Essays on Ajmal Perfumes and the Global Fragrance Market Case Study

Download full paperFile format: .doc, available for editing

The paper "Ajmal Perfumes and the Global Fragrance Market" is a great example of a marketing case study.   In most cases Each firm has devised its own way of marketing to seize the competitive edge in the industry, for example, Ajmal perfumes have sometimes used celebrity looks to launch and market its brands. The perfume industry is condensed with firms that sell both alcoholic and non-alcoholic fragrances. Ajmal perfumes are counted as one of the flourishing fragrance firms in the Gulf Cooperation Council (GCC) which is the Arab markets region.

Its product branding has made it dominate in Arab market for quite a long time, with “ Ajmal perfumes” perfumes being exceptional and highly ranked in the region. The market competition has in the recent past intensified both nationally and internationally exerting pressure on companies to deliver a valuable product to customers at relatively lower prices. Strategic Issue The strategic issue entails the means of winning the attention and support of important stakeholders in a particular industry. In the perfume industry, supply chain management is an important factor that any stakeholder in this industry needs to look at (Armstrong, & Gary, 2005).

This industry is doing well in Arab markets which are attributed to the high purchasing power of residents on perfume products, something that has seen the Ajmal perfumes in this industry to perform well in terms of sales. In order for Ajmal perfumes to continue making profits, it needs to continue offering customers high-quality products at a cheaper price. The firms in the perfume industry need to do a market survey and know how much customers within the Arab markets are ready to spend and the trends they prefer. The growing Ajmal perfume brands are believed to be where its perfume products for consumers on the top-end of the wealth spectrum are directed (Ferrell, C., & Hartline 2008).

Through the use of social media, Ajmal perfumes will be in a position to have its products reach many customers from different parts of the world. With a changing marketing environment, it is becoming necessary for Ajmal perfumes to make the use of articulate means to engage customers and to attract them towards themselves.

It might be believed that some of the customers are tired of being marketed to and hence need a change; this change has to come from the producers themselves by analyzing the marketing environment (Inkpen, 2013). However, with such intense competition in the perfume industry is going on in the GCC markets for premium brands, Ajmal perfumes should position itself strategically while entering the market so as to come at par with their competitors and matching their points of parity far create some type of point of differentiation. Online social media platforms have become vital in marketing.

If this company can make use of these sites, then it will for sure reach many customers. However, it should also not forget using conventional means of reaching customers, as they are also vital (Armstrong, & Gary, 2005). Ajmal perfumes can employ diversification strategy in the perfume markets. By coming up with diverse sizes of Ajmal perfumes in the market will help in boosting the sales level. Arab’ s younger generation is more inclined to spend on perfume items than their elders do; likely, diverse group of younger and middle-aged people are the new emergence of beauty consumption in GCC, as such Ajmal perfumes should target such group.

References

Acharya, J. (2007). Profit maximising: pricing strategies North Brunswick : Information

Sciences and Systems, CISS '07. 41st Annual Conference.

Armstrong, & Gary, A. (2005). Marketing: An Introduction, 7/e (New Edition). South Asia:

Pearson Inc.

Bowman, D. & Narayandas, D. (2004). Linking Customer Management Effort to Customer

Profit¬ability in Business Markets. Journal of Marketing Research, 41 (4), 433–447.

Chen, J & Kim, S (2013), ‘A comparison of Chinese consumers’ intentions to purchase luxury

fashion brands for self-use and for gifts’, Journal of International Consumer Market, vol. 25, no. 1, pp. 29-44.

Chintagunta, K., & Desiraju, R. (2005). Strategic Pricing and Detailing Behavior in International

Markets. Marketing Science , 24 (1), 67-80.

Ferrel, C. & Hartline, M. (2008). Marketing Strategy. Mason: South Western Cengage Learning

Langlolis, A &Barberio, EJ (2013), ‘Luxury goods & China: A case study’, Journal of Applied

Business and Economics, vol. 14, no. 5, pp. 83-95

Inkpen, A. (2013). Arabic Perfumes and the Global Fragrance Market. Thunderbird School of

Global Management

Tsai, WS, Yang, Q & Liu, Y (2013), ‘Young Chinese consumers’ snob and bandwagon luxury

consumption preferences’, Journal of International Consumer Market, vol. 25, no. 1, pp. 290-304.

Yeoman, I & McMahon-Beattie, U (2006), ‘Luxury market and premium pricing’, Journal of

Revenue and Pricing Management, vol. 4, no. 4, pp. 319-328

Download full paperFile format: .doc, available for editing
Contact Us