The Babcock & Wilcox Company (B&W) is a U.S.-based company that provides design, engineering, manufacturing, construction and facilities management services to nuclear, renewable, fossil power, industrial and government customers worldwide. B&W's boilers supply more than 300,000 megawatts of installed capacity in over 90 countries around the world.[1]
During World War II, over half of the American US Navy fleet was powered by Babcock & Wilcox boilers.[2] The company has its headquarters in Charlotte, North Carolina with operations in Lynchburg, Virginia; Barberton, Ohio; West Point, Mississippi; Mount Vernon, Indiana; Oak Ridge, Tennessee; Euclid, Ohio; and, in Canada, Cambridge, Ontario.

What we learned when respondents were asked additional questions about the advertisements they recognized is illustrated in Figure 4.4 For one set of products it compares how the best-remembered and the least-remembered advertisement compared in the words respondents checked as describing them. It provides a picture of the strengths and weaknesses that account for the difference in attention-getting power. The advertising shown for this set of products was masked. Anything that could identify the advertiser was retouched, bleeped or removed so we could ask “Do you remember who that was for?” That also revealed wide differences. These diagnostics provide creative feedback on the approaches to use again in the future - and the ones to avoid.



The impact of the advertising was measured at a variety of levels ranging from changes in awareness and improvements in reactions to the number that bought the product in the latest period. For calculating return on investment in the most meaningful way, there is no better base than the number of respondents buying the product. So for the decisive measure of effectiveness, we looked to see if the number of recent buyers was higher among those who recognized the ad. Different amounts were spent to run each of the 24 items, and some of them were run in different areas. To cover that we used two key measures for evaluating all of them:

• The number reached (per 1,000 respondents) for each cent spent (per capita).

• Additional buyers (per 1,000 respondents) for each cent spent (per capita).

The key point to be made here is that these measures are directly comparable for all media - including out-of-home (OOH). People either recognized the advertising or they didn’t. And among those who did, there was either a higher number reporting recent purchases or there was not.

Figure 5 shows both measures for each of the 24 items. They are ranked by the number of additional buyers. The long bars show the number reached was much greater than the number affected. Comparisons of the number affected - the short bars - are critical, so Figure 6 shows the same data plotted on a log scale that magnifies the short bars and compresses the long ones.





The chart shows there were wide differences in the return on the investment made in each piece of advertising. How did out-of-home fare in this comparison? It is the red bars on the chart. Three of the OOH items in the test bunched up near the top. The rest spread out down the bottom half of the chart. The blue bars show where the eight magazine ads fell. The seven radio commercials that were tested are green, and the light yellow bars show where the three TV commercials fell. The van is the brown bar near the bottom. OOH was competitive. No other media was clearly better.

Ignore at your own risk
What we had found at this point was that we could measure OOH and all the other media in terms of additional buyers produced and the cost to do it, and we found OOH compared quite favorably.

However, these charts may be conveying an even more important message. Whatever media you are in, the most effective execution reached and affected a lot more people than the least effective execution. This evidence shows that you ignore differences in the quality of the creative at your own risk. We found those differences to be of a magnitude that could completely offset the differences we found between media.

Figure 7 shows another, simpler way of comparing the efficiency of the media in reaching people. When we added together all the times respondents reported recognizing Starbucks advertising the pie chart on the right shows how the media compared in getting noticed. It shows their share of the items recognized. The pie chart on the left shows how the amount spent on each media compared. Comparing the two shows OOH was the most efficient at reaching people. It accounted for 27 percent of the advertising recognized, but only 16 percent of the cost.

There are three key areas for the project which are all under the brand management strategy umbrella: brand communication including the marketing communication plan, brand equity, brand measurement. In lieu with this, the project will seek to answer the following questions.

Brand Communication

1) How does Casino de Genting communicate the brand to internal and external stakeholders?

2) What are the marketing communication strategies does Casino de Genting employs?

3) Does the marketing communication plan need improvement?



Brand Equity

1) How do clients perceive the Casino de Genting brand?

2) What is the first thing that clients think when they hear the name Casino de Genting?

