MARKETING PLAN for Tiffany & Co.

OPPORTUNITY ANALYSIS FOR RIFFE INTERNATIONAL INC. MAY 7, 2025

NAME OF CONSULTANTS		RESPONSIBILITIES	CONTACT INFORMATION	SIGNATURES
Carlos Ague Major: Business Administration		Competitor Analysis Competitor Intro/Conclusion Market Penetration Strategic Alternatives Substitute Products	Cell Phone: 818-497-4444 [email protected] Location: Northridge
Abraham Benou Major: Accounting		Key Problems Marketing Objectives New Entrants Opportunity Analysis Strategies	Cell Phone: 310-600-8888 [email protected] Location: West LA
Chase Camper Major: Systems & Operations Mgmt.		Competitor Analysis Differentiation Opportunity Analysis Strategies SWOT Conclusion	Cell Phone: 661-755-5555 [email protected] Location: Northridge
Cindy lauder Major: Systems & Operations Mgmt.		Customers Differentiation Intro OT Analysis Strategies Suppliers	Cell Phone: 805-208-0404 [email protected] Location: Chatsworth
Hernam Guty Major: Management		Competitors Market Development Porters 5 Forces Conclusion Rivals SW Analysis	Cell Phone: 310-280-6600 [email protected] Location: Santa Monica

Riffe International Inc. is one of the main companies in the United States that produces spearfishing equipment and is located in San Clemente, California. Riffe is well-known for their speargun products because of its high performance and quality. Traditionally, their business has been selling through dealers and distributors only. Riffe plans to take advantage of the E-Commerce market by opening up a direct online sales by 2016. The focus on this proposal is to take advantage of social media and distribution channels to increase brand equity and development in its target market and products.

KEY PROBLEMS. Our analysis began with identifying the most salient problems in the project. The following problems and objectives aided us in our analysis and in providing recommendations for Riffe International Inc.

Key Problem 1. How can Riffe succeed in the competitive online sales industry? Since Riffe will be new to the direct online sales to customers type of industry and its competitors are already utilizing eCommerce, there will be some areas that Riffe needs to consider to be competitive:

How can the website be customer-friendly?

How will Riffe price its products to pull in customers from its competitors but not diminish its relationships with its resellers?

Where will the products be stored to minimize holding and shipping costs?

Key Problem 2. What marketing policies will increase brand value and exposure? Riffe can increase its brand equity by efficiently utilizing many marketing policies like social media and distribution channels.

Key Problem 3. What products can Riffe produce that can satisfy the needs of its target market? Since Riffe is always introducing new products every year, it should consider making a product that utilizes the changes in culture in terms of technological use.

SITUATION ANALYSIS

INTERNAL SWOT ANALYSIS

Strengths

Riffe spearguns are durable: Riffe spearguns are known to last a long time compared to their competitors (Interview Questionnaire: Jill Riffe, 6 Oct. 2015).

Riffe products require little maintenance: “a lot of people also choose [Riffe spearguns] because they require very little maintenance and are easy to take care of” (Review of the Riffe spearguns).

Brand equity is in excellent shape: the brand is well known to its target market since the producer of “the best spearguns in the spearfishing industry” was on the first page of google search “speargun” and was listed second on a world spearfishing guide website (Riffe Spearguns - review & Google search).

Focused position in the industry: Riffe sticks to its core business which lets consumers know that the company is specialized and will have specialized products (Interview Questionnaire: Jill Riffe, 6 Oct. 2015).

Good existing dealer locations: Riffe’s existing dealer locations are efficient because they are near the water and its target market; in addition, existence on amazon is a big major step (Riffe official website and amazon website).

Unique and positive origins: Riffe’s founder is a champion of the Pacific Coast and set three world records using his handcrafted spearguns, which became Riffe spearguns (Riffe Spearguns - Review).

Relationship-based company: Riffe’s team members were introduced and were given the opportunity to share their experience. This enables Riffe to capture customers’ trust and confidence (Riffe Website 2015).

