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During this phase, nike blazer high tops mens cheap carried its international brand image into the Indian market. The marketing strategy aimed at capturing the Indian market by airing Nike's portfolio of athlete endorsements. Though this gave the impression of a cost saving system that completely wiped out advertisement developmental costs, its effectiveness was at a low level.
The rate of increase in sales in the Indian market was measured. Advertisements endorsed by international athletes were highly represented football, basketball and golf etc., nike blazer high tops womens sale which were the centre of attraction in Europe and America. However cricket, football and tennis dominated sports in India. A basketball advertisement endorsed by Michel Jordan was besides the point to the masses.
Reebok, on the other hand Indianised its ad campaigns right from the start, nike blazer high tops blue cheap signing on high profile sportsmen like Mohammad Azharddin (Captain - Indian Cricket team ), Bhaichung Bhutia ( Captain - Indian Football team) and Dhanraj Pillai ( Captain - Indian Hockey team ).
For well established brand, competitive forces often dictate shifts in positioning strategy over time. (Keller, 2009) From that point we can understand that Nike should update their positioning strategy time to time in order to be remained top in the market. This strategy is essential for Nike when we look back to the previous article of Pereira, Joseph Where it suggested that nike blazer high tops pink sale rivals are taking the opportunity of advancement in design and technology.
Reebok built its promotions around cricket, not only through endorsements but also through sponsorships of regional and local cricket associations. Even Adidas changed its advertising approach by signing Indian tennis star Leander Paes and Cricket icons Sachin Tendulkar and Virender Shewag. nike blazer high tops black cheap owned close to 40 stores at the end of 1998, whereas Reebok through its aggressive marketing had earned market dominance and invested in nearly 100 retail outlets by that period.
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