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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?

Answer the following question.

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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International Business

Case Studies

CASE STUDY (20 Marks)

In 2008, Starbucks announced that they would be closing 600 US stores. Up to that point, Starbucks stores had added new offerings, including wifi

and music for sale, but started to lose its warm "neighborhood store" feeling in favor of a chain store persona. Harvard Business Review points out that in this situation, "Starbucks is a mass brand attempting to command a premium price for an experience that is no longer special." Meaning, in order to keep up, Starbucks would either have to cut prices, or cut down on stores to restore its brand exclusivity. HBR's case study shares three problems with the growth of Starbucks: alienating early adopters, too

broad of an appeal, and superficial growth through new stores and products. Harvard recommends that Starbucks should have stayed private, growing at a controlled pace to maintain its status as a premium brand.

Answer the following question.

Q1. Do you agree with Harvard recommendations? Give reasons in support of your answer.

Q2. What are the advantages of keeping bonded stores? Explain.

CASE STUDY (20 Marks)

The case presents an overview of Nokia's entry and expansion strategies in India. In the past more than one decade, Nokia has emerged as one of the most recognized brands in India, surpassing some of the Indian business conglomerates in terms of revenues. The marketing strategies adopted by Nokia in India are very user friendly and the Nokia brand has become synonymous to mobile phones in the country. While Nokia considers India as one of the most important markets for its future growth, the company has been facing stiff competition in the recent years from Korean players like Samsung and LG. The case highlights Nokia's strategies to compete with Korean companies and its product expansion plans in the near future.

Answer the following question.

Q1. Discuss the expansion strategies adopted by Nokia in India.

Q2. Debate the Challenges faced by Nokia in the Indian market

CASE STUDY (20 Marks)

EU Trade Commissioner Karel De Gucht, the Belgian Minister of Foreign Affairs Steven Vanackere representing the Presidency of the Council of the European Union (EU), and the Korean Minister for Trade Kim JongHoon today signed a Free Trade Agreement (FTA) between the EU and South Korea. This FTA is the most ambitious trade agreement ever negotiated by the EU and the first with an Asian country. Today’s signature signals a significant step on the road to its implementation and is one of the main events of the EUKorea Summit taking place in Brussels today. "The agreement between the EU and South Korea marks a significant achievement in improving our trade links. It will provide a real boost to jobs and growth in Europe at this critical time. This wide ranging and innovative deal is a benchmark for what we want to achieve in other trade agreements", said Commissioner De Gucht. "Tackling the more difficult nontariff barriers to international commerce can cut the costs of doing business as much if not more than getting rid of import duties." The text of the FTA was initialed between the European Commission and South Korea on 15 October 2009. Since then the text of the Agreement was translated into Korean and 21 EU languages. All EU Member States have signed the FTA ahead of today's official signing ceremony. The date of provisional application will be 1 July 2011, provided that the European Parliament has given its consent to the FTA and the Regulation of the European Parliament and of the Council implementing the bilateral safeguard clause of the EU South Korea FTA is in place. The EU Member States will have to also ratify

the agreement according to their own laws and procedures. One study estimates that the deal will create new trade in goods and services worth €19.1 billion for the EU; another study calculates that it will more than double the bilateral EU South Korea trade in the next 20 years compared to a scenario without the FTA. The agreement will remove virtually all import duties between the two  economies as well as many nontariffbarriers. It will relieve EU exporters of industrial and agricultural goods to South Korea from paying tariffs. Once the duties are fully eliminated, EU exporters will save € 1.6 billion annually. Half of these savings will be applicable already on the day of the entry into force of the Agreement. The FTA will also create new market access in services and investment and will make major advances in areas such as intellectual property, procurement, competition policy and trade and sustainable development.

Answer the following question.

Q1. What are the objectives and contents of the recent free trade agreement signed between the European Union and South Korea?

Q2. What are the economic underlying principles of this agreement?

Q3. Why has the agreement been questioned both in the EU and South Korea?

Q4. Why are Japanese businessmen worried about the agreement? Why are Japanese policymakers trying to sign a similar deal with the EU?

