You are on page 1of 28

Marketing Plan: Winners

Company
Group Members: Mina Raafat Eshak ,
Mina Nessem Ayad , Michel Soliman
Fawzy , Melad Magdy Nasef , Mina
Nagy Yonan , Mostafa Mohamed Abd-
Elbaky , Mai Mohamed abdelaziz , Nour
eldin ahmed rashed , Mai abd el razak ,
nahla ebrahim ,Nada hamed

-10 .1

-11 .2

.3
.4
.5
.6
.7
.8
.9
Executive Summary
The Winners Company is preparing to launch a new
line of nanotechnology shoe Called NeverWet.
Although the shoes market is maturing, the
nanotechnology products category is still growing.
NeverWet will be positioned by the slogan Expect
moreindicating that the brand offers more in the
way of desirable product features and benefits at a
competitive price. Winners is taking advantages:
Company and Product Attention
A product launch generates attention. When
Winners issue a press release that gets published.
People read about Winners new product and, at the
same time. Learn about or get introduced to
Winners. People often click through to Winners
website when reading the story online to learn more
about the product; potential customers might read
up on Winners, especially if it is relatively unknown.
This attention can lead to a larger customer base and
more sales for both the new product and other of
Winners products.

Increase Revenue
When Winners launch a new product successfully
and it sells well, it can cover the development and
launch costs -- generating a profit for Winners. If the
product is evergreen -- something that people will
need or use for a long time -- the revenue stream
that begins with the product launch can be
consistent for many years

Company Reputation
If Winners newly launched product sells well or fills
an unaddressed consumer need -- particularly one
ignored by other companies Winners can become
an industry leader with a reputation for developing
industry-changing products and bringing them to
market. When consumers or target customers trust
Winners, Winners next product launch is likely to
sell well initially, based on the success of Winners
previous product and Winners overall company
reputation.
New Business Relationships
A product launch can generate new partnerships or
business relationships. If Winners company is a
startup, a successful product launch can lead to
larger companies making offers to acquire Winners
company. Others might want to invest in Winners
company, based on Winners new product, or might
want to form a business relationship to sell Winners
product to more people in a revenue-sharing model.
NeverWet will target similar Generation Y who are
maturing and Looking for an alternative shoe product
that have more features like NeverWet
Nanotechnology presents.
The Primary marketing objective is to
achieve first-year E.G. sales of $15 million,
Roughly 2 percent of the enhanced shoe market.
Based on this market share goal, the company
expects to sell more than 20 million units the first
year and break even in the final period of the year.
Current Marketing Situation
Founded in 2015, The Winners Company Found
success primarily by using nanotechnology in such
products likes NeverWet shoes.
Its NeverWet brand hit the market with special
colorful
Changeable shoe with special spray makes it
waterproof.
Competition is more intense now than ever as
demand slows, industry consolidation
Continues, and new types of shoes emerge The E.G.
market is dominated by three global corporations.
With a portfolio of 8 brands including (Puma, Adidas,
Nike , Ralph Lauren,Timberland, ZARA, bershka, pull
and bear, jack and jones) zara and pull and bear
leads the market for Plain For the wear market,
However, when
All subcategories of shoes are included, Nike and
Adidas leads the market with a 54 percent share, to
break into this market, dominated by huge global
corporations and littered with
Dozens of other small players,
Winners must carefully target specific segments with
Features and benefits valued by those segments.
Market Description
The shoe market consists of different types of shoes.
The Line-up
, Wingtips, Suede Oxford wingtips, Loafers,
Moccasins, Boat Shoes, Sneakers, Trainers, Boots,
Chelsea, Combat, Hiking, Hybrid Boots, Although
these different types of shoes are sold as consumer
products
Although some consumers may not perceive much of
a difference between brands, others are drawn to
specific product features and benefits provided by
different brands. For example, some consumers may
perceive Adidas or Nike as a shoes same alike
nothing different like materials used to made each
shoe some may look at adidas as a sport shoes brand
and better than Nike because The Barcalona forward
and super star and the legend in football Lionel Messi
present it, In the other direction some may look at
Nike as a sport shoes brand and better than adidas
because The Real Madrid Forward and super star
Christiano Ronaldo present it
Winners market for NeverWet consists of consumers
of single-serving-sized shoes who are looking for a
waterproof shoes and colorful changeable
nanotechnology treated availability means that white
shoes still white in Egypt
Specific segments that Winners will target during
the first year include athletes, the health conscious,
the socially responsible, and Millennials who favor
independent corporations. The NeverWet brand has
established a strong base of loyal customers,
primarily among Millennials. This generational
segment is becoming a prime target as it matures
and seeks alternatives to nanotechnology products
Table A1.1 shows how NeverWet addresses the
needs of targeted consumer segments.
Product Review
Winners new line of nanotechnology shoe Called
NeverWet offer the following features:
Different sizes and colors of shoes
Light in the bottom of the shoes when it goes
dark
Nanotechnology absorbs dirt, water , alcohol, fire,
electricity
Changeable color by hot water or by the blood
pressure
Affordable price and different shoes types
available
Low weight
highest quality for lowest price
customer services after sale available
exchange product after sale available
design special edition by order from our website
is available