Reputable quality: Spearos go with Riffe for “Blue Water” games: big and fast catch game. Users are in awe with its accuracy, durability, power, quietness, and other distinctive qualities including its long-range capability; in addition, Riffe produces mask that can accommodate a GoPro (jbl vs riffe).

Useful Resources Links: Dive/Spearfishing Magazines, Forums, Clubs/Associations, Freediving Courses, Oceanic Safety System/Recovery Vest (Riffe Website 2015).

Weaknesses

The need for low cost products: the balance between creating a more affordable product that meets Riffe’s quality expectations (Interview Questionnaire, Jill Riffe, 6 Oct. 2015). Solution: Employ a cost-decreasing method of production. E.g. investment on better information technology (like 3D printer) or on improvement on marketing logistics/physical distribution or on development of green supply chain.

Lack of brand exposure: it is difficult for consumers to find information about Riffe because of inefficient use of networking and marketing tools. Solution: Take advantage of tradeshows to expose the brand and its products, in addition, take advantage of the increasing use of social media for consumers trying to connect with businesses.

Lack categorization of products: categorizing their products into different proficiency of the users. Solution: Label the products that are intended for professionals, veterans, and beginners. Product lines must be organized and categorized in an easy way for users to understand on the website.

Lack of brand values: Consumers want to be an unique individual and lead an exotic lifestyle. In addition, Riffe has a standardized hashtag. Solution: Introduce Riffe as a high value and exotic one-of-a-kind brand by modeling more attractive individuals, mainstream Riffe spearfishing in a specific popular geographic, and conceptualize a more memorable hashtag like #RiffeWay #RiffeMoment #OceanicSurvivor #DeepBlueOddity #R1F3R (Advertising and Visual).

Website is inefficient: The name of website is not Riffe which can be confusing consumers trying to find Riffe company website. In addition, dealers’ location site is very confusing and other useful links are hidden on the bottom of the website. Solution: Change the website’s name to Riffe to eliminate any misunderstandings in communication; change the website’s dealer’s location site to a simpler design for better understanding; lists about us, useful resource links, and FAQ on the top of the site.

Products are not diverse: Riffe must be able to keep up with the changing technology and demand. Solution: Create a travel-friendly equipments and partner up with a well-known wearable smart dive computer manufacturer, customizable wall-mounted racks producer, and other current highly demanded and practical items. In addition, create a “suggestive creative box/site” where users can send their inputs and exchange ideas for new product development (Heaton 2014).

Lack of Presence in Popular Platforms: Mobile platforms, such as Apple App Store and Google Play Store, and Online stores, such as Bass Pro Shop. Solution: Create mobile apps and partner up with other online retailers to further connection with consumers (Edwards 2012).

EXTERNAL SWOT ANALYSIS

Opportunities

Increasing Sales of Underwater Cameras: “A chart by Statista illustrated GoPro's upward trend with its revenue growing 50% year-over-year almost every quarter, and jumped another 72% in its most recent quarter” (Eugene Kim, 2015).

The demand for eyebrow services and products has been increasing in past years, and has continued at a steady incline. The eyebrow makeup segment saw the most growth within the eye makeup industry, 34% in the 12 months ending November 2014 (Forrester, 2015).

Sales through Wholesalers: According LIMRA, “an association that provides research, consulting, and other services to insurance and financial services companies, worldwide” (LIMRA Official Website), sales through the independent broker-dealers distribution channel increased from 22% to 25%. (U.S. Individual Annuity Yearbook - 2014).

One of the fastest growing segments of the Beauty industry is products and services geared towards men. In 2004, 95% of beauty services were targeting women. In 2014, the Beauty Industry Magazine reports that men now capture 18%. Advertising has moved to social media. An article in eMarketer stated that advertising in social networks increased by 33.5% from 2014 to 2015. (eMarketer).

