum exposure when it launched in 1991. The company expanded quickly and soon had nearly 80 restaurants worldwide. In 1999, however, the company went bankrupt and numerous restaurants were shut down.
‘Planet Hollywood has gone belly up,’ declared wine critic Malcolm Gluck in the Guardian. ‘Cows, vegetarians, food critics and assorted jealous restaurateurs will be rejoicing at the news that the most hyped chain of eateries in the history of cuisine has been roasted alive.’ As soon as the news
People failures 193 was out, Planet Hollywood lost even more customers and kept going in only
a few of its original locations, with help of new investors from Saudi Arabia who made a relatively modest investment in the company.
So how could a brand that had achieved such exposure flop within less than a decade?
Firstly, the company expanded too quickly, launching new restaurants before seeing a profit in its original venues. The original plan was to open 300 branches by 2003. Another factor was the food. Most people who eat out go because of the food, but Planet Hollywood never advertised this aspect of its business. In order to achieve long-term success, food or drink has to be the theme. Even McDonald’s is about the food, even if it’s the cost and convenience of it rather than the taste.
At best, Planet Hollywood attracted once-only visitors, lured by the novelty factor. ‘The magnet is purely that of being seen at such a place and seeing what other hip characters are there,’ wrote Malcolm Gluck. ‘The hope that one might catch a glimpse of the backers or the backers’ friends or celebrity hangers-on (who flock to the opening because of the chance of publicity and free food and drink but are never seen again).’ But this is not the basis upon which to build a long-term business with repeat custom, which any restaurant must have in order to survive, let alone expand. ‘It is great for tourists,’ said Richard Harden, co-editor of Harden’s London restaurant guides. ‘Or for those who want a day out with the kids. But it is a one-off. A case of “been there, done that”. There is no reason why the public should come back.’
_ Word-of-mouth is crucial. Word-of-mouth is more important than advertising and media exposure when it comes to eating out.
_ The theme should be tied to the core product. Food, rather than an abstract notion of ‘Hollywood’, should have been the theme.
Brands operate on a global scale. Brand names such as Nike, Coca-Cola, McDonald’s, Gillette, Adidas, Disney, Marlboro, Sony, Budweiser, Microsoft and Pepsi are now recognized across the world. The dismantling of trade barriers, combined with the rise of global communications technologies such as the Internet, has meant that companies can expand into new markets faster
than ever before.
However, many companies have confused the era of globalization with an era of homogenization. If they have had success with one product in one market they have assumed they can have equal success in another. All they believe they have to do is set up a Web site in the relevant language, run an ad campaign and set up a similar distribution network. What they forget to understand is that there is more to a country than its language, currency or gross domestic product. The cultural differences between, and often within, countries can greatly affect the chances of success for a brand.
In order to succeed, brands must cater for the specific tastes of each market they enter. If these tastes change, then the brand must change also.
However, understanding cultural differences is not just about international markets. It is also about understanding the specific culture of the brand. When companies acquire a brand that wasn’t theirs to begin with, they can often make similar faux pas as when they move into a foreign market. However, instead of making the mistake of misinterpreting the market they misinterpret the brand. This happened when CBS acquired the guitar company Fender and when Quaker Oats bought the soft drink Snapple.
Although the companies spent millions on marketing, they lost market share as they didn’t understand exactly where the market was, and what the customer wanted. As a result, in both cases, the acquisition weakened the brand.
51 Hallmark in France
Hallmark greeting cards have proven immensely popular in both the UK and the United States. Catering for every special occasion – from birthdays to weddings and from Mother’s Day to passing your driving test – the cards are sent by thousands of people every single day of the year.The signature (or ‘hallmark’) of Hallmark cards is the ‘special message’. The advantage of buying from Hallmark is that you don’t have to think about what to write – it is usually all written for you. ‘Thank you for being such a special daughter.’ ‘These birthday wishes are especially for you,’ and so on, normally followed by a rather sentimental poem inside. While this formula may be successful in many countries, it has not proved universal. For instance, when Hallmark tried to introduce their cards in France, no-one bought them as people preferred to write in the cards
themselves. Furthermore, the syrupy sentiment inherent within the preprinted messages did not appeal to the Gallic taste. After a few months Hallmark admitted defeat and withdrew its brand.
Lesson from Hallmark
_ Brands need to acknowledge cultural differences. Very few brands have been able to be transferred into different cultures without changes to their formula. Even Coca-Cola and McDonald’s vary their products for different markets.
Translation troubles
Often the problems inherent in international markets relate to translation trouble. The language of commerce may be one which everyone understands, but many businesses have made massive branding mistakes when trying to replicate the success of their advertising campaigns in markets where their native tongue isn’t spoken. Outlined below are just some of the biggest faux pas that have occurred through international marketing.
52 Pepsi in Taiwan
In order to keep a singular identity throughout the world, many companies stick with the same marketing campaign and brand message in every country. However, this occasionally creates difficulties. For instance, in Taiwan Pepsi’s advertising slogan ‘Come alive with the Pepsi generation’ was translated as ‘Pepsi will bring your ancestors back from the dead.’
