Launch of Roulette – a premium brandy in India by JDPL

2013 ◽  
Vol 3 (7) ◽  
pp. 1-6
Author(s):  
Gopalakrishnan Narayanamurthy ◽  
Anand Gurumurthy
Keyword(s):  
Market Share ◽  
Alcoholic Beverage ◽  
New Product ◽  
Subject Area ◽  
Target Market ◽  
Department Heads ◽  
Content Type ◽  
Beverage Industry ◽  
Launch Strategy ◽  
Cost Efficient

Subject area Launch strategies, marketing techniques and data analytics procedure adopted by a firm before launching a new product. Study level/applicability Academic students and management trainees who want to learn the methodology adopted by firms with respect to strategic management and marketing for launching a new product in Indian market. Case overview Launch plan for Roulette, a premium segment brandy manufactured by John Distilleries Private Limited, has to be designed for Karnataka, Pondicherry and Andhra Pradesh markets in India by the Brand Manager Mr Pundlik Kalburgi. Competitors and target market share needs to be identified for all the three markets. Potential outlets, target outlets, channel-wise sales contribution, depot-wise sales contribution and size of the packs to be produced need to be identified for Karnataka market. These identifications need to be submitted to the chairman of the company and other department heads to implement the launch. Expected learning outcomes Pareto rule (80/20 rule) application for cost-efficient launch strategy; segmentation and identification of competitors; procedure to identify potential of the launch product and market share that can be targeted; and understanding the complete functioning of alcoholic beverage industry in Indian markets (with special reference to Karnataka) and analysing the market data to build an entire launch plan; 4.1 Identifying channel-wise potential and target outlets for the launch product; 4.2 Identifying potential and target depots and number of outlets under each of the depots; 4.3 How pack size of launching product to be manufactured is decided upon. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

New product and emerging business growth in Kwara State

2016 ◽  
Vol 12 (3) ◽  
pp. 207-227 ◽  
Author(s):  
Seun Oladele ◽  
Femi Oladele
Keyword(s):  
Market Share ◽  
Manufacturing Industry ◽  
Service Industry ◽  
New Product ◽  
Sales Volume ◽  
Test Results ◽  
Business Growth ◽  
Content Type ◽  
Product Service ◽  
Service Portfolio

Purpose – The purpose of this paper is to examine the effect of new product on growth of emerging businesses (EBs) through sales volume and market share. Design/methodology/approach – The study surveyed 137 EBs in Kwara State. Two hypotheses were formulated and tested using correlation and regression analyses. Findings – Results show that service industry is dominant among EBs while the manufacturing industry trails. Many EBs are aware of the complexities of new product, its development and contribution to increasing sales volume, market share and ensuring competitive advantage with apparent infrastructural deficiencies. Test results show that there is a significant positive relationship and effect on sales volume and market share. Originality/value – Encouraging EBs to step up and focus on improving product/service portfolio to transform their fortune is explored giving focus to the benefits of increasing sales volume and market share.

Achieving E-commerce benefits in a garment manufacturing firm

2014 ◽  
Vol 4 (7) ◽  
pp. 1-22
Author(s):  
Richard Boateng
Keyword(s):  
Critical Role ◽  
Subject Area ◽  
Target Market ◽  
Firm Level ◽  
Manufacturing Firm ◽  
Content Type ◽  
Ict Infrastructure ◽  
Managerial Capabilities ◽  
Garment Manufacturing

