http://hdl.handle.net/10362/2124 2013-05-23T00:20:08Z 2013-05-23T00:20:08Z Girão, Viviana Inês Murta http://hdl.handle.net/10362/9662 2013-05-20T12:49:14Z 2009-06-01T00:00:00Z

Title: Glasses' makeup: the simple and the combined effect of color and shape on perceived volume and beverage intake Authors: Girão, Viviana Inês Murta Abstract: In order to understand the context of beverages’ intake, it is crucial to bear in mind that there are a wide number of environmental cues which affect both the frequency and the volume ingested by consumers (Wansink, 2004). The horizontal-vertical illusion and the size-contrast illusion are the main causes to the biases regarding the amount of beverage consumed, inasmuch it is known that consumers use heuristics to make area and volume assessments (Krider, Raghubir and Krishna, 2001; Raghubir and Krishna, 1999). Hence, it is relevant to consider cues such as the shape and the size of packages, containers, (Folkes and Matta, 2004; Krider, Raghubir and Krishna, 2001; Raghubir and Krishna, 1999; Wansink and Park, 2001; Wansink and Ittersum, 2003; Wansink, 1996; Wansink, Van Ittersum and Painter, 2006) in what regards to their impact on both perceived and actual consumption. However, the simple and combined effect of color and shape on perceived consumption and intake via the effect of the vertical-horizontal illusion on the perceived amount of beverage has been disregarded in the past. The results of the experiment conducted showed that glasses’ elongation positively influences the perceived volume, while indirectly and inversely affects perceived consumption, the amount of sparkling water being constant on the experiment. Nevertheless, the experiment failed to show the simple and the combined effects of color and shape on volume perceptions and volume ingested by subjects. Description: A Work Project, presented as part of the requirements for the Award of a Masters Degree in Management from the NOVA – School of Business and Economics

2009-06-01T00:00:00Z Homem, Vera Maria Supico Fernandes http://hdl.handle.net/10362/9661 2013-05-20T12:38:48Z 2009-06-01T00:00:00Z

Title: Marketing plan for Gazela Authors: Homem, Vera Maria Supico Fernandes Abstract: Sogrape is a prestigious and well-established company in the wine business with a long history of successful brands. One of those successful brands is our green wine* Gazela, which will be the focus of this plan at the national level. Casal Garcia is the brand leader in the green wine segment and is our direct competitor, as our objective is to reach category leadership in the medium-long term. There has been an overall tendency in the wine market of growing quality wines that want to be seen as prestigious by consumers. Consumers also associate this market to more formal occasions and to only accompany meals. Gazela has been working against this tendency and throughout its history it has rejuvenated its positioning relative to other brands. It is an innovative brand and in 2004 it repositioned itself to be able to enter the market of out-of-meal wine consumption. This was the first step Gazela took in exploring the potential of this new market segment. In 2010, Gazela will take another step by innovating once more and re-launching its brand with the introduction of Mini Gazela, a 20cl PET bottle. It will be able to reach consumers where they weren’t reached before and will start competing against beer brands as Mini Gazela was created so it could be consumed in occasions similar to those of beer. With this new product launch, Gazela will reinforce the path it has been taking of making itself relevant for out of meal occasions. This is a market that has high potential to attract new users and we will continue to explore other alternatives of reaching consumers in out of meal occasions in the future. With this re-launch we hope to reach a share of at least 15% to guarantee the trail of becoming market leader. The original Gazela bottle will continue to be present in the modern distribution and HORECA with a strategy of continuous differentiation of our brand versus others in the category, therefore adopting a neutral pricing approach. As for Mini Gazela, for the time being, it will only be launched in the HORECA channels and festivals with a price point that will be able to compete with beer brands but at the same time showing that it is a quality wine and a relevant alternative to other beverages, since it will be priced a bit higher. Lastly, an integrated communication plan will be developed to promote the brand re-launch. Traditional media will be used as well as sampling activities to create awareness around the brand and pull consumers to try Mini Gazela. Additionally, with the new Gazela format targeting a young segment, we will use online tools to communicate so we can be closer to those consumers and create word of mouth. Description: A Work Project, presented as part of the requirements for the Award of a Masters Degree in Management from the NOVA – School of Business and Economics

2009-06-01T00:00:00Z Morais, Tiago Rodrigues http://hdl.handle.net/10362/9652 2013-05-17T13:22:18Z 2009-06-01T00:00:00Z

Title: TechFrame's internationalization plan: Next stop UK Authors: Morais, Tiago Rodrigues Abstract: The work developed consists on an internationalization strategic plan of measures and recommendations that aim to support TechFrame’s entrance in the British market. TechFrame is a Portuguese SME company that develops and commercializes IT products. Currently Darwin is its only product and consists of a software that supports the management of Industrial Property Rights (IPRs) 1 - patents, trademarks and designs -. The growing importance of IPRs derives from the high intrinsic value to their owners. Their management must comply with rigorous formal legal procedures, processes and requirements. The loss or the mistaken management of IPRs can severely damage the owning company’s business and operation, since they represent important company’s assets. Following the achievement of a dominant position in the Portuguese market, with nearly 70% of market share (in terms of Official IP Agent offices), TechFrame started a committed internationalization process through key European markets, after having expanded its product to non-key markets namely Angola, Mozambique, Macau and Austria. The first step was the opening of a local office in the Spanish market (in 2008) - having nowadays around 5% of market share with 80 licenses sold -. TechFrame currently desires to enter the French, Italian and British markets. One can say that TechFrame’s “corporate strategy should not be a once-and-for-all choice but a vision that can evolve”2 (Porter, 1998). The British market is a key IP (Industrial Property) market in Europe, with a big dimension not only in terms of IP registered but also in terms of agents operating in this industry and supporting industries. In this market Darwin will face a strong competition in a developed market with many international IT (Information Technology) suppliers of IP management solutions. The strategic plan I have developed aims to effectively contribute to TechFrame, consisting on a relevant and credible tool able to support TechFrame’s internationalization planning and decision making. Description: A Work Project, presented as part of the requirements for the Award of a Masters Degree in Management from the NOVA – School of Business and Economics

2009-06-01T00:00:00Z Borges, Tiago Mendonça e Moura Drummond http://hdl.handle.net/10362/9651 2013-05-17T13:08:00Z 2009-06-01T00:00:00Z

Title: What do people do at work when they are not working? Authors: Borges, Tiago Mendonça e Moura Drummond Abstract: The purpose of this work project is to explore the activities people engage in while they are at work but not working. Twenty interviews were conducted with young workers from different occupational areas to map out those activities, to understand the reasons why people engage in certain routines and behaviours and what are the consequences for the productivity of the employee and for the company as a whole. The first conclusion is fact that people need some time to exit a role and enter a new role. The second states the importance to break between long periods of work. The third concerns the need to reconcile personal issues and professional lives. And the last conclusion links the need to be in touch with the outside world with the socialization requirement among workers. Description: A Work Project, presented as part of the requirements for the Award of a Masters Degree in Management from the NOVA – School of Business and Economics

2009-06-01T00:00:00Z