3. 1548383 International Marketing and Brand Management Quella Bicycle
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Table of Contents
1. Introduction ....................................................................................................... 5
1.1 Why and when should Quella internationalise? ........................................................6
1.2 Internationalisation: Mission & Objectives.................................................................7
2. The Quella Business .................................................................................... 10
2.1 Quella’s Portfolio .....................................................................................................10
3. The choice of the Italian Market ................................................................. 11
3.1 Social & Cultural aspects ........................................................................................11
3.2 Legal & Regulatory..................................................................................................12
3.3 Economic and Currency..........................................................................................12
3.4 Political aspects ......................................................................................................13
3.5 Technology..............................................................................................................14
4. Segmentation, Targeting and Positioning (STP) ..................................... 17
4.1 Segmentation .......................................................................................................17
4.1.1 Behavioural segmentation: Students and Workers mobility.................................19
4.2 Targeting ..............................................................................................................20
4.2.1 Product compatibility with customer needs or wants ...........................................21
4.2.2 Market size...........................................................................................................22
4.3 Positioning...............................................................................................................22
4.3.1 Strategic suggestions...........................................................................................23
5. Market Entry Strategy ....................................................................................... 24
5.1 Channels evaluation................................................................................................25
5.2 How should Quella enter the Italian Market? ..........................................................25
5.3 Why should Quella choose agent middlemen?.......................................................26
6. Marketing Mix Plan ....................................................................................... 26
6.1 Product....................................................................................................................26
6.1.2 Bicycle adaptations ..............................................................................................26
6.2 Place .......................................................................................................................27
6.3 Promotion................................................................................................................31
6.3.1 Magazine advertising and Street Marketing.........................................................31
6.3.2 Agent incentives...................................................................................................32
6.4 Price ........................................................................................................................34
7. Marketing budget and monitoring system ........................................................ 36
Bibliography ............................................................................................................ 40
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List of Table
Table 1, Brand Life Cycle .......................................................................................................................... 7
Table 2, Objectives ....................................................................................................................................... 9
Table 3, Quella's Portfolio ...................................................................................................................... 10
Table 4, SLEPT Analysis .......................................................................................................................... 15
Table 5, SLEPT Score ................................................................................................................................ 16
Table 6, Market Size ................................................................................................................................. 22
Table 7, Personal Considerations ....................................................................................................... 23
Table 8, Market Entry Strategy ........................................................................................................... 28
Table 9, Expected number of agents by region ............................................................................. 29
Table 10, Expected number of agents by areas and provinces .............................................. 30
Table 11, Agent's Prizes .......................................................................................................................... 31
Table 12, Sportweek data ...................................................................................................................... 32
Table 13, Digital Channels ..................................................................................................................... 33
Table 14, Quella Prices ............................................................................................................................ 34
Table 15, Price: elements considered ................................................................................................ 35
Table 16, Budget ........................................................................................................................................ 36
Table 17, Budget Justification .............................................................................................................. 37
Table 18, Monitoring ................................................................................................................................ 39
List of Graphs
Graph 1, Expected Positioning ......................................................................................................... 24
List of Figures
Figure 1, International Planning ........................................................................................................ 5
Figure 2, Market Entry Strategy ...................................................................................................... 25
Figure 3, Quella bicycles ..................................................................................................................... 26
List of Charts
Chart 1, Average Annual Income per Family ................................................................................. 18
Chart 2, Life-style Segments .................................................................................................................. 18
Chart 3, Students mobility ..................................................................................................................... 19
Chart 4, Commuters mobility: Male and Female ......................................................................... 20
Chart 5, Commuters Mobility ............................................................................................................... 20
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1. Introduction
Nowadays, in a globalized world, big companies invest high amount of money
to be the first discoverers of virgin segments in uncovered countries. Instead,
the internationalisation process represents a big step for small companies. In
fact, small company have to deal with too many facets of the internationalisation
process, such as budget, resources, demand satisfaction, market adaptation,
etc.
This issue does not necessarily represent a barrier since small companies
might leverage their competitive advantages.
In order to support the internationalisation process of Quella brand, four phases
of the International Planning Process by Ghauri & Cateora (2014) have been
considered:
Figure 1, International Planning
Source: (Ghauri & Cateora, 2014)
Specifically, within these four phases, the following sub-steps have been
analysed:
• Brand features;
• The environmental influence on the internationalisation process;
• Marketing Mix Plan: Product, Place, Promotion, Price;
• Monitoring and Budget Planning for a period of 3 years.
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1.1 Why and when should Quella internationalise?
According to Professor Levitt (2014), “a global corporation sells the same
products in the same way everywhere”, probably as a consequence of the mass
media power. Thus, companies interantionalise only for expanding their
business.
According to Levitt’s thought, the choice to internationalise focuses on the
opportunity to amplify Quella business and discover new attractive markets.
Considering that Quella is a small company based on the production of fashion
bicycles, the decision to internationalise is aligned with the company’s goal of
adapting and acquiring a new know-how about fashion style. As a
consequence, Quella aims to hit those international markets where fashion is a
cult and always up-to-date.
Therefore, one of the main challenges is identifying the right timing: when
should a small company internationalise?
In order to support this decision, it is possible to refer to the Brand Life Cycle
(BLC model) in Figure 1. According to the model, companies can pursue
different strategies, such as launching a new product, consolidating their
position in the international market, trying to stop a decline by entering new
markets, etc.
Moreover, according to Ghauri & Cateora (2014), in the early years after brand
launch, the flexibility of small companies is more accentuated than large ones.
This may allow them to react faster to market demand or redefine their
programmes more efficiently.