Subject area Enterprise, Strategy Study level/applicability This case study documents the history of e-commerce adoption and usage in a fabric and garment manufacturing firm operating in an African country. Lessons drawn from the case could be applied to understanding the achievement of e-commerce benefits through the complex interrelationships between firm-level, national and global resources. Case overview The case study presents a summary of e-commerce capabilities in the firm, the key resources developed and actions taken to deploy e-commerce capabilities and the notable benefits obtained through these e-commerce capabilities. The study shows that, first, the ability to access information and communication technology (ICT) infrastructure matters in developing countries, but managerial capabilities matter more. Managerial capabilities enable firms to find external resources (both in-country and globally) to substitute for internal resource deficiencies. Second, intangible social resources – trust, reputation and credibility – play a critical role in determining whether the e-commerce strategies of firms are successful or not. Expected learning outcomes An understanding of how managerial capabilities influence the creation of e-commerce capabilities and the achievement of e-commerce benefits, especially in an African or Ghanaian context. Learners can also draw lessons that could be applicable to understanding how a firm's strategic orientation, resource portfolio and the nature of its target market differentiate the extent of integration or adoption and usage of e-commerce in the firm. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

Urea-molasses mineral block: it's time to make a decision

2015 ◽  
Vol 5 (2) ◽  
pp. 1-8
Author(s):  
Rozhan Abu Dardak ◽  
Farzana Quoquab
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Agricultural Research ◽  
New Product ◽  
Food Supplement ◽  
Public Domain ◽  
Subject Area ◽  
Intellectual Property Right ◽  
Management Problem ◽  
Content Type

Subject area New product development (NPD), entrepreneurship and strategic management. Study level/applicability Advanced undergraduate, MBA/MSc in Marketing and Management course that cover the topics on NPD. Case overview This case illustrates that commercialization of a new product requires a proper strategic direction to make it a reality. The case fact is positioned in livestock feed industry centered on commercialization of a newly developed urea-molasses mineral block (UMMB) or called Nutriblock. Dr Wan, a Senior Principal Research Officer of Malaysian Agricultural Research and Development Institute (MARDI), developed food supplement for ruminants which contained urea, molasses, vitamins, minerals and other nutrients. Dr Wan believed that the UMMB was a better quality food supplement compared to products in the markets because it contained 12 raw feed ingredients and an anthelmintic medication. After almost 10 years of research, in 2003, Dr Wan completed his research and, thus, wanted to get a suitable way to commercialize this product. He had two options: commercializing the technology through licensing of intellectual property right (IPR), or to transfer it as a public domain. The Business Development Unit(BDU) was responsible for the former option, whereas Centre for Promotion and Technology Transfer (CPPT) was in charge for the latter. At the beginning of2006, MARDI decided to commercialize the Nutriblock through licensing the IPR to March Avenue Technology Sendirian Berhad (March Avenue), a newly formed company. March Avenue was formed byKarthiir, a lawyer and Ma Irwan, an electrical engineer. The operation was going smoothly for the first two years. However, problem started in 2008 when Karthiir left the company due to some disagreement with Ma Irwan. Since then, March Avenue failed to achieve its sales target that seriously affected its profit level. Moreover, it suffered from internal management problem. The company finally closed down at the end of 2009. By this four year of operation, March Avenue failed to pay any royalty to MARDI. This circumstance forced Dr Wan to think seriously about his next move regarding choosing the right way of commercializing his Nutriblock. MARDI requested him to give his opinion by January 15, 2010 about whether to give another chance to BDU to commercialize this technology through IPR or to go for public domain under CPPT? Expected learning outcomes Using this case, students can learn that new product development and its commercialization requires proper strategic directions. It illustrates the importance of managing the commercialization of a new product effectively. NPD involves many stages, and it is important to manage every stage properly. This is because a “high-quality product” and/or a “new to the market” product are not enough to succeed in the market. In other words, producing a “product that meets market needs” must be combined with appropriate strategies. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

Round two: repositioning the Tata Nano

2011 ◽  
Vol 1 (4) ◽  
pp. 1-12
Author(s):  
Sanjit Sengupta ◽  
Avadhanam Ramesh
Keyword(s):  
Consumer Behavior ◽  
Marketing Strategy ◽  
Developing Country ◽  
Undergraduate Students ◽  
Subject Area ◽  
Target Market ◽  
Target Price ◽  
Content Type ◽  
Consumer Behavior Analysis ◽  
The Uk

