Case Summaries

Strategic Marketing Cases

Lapox A & B
Lapox A
Atul Ltd. and its divisions How a company evolves
Collaborations like JVs with MNCs Break-up with MNCs New set of MNCs forming JV with Atul Cycle of collaboration International or new market entry strategies

Orientation
Product Orientation to Market Orientation

Lapox A & B
Growth Strategies
Each divisions past, how it has shaped its present and the future plans of each division to reach a goal of Rs. 5000 cr. for Atul Ltd as a company

SBU Structure Formation of Divisions

Centralization (Production) Decentralization (Product Marketing) Partial centralization (Purchase, logistics etc.)

Lapox A & B
Lapox B
Polymer Divisions Possible growth strategies to achive a turnover of 1000 cr.
Challenges
Market size or potential Entry into B2C requires huge investments in marketing Branding, Communication, Product and Distribution Mindset or culture of the company (Product Focus) Change: We are not married to the chemistry

Lapox A & B
Lapox B
Low hanging fruits (B2b)
Firozabad like markets with specific applications where major national brands do not have a strong presence
Local regional brands are popular in these markets

What are the limitations of these markets?

Do not give any special opportunity in B2C
Margins and Price are important factors

Acquisitions and New JV with application specific

products/brands

Lapox A & B
Lapox B
WD40
How to leverage the strong reputation of WD40 to

strengthen Atul and Lapox Brands

Brand Architecture Problem

WD40, Atul, Lapox (and its variants), Lalbhai Group

What is the advantage of having collaboration with strong brands like WD40 ?
Distribution channel shelf space in A class outlets

Wangs Fortune Tea

Chinese Tea Company
Growth strategies
International market entry

Brand Positioning
Effect of country of origin

Environmental factors
belief about product and its qualities
Tea and its effect SARS Helps in fighting sars etc.

Colgate Precision
Marketing Plan
Toothbrush Market Challenges
High vs low involvement product
Role of marketing activity in H vs. L involvement

A complementary product to toothpaste

With a perception of Toothpaste being the primary product and

toothbrush as a delivery device

Understanding the market and the company

Competitors, segments, own brand and its strengths

Colgate Precision
Decision
Niche vs. Mainstream Market
Quantitative/Financial Analysis
Revenue, Cost, Cannibalization and Profit for 2 years

Qualitative Analysis

Based in Niche vs. Mainstream decision

Decide on Four Ps

Amway Japan
Porters Five Forces Analysis
What business are you in?
Product, Distribution, Career Opportunity?

Amways challenges in changing environmental context of Japan

Legal, political, socio-cultural, economic

How to sustain the market share when you are the biggest player and to grow at desired rates Other issues
Pricing of products (currency fluctuations), new product development etc.

Airborne Express
Express Cargo Industry Analysis
Fedex, UPS and Airborne Porters five forces

Economies of scale
Changes due to actions of players

How to survive in presence of strong players like Fedex and

UPS
How Airborne crafted a place for itself in a highly competitive market dominant by 2 strong players

Angels & Devils Best Buy

Understanding and Classification of customers into profitable and non-profitable ones
How to deal with non-profitable customers

Can you serve non-profitable customers of other company? Is it a good idea to fire customers?

Pilgrim Bank
Customer Profitability across banking channels
Offline vs. Online Banking and profitablity

Can you decide whether online customers are more profitable ? Is it the channel that affects profitability? Data analysis and CRM

EMC2
Customer Centricity
When is it a competitive advantage
Effect of centricity on price sensitivity

Classification of customers into different types and

then crafting strategies to reach these customers
Fortune 500, large companies, small companies,
individual customers (Iomega) VARs role and how to train them fro customer centricity

Tanishq
Tanishq vs. Gold Plus
To launch Gold Plus or not? Positioning of Tanishq and Gold Plus
How Tanishq is different from Gold Plus in terms of positioning

If Launch GP: What should be product and location

decisions?

