Describe the significance of brand building in such an industry

Assignment Solutions, Case study Answer sheets

Project Report and Thesis contact

aravind.banakar@gmail.com

www.mbacasestudyanswers.com

ARAVIND – 09901366442 – 09902787224

Marketing Management

Case Studies

CASE STUDY (20 Marks)

This case analyses the distribution strategy of Hindustan Lever Limited (HLL), the 51.6% subsidiary of Unilever and the largest FMCG Company in India. Traditionally HLL's distribution network consisted of wholesalers and retailers. HLL had presence in 80 lakhs retail outlets and there was 'one size fit for all' distribution strategy to serve all those outlets. But due to change in consumer demography, consumer behavior and market structure, the traditional distribution system failed to deliver the results. Urban customers wanted products with unique, value added and customized offerings with convenient shopping. Apart from this, emergence of rural market also forced HLL to change its distribution system. HLL dealt with these two issues differently. For urbanmarket it developed different distribution system cater to different type of customers. Along with this, it provided value added service, convenience and customized offering to urban customers. On the other hand, in rural markets, to increase brand awareness and product availability, it introduced alternative distribution systems. Through these changes, HLL brought its brands closer to customers. HLL's approach to distribution was holistic and developed a three way convergence of product availability, brand communication and brand experience.

Answer the following question.

Q1. Discuss about the supply chain management and logistics system in FMCG market

Q2. Explain the effectiveness of logistics system in rural market.

Q3. Debate the evolution of market logistics system.

Q4. Discuss how effective implementation of information technology helps   company to make its supply chain an efficient one

CASE STUDY (20 Marks)

Neither China nor the Chinese companies can be any more ignored at any international business discussion. An officiated reason is Lenovo’s acquisition of IBM’s PC division that has revved up brand China. After that, Lenovo is busy building its own brand at the global level. This top PCmaker

in China has served its home turf so well with its unique business model, dubbed the ‘Transactional Model’. It is quite upbeat that the strategy will pay off globally too catapulting it to the top spot. However, skeptics have their reasons; mainly that its top3 rivals HP, Dell and Acer wouldn’t let Lenovo topple them. The case study helps debate if Lenovo’s ‘Transactional Model’ is suitable for other countries also, and if this model helps it combat global giants operating at a bigger scale. The case also helps discuss loopholes in Lenovo’s model and how to fill them up.

Answer the following question.

Q1. Describe the significance of brand building in such an industry

Q2. Devise the ways by which companies can overcome their legacy costs, when going global.

CASE STUDY (20 Marks)

When HLL introduced Lifebuoy in the Indian market in 1895 (110 years ago) it was positioned as the soap that would destroy germs and keep the body healthy. The brand found the going tough especially in rural markets where most people were accustomed to without any soap. HLL then decided to project lifebuoy as soap for hand wash. The approach seemed is pay off. By 1900 Lifebuoy had established itself as soap for hand wash. At this stage, the brand’s inherent properties were expanded and lifebuoy was

repositioned as bath soap. Health remained the benefit proposition. “Where there is lifebuoy, there is health”, become a popular jingle in rural India. The brand was also projected on the plank of economy. Much later, in 1964, the brand was re launched with a change in shape and wrapper design. Lifebuoy started associated with sports. The health and body fitness dimension got reinforced HLL had many requirements to meet. It had to tap same of the emergency market needs. It had to play down the image of lifebuoy as villagers soap and it had to embrace to earnings from lifebuoy brand in the long term. HLL decided to meet these needs through line extensions such as: Lifebuoy personal, Lifebuoy plus, Lifebuoy gold, liquid lifebuoy and lifebuoy active.

Answer the following question.

Q1. How did HLL Position lifebuoy in the beginning?

Q2. What was the geographical focus and why?

Q3. Explain why the brand was going tough in the market?

Q4. What are your views about HLL’s building line extensions?

CASE STUDY (20 Marks)

To build awareness amongst Malaysia's Muslim community, Hong Leong Islamic Bank Berhad (HLISB) took a YouTube first approach and produced a video in centered around the Malay culture of giving dowry. The first campaign they created was a six minute video called “Amin eh Mano”, published in November last year. Relatable content isn't just speaking the language of your target audience; it's also about speaking to them – what tugs at their heartstrings, what makes them laugh, what engages them. ”We

