emerging brands A perspective from… Havaianas’ Afonso Sugiyama The president of Alpargatas USA‚ the parent company of flip-flop brand Havaianas‚ Afonso Sugiyama talks to Pip Brooking about the challenges of exporting Brazil’s best loved brand to a global audience The Havaianas brand has something most brands could only dream of – 100% awareness in its home market. However‚ that also places limitations on further growth. The brand has been growing organically outside Brazil‚ driven
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HOW HAVAINAS BECAME A GLOBAL BRAND 1) What are the needs and wants associated with Havaianas’ marketing strategy? The first want is to be a basic holiday sandal that everybody has to have . That’s why it’s important to keep the same price‚ in this way everybody is able to buy it. Thay also want to be considerate as a sandal which can be wear in all circumstances. One of needs is to stay the sandal’s reference in Brazil but also all over the world. That’s why to show celebrities wearing the
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market of Havaianas flip-flops Description of Product In Brazil Havaianas product is well known (second only to Coca Cola). It’s a mass market product‚ a commodity Flip-flops features: • • • • • • Comfortable Durable Out of time Practical Aesthetically beautiful Cheap Two Mains Markets A traditional segment like beach‚ leisure and sport A niche segment‚ the surf market Main Marketing Problems In Italy among consumers only 12.15% indicated Havaianas as first brand of flip flops
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MTV NETWORKS: A GLOBAL BRAND GOES LOCAL TALKSHOW: MTV 30 | Role play: 1. MC 1& Telephone holder: Tokimitsu 2. MC 2: Manh Cuong 3. Guest speakers:- Senior Manager of MTVAsia – Mr. San Nong Lau‚ who has been in this position for more than 15 years: Trung Ha- CEO of MTV Networks - Mrs. Judy Mc Grath‚ who has just resigned as the CEO of MTV Networks at the age of 57 –: Phuong Anh 4. Reporter from TIME Magazine (Asia Edition‚ Hong Kong): Nhan 5. Audiences at the talk show: Huyen
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Critical Analysis of ‘Entrepreneurship goes Global’ The article “Entrepreneurship goes global” by Neri Karra and Nelson Phillips presents a new type of company emerging in the 21st century‚ namely entrepreneurships‚ which have at least 25 percent of their sales in foreign markets and do not concentrate on the domestic market where they have been founded. These entrepreneurships according to the authors of the article are different from their ‘old school’ counterparts by expanding globally from
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Class 3: Case Study Havaianas: A Brazilian Brand Goes Global Question 1: What factors could explain the success of Havaianas in becoming a global brand? 1.) Stable and well developed economic background through acquisitions and expansions lead to a huge sandal market share * Sao Paulo Alpargatas exists since 1939‚ specialization in four business units: (sandals‚ sporting goods‚ industrial textile and retail) * Controling Shareholder (67%): Camargo Correa Group with operation
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Tesco Goes Global 1. Why did Tesco’s initial international expansion strategy focus on developing nations? There are valid reasons why Tesco decided to operate on developing countries as they planned to expand its business internationally despite its competencies in many aspects in terms of business operation and management right in its home market - in the United Kingdom . These reasons have been proven effective after many years of recorded successes in their performance in the international
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Topic: Tesco goes global Contents Introduction Tesco is multinational largest grocery retailer in the United Kingdom‚ with a 25 percent share of the local market. It is second largest retailer in the world measured by profits after Walmart. In its home market‚ the company’s strengths are reputed to come from strong competencies in marketing and store site section‚ logistics and inventory management‚ and its own label product offering
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“The Yuan Goes Global” 1) How does the Chinese government limit the use of the Chinese currency‚ the RMB‚ on the global currency markets? Through the settlement of trade transactions‚ Chinese government can limit the use of currency on global currency markets. In the past‚ US dollars was the denominator of Chinese exports that back in 2009 there were only 1% of the $1.2 trillion Chinese exports were denominated in RMB while in 2011 the percentage had risen to 7%. This shows the Chinese government
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Case: Tesco Goes Global 1. Why did Tesco’s initial international expansion strategy focus on developing nations? They were looking for an area where there were few capable competitors but strong underlying growth trends. Such areas could provide Tesco with ripe ground for expansion. 2. How does Tesco create value in its international operations? There are factors that create value for Tesco: 1. The company devotes considerable attention to transferring its core capabilities
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