Literature suggests effective mission statement includes various features (1).
Our mission at Health-Hab is to enhance the overall quality of life and the health of the community. The variety of fitness programs and sports facilities help our members realise their goals both mentally and physically, improving their health and instilling in them the sense of self-worth. We provide a trained staff and personalised attention to the members with our state of art equipments inspiring life changing experiences. We strive to become synonymous to fitness and good health at London, the hub of fitness conscious people.
Health-Hab is targeting Westminster market which has a substantial residential population, consisting of working class people. Targeted segment are potential customers earning above £20000, almost 55.51% of total households. This segment has few top health clubs as competitors.
Organisation’s current situation needs to be analysed for the planning through environmental scanning, systematic collection and interpretation of data.
Internal audit
This is used to analyse the situation inside the organisation, its Strengths and Weaknesses.
The analysis is based upon Michael Porter’s 5 force model (2).
Women: One third overweight; a fourth are obese. (3)
Men: 41% overweight; 24% are obese.
The incidence of obesity using BMI is steadily rising.(3)
Many consumers are unaware of how much exercise they should be doing. (4)
Childhood obesity on the rise. (5)
Participation in sports increasing.(6)
Owning some type of keep fit equipment, such as an exercise bike or rowing machine, is growing in popularity, especially during the past two years.
The Nintendo Wii games console was launched recently has found in 5.5 million UK households (20.5% of the total).
Traditional Sports club model on decline. Upward trends in activities.
External audit
This is concerned with the uncontrollable variables such as business and economic variables. The analysis is based on Pestle model (7).
UK government has pursued a strategy of public health promotion policies to persuade adults to increase physical activity they do.
Overheads rising inexorably: legislation concerning the National Minimum Wage cost of electricity, rents.
Public awareness of the benefits of regular exercise is an important factor in helping persuade people to sign up to health and fitness club membership. The Fitness Industry Association (FIA) runs a number of national promotions to encourage consumers to become more active.
Falling levels of Personal Disposable Income.(8)
The core target 25-34 age bracket is set to grow between 2009 and 2014, something which augurs well for the industry.
Upward projected trend in retired population.(9)
UK household sizes show a negative trend.
Recession: consumers deal-hungry and they are always on the lookout for special offers, importance of customer service.
Focus on Staying Healthy remains major despite recession. (Just under quarter consumers have cut back on visiting a private health and fitness club)
SWOT Analysis: (10)
A SWOT analysis has been carried out through an external audit of the business environment using the PESTLE model and through an internal audit using Porter’s 5 forces model:
S-O strategies: Pursue opportunities that are fit to company’s strengths.
Increased packages for children, senior citizens.
Introduce budget deals.
Introduction of sports club membership with fitness membership.
W-O strategies: Overcome weakness to pursue opportunities
Follow mix strategies to develop new products for upcoming markets combined with penetration of existing markets.
S-T strategies: Strength to reduce vulnerability to threats
Encourage people to exercise regularly in a social environment.
W-T strategies: Defensive plan against weakness making organisation susceptible to threats
Do not follow a competitive strategy against the leading market players.
Market Structure
UK health and fitness clubs market approaching £3 billion.
Past 6 years show the market growth by quarter in terms of memberships and new openings.
Members
Index
£m
Index
Average revenue
m
per member
2004
4.2
100
2044
100
487
2005
4.35
104
2110
103
485
2006
4.69
112
2268
111
484
2007
5.18
123
2500
122
483
2008
5.24
125
2520
123
481
2009
5.26
125
2525
124
480
2010
5.27
125
2536
124
481
Membership increased by 25% and market size by 23% from 2004 till date.
Market Trends
Records show that past 18 months have seen the emergence of budget health clubs following the ‘no frills’ model. Culture of fitness centres with facilities like 24X7 grocery shop is on rise. This has dramatically increased market penetration.
Lesser market penetration because of cost barrier.
Digital media, social networking sites, member referrals are gaining importance as promotional media.
Majority revenues from joining and membership fees which is increasing as competition eases. (11)
Overweight and obese women are found mainly among the poorest households.
David Lloyd and Fitness First are still the market leaders in terms of fitness business.
Factors such as increase in obesity, per-capita income because of phasing out of the recession shows a positive future for health industry.
The overall market penetration has been constant at 10.5% adults and market value could be approximated to be stable at £2.5 billion since past 2 years.