set out to first understand the psyche, the likes and dislikes of the typical Malay from what they eat, what they do, what they listen to, to what they watch,” shares Sairana Mohd Saad, Head of Branding, Communications & Corporate Social Responsibility at HLISB. “To hit the majority of the Malay audience, especially when a message is coming from an unknown Chinese brand like Hong Leong, I reckoned that we had to add in some exaggeration to accentuate the message and be seen as a company that understands the core of the Malay culture.” Thus the Negeri Sembilan dialect was strategically chosen for a localised tone. Weddings, which are a huge part of the Malay culture which emphasizes on kinship, became the subject of the video. The mini drama unfolds in the setting of a Malay kampung (village) one which the target demographic can easily relate to. “I wanted it to be not just tearjerker ad. It had to have a different touch one which no other brand ad had,” shares Saad. The success of “Amin eh Mano” is evidence that good long form digital content is effective in creating viewer engagement. YouTube Analytics viewer engagement chart shows that after the natural drop off in the first 5 seconds, most viewers stayed on to watch the video almost to completion. Based on the success of this first video, HLISB is planning a series of YouTube videos as part of their online campaign. “HLISB will continue its series of unique storytelling in the hopes of winning the hearts and minds of our target audience. The stories are all based on teachings of the Qur'an and Hadiths, but most importantly, they are inherently connected with a strong story to the bank's digital technology capabilities,” concludes Saad.

Answer the following question.

Q1. Describe the usefulness of the technology used by Hong Leong Islamic Bank Berhad (HLISB), for marketing.

Q2. Was the marketing goal and approach successful? Discuss in detail.

Assignment Solutions, Case study Answer sheets

Project Report and Thesis contact

aravind.banakar@gmail.com

www.mbacasestudyanswers.com

ARAVIND – 09901366442 – 09902787224

Describe the significance of brand building in such an industry

Assignment Solutions, Case study Answer sheets

Project Report and Thesis contact

aravind.banakar@gmail.com

www.mbacasestudyanswers.com

ARAVIND – 09901366442 – 09902787224

Marketing Management

Case Studies

CASE STUDY (20 Marks)

Sunshine Lumieres was established in 1992 in Bangalore, India to manufacture lamps mainly for household use. The company was established by Dr. Srinath Kashyap who had extensive experience in the lamp industry with the major multinational manufacturers in India and overseas. Sunshine was involved till now in manufacturing and supplying lamps for consumer and household use under various brands for the leading lamp companies. Dr. Kashyap was involved in looking after the manufacturing and marketing functions while his wife looked after the Finances and the HR functions. The Company had a total of 50 employees and grossed revenue of Rs.9 crores in 2005. The market in India was large and growing due to the increasing affluence and the massive rural electrification programmes of the Government. Post liberalization in 1992; the market dynamics slowly started changing due to increased competition from leading brands looking to capture larger market shares. Dr Kashyap felt it was time to diversify this business and get into newer product segments. The lamp industry can be classified into various segments like: Consumer household Lamps Industrial & Commercial lamps Specialty lamps like high intensity lamps used in Medical & Office Equipment Automotive lamps Miniature lamps Energy efficient lamps like CFL lamps, LED lamps etc. While the large MNCs were present in all segments, most local manufacturers were involved in the consumer and household lighting. Typically, household lamps sold at around US$0.25 per piece at the retail level while the Industrial and commercial lamps sold at prices upwards of US$25 per piece retail. Sunshine lumeries hired Dr. Mohan Das, a bright Engineer from IIT and MBA from a leading Business school. After working in some leading companies, Mohan felt it was time for him to exploit his innovative skills and create world class products. In a very short span of time after joining Sunshine, Dr. Das was able to produce some very interesting and technologically advanced products. Dr. Kashyap felt that over time , in low value products like lamps, the large MNC’s would be forced to give way to players from developing countries like China and India, who would over time establish the products under their own brands. Establishing the Sunshine brand over time was therefore vital for the future. Meanwhile, Mohan had designed a slew of new and innovative products – comparable with the best in their class in the world, in the energy efficient and Industrial lamp categories. Given suitable financial investments, these could take the company’s revenues to over Rs.100 crores by 2008 between the domestic and export markets. As he looked out of his office window, enjoying the light drizzle and cool breeze of Bangalore, Dr. Kashyap’s realized that he was at a point of inflexion. If the current opportunities were exploited fully, it could lead to great fortunes for himself and his family. He could even take the company public and unlock the value of his holdings. However, it would also mean that Sunshine would have to evolve into a professionally managed company and have a larger number of employees. He wondered how he should go about structuring his Sales and Distribution organization so as to grow manifold both domestically and overseas within the next three years before taking the company public. Dr. Kashyap was convinced that he needed to seek professional advice. He invited Dr. Vasant Rao, an old friend and leading Management expert in Bangalore to visit his office for a discussion on a broad game plan.

Answer the following question.

Q1. How Dr. Kashyap should go about professionalizing & restructuring his organization?

Q2. Should the sales be organized on geographic or product basis?

Q3. Should be distribution be common for all products?