CASE STUDY (20 Marks)

Advertising costs money, which many businesses find themselves short of these days. But forgoing ad spending in favor of better profits can be a mistake. Experts say that in a slump, one of the best things you can do is adopt or increase your advertising strategy to attract customers. During a recession, this is especially true, as other businesses may be cutting back on their ad spending, making your voice even more prominent to customers. After seven years of growth, building from 30 to 300 locations, Firehouse Subs' growth fizzled, and company leaders realized they had to do something about it. So they returned local advertising fees collected from franchisees, not to put in their pockets, but to take hold of their own local marketing. Sales fell even more, revealing that this was not a good strategy at the time. Instead, Firehouse reclaimed their local marketing fee, and then gave franchisees the option to take part in a new marketing campaign, requiring them to pay double for local marketing, but in return, becoming part of an $8 million advertising campaign poised for success. Experts commend Firehouse for having the courage to ask franchisees for more money where it was needed, even when times were tough.

Answer the following question.

Q1. Why proper advertising is necessary, during recession period?

Q2. Give an overview of the case.

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Give an overview of the case.

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Marketing Management

Case Studies

CASE STUDY (20 Marks)

Petrol pumps in India have come a long way from being dusty, poorly lit places manned by shabbily clothed and indifferent personnel, to the shopping malls of the early 21st century. Bharat Petroleum Corporation Ltd. (BPCL), a leading player in the Indian petroleum industry, received wide acclaim for having brought about this change in the Indian fuel retailing business. In the mid1990s, the oil industry felt the need to establish strong brand identities; until then, the industry seemed to have adopted an indifferent approach towards customer service. With the deregulation of the oil industry due in April, 2002, Indian players realized that they needed to become more customer focused. BPCL's pioneering efforts in creating brand awareness for its products were thus a welcome change. Till the mid1990s, a typical petrol pump owner seldom interacted with the oil company whose franchise he held. However, with the new found retail focus of the late 1990s, companies started taking immense interest in the retail outlets. BPCL's first foray into petrol pump retailing was through Bharat Shell Ltd. (Shell), its joint venture with Shell Overseas Investments of Netherlands. Shell launched the first convenience store, stocking over 1,000 different items. The store, offering eatables, soft drinks, stationery, newspapers, magazines, frozen foods, light bulbs audio cassettes and CDs, came as a pleasant surprise for Indian consumers. By mid2001, petrol pumps at almost all major locations in the metros had set up retail outlets. However, BPCL was reported to be much better positioned than its competitors, Indian Oil Corporation (IOC) and Hindustan Petroleum (HP) to meet the MNC onslaught after deregulation. BPCL was also reported to be finetuning its marketing and retailing strategy.

Answer the following question.

Q1. Give an overview of the case.

Q2. Discuss the reasons for the success of Bharat Petroleum Corporation Ltd. (BPCL) marketing and retailing strategy.

CASE STUDY (20 Marks)

Nike, one of the leading brands of athletic footwear, apparel, equipment and accessories is Oregon, US based company. It company’s 50% of the revenue comes from international sales and it registers it presence in more than 160 countries. Nike owns 400 retail outlets which operate domestically as well as internationally. Over the past few years Nike’s subsidiaries have been performing well and as a part of the company’s growth strategy and to maintain its position in the market Nike started concentrating on its subsidiary business in the year 2006. With the acquisition of the Starter the company also envisaged to setup itself in the value retail. The case analyses the impact of Nike’s subsidiary brand on its core brand.

Answer the following question.

Q1. Analyze the effects of subsidiary brands on the core brand.

Q2. Discuss the dangers of brand dilution and cannibalization.

CASE STUDY (20 Marks)

On the global personal computer map, Acer emerged from obscurity to become the third largest PC company only behind Dell and HP. But the company wasn't a smash hit over night. Staying true to its South Asian culture, the company worked up the ladder, rather silently, building brickby brick. On its way up, the company worked out many hurdles – ranging from branding problems to facing near boycott from the then stalwarts in the business – and gradually overtook much bigger and older companies. The long standing chairman Stan Shih put up a workmanlike effort solving one problem after the other and steering the company in one of the most competitive industries. All the way through, he stuck to the basics of the business, focusing on quality, quantity and low costs. Acer's Asian counterpart, Lenovo, made its mark in the global PC market with a bang by taking over IBM's PC business. From then on, the rivalry between the two Asian giants caught the attention of industry as well as academia. The industry is tracking them for remaking the global PC industry dynamics by challenging the western companies that have practically invented and built the industry over decades. The academia is observing the theoretical and strategical underpinnings and is scripting the journey of these two global giants from the developing world. This case helps the student’s debate on the importance of brand building in the global PC industry in the back drop of competitive dynamics that are shaping the industry. This will also help in analyzing the strategies adopted by Acer and Lenovo to compete in the industry and in concluding which of the two is wellplaced.