Competitive Review
as sales of shoes entered a strong growth in the past ten years, The category
began to expand. In addition to the various designs and quality of shoes, new
features emerged. These
Table A1.1 | Segment Needs and Corresponding Features/Benefits of NeverWet
Targeted Customer Corresponding
Segment Need Features/Benefits
Athletes Safety High resistance from shocks
Easy To Wear High quality that offer best agility
Optimum Size Suitable shoes
Max
Performance
Health Foot care
conscious Bacterial proof
Dirt Proof
Treat Blood pressure
Antibacterial Comfortable shoes for who have injuries
Shoes always have good smell
Avoid
harmful
chemicals
and
additives Water Proof with new nanotechnology fabrics
Fire resistance
Order special edition from our website
Millennials Best customer service
Counter-culture Change shoes colors with heat water
attitude Shoes will change her color depend in your
Unique and mood
different
product
features
Life style shoes
Well-Designed High Technology merged with nanotechnology
shoes Suit all customers need or want
High Technology 100 percent safe shoes from any harmful
effect
Best Use for
technology
in shoes
Provide the
best foot
care
Heat system
in low
weather
degrees
Included nanotech shoes such as NeverWet as well as normal
shoes and branded one nanotech shoes emerged to bridge the
gap of a lot customer needs
And best use of technology people was want shoes like dont get
harmed and like be designed and unique and colorful people need
shoes that have water proof
And safety and have more features than they think so Winners
company look at that segment that no one will look and try to
improve and work how they will deliver best customer value and
how people will think when they perceive product value so
Winners company look and seek for smaller brand but in a good
market position that will create a competitive environment
although there is indirect competition with competitors by all types
of shoes and try to develop new kind of shoes that can compete
with nanotech shoes with this new features and customer perceive
value of our product we believe that it just matter of time till our
product will be the 1st competitor Pricing for this product is
consistent across brands and varies by type of retail outlet, with
convenience stores typically charging more than grocery stores
Nike: Inc was founded by blue ribbon sports by bill bowermna
and phil knight in 1964, it officially became Nike, lnc. On May
30th 1971.
Nike is an American multinational corporation that is engaged
in the design, development, manufacturing and worldwide
marketing and accessories and services. It is one of the
worlds largest suppliers of athletics shoes and apparel as well
as a manufacturer of sports equipment, with revenue in
excess of US$24.1 billion in its fiscal year 2012(ending
May31,2012 ) as of 2012, it employed more than 44,000
people worldwide
Adidas: was founded in 1924 in Germany by two bothers Adi
and Rudolf Dassler. The company was first named Dassler
shoes and later became Adidas. By the Dassler shoes being
seen in the Olympics this really helped the company get its
name known. However, in 1948 Rudolf Dassler leaves to start
his own company which is now known as Puma. Once Rudolf
left his brother came up with the famous three stripes logo
and changed the name to Adidas.
The 3 stripes were created to keep the foot stable, but ended
up being the logo. Throughout the years Adidas was seen in
the Olympics, and it was the leading brand making their shoes
highly sought after by Olympic athletes. In 1978, Adi Dassler
passed at age 78 and his wife Kathe ran the company. Six
years later Kathe passed and the company was left for their
son Horst Dassler to run, and three years later Horst passed at
age 51. After Horsts death Adidas ran into some major
financial problems, and later Bernard Tapie comes to make an
attempt to save the company.
Puma: Founded in Herzoge Founded in Herzogenaurach, Germany in 1948, PUMA is one of
the worlds largest providers of Sportlifestyle footwear, apparel and accessories. The PUMA Group
owns the brands PUMA, Cobra Golf and Tretorn. The company distributes its products in mo
Founded in Herzogenaurach, Germany in 1948, PUMA is one of the worlds largest providers of
Sportlifestyle footwear, apparel and accessories. The PUMA Group owns the brands PUMA, Cobra
Golf and Tretorn. The company distributes its products in more than 120 countries and employs
more than 9,000 people worldwide. It is committed to working in ways that contribute to the
world by supporting Creativity, Sustainability and Peace, and by staying true to the principles of
being Fair, Honest, Positive and Creative in decisions made and actions taken.