The product life cycle analysis of the health and fitness clubs in UK would establish the stage of the industry in context to the current market.(12) Health-Hab has been into the market as a significant player for quite some time, being introduced into the market 3 years hence, currently it could be categorised as transiting from “Introduction” to the “Growth” stage which therefore would require more market penetration, product range extension and the market development strategies to be included as product/ market strategy.
The theory of “Diffusion of Innovation” takes into account Rogers (13) classification of adopters which when plotted with time gives an “S” shaped curve and the approximate market share as per the adopter category, time which can be captured or forecasted.
The current market share as in the transiting Introduction- Growth stage targeting the “Early adopters” and “Early majority” could be in range of 10-20% of target market share.
Market Segmentation (14)
It is the means by which company seeks to gain differential advantage over its competitors.
Various criteria for effective segmentation are:
It is distinct from the others.
It exhibits common needs and hence is homogeneous.
It can be divided over Gender, Price or Interests.
The customer segmentation goes as:
Fitness Freaks: These are particular about equipment. As long as appropriate equipments are available, these lock into long term commitments.
Weekend Visitors: These do not lock into long term gym commitment, instead like freedom to visit gym if opportunity exists. They look for special, periodic offers.
Gym dwellers: These love to be in gym for reasonable price and better atmosphere.
Families: A very small percentage of gym market, they look for “something for everyone” packages.
Senior Citizens: Fastest growing membership in last 10 years, due to increased focus on physical activity.
Business Travellers
Tourists
Forecasting:
Market forecast predicts numbers, trends and characteristics in future for the target market.
Based upon the assumptions, the current consumer expenditure and the population trends the market forecast for the fitness clubs is:
The average revenue per member shows an approximate constant value, with an increasing membership which means increasing profits.
Portfolio Summary
The portfolio summary combines information from SWOT and the overall competitive position indicating the relative importance of each customer/ market segment for the business. The idea of a portfolio is to meet company’s objectives by balancing growth, sales and risks. The nature of portfolio would depend upon market size and individual product growth/ decline. ‘Experience effect’, ‘economies of scale’, market growth etc. Hold profound implications for the firm.
Portfolio performance for Health-Hab as analysed using various models is summarised as follows:
BCG matrix (15)
Health-Hab could be currently placed as a “Question mark” as it is categorised with high business growth and a relatively not a dominant market share. The strategies need to be implemented such that it gains a position of ‘Star’ and eventually a ‘cash cow’. The current position is reasoned to be a result of recession hit market which shows bright signs of improvements and thus immediate growth prospects. Also Health-Hab is a relatively new market player, still performing reasonably well as compared to established market leaders. The usage of cash has been high because of the marketing requirements to establish a brand name as its transition from ‘Introduction’ to ‘Growth’ stage.
Directional Policy Matrix (16)
Direction of future growth in terms of ‘Grow’, ‘Invest’, ‘Harvest’, ‘Divest’ could be analysed using a DPM.
A decision could be based upon the following mentioned criteria:
The horizontal axis represents scores in strength and weaknesses.
Vertical axis quantifies attractiveness to the organisation of each important segment.
The circle sizes are relative to current turnover in each year.
The darker circles indicates forecast in next three years.
The above attractiveness has been calculated for Year0, the same has been calculated for Year3 as well to plot the forecast in the DPM.
The key objectives in this stage are to ‘Create value proposition’ by understanding customers’ needs and attractiveness of relative segments. Strategies are then formulated at corporate level to achieve profit objectives.
Gap analysis
The GAP analysis helps to compare actual performance with the potential performance.
It could be categorised into following:
Product Gap: Positioning or segment gap from which the organisation is excluded.
Competitive Gap: Results from competitive performance of the organisation.
The operations gap needs to be filled by increasing market share and improving sales mix.
The strategy gap can be filled by entering new segments, expansion and product developments.
As can be inferred from the above sections and the Directional policy matrix, following gaps exist that needs to be filled using efficient product/marketing mix.
Strategies need to be implemented to improve internal strengths to attract more senior citizens as it is one of the promising markets in near future.
A focus on socialising opportunity to attract Families and other socially inclined gym members may increase the revenue.
The growing need for the personal trainers and personalised training programs including dietician/ health advice need to be tapped.
Special seasonal offers and package deals are required to attract ‘weekend visitors’ segment of the customers.
Health and beauty treatments inclusive of spas, saunas need continuous investment and innovations to keep the competitive edge.