In this case, Quella represents a small company looking at the international
scenario for new opportunities. Its product results to be at the confirmation
stage of the Brand Life Cycle, hence the decision to internationalise aims at:
- Expanding the brand territory;
- Acquiring know-how;
- Acquiring information about fashion style;
- Expanding the brand portfolio.
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Table 1, Brand Life Cycle
Source: (MOD004152, Seminar Week 2)
1.2 Internationalisation: Mission & Objectives
Through its international strategy, Quella’s mission is to make urban riders
more fashionable by using high quality stylish products.
The table below clarifies the objectives of Quella during the internationalisation
campaign:
Objectives Considerations and advantages
Market-seeking
According to Ghauri & Cateora (2014), companies are
looking for markets big enough to satisfy their offers.
Aiming to enter new markets, Quella might be looking for
suitable countries that would provide the right demand
for its product. Through the analysis of the market, a
crucial element is psychic distance in order to keep costs
low and avoid psychological barriers.
Resource-
seeking
As pointed out by Ghauri & Cateora (2014), a company
might decide to internationalise in order to acquire
important resources from a new country or cut operation
costs.
Launch Confirmation Consolidation Deployment Orbital Position
Clear definition
of the
positioning
sought
Delimitation of
the brand
territory
Market share
gains
Marketing mix
renewal
Permanent
redeployment
New brand
1) High
potential brand
2) Low
Potential brand
Recognised brand
3) Declining
brand
1) Growing brand
2) Declining brand
Reference brand
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Considering Quella as a fashion brand, a vital objective
to be achieved during the internationalisation process is
understanding fashion trends of specific countries, such
as France and Italy, which are some of the most
important markets in terms of fashion.
Brand
Awareness
According to Keller (2012), by developing brand
awareness, a company takes advantages on three levels:
- Learning advantages: strenghtening of brand identity
as association of the brand image in consumers’
mind.
- Consideration advantages: consumers are driven to
consider the brand whenever they purchase a
bicycle.
- Choice advantages: benefits from buying Quella’s
bicycles instead of competitors’ bicycles.
After consolidating brand awareness in the UK market,
the next objective of Quella brand might be to create
brand awareness in foreign markets.
Reaching and keeping the first step (brand awareness) of
the Costumers-Based Brand Equity (CBBE pyramid)
might help Quella to gain a position in the consumers’
mind. Consolidating brand awareness allows the
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company to concentrate on the next two steps: Brand
Performance and Brand Imagery.
Positioning
According to Ghauri & Cateora (2014), a firm strategy
must aim to create a unique perception of its product.
In order to gain a high quality and fashionable position in
consumers mind, Quella must care of four aspects: Price,
Quality, Durability and Credibility. Moreover, it will be
significant understanding who competitors are and what
they are offering.
Sales/Profit
In order to survive, sales are vital for a company.
However, sales are not always synonymus of profit.
For instance, considering the Marketing Mix Plan studied
for the Italian market, throughout the first year the brand
might suffer because of the higher cost. In fact, the main
strategy of Quella involves investing in promotion and
advertisment in order to raise brand awareness and gain
advantageous position in the consumer’s mind.
High-profit is not the main objective of the first year; in
fact, as the table below shows, the Gross Profit is low
compared to the second and third year.
To calculate the Gross Profit of the campaign, a AVG
Revenue of 150 Pound (around 190€) for each bicycle
sold has been considered, as suggested by Mark
Langley, Sales Manager of Quella, during a personal
interview.
1st
Year 2nd
Year 3th
Year
Annual Sales 9,125 16,425 25,550
AVG Daily Sales 25 45 70
Gross Profit € 1,733,750 € 3,120,725 € 4,854,500
Table 2, Objectives
Sources: (Keller, 2013), (Ghauri & Cateora, 2014)
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2. The Quella Business
The Company Quella was founded in Fulbourn, a small village near Cambridge
(UK), in 2012 by Mark and Jordan Langley, who opened a bike shop where
previously there was a chicken shed.
Quella produces bicycles for stylish urban commuters. The product’s main
features are vintage customizable frames and the high quality of components
used.
What the company does consists in assembling components from different
manufacturers, such as Campagnolo and Mavic, to its bicycle frames. The final
product comes out with the unique Quella mark.
According to Mark’s words, the choice of Campagnolo gears and Mavic wheels
represents a guarantee of quality and high performance (Langley, 2016).
2.1 Quella’s Portfolio
Quella’s portfolio consists of four different collections designed for different
people targeted in the UK market.
The table below shows its brand breadth:
Collection: Target Price Quality
Nero - Commuter riders 299 £ Medium
Varsity
- Every day riders
- Urban cycling
329 £ Medium
One
- Expert joyriders
- City commuters
- Seasoned “roadies”
alike
449 £ High
Ted Baker
- Stylish riders
- Collection
1,995 £ High
Table 3, Quella's Portfolio
Source: (Quella, 2016)
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3. The choice of the Italian Market
According to considerations made so far, among the potential markets in which
Quella could be internationalised, Italy has been chosen for this project.
Therefore, the SLEPT model helps justifying this decision. Starting with the
SLEPT analysis, it is possible to scan and define the Italian Social & Cultural,
Economic & Regulatory, Political and Technological environment.
3.1 Social & Cultural aspects
The first aspect to consider is the current population of Italy, equal to
60,795,612 of people (ISTAT, 2014). According to ISTAT (2014), 70.6% of the
Italian population uses means of transport to go to work, school, etc. In
particular 4,189,264 people ride a bicycle for their daily journeys. However,
there is a significant difference between the North and South of Italy (see Table
4), where the number of people riding a bicycle on a daily basis is equal to
3,639,360 and 549,904 respectively. This means that about 6% of the Northern
Italian users ride a bicycle on a daily basis, compared to only 0.9% of the
Southern Italian users (ISTAT, 2014).