Double Digits Growth Rate for Food Trucks: according to Entrepreneur.com (2015), the street-food business including mobile food trucks and non-mechanized carts, is a $1 billion industry that has seen an 11.4 percent growth rate from 2007 to 2014. They also highlight that the Food truck industry is very entrepreneurial: 78 percent of operators have four or fewer employees.

Online Shopping is a More Convenient Method than Purchasing In-Store: According to Statista.com (2015) a recent study shows that 40% of worldwide internet users take advantage of eCommerce to purchase goods.

3D printing will become 50% cheaper and up to 400% faster in the next five years. 3D Printing will be a €7.7B ($8.3B) global market by 2023. Source: 3D Printing Facts and Figures. (Additive Manufacturing)

People are more ‘visual’ than ‘verbal’: we remember about 10% of what we hear, 30% of what we read, and about 80% of what we see (Advertising and Visual).

The number of franchises being established has steadily increased in the past several years. Amongst the top ten franchises of 2015 are Hampton Hotels, Anytime Fitness, Supercuts, and Servpro, which are all in the service industry. Anytime Fitness’ and Supercuts’ placement in the top ten franchises of 2015 indicate that there is a demand for services that pertain to personal appearances (Franchise Magazine, 2015).

Blog is a Simple Tool to Boost Web Traffic. Hubspot Research (2015) shows that organizations that have created and maintained an online blog with 2 posts or more per week have 55% more traffic on their Website.

Threats

Proposal to Ban Scuba Spearfishing in Hawaii. Nearly 90% of the West Hawaiian residents and similar percentages around the state support the prohibition (Hawaiian News).

Health Issues: Spearguns are very dangerous if used inappropriately and are prone to accidents: serious injuries and death. Solutions: Create a fail-safe product by creating a specific way trigger only to operate a speargun. In addition, Riffe should stress the importance on the importance of safety by notifying through multiple platforms: website, youtube, etc... (Free-diving Accidents ; Appendix D)

States Regulations: It varies State per State. Spearos must check with the State(s) where they’re spearfishing at. As overfishing has becoming a problem, regulations will become stricter on obtaining licenses, where and what to fish, etc because marine population and species are diminishing at unsustainable rate… (Appendix E & F)

Ethical Questions: Some believe that hunting activities whether by seas or lands are unethical and should not be classified as sports, especially when a life is at stake. Solution: Gain public confidence by producing statistical data on how spearfishing can help and benefit society: confidence, hunting/life skill, sportsmanship, etc. In addition, Riffe can market itself as an environmentally aware and sustainable company by participating in a variety of marine conservation and fundraisers. (Ethical Enterprise)

Off-Season: Spearfishing activities decreased during colder seasons. Solution: Take advantage on social media and market specifically on special gifting traditions during the cold holiday seasons. (How Seasonal Businesses Stays Afloat)

Low Brand Loyalty: Customers with no brand preference may choose what is available within their budget, discounted goods, most sold items or available items. Solution: Provide a genuine experience with attentive and personalized techniques, reward clients with insights, articles, games, and other treats, and listen to their feedbacks. (Loyalty Statistics & Noble, J.)

ANALYSIS OF THE OPPORTUNITIES

Transition sentence here, furthermore, sponsors may wish to switch to aiding other companies that have more exposure. Government entities are an indirect supplier, introduce key points current. In the following section, we analyze the 5 most significant Opportunities from the SWOT.

INTERNAL SWOT ANALYSIS

Opportunity 1/5: Increasing sales of underwater cameras

DEFINITION OF THE STRATEG/Y(ies) THIS OPPORTUNITY WILL GENERATE

Riffe could take advantage of the increasing demand for underwater camera by offering masks with compatible attachments to accept the major brands of underwater cameras. This opportunity will require Riffe to develop a new product and therefore we recommend a specific study to identify the particular changes and variations necessary to make these new masks.

Further, we recommend to use the strategy of niche marketing which will consist in launching the new products to very differentiated target customers. At least we recommend to use this strategy for the introduction stage of the product life cycle so as to gain a steady growing customer base of innovators who eventually will give Riffe a more professional review of its masks.

