Marketing Management
Q1. Advertising is a wastage of money. Develop your
arguments in favour or against this statement.
Q2. What are main Elements of Branding?
Q3. Marketing as an Exchange Process explain this?
Q4. What are the various Methods of Pricing?
Q5. What you mean by Environmental Marketing?
Q6. What are advantages and disadvantages of Direct
Marketing?
Q7. What is Importance of Environmental Marketing?
What are
Opportunities in Environmental Marketing?
Q8.
How Monitoring and Measuring Customer Satisfaction is done?
SUBJECT : MARKETING MANAGEMENT
Total Marks : 80
Case-1 : The use of the marketing mix in product launch
Introduction
NIVEA® is an established name in high quality skin and beauty care products.
It is part of a range of brands produced and sold by Beiersdorf. Beiersdorf,
founded in 1882, has grown to be a global company specialising in skin and
beauty care.
In the UK, Beiersdorf’s continuing goal is to have its products as
close as possible to its consumers,
regardless of where they live. Its aims
are to understand its consumers in its many different markets and delight them
with innovative products for their skin and beauty care needs. This strengthens
the trust and appeal of Beiersdorf brands. The business prides itself on being consumer-led and this focus has helped
it to grow NIVEA into one of the largest skin care brands in the world.
Beiersdorf’s continuing programme of market research showed a gap in the market. This led to the launch of NIVEA VISAGE® Young in 2005 as
part of the NIVEA VISAGE range offering a comprehensive selection of products
aimed at young women. It carries the strength of the NIVEA brand image to the
target market of girls aged 13-19. NIVEA VISAGE Young helps girls to develop a
proper skin care routine to help keep their skin looking healthy and beautiful.
The market can be developed by creating a good product/range and
introducing it to the market (product-orientated approach) or by finding a gap
in the market and developing a product to fill it (market-orientated approach).
Having identified a gap in the market, Beiersdorf launched NIVEA VISAGE Young
using an effective balance of the right product, price, promotion and place.
This is known as the marketing mix
or ‘four Ps’. It is vital that a company gets the balance of these four
elements correct so that a product will achieve its critical success factors. Beiersdorf needed to develop a mix that
suited the product and the target market as well as meeting its own business objectives.
The company re-launched the NIVEA VISAGE Young range in June 2007
further optimising its position in the market. Optimised means the product had
a new formula, new design, new packaging and a new name. This case study shows
how a carefully balanced marketing mix provides the platform for launching and
re-launching a brand onto the market.
The first stage in building an effective mix is to understand the
market. NIVEA uses market research to target key market segments which identifies groups of people with the same
characteristics such as age/gender/attitude/lifestyle. The knowledge and
understanding from the research helps in the development of new products. NIVEA
carries out its market research with consumers in a number of different ways.
These include:
• using focus groups to listen to consumers
directly
• gathering data from consumers
through a variety of different research techniques
• product testing with consumers in different
markets.
Beiersdorf’s market research identified that younger consumers
wanted more specialised face care aimed at their own age group that offered a
‘beautifying’ benefit, rather than a solution to skin problems. NIVEA VISAGE
Young is a skin care range targeted at girls who do not want medicated products
but want a regime for their normal skin.
Competitor products tend to be problem focussed and offer medicated
solutions. This gives NIVEA competitive
advantage. NIVEA VISAGE Young provides a unique bridge between the teenage
market and the adult market.
The company improved the product to make it more effective and more
consumer-friendly. Beiersdorf tested the improved products on a sample group
from its target audience before finalising the range for re-launch. This
testing resulted in a number of changes to existing products. Improvements
included:
• Changing the formula of some products. For
example, it removed alcohol from one product and used natural sea salts and
minerals in others.
• Introducing two completely new products.
• A new modern pack design with
a flower pattern and softer colours to appeal to younger women.
• Changing product descriptions and introducing
larger pack sizes.
Each of these changes helped to strengthen the product range, to better meet the needs
of the market. Some of these changes reflect NIVEA’s commitment to the
environment. Its corporate responsibility
approach aims to:
• reduce packaging and waste - by using larger
pack sizes
• use more natural products – by including
minerals and sea salts in the formula
• increase opportunities for
recycling - by using recyclable plastic in its containers.
Price :
Lots of factors affect the end price of a product, for example, the
costs of production or the business need to maximise profits or sales. A
product’s price also needs to provide value for money in the market and attract
consumers to buy.
There are several pricing strategies that a business can use:
• Cost based pricing – this can either simply
cover costs or include an element of profit. It focuses on the product and does
not take account of consumers.
•
Penetration price – an initial low price to ensure that there is a
high volume of purchases and market share is quickly won. This strategy
encourages consumers to develop a habit of buying.
• Price skimming – an initial
high price for a unique product encouraging those who want to be ‘first to buy’
to pay a premium price. This strategy helps a business to gain maximum revenue
before a 4competitor’s product reaches the market.
On re-launch the price for NIVEA VISAGE Young
was slightly higher than previously. This reflected its new formulations,
packaging and extended product range. However, the company also had to take
into account that the target market was both teenage girls and mums buying the
product for their daughters. This meant that the price had to offer value for
money or it would be out of reach of its target market.
As NIVEA VISAGE Young is one of the leading skin care ranges
meeting the beautifying needs of this market segment, it is effectively the price leader. This means that it sets
the price level that competitors will
follow or undercut. NIVEA needs to regularly review prices should a competitor
enter the market at the ‘market
growth’ point of the product life cycle
to ensure that its pricing remains competitive.
The pricing strategy for NIVEA is not the same as that of the
retailers. It sells products to retailers at one price. However, retailers have
the freedom to use other strategies for sales
promotion. These take account of the competitive nature of the high street.
They may use:
• loss leader: the retailer sells for less than
it cost to attract large volume of sales, for example by supermarkets
• discounting – alongside other special offers,
such as ‘Buy one, get one free’ (BOGOF) or ‘two for one’.
NIVEA VISAGE Young’s pricing strategy now generates around 7% of
NIVEA VISAGE sales.
Place
Place refers to:
• How the product arrives at the point of sale.
This means a business must think about what distribution strategies it
will use.
•
Where a product is sold. This includes retail outlets like
supermarkets or high street shops. It also includes other ways in which
businesses make products directly available to their target market, for
example, through direct mail or the Internet.
NIVEA VISAGE Young aims to use as many relevant distribution
channels as possible to ensure the widest reach of its products to its target
market. The main channels for the product are retail outlets where consumers
expect to find skin care ranges. Around 65% of NIVEA VISAGE.
Young sales are through large high street shops such as Boots and
Superdrug. Superdrug is particularly important for the ‘young-end’ market. The
other 35% of sales mainly comes from large grocery chains that stock beauty
products, such as ASDA, Tesco and Sainsbury’s. Market research shows that
around 20% of this younger target market buys products for themselves in the
high street stores when shopping with friends. Research also shows that the
majority of purchasers are actually made by mums, buying for teenagers. Mums
are more likely to buy the product from supermarkets whilst doing their grocery
shopping.
NIVEA distributes through a range of outlets that are cost
effective but that also reach the highest number of consumers. Its distribution
strategies also consider the environmental impact of transport. It uses a
central distribution point in the UK. Products arrive from European production
plants using contract vehicles for efficiency for onward delivery to retail
stores. Beiersdorf does not sell direct to smaller retailers as the volume of
products sold would not be cost effective to deliver but it uses wholesalers for these smaller accounts.
It does not sell directly through its website as the costs of producing small orders would be too
high. However, the retailers, like Tesco, feature and sell the NIVEA products
in their online stores.
Promotion is how the business tells customers that products are
available and persuades them to buy. Promotion is either above-the-line or below-the-line.
Above-the-line promotion is directly paid for, for example TV or newspaper
advertising.
Below-the-line is where the business uses other promotional methods
to get the product message across:
• Events or trade fairs help to
launch a product to a wide audience. Events may be business to consumer (B2C)
whereas trade fairs are business to business (B2B).
•
Direct mail can reach a large number of people but is not easy to
target specific consumers cost-effectively.