3) To what extent does brand equity is being promoted?



Brand Measurement

1) Is there a positive brand knowledge?

2) Do clients prefer Casino de Genting over other casinos?

3) What are the reasons behind brand preference?



Palpably, the target participant in the investigation is the external stakeholder comprising of the clients and potential clients.



3. Expected Outcomes and Schedule

3.1 Outcome of the research

Brand Audit Report and Recommendation Report are the expected outcomes of the project. The Brand Audit Report refers to the document which outlines the how Casino de Genting conveys its brand message to stakeholders, how brand equity becomes a source of competitive advantage and how brand is being measured. The Recommendation Report will outline the opportunities that can be exploited and suggestions for consideration for Casino de Genting.



3.2 Learning objectives

To be able to apply theories and models into practice as well as skills and competence in conducting a case study
To properly conduct internal and external analysis of the case study casino using SWOT, Porter’s five forces and PESTEL
To perform in-depth literature analysis by which the basic knowledge regarding brand management will be acquired from


3.3 Timeline of the research process

To accomplish such outcomes, the researcher will be guided by the following plan.



Weeks

1st

2nd

3rd

4th

Problem identification









Writing Proposal/Obtaining Approval









Acquiring Access









Update Literature Read









Research Design









Data Collection









Data Analysis









Writing up Draft









Editing









Final Document









Binding of document









Necessary Correspondence











4. Planned Methodology

4.1 Data collection and analysis method

Majority of the report will be based on secondary research with data that will come from archival data from online websites, official statistics, annual reports, journal, newspaper and magazine articles and books. Interviews to Casino de Genting’s client will be also conducted and will be the primary data of the research.



Thematic content analysis will be conducted. Such analysis refers to collating and digesting themes from the literature. The purpose of this is to be able to build theories relating to the internal and external situation of Casino de Genting. The processed information will be further analysed for SWOT, Porter’s five forces and PESTEL, and also scenario analysis. Recommendations will be based on scenarios.
 

jamescord

MP Guru
The Babcock & Wilcox Company (B&W) is a U.S.-based company that provides design, engineering, manufacturing, construction and facilities management services to nuclear, renewable, fossil power, industrial and government customers worldwide. B&W's boilers supply more than 300,000 megawatts of installed capacity in over 90 countries around the world.[1]
During World War II, over half of the American US Navy fleet was powered by Babcock & Wilcox boilers.[2] The company has its headquarters in Charlotte, North Carolina with operations in Lynchburg, Virginia; Barberton, Ohio; West Point, Mississippi; Mount Vernon, Indiana; Oak Ridge, Tennessee; Euclid, Ohio; and, in Canada, Cambridge, Ontario.

What we learned when respondents were asked additional questions about the advertisements they recognized is illustrated in Figure 4.4 For one set of products it compares how the best-remembered and the least-remembered advertisement compared in the words respondents checked as describing them. It provides a picture of the strengths and weaknesses that account for the difference in attention-getting power. The advertising shown for this set of products was masked. Anything that could identify the advertiser was retouched, bleeped or removed so we could ask “Do you remember who that was for?” That also revealed wide differences. These diagnostics provide creative feedback on the approaches to use again in the future - and the ones to avoid.



The impact of the advertising was measured at a variety of levels ranging from changes in awareness and improvements in reactions to the number that bought the product in the latest period. For calculating return on investment in the most meaningful way, there is no better base than the number of respondents buying the product. So for the decisive measure of effectiveness, we looked to see if the number of recent buyers was higher among those who recognized the ad. Different amounts were spent to run each of the 24 items, and some of them were run in different areas. To cover that we used two key measures for evaluating all of them:

• The number reached (per 1,000 respondents) for each cent spent (per capita).

• Additional buyers (per 1,000 respondents) for each cent spent (per capita).

The key point to be made here is that these measures are directly comparable for all media - including out-of-home (OOH). People either recognized the advertising or they didn’t. And among those who did, there was either a higher number reporting recent purchases or there was not.