Over the years, PUMA has stayed true to its four cornerstones: heritage, sport, technological
innovation and design. The brand is focusing on bringing distinctive designs and a global outlook
to each product range by blending influences of sport, lifestyle and fashion. This fusion is known
as Sportlifestyle. PUMA views sport as a philosophy on life one that emphasizes fitness,
wellness and simply living an active life. Since Sport can be different things to different people,
PUMA approaches it in a greater-lifestyle context, while not compromising performance. This is
exactly what the brand means when it speaks of Sportlifestyle.


In 1993, at the age of thirty, Jochen Zeitz was appointed chairman & CEO. Zeitz has
Spearheaded and held primary responsibility for the worldwide restructuring of PUMA,
which was in financial difficulties at the time. He reached the first major milestone within
his first year as CEO, when PUMA delivered its first profitable performance since 1986,
posting consolidated sales of 210 million Euros with an EBIT of 23 million Euros in 1994. In
2009, PUMA reached net earnings of 128 million Euros and consolidated sales of 2.5 billion
Euros. The share price rose from 8.6 Euros in 1993 to an all time high of 350 Euros in April
2007. Zeitz managed to turn PUMA from a low price brand into a premium Sportlifestyle
company and one of the top 3 brands in the sporting good industry by sticking to a long-
term development plan that he introduced in 1993. In 2007, French luxury group PPR, one
of the worlds top fashion and retail companies, acquired more than 60 percent of PUMA.
With the support of PPR, PUMA plans to strengthen its position as the leading company in
the Sportlifestyle market with a continued focus on long-term sustainable growth.

With the objective of being "The Most Desirable and Sustainable Sportlifestyle Company,
PUMA's position as one of the few, true multi-category brands is to be strengthened and
the opportunities offered by the sportlifestyle market are to be systematically exploited in
all categories and regions. As a multi-category supplier, PUMA is active in categories and
business fields/divisions that suit its unique brand positioning, and in which permanent
value increases can be achieved for the company. PUMAVision forms the guiding principle
for PUMA and their global partnerships and commitments. It combines the concepts and
initiatives of PUMA with respect to entrepreneurial sustainability and social
responsibility. The four principles of PUMAVision, fair, honest, positive and creative
constitute the compass of their company, employees, partners and target groups with
respect to all their decisions. PUMAVision reflects their vision of a better world - a world
that is more peaceful, safer, and more creative than the world that we know today.re than
120 countries and employs more than 9,000 people worldwide. It is committed to working
in ways that contribute to the world by supporting Creativity, Sustainability and Peace, and
by staying true to the principles of being Fair, Honest, Positive and Care Founded in
Herzogenaurach, Germany in 1948, PUMA is one of the worlds largest providers of
Sportlifestyle footwear, apparel and accessories. The PUMA Group owns the brands PUMA,
Cobra Golf and Tretorn. The company distributes its products in more than 120 countries
and employs more than 9,000 people worldwide. It is committed to working in ways that
contribute to the world by supporting Creativity, Sustainability and Peace, and by staying
true to the principles of being Fair, Honest, Positive and Creative in decisions made and
actions taken.

