Arena "Water Instinct": The marketing problems of being a specialist

After having experienced a turbulent period between 2004 and 2010, the Arena group's commercial performances are good with ¤95 million sales worldwide and a presence in more than 100 countries. The French division performs really well also with a strong increase in sales. The brand has a strong positive image of a specialist, as demonstrated by the large proportion (84%) of sales made on the performance segment.
However, the situation is not as good as what one could assume at first glance.
Having 84% of sales in the performance segment implies that only 16% of sales are in the leisure segment, while this latter segment is actually by far the largest with no fewer than 15 million people in France. Arena has to ask if such a positioning as a specialist is the best option.

- How to build a strong and specialist positioning, in compliance with Arena's core values?
- How to operationally implement this positioning, in order to reflect brand identity?
- How to segment the market to decide if the specialist positioning is the most relevant?
- Which retail strategies to adopt in order to be coherent with this positioning, while expanding on the leisure market at the same time?

Marketing - Strategic retail management - Sport Management - Strategy - Category Management

Undergraduate (B.A or B. Sc) and graduate students (Msc/MBA) in Marketing, Sport Management or Strategy

Retail sale of sporting equipment in specialised stores

- PPT : Debriefing to project to learners (22 slides) - Debriefing with commentaries for trainers (25 slides)

Année de la problématique : 2016

Livraison : Livraison par lien de téléchargement

Nombre de pages : 10 avec 8 page(s) annexe(s)

Temps d'utilisation : 3h00