DIRECT MARKETING

Direct marketing is a sales method by which advertisers approach potential customers directly with products or services. The key to any direct marketing campaign lies in expanding its reach to rural and semi rural markets. The second factor would be enhancing credibility of the offer.

Vision and Mission Their Vision is to be the number 1 Beauty Company Selling Direct. Their Mission is to Fulfill Dreams.

Founded in Sweden in 1967 by the brothers Jonas and Robert af Jochnick and Bengt Hellsten.

Sells high-quality natural skincare and cosmetic products through an independent sales force, outside the traditional retail environment. Fastest growing international beauty companies, selling direct in 62 countries worldwide.

Oriflame is based on the core value of togetherness, spirit and passion. They utilize the multi-level marketing and direct sales business model to sell their products and services.

BUSINESS STRATEGY
Wide portfolio of Swedish, natural, innovative, quality beauty products at affordable prices. Frequent, dynamic and attractive catalogues with many new products that make selling easy. Flexible and reliable ordering, delivery and payment system easy to do business with. Unlimited earning and career opportunity.

METHOD OF DIRECT SELLING

Oriame launched its direct sales method in 1967 when the Company was founded as a vital part of its innovative business concept. For consumers, the driving force is a more flexible, relaxed and individual way of shopping, receiving personal advice from someone familiar.

THE ORIFLAME WAY

Oriflames corporate culture can be summarised in three key values; togetherness, spirit and passion. The culture is a direct result of the approach that proved most stimulating and effective. It is built on values such as mutual trust and respect, entrepreneurial spirit, customer focus and quality demands and it is reflected in all parts of the organization, as well as in the approach to social responsibility.

DIRECT SELLING IN TUNE WITH TIME

Todays way of life with its advantages as well as limitations has resulted in a change in consumer behavior and an increased demand for timesaving services. Therefore, by addressing each household as a point of sale, combining entertainment and shopping and last but not least, using reliable connections as door openers to new clients, direct selling will keep growing, in tune with time.

SUPPORT TOOLS
Sales consultants are offered a number of tools to help them succeed, coordinated in SARPIO Sales and Recruitment Processes in Oriflame. SARPIO is the global platform for processes, training and communication. It has been developed in order to offer consultants support in developing and managing themselves and their businesses, while ensuring that they convey the Oriflame brand in a consistent way.

This tool helps sales consultants to track performance of their network and identify action areas that can improve business effectiveness. It also improves communication with the sales force.

During the year Oriflame conducted a pilot rollout of an e-learning concept to coach and support the sales force in their selling and recruiting activities.
The response has been very positive and the intention is to continue the e-learning initiative globally going forward.

SALES COMPENSATION
Immediate prot.

Volume.
Cash awards and bonuses.

The ultimate shopping experience

By providing the ultimate shopping experience to consumers, the Oriflame catalogue supports the ultimate business opportunity to its consultants. The stronger the consumer offer, the greater the potential to sell and grow the business. By constantly creating exciting new catalogues, Oriflame is also providing the motivation and confidence to its consultants to actively show the latest catalogue to existing and potential new customers.

Creating a catalogue Creating a catalogue is about much more than filling blank pages with glossy advertisements The planning teams create a catalogue plan that includes ideas for the themes, what products will be shown in each catalogue, what page they will appear on and what the offers will be. The process involves a lot of analysis of current and historic results together with market trends, but also creativity in developing new exciting ideas and promotions. The regional plans are communicated and discussed with local markets.

THE ORIFLAME ACADEMY Oriflames most important training programmes for managers are found in Oriflame Academy, implemented in 2006. The internal three-step development programme for managers has been created to support and strengthen Oriames culture, increasing integration, strategic understanding as well as leadership and management skills.

ORIFLAME AND ASIA Local currency sales in 2009 increased by 40 percent as a result of a 22 percent increase in the average size of the sales force and an 18 percent productivity increase compared to 2008. The strongest performing markets were Iran and China. Operating margins were 8.1 percent (4.0) resulting in an operating profit of EUR 9.1 (3.3m).

Oriflames Market in India

India direct selling industry, the companys 8years stay in the country has been finding it a tough game to penetrate and grow as per projections. The parent company in its latest annual report acknowledges the hardships it has faced in the Indian market.

INTRODUCTION
Jubilant FoodWorks Limited, a Jubilant Bhartia Group Company holds the Master Franchisee Rights for Dominos Pizza for India Today Dominos Pizza India has grown into a countrywide network of more than 378 with a team of over 11,000 people. Its the largest Pizza chain in India and the fastest growing multinational fast food chain between 2006-2007 and 2008-2009 in terms of number of stores.

Dominos pizza endeavored to establish a reputation for being a home delivery specialist capable of delivering pizzas within 30 minutes or else FREE to a community of loyal consumers from all our stores around the country.

It focused on delivering great tasting Pizzas and sides, superior quality, exceptional customer service and value for money offerings.

Vision and Mission Dominos vision is focused on " Exceptional people on a mission to be the best pizza delivery company in the world!" They are committed to bringing fun, happiness and convenience to lives of our consumers by delivering delicious pizzas to their doorstep. Mission: Efforts are aimed at fulfilling this commitment towards a large and ever-growing customer base.

Dominos believes strongly in the strategy of Think global and act local.

