netrashetty
Netra Shetty
Avon Products, Inc. (NYSE: AVP) is a US cosmetics, perfume and toy seller with markets in over 140 countries across the world and sales of $9.9 billion worldwide as of 2007
of Malaysia’s sole casino named Casino de Genting. Casino de Genting is divided into various themed sections. Casino de Genting features international games including Roulette, Baccarat, Blackjack and Caribbean Stud Poker with jackpot machines and Las Vegas-style entertainment as added attractions. The casino also offers the latest gaming technology comprised of electronic table games and cashless gaming systems for its slot machines via its Starworld while also offering gourmet quality coffee through @Latté among others. Set in 20, 000 square feet, Casino de Genting is open everyday of the year. From 1980 onwards, players from different parts of the world such as US, Europe, Taiwan and Macau continued to visit Casino de Genting.
Asian casino industry is escalating, and is predicted to further develop in the succeeding years. Kaur (2004) emphasise that ‘only a few casinos in even fewer Asian countries have a monopoly on Asian gamblers’, stating that 85% of the legal casino industry is concentrated on countries as Philippines, Macau, South Korea and Malaysia.
In Malaysia in particular, the annual gaming revenue of the sole casino amounted to US$0.63 billion. There are conjectures that new casino licenses would be issued to a second player but the Genting group remains to be the sole casino operator in the place today and boasts for its Casino de Genting. Casino de Genting is located in the Genting Highlands, a mountain peak within the Titiwangsa Mountains. Casino de Genting opened at the same time as the Genting Resort. The establishment of the infrastructure was meant to rival any casino in Asia. Evidently, Casino de Genting faces no strict competition to date. Nonetheless, if other regions and neighboring countries will loosen up their anti-gambling laws and allow the building of casinos, Casino de Genting will face fierce rivalry through them.
2. Focus for the Study
2.1 Statement of the research topic
Such a case study, this project will analyse how Casino de Genting protects and promotes its corporate image especially in aspects of invoking interest among patrons and potential clients, creating share of mind, generating brand equity and therefore facilitating profitability. Further, the project will provide in-depth investigation of how the brand was communicated, how internal and external stakeholder perceived brand equity, how the brand is being measured and what the roles of marketing communications plan are in strengthening the brand. How Casino de Genting will combat the possibility of emerging competitors using sound and effective brand management strategies is the rationale behind the study.
2.2 Statement of the research objectives
This study purports to explore the extent to which a brand plays a role in the success of Casino de Genting as the only player in Malaysian casino industry. Through this study, it is also aimed to evaluate whether the brand management strategies of Casino de Genting proved to be profitable or there are areas of improvement. To understand why Casino de Genting remains to be an important element in the global casino industry is another aim of the project.
2.3 Initial understanding from several references
According to LePla and Parker (1999), communications for the brand is two-fold: build the brand internally and integrate it to general communications externally (p. 230). Brand communications commenced with revealing your brand which is done through an integrated branding process. Logically, the ‘how tos’ include the realization of the how company can sell on the integrated brand model; setting-up a brand team and identifying who should be on it; conducting a successful brand environment audit; developing a brand environment you can act upon; creating preliminary brand tools which can stimulate team thinking; facilitating successful brand meetings; developing and establishing a practical brand structure (pp. 101-125; 199) conducting brand planning and benchmarking.
In creating a brand-driven marketing, the company must begin with a strong naming strategy that reflects the promises of the brand. Communicating the brand means to use marketing communications vehicle. Since the goal of brand communications is conveying a brand message that strengthens the brand, the marketing communication plan must start with a creative brief or creative platform. A marketing communications plan is a design that incorporates brand meaning, visuals and messages in a logical, systematic way and must contain objectives and overall strategy
Finally, let’s look at some of the information we obtained on a factor the usual audience measures don’t tell you anything about: overlap. Figure 8 shows which did the best job reaching people who were not reached by other media. It has three sets of bars showing which media did the best job reaching those not reached by TV, radio and print respectively. In each case, it was OOH that reached the greatest number of those not reached by other media.
Looking at overlap another way, which of the media contributes the most when it is added to a mix of other media? Are there differences in synergy? Figure 9 shows one of the ways we measured that. It also shows another strength of the OOH Starbucks used in the summer of 2002, and the large sample that enabled us to look at sub-groups that had exposure to various combinations of media. When each of the media was added to a mix of the other media, one that included all possible combinations of the remaining media, the one that contributed the most, measured in terms of additional buyers, was OOH.
The advertising worked
So what did all of this mean to Starbucks and what conclusions can be reached from this type of research? First, it showed that virtually all of the Starbucks advertising worked. When people noticed any of it they ended up buying more of the summer drinks being advertising than people who didn’t notice the advertising. It also showed some of the advertising worked a lot better than other advertising. Here are a few examples of the conclusions we reached looking at the differences in how the advertising performed, and the diagnostics we had on that advertising.
• Reminding people of the appropriateness of Starbucks’ cold drinks during the summer worked well.
• Simply announcing what products were now available, and where, did not work as well.
• Simple illustrations of the drinks with palm trees, beaches and blue sky worked well.
• More complex “what is this?” graphics did not work as well.
• The depiction of gratification was critical. The results showed specifically what conveyed gratification and what didn’t.
• Starbucks’ green straws, featured in some advertising, produced mixed results.
• Limits need to be set on the amount spent on a single execution, and the results helped show where to set the limits. We found a number of cases where spending more did not produce more buyers.