PROS

Riffe has a very distinguished image among expert divers and they could take the position as expert brand of masks for divers (see, Appendix 2, Venn Diagram) intending to use underwater cameras which is a positioning which has not been taken by the competitors yet for ‘expert target’ consumers.

Riffe has a very distinguished image among expert divers and they could take the position as expert brand of masks for divers intending to use underwater cameras (see, Appendix 2, Venn Diagram) which is a positioning which has not been taken by the competitors yet for ‘expert target’ consumers.

Riffe has a very distinguished image among expert divers and they could take the position as expert brand of masks for divers intending to use underwater cameras which is a positioning (see, Appendix 2, Venn Diagram) which has not been taken by the competitors (see, Appendix 1, New Competitor Analysis) yet for ‘expert target’ consumers.

CONS

There are a number of competitors offering similar products (see, Appendix 2, Venn Diagram) that Riffe plans to provide. They incorporate the same features and quality. This suggests that there will be strong competition for quality masks compatible with underwater cameras.

There are a number of competitors offering similar products that Riffe plans to provide. They incorporate the same features and quality. This suggests that (see, Appendix 2, Venn Diagram) there will be strong competition for quality masks compatible with underwater cameras.

There are a number of competitors offering similar products that Riffe plans to provide. They incorporate the same features and quality. This suggests that there will be strong competition (see, Appendix 1, New Competitor Analysis) for quality masks compatible with underwater cameras.

Opportunity 2/5: The demand for eyebrow services and products has been increasing

DEFINITION OF THE STRATEG/Y(ies) THIS OPPORTUNITY WILL GENERATE

Riffe could take advantage of the increasing demand for underwater camera by offering masks with compatible attachments to accept the major brands of underwater cameras. This opportunity will require Riffe to develop a new product and therefore we recommend a specific study to identify the particular changes and variations necessary to make these new masks.

Further, we recommend to use the strategy of niche marketing which will consist in launching the new products to very differentiated target customers. At least we recommend to use this strategy for the introduction stage of the product life cycle so as to gain a steady growing customer base of innovators who eventually will give Riffe a more professional review of its masks.

PROS

Riffe has a very distinguished image (see, Appendix 2, Venn Diagram) among expert divers and they could take the position as expert brand of masks for divers intending to use underwater cameras which is a positioning which has not been taken by the competitors (see, Appendix 1, New Competitor Analysis) yet for ‘expert target’ consumers.

Riffe has a very distinguished image among expert divers (see, Appendix 2, Venn Diagram) and they could take the position as expert brand of masks for divers intending to use underwater cameras which is a positioning which has not been taken by the competitors yet for ‘expert target’ consumers.

Riffe has a very distinguished image among expert divers and they could take the position as expert brand of masks for divers intending to use underwater cameras which is a positioning which has not been taken by the competitors yet for ‘expert target’ consumers.

CONS

There are a number of competitors offering similar products that Riffe plans to provide (see, Appendix 2, Venn Diagram). They incorporate the same features and quality. This suggests that there will be strong competition for quality masks compatible with underwater cameras.

There are a number of competitors offering similar products that Riffe plans to provide (see, Appendix 2, Venn Diagram). They incorporate the same features and quality. This suggests that there will be strong competition for quality masks compatible with underwater cameras.

There are a number of competitors offering similar products that Riffe plans to provide. They incorporate the same features and quality. This suggests (see, Appendix 2, Venn Diagram) that there will be strong competition for quality masks compatible with underwater cameras.

Opportunity 3/5: Sales through wholesalers

DEFINITION OF THE STRATEG/Y(ies) THIS OPPORTUNITY WILL GENERATE

Riffe could take advantage of the increasing demand for underwater camera by offering masks with compatible attachments to accept the major brands of underwater cameras. This opportunity will require Riffe to develop a new product and therefore we recommend a specific study to identify the particular changes and variations necessary to make these new masks.