• Public relations (PR) includes
the different ways a business can communicate with its stakeholders, through, for example, newspaper press releases. Other
PR activities include sponsorship of
high profile events like Formula 1 or the World Cup, as well as donations to or
participation in charity events.
Branding – a strong and consistent brand identity differentiates
the product and helps consumers to understand and trust the product. This aims
to keep consumers buying the product long-term.
• Sales promotions, for example competitions or sampling, encourage
consumers to buy products in the short-term.
NIVEA chooses promotional strategies that reflect the lifestyle of
its audience and the range of media available. It realises that a ‘one way’
message, using TV or the press, is not as effective as talking directly to its
target group of consumers. Therefore NIVEA does not plan to use any
above-the-line promotion for NIVEA VISAGE Young.
The promotion of NIVEA VISAGE Young is consumer-led. Using various
below-the-line routes, NIVEA identifies ways of talking to teenagers (and their
mums) directly.
• A key part of the strategy is
the use of product samples. These
allow customers to touch, feel, smell and try the products. Over a million
samples of NIVEA VISAGE Young products will be given away during 2008. These
samples will be available through the website, samples in stores or in ‘goody
bags’ given out at VISAGE roadshows up and down the country.
• NIVEA VISAGE Young launched
an interactive online magazine called FYI (Fun,
Young & Independent) to raise
awareness of the brand. The concept behind the magazine is to give teenage
girls the confidence to become young
women and to enjoy their new-found independence. Communication channels are
original and engaging to enable teenagers to identify with NIVEA VISAGE Young.
The magazine focuses on ‘first time’ experiences relating to NIVEA VISAGE Young
being their first skincare routine. It is promoted using the Hit40UK chart show
and the TMF digital TV channel.
• In connection with FYI, NIVEA VISAGE Young has recognised the power of social network
sites for this young audience and also has pages on MySpace, Facebook and Bebo.
The company is using the power of new
media as part of the mix to grow awareness amongst the target audience.
Conclusion
NIVEA VISAGE Young is a skincare range in the UK market designed to
enhance the skin and beauty of the teenage consumer rather than being medicated
to treat skin problems. As such, it has created a clear position in the market.
This shows that NIVEA understands its consumers and has produced this
differentiated product range in order to meet their needs.
To bring the range to market, the business has put together a
marketing mix. This mix balances the four elements of product, price, place and
promotion. The mix uses traditional methods of place, such as distribution
through the high street, alongside more modern methods of promotion, such as
through social networking sites. It makes sure that the message of NIVEA VISAGE
Young reaches the right people in the right way.
Answer the following
questions:
1. Describe what is meant by a business being
‘consumer led’.
2. What are the key parts of the marketing mix?
Explain how each works with the others.
3. Explain why the balance of the
marketing mix is as important as any single element.
4. Analyse the marketing mix for NIVEA VISAGE
Young. What are its strongest points? Explain why you think this is so.
Introduction
In 1895 in Czechoslovakia, two keen cyclists, Vaclav Laurin and
Vaclav Klement, designed and produced their own bicycle. Their business became
Škoda in 1925. Škoda went on to manufacture cycles, cars, farm ploughs and
airplanes in Eastern Europe. Škoda overcame hard times over the next 65 years.
These included war, economic depression and political change. By 1990 the Czech
management of Škoda was looking for a strong foreign partner. Volkswagen AG
(VAG) was chosen because of its reputation for strength, quality and
reliability. It is the largest car manufacturer in Europe providing an average
of more than 5 million cars a year – giving it a 12% share of the world car
market. Volkswagen AG comprises the Volkswagen, Audi, Škoda, SEAT, Volkswagen
Commercial Vehicles, Lamborghini, Bentley and Bugatti brands. Each brand has
its own specific character and is independent in the market. Škoda UK sells
Škoda cars through its network of independent franchised dealers.
To improve its performance in the competitive car market, Škoda
UK’s management needed to assess its brand
positioning. Brand positioning means establishing a distinctive image for
the brand compared to competing
brands. Only then could it grow from being a small player. To aid its
decision-making, Škoda UK obtained market
research data from internal and external strategic audits. This enabled it
to take advantage of new opportunities and respond to threats.
The audit provided a summary of the business’s overall strategic
position by using a SWOT analysis. SWOT is an acronym which stands for:
• Strengths – the internal elements of the
business that contribute to improvement and growth
• Weaknesses – the attributes that will hinder a business or make it
vulnerable to failure
• Opportunities – the external conditions that
could enable future growth
• Threats – the external factors which could negatively affect the
business.
This case study focuses on how Škoda UK’s management built on all
the areas of the strategic audit. The outcome of the SWOT analysis was a
strategy for effective competition in the car industry.
Strengths
To identify its strengths, Škoda UK carried out research. It asked
customers directly for their opinions about its cars. It also used reliable
independent surveys that tested customers’ feelings. For example, the annual JD
Power customer satisfaction survey asks owners what they feel about cars they
have owned for at least six months. JD Power surveys almost 20,000 car owners
using detailed questionnaires. Škoda has been in the top five manufacturers in
this survey for the past 13 years. In Top
Gear’s 2007 customer satisfaction survey, 56,000 viewers gave their
opinions on 152 models and voted Škoda the ‘number 1 car maker’. Škoda’s
Octavia model has also won the 2008 Auto
Express Driver Power ‘Best Car’.
Škoda attributes these results to the business concentrating on
owner experience rather than on sales. It has considered ‘the human touch’ from
design through to sale. Škoda knows that 98% of its drivers would recommend
Škoda to a friend. This is a clearly identifiable and quantifiable strength.
Škoda uses this to guide its future strategic development and marketing of its brand image.
Strategic management guides a business so that it can compete and
grow in its market. Škoda adopted a strategy focused on building cars that
their owners would enjoy. This is different from simply maximising sales of a
product. As a result, Škoda’s biggest strength was the satisfaction of its
customers. This means the brand is associated with a quality product and happy
customers.
A SWOT analysis identifies areas of weakness inside the business.
Škoda UK’s analysis showed that in order to grow it needed to address key
questions about the brand position. Škoda has only 1.7% market share. This made
it a very small player in the market for cars. The main issue it needed to
address was: how did Škoda fit into this highly competitive, fragmented market?
This weakness was partly due to out-dated perceptions of the brand.
These related to Škoda’s eastern European origins. In the past the cars had an
image of poor vehicle quality, design, assembly, and materials. Crucially, this
poor perception also affected Škoda owners. For many people, car ownership is
all about image. If you are a Škoda driver, what do other people think?
From 1999 onwards, under Volkswagen AG
ownership, Škoda changed this negative image. Škoda cars were no longer seen as
low-budget or low quality. However, a brand ‘health check’ in 2006 showed that
Škoda still had a weak and neutral image in the mid-market range it occupies,
compared to other players in this area, for example, Ford, Peugeot and Renault.
This meant that whilst the brand no longer had a poor image, it did not have a
strong appeal either. This understanding showed Škoda in which direction it
needed to go. It needed to stop being defensive in promotional campaigns. The
company had sought to correct old perceptions and demonstrate what Škoda cars
were not. It realised it was now time to say what the brand does stand for. The marketing message
for the change was simple. Škoda owners were known to be happy and contented
with their cars. The car-buying public and the car industry as a whole needed
convincing that Škoda cars were great to own and drive.
Opportunities and Threats
Opportunities
Opportunities occur in the external environment of a business.
These include for example, gaps in the market for new products or services. In
analysing the external market, Škoda noted that its competitors’ marketing
approaches focused on the product itself.
Audi emphasises the technology through its strapline, ‘Vorsprung
Durch Technik’ (‘advantage through technology’). BMW promotes ‘the ultimate
driving machine’. Many brands place emphasis on the machine and the driving
experience. Škoda UK discovered that its customers loved their cars more than
owners of competitor brands, such as Renault or Ford.
