Uni Style Image - 一个精明的时尚品牌,蓄势待发

Q4 Social Sciences
Yukti Ahuja, Pooja Jain, Parul Gupta
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引用次数: 0

摘要

学习成果本案例研究涵盖了营销概念,包括营销组合,细分,目标和品牌定位和沟通。完成案例研究后,学生将能够理解细分和目标定位的重要性;认识到企业对企业(B2B)和企业对客户(B2C)之间的差异;在定位过程中,获取奇偶点和差点的知识;并检查营销组合的要素。案例概述/概要该案例围绕Uni Style Image (USI)的创始人兼董事Ashvinder Singh先生展开,他于1990年在德里的奥克拉(Okhla)开创了polo t恤业务。该品牌在全国范围内扩张,但从2010年开始,由于在线营销的兴起和来自全球时尚品牌的激烈竞争,USI面临着波动的需求。收入大幅下降,导致员工数量从300多名大幅缩减至2016-2017财年末的11名。2018年,辛格探索了B2B模式;然而,2020年新冠疫情的爆发对包括USI在内的许多中小服装企业造成了影响。在2021-2022财年,B2B部分占总收入的90%,但业务规模无法支付大量运营费用。尽管只有10%的收入来自B2C领域,但辛格希望利用在线空间。2022年9月,辛格关闭了他在德里国家首都地区诺伊达的工厂。在不确定性中,辛格探索了印度市场的各种机会。2023年,他甚至聘请了一家咨询公司,寻求营销方面的专业知识。他必须选择目标细分市场,制定定位策略,并以非常有限的资源创建有效的营销组合。本案例专为本科生和研究生设计,为营销组合、细分、定位和品牌传播等基本营销概念提供了宝贵的教学工具。它既可以用于市场营销的核心课程,也可以用于品牌管理、消费者行为、整合营销传播等选修课程。案例中提出的决策困境丰富了对这些概念的理解,使其成为营销教育的宝贵资源。补充材料教学笔记只供教育工作者使用。科目codeCSS 8:市场营销。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Uni Style Image – a savvy fashion brand poised to stay buoyant
Learning outcomes This case study covers marketing concepts, including marketing mix, segmentation, targeting and brand positioning and communication. After completion of the case study, the students will be able to understand the importance of segmentation and targeting; recognize the differences between business-to-business (B2B) and business-to-customers (B2C) segments; gain knowledge about the points of parity and points of difference while positioning; and examine the elements of a marketing mix. Case overview/synopsis The case centered around Mr. Ashvinder Singh, founder and director of Uni Style Image (USI), who initiated the polo T-shirt business in 1990 in Okhla, Delhi. The brand expanded across the country, but from 2010, USI faced fluctuating demand due to the rise of online marketing and intense competition from global fashion brands. Revenues dropped massively, leading to a significant downsizing from over 300 employees to just 11 by the end of fiscal year 2016–2017. In 2018, Singh explored the B2B model; however, the onset of the COVID-19 pandemic in 2020 impacted many small- and mid-sized apparel businesses, including USI. In the fiscal year 2021–2022, the B2B segment accounted for 90% of total revenue, but the business size could not cover significant operating expenses. Despite only 10% of revenue coming from the B2C segment, Singh wanted to leverage the online space. In September 2022, Singh closed his factory in Noida, National Capital Region, Delhi. Amid the uncertainty, Singh explored various opportunities in the Indian market. In 2023, he even engaged a consultancy for expertise in marketing initiatives. He had to choose the target segment/s, develop a positioning strategy and create an effective marketing mix with very limited resources. Complexity academic level This case is designed for undergraduate and postgraduate students, offering a valuable teaching tool for essential marketing concepts, such as the marketing mix, segmentation, positioning and brand communication. It can be used in both core marketing courses and elective courses like brand management, consumer behavior and integrated marketing communication. The decision dilemma presented in the case enriches the understanding of these concepts, making it a valuable resource for marketing education. Supplementary materials Teaching notes are available for educators only. Subject code CSS 8: Marketing.
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来源期刊
Emerald Emerging Markets Case Studies
Emerald Emerging Markets Case Studies Social Sciences-Education
CiteScore
0.30
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104
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