Over the years, PUMA has stayed true to its four cornerstones: heritage, sport,
technological innovation and design. The brand is focusing on bringing distinctive designs
and a global outlook to each product range by blending influences of sport, lifestyle and
fashion. This fusion is known as Sportlifestyle. PUMA views sport as a philosophy on life
one that emphasizes fitness, wellness and simply living an active life. Since Sport can be
different things to different people, PUMA approaches it in a greater-lifestyle context, while
not compromising performance. This is exactly what the brand means when it speaks of
Sportlifestyle.

In 1993, at the age of thirty, Jochen Zeitz was appointed chairman & CEO. Zeitz has
Spearheaded and held primary responsibility for the worldwide restructuring of PUMA,
which was in financial difficulties at the time. He reached the first major milestone within
his first year as CEO, when PUMA delivered its first profitable performance since 1986,
posting consolidated sales of 210 million Euros with an EBIT of 23 million Euros in 1994. In
2009, PUMA reached net earnings of 128 million Euros and consolidated sales of 2.5 billion
Euros. The share price rose from 8.6 Euros in 1993 to an all time high of 350 Euros in April
2007. Zeitz managed to turn PUMA from a low price brand into a premium Sportlifestyle
company and one of the top 3 brands in the sporting good industry by sticking to a long-
term development plan that he introduced in 1993. In 2007, French luxury group PPR, one
of the worlds top fashion and retail companies, acquired more than 60 percent of PUMA.
With the support of PPR, PUMA plans to strengthen its position as the leading company in
the Sportlifestyle market with a continued focus on long-term sustainable growth.

With the objective of being "The Most Desirable and Sustainable Sportlifestyle Company,
PUMA's position as one of the few, true multi-category brands is to be strengthened and
the opportunities offered by the sportlifestyle market are to be systematically exploited in
all categories and regions. As a multi-category supplier, PUMA is active in categories and
business fields/divisions that suit its unique brand positioning, and in which permanent
value increases can be achieved for the company. PUMAVision forms the guiding principle
for PUMA and their global partnerships and commitments. It combines the concepts and
initiatives of PUMA with respect to entrepreneurial sustainability and social
responsibility. The four principles of PUMAVision, fair, honest, positive and creative
constitute the compass of their company, employees, partners and target groups with
respect to all their decisions. PUMAVision reflects their vision of a better world - a world
that is more peaceful, safer, and more creative than the world that we know today.tive in
decisions made and actions taken.

Over the years, PUMA has stayed true to its four cornerstones: heritage, sport,
technological innovation and design. The brand is focusing on bringing distinctive designs
and a global outlook to each product range by blending influences of sport, lifestyle and
fashion. This fusion is known as Sportlifestyle. PUMA views sport as a philosophy on life
one that emphasizes fitness, wellness and simply living an active life. Since Sport can be
different things to different people, PUMA approaches it in a greater-lifestyle context, while
not compromising performance. This is exactly what the brand means when it speaks of
Sportlifestyle.

In 1993, at the age of thirty, Jochen Zeitz was appointed chairman & CEO. Zeitz has
Spearheaded and held primary responsibility for the worldwide restructuring of PUMA,
which was in financial difficulties at the time. He reached the first major milestone within
his first year as CEO, when PUMA delivered its first profitable performance since 1986,
posting consolidated sales of 210 million Euros with an EBIT of 23 million Euros in 1994. In
2009, PUMA reached net earnings of 128 million Euros and consolidated sales of 2.5 billion
Euros. The share price rose from 8.6 Euros in 1993 to an all time high of 350 Euros in April
2007. Zeitz managed to turn PUMA from a low price brand into a premium Sportlifestyle
company and one of the top 3 brands in the sporting good industry by sticking to a long-
term development plan that he introduced in 1993. In 2007, French luxury group PPR, one
of the worlds top fashion and retail companies, acquired more than 60 percent of PUMA.
With the support of PPR, PUMA plans to strengthen its position as the leading company in
the Sportlifestyle market with a continued focus on long-term sustainable growth.