Further providing value for money and affordable products to their consumers has been an important part of our efforts. Their initiatives such as Fun Meal and Pizza Mania have been extremely popular with consumers looking for an affordable and value for money meal option.

Brand Positioning Their Brand Positioning of Khushiyon ki Home Delivery (Happiness Home delivered) is the emotional benefit that they offer to the consumers. All their efforts, whether it is a new innovative and delicious product, offering consumers value for money deals, great service, country wide presence or delivery in 30 minutes or free are all oriented towards delivering happiness to the homes of their consumers.

DIRECT MARKETING OF DOMINO'S PIZZA Dominos Pizza entered the Indian market only post 1996. But in less than five years they have been able to redefine the paradigms in food business and service sector.

Dominos have used the direct marketing strategy to reach out to customers.

The success of Dominos is attributed to:

a) clearly defined and communicated service delivery standards. b) Effective implementation of direct marketing strategy.

c) Customer relationship management (CRM) practices.

d) Empowering the customer so that he/she could create his/her own product.

Dominos today there are several food chains, consumer product companies and service organizations that are using the direct marketing strategy for effectively reaching out to their customers.

Direct Marketing is gaining importance, especially in urban markets and has emerged as an alternative form of marketing.

MARKETING STATEGIES

Dominos Pizza India Ltd is planning to focus on below-the-line activities and expand the number of its retail outlets, this year. The move is aimed at building long-term relationship with its customers and spur sales growth.

Food service is an impulse category, and therefore, it is important to continuously drive the 'need' factor amongst the consumers. And, for that they need to use marketing strategies that will drive the 'desire' factor."

The company will invest in door-to-door promotion through distribution of menu cards that will include various offers and discounts. It is important for the consumer to have knowledge of the menu, as the customer will then find it convenient to place an order.

The strategy is to launch three-four products in a year, with about one product launch every quarter. also plans to open 80 new stores this year, across Tier II and Tier III cities, taking the number of stores to 491. Domino's Pizza, which claims to have 54 per cent market share in the organized pizza category, will continue its focus on being a delivery-based QSR chain, with a focus to turn the brand into a household name even in small towns.

DIRECT MARKETING POLICY

Direct marketing from the Dominos Group:
information about their existing or new products and services, special offers, promotions and competitions

Dominos Group don't provide customers personal information to companies outside the Dominos Family They may aggregate anonymised information based on your personal information and disclose this to advertisers and other third parties.

DATABASE- Problem
Fierce Competition

Validity and Viability of its data warehouse.

In order to meet forecasted company expectations and continue its profitable ways through 2000 and beyond, as well as remain competitive, Domino's strategy was to become more aggressive with its direct mail campaigns. Domino's needed to enhance and cleanse its 120GB, 12-million customer name data warehouse in order to obtain the desired results.

It was difficult to measure returns from direct marketing because the list of addresses was being sent to a printer who cleansed and mailed it.
Ultimately, Domino's need for a data enhancement and data quality solution was twofold. Domino's wanted to understand delivery areas by geocoding and mapping the households that bought Domino's pizza and non-pizza items.

Solution:
Domino's selected Qualitative Marketing Software Inc., (QMSoft) and its Centrus GeoStan solution--an embeddable address hygiene and geocoding technology--in July 1996. GeoStan provided Domino's with a solution that in a single pass can parse each record, fix poorly formatted or misspelled address elements, correct ZIP codes and add ZIP+4.

It appends records with carrier route, delivery point bar codes (DPBC), line of travel (LOT) codes, and check digits; creates Postal Form 3553; and assigns address-level and ZIP+4 latitude/longitude coordinates, block group, MSA, census block, census tract and other geographic information.

Benefits:

Thanks to implementing GeoStan, Domino's has had the ability to extract block group information for nearly two years. The information is retrieved from QMSoft to Domino's demographics database, allowing the pizza company to find out more about customers' characteristics. All of this has resulted in Domino's ability to segment its customers and the ability to find the location of customers has helped the company in the relocation of stores or finding sites for new

Results: Since building its data warehouse and implementing GeoStan, Domino's was selected the fastest growing fast food company in the country in 1996 and reported record profits in 1997. It opened opportunities in areas of importance to Domino's--geocoding and area demographics. Domino's recent accomplishments -- recognition and record profits--can be attributed to address standardization and cleansing of its database.

Receiving Localized Insight: Domino's was experiencing high brand switching, low loyalty and high impulse decision making among consumers. The marketing challenge was made more difficult because the Brand's $100 million annual direct marketing investment was highly fragmented across 1,400 franchisees at the local level.

When presented with this significant challenge, Ansira created localized direct solutions enabling franchisees to capitalize on better customer intelligence and direct marketing strategies. Ansira conducted both customer and store segmentation studies to better target high-value customers and recognize differences among store locations that would affect marketing and sales.

Knowing the importance of Domino's channel partners - local franchisees - a proprietary, online franchise-marketing portal was also developed to facilitate and empower localfranchise marketing investments. The portal also provides efficient online targeting, messaging customization, ordering, payment and execution.

This suite has produced significant results for the franchisee partners and thus the corporate entity: The combination of our localized digital tools helped build a $750 million E- business for Domino's Localized digital and direct solutions have reduced the purchase cycle by three weeks Aided by our predictive modeling, localized direct mail has generated a 46% response Local paid search results exceed 400% ROI