Further, we recommend to use the strategy of niche marketing which will consist in launching the new products to very differentiated target customers. At least we recommend to use this strategy for the introduction stage of the product life cycle so as to gain a steady growing customer base of innovators who eventually will give Riffe a more professional review of its masks.

PROS

Riffe has a very distinguished image among expert divers and they could take the position as expert brand of masks for divers intending to use underwater cameras which is a positioning (see, Appendix 2, Venn Diagram) which has not been taken by the competitors (see, Appendix 2, New Competitor Analysis) yet for ‘expert target’ consumers (see, Appendix 2, Venn Diagram).

Riffe has a very distinguished image among expert divers and they could take the position as expert brand of masks for divers intending to use underwater cameras which is a positioning which has not been taken by the competitors (see, Appendix 1, New Competitor Analysis) yet for ‘expert target’ consumers.

Riffe has a very distinguished image among expert divers and they could take the position as expert brand of masks for divers intending to use underwater cameras which is a positioning which has not been taken by the competitors yet for ‘expert target’ consumers (see, Appendix 2, Venn Diagram).

CONS

There are a number of competitors offering similar products that Riffe plans to provide. They incorporate the same features and quality. This suggests that there will be strong competition for quality masks compatible with underwater cameras.

There are a number of competitors offering similar products that Riffe plans to provide. They incorporate the same features and quality (see, Appendix 2, Venn Diagram). This suggests that there will be strong competition for quality masks compatible with underwater cameras.

There are a number of competitors offering similar products that Riffe plans to provide. They incorporate the same features and quality. This suggests that there will be strong competition for quality masks compatible with underwater cameras.

Opportunity 4/5: Growing segment of beauty industry for men

DEFINITION OF THE STRATEG/Y(ies) THIS OPPORTUNITY WILL GENERATE

Riffe could take advantage of the increasing demand for underwater camera by offering masks with compatible attachments to accept the major brands of underwater cameras. This opportunity will require Riffe to develop a new product and therefore we recommend a specific study to identify the particular changes and variations necessary to make these new masks.

Further, we recommend to use the strategy of niche marketing which will consist in launching the new products to very differentiated target customers. At least we recommend to use this strategy for the introduction stage of the product life cycle so as to gain a steady growing customer base of innovators who eventually will give Riffe a more professional review of its masks.

PROS

Riffe has a very distinguished image among expert divers and they could take the position as expert brand of masks for divers intending to use underwater cameras which is a positioning which has not been taken by the competitors (see, Appendix 1, New Competitor Analysis) yet for ‘expert target’ consumers (see, Appendix 2, Venn Diagram).

Riffe has a very distinguished image among expert divers and they could take the position as expert brand of masks for divers intending to use underwater cameras which is a positioning which has not been taken by the competitors yet for ‘expert target’ consumers.

Riffe has a very distinguished image (see, Appendix 2, Venn Diagram) among expert divers and they could take the position as expert brand of masks for divers intending to use underwater cameras which is a positioning which has not been taken by the competitors (see, Appendix 1, New Competitor Analysis) yet for ‘expert target’ consumers.

CONS

There are a number of competitors offering similar products that Riffe plans to provide. They incorporate the same features and quality. This suggests that there will be strong competition for quality masks compatible with underwater cameras.

There are a number of competitors offering similar products (see, Appendix 2, Venn Diagram) that Riffe plans to provide. They incorporate the same features and quality. This suggests that there will be strong competition (see, Appendix 1, New Competitor Analysis) for quality masks compatible with underwater cameras.

There are a number of competitors offering similar products that Riffe plans to provide. They incorporate the same features and quality. This suggests that there will be strong competition for quality masks compatible with underwater cameras.

Opportunity 5/5: Double digits growth rate for food trucks

DEFINITION OF THE STRATEG/Y(ies) THIS OPPORTUNITY WILL GENERATE

Riffe could take advantage of the increasing demand for underwater camera by offering masks with compatible attachments to accept the major brands of underwater cameras. This opportunity will require Riffe to develop a new product and therefore we recommend a specific study to identify the particular changes and variations necessary to make these new masks.