Information from the SWOT analysis helped Škoda to differentiate its product range. Having
a complete understanding of the brand’s weaknesses allowed it to develop a
strategy to strengthen the brand and take advantage of the opportunities in the
market. It focused on its existing strengths and provided cars focused on the
customer experience. The focus on ‘happy Škoda customers’ is an opportunity. It
enables Škoda to differentiate the Škoda brand to make it stand out from the
competition. This is Škoda’s unique
selling proposition (USP) in the motor industry.
Threats
Threats come from outside of a business. These involve, for
example, a competitor launching cheaper products. A careful analysis of the
nature, source and likelihood of these threats is a key part of the SWOT
process.
The UK car market includes 50 different car makers selling 200
models. Within these there are over 2,000 model derivatives. Škoda UK needed to
ensure that its messages were powerful enough for customers to hear within such
a crowded and competitive environment. If not, potential buyers would overlook
Škoda. This posed the threat of a further loss of market share.
Škoda needed a strong product range to compete
in the UK and globally. In the UK the Škoda brand is represented by seven
different cars. Each one is designed to appeal to different market segments. For example:
• The Škoda Fabia is sold as a basic but quality
‘city car’
• The Škoda Superb offers a
more luxurious, ‘up-market’ appeal
• The Škoda Octavia Estate provides a family with
a fun drive but also a great big boot.
Pricing reflects the competitive nature of Škoda’s market. Each
model range is priced to appeal to different groups within the mainstream car
market. The combination of a clear range with competitive pricing has overcome
the threat of the crowded market.
The following example illustrates how Škoda responded to another of
its threats, namely, the need to respond to EU legal and environmental
regulations. Škoda responded by designing products that are environmentally
friendly at every stage of their life cycle. This was done by for example:-
•
Recycling as much as possible. Škoda parts are marked for quick and
easy identification when the car is taken apart.
• Using the latest, most environmentally-friendly
manufacturing technologies and facilities available. For instance, areas
painted to protect against corrosion use lead-free, water based colours.
• Designing processes to cut
fuel consumption and emissions in petrol and diesel engines. These use lighter
parts making vehicles as aerodynamic as possible to use less energy.
• Using technology to design
cars with lower noise levels and improved sound quality. Outcomes and benefits
of SWOT analysis.
Škoda UK’s SWOT analysis answered some key questions. It discovered
that:
• Škoda car owners were happy about owning a
Škoda
• the brand was no longer seen
as a poorer version of competitors’ cars.
However,
• the brand was still very much within a niche market
• a change in public perception was vital for
Škoda to compete and increase its market share of the mainstream car market.
The challenge was how to build on this and develop the brand so
that it was viewed positively. It required a whole new marketing strategy.
Škoda UK has responded with a new marketing strategy based on the
confident slogan, ‘the manufacturer of happy drivers.’ The
campaign’s promotional activities support the new brand position. The key messages for the campaign focus
on the ‘happy’ customer experience and appeal at an emotional rather than a
practical level. The campaign includes:
• he ‘Fabia Cake’ TV advert.
This showed that the car was ‘full of lovely stuff’ with the happy music (‘Favourite
things’) in the background.
• An improved and redesigned
website which is easy and fun to use. This is to appeal to a young audience. It
embodies the message ‘experience the happiness of Škoda online’.
Customers are able to book test drives and order
brochures online. The result is that potential customers will feel a Škoda is
not only a reliable and sensible car to own, it is also ‘lovely’ to own.
Analysing the external opportunities and
threats allows Škoda UK to pinpoint precisely how it should target its
marketing messages. No other market player has ‘driver happiness’ as its USP.
By building on the understanding derived from the SWOT, Škoda UK has given new
impetus to its campaign. At the same time, the campaign has addressed the
threat of external competition by setting Škoda apart from its rivals.
Conclusion
Škoda is a global brand offering a range of products in a highly
competitive and fragmented market. The company must respond positively to
internal and external issues to avoid losing sales and market share.
A SWOT analysis brings order and structure to otherwise random
information. The SWOT model helps managers to look internally as well as
externally. The information derived from the analysis gives direction to the
strategy. It highlights the key internal weaknesses in a business, it focuses
on strengths and it alerts managers to opportunities and threats. Škoda was
able to identify where it had strengths to compete. The structured review of
internal and external factors helped transform Škoda UK’s strategic direction.
The case study shows how Škoda UK transformed its brand image in
the eyes of potential customers and build its competitive edge over rivals. By
developing a marketing strategy playing on clearly identified strengths of
customer happiness, Škoda was able to overcome weaknesses. It turned its
previously defensive position of the brand to a positive customer-focused
experience. The various awards Škoda has won demonstrate how its communications
are reaching customers. Improved sales show that Škoda UK’s new strategy has
delivered benefits.
Answer the
1.
What was
the key weakness that Škoda was able to identify?
2.
What
strength did Škoda use to turn its brand weakness into an opportunity?
3. How has Škoda strategically
addressed external threats?
4.
What in
your view are the important benefits of using a SWOT analysis
Case-3 : Marketing strategy for growth
Introduction
Businesses must respond to change in order to remain competitive.
Developing appropriate strategies which allow them to move forward is
essential. Wilkinson is a prime example of a business that has responded to
changing customer needs throughout its history. It is one of the UK’s
long-established retailers of a wide range of food, home, garden, office,
health and beauty products.James Kemsey (JK) Wilkinson opened his first
Wilkinson Store in Charnwood Street, Leicester in 1930. After the Second World
War, the 1950s saw a rise in the use of labour-saving devices and DIY.
Wilkinson responded by making this type of product the focus of its sales. In
the 1960s customers wanted more convenience shopping. Wilkinson started selling
groceries and supermarket goods and created the Wilko brand. In the 1980s
Wilkinson extended its range of low-cost products to include quality clothing,
toys, toiletries and perfumes. In 1995 it opened a central distribution centre
in Workshop, serving stores in the north of England and in 2004, a new
distribution centre opened in Wales. In 2005 Wilkinson launched its Internet
shopping service, offering over 800,000 product lines for sale online.
Wilkinson currently has over 300 stores, which carry an average of 25,000
product lines. 40% of these are Wilko ‘own-brand’ products. The company’s
target is to see this element grow and to have over 500 stores by 2012.
Wilkinson’s growth places it in the top 30 retailers in the UK.
Recently it has faced increasing challenges from competitors, such as the
supermarket sector. Wilkinson needed to combat this and identify new areas for
growth. Over two years it conducted extensive market research. This has helped
it create a marketing strategy
designed to continue growing by targeting a new market segment - the
student population. This case study focuses on
how Wilkinson created and implemented this strategy,
using the findings of its market research to drive the strategy forward.
Marketing strategy aims to communicate to customers the added-value
of products and services. This considers the right mix of design, function,
image or service to improve customer awareness of the business’ products and
ultimately to encourage them to buy. An important tool for helping develop an
appropriate marketing strategy is Ansoff’s Matrix. This model looks at the
options for developing a marketing strategy and helps to assess the levels of
risk involved with each option. Marketing strategies may focus on the
development of products or markets. Doing more of what a business already does
carries least risk; developing a completely new product for a new audience
carries the highest risk both in terms of time and costs.
Based on its research, Wilkinson committed to a market development
strategy to sell its products to a new audience of students. This is a medium
risk strategy as it requires the business to find and develop new customers. It
also carries costs of the marketing campaigns to reach this new group. The main
focus of the strategy was to increase awareness of the brand among students and
encourage them to shop regularly at Wilkinson stores.
Market research
Market research is vital for collecting data on which to base the
strategy. Market research takes one of two main forms – primary research and secondary
research. Primary research (also called field research) involves collecting
data first hand. This can take many forms, the main ones being interview,
questionnaires, panels and observation. Secondary research (also called desk
research) involves collecting data which already exists. This includes using
information from reports, publications, Internet research and company files.
Both methods have advantages and disadvantages. The advantages of
primary research are that it is recent, relevant and designed specifically for
the company’s intended strategy. The main disadvantage is that it is more
expensive than secondary research and can be biased if not planned well. Secondary research is relatively cheap,
can be undertaken quickly and so enables decision-making sooner. However,
secondary research can go out-of-date and may not be entirely relevant to the
business’ needs.