Special weight loss packages with beauty treatments may appeal to the women who are more obese in number than men.
The budget offers for long term commitments need to be introduced to utilise the boom in ‘no frills’ budget gyms.
Price, product, promotion mix should be analysed for the two main competitors.
Increasing trend in sports can be tapped in by introducing sports membership and the concept of sports club.
Packages to attract and fight child obesity would be a Corporate Social Responsibility effort as well.
Any cash invested in promoting plans for tourists, business travellers, may be withdrawn as the market holds extremely less business/ market share.
Health and beauty treatments for ladies including sauna, steam rooms and studio classes need more focus.
Healthy snacks with meal ideas could be implemented in near future; intermediate drinks with calorific focus are found to be the best sellers in the health club research.
An idea of clubbing a super store to facilitate the idea of shopping basic necessities in an idea to be explored in future.
Strategic focus
The objectives could be set for each product/ segment of the Fitness club which would further result into working out the core-strategy.
Ansoff Matrix (17) could be used to identify the courses of actions for Health-Hab:
Realising the strengths of Health-Hab, the forecast as per the DPM and the Ansoff matrix, the marketing strategy for the organisation is to focus on ‘Market Penetration’ for the already lead segment to continue the profit margin and ‘Product Development’ to tap the opportunities in the promising and upcoming market segments.
Product deletion is not required as Health-Hab is not investing separately for any customised packages for low profit segments i.e. tourists, business travellers.
Competitive analysis/Strategies
Michael Porter has suggested the below four competitive positioning strategies:
Overall cost leadership
Differentiation
Focus
Product Leadership
There could be four competitive strategies based on the market positioning:
The current Health-Hab’s position is ‘Market challengers’ hence the strategies it focuses on is increasing its market share not attacking the market leaders. Instead the strategy is to focus on the same size competitors which are locally present. We would focus on weaknesses or gaps in competitor’s market coverage to build upon the strengths and increase endurance before we may set an objective to become a market leader.
Marketing mix generally comprise of the 4 Ps namely: Product, Price, Promotion, Place.
Product Strategies:
The unique features/ packages offered by Health-Hab to its customers are:
For prospective clients:
A free advisory introductory session by a trainer who can give the tour of the club, teach the exercise regimen.
A free 3 sittings pass to the guests to be claimed at any location.
For standard clients:
A standard membership of 3 months duration at a monthly charge of £40, valid only at a single location.
A premium package at £45 monthly can be utilised at any location.
Personal training sessions at £15 per session. A dietician, gym trainer sessions are inclusive.
Family package, i.e. 4 enrolments from a family at £35 monthly at any location.
Sports club membership inclusive of activities like hiking, rock climbing, volleyball, football, swimming etc. In addition to gym membership available at £65 monthly.
We provide crèche facilities for ladies gym members at an additional charge of £5/session.
Budget yearly contracts at £35/yearly.
Customised packages for women with weight loss requirement of 10 kgs or above.
Discount packages for members with 4 or more referrals, seasonal packages introduced frequently to let the people have an ultimate gym experience.
Special packages for obese children also stressing upon the need of physical activities such as sports at £30/monthly.
Discount packages for senior citizens with a free pick and drop facility for members aged 70 years or above. Dedicated attention with personalised exercise regime and trainers aged 45 years or above, priced at £35/monthly.
Frequent social events for all the members with increased frequency for all the members aged 45 years or above.
Online bookings available to book studio classes or personal training sessions.
Telephonic/ Online enquiries available.
Recreational facilities:
Availability of sauna, spa experience.
Other beauty treatments also available.
Healthy and hygienic food available with specialised dietary meals as well.
Packaged diet as advised by dietician also available if ordered an hour in advance.
All above facilities are charged extra as per usage.
The above product strategies are based on the market growth characteristics as depicted in the product/market life cycle model below. It focuses on the mix of characteristics from ‘Unique’, ‘Product Differentiation’ stages.
Pricing Strategies:
Pricing is the key part of marketing strategy and needs to be managed intelligently.
The possible competitive price spectrum is:
Pricing can also influence the position of product in the market e.g. high price may convey an image of exclusivity, better quality or design.
A better positioning provides a competitive edge.
A Price Sensitivity Meter (18) approach has been utilised to find the best perceived price for the standard membership package.
