AutoZone (NYSE: AZO) is a retailer and distributor of automotive spare parts and accessories.[3] based in Memphis, Tennessee



2.1 Statement of the research topic

Such a case study, this project will analyse how Casino de Genting protects and promotes its corporate image especially in aspects of invoking interest among patrons and potential clients, creating share of mind, generating brand equity and therefore facilitating profitability. Further, the project will provide in-depth investigation of how the brand was communicated, how internal and external stakeholder perceived brand equity, how the brand is being measured and what the roles of marketing communications plan are in strengthening the brand. How Casino de Genting will combat the possibility of emerging competitors using sound and effective brand management strategies is the rationale behind the study.



2.2 Statement of the research objectives

This study purports to explore the extent to which a brand plays a role in the success of Casino de Genting as the only player in Malaysian casino industry. Through this study, it is also aimed to evaluate whether the brand management strategies of Casino de Genting proved to be profitable or there are areas of improvement. To understand why Casino de Genting remains to be an important element in the global casino industry is another aim of the project.



2.3 Initial understanding from several references

According to LePla and Parker (1999), communications for the brand is two-fold: build the brand internally and integrate it to general communications externally (p. 230). Brand communications commenced with revealing your brand which is done through an integrated branding process. Logically, the ‘how tos’ include the realization of the how company can sell on the integrated brand model; setting-up a brand team and identifying who should be on it; conducting a successful brand environment audit; developing a brand environment you can act upon; creating preliminary brand tools which can stimulate team thinking; facilitating successful brand meetings; developing and establishing a practical brand structure (pp. 101-125; 199) conducting brand planning and benchmarking.



In creating a brand-driven marketing, the company must begin with a strong naming strategy that reflects the promises of the brand. Communicating the brand means to use marketing communications vehicle. Since the goal of brand communications is conveying a brand message that strengthens the brand, the marketing communication plan must start with a creative brief or creative platform. A marketing communications plan is a design that incorporates brand meaning, visuals and messages in a logical, systematic way and must contain objectives and overall strategy (pp. 29-30).



Aaker and Biel (1993), moreover, defined brand equity as “everything the consumer walks into the store with” (p. 33). It is a mental association that reflects the concept as a broad and influential aspect. In simpler terms, brand equity is the marketing effects or outcomes. The measurement of brand equity is intended for the firm, product/service and consumer levels. Brand strength or the utility beyond functional product characteristics – the physical attributes of the product; set of associations – the ‘positive’ brand knowledge acquired via different distribution channels; and (relative) consumer preference – the extent to which a brand is “attractive” to consumers is being measured

1) RED Alert – Allows DMA managers to learn more about the problem and recapture the customer by notifying them of low overall satisfaction and providing them with the customer’s telephone number.

2) Manager Report – Notifies the restaurant manager of operational defects under the manager’s control and provides the customer’s telephone number, if needed, for further diagnosis and service recovery.

Monthly and quarterly summary reports. Through a secure reporting Web site, summary reports give continuously updated graphic information of all measures by individual restaurant, with line-item benchmarking comparisons to the prior period, as well as chain-wide performance on the same uniform measures. Also included are summaries of the proportion of customer occasions where RED Alerts or Manager Alerts have been issued, with detail of the problems encountered.
Roll-Up Reports – This element gives detailed and easy-to-read summaries of restaurant groupings rolling up to each market and to Long John Silver’s levels of management responsibility: DMA managers, regional vice president, division vice president and the Long John Silver’s chain in total. Access is secure to authorized personnel for restaurants within their jurisdiction only.
Celebration – This element immediately congratulates restaurant managers each time a customer reports a completely satisfactory and problem-free experience, reinforcing manager commitment to excellence and continuous improvement.
The results
In a matter of months, Long John Silver’s saw its customer service performance and manager involvement escalate. The concept stresses the manager’s top three tools for excellence as:

1. Leadership. Managers are reminded that when it comes to customer service, a restaurant’s team follows its manager’s lead.

2. Training. The first part of “excellence” is “excel” and, according to Long John Silver’s, that takes training. The importance of management is stressed through a key statement: “Each time the manager interacts with customers, a Service Excellence training session is in progress.”

“Just look behind you,” the company tells managers, “You’ll see your team noticing and eventually imitating your every action.”

3. Service management. Since customer-driven measurement gives a grade of sorts, Long John Silver’s tells managers to use it as a teaching tool. For example, a high number of dissatisfied customers means that managers are flirting with an “F,” and it’s time to hit the training and reinforcement books again.

Program expanded
The program has since been expanded to all company-owned stores, and is now offered to Long John Silver’s franchisees. With the support of this multi-directional program, Long John Silver’s has entered a period of growth and business success unprecedented in the company’s history. Here’s what a few Long John Silver’s managers have to say about the program:

“We’re so much better than our competition now that we’ve actually put them out of business. There are, or should I say there were, two other seafood QSRs [quick-service restaurants] in town. We put them both out of business. The reason? We serve a better product, and we treat our customers right!” — Scranton, Pa.