In addition, a large number of people, both in North and South Italy, practice
regularly sport activities including cycling.
Moving to cultural features of the country, it is understandable that Italian
people are very attentive to style and fashion.
In order to understand the link between the Italian culture and Quella products,
it is possible to refer to the brand image built by Quella. In fact, as pointed out
on the company’s web site by Edie Campbell, face of Burberry (Quella-bicycle,
2016), Quella bicycles are recognized to be fashionable.
Another relevant aspect for the fashion and cultural impact is the partnership
with Ted Baker. This is an English fashion brand that is currently partnering with
Quella to design a marketing strategy involving both clothing and bicycles.
During the last years, Ted Baker was planning to enter the Italian market. This
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represents a good opportunity for Quella in order to achieve visibility and build
strong brand awareness more easily.
3.2 Legal & Regulatory
With reference to the legal and regulatory aspects, criminality is one of the most
important issues relevant for the analysis. Criminality rate (see Table 4) has a
strong impact on bicycle usage; in fact, the ISTAT report displays a high volume
of bicycles stolen, in particular in North Italy (ISTAT, 2014).
In fact, in the Northern Italian regions, 9.1% of the reported vehicles’ thefts was
related to bicycles. Instead, the percentage of bicycles thefts in the Middle and
Southern area is around 6%. However, these data should not be misunderstood
as such a difference is mostly caused by the different rates of bicycles usage.
3.3 Economic and Currency
The most relevant economic aspect to consider is the trend of the Italian
economy growth. Globally, the trend is not positive; nevertheless, as pointed
out by German Eslava in an article that argues about the economic analysis of
the Italian cycling sector (Eslava, 2014), the cycling industry has being affected
less from the economic crisis.
Moreover, according to Paolo Pinzi, a journalist who writes about the cycling
world, in 2015 the bicycle market grew by 6.6% compared to the previous year
(Pinzi, 2015). In addition, the bicycle production growth rate shows an increase
of 2.1% of bicycles produced, as a direct consequence of a bicycles demand
still relevant.
Tourism is another feature that must be considered, due to its impact on the
economy trend (see Table 4). According to Eurovelo (2016) the tourism value
related to bicycle usage is around € 3.2 billion.
With reference to currency, the fact that the Italian currency is Euro and the
United Kingdom adopts Pound might influence the internationalisation process.
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Considering that on the 26th
of April 2016, 1 Euro was equal to 0.77 Pound, it is
evident that the exchange rate supports the British currency. Nevertheless,
Quella might suffer from a depreciation of the product after the
internationalisation in Italy. This aspect might negatively influence those
purchases made directly from Italian retailers; however, on the other side, it
might positively impact the costs of the company when doing business with
Italian agent middlemen or couriers.
3.4 Political aspects
Political actions are crucial aspects for developing the bicycle usage.
The Italian government encourages people to use bicycles for travelling to work,
school, etc. In order to increase the number of bicycle users, there are
numerous regional funds available, aiming to build bicycle lanes and improve
road safety.
Increasing the number of bicycle lanes might boost the use of bicycles. As
shown in the SLEPT analysis (Table 4), during the last year € 50 billion have
been spent for upgrading road safety.
Furthermore, looking at the Italian Stability Law of 2016, the government has
raised the financial budget from 33 to 91 billion of Euro in order to expand green
areas, implement bicycle lanes and transform old train rails in bicycle lanes, and
promote tourism (Ufficiale, 2016).
As said in the previous chapter, another encouragement comes from EuroVelo,
which is a European project that promotes tourism. This project aims to
increase the number of bicycle lanes with the objective to connect all the
European countries.
It also might be observed that Quella is a European company. Thus, the brand
might benefit of several European advantages coming from the free trade
agreements between England and Italy. In fact, as stated by the articles 26, 28
and 37 of the Treaty on the Functioning of European Union, the objective is to
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create a unique European market without any form of restrictions and protect
the free products trade into European boundaries as well (Eur-Lex, 2016).
3.5 Technology
Nowadays, technological features have a strong influence on products. In the
case of Quella, in order to achieve high quality performance and high quality
products, the most important technology considered in this analysis is the
improvement of components, in terms of weight and materials. Quella’s policy is
to outsource part of its manufacturing, such as wheels and gear.
The main companies to which Quella refers during this process are
Campagnolo and Mavic, as they invest an important amount of money to
improve the quality and weight of their products (Campagnolo, 2016) (Mavic,
2016).
The following table shows the main data used for the SLEPT analysis described
in this chapter.
Score
Criteria ITALY
Social & Cultural
5 - Population
- Own means of transport
- Bicycle usage
- Bicycle usage (North Italy)
- Bicycle usage (South Italy)
- Sport activity (people)
60,795,612
70.6%
3.6%
5.8%
0.9%
27%
Legal & Regulatory
2 - Rule of law
- Bicycle theft
- Bicycle theft (North)
- Bicycle theft (Mid-South)
- Criminality perceived
0.34%
3.8%
9.1%
6%
49.7%
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Economic & Currency
5 - Growth bicycle-prod. Rate
- Bicycle Tourism value
- Growth bicycle-market rate
- Bicycles sold (2015)
- Bicycles Imported (2015)
- Bicycles Exported (2015)
2.1%
€ 3.2 Billion
6.6%
1,650,000
320,533
183,627
Political
4 - Road accident
- Bicycle accident
- Bicycle lanes
- Road safety budget (2015)
- Government Funds (2016)
186.72
5.2%
87,227 km
€ 50 Billion
€ 91 Billion
Technological
2 - Bicycle counters North
- Bicycle counters Mid-South
157
56
Table 4, SLEPT Analysis
Sources: (Confindustria ANCMA, 2013) (Corrado Capelli, 2013) (Eurovelo, 2016) (ISTAT,
2013) (ISTAT, 2014) (ISTAT, 2015a) (ISTAT, 2015b) (Pinzi, 2015).
