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MASSEY UNIVERSITYALBANYCAMPUSONLINETEST FOR156.341BRANDINGQUESTION SHEETSemester (S1)2020Answer ALL questions30MarksTHIS IS ANOPENBOOK TESTInstructions –The onlinetest consists of three(3) questions. Answer ALL (sub-) questionson the answer sheetprovided on streamand submit your answers in the ‘Assignment 2 –Test’ dropbox on streamby Friday 22ndMay at 11:55pm. The marks and maximum word countare indicated on every question.
156.341ALBInternal2Question one–Brand purchase patterns(10marks)Imagine you are the marketing manager of The Homegrown Juice Company (Homegrownfor short) that sells its range of fruit juices throughout New Zealand supermarkets. Your marketing team recently obtained panel data of juice purchases made in New Zealand supermarkets from October-December (3 month period) 2019. Your team has analysed this data and produced the following results (see Table 1 for Duplication of Purchase Law and Table 2 for Double Jeopardy). Table 1: Duplication of purchase law for fruit juice –New Zealand, October -December 2019 Percentage (%) of buyers who also bought brand Buyers of brandJust JuiceKeriFresh UpMcCoyHomegrownThexton’sJust Juice-524117119Keri65-4016128Fresh Up6354-17117McCoy665642-147Homegrown67544318-8Thexton’s6251431912-Average65534217128Table 2: Double jeopardy pattern for fruit juice –New Zealand, October –December 2019Market Share %Annual Market PenetrationPurchase Frequency (average)Just Juice30533.4Keri25483.2Fresh Up20413.1McCoy10233.0Homegrown9193.0Thexton’s5122.7Question 1a (5 marks) –250 wordsmaxFirst, explain the Duplication of Purchase Law. Then, using Table 1 interpret the Duplication of Purchase pattern for Homegrown and discuss what this indicates about the loyalty and brand purchasing patterns of Homegrown’s buyers. Question 1b (5 marks) –250 wordsmaxFirst, explain the Double Jeopardy pattern. Then, using Table 2interpret the Double Jeopardypattern for Homegrown and discuss any implications of the pattern on how Homgrown can increase their market share.
156.341ALBInternal3Questiontwo–Mental availability& brand architecture (10marks)Procter and Gamble (P&G) is one of the world’s largest consumer goods companies. It currently owns and sells over 60 brands across a wide range of fast-moving consumer good (FMCG) categories, such as personal care, skin care, hair care, and baby care. In New Zealand, their shampoo brands in the hair care category include Head & Shoulders, Herbal Essence and Pantene (see https://anz.pg.com/brands/). Each brand in P&G’s portfolio is a stand-alone brand where consumers rarely connect each sub-brand to the master brand. Imagine that P&G has decided to introduce a new shampoo brand called ‘Hair Beauty’ to their current portfolio of hair care products. Similar to the other brands in P&G’s portfolio, ‘Hair Beauty’will be a stand-alone brand with no clear links to P&G or its other hair care brands. Question 2a (5marks)–250 wordsmaxIdentify the brand architecture strategy P&G is using for its portfolio of FMCG brands. Then, discuss the benefits and potential problems of P&G introducing multiple brands in the hair care category. Question 2b (5 marks) –250 wordsmaxExplain mental availability and discuss how P&G can effectively build mental availability for their new ‘Hair Beauty’ brand.
156.341ALBInternal4Questionthree–Indigenous Branding(10marks)Question 3a (10 marks) –500 wordsmaxDiscuss the pros and cons of using indigenous content as a source of distinctive brand elements. Note: For Question 3a, you should write a ‘mini-essay’. Therefore, you should include a short introduction and conclusion. Please view the assignment two andthree instruction video on stream for tips on how to approach this question https://webcast.massey.ac.nz/Mediasite/Play/b898918b6d1b4345b2d65c86a56757401d.
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