Further, we recommend to use the strategy of niche marketing which will consist in launching the new products to very differentiated target customers. At least we recommend to use this strategy for the introduction stage of the product life cycle so as to gain a steady growing customer base of innovators who eventually will give Riffe a more professional review of its masks.

PROS

Riffe has a very distinguished image among expert divers and they could take the position as expert brand of masks for divers intending to use underwater cameras (see, Appendix 2, Venn Diagram) which is a positioning not taken by the competitors (see, Appendix 1, New Competitor Analysis) yet for ‘expert target’ consumers.

Riffe has a very distinguished image among expert divers and they could take the position as expert brand of masks for divers intending to use underwater cameras (see, Appendix 2, Venn Diagram) which is a positioning which has not been taken by the competitors (see, Appendix 1, New Competitor Analysis) yet for ‘expert target’ consumers.

Riffe has a very distinguished image among expert divers and they could take the position as expert brand of masks for divers intending to use underwater cameras which is a positioning which has not been taken by the competitors (see, Appendix 1, New Competitor Analysis) yet for ‘expert target’ consumers.

CONS

There are a number of competitors offering similar products that Riffe plans to provide. They incorporate the same features and quality. It suggests that there will be strong competition (see, Appendix 1, New Competitor Analysis) for quality masks compatible with underwater cameras (see, Appendix 2, Venn Diagram).

There are a number of competitors offering similar products that Riffe plans to provide. They incorporate the same features and quality. This suggests that there will be strong competition for quality masks compatible with underwater cameras.

There are a number of competitors (see, Appendix 1, New Competitor Analysis) offering similar products that Riffe plans to provide. They incorporate the same features and quality. This suggests that there will be strong competition for quality masks compatible with underwater cameras.

Recommended Plans based on the Opportunity Assessment 1. After careful consideration, we recommend Riffe to begin with implementing Market Penetration and Product Development. Developing Riffe as a lifestyle brand to its existing consumer base would minimize marketing costs. It is cheaper to introduce new products to an existing following instead of those unfamiliar with the sport. As a lifestyle brand it would follow the success of similar sports such as surfing, snowboarding and paintball. 2. Riffe also has the opportunity to be an industry leader by enhancing the existing underwater mics offered in the market. The technology does it exist, however it is not tailored to meet the needs to spearfishing. The rise of the GoPro users is a significant opportunity for Riffe to develop products and accessories that highlight the diving experience. 3. We also recommend this plan because of the synergy, and exit strategy. What ever main overall, high-level concept and ideas can be addressed here to explain the value and arguments to justify your recommendations. 4. Riffe can implement Market Development and Diversification as secondary priorities to the first two recommendations, following in 2017. Product development will more than likely leave immediate financing unavailable for both Market Development and Diversification.

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APPENDIX 1

New Competitor Analysis

Based on New Opportunities

1. COMPETITOR WOOF (WOOFWOOF.org)

A. Strengths

. They have been around for 43 years. This gives them credibility and and knowledge.

. They have been consistently growing 6% each year since they started.

. They have about 6,000 volunteers with 600 hosts.

. Their online platform is simple and unique because each country has their own website.

B. Weaknesses

. They only offer hosts involved in farming.

. There is no single, unified, collaborative worldwide WWOOF movement.

. Low engagement between members and Council.

. Offers little support to WWOOFers once they are placed with a host.

C. Positioning - They have differentiated their service by offering hosts that are only involved in farming.

D. Target - They are targeting volunteers who like to travel and want to help farmers around the world. They are not targeting a specific age group or personality type. They are targeting only based on the desire to want to help farmers around the world.

They target hosts who follow organic or sustainable principles and have a farm, smallholding, garden. allotment, vineyard, or woodland.

E. Pros & Cons - The pro to this type of strategy is a clear and specific target. By going after only one type of target the company is able to focus all the resources on that segment. The drawback is if the segment is not that excited or interested in the narrow focus, the company will not do well (chron.org).