Ontela PicDeck
Segmentation for a service of Easy sharing/transfer of

pictures taken from mobile to email/pc/facebook

Qualitative
Personas

Quantitative
Use of clustering technique for segmentation
Demographic, attitudinal or mixed ?

The Fashion Channel

A round the clock fashion oriented channel
Move from traditional one-size fits all approach to segmentation of market Reasons for the need to segment
Declining revenue Increasing competition

Comparison of Segment vs. Mass-Oriented approaches Development of market segmentation options using consumer and market data, financial analysis and inputs from various stakeholders Other learning
1) Use of analysis and numbers for informed decision making however doesnt mean that it can replace the qualitative analysis; 2) Change management traditional to new way of looking at your market.

Eli Lilly Developing Cymbalta

Case on New Product Development
How is it different from Cialis?
There was an option of changing the core funtional benefits of the product (anti depressant or pain reliever or both) based on input from marketing. Products attributes can still be changed

Similarity with Biopure: Launch or Hold as one type of product (oxyglobin vs hemopure)
If launch what are the related marketing decisions (4 ps)

Need for NPD

Patent protection on established product expiring soon Two Broad Strategies inPharmaceuticals
Generic: Production efficiency and volumes no protection Patented/Branded Molecules: R&D, margins, protection from competition

Harrington Collection
Fashion Industry Womens apparel market
Need for new product line Active Wear
Company has established brands in high quality formal wear which is a mature and competitive market Customers were becoming more price sensitive and the sales and profits were stagnating

Plans to enter into Active Wear a new fashion trend

Product & Division fit Vigor division
Channel (own outlet, specialty, departmental stores; role of sales force; role of advertising etc.)

In-house manufacturing vs. Outsourcing

Calculations possible only for in-house manufacturing from a rented facility in Mexico
Using demand and cost information to predict the financial implication of adding new product line

Modu Optimizing the Product Line

Innovative product idea already finalized
A basic phone (network and contact info) with a range of jackets or sleeves with different functionalities An ecosystem around Modu

Use of quantitative and qualitative analysis in arriving at the decision to launch product line extensions
Each segment (YP, FY, GG) has its profiling along with the revenue potential; best fit between jackets and segments

S-T-P: Segmentation, Targeting and Positioning Resource constraints of a start-up: if there were no constraints, all jackets - all segments was also an option

LFG A, B, C
Product vs. Market organization structures Linkage between top managements strategy or philosophy to the execution at lowest level
Corporate strategy (customer intimacy) Organization structure (LFG to LFD), compensation, skill Sales process and outcome

Customer Intimacy vs. Traditional trade-off (Low Cost or High Differentiation)

Radiohead
Radioheads model of name your own price
Free, Flexible (discrimination) or Fixed Price models Radioheads Revenue model concerts, merchandises etc. along with online sales of album

Music Industry and its challenges

Piracy, disintermediation due to online channels etc.

Type of customers Fans vs. Non-Fans

Product, Price, Bundles

Channels
Traditional: Artist Label RetailerConsumer Online: Direct from artist to consumer
Will this model work for everyone?

Marketing $100 Laptop

Non profit marketing & Bottom of Pyramid Marketing
Issues faced by various players of different size/strengtht and intent in the BOP market Can a non-profit organization meet the needs of consumers ignored by the profit-oriented organizations?

Marketing and Non Marketing Challenges faced by OLPC

Technology (new product with severe price constraints) Marketing: public perceptions, competition, positioning of $100 laptop

Difficulties involved in marketing a product when your customers are governments/ministries

Politicians(Ministers) and Bureaucrats as different customers Bulk orders (scale), cumbersome buying process, no traditional channel intermediaries involved (like retailers etc.)

When competitors offer lower cost laptops, what are OLPCs options ?
Why was all this done by Negroponte?

Strategic Marketing Course

Ability to integrate the concepts learnt in different subjects marketing core, electives and other areas
Inter-disciplinary nature of marketing decisions

Use quantitative as well as qualitative analysis for

taking informed marketing decisions

Pure qualitative or pure quantitative (without qualitative

reasoning) information based decisions should be avoided

preferably use both

Thank You