With the objective of being "The Most Desirable and Sustainable Sportlifestyle Company,
PUMA's position as one of the few, true multi-category brands is to be strengthened and the
opportunities offered by the sportlifestyle market are to be systematically exploited in all
categories and regions. As a multi-category supplier, PUMA is active in categories and business
fields/divisions that suit its unique brand positioning, and in which permanent value increases
can be achieved for the company. PUMAVision forms the guiding principle for PUMA and their
global partnerships and commitments. It combines the concepts and initiatives of PUMA with
respect to entrepreneurial sustainability and social responsibility. The four principles of
PUMAVision, fair, honest, positive and creative constitute the compass of their company,
employees, partners and target groups with respect to all their decisions. PUMAVision reflects
their vision of a better world - a world that is more peaceful, safer, and more creative than the
world that we know today.naurach, Germany in 1948, PUMA is one of the worlds largest
providers of Sportlifestyle footwear, apparel and accessories. The PUMA Group owns the brands
PUMA, Cobra Golf and Tretorn. The company distributes its products in more than 120 countries
and employs more than 9,000 people worldwide. It is committed to working in ways that
contribute to the world by supporting Creativity, Sustainability and Peace, and by staying true to
the principles of being Fair, Honest, Positive and Creative in decisions made and actions taken.

Over the years, PUMA has stayed true to its four cornerstones: heritage, sport, technological
innovation and design. The brand is focusing on bringing distinctive designs and a global outlook
to each product range by blending influences of sport, lifestyle and fashion. This fusion is known
as Sportlifestyle. PUMA views sport as a philosophy on life one that emphasizes fitness,
wellness and simply living an active life. Since Sport can be different things to different people, P
UMA approaches it in a greater-lifestyle context, while not compromising performance. This is
exactly what the brand means when it speaks of Sportlifestyle.
low price brand into a premium Sportlifestyle company and one of the top 3 brands in the
sporting good industry by sticking to a long-term development plan that he introduced in 1993.
In 2007, French luxury group PPR, one of the worlds top fashion and retail companies, acquired
more than 60 percent of PUMA. With the support of PPR, PUMA plans to strengthen its position as
the leading company in the Sportlifestyle market with a continued focus on long-term sustainable
growth.

With the objective of being "The Most Desirable and Sustainable Sportlifestyle Company,
PUMA's position as one of the few, true multi-category brands is to be strengthened and the
opportunities offered by the sportlifestyle market are to be systematically exploited in all
categories and regions. As a multi-category supplier, PUMA is active in categories and business
fields/divisions that suit its unique brand positioning, and in which permanent value increases
can be achieved for the company. PUMAVision forms the guiding principle for PUMA and their
global partnerships and commitments. It combines the concepts and initiatives of PUMA with
respect to entrepreneurial sustainability and social responsibility. The four principles of
PUMAVision, fair, honest, positive and creative constitute the compass of their company,
employees, partners and target groups with respect to all their decisions. PUMAVision reflects
their vision of a better world - a world that is more peaceful, safer, and more creative than the
world that we know today.

Despite the strong competition, NeverWet believes it can create a


relevant brand image
and gain recognition among the targeted segments. The brand
offers strong points of
Differentiation with higher and unique features it can establish a
competitive advantage that will allow NeverWet to grow in the
market.
Table A1.2 shows a sample of competing products.
Channels and Logistics Review
The purchase of Shoes by Nike left a huge hole in the independent
distributor
system. NeverWet will be distributed through an independent
distributor to a network
of retailers in Egypt. This strategy will avoid some of the head-on
competition