Answer the following question.

Q1. Give an overview of the case.

Q2. Discuss the significance of brand building in a highly commoditized industry

CASE STUDY (20 Marks)

The case talks about the takeover of Tom’s of Maine, the leading player in the natural personal care market in the US, by Colgate Palmolive in early 2006. Colgate is the market leader in oral and personal care markets the world over. The naturals market has been showing good growth in the recent years in the US while the market for mainstream products witnessing sluggish growth. Natural/organic brands such as Tom’s of Maine are showing remarkable growth in this stagnating market. Since 2002, Colgate due to intense competition and increase in price of commodities is following an aggressive restructuring strategy aimed at strengthening its market leader position. The case gives the details of this takeover, and the reasons behind this move. The case brings to attention the latest trend of multinational companies taking over smaller ethical brands in order to gain a foothold in the booming ethical markets. It also raises questions on whether these takeovers, would lessen the appeal of the ethical brands among consumers or whether consumers would continue patronizing them irrespective of the change in parentage. The case also facilitates a debate on whether Colgate’s decision to take over a small natural brand at this critical juncture was wise and about the success of the same.

Answer the following question.

Q1. Give an overview of the case.

Q2. Give the details of the strategies for growth in the organic segment for established FMCG companies Impact of brand equity, in case of take over’s.

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Give an overview of the case.

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Marketing Management

Case Studies

CASE STUDY (20 Marks)

This case study's primary objective is to debate and discuss on: Does it make sense for a single business firm from an emerging country like India, to transform itself into a conglomerate when the reverse trend is witnessed in other countries – both developed as well as developing? With the inception of Bharti Telecom (Bharti) in 1985, Sunil Bharti Mittal laid the foundations of an organisation that would emerge as India's 'telecom conglomerate giant'. The company made a humble beginning with the manufacture of push button handsets. However, 1992 marked the turn of events for Bharti. The liberalization of the Indian telecom sector in that year unleashed numerous opportunities for domestic and international players to tap the lucrative Indian telecom

market Notwithstanding its small size, Bharti plunged into the bidding war for cellular licenses, successfully capturing the license for providing cellular network service in New Delhi (Delhi). Making a mark with its brand, Airtel, in the Delhi market, Bharti was confident of a triumphant journey. Contradictory to its aspirations, this early victory was followed by a string of downturns. The company lost most of the subsequent cellular bids and found itself in troubled waters. Nevertheless, competitors' inability to exploit

their winning cellular bids proved a boon to Bharti. The eagerness of these companies to sell their cellular licenses to Bharti brought the company back into limelight. Bnking 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 million customers in March 2003. However, the company is not content with being only a 'telecom conglomerate'. In 2008, to gratify its growing aspirations, Bharti declared its intentions of becoming India's 'finest conglomerate by 2020'. Equipped with a youthful logo and 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 a conglomerate.

Q2. Examine the challenges that Bharti would face in operating as a conglomerate when a reverse trend is being witnessed all across the globe.

CASE STUDY (20 Marks)

Nike, one of the leading brands of athletic footwear, apparel, equipment and accessories is Oregon, US based company. It company’s 50% of the revenue comes from international sales and it registers it presence in more than 160 countries. Nike owns 400 retail outlets which operate domestically as well as internationally. Over the past few years Nike’s subsidiaries have been performing well and as a part of the company’s growth strategy and to maintain its position in the market Nike started concentrating on its subsidiary business in the year 2006. With the acquisition of the Starter the company also envisaged to setup itself in the value retail. The case analyses the impact of Nike’s subsidiary brand on its core brand.

Answer the following question.

Q1. Discuss the segmentation, targeting and positioning strategies of core brands and subsidiary brands.

Q2. Give an overview of the case.