Wilkinson undertook primary market research using questionnaires
from students across the UK and secondary research using government and
university admissions data. The statistics revealed that there were three
million potential student customers.
They had a combined annual spend of around £9 billion per year.
This research confirmed that the choice of focusing on the student market as a
means of growth was valid. Wilkinson undertook further research to identify how
to reach students and persuade them to start shopping at Wilkinson stores. This
information was used to formulate a focus
strategy. This was aimed specifically at the needs of the student ‘market segment’.
Marketing to students
Wilkinson involved 60 universities in research, using questionnaires
distributed to students initially in Years 2 and 3 of a range of universities
and then to ‘freshers’ (new students) through the University and Colleges
Admission Service. This ensured the widest range of students was included to
eliminate bias. It also gave a wide range of responses. From this initial
group, students were asked a second set of questions. Participants were
rewarded with Amazon vouchers to encourage a good take-up. The research focused
on two areas:
1.
student
awareness of the Wilkinson brand and
2. reasons why students were
currently not using the stores regularly.
The market research enabled Wilkinson to put
together its marketing strategy. The aim was to ensure the student population
began shopping at Wilkinson stores early in their student experience. This
would
help to maintain their customer loyalty to
Wilkinson throughout their student years and also to develop them as future
customers after university. Repeat
business is key to sustained growth. Wilkinson wanted to create satisfied
customers with their needs met by the Wilkinson range of products. A marketing
campaign was launched which focused on a range of promotional tactics,
specifically designed to appeal to university students:
• Wilkinson being present at freshers’ fairs –
and giving free goody bags with sample products directly to students
• direct mail flyers to homes
and student halls, prior to students arriving
• advertisements with fun theme, for example,
showing frying pans as tennis racquets
• web banners
• offering discounts of 15% with first purchase
using the online store
• gift vouchers
• free wallplanners.
The challenge was to get students into Wilkinson stores. The
opportunity was to capture a new customer group at an early stage and provide
essential items all year round. This would lead to a committed customer group
and secure repeat business.
Outcomes/evaluation
Wilkinson wanted to know what would inspire students to shop at
Wilkinson more and what factors would help to attract non-customers. The
research provided significant primary information to analyse the effects of the
campaign. Wilkinson used questionnaires collected from the first year
undergraduates to gather qualitative
data. In addition, Wilkinson obtained quantitative
data from various other sources, including:
• redemption
rates – how
many people used the discount vouchers when buying
• sales analysis – how much
extra business did the stores handle
• footfall
in stores analysis – how many
extra people went into stores.
This information helped Wilkinson to develop its plans for future
marketing campaigns. It identified Motivation
factors for the student audience which would help to encourage future
purchase. Key factors included
products being cheaper than competitors and easy access to stores. 23% of
students questioned gave ‘distance from university’ as a reason for not
regularly visiting the store. The layout of the store was another major problem
affecting repeat visits. These findings have been taken on board by Wilkinson
in its future planning of store locations and layouts.
Researching students’ opinions after the campaign showed that:
•
Awareness of Wilkinson brand had significantly risen from 77% to 95% of those
interviewed. This brought it in line with Morrison supermarkets, a key
competitor.
Conclusion
Wilkinson’s marketing strategy began with its corporate aim to grow
and increase stores across the UK. It was facing increased competition from
supermarkets and needed to identify an area to focus on. To pursue a growth
strategy, Wilkinson used market research to identify new target customers. This
enabled it to prepare marketing strategies to fit the audience.
Primary and secondary research was used to find out customer views
regarding its brand. Data indicated the student market segment was a
significant area to focus on to achieve market development. A marketing
campaign using data from a follow-up survey was put in place. The campaign
showed significant increase in students’ levels of awareness about Wilkinson
and its products. It encouraged them either to shop more or to try Wilkinson
for the first time. The campaign helped to achieve many of the business’ aims,
creating increased brand awareness and repeat visits. It also helped to inform
the company’s future strategies for growth. Market research gathered will help
to formulate future plans for
new stores. These will be in line with
Wilkinson commitment to providing communities with affordable products across
the country.
Answer the following
questions
1. What is the difference
between primary and secondary research? Identify one example of primary and
secondary research carried out by Wilkinson.
2.
Explain
why Wilkinson needed a marketing strategy to help them to grow.
3. Evaluate the benefits of the
marketing campaign to Wilkinson.
4. Analyse how effective the marketing campaign
was in helping Wilkinson respond to competitive pressures.
Case-4 : Extending
the product life cycle
Introduction
Businesses need to set themselves clear aims and objectives if
they are going to succeed. The Kellogg Company is the world’s leading producer
of breakfast cereals and convenience foods, such as cereal bars, and aims to
maintain that position. In 2006, Kellogg had total worldwide sales of almost
$11 billion (£5.5 billion). In 2007, it was Britain’s biggest selling grocery brand, with sales of more than £550
million. Product lines include ready-to-eat cereals (i.e. not hot cereals like
porridge) and nutritious snacks, such as cereal bars. Kellogg’s brands are
household names around the world and include Rice Krispies, Special K and Nutri-Grain, whilst some of its brand
characters, like Snap, Crackle and Pop, are
amongst the most wellknown in the world.
Kellogg has achieved this position, not only through great brands
and great brand value, but through a strong commitment to corporate social responsibility. This means that all of Kellogg’s
business aims are set within a particular context or set of ideals. Central to
this is Kellogg’s passion for the business, the brands and the food,
demonstrated through the promotion of healthy living.
The company divides its market into six key segments. Kellogg's Corn Flakes has been on
breakfast tables for over 100 years and represents the ‘Tasty Start’ cereals
that people eat to start their day. Other segments include ‘Simply Wholesome’
products that are good for you, such as Kashi Muesli, ‘Shape Management’
products, such as Special K and
‘Inner Health’ lines, such as All-Bran.
Children will be most familiar with the ‘Kid Preferred’ brands, such as Frosties, whilst ‘Mum Approved’ brands
like Raisin Wheats are recognised by
parents as being good for their children.
Each brand has to hold its own in a competitive market. Brand
managers monitor the success of brands in terms of market share, growth and performance against the competition. Key
decisions have to be made about the future of any brand that is not succeeding.
This case study is about Nutri-Grain.
It shows how Kellogg recognised there was a problem with the brand and used
business tools to reach a solution. The overall aim was to re-launch the brand
and return it to growth in its market.
The product life cycle
Each product has its own life cycle. It will be ‘born’, it will
‘develop’, it will ‘grow old’ and, eventually, it will ‘die’. Some products,
like Kellogg’s Corn Flakes, have
retained their market position for a long time. Others may have their success
undermined by falling market share or by competitors. The product life cycle shows
how sales of a product change over time. The five typical stages of the life
cycle are shown on a graph. However,
perhaps the most important stage of a product life cycle happens before this
graph starts, namely the
Research and Development (R&D) stage. Here the
company designs a product to meet a need in the market. The costs of market research - to identify a gap in the
market and of product development to
ensure that the product meets the needs of that
gap - are called ‘sunk’ or start-up
costs. Nutri-Grain was originally
designed to meet the needs of busy people who had missed breakfast. It aimed to
provide a healthy cereal breakfast in a portable and convenient format.
1.
Launch - Many products do well when they are first brought out and Nutri-Grain was no exception. From launch (the first stage on the
diagram) in 1997 it was immediately successful, gaining almost 50% share of the
growing cereal bar market in just two years.
2.
Growth - Nutri-Grain’s sales steadily increased as the product was
promoted and became well known. It maintained growth in
sales until 2002 through expanding the original product with new developments
of flavour and format. This is good for the business, as it does not have to spend
money on new machines or equipment for production. The market position of Nutri-Grain also subtly changed from a
‘missed breakfast’ product to an ‘all-day’ healthy snack.
3.
Maturity - Successful products attract other competitor businesses to start
selling similar products. This indicates the third stage of
the life cycle - maturity. This is the time of maximum profitability, when
profits can be used to continue to build the brand. However, competitor brands
from both Kellogg itself (e.g. All Bran
bars) and other manufacturers (e.g. Alpen bars) offered the same benefits and
this slowed down sales and chipped away at Nutri-Grain’s
market position. Kellogg continued to support the development of the brand but
some products (such as Minis and Twists), struggled in a crowded market.