The optimal price as perceived from the PSM turned out to be £35. The prices for Health-Hab have been set at value 14% higher than the OPP i.e. £40 to convey an image and quality message. The strategy followed is ‘Captive’, charging higher products in the product line as high. ‘Special event’, ‘Discount pricing’ are offered as per the existing market conditions. Still, the price could be affordable and is in line with the competitors’ clubbed with higher quality and better deals to the customers. The company follows some level of ‘Penetration pricing’ strategy for few of the newly introduced packages, by a method of discounting the rates to near OPP for a limited period of time, to boost the sales and familiarise customers with the product. Thereafter, the prices are raised gradually once the package has been established.
Prices are reasonable for its offerings and it targets customers from middle and upper middle class residents, with deals for lowers income groups (high duration contracts) as well.
Promotion Strategies:
Following aids would be included in Health-Hab’s promotional strategies:
Print/ Television advertisements
Website
Flyers
Social networking sites e.g. Facebook
Text adverts online, Google click ads
Word of mouth
Brochure in downloadable format (Initiative towards environment conservation)
An online tour of the gym and facilities
Sports magazine
Sports team sponsorship (local, small scale events)
Referrals
Referrals would be used to increase the membership as well as providing attractive discounts to existing customers.
The existing customers would get reimbursed of the registration fees if their referred customer enrols with Health-Hab and continues for 3 months.
If a customer makes more than 4 successful referrals, he would be entitled to premium package at the rates of standard one.
Ten customers would get free one year membership for making maximum successful referrals.
Health Campaigns
Health-Hab will hold regular health campaigns with The Fitness Industry Association (FIA) that runs a number of national promotions to encourage consumers to become more active.
Senior people, children will also be covered under these campaigns.
Corporate Promotions
As the Westmister’s population contain a significant ratio of working population, promotional campaigns would be held at the corporate offices, with a focus on pursuing the importance of good health for improved productivity and increased focus at work. Health-Hab would look for corporate tie-ups.
Customer Care
Known for its superior quality, we would entertain all the suggestions or information about faulty equipments online as well as at front desk.
Place/ Distribution Strategies:
The above strategies hold validity for goods or products in existence not for the service industry.
In addition to above strategies, we assure quality staff including gym instructors, personal experts, dieticians etc. Ongoing training sessions would be held every three months to ensure well motivated and oriented staff including membership consultants and maintenance staff.
The complete marketing plan is based on Malcolm McDonald’s model with different stages supported with related theories and concepts.
The Ashridge Mission Model from Andrew Campbell is a method that can be used to create or analyze a Mission, Sense of Mission and Mission Statement. It contains the following four elements which should be linked tightly together, resonating and reinforcing each other to create a strong Mission:
Purpose
For the benefit of the shareholders
For the benefit of all its stakeholders
For the benefit of a higher ideal, going beyond merely satisfying the needs of its stakeholders.
Strategy
The commercial logic for the company. Strategy links purpose to behavior in a commercial, rational way.
Values
The beliefs and moral principles that lie behind a company's culture.
Values give meaning to the norms and behavioral standards in the company.
Policies and Behavioral Standards
Guidelines to help people to decide what to do on a day-to-day basis.
Michael Porter’s 5 Force Model
Porter's five forces is a framework for the industry analysis and business strategy development. Three of Porter's five forces refer to competition from external sources while the remaining three are the internal threats. It is generally known as Micro environment analysis.
Trends in BMI of adults in England
Trends in body mass index (BMI) of adults in England, 2001-07
Under 25
25-30
Over 30
Men:
2001
32.4
46.6
21
2002
34.5
43.4
22.1
2003
34.6
43.2
22.2
2004
33.5
43.9
22.7
2005
35.3
42.6
22.1
2006
32.9
43.4
23.7
2007
35
41.4
23.6
Women:
2001
43.6
32.9
23.5
2002
43.5
33.7
22.8
2003
44.5
32.6
23
2004
45
33.9
23.2
2005
43.5
32.1
24.3
2006
43.9
31.9
24.2
2007
43.6
32
24.4
Source: Health Survey for England 2007/Mintel
Consumers’ knowledge of how much exercise they should do, compared to government recommendation, 2007
Men
Women
Proportion who thought adults should do:
Equivalent to current minimum recommendation
6
9
More than current minimum recommendation
25
23
Less than current minimum recommendation or did not know
69
68
Source: Health Survey for England 2007/Mintel
Childhood obesity on rise.
