Wrapping up what was a very quick semester, it’s time to flip the page with COMM 296. After a memorable and enjoyable 3 months, I can now say that I managed to take meaningful and useful concepts out of the introductory marketing course with Professor Rui Silva.

The final video assignment was a culmination of what my teammates and I took out of the course and expressed it in a short, cartoon video. Our approach to the cartoon video (complete with our voices dubbed over, and soundtracked with subtle Bossa Nova) was meant to be a fun twist and it was a unique experience to do so.

The cartoon video was created using a beta version of www.powtoon.com. Because of this, we were faced with many uncertainties surrounding the limits of an unfamiliar beta program. The entire editing process was a learning curve from what you see displayed in minute 0 to minute 5. In retrospect, I feel we could have cut production time significantly if we had used a familiar editing software. Nonetheless, the learning curve was invaluable as we opened another channel to editing through the cartoon realm. The factors of filmmaking and sitting down meeting, after meeting with my group members was an inevitable thing that required patience and schedule-matching, we understand all groups faced this barrier and knew that we had to be prompt and efficient with this process. However, I found that our group had particular fun with certain parts of the process as we went through the scripting and breakdown of the video. For example, throughout the brainstorming process, we thought about the memorable times in lecture and group discussions; and in numerous occasions, these thoughts broke many brain blocks and facilitated new and creative ideas that we would eventually incorporate into the film. Hopefully the video can show viewers a glimpse of the creative process we took effort in forming our ideas together.

Ice hockey is undoubtedly the national sport of Canada, the men’s and women’s gold medal victories in the 2010 Winter Olympics at home serves as a testament to the international eye of what the sport means to Canadians. Ice hockey has been used many times in conjunction with the culture of the people of Canada. The sport holds well with all age groups and of all ethnic Canadians; it is a way of life. As far as we Canadians are concerned, the growth of the international game is not as important as it is preserving the game at home and strengthening the identity of Canadians.

Rogers Communications Inc.’s recent deal with the NHL that will give it Canadian multimedia rights through a 12-year, $5.2-billion agreement allows for the growth of the sport to prosper and develop an open-ended communication channel throughout Canada as a nationwide network.

From Rogers’ standpoint, as  SFU Marketing professor Lindsay Meredith points out, the billion-dollar deal reveals a bold marketing strategy.  The naming rights of Vancouver’s Rogers Arena, in particular, is a mere small step integrating Canada’s hockey world. Meredith notes that Rogers is also taking advantage of the increasing involvement of technology in the game as the exchange of information is being transported via wireless channels.

From the Canadian consumers’ standpoint, the deal offers copious amounts of hockey – at a higher price – on a variety of channels and devices. UBC’s own James Brander says the pricing will be as a result of channel bundling and justifying the big price tag of the deal. Personally, I feel that the unification of all networks brings the sport full-circle for Canadians and thus they wont feel hindered by the increase in price, but see it as a positive step in adding to the culture and identity of Canadians.

In Daryl Chan’s recent blog post regarding Ikea’s 4Ps in Europe and Asia, he analyzes Ikea’s global marketing strategy through examining the company’s marketing mix strategy implored in different regions of the world (particularly Europe and Asia, which are good extremes for the purpose of the analysis). Darryl highlights the challenges European-based Ikea faced through trying to accommodate to the Chinese market.

A company can be examined many ways. One may analyze the economical aspects, the financial positioning of the company, the historical implications of the company, and other macroeconomic factors. Generally, companies that pack a punch in any of these factors are doing globally. It is important to analyze the success of a company through its international contribution.

There is evident risk in entering a new market, and in Ikea’s case, it’s no different – they took a chance and brought the popular trendy furniture culture to a new market in China. At first, there was some confusion regarding price as Ikea’s low pricing strategy didn’t work seeing as Chinese people regarded Western products to be superior, but Ikea’s logical pricing structure eventually fit well amongst the young middle-class population (educated about the Western culture) in the market. With regards to product, place, and promotion, Ikea really took upon a role of understanding the cultural factors of its new market and learned to adapt in order to be successful. Ikea made sure its products were diffused easily within the Chinese culture through how it coped with compatibility: smaller sized furniture for smaller housing, store location near public transit, and marketing on the Chinese social mega-site Weibo.

As to most brand studies in COMM296, Ikea is another interesting examination due to its adaptability to different market structures. Its success transcends borders through its marketing mix strategies and ability to understand the macroeconomic factors.

Bryan Tenenhouse of the Canadian Marketing Association recently published a blog post regarding his allegiance with Apple. As a loyal Apple user myself, I felt a similar way to what his words seemed to express, including the fact that Apple essentially created the smartphone industry. Who doesn’t like originality?

“The battle is between Apple iPhone loyalists and some upstart company called Samsung with its Trojan Horse, Android. (See what I just did there? I lobbed another grenade.)”

It was the pioneer product of the new market it created and henceforth created the “war” we have today as other firms began imitating the technology forcing Apple to build on its relative advantage. The process has since created an arms race.

At this point in time of the immense smartphone industry competition, a war that has been raging for more than 5 years, the release of newer products makes it hard for consumers of the “early majority” to make a decision given that the technology is basically set-in-stone with some seemingly large adjustments. However, this is where brand loyalty may begin to play a factor. Tenenhouse quotes that “a recent Forbes survey confirms that while 20% of new Apple users have switched from Android to the iPhone, only 7% of Apple users have gone the other way”. Despite what accolades Apple’s competitors have to offer, Apple can proudly boast its population of loyal customers. Its efficient customer service is famous and compliments the efficient and famous product it services. It’s the experience and the idea that one material product can be the most integral thing in your life behind living necessities, friends, and family. Apple for life.