Although Elevenses continued to succeed, this was not enough to offset the
overall sales decline. Not all products follow these stages precisely and time
periods for each stage will vary widely. Growth, for example, may take place
over a few months or, as in the case of Nutri-Grain,
over several years.
4.
Saturation - This is the fourth stage of the life cycle and
the point when the market is ‘full’. Most people have the product and there
are other, better or cheaper competitor products. This is called market saturation and is when sales start to fall. By mid-2004 Nutri-Grain found its sales declining whilst the market continued to grow at a rate of
15%.
5.
Decline - Clearly, at this point, Kellogg had to make a key business
decision. Sales were falling, the product was in decline and losing
its position. Should Kellogg let the product ‘die’, i.e. withdraw it from the
market, or should it try to extend its life?
Strategic use of the product
life cycle
When a company recognises that a product has gone into decline or
is not performing as well as it should, it has to decide what to do. The
decision needs to be made within the context of the overall aims of the
business. Kellogg’s aims included the development of great brands, great brand
value and the promotion of healthy living. Strategically, Kellogg had a strong
position in the market for both healthy foods and convenience foods. Nutri-Grain fitted well with its main
aims and objectives and therefore was a product and a brand worth rescuing.
Kellogg decided to try to extend the life of the product rather
than withdraw it from the market. This meant developing an extension strategy for the product. Ansoff’s matrix is a tool that helps analyse which strategy is
appropriate. It shows both market-orientated and product-orientated
possibilities.
Extending the Nutri-Grain cycle – identifying the problem
Kellogg
had to decide whether the problem with Nutri-Grain
was the market, the product or both. The market had grown by over 15% and
competitors’ market share had increased whilst Nutri-Grain sales in 2003 had declined. The market in terms of
customer tastes had also changed – more people missed breakfast and therefore
there was an increased need for such a snack product.
The choice of extension strategy indicated by the matrix was either
product development or diversification. Diversification carries much higher
costs and risks. Kellogg decided that it needed to focus on changing the
product to meet the changing market needs.
1. The brand message was not strong enough in the
face of competition. Consumers were not impressed enough by the product to
choose it over competitors.
2.
Some of
the other Kellogg products (e.g. Minis)
had taken the focus away from the core business.
3. The core products of Nutri-Grain Soft Bake and Elevenses
between them represented over 80% of sales but received a small proportion of
advertising and promotion budgets.
4. Those sales that were taking place were being
driven by promotional pricing (i.e discounted pricing) rather than the
underlying strength of the brand.
Implementing the extension strategy for
Nutri-Grain having recognised the problems, Kellogg then developed solutions to
re-brand and re-launch the product in 2005.
1. Fundamental to the re-launch
was the renewal of the brand image.
Kellogg looked at the core features that made the brand different and modelled
the new brand image on these. Nutri-Grain
is unique as it is the only product of this kind that is baked. This provided
two benefits:
• the
healthy grains were soft rather than gritty
• the eating experience is closer to the more indulgent foods that
people could be eating (cakes and biscuits, for example). The unique selling point, hence the focus
of the brand, needed to be the ‘soft bake’.
2. Researchers also found that a
key part of the market was a group termed ‘realistic snackers’. These are
people who want to snack on healthy foods, but still crave a great tasting
snack. The re-launched Nutri-Grain product
needed to help this key group fulfil both of these desires.
3. Kellogg decided to re-focus investment on the core products of Soft Bake Bars and Elevenses as these had maintained their growth (accounting for 61%
of Soft Bake Bar sales). Three
existing Soft Bake Bar products were
improved, three new ranges introduced and poorly performing ranges (such as Minis) were withdrawn.
4.
New
packaging was introduced to unify the brand image.
5.
An
improved pricing structure for stores and supermarkets was developed.
Using this information, the re-launch focused on the four parts of
the marketing mix:
• Product – improvements to the recipe and a
wider range of flavours, repositioning the brand as ‘healthy and tasty’, not a
substitute for a missed breakfast
• Promotion – a new and clearer brand image to
cover all the products in the range along with advertising and point-of-sale materials
• Place – better offers and materials to stores
that sold the product
• Price – new price levels were agreed that did
not rely on promotional pricing. This improved revenue for both Kellogg and the
stores.
As a result Soft Bake Bar
year-on-year sales went from a decline to substantial growth, with Elevenses sales increasing by almost
50%. The Nutri-Grain brand achieved a
retail sales growth rate of almost three times that of the market and most
importantly, growth was maintained after the initial re-launch.
Conclusion
Successful
businesses use all the tools at their disposal to stay at theSuccessful
businesses use all the tools at their disposal to stay at the top of their chosen
market. Kellogg was able to use a number of business tools in order to
successfully re-launch the Nutri-Grain
brand. These tools included the product life cycle, Ansoff’s matrix and the
marketing mix. Such tools are useful when used properly.
Kellogg was able to see that although Nutri-Grain fitted its strategic profile
– a healthy, convenient cereal product – it was underperforming in the market.
This information was used, along with the aims and objectives of the business,
to develop a strategy for continuing success. Finally, when Kellogg checked the
growth of the re-launched product against its own objectives, it had met all
its aims to:
• re-position the brand through the use of the
marketing mix
• return the brand to growth
• improve the frequency of purchase
• introduce new customers to
the brand.
Nutri-Grain remains a growing brand and product within the
Kellogg product family.
Answer the following
questions:
1. Using current products
familiar to you, draw and label a product life cycle diagram, showing which
stage each product is at.
2.
Suggest
appropriate aims and objectives for a small, medium and large business.
3.
Consider
the decision taken by Kellogg to opt for product development. Suggest a way in
which it could have diversified instead. Justify your answer.
Marketing
Management
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)
PepsiCo a
world leader in convenient snacks, foods, and beverages is a $35 billion
company. Some of the popular brands like PepsiCola, Mountain Dew, Diet Pepsi,
Lays, Doritos, Tropicana, Gatorade, and Quaker Oats are owned by the company.
The company saw a change of preference in it’s consumers in the 1990’s apart
from this the beverage industry also observed a rise in functional drinks in
the mid 2000s. The case focuses on the Pepsi’s strategy to address this change
in the consumer behavior.
Answer the following question.
Q1. Describe the Impact of changing consumer behavior on the food
and beverage Industry.
Q2. Discuss the possible solutions to address the .change in
consumer preferences.
CASE STUDY (20 Marks)
In 2002,
Luxor Writing Instruments Private Limited (LWIPL) had emerged as the market
leader in the premium pens segment in India, with a market share of 60%. The
company held a 10% share in the writing instruments industry, next only to the
market leader, Reynolds that held 12%. LWIPL had been in the pen industry for
nearly four decades. The company adopted innovative marketing strategies that
had made it one of the most popular pen manufacturers in India. LWIPL offered a
widest range of pens with leading brands including Luxor, Pilot, Paper mate and
Parker. In December 2002, LWIPL launched the world renowned 'Waterman' brand of
premium pens in India. This was possible after LWIPL's acquisition of a 50%
stake in the Indian operations of Newell Rubbermaid3. The company planned to
sell imported 'Waterman' pens for the next couple of years and then start
indigenous production for these pens. The price of these pens ranged between
Rs.3,500 to Rs.50,000 and was made available in nine sub brands. LWIPL planned
to sell these pens to corporate customers. Commenting on the prospects of the
'Waterman' brand, DK Jain, Chairman of LWIPL said, "Because of its price
and brand name, Waterman will certainly have an edge over other premium brands
in India."4 The company planned to launch an international advertising campaign
for these pens. LWIPL was known for its heavy spending on advertising its
products. It had entered into several tie ups with multinational pen companies
that helped in leveraging its current position in the industry. The fact that
LWIPL was a debt free company was another significant achievement. However,
with the rising competition and negligible presence in the faster growing gel
pens segment, analysts felt that LWIPL had an uncertain future. Analysts also
feared that LWIPL's decision to diversify into the hospitality and packaged
foods business in 200102, might lead to a loss in market share in its core
business.