Competitor Brand Features


All the football shoes
Puma Sport available at Puma have a
very high grip on the
Shoes region of the ankle. The
football shoes support
the ankle very well and a
person does not feel
uncomfortable in those
shoes. These shoes also
provide a very good grip
on the ball while the play
goes on
Nike Sport
Shoes Technology in products-
historically had some of the
most cutting-edge products
on the market . E.G. Nike+
Ipod this technology allows
consumers to connect their
iPod devices to sensors
inside the shoes to record
time, distance, pace, and
calories burned

Adidas Sport Shoes


One of the few competitive
advantages that Adidas has
is its distribution network,
its product quality and its
brand equity. Globally it has
2400 stores accounting $4.3
billion business (2014 data).
In order to associate itself
with the community it has
sponsored many world sport
events such as FIFA, UEFA,
NBA, Cricket & Olympics. At
the same time, over the
years Adidas has been
known to give the best
products in the market
which are always
comfortable, beyond normal
and long lasting.
for shelf space with the Nike and Shoes brands and will also
directly target
Likely NeverWet customers. As with the rollout of the core puma brand, this
strategy will
Focus on Promotions and social marketing and in retail locations that will
exclusively hold NeverWet. These retailers
include:

Carrefour : will include exclusive promotions and discount and


brand awareness
Souq.com: since online shopping is increasing since 2013
Winners believes that the best place to launch is the internet
CityStars: brand campaign will start from their with the new
features of neverwet

As the brand gains acceptance, channels will expand into larger grocery
chains, convenience
Stores and unique locations relevant to the target customer segment.

Strengths, Weaknesses, Opportunities, and


Threat Analysis
NeverWet has several powerful strengths on which to build,
but its major weakness is lack of brand awareness and
image. Major opportunities include a growing market and
consumer trends targeted by NeverWet product traits.
Threats include barriers to entry posed by limited retail
space, as well as image issues for the bottled water
industry.
Table A1.3 summarizes NeverWet main strengths,
weaknesses, opportunities, and threats.
Strengths
NeverWet can rely on the following important strengths:
1. Premium quality: NeverWet with the nanotechnology
NeverWet is the best quality offered in market maintain the
best advantage in the Egy market and best customer
service
2. Superior customer value: create a long-term customer
relationship by improve and maintain customer channels to
achieve the highest customer satisfaction This success was
achieved by starting small and focusing on gaps in the
marketplace.

3. Technology: with new features that nanotechnology


provided thats added a competitive advantage and by new
options that our company offers you can now order special
order from our website
4. Antiestablishment image. The big brands have
decent products and strong distribution relationships. But
they also carry the image of the large, corporate
establishments. Winners has achieved success with an
underdog image while remaining privately held. Nike and
Adidas were built on this same image, but both are now
owned by major multinational corporations.
Weaknesses
1. Lack of brand awareness. As an entirely new brand,
NeverWet will enter the market with limited or no brand
awareness. The affiliation with Shoes will be kept at a
minimum in order to prevent associations between
NeverWet and other brands. This issue will be addressed
through promotion and distribution strategies.
2. Limited budget. As a new company, Winners has much
smaller funds available for promotional and research
activities we cannot take risks in the beginning

Opportunities
1. Growing market. Although growth in the overall market
for Nano technology has slowed to some extent, its current
rate of growth in the 5 percent range is relatively strong
among shoe categories. Enhanced shoes with
nanotechnology now is almost more demanded in shoes
factories and maintain more abilities than normal shoes
2. Competitive advantage: using nanotechnology has a big
major advantage because you will have more features than
competitors so you will achieve more customer satisfaction
3. Customer Demand Segment: in this segment NeverWet
target the most demand wants and what customer needs
to fit the best product produced and best quality maintain
4. Antiestablishment image. Millennials (born between
1977 and 2000) maintain a higher aversion to mass
marketing messages and global corporations than do Gen
Xers and Baby Boomers.
Threats
1.Rumors: competitors will try to make NeverWet not get
trusted by consumers so they will maintain rumors like
videos of copied product not doing our promises or
features that we hope that it delivered as its our
promise to our consumers
2.Costs: since the aggregate demand in nanotechnology
is increasing dramatically that will increase the cost of
producing NeverWet uses special and high quality ,best
nanotechnology maintain that will provide the highest
quality available

