Jewelryworld.com case

1.

Before appraising favorable/unfavorable factors to the development of Jewellworld.com’s B2B platform, we should realize what this movement might bring first. Needless to say, there were a lot of noticeable advantages of developing the B2B platform. To begin with, by bringing buyers and sellers together, one were allowed to meet potential business partners, gather business contacts, look at products and designs, and even place orders through the B2B platform. Among which, one of the most important functions of Jewellworld.com’s B2B platform was the shopping basket which not only enabled sellers to showcase their products to buyers online but also allowed buyers to contact sellers through the information provided on the B2B platform or even to place their orders online. In addition, the platform also provided additional web-based functions such as a chat room, a message board, web mail and recruitment news.

Due to products’ maturity and standardization, it was not inconceivable for buyers to make the purchase decision online without seeing the actual product anymore as long as good quality digital pictures and supporting product information are provided. The key point of favorable factors to the development of Jewellworld.com’s B2B platform given above is easy to make sense, but on the other hand, there were also unfavorable factors to the development of Jewellworld.com’s B2B platform.

At the beginning, the jewellery in Hong Kong was so traditional that only few members took advantage of Jewellworld.com’s B2B platform. Some had never had a computer until they joined Jewellworld.com. To overcome the obstacle, Jewellworld.com found ways to encourage its costomer base to use its service, for example, they had been providing training support on how to use computers and the B2B services through various means.

2.

The competitive advantages of Jewellworld.com are basically on the innovation side. They were the innovator of this kind of platform for jewelry industry and they can base on their physical jewelry shop to provide their resources. In our opinion, jewelryworld.com can survive and prosper by their services provided to their customers with helping them to set up their online business. Because of the switching cost of change from one online platform to another is considerably high and not necessary. We think that these advantages can be leveraged because once their customers adopted the online services, they will get more and more rely on other service or platform Jewelryworld.com provided. Jewelryworld.com can be more and more trustful to their customer and thus attract more business to cooperate with Jewelryworld.com.

3.

First of all, we suggest Jewellworld.com consider to cooperate with other related

corporation to increase its brand image and exposure. In modern society, It seem

s that jewelry is a symbol of status of a person, so if Jewellworld.com could affiliate

with some fashion company like brand leather bag, clothing or watches, it might be a

chance to expand their market chare in fashion industry.

Second, Jewellworld.com should segment its product lines and create more surprise

to it customers. To segment its market, it may use age, social and economic status or

price or products etc. it can also try to hire more young designers through holding

competitions or provide a platform for new jewelry designers to show their ideas and

creativities. For customers of Jewellworld.com, it can also be a new inspiration and

create more desire to shop.

The last but no the least, Jewellworld.com can be a channel for foreign jewelry

company to reach manufacturers and retailers. And it may expend their product styles

to fit more different demands.

4.

The following are two options presented in the case: IT support and

re-packaging the web-based services.Since the former option is a new

technology to Jewellworld ,and it will cost more, so we don't suggest

Jewellworld to adopt IT support. We think that customization is important in

order to satisfy the diverse customers,so Jewellworld should keep improving

re-packaging jewellery services.

Beside B2B businese,we think Jewellworld could consider B2C businese to

provide customized services since B2C market might grow up to a important

market.Therefore,Jewellworld could take the following suggestions:

1. provide more customized orders between jewelers and customers.

2. Provide the recycle services for old jewellery in secondhand auction

market.

3. Provide the professional knowledge of the jewellery for customers.

4.provide on-line shopping system.

MedNet.com case

1. If Internet media is so measurable, how can Heather Yates and Bill Bishop be in such a predicament?

Though the numbers of click-through can be a way to measure the effects of advertising, there’re still other factors and reasons about the revenue from online advertisements. MedNet is a website that provides based medical information free, and most of the audiences turn to MedNet when they’re in crisis, like feeling uncomfortable or sick from diseases. And MedNet mainly generates its profit from advertising sales. Marvel, which is an online search engine, has a lot of visitors who behave in a predictable pattern.