Trends in incidence of overweight or obesity among children aged 2-15, 1997-2007
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
% point change
1997-2007
Overweight
13
14.1
14
12.5
15.1
13.8
14.6
15.2
14.3
13.7
14
+1.
Obese
12.6
13.4
15.1
14.3
15
17
16.6
18.8
18.3
16
16.5
+3.9
Overweight and obesity prevalence, by household income and gender, 2007
Highest income group
2nd highest income group
3rd highest income group
4th highest income group
Lowest income group
Men:
Overweight
44
40
39
36
42
Obese
24
22
23
27
17
Women:
Overweight
29
31
33
34
36
Obese
19
23
26
25
24
Source: Health Survey for England 2007/Mintel
Pestle’s Model
PEST analysis stands for "Political, Economic, Social, and Technological analysis" and describes a framework of macro-environmental factors used in the environmental scanning component of strategic management. Further Legal and Environmental factors rearrange the mnemonic to PESTLE.
Falling levels of personal disposable income
Trends in personal disposable income and consumer expenditure, 2004-14
PDI at 2004 prices
Index
Consumer expenditure at 2004 prices
Index
£bn
£bn
2004
808.8
100
776.3
100
2005
833
103
791.8
102
2006
842.9
104
808.2
104
2007
850.9
105
834.1
107
2008
853.5
106
845.8
109
2009
853.5
106
827.2
107
2010
859.4
106
829.7
107
2011
874.9
108
843
109
2012
892.4
110
859.8
111
2013 (proj)
909.4
112
869.3
112
2014 (proj)
925.7
114
884.1
114
Upward trend in retired population
Forecast adult population trends, by lifestage, 2004-14
2004
2009 (proj)
2014 (proj)
% change
% change
2004-09
2009-14
Pre-/no family
13531
14080
14357
+4.1
+2.
Families
13476
13766
13762
+2.2
0
Third age
12442
13170
13446
+5.9
+2.1
Retired
9531
10065
11357
+5.6
+12.8
Total
48980
51081
52922
+4.3
+3.6
SWOT Analysis
Strengths:
Extensive experience of the owners in the fitness industry.
Well renowned and established in various parts of UK.
Qualified staff and personal attention to the members.
State of art modern equipments.
Thorough safety measures approved by the UK sports council.
Customised packages for all major market segments.
Weaknesses:
Less packages for upcoming market segments.
Less focus on Senior citizens.
Relatively newer player in the market.
More cash requirements to penetrate the existing markets and diversify further.
Opportunities
Child obesity on rise.
Health’s focus increasing amongst senior citizens.
Increasing inclination towards sports.
Consumers unaware of exact exercising needs.
Large population of men/ women are obese.
Core target 25-34 age bracket is set to grow between 2009 and 2014.
Upcoming trend of budget ‘no frills’ model.
Threats
Potential economic downturn.
Growing trend of keeping household exercising equipments.
Presence of well established competitors.
Nintendo Wii games may appeal to those in need to lose a bit of weight.
Revenues from joining fees/registration
2004 (£m)
2006 (£m)
2008 (£m)
% change
Membership/joining fees
1615
79
1769
78
1966
78
21.7
Other revenue (e.g. beauty, sun beds, bar, food, shop, etc)
429
21
499
22
554
22
29.1
Total
2044
100
2268
100
2520
100
23.3
Product Life Cycle (PLC)
Product life cycle (PLC) deals with the life of a product in the market in terms of commercial / sales measures. Products require a mix of financial, marketing, human resource, manufacturing strategies as per the stage in which it falls. The concept could be extended to intangible products/ industries as well.
Diffusion of Innovation
Diffusion of Innovations states how, why, and at what rate new ideas and technology spread through cultures.
Various elements of diffusion of innovations are:
Innovation
Communication channels
Time
Social system
The adoption process involves 5 stages: knowledge, persuasion, decision, implementation, confirmation. The adopters could be categorised into Innovators, early adopters, early majority, late majority and laggards.
Market Segmentation
Identification of a proper market segment is essential as unless a company succeed in identifying a viable market segment for the product it would fail to achieve differential advantage and would just become a company selling ‘me too’ products. It falls into natural groups or segments which contain customers exhibiting the same broad requirements.
Target Market
Multi segment /Differentiated
BCG Matrix (Boston Consulting Group)
The theory is used to determine the priorities to be given in the product portfolio to ensure long term value creation. The company should have a portfolio of products which may generate and use cash. The two dimensions described are the ‘market share’, as it is an indicator of products ability to generate cash and ‘market growth’, as an indicator of product’s cash requirement.