53 Schweppes Tonic Water in Italy
In Italy, a promotional campaign for Schweppes Tonic Water failed when the product name was translated as ‘Schweppes Toilet Water’. Subsequent campaigns have had better results.
54 Chevy Nova and others
Of all products, cars have had the most translation problems. When people chuckled at General Motors’ Chevy Nova in Latin America, the automotive giant was perplexed. Until, that is, someone pointed out that ‘Nova’ means ‘It doesn’t go’ in Spanish. Then there was the Mitsubishi Pajero sport utility that caused embarrassment in Spain, where ‘pajero’ is slang for ‘masturbator’.Toyota’s Fiera car proved controversial in Puerto Rico, where ‘fiera’ translates to ‘ugly old woman’. Likewise few Germans were enthusiastic about owning Rolls-Royce’s ‘Silver Animal Droppings’ car. To the English speaking world it bears the more romantic name ‘Silver Mist’. And finally, Ford didn’t have the reception they expected in Brazil when their ‘Pinto’ car flopped. Then
they discovered that in Brazilian Portuguese slang, ‘pinto’ means ‘small penis’.
59 Clairol’s Mist Stick in Germany
When Clairol launched its ‘Mist Stick’ curling iron in Germany, the company apparently had no idea that ‘Mist’ was a slang term for manure. The company discovered that few women were crying out for a manure stick.
61 American Airlines in Mexico
When American Airlines decided to advertise the luxurious aspect of flying business class to their Mexican customers, they thought it would make sense to focus on the leather seats. They therefore used the slogan ‘fly in leather’ which, in Spanish, read ‘Vuelo en Cuero’. What the Spanish dictionary had neglected to inform them was that the phrase ‘en cuero’ is a slang term for‘in the nude’. It soon emerged that there was little demand for mile-high naturism among Mexico’s business flyers.
69 Planet Hollywood Big egos, weak brand
Celebrity endorsements can help greatly in boosting sales of a product or service. For instance, when Oprah Winfrey recommended books via her branded book club, they were guaranteed bestseller status. Some brands also benefit from having their founder evolve into a celebrity, à la Richard Branson.Then there are cases of celebrities turning their hand to business ventures. David Bowie lent his name to USABancshares.com, an Internet bank where you could get Bowie-branded cheque books and credit cards. Manchester United’s Sir Alex Ferguson was a shareholder at toptable.co.uk, a restaurant information and booking service. U2 own a hotel and a nightclub. Bill Wyman owned his own restaurant.
One of the most famous of these celebrity-backed ventures was the Hollywood-themed eaterie, Planet Hollywood. Boasting such high-profile investors as Bruce Willis, Demi Moore, Whoopi Goldberg, Arnold Schwarzenegger and Sylvester Stallone, the chain was guaranteed maximum exposure when it launched in 1991. The company expanded quickly and soon had nearly 80 restaurants worldwide. In 1999, however, the company went bankrupt and numerous restaurants were shut down.
‘Planet Hollywood has gone belly up,’ declared wine critic Malcolm Gluck in the Guardian. ‘Cows, vegetarians, food critics and assorted jealous restaurateurs will be rejoicing at the news that the most hyped chain of eateries in the history of cuisine has been roasted alive.’ As soon as the news
People failures 193 was out, Planet Hollywood lost even more customers and kept going in only
a few of its original locations, with help of new investors from Saudi Arabia who made a relatively modest investment in the company.
So how could a brand that had achieved such exposure flop within less than a decade?
Firstly, the company expanded too quickly, launching new restaurants before seeing a profit in its original venues. The original plan was to open 300 branches by 2003. Another factor was the food. Most people who eat out go because of the food, but Planet Hollywood never advertised this aspect of its business. In order to achieve long-term success, food or drink has to be the theme. Even McDonald’s is about the food, even if it’s the cost and convenience of it rather than the taste.
At best, Planet Hollywood attracted once-only visitors, lured by the novelty factor. ‘The magnet is purely that of being seen at such a place and seeing what other hip characters are there,’ wrote Malcolm Gluck. ‘The hope that one might catch a glimpse of the backers or the backers’ friends or celebrity hangers-on (who flock to the opening because of the chance of publicity and free food and drink but are never seen again).’ But this is not the basis upon which to build a long-term business with repeat custom, which any restaurant must have in order to survive, let alone expand. ‘It is great for tourists,’ said Richard Harden, co-editor of Harden’s London restaurant guides. ‘Or for those who want a day out with the kids. But it is a one-off. A case of “been there, done that”. There is no reason why the public should come back.’
Lessons from Planet Hollywood
_ Celebrity isn’t enough. ‘These bozos thought, cynically, it was enough to trade on their Hollywood backgrounds. Bad move, fellas,’ wrote Malcolm Gluck._ Word-of-mouth is crucial. Word-of-mouth is more important than advertising and media exposure when it comes to eating out.
_ The theme should be tied to the core product. Food, rather than an abstract notion of ‘Hollywood’, should have been the theme.
(adopted from Matt Heig “Brand failures”)
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