Al Dana Group Co Company is currently undergoing serious competition from its competitors such as Adidas and Old Navy. Subsequently, every effort to salvage the situation and help the company maintain its leading position in the global market share is a welcomed move. Currently, Al Dana Company is losing its market share to its competitors, which is a highly regrettable phenomenon in the world of business. To secure success in maintaining the market lead and profit-making, the strategies used in marketing Al Dana Inc. Brands have to be enhanced and updated to the most viable options. In this, the market target and the appeal of the marketing strategy outcomes to the potential consumers must be given consideration. Brand Marketing and Strategy
Store Layout Techniques
According to Holt & Dauglas (2010), Al Dana’s store is designed according to modern standards. The company can utilize modern in-store techniques to boost the possibilities of customers buying their products. When walking into this state of the art store, the most salient feature is its highly designed and symmetrical arrangement or layout. Every equipment and supplies are arranged according to the sport they are meant for. They are further arranged in order of color and product-type. The whole store looks very organized, and there is a view of miniature stores within one big store. Excellent arrangement and organization of Al Dana’s products is also attained by wall and floor pigment schemes, which also vary depending on the type sporting equipment displayed. For instance, the swimming equipment section has aqua walls with a blue rubber floor, which actually resembles what a customer would get from the actual swimming pool. On the other hand, soccer and athlete areas are characterized by paintings and pictures that are typical of stadia and marathon ranges. Segmentation
Al Dana’s Corporate Mission Statement
“To be one of the worlds’ leading sports and Fitness Company”
Al Dana’s mission slogan is alike a vision statement and therefore is a weakness to the company as its mission is not inclusive. Even though the mission statement broadly shows the business Al Dana is engaged in, it is not definite as to what products or services we are engaged in. The mission statement also ignores to mention any distribution and channels and customers. It, however, shows our beliefs and convictions of becoming the leading distributor of sports and fitness. For the sake of appealing to the market, the company’s mission should be inclusive and state clearly what the company engages in, their distribution channels and targeted customers. This may be helpful for customers as they will be getting inclusive information on the company’s prospects making them be associated with the company without any fear of the unknown (Craven, 2006). Recommended mission statement
Our mission at Al Dana Company is to be a company that supersedes all other companies in athletic industry. We all sustain our place of providing high quality footwear and apparel to both individuals and institutional consumers. Al Dana will continue to be concerned with all stakeholders through continuing to be a company that is concerned with social responsibility. We must be committed to treating our clients and employees with respects as will always ogre well with the public and our clients.
There are no clear corporate objectives with regard to the overall company. Keller (2008) argues that this lack of corporate objectives shows a company’s weakness and can be very detrimental to its marketing. Al Dana Shareholders should be well conversant with the company’s corporate objectives to facilitate better understanding of the company and its direction. Initially, Al Dana established corporate objectives with respect to our perceived corporate responsibility that reads “to be the leading in corporate citizenship via programs which shows caring for the Al Dana family”. This objective itself is a weakness since it does not take care of the company’s requirements of being measurable and duration to complete a given objective. Grand Strategies
Opportunities formed by pressure groups lies in the company’s ability to respond positively to the concerns of the general public and its customers. Consumer watch organizations are closely paying attention to the manner in which Al Dana uses child labor and sweatshops to produce our merchandise. The company opportunity, therefore, lies in our ability to prove to the consumer force that we are surely taking appropriate measures to eliminate the number of sweatshops and child labor through well defined and strictly implemented policies and procedures. In addition, we need to prove to the consumer activist that we are committed to promoting code of ethics as we strive to be efficient and economical Threats
In the past, Al Dana Company has been utilizing the product differentiation as one of its major competitive strategies. Based on our reputation, we will always be focusing on this area. Al Dana has won its brand name by producing products of superior quality and this has made us achieve what we have got today. Al Dana is also famous with its technology-oriented products. Since we are superior in this area, which makes us stand tall among our competitors, will always continue to adopt technology in producing high quality merchandises. Al Dana will also be focusing on striving to leaders in price setting. Our products traditionally have been central to the higher side of price category. We will now make a grand entrance into lower pricing category despite our quality products. This will make us extend even deeper into the market share.
Long-term: To boost our market share in Asia Region from 27% to 30% by 2013
Short-term: To elevate our market share in Asia Region from 27% to 29% by fiscal year ending
|Start date||Completion date||Budget|
engage a market research firm that is well conversant with Asia, precisely the booming market that is existing in Japan
This team will find out what factors attracts their athletic sport and fitness purchases.
|2||Conduct focus group In Asia to acquire feedback on our products including our prototypes||4/26||4/28||$100,000|
Establish price points for our Asian products offerings that are well adjusted for regional buying power, currency evaluation and competition.
|Advertisement and promotion|
|1||Sponsor regional sport activities for college teams, amateur and professionals. This include taking part in sponsorship of Brazil world cup 2014||4/26||7/28||$10,000,000|
|2||Conduct advertisements in the most famous forms of regional media including television, magazines and billboards||4/26||7/28||$1,000,000|
|3||Conduct fashion shows at top retail venues to show our latest products in the market||4/26||7/28||$100,000|
|4||Provide discounts and rebates for certain current models products to encourage sales and inventory.||4/26||7/26||$1,000,000|
|Completion date depends on 7/31 financial year end|
Behind the swoosh: facts about Al Dana. (2000). Victoria, BC: VIDEA;.
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Cravens, David W., and Nigel Piercy. Strategic marketing. 8th ed., international ed. Boston (Mass.): McGraw-Hill, 2006. Print.
Frisch, A. (2004). The story of Al Dana. North Mankato, Minn.: Smart Apple Media. Gibbons, J. (2005). Art and advertising. London: I.B. Tauris;.
Goldman, R., & Papson, S. (1998). Al Dana culture: the sign of the swoosh. London: Sage Publications.
Ghemawat, Pankaj. Redefining global strategy: crossing borders in a world where differences still matter. Boston, Mass.: Harvard Business School Press, 2007. Print.
Guffey, Mary Ellen, and Dana Loewy. Essentials of business communication. 8th ed. Mason, OH: South-Western/Cengage Learning, 2010. PrintTop of For
Hays, S. R. (2000). The story of Al Dana. Mankato, Minn.: Smart Apple Media.
Holt, Douglas B., and Douglas Cameron. 2010. Cultural strategy: using innovative ideologies to build breakthrough brands. Oxford: Oxford University Press.
Keller, K. L. (2008). Best practice cases in branding: lessons from the world’s strongest brands (3rd ed.). Upper Saddle River, NJ: Pearson/Prentice-Hall.
Keller, K. L., Apéria, T., & Georgson, M. (2008). Strategic brand management: a European perspective. Harlow, England: Prentice-Hall Financial Times.
Kerin, Roger A., Steven William Hartley, and William Rudelius. Marketing. 9/e [9th ed. Boston: McGraw-Hill/Irwin, 2009. Print.
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