Table A1.3 | NeverWet Strengths, Weaknesses,


Opportunities, Threats
Objectives and Issues
Winners has set aggressive but achievable objectives for
NeverWet for the first and second years of market entry.
First-Year Objectives
During the initial year on the market, Winners aims for
NeverWet to achieve a 20 percent share of the Shoes
market, or approximately 40 million Egyptian pounds in
sales, with breakeven achieved in the final period of the
year. With an average retail price of 200 Egyptian pounds,
that equates with a sales goal of 200,000 shoes.
Second-Year Objectives
During the second year, Winners will unveil additional
Shoes features, including
The Cooling Effect in shoes and we launch in the 2nd
quarter of the 2nd year called summer shoes. The second-
year objective is to double sales from the first year, to
80 million Egyptian pounds Issues
In launching this new brand, the main issue is the ability to
establish brand awareness and a meaningful brand image
based on positioning that is relevant to target customer
segments.
Winners company will invest in nontraditional means of
promotion to accomplish these goals and to spark word-of-
mouth. Establishing distributor and retailer relationships
will also be critical in order to make the product available
and provide point-of-purchase communications.
Brand awareness and knowledge will be measured in order
to adjust marketing efforts as necessary.

Marketing Strategy
NeverWets marketing strategy will involve developing a
more for the same positioning Based on extra benefits
for the price. The brand will also establish channel
differentiation, as it will be available in locations where
major competing brands are not. The primary target
segment is Millennials. This segment is comprised of
tweens (ages 10 to 12), teens (13 to 18), and young adults
(19 to 33). NeverWets will focus specifically on the young
adult market. Subsets of this generational segment include
athletes, the health conscious, and the High Technology
Positioning
NeverWet will be positioned on an Expect more value
proposition. This will allow for differentiating the brand
based on product features (expect more clean and
comfortable shoes and all Nanotechnology features ),
desirable benefits (expect shoes weight like air), and
values (do more for a social cause). Marketing will focus on
conveying that NeverWet is more than just a Shoes: It
gives customers much more for their money in a variety of
ways.
Product Strategy
NeverWet will be sold with all the features described in the
Product Review section. As Awareness takes hold and retail
availability increases, more varieties will be made
available.