The table below justifies the score given to each step of the SLEPT analysis. In
order to understand in which areas of Italy Quella might maximise its
investment, the main differences between the Northern and Southern areas
have been analysed. The score goes from 1 (very unimportant) to 5 (very
important).
Legal &
Regulatory
(2)
Legal and Regulatory do not have a relevant impact, referring to the
difference between North and South Italy.
The justification comes from the fact that legal and regulatory aspects
have identical power over the entire Italian territory.
ASPECTS INFLUENCES
Social &
Cultural
(5)
Social and Cultural features have a strategic role for the selection
process of the market.
It is evident that in Northern areas of Italy there are more
opportunities in terms of bicycles usage than in the Southern areas.
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Economic &
Currency
(5)
Economy is a crucial feature in terms of differences between Northern
and Southern areas.
As the Economist’s analysis reported, the Italian economy is divided
in two macro areas: Northern and Southern (Economist, 2015).
Examining specific features of the Italian economy, such as the
unemployment rate, the fact that in the period 2007-2014 around
660,100 people in the Southern areas of Italy were unemployed, is
remarkable.
The score resulting in Table 4 is due to the fact that in the Northern
areas there are more employed people. In other words, this data
means that people have more spending power in the Northern areas
than in the Southern part of Italy.
Political
(4)
Political acts are one of the most relevant aspects. The score comes
from the difference between North and South depending on the fact
that some regions, such as Emilia-Romagna, Lombardy, Veneto,
Piedmont and Trentino Alto Adige, spend more than other regions
in order to boost the bicycle usage.
In fact, referring to the past stability law, these regions spent about
€50 billion to improve road safety, expand bicycle lanes, increase
restricted traffic zone and build buses which permit to transport
bicycles.
Technological
(2)
Technological features have an irrelevant weight for this analysis.
In fact, there are unrelated differences between the Northern
and Southern areas.
Table 5, SLEPT Score
Sources: (Economist, 2015) (Confindustria ANCMA, 2013)
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4. Segmentation, Targeting and Positioning (STP)
4.1 Segmentation
According to Ghauri & Cateora (2014), the choice of the segment must go over
economic aspects. In my study, the segment has been selected through a
detailed analysis of the similarities among people of different Italian regions.
The segment chosen is fully focused on the Northern regions of Italy.
Specifically, it consists of Emilia-Romagna, Piedmont, Lombardy, Veneto and
Trentino-Alto-Adige.
Referring to Ghauri & Cateora (2014), the choice of the segment selected might
be justified as follows:
• Geographic segmentation: Considering that Emilia-Romagna, Piedmont
Lombardy, Veneto, and Trentino-Alto-Adige are Northern regions, there
are common aspects among these areas. In fact, these regions have
similar geographic features, such as weather, climatic temperature and
urbanization system, as well as cultural analogies.
• Demographic segmentation: Looking at the Italian demographic map, it is
clearly evident that the regions selected are the most populated
(Wikipedia, 2016).
In addition, according to ISTAT (2013), the family average annual
income might help to justify the segment choice. In fact, Northern
families have a higher AVG annual income than Southern families.
The graph below shows the family average annual income in 2013 as
reported by ISTAT.
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Chart 1, Average Annual Income per Family
Source: (ISTAT, 2013)
• Psychographic segmentation: According to Ghauri & Cateora (2014),
three specific features drive customers’ psychology. In fact, consumers
are influenced by attitudes, lifestyle and values.
In the chart below, two life-style segments have been considered: the
sport category, including the percentage of people who regularly practice
sport activities; and the health-concerned category, who represents the
percentage of people caring about healthy food, target weight, etc.
(ISTAT, 2015). Considering these data, it is evident the homogeneity of
these two categories of consumers among the regions considered.
Chart 2, Life-style Segments
Source: (ISTAT, 2015)
0
20000
40000
60000
80000
North Mid South Isles
Euro
Average Annual income per
family 2013
Sport
Health 0,00%
50,00%
100,00%
Pied
Lomb Ven
Trent
Emlia
Pied Lomb Ven Trent Emlia
Sport 24,30% 28,50% 34% 27,90% 25,70%
Health 68,40% 70,90% 82,20% 71,10% 71,70%
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4.1.1 Behavioural segmentation: Students and Workers mobility
Focusing on Italian people mobility, the segment has been divided in two macro
categories: students and workers.
According to ISTAT (2014), there are clear preferences in terms of different
means of transport.
With reference to the fist macro category, the graph below shows approximately
the students’ way of travelling.
Chart 3, Students mobility
Source: (Istat, 2014)
According to ISTAT (2015a), there are 1,624,208 students among Piedmont,
Lombardy, Trentino, Veneto and Emilia-Romagna. Therefore, 37,035 people
could potentially ride a bicycle (6% of students).
Moving to the second macro-category, the graph below shows the way women
and men prefer to commute every day.
According to the ISTAT’s report, the total number of employed people in North
Italy was around 22,480,000 (ISTAT, 2015), of which 3.9% commuted by bike
(ISTAT 2014). Thus, the segment should target 876,720 people, of which
63.7% women and 36.3% men.
Car
34%
Bike
6%
Motorbike
2%
Walking
29%
Other means
of trasport
29%
Students mobility
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Chart 4, Commuters mobility: Male and Female
Sources: (ISTAT, 2014)
Chart 5, Commuters Mobility
Source: (ISTAT, 2014)
4.2 Targeting
The targeting strategy is focused on the “attitude” of potential consumers.
According to Kevin Keller (2013) “early birds” represent people more attracted
by fashionable and stylish products.