Q4. Should he have his own Sales and Distribution organizations in some countries?

CASE STUDY (20 Marks)

Neither China nor the Chinese companies can be any more ignored at any international business discussion. An officiated reason is Lenovo’s acquisition of IBM’s PC division that has revved up brand China. After that, Lenovo is busy building its own brand at the global level. This top PCmaker

in China has served its home turf so well with its unique business model, dubbed the ‘Transactional Model’. It is quite upbeat that the strategy will pay off globally too catapulting it to the top spot. However, skeptics have their reasons; mainly that its top3 rivals HP, Dell and Acer wouldn’t let Lenovo topple them. The case study helps debate if Lenovo’s ‘Transactional Model’ is suitable for other countries also, and if this model helps it combat global giants operating at a bigger scale. The case also helps discuss loopholes in Lenovo’s model and how to fill them up.

Answer the following question.

Q1. Explain the brands and branding.

Q2. Describe the Sources of competitive advantages in a highly commoditized industry

CASE STUDY (20 Marks)

Everyone connected with the industry of bath room fittings can vividly recall the catastrophic failure of a beautiful model of English WC launched by Bharat Sanitary ware a couple of months back. The Italian design was aesthetically superb, occupying less spaceand using much less quality of water to flush it clean. It was launched with fully coordinated range of bathtub, washbasin geysers, floor & wall tiles and a host of other accessories. A leading MR firm had conducted market researches in a metro and a mini metro town to ascertain consumer preferences & profile. A huge potential was predicted among up market buyers. Competition was virtually nonexistent In spite of all the precautions the product bombed. The manufacturer had to hastily withdraw it incurring heavy loss. The main reason of failure was analyzed as the complicated process of installation in the existing bathrooms. It turned out to be little difficult for the illiterate plumbers to carry our installations. And they conveniently recommended other brands. For a similar product you have been assigned the task of formulating launch strategy.

Answer the following question.

Q1. How many types of pricing strategies do you know? Explain & what should be the pricing strategy for this product?

Q2. If you were the marketing manager, which marketing strategy will you implement? Justify your answer

Q3. Suggest which all groups of people you will interview to find out buyer preferences & needs of channel members. List key information that you would like to obtain from different groups of respondents.

Q4. Discuss and list as per importance the various options available to you for promoting this product.

CASE STUDY (20 Marks)

Neither China nor the Chinese companies can be any more ignored at any international business discussion. An officiated reason isLenovo’s acquisition of IBM’s PC division that has revved up brand China. After that, Lenovo is busy building its own brand at the global level. This top PCmaker

in China has served its home turf so well with its unique business model, dubbed the ‘Transactional Model’. It is quite upbeat that the strategy will pay off globally too catapulting it to the top spot. However, skeptics have their reasons; mainly that its top3 rivals HP,Dell and Acer wouldn’t let Lenovo topple them. The case study helps debate if Lenovo’s ‘Transactional Model’ is suitable for other countries also, and if this model helps it combat global giants operating at a bigger scale. The case also helps discuss loopholes in Lenovo’s model and how to fill them up.

Answer the following question.

Q1. Describe the significance of brand building in such an industry

Q2. Devise the ways by which companies can overcome their legacy costs, when going global.

Assignment Solutions, Case study Answer sheets

Project Report and Thesis contact

aravind.banakar@gmail.com

www.mbacasestudyanswers.com

ARAVIND – 09901366442 – 09902787224

Describe the significance of brand building in such an industry

Assignment Solutions, Case study Answer sheets

Project Report and Thesis contact

aravind.banakar@gmail.com

www.mbacasestudyanswers.com

ARAVIND – 09901366442 – 09902787224

Marketing Management

Case Studies

CASE STUDY (20Marks)

Neither China nor the Chinese companies can be any more ignored at any international business discussion. An officiated reason is Lenovo’s acquisition of IBM’s PC division that has revved up brand China. After that, Lenovo is busy building its own brand at the

global level. This top PCmaker in China has served its home turf so well with its unique business model, dubbed the ‘Transactional Model’. It is quite upbeat that the strategy will pay off globally too catapulting it to the top spot. However, skeptics have their reasons; mainly that its top3 rivals HP, Dell and Acer wouldn’t let Lenovo topple them. The case study helps debate if Lenovo’s ‘Transactional Model’ is suitable for other countries also, and if this model helps it combat global giants operating at a bigger scale.

The case also helps discuss loopholes in Lenovo’s model and how to fill them up.

Answer the following question.

Q1. Describe the significance of brand building in such an industry

Q2. Devise the ways by which companies can overcome their legacy costs, when going global.