4/1/2017                                               Aeren Foundation                                                  2/2

CASE STUDY (20Marks)

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 space and 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 (20Marks)

Hyundai is about to launch its dream run in the US through its luxury car ‘Genesis’. For the company, it was indeed a long drive from the low cost segment to the niche luxury car market dashed by ignominies and accolades, and periods of growth and fall. Once reviled for its low quality cars, Hyundai is now hailed as one of the top class carmakers even outclassing Toyota, the world’s largest and premier carmaker, by several quality parameters. In spite of all this, Hyundai still lacks a strong brand image and is snubbed by Americans. For this, it appointed Steve Wilhite as its chief operating officer in 2006 to reinvigorate its brand and smoothen the drive of its ‘Genesis’. Though its rapid growth catapulted it as the world’s sixth largest carmaker, Hyundai risks getting squeezed between its high-tech Japanese rivals and low cost Chinese new entrants.

Answer the following question.

Q1. Analyze the market entry strategies of select automakers

Q2. Discuss the role of branding strategies in a company’s success

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Give an overview of the case.

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International Business

Case Studies

CASE STUDY (20 Marks)

By the end of 2005, Apollo Tyres India Ltd. had become the second largest tire manufacturing company in India, the market leader being MRF Tyres. However, Apollo's aspirations were much higher and it wanted to become a US$2 billion company. It realized, however, that it could reach its goal only upon further expansion. Toward this end, it took a giant leap to capture the global markets. Instead of starting from scratch to establish a presence in the global market, Apollo went the inorganic way. It acquired South Africa's Dunlop Tires International (pty) Ltd. and Vredestein Banden BV of the Netherlands in 2006 and 2009 respectively. With these acquisitions, Apollo got hold of the African, Zimbabwean,European, and Canadian markets along with their manufacturing facilities, marketing, and distribution networks. This created a way for its flagship products into these markets as well. While this success resulted in the company realizing its goal, it raised its aspirations as well. The company set out to become a US$6 billion company by 20152016 and to feature among the world's top ten tire makers. But its path was not without challenges.

Answer the following question.

Q1. Discuss the Trends in the global and Indian tire industry.

Q2. Discuss the issues and challenges in globalizing for an Indian firm.

Q3. Give an overview of the case.

CASE STUDY (20Marks)

It happens all the time: good employees get a promotion, and suddenly, they're not so good anymore. Such is the case for cat shelter Paws Need Families, as Della, a cleaner turned assistant manager, and then manager started arriving late, letting applications sit, and slipped on inoculations, all serious offenses. Instead of confronting Della directly, general meetings were held, and an assistant manager was hired to compensate for Della's shortcomings. Ultimately, Della never cleaned up her act, and was fired. Ken

Blanchard, coauthor of The One Minute Manager believes this situation could have been avoided with frequent meetings and support with a system of review, both of which can identify issues before they become real problems.

Answer the following question.

Q1. Why newly appointed assistant manager Della was fired?

Q2. How the worst situation could have been saved? Give your views.

CASE STUDY (20Marks)

PATRA Global is engaged in IT industry having 1000 employees. The Human Resource Head of the company is faced with many problems of like high turnover of employees, late coming, The young employees don’t stay for long and quit the job within a year or

so. H R Depart. Experienced people demand very high salary. The CEO of the Company has worked hard to win the new business contracts and would like to double the turnover in 2 years. However due to shortage of right people on stable basis contracts are incomplete and the company may have to pay penalty and will find difficult to get renewal of contract. The employees of the company compare their company with leading companies in the Industry and feels demoralized.

Answer the following question.

Q1. What is your suggestion for planning and getting right people for right job.

Q2. What are various sources for recruitment which can be tried?

Q3. How you would like to improve skills of the employees.

Q4. Suggest steps to motivate the employees.

CASE STUDY (20Marks)

USbased Nike, Inc., the world’s leading designer, marketer, and distributor of athletic footwear, apparel, equipment, and accessories, has had a presence in China since the 1970s. The low wages and talented manpower in China encouraged Nike to shift some of its production from other countries to China. However, Philip Knight, one of the founders of Nike saw China as a huge market for Nike. The consumer presence of Nike in China started in 1981. In order to encourage and build a sporting culture in the

country, Nike sponsored several clubs and sports related events, including professional leagues. It launched professional sporting leagues and was instrumental in building the American ‘streetball’ culture in China.

Answer the following question.

Q1. Evaluate & discuss Nike’s entry and expansion strategies in China.

Q2. Explore the future strategies that Nike needs to adopt in China in the face of the changing macroeconomic situation in the country.

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