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Marketing Management
Case Studies
CASE STUDY (20Marks)
This case study's primary objective is to debate and discuss on: Does it make sense for a singlebusiness firm from an emergingcountry like India, to transform itself into a conglomerate when the reverse trend is witnessed in other countries – both developed aswell as developing? With the inception of Bharti Telecom (Bharti) in 1985, Sunil Bharti Mittal laid the foundations of anorganisation that would emerge as India's 'telecom conglomerate giant'. The company made a humble beginning with themanufacture of push button handsets. However, 1992 marked the turn of events for Bharti. The liberalization of the Indian telecomsector in that year unleashed numerous opportunities for domestic and international players to tap the lucrative Indian telecommarket Notwithstanding its small size, Bharti plunged into the bidding war for cellular licenses, successfully capturing the license forproviding cellular network service in New Delhi (Delhi). Making a mark with its brand, Airtel, in the Delhi market, Bharti wasconfident of a triumphant journey. Contradictory to its aspirations, this early victory was followed by a string of downturns. Thecompany lost most of the subsequent cellular bids and found itself in troubled waters. Nevertheless, competitors' inability to exploittheir winning cellular bids proved a boon to Bharti. The eagerness of these companies to sell their cellular licenses to Bharti broughtthe company back into limelight. Banking on the opportunity, the company spread its cellular service to new regions in the country.
From being a handset manufacturer, Bharti transformed itself into a full cellular service provider with a whopping 4.5 millioncustomers in March 2003. However, the company is not content with being only a 'telecom conglomerate'. In 2008, to gratify itsgrowing aspirations, Bharti declared its intentions of becoming India's 'finest conglomerate by 2020'. Equipped with a youthful logoand new brand identity, Bharti is determined to unveil another success story. However, many challenges lie ahead.
Answer the following question.
Q1. Analyze the critical success factors in building conglomerates and to understand the role of brand building in aconglomerate.
Q2. Examine the challenges that Bharti would face in operating as a conglomerate when a reverse trend is beingwitnessed all across the globe.
CASE STUDY (20Marks)
The fiercely competitive Indian airline industry witnessed as many as three giant merger and acquisitions Jet AirwaysAir Sahara,Indian AirlinesAir India, and Kingfisher AirlinesAir Deccan in 2007. Of them, the KingfisherAir Deccan deal was a strategicalliance with a difference. The two airlines decided to operate as distinct legal entities with separate brand identities. Air Deccan hada substantial brand equity among the consumers and had became synonymous with lowcost travel in India. However, Vijay Mallya,Chairman of Kingfisher Airlines, decided to adopt a rebranding exercise for it. The exercise involved renaming Air Deccan as‘Simplify Deccan’ with a tagline ‘The Choice is Simple’, replacing the previous famous tag line ‘Simplifly’; replacement of logo,colour, uniform, old aircraft, and delivery of services. This rebranding was intended to give it a premium look, increasing itsairfares. The company thus modified its business model from a lowcost to a value based airline model. The industry was abuzz withspeculation that Kingfisher was planning to increase its stake in ‘Deccan’ to 51%, with an objective to have a greater say in thedecision-making process. However, analysts were skeptical about Deccan’s prospects of attracting a wider target audience.
Answer the following question.
Q1. Discuss strategic alliances as a business expansion strategy.
Q2. Debate the consolidation trend in the Indian airline industry.
CASE STUDY (20Marks)
Procter & Gamble's Old Spice, a major player in the male personal care sector, was launched by Shulton Company in 1938.Although Old Spice was tagged as an Old Man's Product since the 1970s, the product maintained its market leader position till early2000. Ever since P&G acquired Old Spice in 1990, it has been aspiring to give Old Spice a spicy and younger appeal. Its reasons forrevamping its historic image with generation X has become stronger with the success of Axe, an offering from its competitor – Unilever, in 2004. Old Spice in its struggle to regain its lost leadership status, is trying to make its old sailor whistle a new tune.
Answer the following question.
Q1. Debate the the growth of Old Spice over the decades
CASE STUDY (20Marks)
YouTube.com was a video sharing Web site where users could upload, share and watch videos for free. In less than 2 years of itsexistence, YouTube ranked amongst the Web's top 50 sites and had 16 million daily viewers. By August 2006, it had the highestmarket share in the free video sharing Web site category. YouTube had introduced two new advertising avenues named 'BrandChannels' and 'Participatory Video Ads' to encash its huge audience base and soaring popularity. But at the same time, YouTube'ssuccess story seemed to be eclipsed by allegations of copyright violations for the nonpermissible content posted on its Web site.
YouTube also faced a challenge to maintain its rapid paced growth and competition from other emerging me-too kind of startups. InOctober 2006, Google announced the acquisition of YouTube for $1.65 billion in stockfortransaction. Would YouTube be able toderive benefit from its association with the global reach and technology leadership of Google or get further entangled in lawsuitsafter being acquired by a cashrich technology giant?
Q1. Explain the business model and functioning of YouTube.
Q2. Examine the critical success factors for YouTube as a company.
Q3. Debate the marketing strategies of YouTube.
Q4. Give an overview of the case.
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