CASE STUDY (20Marks)

CocaCola Company was universally recognized as a market leader in soft drinks with worldwide revenue of $23.1 billion and presence in over 200 countries (2006). The Company manufactured beverage concentrates and syrups. The CocaCola Company owned four of the world’s top five softdrink brands, which included CocaCola,nDiet Coke, Fanta and Sprite. In America, sales of carbonated drinks declined a little in 2005 as government campaigns and media coverage raised concerns over obesity. Bottled teas and nutritionenhancers were big opportunities for CocaCola. Sales of bottled teas were growing steadily and nutrient drinks had a market of about $1 billion by 2006. According to a study conducted by the National Center for Health Statistics, Americans opted for a healthy alternative to their daily dose of energy instead of carbonated drinks. The study prompted CocaCola to go in for the calorie burning Enviga. On 6th November, 2006, CocaCola along with Nestlé launched Enviga, a Nestea carbonated canned greentea drink. Enviga burnt 60 to 100 calories per three 12ounce cans in healthy adults aged between 1835 years. For overweight Americans, the release of Enviga was meant to bring good news. According to CocaCola, Enviga helped in reducing obesity. But

 according to doctors green tea was unlikely to make anyone shrink, so the Center for Science in the Public Interest, an organization that focuses on health and nutrition issues in US sued CocaCola and Nestle for their ad campaign of Enviga but the company had no plans to change its claims. In the recent past CocaCola had already faced two softdrink flops out of their four releases in the form of CocaCola C2 and Vanilla Coke. What would CocaCola' strategy be with the new drink? Would it be able to make it a success despite the initial controversy that surrounded it? Would consumers take to Enviga?

Answer the following question.

Q1. Discuss the trouble faced by CocaCola in 2005.

Q2. Debate CocaCola’s marketing strategies for Enviga and discuss whether ColcaCola

will succeed in its new product.

CASE STUDY (20 Marks)

The Johns Hopkins Medicine, (JHM) was the governing body for one of America’s best academic medical center and health care delivery system. The Johns Hopkins Hospital, under JHM was ranked the ‘Best Hospital’ for 15 consecutive years (as of 2005) in

the US News and World Report’s Best Hospitals Rankings. The Johns Hopkins University, also under the JHM, was America’s first research university. Scientists working with the organization included Nobel Laureates and its research was known for many a pioneering medical breakthrough. In late 2004, JHM launched an advertising campaign to boost the JHM profile and canvass for philanthropic funds to construct two new stateoftheart patient care facilities. This was a new experience for JHM, which had not aggressively promoted its brand, publicly, so far. However, with a number of academic institutions resorting to regular marketing methods to promote themselves, the JHM management felt that their brand and its USP had not been fully exploited. Also, being an academic hospital, JHM had to rely on donors for developmental activity and hence building a strong brand was crucial. JHM wondered how best its brand could be exploited in its promotional and fundraising efforts. They also had to be cautious of criticism from experts who observed that academic medical centers should refrain from regular advertising and promotional. This case allows for students to discuss how a brand should be built in the hospital sector and how its USP should be built into the brand, to create maximum brand awareness.

Answer the following question.

Q1. Discuss how a brand should be built in the hospital sector

Q2. Explain in detail the promotional strategies to be formulated for the service sector.

CASE STUDY (20 Marks)

"Segmenting, targeting and positioning" (STP) formed the base for marketing strategies of any firm. Global organizations used to segment the market either continent wise or according to the economic development (i.e. developed, developing and under developed). But in alcohol industry, that might not be the proper criteria, as climate and tradition played an important role in consumer preference. The industry was subdivided into three major categories: beer, wine and spirit; and every market had their unique characteristics. As branded beer sales accounted for around 76 percent of total branded alcohol sales, the global players were primarily concentrated in marketing beer products. Eight out of the top nine global alcohol companies were primarily breweries. The only exception was Diageo, which was the leader in the global spirit market, and had presence in all three categories throughout the world. Thus, Diageo's global business strategies were quite different from the others. Diageo had followed a unique STP strategy so as to succeed in such complicated and competitive environment. Diageo's geographic segmentation was quite different from the usual continent wise segmentation. Diageo intended to have complete category participation, rather than solely focusing on individual brands within categories. Accordingly, Diego's marketing and investment strategies also differed in different geographical segments.

Answer the following question.

Q1. Give the trends and structure of global Alcoholic Industry in detail.

Q2. Explain the concept of "Segmenting, Targeting and Positioning" (STP) with respect to alcoholic beverage industry.

Q3. Analyze the possible threats for a differentiating marketing strategy

Assignment Solutions, Case study Answer sheets

Project Report and Thesis contact

aravind.banakar@gmail.com

www.mbacasestudyanswers.com

ARAVIND – 09901366442 – 09902787224