In the world there are 194 countries and Billabong has sold their product over 100 countries, the major regions are the North America, Australasia and Europe. There are several smaller regions that are selling products of Billabong, such as Australia, New Zealand, Singapore and more (Billabong n.d.). Billabong has been recognised in Australian and most in European countries for more than 10 years in the boardsports industry, yet Billabong has a limited consumer in a limited area with the high competitors. In order to survive with the limited consumer spending observed in 2007, Billabong must adopt a strategy that is not necessarily focused on cutting costs and monitoring pricing. Also a brand “Billabong” should contain no internal contradictions and it should be consistent over time. Billabong consistency must be maintained through all channels, and communicate the same values, whether it be to shareholders, corporate affiliates, or at the retail or consumer level through service delivery. This report is to analyze how current business environment and the acquisition impact on Billabong, as well as providing a realistic strategic planning in the future recommendation and evaluation. The study has divided into four main sections. The first section contains the information of Billabong as the history of the industry, Marketing environment, product and consumer evaluation and competitor analysis. The second section provides the marketing objective. The third section applies the marketing strategies. Lastly, the major part of evaluation and monitoring is how to evaluate the problems and overcome the enormous amount of competitive pressure from competitors such as Quiksilver and Rip Curl.
Table of contents
Problems of consumer
Analysis of present customer’s behaviour
Type of purchase decision
Information on consumption
Billabong and Quiksilver
Factors affecting price
Evaluation, Monitoring and Control
Billabong was founded in 1973, which created by Gordon and Rena Merchant. The infant brand like billabong introduced the better product to local surfers since the company was operated. (Jacksurfboard, 2006). In 1980’s Billabong going global by exporting their products and sales began to grow in other offshore markets, licenses were granted in a number of territories including California, Japan, New Zealand and South Africa. The late of that 1980’s a new beachhead was established in Europe. (Billabong, 2007) As the company entered to the market in 1990’s, the surf industry grew exponentially and professionally surfing gained a brand new respectability. The company also followed its core customers into other boardsports markets. By the close of the decade, Billabong had been reorganized to capitalize on the growing global opportunities in the boardsports sector. 2.0
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