As the website traffic indicators, CPM and CTR just represent how many people went through the website and click the advertisements and contexts fit their interest or need. Both of they are not enough to be evaluation methods of revenue. Maybe they need to put attention on cost and other factors. There’re not only click-through that is relevant to the profit issue, also a lot of other related factors like how to evaluate real performance from those click numbers.

2. What does an advertiser want? Sales leads, brand awareness? What are the best metrics for measuring these?

According to this case, sales number seems more attractive than brand awareness for a practical advertiser. The reason why Windham considered shifting its MedNet ad dollars to Marvel could be a good example to explain this condition. In view of preferring “sales leads”, advertisers would like to ask sites to charge only for click-through instead of cost-per-thousand impression (CPM) which is the metrics for measuring effectiveness of brand awareness. As a matter of this, the key metrics for measuring“sales”is the click-through-rate (CTR), measured as the number of clicks divided by the number of ad impressions delivered. To sum up, advertisers always considered website click-throughs to be the equivalent of customers interested in potentially making a purchase.

3. What specific consumer behaviors determine whether or not a business model produces the results an advertiser wants?

In this case, the target consumers are those who are interested in medical issue. They may browse websites to get the information they need by search some issues on the search engine or on a specific medical website such as “MedNet.com.” We can divided consumers into two groups, the first group includes consumers that are actually looking for some medicines which would cure their illness. When they are searching on internet, they may click on the advertisement related to what they are searching for. The company who advertised may get some profit from this kind of behavior of consumers. Another group of customers are those brows websites not for a specific reason; they may interest in some medical issue but may not in an urgent circumstances. For them, they may be caught by those advertisement on the websites and have some impression on the brand, next time when they are really searching for something, they may choose the brand for a try.

MedNet.com provides a professional, trustworthy and promptly brand image for customers and their customer are more like the group one we discussed above, which is more in urgent, more loyalty to websites. Based on the reasons, MedNet.com choose a business model which is (1) free of charge to consumers for medical-related information (2) charge fees for advertisement (3) charge by CPM (4) monitoring their eyeballs at anytime.

As to Marvel, they provides general information and search functions for customers, their browsers will use Marvel to get some websites that provide more detail or specific information. The business model for Marvel is (1) charge by CPC/CTR (2) alternative advertising model.

For Cholesterol.com, they provides interactive platform and specific illness information for consumers, their target customers are those who have strong knowledge of this disease and are seeking for some professional help. The business model for Cholesterol.com is (1) personal consulting service (2) international therapy tour (3) high-focused audiences.

4. What steps can MedNet take to address emerging competitive threats?

MedNet has two main competitiors:one is Marvel,the search engine, the other

is condition-specific sites those who focused on particular problems, such as Cholesterol.com.

Facing those competitions, we think MedNet could take the following steps:

1) The goals of MedNet is to provide free health-related knowledge, and to

stick with this goal,they should keep providing professional information or

team up with more medical authority to attract more consumers in order to

attract more advertisers.

2) To compete with Cholesterol.com,"customization" is one way MedNet could

take.Since it is importance to fulfill consumers' needs, Mednet could provide

more personal information service,like individual health recommendation or

provide Q&A service that visitors can ask their own question without telling

their private information.In this way,MedNet could get more attractions from

visitors who are the target audience of MedNet's advertisers and increase

their loyalty.

Mary Kay case

1. How would you evaluate Mary Kay's situation from the demand-side and the supply-side?
Mary Kay provides beauty consultants for customers through direct selling, building up a close relationship between consumers and consultants. Mary Kay had continuously grown about 20 years, and its share price raised over 650% during the 1970s and early 1980s. Although Direct Selling decreased from 8% to 6.8% of cosmetics and toiletries sold in United States, there is a potential consumer group: middle-class women, who have become more and more important for the whole industry. As information given, almost 60% women worked outside in 1998, which is much more than 1960, 37.7%. This trend has changed people’s lifestyle and buying habit s, and also represented there’s fewer and fewer casual time women can spend themselves. Not only were their customers less accessible than before but also those beauty consultants had less chances to market their products to consumers.

