A Case Study on Pitfalls in Branding of Boroline

The Indian FMCG sector is the fourth largest sector in the economy with a total market size in excess of US$ 13.1 billion. The FMCG market is set to treble from US$ 11.6 billion in 2003 to US$ 33.4 billion in 2015. Skin care products are one of the key constituents of the FMCG sector. One of the major products under skin care products are antiseptic creams. In India, the market size of the antiseptic cream markets is approximately US$ 2.94 billion. The major players in the antiseptic cream industry are Betadine Cream, Boroline, Boroplus, Vicco Turmeric Cream, etc. With the growing market and many players, it becomes essential for every organization to retain the brand that it has set in the market. And every organization wants to take advantage the market and one such organization is Boroline.

Simply Food

Simply food is the first food brand that was launched in September 2013 by “Orange International” company. Simply food's aim is to provide a high quality food round the corner for young students and business professionals who are seeking a high quality meal during their lunch break or their evening outing. Simply Food team has many prospects to work upon in terms of the management of the stores in addition to expansion and creation of other simply brands. Issues facing management are which simply sub-brands to launch that would be integrated into the simply brand and how to expand simply stores in Egypt and the region. Furthermore, what is the proper marketing strategy given the limited budget available that would help strengthening the simply brand? What is the proper regional expansion strategy that would enable the simply brand to the fast food destination for customers in the region?

Promoting Bucovina's Tourism Brand

In this chapter there is a presentation of Bucovina as an attractive tourism region of Romania, more and more appreciated by native and foreign tourists, having characteristics which distinguish it from the other Romanian tourism regions, namely the monasteries pertaining to UNESCO heritage. Nevertheless, the tourism in Bucovina can be oriented in many directions: historical and religious tourism, sports tourism, balneary tourism, and recreational tourism. The multitude of tourism forms that can be practiced in Bucovina must become well known; the possible visitors need to know that they can practice other forms of tourism besides the religious one, and this is why it is necessary to create the tourism brand of Bucovina. The promotion program of the brand of Bucovina must consider two main objectives: the presentation of the tourist sites and the deliverance of a good service quality.

Building and Development of Dairy “Dana” Brand

For success it is not enough to have the best and highest quality product, best price, the best distribution network, and excellent promotion; the most important thing is how the consumer values it. The market for dairy products in Serbia is dominated by products that were perceived as average and ordinary, consumed simply to meet basic nutritional needs. Agricultural company Sava Kovacevic had great products, but not brands. Development of brand “Dana” is focused on that specific benefits found to provide consumers a brand as well as a range of values that a new brand represents. The very brand strategy is developed after a detailed analysis of the product, consumers for which it is intended (their lifestyles, habits, attitudes, etc.), competition and market conditions, market position of competing brands, and their communication with customers and the general public. Therefore, brand image of the product is built along with its unique position in the market.

Service Branding through Quality Practices in Public and Private Telecommunication Organization

This chapter focuses on comparative analysis of service branding of two telecommunication organisations—one in the public and one in the private sector—through the implementation of quality initiatives. This case was designed after extensive interviews with senior managers to understand the practical issues and challenges involved in improvement of service branding of an organisation through the implementation of quality initiatives, such as benchmarking, leadership, service orientation, continuous improvement, and knowledge management, and their subsequent impact on organisation culture and organisation effectiveness. Even though the public sector organisation has taken several measures to improve service branding through quality in its services, it is engulfed in its own internal issues as compared to the private sector organisation. The real life scenarios of both the organisations presented in the case could facilitate young managers to address the challenges involved in improving the service branding of the organisation through the implementation of quality practices in the future.

Sensory Branding

This chapter presents sensorial branding approaches in practice and theory. Senses play a vital role in human life. We understand almost everything in life through senses. Sensory branding is an approach through which marketers create better experience of brands. Our senses are our link to memory, which can tap right into emotion. Using senses and their effect on understanding the consumer paves the way for an enriching experience of brand, discriminating their personality, creating a core competence, more interest, preference, and customer loyalty. Sensory branding is the marketing strategy that is investigating the emotional relationships between consumer and the brand through senses. Two cases presented in the chapter are on Starbucks and Apple Inc., which highlight their sensorial strategies for stimulating consumers' relationships and fostering a lasting emotional connection that retains brand loyalty.

The Importance of Supply Chain Management in Positioning and Creating Brands of Agro-Based Products

This case aims to provide information on the importance of supply chain management in creating and positioning of brands of products by companies. Supply chain management entails configuration, collaboration, and coordination. The company that uses only costing for creating brands without resource availability exposes its supply chain to an insufferable risk. Consequently, the company hoping to create its brand in the world market needs to be more resilient in the supply chain process and resources. A strategic and holistic approach to supply chain in collaboration with different companies will help to identify the different strategies, which can be more resilient and efficient supply chain. Supply chain management acts as branding tool and is vital for conveying branded goods to the market in optimal time and cost. The creation of a brand name is linked to management strategies, but persistence and character are possible solely by using supply chain efficiently.

Semiotics of Brand Building

Most theories in brand management, evolved from 20th century economics, rely on a convenient assumption of how consumers should make purchase decisions. In contradistinction, this chapter demonstrates a semiological tradition in the context of brand management using a 128-year-old brand, Muthoot Group, to expound upon the ways consumers prevalently perceive brands, which then drive their purchase decisions. Just as in marketing, where the focus changed from “economic exchange” to “social exchange,” in brand management the focus needs to change from “symbols” to the way people use semiotic resources to produce both communicative artifacts and events to interpret them, which is also a form of semiotic production. Since social semiotics is not a self-contained field, the chapter historically plots the brand-building voyage of Muthoot Group, applying semiotic concepts and methods to establish a model of brand and extend the scientific understanding of differentiation, loyalty, and advocacy.

Ariika Bean Bags

This case deals with Ariika, which produces a large variety of bean bags that have innovative designs. The company focuses on quality and aims at becoming the first branded bean bag in Egypt with high quality and reasonable prices. Over the years, Ariika was able to build a strong customer base, sell its products online, and maintain strong relationships with large retailers. The success of Ariika in the Egyptian market encouraged Attallah, the owner, to consider his next move. The key problems discussed in the case are, Should the company capitalize on possible opportunities by immediately expanding beyond Egypt? If they decide to expand abroad, how should the company strategically expand: in the two countries at the same time, sequentially one at a time, or only in one of them? Should they rely on simple exports or consider foreign direct investment?

Managing Brand Portfolio in a Crisis

Branding in pharmaceutical markets is more challenging than any other market due to the enormous regulations and restrictions from governmental bodies like MOH, Ministry of Health. This case tackles a real challenge that one of the leading pharmaceutical companies in Egypt is facing. Since the company has a well-established brand that has been in the market for more than 30 years, this brand has strong brand equity and is well known by consumers, end users. In the past 5 years with the devaluation of the Egyptian currency, the price of the active ingredients increased. Accordingly, the gross margin of the brand was highly affected, to the extent that it reflects losses in the net operating income. In any other market, it might be an option to increase the price and enhance the gross margin, but in the pharmaceutical industry, companies are price takers and only MOH has the right to set the price.