Often, they are irrational and impulsive while making their purchase decisions.
0%
20%
40%
60%
80%
100%
Owen car Not their
own car
Motorbike Bus Bike
Commuters mobility: Male and
Female
Woman
Man
Commuters Mobility
Own Car
Not their own ar
Motorbike
Bus
Bicycle
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In detail, these are people who:
ü First in and first out of trend adoption;
ü Are up on the latest fashions;
ü Love physical activities;
ü See themselves as very sociable;
ü Believe that friends are extremely important;
ü Have a heightened sense of visual stimulation.
In light of these features, early birds represent the Quella’s target to focus on;
specifically, students and workers aged between 20 and 32 years.
To support the choice of this target, it is vital to understand their attitudes. It is
clearly notable that this type of target wants to be the first adopter of the
product, cares about friends’ judgments and loves physical activities. Taking
advantage by this point, early birds might act as a springboard to implement the
sales.
Moreover, according to Ghauri & Cateora (2014), to justify the choice of the
target, two main aspects have been analysed:
Product compatibility with customer needs or wants;
Size & Growth of the market;
4.2.1 Product compatibility with customer needs or wants
According to Hetherington’s article published in February 2005 by The
Guardian, Italian people like to be fashionable; in fact, they spend huge amount
of money every year following the last fashion trend (Hetherington, 2005).
Considering Quella bicycles, the company cares with particular passion for
each detail of the bicycle design, as stated by Mark during the A-M-P interview
(A-M-P.tv, 2013). Moreover, looking at the brand’s portfolio, Quella’s bicycles is
considered as a work of art, according to Hamish Jenkinson’s opinion, Director
Old Vic Tunnels, Trustee Kevin Spacey Foundation (Quella-bicycle, 2016).
In addition, Quella is partnering with Ted Baker, a fashion English brand that is
experiencing international success thanks to the style of its clothes. The
partnership between these two companies is not casual. The goal of Quella was
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to build strong brand awareness; instead Ted Baker, taking advantage from the
stylish bicycles, aimed to launch the vintage clothes collection.
4.2.2 Market size
According to ISTAT data with reference to students/workers mobility and
bicycles usage (ISTAT 2014, ISTAT 2015a, ISTAT 2015b), and considering the
age range selected (20-32 years old), my analysis about segmentation and
targeting resulted in a potential market of 91,806 employed and 159,835
students.
The table below shows the dimension of the market.
Table 6, Market Size
Source: (ISTAT, 2013) (ISTAT, 2015a) (ISTAT, 2015b) (Confindustria ANCMA, 2013) (Corrado
Capelli, 2013)
*All the data refer to North-Italy regions (Lombardy, Veneto, Emilia-Romagna, Trentino-Alto-Adige and
Piedmont).
4.3 Positioning
According to Ghauri & Cateora (2014), the positioning approach that associates
the product with users group might focus on different strategies, such as price,
realiability, benefits or other product features.
In the case of Quella, the main challenge is to communicate how fashionable
and qualitative its bicycles are. Thus, the positioning goal is to create the
correct brand image in consumers’ mind.
Employed Students
20-32 1,932,000 617,239
Bicycles Users 3.9% 6%
Market size 91,806 159,835
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4.3.1 Strategic suggestions
The table below illustrates some strategic suggestions useful to achieve the
desired positioning.
Considerations
High quality
- High price is often synonymous of high quality
product (Ghauri & Cateora, 2014). “One” collection
represents the highest quality product in the
company portfolio and a higher price might help to
create high quality association.
- Artisanal products are associated with better quality
when compared to industrial products.
Fashion
- Adapting colours to fashion trends year by year
may help the brand to engage more with fashion-
concerned consumers.
Table 7, Personal Considerations
During the definition of the positioning strategy, another important aspect to
evaluate is the position of the main competitors with reference to price and
quality.
The graph below compares Quella’s aimed position to those of the main
competitors, such as Dafne, Cicli Blume, Gloria and Cinzia.
Looking at the perceptual map, it is clear that Gloria and Cicli Blume are
perceived similarly in terms of price and quality.
In order to differentiate itself from the competitors and to achieve a high quality
position, Quella might create a connection between high price and high quality
of its bicycles (Ghauri & Cateora, 2014).
24. 1548383 International Marketing and Brand Management Quella Bicycle
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High
Q
U
A
L
I
T
Y
Low PRICE High
Graph 1, Expected Positioning
Source: (Ghauri & Cateora, 2014)
5. Market Entry Strategy
When a company decides to internationalise, it needs to choose a market entry
strategy. The choice should be based on several aspects, such as:
- The market;
- The product;
- Where and when potential customers buy;
- How easy it is for the company/consumer to access the channel
selected;
- Costs.
Expected Position
25. 1548383 International Marketing and Brand Management Quella Bicycle
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5.1 Channels evaluation
According to Corrado Capelli (2013), President of the National Cycling
Motorbike and Accessories Association (ANCMA), the Italian distribution
channel seems to be divided into 3 different channels:
• Organized Large-scale retailers trade (OLR):
• Specialized Large-scale retailers (SLR):
• Specialized Dealers (SD).
In terms of sales volume, OLR and SLR hold 30% each of the market, while the
share of SD is equal to 40% (Corrado Capelli, 2013).
Considering the channels in terms of profits, OLR, SLR and SD earn
respectively 18%, 28% and 54% of the proceeds.
According to these data, the channel Specialized Dealers is expected to be the
most profitable and suitable for Quella in order to achieve its objectives.
5.2 How should Quella enter the Italian Market?
During the elaboration of the entry strategy plan, a company must considerate
different ways to be successful.
The figure below resumes the main alternatives.