Answer the following question.
Q1. Give an overview of the case.
Q2. Explain in details the marketing strategy adopted by Luxor Writing
Instruments Private Limited (LWIPL).
CASE STUDY (20 Marks)
Beiersdorf,
the company behind Nivea, maintained a fairly concentrated portfolio of brands.
Yet, the huge success of Nivea, made the company extend the brand across 15
product categories by 2006. However, this strategy of umbrella branding
presented the company with a new set of issues and challenges. While the
repeated brand extensions could eventually wear out the Nivea brand, the
unsuccessful brand extensions could even dilute the equity associated with the
brand. Beiersdorf was at a major risk in overrelying on an umbrella brand. As
Nivea formed the bulk of its sales, Beiersdorf was highly vulnerable to any
loss of consumer confidence in its flagship Nivea brand. By far, Beiersdorf had
successfully leveraged upon its flagship brand. But whether capitalizing growth
on one single brand would make a successful strategy in the long run was yet to
be seen?
Answer the following question.
Q1. Analyze brand architecture strategies at Beiersdorf AG
Q2. Discuss the opportunities and
challenges in umbrella branding.
Marketing
Management
Q.1) Define term “Marketing
Management” discuss the elements of Market Environment?
Q.2) Define the term Product
Management? Explain how New Product Decisions are made?
Q.3) What is Customer
relationship Management Explain its feature and nature?
Q. 4) Explain the nature and
feature of Marketing research and Information Systems?
Q.5) What is Market Measurement
and Forecasting?
Q6) What is Segmenting and
Targeting the Market?
Q7) What is Advertising
Management? Explain the concept of Sales Promotion and Personal Selling?
Q8) Write a short note (any
two)
a) Brand Equity
b) Global Marketing
c) Direct Marketing
d) Pricing decisions
SUBJECT
: MARKETING
MANAGEMENT
COURSE : Total
Marks : 80
N.B. : 1) There are questions in paper.
All
Questions are compulsory
•
Discuss
Various Marketing Research Instruments .Give suitable examples (one example
|
/instrument)?
|
(10
Marks)
|
||
|
B)
|
Describe following in context of new product
development (NPD)?
|
(10
Marks)
|
|
|
1. The new product development decision
process
|
|
||
|
2. Risk factors hindering new product
development
|
|
||
|
C)
|
Illustrate the marketing mix for any two of the following?
|
(15 Marks)
|
|
|
|
1.
|
Cafe Coffee Day
|
|
|
|
2.
|
Dr.
Batra’s clinic
|
|
|
|
3.
|
Lux Soap
|
|
|
|
4.
|
HP( Hewlett Packard)
|
|
|
D)
|
Illustrate with examples, the differences
between Product marketing &
|
(10 Marks)
|
|
|
|
Services marketing?
|
||
•
Illustrate
with examples, the methods/ways of evaluating advertising effectiveness? (10
Marks)
•
Discuss
the factors which contribute in deciding the “price” of the product? Discuss
various
pricing methods? (10
Marks)
•
“Laco Industries “has planned to introduce new baby shampoo in the
kids market. The company conducted a research in selected tier II cities in
India to know the demand & successfully launched its product. In this
context, discuss the characteristics of the good research? (15 Marks)
Marketing Management
Q1. Explain Test Marketing.
Q2. Explain Forms of Direct Marketing.
Q3. What do you mean by the term product Life Cycle
(PLC) Explain the stages of PLC. Find out in which stage of PLC are are the
Following product in India, and suggest suitable marketing strategies for
eacha) Tooth Powder b) Microwave Ovens b) Bicycles d) VCRs.
Q4. Explain Significance of Branding.
Q5. Explain Channel conflicts
Q6. What are Current trends in packaging?
Q7. Give the steps in launching a new product. Also
give various methods of test marketing a new Product.
Q8.How will you alter the marketing mix –intensity
& composition ,as a product is entering the maturity stage in the
lifecycle?How again the marketing mix will have to be modified ,when the same
product ,later on, starts showing sales – decline?
SUB :
MARKETING MANAGEMENT
Total Marks: 80
Note :
All Questions are Compulsory
Each Question Carries Equal Marks 10 Marks
•
Give the Classification of Products and state
Product Line Decisions?
•
What are various ways to classify the service
market?
•
Define marketing channel. And explain various
types of marketing channels?
•
What are problems and constraints in Rural
Marketing?
•
What is market segmentation and Basis of Market
Segmentation?
•
How
marketing Research and Distribution Management is done in Rural Markets?
•
State
the Market Segmentation process and criteria for effective market Segmentation?
•
What is Matrix Organization and what are
advantages and disadvantages?
Marketing Management
Answer
the following question.
Q1. How will you alter the
marketing mix –intensity & composition ,as a product is entering the
maturity stage in the lifecycle? How again the marketing mix will have to be
modified ,when the same product ,later on, starts showing sales – decline? (10
marks)
Q2. Explain Product Life Cycle in
detail .How do marketing strategies change as product moves. through various
stages of Life cycle (10 marks)
Q3. What are Current trends in
packaging? (10 marks)
Q4. Explain Channel conflicts (10
marks)
Q5. Discuss the role &
importance of physical distribution in the consumer products marketing. (10
marks)
Q6. Explain Forms of Direct
Marketing. (10 marks)
Q7. Explain Sales Promotion
Techniques (10 marks)
Q8. Explain Test Marketing.
Marketing Management
Q1. Present the factors that influence the pricing strategy of an
organization .Which among them are non – controllable ? Why?
Q2. Explain Test Marketing.
Q3. Explain Sales Promotion Techniques.
Q4. What is Direct Marketing?
Q5. What is Test marketing?
Q6. Explain PortFolio Analysis.
Q7. Explain Wholesaler.
Q8. Explain Psychological Pricing.
SUB : MARKETING MANAGEMENT
Total Marks: 80
Note : All Questions are Compulsory
Each Question Carries Equal Marks
1. What do you mean by the
term product Life Cycle (PLC) Explain the stages
of PLC. Find out in which stage of PLC are are
the Following product in India, and suggest suitable marketing strategies for
each-
a) Tooth Powder b)
Micro-wave Ovens
b) Bicycles d)
VCRs.
•
Discuss
the pricing techniques application to a FMCG product being launched In a highly
competitive market.
3. Define
the term Marketing Mix. Explain the significance of appropriate marketing mix
in the present competitive environment. Cite examples to support your answer.
•
Present
the major. issues affecting “costs’ in the context of Inventory , management.
Explain your views citing examples
•
Present
the factors that influence the pricing strategy of an organization .Which among
them are non – controllable ? Why?
•
Advertisement
expenses are usually wasteful, with no guarantee of enhanced sales or higher
loyalty from among the target audience” .Do you agree with this statement
?Present your view
– point.
•
A New brand of a ‘Tyre –that-Never –punctures’
is to be launched in India by a
multinational
company with your advice about concept – testing and test - marketing Justify
your contention
•
Discuss the role & importance of physical
distribution in the consumer products marketing.
Marketing Management
CASE
STUDY
Titan Industries Limited,
formerly TITAN WATCHES, is a joint venture of TATA group and The Tamilnadu
Industrial Development Corporation. It was promoted in the year 1987. By the
year 1990, TITAN emerged as the leader in the Indian quartz watch market, selling
six million watches with 60 per cent market share. The watches are currently
sold in 40 countries through marketing subsidiaries in London, Dubai and
Singapore. Titan's expertise in marketing and brand building has elevated Titan
to therefore front of Indian brands. Titan has been ranked as India's leading
consumer durables marketing company. Winning awards for excellence has become a
way of life with Titan. Titan adopted an aggressive product strategy. They
offered a wide and attractive range of quality watches. They offered Dual Time,
World Time, Alarm and Long Battery Life Watches. Titan offered a product that combined
quality and fashion. Opting for quartz was another important technological
decision. Titan went in for the most modern technology and the best
international collaboration. TITAN flew down technicians from Europe to train
its Indian Staff. To ensure quality TITAN resort to Vertical Integration. They
started manufacturing watch cases and other components. Titan positioned their watches
as an ornament. It is not a product showing time, watches are expressions of
taste and style. It is the most popular gift item to parents, children and life
partners. High profile distribution was dominated by the showroom concept.