Mary Kay has launched a new “Direct Support” program, which promoted its sales representatives to send their clients a gift-with-purchase offer for little more than the cost of a stamp. By using this time-saving marketing tool to simplify the operation process, an independent sales member could easily sell their products in addition to their full-time job. An Independent Beauty Consultant was able to potentially earn between $10,000 and $15,000 while not giving up their full-time positions elsewhere. This program not only solved the problem to deal with demographic shift, but also encouraged their consultant to do business.

2. Does Mary Kay's channel design fit in its competition strategy?
Mary Kay used to provide products through the representatives that also consulted consumers who were not knowledgeable enough about beauty and cosmetic products. But nowadays, Direct Selling method must change for the big environment that is more competitive than before. Consumers have got more general knowledge about cosmetics that made the representative not important as before, how to provide some different and fresh things which is attractive to consumers becomes a new issue in cosmetics industry, and also harder to work it out in direct selling which used to sell products through independent consultants. Another, Mary Kay didn’t use internet as a selling and consulting channel that made it less competitive as other firms in this industry, but while they’re planning to change their channels, there’re still things that might be considered like their older consumers who are unfamiliar with internet and online surfing.

3.What's your suggestion for Mary Kay to go online?
We think that online business is a good perspective and Mary Kay should accept and become flexible with the trend on internet, for example, they should develop some advanced technology and attract new customers on internet. They can refresh their brand image to a younger brand to attract younger people on internet by invited some famous movie stars as representatives. By using the channel of internet, Mary Kay can also use network effect to promote their products by invited some famous blogger to use their products and make some comments on their blog to expand their brand awareness.

Pre-campaign strategy

Pre-Campaign Strategy
沈馨 林書羽 江宛勵 梁羽淳

●Client Overview

Client profile

We decided to collaborate with Chosen Co,.LTD to take this challenge. Chosen located in Chan-hua, Taiwan and its website is http://www.chosen-hubs.com/. Chosen is a professional manufacturer of bicycle components with about 50 employees and has run this company about 3 years.

Market Analysis

Chosen's main customers are bicycle players who are interested in road bike racing or mountain bike climbing. Chosen focuses on bicycle clubs where professionals will gather and share their experiences about bicycle tuning. Chosen's main competitors are bicycle components manufacturers such as Shimano, biggest bicycle components maker in the world. The USA and European countries are the main customers. As for the Europe, the population rate of the bicycle possession is higher than that in any other place in the world, and of which, Germany, France, Italy and Netherlands have the highest demand which is above 8 million. Its unique selling points are their main products "bicycle hub" which is very advanced technique and products to interest players.

Current Market

Website users are their customers or others who are interested in Chosen’s products. Its website is very simple and clear but lacks some modification to make it more fashion or professional. The page rank is 2 and the website doesn’t have any offline promotion of the website. Chosen’s promotion is based on B2B model.

● Proposed AdWords Strategy

Number of Ad Groups and the focus for each Ad Group.
Three Ad Groups:
1.Main products and main target products
2. Relevant products and bike model
3.Target customers' interest or need

Keywords and negative keywords
Accroding to three Ad groups:

1. bicycle hub/disk brake/quick release/chain wheel/road bike
MTB/mmountain bike/BMX(BICYCLE MOTOCROSS) /trandem/ATB
adapter/rotor/bike accessories/brake finger lever/V brake/U brake
brake pad/brake drum/cables

2. bicycle shop/bike shop/ bicycle part/bike part/bicycle accessories/road racing bike/racing bike/terkking bike/XC/Trail (Cross Country)/FREE RIDER/DOWN HILL RIDER/TECHNICAL RIDER/cyclo-cross/ off road/B.B.