TitleRound two: repositioning the Tata Nano.Subject areaMarketing.Study level/applicabilityAdvanced undergraduate students, MBA students, and business executives interested in enhancing their knowledge and skills of consumer behavior analysis, and marketing strategy and execution in a developing country market.Case overviewTata Motors Chairman, Ratan Tata, noticed that Indian families with three and four family members often commuted on a two‐wheel scooter or motorbike. He had a vision to make a safe family transport for the Indian masses, a four‐wheel vehicle made from scooter parts. His engineers took about five years (2003‐2008) to develop the product. On January 10, 2008, Tata Motors publicly announced the Nano at the 9th Auto Expo in New Delhi at the target price of Rs 100,0000 ($2,500), unarguably the world's cheapest car. Deliveries of the Nano began in June 2009. The initial target market for the Tata Nano was comprised of individuals and families who relied on a two‐wheeler for transport. The value proposition was a safe, affordable, and attractive car. Initial reactions from industry analysts, dealers, and consumers were overwhelmingly positive.In February 2010, Carl‐Peter Forster (born in the UK and raised in Germany) was appointed Group CEO of Tata Motors. Monthly sales kept increasing until a high of 9,000 units in July 2010, then there were consistent declines for the next four months to just 509 units in November. In December 2010, ten months after being on the job, Carl‐Peter Foster had to turn around the sales performance of Tata Nano.Expected learning outcomesGet students to appreciate the importance of understanding consumer behavior in the design and execution of marketing strategy. Get students to understand the concept of value and how it is important at any price level, especially in comparing and contrasting consumer behavior across developed and developing country markets. Get students to understand how marketing strategy is designed (target market selection and positioning) and executed after understanding consumer behavior. Get students to understand how the marketing programs (marketing‐mix) reinforce product positioning.Supplementary materialsTeaching notes.

Efficient lighting: reactivating the market through consumer stimulus

2014 ◽  
Vol 4 (4) ◽  
pp. 1-8
Author(s):  
Pável Reyes-Mercado ◽  
Dr Rajagopal
Keyword(s):  
Marketing Strategy ◽  
New Product Development ◽  
New Product ◽  
Subject Area ◽  
Marketing Strategies ◽  
Content Type ◽  
Innovative Products ◽  
Marketing Analysis ◽  
Product Technology ◽  
Compact Fluorescent Lamp

Subject area Marketing. Study level/applicability This case is oriented to undergraduate (BA) students taking courses in marketing strategy, branding, new product development and market research. Case overview This case deals with the events surrounding branding and positioning of a compact fluorescent lamp (CFL) by a multinational company settled in Mexico. After working in a private–public partnership (PPP) that deployed millions of CFLs in the Mexican market, the company is now striving to understand customer repurchase behaviour. The company executives are struggling with product, technology, and distribution issues. Their primary task is to develop an appealing marketing strategy and a tactical plan in the context of reduced budget and sceptic customers. Expected learning outcomes This study's task is to enhance student's ability to perform functional marketing analysis; to frame issues according to a given business model to solve the problems that organizations face in developing innovative products; and to propose alternate courses of action and formulate competitive marketing strategies. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

scholarly journals Sales capability creation during new product development – early involvement of sales

2021 ◽  
Vol 36 (13) ◽  
pp. 263-273
Author(s):  
Petteri Annunen ◽  
Erno Mustonen ◽  
Janne Harkonen ◽  
Harri Haapasalo
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Design Methodology ◽  
New Product ◽  
Content Type ◽  
Current State ◽  
The Status ◽  
Cost Efficient ◽  
Industrial Company ◽  
A Current

Purpose This study aims to focus on creating sales capability as part of new product development (NPD). The aim is to define generic requirements for building sales capability as a part of NPD and to propose a necessary process by defining key activities for sales readiness. Design/methodology/approach An inductive and qualitative research method was used to construct a sales capability creation process based on a current state analysis in seven companies. Findings The results indicate that the status of companies’ sales-related planning varies during the NPD, and the related activities are not systematically managed. Considering sales early is necessary to enable a smooth and cost-efficient start of sales, and to avoid unnecessary delays and problems in other functions. At the same time, the companies recognise the need for improvement. Originality/value This paper presents a potential process including systematic activities for creating sales capability in conjunction with product development, which is novel to the literature. The proposed process is applicable in aligning industrial company needs.