Titan opted for franchising and was very selective. Now, there are more than
6,000 retail shops. They are backed by an excellent service network. They underpriced
battery, repair & service charges. In promotion too, TITAN chose an aggressive
approach. They spend over Rs.20 chores per year for advertising. While TITAN
has conquered all domestic players, global competition poses a new challenge.
Import Liberalization and Import duty reduction will force TITAN to modify its
marketing strategy.
Answer
the following question.
Q1. Explain the following
Marketing Mix variables of TITAN. (i) Product (ii) Promotion (iii) Price (iv)
Placement.
Q2. Explain the main components
of Titan’s marketing strategy.
CASE
STUDY
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
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
In the late 1990s, Gillette, best
known for its razors and blades grabbed 15% market share in the US market by
launching its Mach 3 brand. Mach 3 was a three bladed shaving system that
allowed a shave with less pressure and fewer strokes and thus reduced skin irritation.
In 2005, Mach 3 with Mach 3 Turbo and battery powered version M3Power captured
34% share in the US market. In the same year P&G acquired Gillette to make
its market position stronger overseas. In January 2006, P&G – Gillette
merger launched the manual and power versions of a five bladed razor shaving
system named as "Fusion" in the US, UK and Canada. Gillette charged $12
to $13 for a pack of four Fusion cartridges and the same number of Fusion Power
cartridges was priced at $13 to $14. However analysts estimated that Fusion's
market share had been far weaker than what Gillette saw after Mach 3 and Mach 3
Power launches and the reason behind this was the price structure of Fusion.
Analysts predicted that the price of the Fusion manual was 80% higher than Mach
3 manual and that of Fusion Power was 30% higher than Mach 3 Power cartridges.
Though Gillette argued that, since Fusion was a luxury brand it was costlier
than the previous Gillette razors and blades but when the sales of its razors
and blades fell by 5% in 2006, the company planned to cut the price of its
Fusion brand. This decision was however, not taken for Brands and Branding
unilaterally by Gillette but the company asked its retailers to help it make a
decision. The company at the same time paid more attention to the promotional
activities of Fusion. Despite this industry observers were skeptical about the
success of Fusion.
Answer
the following question.
Q1. Would Gillette succeed in
promoting its Fusion brand and achieve the same success as it did with Mach 3
in 1998? Explain.
Q2. Give an overview of the case and discuss the
product variation of razors and blades categories of Gillette.
Answer the following question.
Q1. How will you alter the marketing mix –intensity &composition ,as
a product is entering the maturity stage in the lifecycle? How again the
marketing mix will have to be modified ,when the same product ,later on, starts
showing sales – decline?
Q2. Explain Product Life Cycle in detail .How do marketing strategies
change as product moves. through various stages of Life cycle
Q3. Give the steps in launching a new product. Also give various methods
of test marketing a new Product.
Q4. Explain Channel conflicts
Q5. Discuss the role & importance of physical distribution in the
consumer products marketing.
Q6. What do you mean by the term product Life Cycle (PLC) Explain the
stages of PLC. Find out in which stage of PLC are are the Following product in
India, and suggest suitable marketing strategies for each
a) Tooth Powder b) Microwave Ovens b) Bicycles d) VCRs.
Q7. Explain Sales Promotion Techniques
Q8. Explain Test
Marketing.
CASE STUDY
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
In early 2006, Adidas, the world's second largest sporting goods maker
has acquired Reebok International Ltd (Reebok) to expand its global reach and
give a competition to Nike, the market leader in US market. After nine months
of acquisition, sales of Reebok branded shoes and other apparel have fallen by
7%. In 2007, Adidas has launched a new marketing and branding strategy for Reebok.
The case discusses Adidas's brand strategy for the revival of Reebok.
Answer the following question.
Q1. Discuss Adidas’s brand strategy for the revival of Reebok.
Q2. Explain the dynamics of US foot wear industry and Adidas’s new
marketing strategy
CASE STUDY
In the presence of focused and determined competitors, even a wellknown
and established player is capable of making all the possible incorrect
strategic moves. Established in 1996, Whirlpool of India Ltd. (WIL) set out to
capture the Indian market with its customer centric approach. The company gained
leadership in the direct cool refrigerator segment with a significant share in
the
washing machine market. However, with the entry of the Korean
conglomerates – LG and Samsung, WIL's rise to success came to a halt. Competing
for the same market space, these Korean players offered a host of
technologically superior products at Affordable rates through a strong
countrywide network. Promoted aggressively and backed by a customer care
service to please Indian customers, these products took away the market share
from WIL in less than a decade. The Korean companies redefined the customer
service in the home appliances segment. To make a comeback into the Indian
market, WIL, under the direction of its newvice president, Marketing, Shantanu
Das Gupta, geared up to focus on offering innovative products. To create a
brand recall, the
company hired celebrity couple Kajol and Ajay Devgan as brand
ambassadors. After 3 years in the red, WIL finally witnessed a net operating
profit in 2008. However, with its market share still trailing behind its
competitors, the case questions the sustainability of WIL’s turnaround.
Answer the following question.
Q1. Give reasons for the rise and fall of Whirlpool of India Ltd. (WIL)
in the consumer durables industry.
Q2. What did the Whirlpool of India Ltd. (WIL) do to make a comeback
into the Indian Market.
CASE STUDY
In 2006, 46 year old Barbie – the largest and the most popular doll in
the world is struggling through a midlife crisis. The Barbie brand accounts for
almost one third of Mattel's $5.2 billion annual revenue. The Barbie doll has
dominated the global toy market for more than 40 years. But in recent years,
its status as queen of the toy cupboard is under threat. Mattel's financial
results highlighted her plight with the gross worldwide sales of Barbie falling
by 13 % in the second quarter of 2006. Little girls no longer view her as cool
and trendy. Mattel decided to reinvigorate the Barbie brand, focusing on core
markets, aligning more effectively with growing retail customers by entering
into closer partnerships with them, investing in developing markets, and
growing alternative sales channels. Mattel has decided to concentrate on three
aspects – product, brand building and distribution channel. It has extended
Barbie to animation movies, launched interactive web sites, and developed new
products to appeal to teens and preteens. The case discusses the challenges
faced by Barbie; it traces the initiatives taken by Mattel over the years to
extend Barbie's product life cycle; and debates over Mattel's current strategy
for Barbie.
Answer the following question.
Q1. Discuss the
challenges faced by Barbie in maintaining its brand image.
Marketing Management
Case
Eureka Forbes successfully introduced and sold for many years few models
of vacuum cleaners through door–to door marketing. During the initial few years
Eureka Forbes vacuum cleaners were not available at any dealer channel. These
were sold only by direct marketing. Some experts attribute the success of
Eureka Forbes to two factors: one, implementation of an effective sales
management system & two, elimination of channel conflict by adopting
only door to door selling even at a stage when durables were sold only through
dealers. Scene1 It has been a common experience that well advertised & well
organized trade fairs generate huge sales. Experts believe that people visit
such trade fairs with a frame of mind that is favorably predisposed to making
purchase decisions. Deriving a cue from the trade fairs, way back in 1980, a
small & upstart computer manufacturer arranged “Road Shows” in metros &
mini metros. It was a period when foreign computer vendors were asked to leave
India; indigenous makes of computers were few; perception of people about
computers were – highly expensive, complex to use, needed trained manpower to
operate that was scarce & performance of the hardware was unreliable. Those
were the early days of computer marketing when there were no dealers &
manufacturers had to sell through their own sales team. Scene2 In the year 1999
Compaq Corp declared that its objective for the year is to become the Internet
leader in the InfoTech industry. But for some strange reasons the rival company
Dell took the lead in sale of PC’s over the Internet. They take just over three
days to deliver a builtto specs PC ordered via the net in the USA. Compaq, in
the meanwhile, has behaved all muddled up in its Internet plan. The company
made a tentative start, but recently announced that it has stopped selling its
computers to internetonlyretailers worldwide. Such a move had a drastic effect
on major players such as Siberian Outpost & Shopping.com, which derive much
of their revenue from the sale of Compaq PC’s through their
websites. On the other hand Compaq plans to purchase Shopping.com and
merge it with the Alta Vista search engine on the net. Compaq also declared
that its move to stop retailing on the net is not permanent & it will
reexamine this policy after three months. So what exactly prompted Compaq to
move away from what is apparently the direction in which all others are headed?
