Progetto Quella finito

LordAshcroftInternationalBusinessSchool

InternationalMarketingandBrandManagementDepartment:Marketing,EnterpriseandTourismModuleCode:MOD004152 Level:7AcademicYear:2015/16Lecturer:NiallCaldwell

Semester/Trimester:Two

SID:1548383Name:RobertoSurname:Paradiso

1548383 InternationalMarketingandBrandManagement QuellaBicycle

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Table of Contents

1. Introduction.......................................................................................................51.1 Why and when should Quella internationalise? ........................................................ 61.2 Internationalisation: Mission & Objectives ................................................................. 7

2. The Quella Business....................................................................................102.1 Quella’s Portfolio ..................................................................................................... 103. The choice of the Italian Market.................................................................113.1 Social & Cultural aspects ........................................................................................ 113.2 Legal & Regulatory .................................................................................................. 123.3 Economic and Currency .......................................................................................... 123.4 Political aspects ...................................................................................................... 133.5 Technology .............................................................................................................. 14

4. Segmentation, Targeting and Positioning (STP).....................................174.1 Segmentation ....................................................................................................... 174.1.1 Behavioural segmentation: Students and Workers mobility ................................. 194.2 Targeting .............................................................................................................. 204.2.1 Product compatibility with customer needs or wants ........................................... 214.2.2 Market size ........................................................................................................... 224.3 Positioning ............................................................................................................... 224.3.1 Strategic suggestions ........................................................................................... 23

5. MarketEntryStrategy.......................................................................................245.1 Channels evaluation ................................................................................................ 255.2 How should Quella enter the Italian Market? .......................................................... 255.3 Why should Quella choose agent middlemen? ....................................................... 26

6. Marketing Mix Plan.......................................................................................266.1 Product .................................................................................................................... 266.1.2 Bicycle adaptations .............................................................................................. 266.2 Place ....................................................................................................................... 276.3 Promotion ................................................................................................................ 316.3.1 Magazine advertising and Street Marketing ......................................................... 316.3.2Agent incentives ................................................................................................... 326.4 Price ........................................................................................................................ 34

7. Marketingbudgetandmonitoringsystem........................................................36

Bibliography............................................................................................................40


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List of Table Table1,BrandLifeCycle..........................................................................................................................7Table2,Objectives.......................................................................................................................................9Table3,Quella'sPortfolio......................................................................................................................10Table4,SLEPTAnalysis..........................................................................................................................15Table5,SLEPTScore................................................................................................................................16Table6,MarketSize.................................................................................................................................22Table7,PersonalConsiderations.......................................................................................................23Table8,MarketEntryStrategy...........................................................................................................28Table9,Expectednumberofagentsbyregion.............................................................................29Table10,Expectednumberofagentsbyareasandprovinces..............................................30Table11,Agent'sPrizes..........................................................................................................................31Table12,Sportweekdata......................................................................................................................32Table13,DigitalChannels.....................................................................................................................33Table14,QuellaPrices............................................................................................................................34Table15,Price:elementsconsidered................................................................................................35Table16,Budget........................................................................................................................................36Table17,BudgetJustification..............................................................................................................37Table18,Monitoring................................................................................................................................39List of Graphs Graph1,ExpectedPositioning.........................................................................................................24List of Figures Figure1,InternationalPlanning........................................................................................................5Figure2,MarketEntryStrategy......................................................................................................25Figure3,Quellabicycles.....................................................................................................................26List of Charts Chart1,AverageAnnualIncomeperFamily.................................................................................18Chart2,Life-styleSegments..................................................................................................................18Chart3,Studentsmobility.....................................................................................................................19Chart4,Commutersmobility:MaleandFemale.........................................................................20Chart5,CommutersMobility...............................................................................................................20


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1. IntroductionNowadays, 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:

Figure1,InternationalPlanningSource:(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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Table1,BrandLifeCycleSource:(MOD004152,SeminarWeek2)

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 OrbitalPosition

Cleardefinitionofthe

positioningsought

Delimitationofthebrandterritory

Marketsharegains

Marketingmixrenewal

Permanentredeployment

Newbra

nd

1)High

potentialbr

and

2)LowPotentialbrand

Recognisedbra

nd

3)Decliningbrand

1)Growingbran

d

2)Decliningbrand

Referenc

ebrand


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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

Table2,ObjectivesSources:(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

Table3,Quella'sPortfolioSource:(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 byEdie 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-Ownmeansoftransport-Bicycleusage-Bicycleusage(NorthItaly)-Bicycleusage(SouthItaly)-Sportactivity(people)

60,795,612 70.6%3.6%5.8%0.9%27%

Legal&Regulatory

2 -Ruleoflaw-Bicycletheft-Bicycletheft(North)-Bicycletheft(Mid-South)-Criminalityperceived

0.34%3.8%9.1%6%49.7%


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Economic&Currency

5 -Growthbicycle-prod.Rate-BicycleTourismvalue-Growthbicycle-marketrate-Bicyclessold(2015)-BicyclesImported(2015)-BicyclesExported(2015)

2.1%€3.2Billion6.6%1,650,000320,533183,627

Political

4 -Roadaccident-Bicycleaccident-Bicyclelanes-Roadsafetybudget(2015)-GovernmentFunds(2016)

186.725.2%87,227km€50Billion€91Billion

Technological

2 -BicyclecountersNorth-BicyclecountersMid-South

15756

Table4,SLEPTAnalysisSources:(ConfindustriaANCMA,2013)(CorradoCapelli,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.