“We’re just nicer to our customers than most of the other restaurants around here. Their employees don’t care, and ours do. My customers come in and compliment me on my staff all of the time.” — Tyler, Texas

“It’s important to communicate with your guests if you want to be successful. Find out what you’re doing wrong and fix it, or find out what you’re doing right and keep doing it!” — Plano, Texas
 

jamescord

MP Guru
AutoZone (NYSE: AZO) is a retailer and distributor of automotive spare parts and accessories.[3] based in Memphis, Tennessee



2.1 Statement of the research topic

Such a case study, this project will analyse how Casino de Genting protects and promotes its corporate image especially in aspects of invoking interest among patrons and potential clients, creating share of mind, generating brand equity and therefore facilitating profitability. Further, the project will provide in-depth investigation of how the brand was communicated, how internal and external stakeholder perceived brand equity, how the brand is being measured and what the roles of marketing communications plan are in strengthening the brand. How Casino de Genting will combat the possibility of emerging competitors using sound and effective brand management strategies is the rationale behind the study.



2.2 Statement of the research objectives

This study purports to explore the extent to which a brand plays a role in the success of Casino de Genting as the only player in Malaysian casino industry. Through this study, it is also aimed to evaluate whether the brand management strategies of Casino de Genting proved to be profitable or there are areas of improvement. To understand why Casino de Genting remains to be an important element in the global casino industry is another aim of the project.



2.3 Initial understanding from several references

According to LePla and Parker (1999), communications for the brand is two-fold: build the brand internally and integrate it to general communications externally (p. 230). Brand communications commenced with revealing your brand which is done through an integrated branding process. Logically, the ‘how tos’ include the realization of the how company can sell on the integrated brand model; setting-up a brand team and identifying who should be on it; conducting a successful brand environment audit; developing a brand environment you can act upon; creating preliminary brand tools which can stimulate team thinking; facilitating successful brand meetings; developing and establishing a practical brand structure (pp. 101-125; 199) conducting brand planning and benchmarking.



In creating a brand-driven marketing, the company must begin with a strong naming strategy that reflects the promises of the brand. Communicating the brand means to use marketing communications vehicle. Since the goal of brand communications is conveying a brand message that strengthens the brand, the marketing communication plan must start with a creative brief or creative platform. A marketing communications plan is a design that incorporates brand meaning, visuals and messages in a logical, systematic way and must contain objectives and overall strategy (pp. 29-30).



Aaker and Biel (1993), moreover, defined brand equity as “everything the consumer walks into the store with” (p. 33). It is a mental association that reflects the concept as a broad and influential aspect. In simpler terms, brand equity is the marketing effects or outcomes. The measurement of brand equity is intended for the firm, product/service and consumer levels. Brand strength or the utility beyond functional product characteristics – the physical attributes of the product; set of associations – the ‘positive’ brand knowledge acquired via different distribution channels; and (relative) consumer preference – the extent to which a brand is “attractive” to consumers is being measured

1) RED Alert – Allows DMA managers to learn more about the problem and recapture the customer by notifying them of low overall satisfaction and providing them with the customer’s telephone number.

2) Manager Report – Notifies the restaurant manager of operational defects under the manager’s control and provides the customer’s telephone number, if needed, for further diagnosis and service recovery.

Monthly and quarterly summary reports. Through a secure reporting Web site, summary reports give continuously updated graphic information of all measures by individual restaurant, with line-item benchmarking comparisons to the prior period, as well as chain-wide performance on the same uniform measures. Also included are summaries of the proportion of customer occasions where RED Alerts or Manager Alerts have been issued, with detail of the problems encountered.
Roll-Up Reports – This element gives detailed and easy-to-read summaries of restaurant groupings rolling up to each market and to Long John Silver’s levels of management responsibility: DMA managers, regional vice president, division vice president and the Long John Silver’s chain in total. Access is secure to authorized personnel for restaurants within their jurisdiction only.
Celebration – This element immediately congratulates restaurant managers each time a customer reports a completely satisfactory and problem-free experience, reinforcing manager commitment to excellence and continuous improvement.
The results
In a matter of months, Long John Silver’s saw its customer service performance and manager involvement escalate. The concept stresses the manager’s top three tools for excellence as:

1. Leadership. Managers are reminded that when it comes to customer service, a restaurant’s team follows its manager’s lead.

2. Training. The first part of “excellence” is “excel” and, according to Long John Silver’s, that takes training. The importance of management is stressed through a key statement: “Each time the manager interacts with customers, a Service Excellence training session is in progress.”

“Just look behind you,” the company tells managers, “You’ll see your team noticing and eventually imitating your every action.”

3. Service management. Since customer-driven measurement gives a grade of sorts, Long John Silver’s tells managers to use it as a teaching tool. For example, a high number of dissatisfied customers means that managers are flirting with an “F,” and it’s time to hit the training and reinforcement books again.

Program expanded
The program has since been expanded to all company-owned stores, and is now offered to Long John Silver’s franchisees. With the support of this multi-directional program, Long John Silver’s has entered a period of growth and business success unprecedented in the company’s history. Here’s what a few Long John Silver’s managers have to say about the program:

“We’re so much better than our competition now that we’ve actually put them out of business. There are, or should I say there were, two other seafood QSRs [quick-service restaurants] in town. We put them both out of business. The reason? We serve a better product, and we treat our customers right!” — Scranton, Pa.

“We’re just nicer to our customers than most of the other restaurants around here. Their employees don’t care, and ours do. My customers come in and compliment me on my staff all of the time.” — Tyler, Texas

“It’s important to communicate with your guests if you want to be successful. Find out what you’re doing wrong and fix it, or find out what you’re doing right and keep doing it!” — Plano, Texas

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