A color mood change shoes version will be added to the


product line, providing a blood pressure sensor and
warning clock for blood pressure line by consumers.
Winners considerable experience in brand-building will be
applied as an integral part of the product strategy for
NeverWet. All aspects of the marketing mix will be
consistent with the brand.
Pricing
There is little price variation in shoes category, particularly
among leading brands. For this reason, NutriWater will
follow a competition-based pricing strategy. Given that
NeverWet claims superior quality, it must be careful not to
position itself as a lower cost alternative. Manufacturers do
not quote list prices on this type of Shoes, and prices vary
considerably based on type of retail outlet and whether or
not the product is refrigerated.
Regular prices for single Shoes of competing products are
as low as 385 Egyptian pounds in discount-retailer stores
and as high as 3500 Egyptian pounds in convenience
stores. Because NeverWet will not be targeting discount
retailers and convenience stores initially, this will allow
Winners to set prices at the average to higher end of the
range for similar products in the same outlets. For seller
chains, this should be approximately 789 Egyptian pounds,
with that price rising to 818 Egyptian pounds at Carrefour
and city stars, where prices tend to be higher.
Distribution Strategy
Based on the information in the Channels and Logistics
Review, NeverWet will employ a selective distribution
strategy with well-known regional Sellers, Carrefour, and
citystars. This distribution strategy will be executed
through a network of independent Shoes distributors, as
there are no other major brands of Sport Shoes following
this strategy. Winners gained success for its
Nanotechnology shoes line Using this method. It also
placed banners with the brand logo in truly unique venues
such as Carrefour, city stars, fashion stores; and
Music storesplaces that would expose the brand to target
customers. Then, the NeverWet brand expanded by getting
contracts with retailers such as Carrefour and city stars.
This same approach will be taken with NeverWet will
starting big since its have big advantage in competing will
lead a high rate of customer satisfaction, then
Expanding into larger chains. NeverWet will not target all
the same stores used originally by Winners company, as
many of those outlets were unique to the positioning and
target customer for the sport shoes brand.
Marketing Communication Strategy
As with the sport shoes brand, the marketing
communication strategy for NeverWet will not follow a
strategy based on traditional mass-communication
advertising. Initially, there will be no broadcast or print
advertising. Promotional resources for NeverWet will
focus on three areas:
Online and mobile marketing. The typical target
customer for NeverWet spends more time online than with
traditional media channels. A core component for this
strategy will be building Web and mobile brand sites and
driving traffic to those sites by creating a presence on
social networks, including Facebook, Google+, and Twitter.
The
NeverWet brand will also incorporate location-based
services by Foursquare and Facebook to help drive traffic
to retail locations. A mobile phone ad campaign will
provide additional support to the online efforts.
Trade promotions. Like the Nike sport shoes brand,
NeverWets success will rely on relationships with retailers
to create product awareness and knowledge This push
marketing strategy will combine with the other pull
strategies.
Event marketing. NeverWet will deploy teams in
brand-labeled RVs to distribute product samples at events
such as skiing and snowboarding competitions, golf
tournaments, and concerts.
Marketing Research
To remain consistent with the online promotional approach,
as well as using research methods
that will effectively reach target customers, Winners
company will monitor online discussions via services such
as Radian6. In this manner, the company will gauge
customer perceptions of the brand, the products, and
general satisfaction. For future development of the product
and new distribution outlets, crowdsourcing methods will
be utilized.

Action Programs
NeverWet will be introduced in February. The following are
summaries of action programs
That will be used during the first six months of the year to
achieve the stated objectives.
January. Chill Beverage representatives will work with both
independent distributors
and retailers to educate them on the trade promotional
campaign, incentives, and advantages
for selling NeverWet. Representatives will also ensure that
distributors and retailers are educated on product features
and benefits as well as instructions for displaying point-of-
purchase materials and coolers. The brand Web site and
other sites such as
Facebook will present teaser information about the product
as well as availability date sand locations. Buzz will be
enhanced by providing product samples to selected
product reviewers, opinion leaders, influential bloggers,
and celebrities.
February. On the date of availability, product coolers and
point-of-purchase displays will be placed in retail locations.
The full brand Web site and social network campaign will
launch with full efforts on Facebook, Google+, and Twitter.
This campaign will drive the Expect more slogan, as well
as illustrate the ways that NeverWet delivers more
Than expected on product features, desirable benefits, and
values by donating to Vitamin Angels and the social cause
of battling vitamin deficiency in children.
March. To enhance the online and social marketing
campaign, location-based services Foursquare
and Facebook Places will be employed to drive traffic to
retailers. Point-of-purchase
displays and signage will be updated to support these
efforts and to continue supporting
retailers. The message of this campaign will focus on all
aspects of Expect more.
April. A mobile phone ad campaign will provide additional
support, driving Web traffic to the brand Web site and
social network sites, as well as driving traffic to retailers.
May .a trade sales contest will offer additional incentives
and prizes to the distributors
and retailers that sell the most NeverWet during a four-
week period.
June. An event marketing campaign will mobilize a team of
NeverWet representatives in NeverWet RVs to concerts and
sports events. This will provide additional visibility for the
brand as well as giving customers and potential customers
the opportunity to sample products.
Controls
Winners is planning tight control measures to closely
monitor product quality, brand Awareness, brand image,
and customer satisfaction. This will enable the company to
react quickly in correcting any problems that may occur.
Other early warning signals that will be monitored for signs
of deviation from the plan include monthly sales (by
segment and
channel) and monthly expenses. Given the markets
volatility, contingency plans are also in place to address
fast-moving environmental changes such as shifting
consumer preferences, new products, and new
competition.