Table5,SLEPTScoreSources:(Economist,2015)(ConfindustriaANCMA,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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Chart1,AverageAnnualIncomeperFamilySource:(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.

Chart2,Life-styleSegmentsSource:(ISTAT,2015)

0

20000

40000

60000

80000

North Mid South Isles

Euro

AverageAnnualincomeperfamily2013

SportHealth0,00%

50,00%

100,00%

Pied Lomb Ven TrentEmlia

Pied Lomb Ven Trent EmliaSport 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.

Chart3,StudentsmobilitySource:(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.

Car34%

Bike6%

Motorbike2%

Walking29%

Othermeansoftrasport29%

Studentsmobility


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Chart4,Commutersmobility:MaleandFemaleSources:(ISTAT,2014)

Chart5,CommutersMobilitySource:(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%

Owencar Nottheirowncar

Motorbike Bus Bike

Commutersmobility:MaleandFemale

Woman

Man

CommutersMobility

OwnCar

Nottheirownar

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;

4.2.1Product 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 asa 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 sizeAccording 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.

Table6,MarketSizeSource:(ISTAT,2013)(ISTAT,2015a)(ISTAT,2015b)(ConfindustriaANCMA,2013)(CorradoCapelli,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

BicyclesUsers 3.9% 6%

Marketsize 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.

Table7,PersonalConsiderations

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).


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High

Q

U

A

L

I

T

Y

Low PRICE High Graph1,ExpectedPositioningSource:(Ghauri&Cateora,2014)

5. MarketEntryStrategy

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


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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.

Figure2,MarketEntryStrategySource:(Ghauri&Cateora,2014)

The most suitable approach for introducing Quella bicycles in the selected

channel might be hiring agent middlemen.


May2016 26

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.

Figure3,QuellabicyclesSource:(Quella,2016)


May2016 27

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.


May2016 28

UK MARKET

QUELLA COMPANY

SALES DEPARTEMENT

ITALIAN MARKET

MANAGING AGENT

AGENT MIDDLEMEN

SPECIALISED DEALER

Table8,MarketEntryStrategySource:(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


May2016 29

Lombardy (Brescia) (Bergamo) (Como) (Cremona) (Lecco) (Lodi) (Mantova) (Milan) (Monza) (Pavia) (Sondrio) (Varese)

1,000 67 94

102 12 56 51 29

228 228

39 14 80

10,002,615 1,265,007 1,108,853

599,905 361,610 340,251 229,579 414,919

3,196,825 864,557 548,722 182,086 890,234

1,530 206 242 154 115 816 782

2,339 1,578

405 2,965 3,212 1,199

23,863.00 4,784 2,723 1,288 1,771

88 61 69

134 55

189 78

139

4

Emilia-Romagna (Bologna) (Ferrara) (Forli-Cesena) (Modena) (Parma) (Piacenza) (Ravenna) (Reggio-Emilia) (Rimini)

736 120

70 106

80 54 50 46 70

120

4,450,508 1,004,323

354,073 395,897 702,364 445,394 288,013 391,997 533,248 335,199

340 56 24 30 47 46 48 18 45 26

22,452.78 3,703 2,631 2,377 2,689 3,449 2,589 1,858 2,293

867

3

Trent-Alto-Adige (Bolzano) (Trento)

286 102 184

1,055,934 518,518 537,416

294 116 178

13,605.50 7,398.38 6,207.12

2

Veneto (Belluno) (Padova) (Rovigo) (Treviso) (Venezia) (Verona) (Vicenza)

628 32

131 29

121 89 96

130

4,927,596 207,894 938,296 242,533 887,293 858,198 923,664 869,718

576 64

104 50 95 44 98

121

18,407.42 3,672.26 2,144.15 1,819.35 2,479.83 2,472.91 3,096.39 2,722.53

3

TOTAL 2,119 24,861,120 3,905 103,721.42 14 Table9,ExpectednumberofagentsbyregionSource:(Gialle,2016)(Comuni-Italiani.it,2016)

Subdivision by areas and provinces Area Province Shops Agents

Piedmont

South-East and Middle-West

Alessandria Asti Cuneo Torino

179 1

South-West

Novara Biella Vercelli Verbania

136 1


May2016 30

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. Table10,ExpectednumberofagentsbyareasandprovincesSource:(Comuni-Italiani.it,2016)


May2016 31

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.

Table11,Agent'sPrizes

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.


May2016 32

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

Table12,SportweekdataSource:(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.


May2016 33

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.

Table13,DigitalChannelsSource:(Ryan,2012)


May2016 34

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

Table14,QuellaPricesSource:(Quella,2016)The price decision is based on several elements, which influence directly and

indirectly the price strategy.


May2016 35

Table15,Price:elementsconsideredSource:(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.


May2016 36

Considering all the previous aspects and in light of the price strategy targets, a

different price has been considered for each product line.

7. Marketingbudgetandmonitoringsystem 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.

Table16,BudgetSource:(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


May2016 37

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.

Table17,BudgetJustificationSource:(Mark,Langley2016)

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.


May2016 38

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


May2016 39

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. Table18,MonitoringSources:(Ghauri&Cateora,2014)(Jain,1996)


May2016 40

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