2. COMPETITOR HelpHelp (HelpHelp.org)

A. Strengths

. They have a variety of hosts from farmers to B&B businesses.

. They have hosts in 56 countries.

B. Weaknesses

. Zero Social Media Presence.

. They do not keep in contact with volunteers once they have picked a host.

. Volunteers are not allowed to contact hosts without a premium membership.

C. Positioning - They have positioned themselves by differentiating their hosts. Unlike WWOOF, that only has farmers, they have done the opposite by differentiating themselves as having various types of hosts.

D. Target - Individuals with a low income but like to travel. By offering hosts like Bed and Breakfasts they are catering to individuals where who/what they are volunteering towards is not a concern.

E. Pros & Cons - This is a good strategy because having various types of hosts gives the business an opportunity to attract lots of different types of volunteers. The con to this strategy is it is difficult to market to all segments at once.

APPENDIX 2

APPENDICES 3

Appendix A1

Here is IDC's forecast for the future:

This is what the history of mobile phone sales looks like, according to IDC:

Apple is holding on to a sizeable chunk of the market. But Android is eating the rest. The quality of Android phones is getting better and better, IDC says, and that offers a long-term challenge to Apple.

In IDC's forecast for 2018, note that Android actually loses market share and sinks to 77.6% of the market. But that occurs after Android adds about 404 million phones, while Apple adds only 63 million — and its share sinks to 13.7%. Apple doesn't gain share — it merely loses it to Microsoft's Windows, a humbling irony, at least in the IDC scenario.

Appendix B1

We went around Venice beach and asked thirty different people about what they thought about spearfishing.

The results are:

Appendix B2

Interviews of individuals by Santa Monica Beach

Single Female (Early 20s):

Q: What activities do you do by the beach?

A: Biking, picnicking, sun- tanning, people/scenic watching

Q: How often do you visit the beach? Any reason?

A: Once a week to relax and to enjoy nature

Q: How much do you spend per visit by the beach?

A: About $25 per visit

Single Male (Early 20s):

Q: What activities do you do by the beach?

A: Surfing, swimming, volleyball, and biking.

Q: How often do you visit the beach? Any reason?

A: Twice a month to relax

Q: How much do you spend per visit by the beach?

A: About $20 per visit

Married Female ( Mid 20s) with one child (2 years old):

Q: What activities do you do by the beach?

A: Family time (picnic, sand castle building, etc..)

Q: How often do you visit the beach? Any reason?

A: Once a year (family tradition)

Q: How much do you spend per visit by the beach?

A: $0 (“ we packed everything from home, we don’t buy stuff by the beach”)

Appendix B3

Segmentation Characteristics

Gender: Men and women have different buying habits and preferences. In our research we found that men tend to have more buying power in dangerous sport activities like spearfishing. This means that men have a greater influence over the buying decisions and have a greater market share of the dangerous sport sales.

Age: Individuals of different ages have different needs and wants; not all are interested in the same services and are at different level of proficiency. It is important to differentiate the different age groups to better serve the needs of each groups.

Generation: There are three different classifications of generations. Baby Boomers, Generation X, and Generation Y. Each generation has different outlooks on life and different buying habits.

Baby Boomers: Maturing generation who are reaching their peak in earning and spending. Baby boomer are getting older and their bodies are not as strong as they used to be; however, they are semi generous spenders towards their relatives. Riffe can offer special gift packages such as gift certificates/cards, gift bundle.

Generation X: Has more experience and are in a better financial security than Generation Y. Gen X responds favorable to socially responsible companies. Interested in a better quality of life, personal happiness, and a healthy lifestyle. Riffe could provide socially responsible fundraiser events/programs and group-size social development arrangements as well.

Generation Y: Like Generation X, this generation has expertise in computer, digital, and Internet technology. Riffe can provide a better user interface websites and apps; however since Generation Y tend to be less financially stable, Riffe can provide a more affordable products specifically for Gen Y.