Figure 2, Market Entry Strategy
Source: (Ghauri & Cateora, 2014)
The most suitable approach for introducing Quella bicycles in the selected
channel might be hiring agent middlemen.
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5.3 Why should Quella choose agent middlemen?
The choice of agent middlemen relies on the following features:
Ø Size of the company;
Ø Need to keep costs down;
Ø Incapacity of the company to be physically present in Italy;
Ø Opportunity to rely on specialised dealer.
6. Marketing Mix Plan
The Marketing Mix Plan is based on the study of 4P’s, which are Product,
Place, Promotion and Price. Through the Marketing Mix Plan, Quella aims to
accomplish mission and objectives of the internationalization campaign.
6.1 Product
Going through the product strategy and considering the “levels of product” as
explained by Philip Kotler (2008), the core product level should answer to the
question “What is the buyer really buying?” With reference to Quella products,
the core bicycle consists of two main features: fashion style and speed. In fact,
Quella sells not just fashion but also fast bicycles. Effectively, single speed
wheels are clearly faster than other bicycles.
6.1.2 Bicycle adaptations
The Quella’s portfolio to be internationalised includes three collections
characterised by similar features: Varsity, Nero and One. Instead, the bicycle
created for the partnership with Ted Baker has a vintage style. Looking at the
pictures below, it is evident the difference of style between “Nero” bicycle on the
left and “Ted Baker” bicycle on the right side.
Figure 3, Quella bicycles
Source: (Quella, 2016)
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As Quella has a standardised product, its bicycles might need few minimal
modifications to be more suitable to the Italian market.
All the changes can be divided in functional adjustments and visual variations.
In light of the fact that these kinds of bicycles are not common in Italy, people
are probably not prepared to use fixed gear bicycles. For this reason, although
fixed gear bicycles do not need a brake because it is possible to slow down by
using pedals, one adjustment could be setting up a V-brake.
An example of visual variations might be the addition, year-by-year, of the most
fashionable colours to the collections.
Overall these changes do not represent a big issue for the total adaptation of
the bicycles, also because Quella offers the possibility to customize your own
bicycle.
6.2 Place
The first action Quella Company should carry out is hiring a managing agent.
This manager, employed exclusively for contacting and hiring Italian agent
middlemen, would conduct business under contract with the parent company.
Therefore, the managing agent would be an intermediary between Quella and
agent middlemen, performing the following main tasks:
1. Communicating/translating, as usually the Italian agent middlemen are
not able to do business in the English language;
2. Managing the workload of the agent middlemen;
3. Writing a monthly report about the agents’ work;
4. Analysing their performance.
The table below clarifies the internationalisation process.
As pointed out, the distribution channel selected for selling Quella bicycles is
the specialised dealer and the “contact” is the agent middleman.
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UK MARKET
QUELLA COMPANY
SALES DEPARTEMENT
ITALIAN MARKET
MANAGING AGENT
AGENT MIDDLEMEN
SPECIALISED DEALER
Table 8, Market Entry Strategy
Source: (Ghauri & Cateora, 2014)
Thus, the first company purpose should be screening and selecting agents who
fit the company requirements, and then establish work relationships with them.
The main criteria to select agent middlemen should be their connection to the
bicycle industry. At the beginning the company needs to create a client portfolio;
for this reason it will be crucial to find agents with experience in the bicycle
sector.
Moreover, in order to correctly hire agent middlemen, the targeted regions have
been divided by province/area according to surface and number of shops
covered by each agent middleman.
Table 9 and Table 10 explain the number of agents that Quella should hire,
respectively by region and by province/area.
Region/Province
No. of
shops
Population
No. of
Cities
Surface
Km2
No. of
agents
Piedmont
(Alessandria)
(Asti)
(Biella)
(Cuneo)
(Novara)
(Torino)
(Verbania)
(Vercelli)
315
15
15
23
54
46
95
53
14
4,424,467
431,885
219,292
181,089
529,060
317,418
2.291,719
160,830
176,121
1,202
190
118
79
250
88
315
76
86
25,387.07
3,558.83
1,510.19
913.28
6,894.94
1,340.28
6,827.00
2,260.91
2,081.64
2
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Lombardy
Middle and
North
Bergamo
Lecco
Como
Sondrio
234 1
East
Cremona
Brescia
Mantova
Lodi
210 1
West
Pavia
Milano
Varese
Monza
556 2
Emilia-Romagna
North-West
Piacenza
Parma
Reggio Emilia
Modena
254 1
South-East
Bologna
Ferrara
Ravenna
Forli-Cesena
Rimini
482 2
Trentino-Alto
Adige
North Bolzano 102 1
South Trento 184 1
Veneto
South-West
Verona
Rovigo
Padova
VIcenza
386 2
East
Venezia
Treviso
Belluno
242 1
*All the plans need to be adapted considering the time and the different situations of
the market. As observed during the seminar of International Marketing and Business
Management (Week 6 MOD004152), even a big company (such as Zara) needed to
readapt its strategy because the market response was different from their expectations.
To prevent any form of misunderstanding of consumers wants and hoping to have
enough elasticity to adapting, it is essential a constantly exchange of information
among company, agents and shops owners.
Table 10, Expected number of agents by areas and provinces
Source: (Comuni-Italiani.it, 2016)
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In order to incentive agents middlemen to sell, the company must motivate
them to visit as many shops as possible. A way to encourage agents might be
giving them financial and psychological rewards or corporate support based on
their performance.
Three Prizes (1,000 Euro Bonus)
The first three agents achieving the
objectives proposed (sales volume,
see monitoring target in chapter 7) will
receive 1,000 € Bonus.
Four Prizes (500 Euro Bonus)
The first four agents getting more than
100 clients will receive 500 € Bonus.