Figure 5 shows both measures for each of the 24 items. They are ranked by the number of additional buyers. The long bars show the number reached was much greater than the number affected. Comparisons of the number affected - the short bars - are critical, so Figure 6 shows the same data plotted on a log scale that magnifies the short bars and compresses the long ones.





The chart shows there were wide differences in the return on the investment made in each piece of advertising. How did out-of-home fare in this comparison? It is the red bars on the chart. Three of the OOH items in the test bunched up near the top. The rest spread out down the bottom half of the chart. The blue bars show where the eight magazine ads fell. The seven radio commercials that were tested are green, and the light yellow bars show where the three TV commercials fell. The van is the brown bar near the bottom. OOH was competitive. No other media was clearly better.

Ignore at your own risk
What we had found at this point was that we could measure OOH and all the other media in terms of additional buyers produced and the cost to do it, and we found OOH compared quite favorably.

However, these charts may be conveying an even more important message. Whatever media you are in, the most effective execution reached and affected a lot more people than the least effective execution. This evidence shows that you ignore differences in the quality of the creative at your own risk. We found those differences to be of a magnitude that could completely offset the differences we found between media.

Figure 7 shows another, simpler way of comparing the efficiency of the media in reaching people. When we added together all the times respondents reported recognizing Starbucks advertising the pie chart on the right shows how the media compared in getting noticed. It shows their share of the items recognized. The pie chart on the left shows how the amount spent on each media compared. Comparing the two shows OOH was the most efficient at reaching people. It accounted for 27 percent of the advertising recognized, but only 16 percent of the cost.

There are three key areas for the project which are all under the brand management strategy umbrella: brand communication including the marketing communication plan, brand equity, brand measurement. In lieu with this, the project will seek to answer the following questions.

Brand Communication

1) How does Casino de Genting communicate the brand to internal and external stakeholders?

2) What are the marketing communication strategies does Casino de Genting employs?

3) Does the marketing communication plan need improvement?



Brand Equity

1) How do clients perceive the Casino de Genting brand?

2) What is the first thing that clients think when they hear the name Casino de Genting?

3) To what extent does brand equity is being promoted?



Brand Measurement

1) Is there a positive brand knowledge?

2) Do clients prefer Casino de Genting over other casinos?

3) What are the reasons behind brand preference?



Palpably, the target participant in the investigation is the external stakeholder comprising of the clients and potential clients.



3. Expected Outcomes and Schedule

3.1 Outcome of the research

Brand Audit Report and Recommendation Report are the expected outcomes of the project. The Brand Audit Report refers to the document which outlines the how Casino de Genting conveys its brand message to stakeholders, how brand equity becomes a source of competitive advantage and how brand is being measured. The Recommendation Report will outline the opportunities that can be exploited and suggestions for consideration for Casino de Genting.



3.2 Learning objectives

To be able to apply theories and models into practice as well as skills and competence in conducting a case study
To properly conduct internal and external analysis of the case study casino using SWOT, Porter’s five forces and PESTEL
To perform in-depth literature analysis by which the basic knowledge regarding brand management will be acquired from


3.3 Timeline of the research process

To accomplish such outcomes, the researcher will be guided by the following plan.



Weeks

1st

2nd

3rd

4th

Problem identification









Writing Proposal/Obtaining Approval









Acquiring Access









Update Literature Read









Research Design









Data Collection









Data Analysis









Writing up Draft









Editing









Final Document









Binding of document









Necessary Correspondence











4. Planned Methodology

4.1 Data collection and analysis method

Majority of the report will be based on secondary research with data that will come from archival data from online websites, official statistics, annual reports, journal, newspaper and magazine articles and books. Interviews to Casino de Genting’s client will be also conducted and will be the primary data of the research.



Thematic content analysis will be conducted. Such analysis refers to collating and digesting themes from the literature. The purpose of this is to be able to build theories relating to the internal and external situation of Casino de Genting. The processed information will be further analysed for SWOT, Porter’s five forces and PESTEL, and also scenario analysis. Recommendations will be based on scenarios.

hey friend,

here i am uploading White Paper on Babcock and Wilcox CFB Boilers, so please download and check it.
 

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