Market share: Relative ratio of the market share as compared to the competitors’. A ratio of one or greater is supposed to be high else otherwise.
Four quadrants of the matrix could be explained as:
Cash cows: High market share in a slow-growing industry, generate cash in excess of the amount of cash needed to maintain the business, require minimal investment.
Dogs: Low market share in a mature, slow-growing industry, units typically "break even", generating barely enough cash to maintain the business's market share, thought that should be sold off.
Question marks: Low market shares they do not generate much cash, result is large net cash consumption, has the potential to gain market share and become a star, and eventually a cash cow when the market growth slows else dog in other scenario.
Stars: High market share in a fast-growing industry, sustaining the business unit's market leadership may require extra cash.
The balanced portfolio has:
‘stars’ whose high share and high growth assure the future;
‘cash cows’ that supply funds for that future growth; and
‘question marks’ to be converted into stars with the added funds.
Directional Policy Matrix (DPM)
The model measures the market health and the strength to pursue the further stand in the market. Various criteria to place the enterprise on appropriate positions in the matrix are:
Value of the product
Quality of the product
Market share
Experience
Threats of substitutes
Bargaining power of supplier, buyer
Experience
Customer loyalty
Reputation
Staying power
Competition
Ansoff Matrix
It is a tool to assist business in deciding their product/market growth strategy and set a direction. Four main courses of actions could be identified:
Market penetration: Selling existing products to existing markets
Market extensions: Extending existing products to new markets
Product development: Developing new products for existing markets
Diversification: Developing new products for new markets
Van Westendorp's Price Sensitivity Meter
The Price Sensitivity Meter (PSM) is a market technique for determining consumer price preferences. The traditional PSM approach asks four price-related questions:
At what price would you consider the product to be so expensive that you would not consider buying it? (Too expensive)
At what price would you consider the product to be priced so low that you would feel the quality couldn’t be very good? (Too cheap)
At what price would you consider the product starting to get expensive, so that it is not out of the question, but you would have to give some thought to buying it? (Expensive/High Side)
At what price would you consider the product to be a bargain—a great buy for the money? (Cheap/Good Value)
"Point of marginal cheapness" or PMC : intersections is that the crossing of "too cheap" and "expensive" can be the lower bound of an acceptable price range.
"Point of marginal expensiveness" or PME: intersection of the "too expensive" and "cheap" lines can be viewed as the upper bound of an acceptable price range.
"Optimal price point" or OPP: intersection of the "too cheap" and "too expensive".
McDonald, Malcolm. Marketing Plans. 5th ed. Butterworth-Heinemann, MA, 2002, Chapters 1-7.
http://academic.mintel.com/sinatra/oxygen_academic
http://www.quickmba.com/strategy/swot/
http://www.xing.com/net/balancedscorecard/2-insights-4642/definition-corporate-governance-1813244/
http://en.wikipedia.org/wiki/Porter_five_forces_analysis
http://en.wikipedia.org/wiki/PEST_analysis
http://en.wikipedia.org/wiki/Product_life_cycle_management_(marketing)
http://en.wikipedia.org/wiki/Diffusion_of_innovations
http://en.wikipedia.org/wiki/Growth-share_matrix
http://en.wikipedia.org/wiki/Van_Westendorp's_Price_Sensitivity_Meter
http://www.12manage.com/images/picture_campbell_ashridge_mission_model.gif
http://www.smartkpis.com/blog/wp-content/uploads/5-Forces-Model1.png
http://www.esfsourcebook.eu/_img/articles/000001005/figure02.gif
http://www.beasuccessfulentrepreneur.com/wp-content/uploads/2010/09/product-adoption-lifecycle.jpg
http://www.openabm.org/files/books/1928/fig112.png
http://www.valuebasedmanagement.net/methods_bcgmatrix.html
http://www.brs-inc.com/models/model18.asp
http://marketingteacher.com/image/content/gap_tactics.gif
http://tutor2u.net/business/images/Ansoff%20Matrix%20w500.gif
http://www.learnmarketing.net/marketingmixdiagram.jpg
http://brandalyzer.files.wordpress.com/2010/12/psm-1.jpg?w=600&h=398
This is Preview only. If you need the solution of this assignment, please send us email with the complete assignment title: ProfessorKamranA@gmail.com