Table 11, Agent's Prizes
6.3 Promotion
The promotion strategy aims to encourage shop owners and consumers to buy,
as well as to build brand awareness.
While magazine advertising, street marketing and digital marketing address the
promotion to the final consumer, agent incentives aim to encourage shop
owners to buy.
Considering the dimension of Quella Company and its restricted budget, the
promotion strategy might be carried out through the following three activities:
Magazine advertising and Street Marketing;
Agents incentive;
Digital Marketing.
6.3.1 Magazine advertising and Street Marketing
Magazine advertising aims to persuade people to be fashionable everyday,
even using a bicycle. To divulgate this message, the lifestyle and sports
magazine Sportweek, which is the most popular magazine attached to “La
Gazzetta dello Sport”, has been selected.
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The goal of this advertisement is to achieve higher market share.
Looking at the geographic dimension of the advertising options, it is possible to
set national or regional advertisements (Audipress, 2015). Specifically, the best
option for Quella is to advertise only in the regions targeted, in order to do not
waste money.
The table below gives some details about Sportweek.
Total
Profession Sex Age range
Student Worker Male Female 18-24 25-34 35-44
Readership 995,000 132,000 826,000 804,000 191,000 125,000 218,000 219,000
Lombardy 322,000
Veneto 73,000
Emilia-
Romagna
128,000
Piedmont 30,000
Trentino-
Alto-Adige
14,000
Table 12, Sportweek data
Source: (Audipress, 2015)
Street marketing aims to engage customers by using things of everyday life. An
example might be participating in the annual Street Marketing Festival in Forli.
Moreover, street marketing might also help teaching people to use fixed gear
bicycles. In fact, the company might organise events where people have to
show some abilities and performances using Quella bicycles.
6.3.2 Agent incentives
By rewarding agent middlemen, Quella can boost the energy of the agent to sell
as many bicycles as possible. An example might be giving bonus based on
performance, such as raising sales commissions once agents reach the
objective fixed by Quella.
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It would be possible to positively influence also shop owners, for example
proposing coupons and discounts for future purchases. In fact agents might
offer coupons and discounts to shop owners, according respectively to their
selling performances and purchases.
6.3.3 Digital Marketing
The digital marketing campaign focuses on Web Site, Blog, Social Media and
Direct Email. The following table resumes the main activities.
ACTIVITY JUSTIFICATION
Web
Site/Blog
- Using keywords on Blog
- Web development
- E-commerce
According to (Ryan, 2012), by using
keywords through blog post might
raise the Search Engine
Optimization (SEO) performance.
As Ryan said, the starting point for
effective SEO is knowing what
people who are looking for your
products, services or information
are typing into the search engine
homepage. Thus, finding and using
the right keywords will be one of the
key factors in successful SEO.
Social
Media
- Sharing contents of
events, pictures and
videos of Quella’s
bicycles
- Influencing and
managing opinions and
complaints
- Interacting with
consumers
Social Media are a great opportunity
to stay in touch with consumers and
show them the new products by
using video and pictures.
Moreover, as the target of the
company is “early bird”, which
includes technology users, social
media are vital to achieve brand
awareness.
Furthermore, through social media it
is possible to send personalized
invitations to events.
Direct Email
- Contacting clients (shop
owner)
Through direct e-mail, Quella might
send catalogues or special offers to
shop owners in order to help agents
increasing the number of clients.
Table 13, Digital Channels
Source: (Ryan, 2012)
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6.4 Price
Looking at the brand portfolio, it is clear that the price strategy is divided in two
main channels. Penetration strategy based on medium-price collections (Varsity
and Nero) aims to achieve market share. Instead, Skimming strategy based on
premium-price collections (One) aims to gain high quality perception. In fact,
according to Ghauri & Cateora (2014), there is a quality-price relationship that
influences the buyers’ decision.
The table below shows the dealer and consumer prices for each collection
according to the expected brand positioning and the price strategy.
DEALER
PRICE
CONSUMER
PRICE
BRAND
POSITIONING
PRICE
STRATEGY
HIGH LOW
One
collection
300 € 599 € ü
Premium
Quality & High
Positioning
Varsity
collection
200 € 399 € ü
Quality &
Competitive
Price
Nero
collection
150 € 299 € ü
High Market
Share
Table 14, Quella Prices
Source: (Quella, 2016)
The price decision is based on several elements, which influence directly and
indirectly the price strategy.
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Table 15, Price: elements considered
Source: (Mark, 2016) (Keller, 2013)
Competitors
Analysing Quella competitors, there are numerous brands
producing city-bike but a restricted number of brands producing
retro, vintage or other models similar to Quella bicycles.
Competitors such as Dafne Rimini, Cinzia, Cicli Gloria and Cicli
Blume sell similar bicycles for 550 euros average. Looking at the
portfolio products of the competitors, probably Dafne and Cicli
Blume sell the most similar bicycles to Quella ones. However,
going through the bicycle specifications, the quality of the
components is definitely lower than Quella. Analysing more
specifically Dafne, the company comes out with two different
products, high and low quality. But even the higher quality
collection is worst than Quella with reference to material and
components quality.
Shop Owner
margin of
profit
Another aspect that has been considered is the margin of profit
of Specialized Dealers. In fact, interviewing Mark Langley, Sells
Manager of the Quella, he said that the company fix the final
price for the consumers. This means that the company imposes
a prefixed profit margin to the distribution channel. As Mark said,
the margin is around 40%.
For example, in the case of Nero Collection the margin for the
shop owner is 40%. Thus, if the final price is 299 €, the price for
the shop owner will be around 119 €.
Rate
exchange
The exchange rate is another relevant aspect because the
incomes need to be converted from Euro to Pound, and the
exchange rate is unfavourable for Quella.