3. cycling/ road bike review/bike Europe/shimano/campagnolo/ outdoor sports/extreme sports/ bicycle training/promax/joytech/tour de france/bicycle tour

Text for at least two AdWords versions for each Ad Group

1.For hubs:
Chosen Co.,LTD
Professional manufacturer for bicycle hubs including road bike, MTB, BMX, andTrandem. 120 pts. The best in the world.
http://www.chosen-hubs.com/

2. For disk brake:
Chosen Co.,LTD
Professional manufacturer for bicycle disk brakes including road bike, MTB, BMX, and Trandem.

3. For other group:
Chosen Co.,LTD
Professional manufacturers of bicycle components from whole world wide. Ourteam is trained and has experences more than 15 years; therefore, we areconfidents that we can provide you the best solution.

Daily and weekly plans for spending their campaign budget
Weekly plans--First week:$60 Second week:$70 Third week:$70
Daily plans—First week:$8.6 Second and third week:$10

Network(s) for their AdWords ads
We choose both Search and Content Network.

Keyword Bidding
For first Ad group:$0.18
For seond and third Ad group:$0.05

Geotargeting North America,Europe,Taiwan.

team leader's name

sorry for being late
Hsin Shen
email:alohahsin@gmail.com

Case study_Adidas

1. What is Adidas’ position in the athletic shoe market? How the brand seem to be doing in this market?

In the beginning, Adidas was an important supplier of German soccer teams. Later, they changed their strategy to expand their products to “fringe sports,” such as high jumping and bobsledding. By 1990s, Adidas have secured their global sales on soccer footwear. In 1998, Adidas began to focus on the U.S market. By sponsoring some famous basketball players, Adidas gained doubled market share.

2. What evidence does Adidas have that suggests the importance and potential success of digital interactive and mobile marketing?

The evidence is about Coca-cola’s Flaschenpost campaign in Europe.

Customers in Germany, Austria and Hungary who purchased Coca-cola products received unique codes imprinted on product boxes,cans and bottles. The codes could be used to download free mobile content. As a result , more than six million free wallpapers and ringtones were download to mobile phones during the campaign .

It proved that the sales campaign , mobile marketing ,was effective. The big success of Coca-cola encouraged Adidas to take similar marketing strategy. So this is the evidence that Adidas has that suggests the importance and potential success of the digital interactive and mobil marketing.

3. Why did Adidas choose to centre the campaign base on Elliott?

Because the hip-pop culture phenomenon had reached 45 million Americans, who spent more than $10 billion on hip-pop music and related merchandise. Of this number, an estimated 80 percent were Caucasian between the age of 13 and 34, with a total spending power of roughly $1 trillion. Five-time Grammy nominee Missy Elliott was the best-selling female hip-pop star of all time with more than 7 million albums sold so Adidas decided to sign an contract with her to attract hip-pop lovers.

4. How important a role should MMC play in Adidas’ overall brand communications strategy? Is MMC just a novel approach to marketing communications and a marketing fad (is it merely communicating the same message in a new format?), and to what extent should it play a part of overall marketing communications strategy at Adidas or another firms competing in different industries in the future?

As the head of Global Media, Prenderville, said, “We have to use our money in smarter ways.” When Adidas was gradually changing their communication media from television and print to online and mobile advertising, MMC becomes a more useful and direct way to approach their customers. Consumers sought refuge in new technologies, like digital video, to break free of unwanted messages.

MMC can play a part in young generation consumers because the wireless information services were becoming the primary communication and entertainment medium for those customers. With the advent of 3G in Europe, wireless providers prepared to deliver rich content to phones. Adidas might provide different services through the wireless information systems.

Adidas decided to divided their content to three tiers, free, cost-plus and fee-based content, which were based on production cost and user value. In contrast, Nike charged their users for all content downloaded. Another example is Coca-Cola, which had a potential of mobile marketing. In some countries, consumers could download free mobile content through a special code printed on the coke can.

for Professor Huang

Sorry for the different languages in our answers. We will modify it later.