In summary, we not only found we could directly compare the ROI of out-of-home with other media, we also found many of the factors driving the effectiveness of advertising in other media were having the same effects on our out-of-home advertising.
of Malaysia’s sole casino named Casino de Genting. Casino de Genting is divided into various themed sections. Casino de Genting features international games including Roulette, Baccarat, Blackjack and Caribbean Stud Poker with jackpot machines and Las Vegas-style entertainment as added attractions. The casino also offers the latest gaming technology comprised of electronic table games and cashless gaming systems for its slot machines via its Starworld while also offering gourmet quality coffee through @Latté among others. Set in 20, 000 square feet, Casino de Genting is open everyday of the year. From 1980 onwards, players from different parts of the world such as US, Europe, Taiwan and Macau continued to visit Casino de Genting.
Asian casino industry is escalating, and is predicted to further develop in the succeeding years. Kaur (2004) emphasise that ‘only a few casinos in even fewer Asian countries have a monopoly on Asian gamblers’, stating that 85% of the legal casino industry is concentrated on countries as Philippines, Macau, South Korea and Malaysia.
In Malaysia in particular, the annual gaming revenue of the sole casino amounted to US$0.63 billion. There are conjectures that new casino licenses would be issued to a second player but the Genting group remains to be the sole casino operator in the place today and boasts for its Casino de Genting. Casino de Genting is located in the Genting Highlands, a mountain peak within the Titiwangsa Mountains. Casino de Genting opened at the same time as the Genting Resort. The establishment of the infrastructure was meant to rival any casino in Asia. Evidently, Casino de Genting faces no strict competition to date. Nonetheless, if other regions and neighboring countries will loosen up their anti-gambling laws and allow the building of casinos, Casino de Genting will face fierce rivalry through them.
2. Focus for the Study
2.1 Statement of the research topic
Such a case study, this project will analyse how Casino de Genting protects and promotes its corporate image especially in aspects of invoking interest among patrons and potential clients, creating share of mind, generating brand equity and therefore facilitating profitability. Further, the project will provide in-depth investigation of how the brand was communicated, how internal and external stakeholder perceived brand equity, how the brand is being measured and what the roles of marketing communications plan are in strengthening the brand. How Casino de Genting will combat the possibility of emerging competitors using sound and effective brand management strategies is the rationale behind the study.
2.2 Statement of the research objectives
This study purports to explore the extent to which a brand plays a role in the success of Casino de Genting as the only player in Malaysian casino industry. Through this study, it is also aimed to evaluate whether the brand management strategies of Casino de Genting proved to be profitable or there are areas of improvement. To understand why Casino de Genting remains to be an important element in the global casino industry is another aim of the project.
2.3 Initial understanding from several references
According to LePla and Parker (1999), communications for the brand is two-fold: build the brand internally and integrate it to general communications externally (p. 230). Brand communications commenced with revealing your brand which is done through an integrated branding process. Logically, the ‘how tos’ include the realization of the how company can sell on the integrated brand model; setting-up a brand team and identifying who should be on it; conducting a successful brand environment audit; developing a brand environment you can act upon; creating preliminary brand tools which can stimulate team thinking; facilitating successful brand meetings; developing and establishing a practical brand structure (pp. 101-125; 199) conducting brand planning and benchmarking.
In creating a brand-driven marketing, the company must begin with a strong naming strategy that reflects the promises of the brand. Communicating the brand means to use marketing communications vehicle. Since the goal of brand communications is conveying a brand message that strengthens the brand, the marketing communication plan must start with a creative brief or creative platform. A marketing communications plan is a design that incorporates brand meaning, visuals and messages in a logical, systematic way and must contain objectives and overall strategy
Finally, let’s look at some of the information we obtained on a factor the usual audience measures don’t tell you anything about: overlap. Figure 8 shows which did the best job reaching people who were not reached by other media. It has three sets of bars showing which media did the best job reaching those not reached by TV, radio and print respectively. In each case, it was OOH that reached the greatest number of those not reached by other media.
Looking at overlap another way, which of the media contributes the most when it is added to a mix of other media? Are there differences in synergy? Figure 9 shows one of the ways we measured that. It also shows another strength of the OOH Starbucks used in the summer of 2002, and the large sample that enabled us to look at sub-groups that had exposure to various combinations of media. When each of the media was added to a mix of the other media, one that included all possible combinations of the remaining media, the one that contributed the most, measured in terms of additional buyers, was OOH.
The advertising worked
So what did all of this mean to Starbucks and what conclusions can be reached from this type of research? First, it showed that virtually all of the Starbucks advertising worked. When people noticed any of it they ended up buying more of the summer drinks being advertising than people who didn’t notice the advertising. It also showed some of the advertising worked a lot better than other advertising. Here are a few examples of the conclusions we reached looking at the differences in how the advertising performed, and the diagnostics we had on that advertising.
• Reminding people of the appropriateness of Starbucks’ cold drinks during the summer worked well.
• Simply announcing what products were now available, and where, did not work as well.
• Simple illustrations of the drinks with palm trees, beaches and blue sky worked well.
• More complex “what is this?” graphics did not work as well.
• The depiction of gratification was critical. The results showed specifically what conveyed gratification and what didn’t.
• Starbucks’ green straws, featured in some advertising, produced mixed results.
• Limits need to be set on the amount spent on a single execution, and the results helped show where to set the limits. We found a number of cases where spending more did not produce more buyers.
In summary, we not only found we could directly compare the ROI of out-of-home with other media, we also found many of the factors driving the effectiveness of advertising in other media were having the same effects on our out-of-home advertising.