Target
customers
According to Keller (2013), “early birds” are consumers that like
to be the first adopter of new products and believe friends’
judgment is extremely important. Thus, during the buying
process they are not rational thinker.
Tariffs
Italy is a European Country; therefore tariffs and administrative
costs are around 25 Pound for each box under 1,000 Kg, as
Mark Langley said during the interview.
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Considering all the previous aspects and in light of the price strategy targets, a
different price has been considered for each product line.
7. Marketing budget and monitoring system
The budget needed for the internationalisation process has been estimated
considering the company size.
The table below shows the distribution of the budget during the first three years.
Table 16, Budget
Source: (Audipress, 2015)
Magazine
advertising
According to Audipress (2015), there are two methods of
advertising: at national or regional level.
In order to engage with the segment chosen, Quella should
advertise only in the regions targeted. Moreover, the
advertisement costs around € 0.16 cent each copy (see page
16). Allocating 20,000 € for magazine advertising, the
company will appear on 125,000 copies. The choice to
advertise in the first three years might be justified by the
company’s desire to communicate the entry in the market in
the first year, as well as to remind it in the third year.
Street
Marketing
The street marketing budget has been calculated in order to
purchase tools for events and advertising billboards during
the first year. From the second year only advertising
billboards has been considered.
Activities
Year Annual Budget (Euro)
1 2 3 1 2 3
Magazine Advertising ü ü ü 20,000 20,000 20,000
Street Marketing ü ü ü 10,000 8,000 8,000
Digital Marketing ü ü ü 3,000 3,000 3,000
Agent Incentives ü ü ü 5,000 5,000 5,000
TOTAL 38,000 36,000 36,000
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Digital
Marketing
In order to increase the company’s digital performance, at the
beginning (first three years) Quella might refer to specialised
digital marketing agencies. The budget has been estimated
considering 6 months of contract.
Agent
Incentives
Agent incentives consist in rewarding agent middlemen with
several prizes. In fact, as said in the paragraph 6.3.2, prizes
are awarded according to performance and accomplishment
of objectives. Prizes might consist in 1,000 Euro for the first
three agents achieving the objectives proposed (sales
volume) and 500 Euro for all the first four agents getting more
than 100 clients.
Table 17, Budget Justification
Source: (Mark, Langley 2016)
According to Jain Subshash (1996), every company must have a performance
evaluation and a control system to measure different operations. Controls are
defined as checkpoints and are useful to verify performance progress by
comparison with some standard (Jain, 1996).
Specifically, in order to monitor the international plan and the market trend,
Quella needs to analyse the results gained and evaluate if there is need for
adapting.
As Jain said, the analysis is based on the monitoring of the objectives.
Moreover, the company must monitor both financial and non-financial measures
of the performance.
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In the table below some example of activities and methods of analysis are
illustrated.
ACTIVITIES MONITORING MEASURES
Non-
Financial
Measures
Magazine
- Number of magazines
sold
- Number of sales linked to
magazines
- Readership trend
- Magazine sales
oscillation allowed: 5%
- Sales related to
advertisement: 25% (end
of the third year)
Street
Marketing
- No. of people engaged
- Successful/Unsuccessful
campaign
- Billboard profitability
- Engaging more than 150
people per event
- Billboard profitability: 5%
Digital
Marketing
- Google Analytics
- ROI
- Bounce Rate
- Number of shares
- E-commerce profitability
- Oscillation website
bounce rate: 30%
- Increasing ROI by 15%
per year
- Increasing Ecommerce
by 10% per year
Agents
&
Channel
- Individual agent
performance:
- Sales
- No. of shops visited
- No. of clients
- Individual Gross/Net
Profit
- No. of bicycles sold
- Channel profitability
- Channel customer
service
- Promptness in filling
orders
- Channel Costs
- Agent Sales Volume:
1st
year 3,650 bicycles
2nd
year and 3rd
year
increasing by 10%
- Increasing number of
client by 15%
- Profit Objective (see
chapter 1.2)
- Increasing number of
orders by 15%
- Channel Cost oscillations
allowed: 5%
Penetration
- Market Penetration
(Customers who
purchased the
category/Tot population)
- Brand Penetration
(Customers who
purchased the brand/Tot
population)
- Penetration share
(Brand penetration/Market
Penetration)
- Increasing penetration by
15% after the second year
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Customers:
Segmentation
Targeting
Positioning
- Customers behaviour
- Positioning achieved/
Positioning sought
- Customers satisfaction
- Brand awareness*
- Brand recall*
- Positive variance of
Share of Voice and
Benchmark in order to
reach brand awareness
- 35% Brand recall
generated from the
advertisement
- Achieving brand
awareness and brand
recall Rate 55% (AVG)
- Collecting 400 reviews
(including web sharing) for
the first year
Financial
Measures
Sales Income
- Forecast/Bicycle sold
- Gross Profit
- Net Profit
- ROI
- Cash flow
- Market share
- Elasticity of Demand and
Flexibility of Price
- Forecast maximum
oscillation 5%
- Net and Gross Profit
(see chapter 1.2)
- Increasing ROI by 15%
during the second and
third year
- Increasing cash flow by
15%
- Increasing Market share
by 25% during the first
three years
Costs
- Agent middlemen wages
- Exportation Costs
- Maintaining wages for the
first two years. Raising
wages by 5% during the
third year
- Exportation Costs
oscillation allowed: 10%
* Brand awareness and Brand recall
In order to understand the brand awareness trend, it might be helpful using specific
tools such as social analytics and mentions, customers review, Google alerts, visitor
data and survey (Kat Liendgens, 2014). Using these tools, Quella might track brand
awareness and brand recall online.
Table 18, Monitoring
Sources: (Ghauri & Cateora, 2014) (Jain, 1996)
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