Household Income & Employment Status: Those characteristics are necessary to indicate financial security. Employment status indicates ability to earn income which are expendable. Income level can determine whether a particular household is inelastic or elastic toward certain market/product demand. Companies can then forecast the demand of their particular products.

Appendix C

Perceptual Map

Appendix D

Spearfishing Accidents Statistics

Appendix E

CA Regulations

Open	Closed
Rockfish	Ocean Salmon
Cabezon	Giant Sea Bass (aka Black Sea Bass)
Kelp & Rock Greenlings	Rock Crab
Lingcod	Red Abalone
California Scorpionfish (aka Sculpin)	-
California Sheephead	-
Ocean Whitefish	-
Leopard Shark	-
Soupfin Shark & Spiny Dogfish	-
Other Federally Managed Groundfish	-
Sharks (State-Managed)	-
Pacific Sanddab & Other Flatfish	-
Kelp Bass, Barred Sand Bass, Spotted Sand Bass	-
California Grunion	-
California Halibut	-
White Seabass	-
Tunas	-
Rock Crab	-
Spiny Lobster	-
Mussels	-
Other Species	-

Appendix F

CA Regulations - Safe Eating

FISH

SAFE EATING GUIDELINES FOR FISH FROM COASTAL AREAS OF SOUTHERN CALIFORNIA: VENTURA HARBOR TO SAN MATEO POINT

[06/18/09] BASED ON MERCURY OR PCBS

Safe Eating Guidelines for Women 18-45 years and Children 1-17 years

Safe Eating Guidelines for Women over 45 years and Men over 17 years

Map of yellow and red zones for fish caught from Ventura Harbor to San Mateo Point

Appendix G

3D Printing Industry Forecast

APPENDIX XX

SAMPLE SET OF GOOD OPPORTUNITIES

The demand for eyebrow services and products has been increasing in past years, and has continued at a steady incline. The eyebrow makeup segment saw the most growth within the eye makeup industry, 34% in the 12 months ending November 2014 (Forrester, 2015).

The number of franchises being established has steadily increased in the past several years. Amongst the top ten franchises of 2015 are Hampton Hotels, Anytime Fitness, Supercuts, and Servpro, which are all in the service industry. Anytime Fitness’ and Supercuts’ placement in the top ten franchises of 2015 indicate that there is a demand for services that pertain to personal appearances (Franchise Magazine, 2015).

One of the fastest growing segments of the Beauty industry is products and services geared towards men. In 2004, 95% of beauty services were targeting women. In 2014, the Beauty Industry Magazine reports that men now capture 18%.

Double Digits Growth Rate for Food Trucks: according to Entrepreneur.com (2015), the street-food business including mobile food trucks and non-mechanized carts, is a $1 billion industry that has seen an 11.4 percent growth rate from 2007 to 2014. They also highlight that the Food truck industry is very entrepreneurial: 78 percent of operators have four or fewer employees.

Blog is a Simple Tool to Boost Web Traffic. Hubspot Research (2015) shows that organizations that have created and maintained an online blog with 2 posts or more per week have 55% more traffic on their Website.

SAMPLE SET OF BAD OPPORTUNITIES

Company’s products are superior over competitors’ products. However, the company can show better their products by promoting in extreme sports events.

Buying a 3-D printer would allow the company to make custom equipments and new prototypes for example just before going to a trade show.

Company could improve its sales by upgrading the website.

A great deal of people would like to try spearfishing but many people do not know much about it. Company could have open days to invite beginners for a presentation.

Company should take the opportunity that many hotels are on the ocean to offer diving instructions.

Rich people look for the best and Company has the opportunity to let these rich people know that they have the best products.

Company’s founder is very famous, it would be a great opportunity to inform customers about him..

Some competitors are making poor qualtity products. This is an opportunity for the company to tell customers they have high quality products.

Company has 14 certified instructors. Company should offer free training classes so as to gain customers.

CEO SOCIALBILITY BENEFIT ANALYSIS:

http://www.marketwatch.com/story/heres-what-the-worlds-top-50-ceos-do-on-social-media-2015-06-05