Industry
watchers say that Compaq’s regular stores were being hurt through online
sales. Many online retailers sell items at just above the procurement cost,
since they maintain low inventories and have hardly any overheads to take care
of. This was turning out to be the competition to Compaq’s brickand mortar retailers,
who cannot simply match those prices because of slow operations and high overheads.
As against this Dell, who sold only through direct marketing, could derive
immense advantage from Internet retailing. This was supplemented by a highly
rated online customer support service.
Answer the
following question.
Q1. Explain channel conflicts. What lesson do you learn about selection
of channel from the above scenes?
Q2. Compare the merits & demerits of selling by company’s own sales
team, Dealer Channel & Direct Marketing?
Case
Titan Industries Limited, formerly TITAN WATCHES, is a joint venture of
TATA group and The Tamilnadu Industrial Development Corporation. It was
promoted in the year 1987. By the year 1990, TITAN emerged as the leader in the
Indian quartz watch market, selling six million watches with 60 per cent market
share. The watches are currently sold in 40 countries through marketing subsidiaries
in London, Dubai and Singapore. Titan's expertise in marketing and brand
building has elevated Titan to therefore frontof Indian brands. Titan has been
ranked as India's leading consumer durables marketing company. Winning awards
for excellence has become a way of life with Titan. Titan adopted an aggressive
product strategy. They offered a wide and attractive range of quality watches.
They offered Dual Time, World Time, Alarm and LongBatteryLife
Watches. Titan offered a product that combined quality and fashion.
Opting for quartz was another important technological decision. Titan went in
for the most modern technology and the best international collaboration. TITAN
flew down technicians from Europe to train its Indian Staff. To ensure quality
TITAN resort to Vertical Integration. They started manufacturing watch cases
and other components. Titan positioned theirwatches as an ornament. It is not a
product showing time, watches are expressions of taste and style. It is the
most popular gift item to parents, children and life partners. High profile
distribution was dominated by the showroom concept. Titan opted for franchising
and was very selective. Now, there are more than 6,000 retail shops.
They are backed by an excellent service network. They underpriced battery,
repair & service charges. In promotion too, TITAN chose an aggressive approach.
They spend over Rs.20 chores per year for advertising. While TITAN has
conquered all domestic players, global competition poses a new challenge.
Import
Liberalization and Import duty reduction will force TITAN to modify its
marketing strategy.
Answer the following question.
Q1. Explain the following Marketing Mix variables of TITAN. (i) Product
(ii) Promotion (iii) Price (iv) Placement.
Q2. Explain the main components of Titan’s marketing strategy.
Case
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
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 outof his office window, enjoying the light
drizzle and cool breeze of Bangalore, Dr. Kashyap’s realized that he was at a
point ofinflexion. If the current opportunities were exploited fully, it could
lead to great fortunes for himself and his family. He could eventake 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?
Marketing Management
CASE
STUDY (20 Marks)
Wal-Mart, the second largest
company in the world is also the largest retailer in the world. In the past
decade, Wal-Mart has been mired in controversies. It has come under increased
criticism on a variety of fronts, from paying low wages and providing paltry
health benefits to hurting local businesses. Such criticism has escalated since
2004, as two union-backed groups have run grass-roots campaigns to draw attention
to Wal-Mart. Analysts observe that the negative perceptions have slowed sales,
as some shoppers turn away from the retailer. Lee Scott Jr (Scott), CEO
Wal-Mart realises that many of the controversies that have to do with the
environment will end up with people feeling that Wal-Mart has a greater
responsibility than they are accepting He decides that Wal-Mart needs to define
its responsibility broadly, in a way that will bring its vast supply chain—
where its environmental impact is the
greatest—into the picture. He
aims to turn it into the world's largest environment friendly store. Apart from
improving its image, motivating employees, Wal-Mart can also save money by
going green.
Answer
the following question.
Q1.
Discusses the green consumerism with respect to Wal-Mart.
Q2.
Give an over view of the case.
CASE
STUDY (20 Marks)
Bose Corporation (Bose), the
manufacturer of audio systems was ranked as the most trusted consumer brand
among the 22 distinguished technology companies in 2006. Bose topped the list,
ahead of Apple, Microsoft, Dell, Intel and Sony. From its inception, Bose had
focused on the quality of the product and laid its emphasis on research and
development. Moreover, the speakers produced by Bose used an innovative
technology that could be controlled automatically. Apart from being the most
trusted brand, Bose had been recognized as the strongest brand in the car audio
segment for the fourth consecutive year in the US, in 2006. Customers
associated Bose with high brand image and so the question was that whether the
company would maintain its existing brand image among the consumers or would go
for innovative products to counter its competitors. The case gives an insight
to Bose's background from its very inception. It also gives an overview of the
making of Bose as a powerful brand.
Answer
the following question.
Q1.
Discuss whether Bose would cater the niche segment or diversify into other
segments.
Q2.
Give an overview of the case.
CASE
STUDY (20 Marks)
In early 2006, Malaysia launched
a 'Visit Malaysia Year 2007' campaign which coincided with the golden jubilee
of its independence in 2007. The objective of the campaign was to market
Malaysia as a major tourist destination and attract 20 million international
tourists in 2007, up from 16.4 million in 2005. In 1999, Malaysia had launched
the 'Malaysia: Truly Asia' campaign which significantly increased international
tourist flow to the country. The case deals with the efforts made by Malaysia
to transform itself into a comprehensive tourism product and market it.
Answer
the following question.
Q1.
Analyze the need for integrated planning to make a country brand
Q2.
Discuss the critical success factors for making the country a major tourist
destination
Q3.
Debate the image of Malaysia as a country brand
Q4.
Give an overview of the case.
CASE
STUDY (20 Marks)
The very first major move which
Paul S. Otellini took, after becoming the new CEO of Intel Corporation, was
changing the company's 16-year old logo. The change was not only in the tag
line but also in the famous Intel's "dropped-e" corporate logo. The
company was the market leader in its microprocessor segment and the famous tag
line, 'Intel inside', was closely associated with its success. A sudden shift
from its year-old and well known corporate logo to a new one, was quite
unlikely Intel. Moreover, the company was planning to diversify to other
businesses, apart from its core PC segment, thus, decided to change from 'Intel
Inside' to 'Leap Ahead'. There were many instances where companies had changed
their corporate logos and also succeeded in maintaining their images in the
market. This case allows room for discussing whether Intel has made the right
move or not.
Answer
the following question.
Q1.
Discuss the new marketing initiatives taken by Intel.
Q2. Debate on whether this initiative would
help Intel to succeed in future.
Marketing Management
Q1. Explain the factors
influencing consumer behavior?
Q2. What is marketing management
process?
Q3. Marketing as an Exchange
Process explain this?
Q4. What is Market-Centered
Organization?
Q5. What are characteristics of
Indirect Marketing Organization?
Q6. Explain the Organizational
Buyer’s Decision Process?
Q7. What are Objectives of Public
Relations Program?
Q8. State and explain the contents of a Marketing
plan?
Marketing Management
Q1. State the various
Environmental Marketing Strategies?
Q2. What are the approaches to
Non-profit Marketing?
Q3. What is Selling Process?
Q4. What is function and
Importance of Sales Promotion?
Q5. What you mean by Rural
Consumer Behavior?
Q6. State the Classification of
Non-Profit Marketing?
Q7. What are main Objectives of
Pricing Policies?
Q8. What is rural market? Explain the dimensions of
Indian rural market?
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