Mountain Dew

2013 ◽  
Vol 3 (8) ◽  
pp. 1-6
Author(s):  
Surajit Ghosh Dastidar ◽  
Srividya Raghavan
Keyword(s):  
Market Share ◽  
Soft Drink ◽  
Subject Area ◽  
Marketing Communications ◽  
Eastern Region ◽  
Marketing Communication ◽  
Content Type ◽  
The Impact ◽  
Support Plan

Subject area Marketing, strategy, and integrated marketing communication. Study level/applicability The case is suitable for analysis in an MBA level marketing communication course where the theories of hierarchy of effects (HoE) models, push vs pull strategies as well as positioning strategies can be introduced. The case is suitable for analysis in an MBA level marketing course for the module on marketing communications/advertising and promotions. Case overview Sanjay, the regional head of PepsiCo India (eastern region), had been tasked with the preparation of a support plan for a new communication campaign of Mountain Dew, a yellow-coloured drink in PepsiCo's soft-drink portfolio. He had attended a meeting at the headquarters where he had been briefed on the new national campaign roll-out for Mountain Dew – for the first time with celebrity association. While Mountain Dew had been growing its market share in other regions of the Indian market, the Eastern region had been unresponsive to the mass media image building campaigns. During the meeting, the various aspects of Mountain Dew's performance were discussed and Sanjay was asked to prepare a support plan for the national campaign that will help to increase revenues and market share of the brand in the Eastern region. Expected learning outcomes To understand the complexities of differential impact of integrated nation-wide communications on various segments of the market due to cultural variations, to understand the role of push strategy vs pull strategy in marketing communications, to understand the role of consistency in image between the trade and consumers perception, to understand the impact of celebrity endorsements, an introduction to the HoE communication models and their applications, to understand limitations of the HoE and Think-Feel-Do models in objective setting and understanding the uses of alternative models, to build a communication plan based on pull vs push strategy. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

From strategy to numbers: how to penetrate overseas market for ChinaSoft, when Chinese ITO and BPO industry being re-structured in 2012

2013 ◽  
Vol 3 (1) ◽  
pp. 1-11
Author(s):  
Victor Jun Zeng
Keyword(s):  
Market Share ◽  
Business Strategy ◽  
Competitive Strategy ◽  
Subject Area ◽  
Entry Modes ◽  
Content Type ◽  
Organic Growth ◽  
The Face ◽  
The Right

Subject area Business strategy. Study level/applicability This case study is appropriate for MBA and EMBA courses, especially for courses oriented to emerging markets such as China. It can be used in Business Strategic Management or similar courses, combined with the methodology lectures of Managing Entry Modes and Competitive Strategy. This case study provides material for understanding/studying the development of a large Chinese software enterprise. Case overview As a result of Chinese ITO and BPO market in the face of re-structuring in 2012, Huawei invested in ChinaSoft in May and Vance info merged with HiSoft in August, both of which make ChinaSoft the third largest market-share owner. However, ChinaSoft has a dilemma in its strategic planning for the next three years. If it cannot break through the suppression from the first and the second placed companies, it may lag behind very soon. If it strives for the No. 2 position in market share, is organic growth or M&A strategy the right approach to adopt? Thus, ChinaSoft is now in need of strategic reform and restructuring. The case study analyzes the approaches that Chinese enterprises can adopt in order to sustain overall cost leadership strategies and avoid the related risks in the ITO and BPO industry. Expected learning outcomes This case study intends to encourage students to learn and use methodologies such as Porter's competitive strategy framework; Rugman and Collinson's theory, selecting and managing entry modes; four basic global strategies, by Hill and Jones. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

