EXECUTIVE SUMMARY

-briefly reviews the plans hi ghl ights and objectives

The following marketing plan forms the basi s for the introduction of an innovative
new product by the Coca-Cola Company. The analysis allows us to outline the best strategiesto follow
for the achievement of the companys strategi c goals. Bubble Buzz will bemarketed as a
unique functional drink while striving to reinforce the companys status asthe leader in innovation
and successful product launches. The marketi ng strategies
wille n a b l e t o r e a c h a ma r k e t s i z e o f a n e s t i ma t e d 8 , 6 8 8 , 3 0 0 p e o p l e ( t a
r g e t e d ) wi t h a forecasted sales growth prospect of 7.3% over the next 4 years
($243,029.47 profits),while satisfying the needs of the still-unserved market for ready-to-
drink bubble tea. Success will be reflected by a sizeable capture of market shares within this market,
whiles t r a t e g i c a l l y
c a r r y i n g t h e c o mp a n y u p t o t h e t o p s p o t a s t h e ma r k e t l e a d e r i n t h e fu
nctional drinks segment of soft drinks. Export potential will be considered in China.


The purpose of this marketing plan is to analysis and identify the market plan of We love
Foreigner which will be created by Translation call centre and information for tourism Service
(TCCT) company. This service is an innovative and TCCT is the only one provider of this
service in Australian Market. This call centre provides the service in six significance languages
namely Japanese, Korean China, Spanish, Portuguese and France, called service language.

We love Foreigner provide diversify customer value depend on particular purpose of using it.
However main customer value of this service are reducing miscommunication, creating good
customer experience and more understanding in travel related information. The prospects
customers are categorized into two groups, business entity and individual. These two groups
create difference economic inflow to TCCT. Business entity will generate contract service
revenue, which accounts 90% of total revenue in first two years and reduce to 70% after that,
and individual customers will create income by purchasing translation card, accounts 10% of
total revenue in the first two year and increases to 30% later on. Moreover, after the first year
increasing 20% of total revenue is a reality expectation for each year.
Advertising and promotion are the most important factors to introduce this service to Australia
market. Basic time farm of advertising and promotion period are distributed into three period that
are pre-launching, first six months and second half of the first year. The promotion will be done
not only in Australia but also in our major countries that use our service language. The objective
of pre-launching is to increase service awareness. The first six months will carry on total
revenue to break even point which is AUD 415,700.

Cooperation of market research and control will bring TCCT to key of successes which are
understanding customers need and providing the best customer service.
Introduction
The NIVEA brand is one of the most recognised skin and beauty care brands in the
world. NIVEA creme was first introduced in 1911 and the NIVEA brand now extends to
14 product ranges worldwide from suncare to facial moisturisers, deodorant and shower
products.
In 1980 when Beiersdorf, the international company that owns NIVEA, launched its
NIVEA FOR MEN range internationally, it broke new ground with its aftershave balm
product. It was the first balm on the market that did not contain alcohol, which can
irritate the skin. It proved to be very popular with consumers.
In 1993, NIVEA FOR MEN developed a fuller range of male skincare products. This
reflected the growing social acceptance of these products with male consumers. The
brand was able to exploit its knowledge of the skincare market. The company's research
showed men mainly wanted skincare products that protected the face after shaving.
Men were willing to buy products that helped calm and soothe irritated skin caused by
shaving.
The NIVEA FOR MEN brand was launched in the UK in 1998. At that time total annual
sales of men's skincare products (facial and shaving preparations) in the UK were only
68 million with the male facial product sector worth only 7.3 million.
Sales of male skincare products have grown steadily since the launch of NIVEA FOR
MEN and the market in 2008 was worth over 117 million with male facial products
worth 49 million. NIVEA FOR MEN wanted to increase its share of the UK male
skincare market. This case study examines how NIVEA re-launched the NIVEA FOR
MEN range in 2008. This was part of its overall plan to develop the range in the UK. It
shows how the company developed a marketing plan for the relaunch and organised
its marketing activities to achieve its aims and objectives. The study focuses on how a
company can respond to changes in consumer expectations, external influences and
business aims to achieve those objectives.

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