Market segmentation is based on the proposition that customers can be categorized according to their typical wants, needs and expectations. What is the future of segmentation, given the views of Hammer and Champy
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Marketing Management
Case Studies
Case Study (20 Marks)
Since foraying into the Indian textiles
scenario in 1988, Madura Garments, a division of Madura Coats till 1999, has
been catering to the varied apparel needs of men, with brands like Louis
Philippe, Van Heusen, Allen Solly and Peter England. Even after the reins of Madura
Garments were passed on to Indian Rayon (a subsidiary of the Aditya Birla
Group) the company continued to offer a wide array of formal and informal men's
apparel. However, in spite of being a stable and dominant player in the men's
apparel segment, in 2001, Madura Garments ventured into women's wear by
extending its brands – Allen Solly and later Van Heusen. What was Madura Garments'
rationale and how did it affect the company? The case can be used to explore
the same. After 7 years in 2008, Madura Garments implemented a similar strategy
to enter the kidswear segment. Madura Garments is aiming to emerge as a
specialty retail outlet, catering to the apparel needs of the entire family
under one large roof. Its entry into the lucrative kidswear territory has been marked
by a restrained advertising approach. However, can Madura Garments garner
critical mass in a market that is dominated by unorganized players and
homegrown brands like Gini & Jony and Lilliput, which boast of a strong
national presence? Can it face competitors like Raymond that has marked its
entry with an exclusive brand (Zapp!)? The case delves into the challenges that
Madura Garments would face in the dynamic kidswear industry and questions its
product mix and positioning strategies.
Answer
the following question.
Q1.
Analyse the nature of the kidswear market in India and understand the critical
success factors in this industry
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)
Till the dawn of the 21st century, lamp
makers concentrated on the quantity of light, and the growth has been from
incandescent to fluorescent, to high and low pressure gas discharge, to compact
fluorescent lamps, etc. The main aim of lamp makers has been to maximize the
use of energy, focusing on not cutting the lighting levels. Prakash lamps ltd (PRL)
plans to introduce electronic ballast with a view to minimize energy loss in
conventional fluorescent lighting. In conventional lighting, a ballast and a
starter are essential for starting and running fluorescent lamps. The
electronic ballast virtually eliminates this loss. Whereas the normal blast
consumes 12 watts of power in the case of the electronic blast, it is as low as
2 to 3 watts. The lamp’s efficiency goes up by 7 to 8 per cent. The life of the
tube goes up by 2000 to 3000 hours. There is also no need for a flicker star.
PRL estimates a resultant saving of at least Rs.400 during the life of the
tube. In addition, the electronic ballast is particularly useful in areas
facing frequent fluctuations of voltage. The organized sector accounts for 75
million fluorescent lamp production. Industry sources estimate that, in the
next 5 years, about 30 to 40 per cent of the lamps will have electronic
ballast. A potential threat however is offered by the advent of compact
fluorescent tubes. Nevertheless, PRL feels the compact tube’s high installation
cost is a plus point for the electronic ballast fitted fluorescent tube, which
will only entail an additional cost of Rs.200
Answer
the following question.
Q1.
What marketing information will PRL need to decide whether the consumer will
opt for the new product?
Q2.
What should be the appropriate research technique that should be adapted to the
required information? Explain
Case Study (20 Marks)
Since the early 1980's, the dominant
force in the sellercustomer relationship has shifted. Sellers no longer have
the upper hand; customers do. Customers now tell suppliers what they want, when
they want it, how they want it, and what they will pay. This situation is
unsettling to companies that have known life only in the mass market. In
reality, a mass market never existed, but for most of the twentieth century the
idea of the mass market provided manufactures and service providers with the
useful fiction that their customers were more or less alike. Now that they have
choices, though, customers no longer behave as if they are all cast in the same
mould Customers consumers and corporations alike demandproducts and services
designed for their unique and particular needs. There is no longer any such
notion as 'the' customer ; There is only 'this' customer, the one with whom a
seller is dealing at the moment and who now has the capacity to indulge in his
or her own personal tastes. The mass market has broken into pieces, some as
small as a single customer. People do not like hardsell tactics, but they will
tolerate them to acquire something they really want. If what they purchase
turns out to be not quite what they wanted, their dissatisfaction with the
product is magnified by theirdissatisfaction with the sales tactics. The basic
problem (in years gone by) was that the focus of the marketing function of mass
producers was not on marketing it
was on selling, on 'pushing product'.
Selling is a necessary part of the marketing function, but marketing is so much
more, as management guru Peter Drucker observes: "There will always, one
can assume, be need for some selling. But the aim of marketing is to make
selling superfluous. The aim of marketing is to know and understand the
customer so well that the product or service fits him and sells itself.
Ideally, marketing should result in a customer who is ready to buy. All that should
be needed then is to make the product or service available".
Answer
the following question.
Q1.
1. Market segmentation is based on the proposition that customers can be
categorized according to their typical wants, needs and expectations. What is
the future of segmentation, given the views of Hammer and Champy?
Assignment Solutions, Case study Answer sheets
Project Report and Thesis contact
ARAVIND – 09901366442 – 09902787224
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