Peri-Peri Original: the expansion decision in Pakistan

2017 ◽  
Vol 7 (2) ◽  
pp. 1-15
Author(s):  
Muhammad Kashif ◽  
Michela Mingione ◽  
Muhammad Fawad Noori
Keyword(s):  
Fast Food ◽  
Brand Management ◽  
Product Variety ◽  
Subject Area ◽  
Small Scale ◽  
Unique Element ◽  
Target Market ◽  
Content Type ◽  
The Mind ◽  
Activist Groups

Subject area Marketing of Services, Brand Management. Study level/applicability Graduate (MBA), Services Marketing Course. Case overview The case highlights growth challenges faced by a fast food brand named Peri-Peri Original in a developing country context of Pakistan. The major presence of the brand is in two major cities of Pakistan – Karachi and Lahore where mostly youth and families are the target markets of this brand. However, there is no unique element in the minds of the target market because the brand faces a differentiation challenge in the realm of strong global competition from McDonald’s and Kentucky Fried Chicken (KFC). The management team at Peri-Peri has several environmental challenges to face as well. Internally, the brand is confused with its close competitor Nando’s as people perceive these two brands as the same. Second, there is growing concern among social activist groups and families in Pakistan that fast food consumption is causing diabetes, cardiovascular diseases and obesity among children. On the contrary, the global fast food chains especially McDonald’s and KFC are on top of the mind in the consideration set. With these challenges and concerns in mind, the brand team has two options on the table. One is to geographically extend the brand to other cities whereas the other option is to use the same outlets and dedicate a portion to the kids’ market segment to increase product variety and ultimately the store traffic. It is noticeable that the brand has a reputation of excellence in service quality; the employees are motivated and Peri-Peri have retained their staff over a period of time. Furthermore, the brand is a small scale restaurant with only limited budget and focused product mix which is its core spirit of branding – the chicken grilled in Mozambican sauces and a service attitude which no one can demonstrate; in a way, Peri-Peri is approaching to grow its brand equity. Expected learning outcomes To understand the brand positioning of developing countries’ organizations facing a growth challenge in a service environment. To understand the concept and application of Services Tangibility spectrum. To understand the decision-making process managers have to face when dealing with brand extension decisions. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 8: Marketing.

“Race”-ing ahead! – Just a storm in the tea cup?

2011 ◽  
Vol 1 (1) ◽  
pp. 1-5
Author(s):  
Prafulla Kumar Das
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Product Life Cycle ◽  
Product Category ◽  
New Product ◽  
Subject Area ◽  
Complex Situation ◽  
Content Type ◽  
Digital Revolution ◽  
Financial Pressure

Subject area Business Administration (Marketing). Student level/applicability MBA. Case overview Although it has become fashionable to talk about how things business are changing at a nanosecond pace owing to hyper-competition, disruptive technologies and empowered consumers; the real change has been based on digital revolution and management of information. Most of the new introductions are entering a phase of facelessness from being innovative within a year of their appearance; whereas, as per one estimate, the breakeven volume is achieved after three years. This puts insurmountable financial pressure on marketing companies. In order to remain ahead of competition, they are introducing more and more new products in growth areas. In this paradoxical, complex situation; a reputed marketer in the pharmaceutical arena like Artichem entered a maturing market of Omeprazole whereas growth areas like Lansoprazole, Pantoprazole and Esomeprazole were still open to them. Did they make a mistake? Was it a bad idea to embark upon? Should they go for introducing new molecules even after a successful launch in the same segment? Expected learning outcomes The student shall be able to: explain the term “positioning” and shall be able to explain why he should go ahead with introducing a brand in an existing and maturing product category; explain the term “product life-cycle” and shall be able to take rational decision in the midst of pressing circumstances to manage a new product in a likely to decline market; and explain the term “new product development” and shall be able to apply the theories of new product development for brand success. Supplementary materials Nil.

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