Brand Management
NMIMS SOLVED ASSIGNMENTS
NMIMS
SOLVED BRAND MANAGEMENT 2020 ASSIGNMENTS
NMIMS UNIQUE ASSIGNMENTS
1.
An entire generation of Indian TV viewers grew up on some terrifying
advertising. Cease Fire commercials had conflagrations breaking out in urban
settings as householders went about, oblivious. And then there was the ad for
Saffola, full of ambulance lights and sirens, panic-stricken faces and heart
rate monitors. The brand called itself ‘Life Insurance’, positioning the oil as
a bulwark against heart disease. And the strategy worked with Saffola being
among the first brands to talk about health — albeit in a very panic inducing
manner. The longevity of the `1000 crore plus brand can be traced to that
strong positioning. Chief marketing officer, Anuradha Aggarwal says: “Very
early in the journey, we found an amazing, unique place of heart health.
Someone with fore- sight chose to do fear oriented ads and the rest, as they
say, is history.” But only a small chunk of history. Over the years, Saffola
realised merely scaring consumers into buying was perhaps not the best
strategy. From fear it moved to convincing at risk consumers to adopt better,
healthier practices. Aggarwal says, “We moved from pure fear to things that
strike fear: the signs of the unhealthy heart.” The brand also acknowledged the
difficulty in getting people adopting a healthier lifestyle with its ‘Kal Se’
commercial about a serial procrastinator, who’d rather let his kid ride the
exercise cycle, or who changes into gym clothes only to fall asleep again.
However, consumers and the category were moving a lot faster than the brand.
Even as Saffola pitched itself to consumers showing the first signs of slowing
down, the broad trend was preventive: not allowing one or one’s family members
to get to that stage in the first place. Says Aggarwal, “We realised Saffola
was in danger of becoming the oil for the unhealthy as opposed to the oil for
people who want to be healthy and have an active, fit heart.” The brand is now
about a continuous investment in health.
A
strategy that’s driven its expan- sion into adjacent categories. Saffola has
the credibility required for consumers to comfort- ably place its products on
the dining table. Besides, through variants like flavoured oats — a category
that Saffola claims leadership in — the brand can comfort- ably ride the
everyday health wave. Saffola is gunning for ` 200 crores in this space by
2018, according to its 2015-16 annual report. Says Aggarwal, “We are market
leaders in flavoured oats because we’ve been cracked a fantastic product
suitable for the Indian palate.” Saffola continues to be the undisputed leader
in premium health oil, according to Aggarwal. Even at a time when the affluent
Indian’s obsession with health is leading to them buy super premium olive oils
at two or three times the price. The brand is meeting the challenge with new
blends like Aura a combination of olive and flaxseed oil. On the communication
front, Saffola has moved past its scare mongering on TV. It runs its own
website fitfoodie which has healthy recipes of traditional favourites ratified
by nutritionists and dieticians.
Under
Saffolalife, an initiative begun in 2005, the brand pro- motes healthy
lifestyles and organises heart health checks. When asked how malleable the
brand is, Aggrawal believes, “We’ve succeeded when there was a fit and
coherence and a fundamental difference from the rest of the world. We are
strongly positioned on proactive and preven- tive heart health, and these
conditions have to be met.” It also explains why variants like finger food
brand Zest failed. Says Aggarwal, “We needed a go to market that understood
impulse purchases and the product was not as good. After that, we’ve made sure
we have very hard internal guidelines for product development. Unless we meet
those standards, the products don’t go out.” Saffola’s brand journey finds
favour with an Indian marketer with considerable retail and FMCG experience,
who wishes to remain anonymous.
He
says, “Given there was no awareness of health, Saffola used fear and people
bought it. But now with the entire country having a consciousness of health and
gym culture coming in, it’s the right transition.” He believes the expansions
make sense given Marico’s two flagships: Parachute and Saffola earn their spurs
in categories where growth potential is limited. And so, it’s necessary for
Parachute to extend into skin and body care and Saffola to take on a more
overarching health plat- form. He believes, “20 or 30 years ago, people worried
about health only once they discovered they had problems. Today, everyone is
conscious of being healthy and wanting to look young.” He however believes
Saffola needs to make a stronger play for the millennial demographic: “It’s
seen as mama papa brand. But the 30 year and younger demographic are willing to
pay premium. Brands need to change with the world. Can it be health for youngsters
or does it want to be an older consumer’s health brand is an answer only
Saffola can give.
(Source:https://brandequity.economictimes.indiatimes.com/news/business-ofbrands/
the-saffola-story-from-scare-to-care/59765523) Evaluate the positioning of
Saffola and discuss how the positioning strategy has led to the brands success.
(10 Marks)
2.
Bollywood star Salman Khan is returning to the cola space after a gap of three
years, this time to endorse brand Pepsi, a move that has surprised a few
experts. The two-year deal is estimated at Rs 15 crore, two external industry
officials said.
A
PepsiCo spokesperson confirmed the signing up of Khan as new brand ambassador
of Pepsi but declined to confirm the financials of the deal.
“The
year 2020 will see brand Pepsi create a scale 360-degree campaign that will
reflect the self-confidence of today's youth as effortless as Salman,” the
person said.Brand Pepsi will base its summer 2020 campaign on Khan’s upcoming
action comedy movie Dabangg 3, the spokesperson said. A few marketing experts
expressed surprise at the PepsiCo move, considering Khan’s macho image
vis-à-vis Pepsi’s more romantic, playful image, plus the actor’s age and some
controversies he has been associated with.
To
amplify these efforts, Pepsi released the Har ghoont mein swag “anthem”
featuring Patani, Shroff and rapper Badshah. Released by T-Series the song is
available for streaming on YouTube, Gaana, Jio Saavn, Hungama, Amazon Prime
Music, Spotify, Wynk, iTunes and Apple Music. With music and dance covered,
next up was cricket.
PepsiCo
which has an on-going partnership with the Board of Control for Cricket in
India (BCCI) leveraged its sport association during India versus Australia
series in February. There the swag symbol took center stage in stadiums and on
TV screens. Says Bhagat, “This allowed us to bring music and cricket together
as one popular music performer announced the ‘Swagster of the match’, after
each match, during the India-Australia series. For a ‘culture brand’, it is
important to dive into all these three streams.”
Hooked
or not?
“Even
as the cola companies are trying to move towards water and juices, the
healthier drinks, the two companies cannot give up on their mainstay brands
just yet, that is, the colas,” says Sunil Alagh, founder and chairman, SKA
Advisors, a consultancy firm.
Alagh
believes the use of social media allows these companies to keep chatter alive around
their main brands.
Industry
watchers believe this campaign has helped Pepsi get its “mojo” back. Says brand
consultant Harish Bijoor, “Pepsi has reclaimed its position among the youth.
Through the campaign Pepsi can be seen talking to millennials in their
language.” Former marketing director, PepsiCo India, Vani Gupta Dandia agrees.
“Using TikTok and music streaming apps to release the anthem is a good way to
extend the campaign. This allowed Pepsi to rebuild its brand equity,” says
Dandia.
While
the brand’s old tagline ‘Yeh dil maange more’ might be tweaked to ‘Yeh dil
maange more swag’, what remains to be seen is how Pepsi’s newfound swagger
converts to sales.
The
Endgame
For
categories like beverages, and particularly colas, distribution is the
make-or-break game. Under the company’s ‘Away from home’ strategy, the beverage
maker has tied-up with quick service restaurants Domino’s, KFC, Pizza Hut,
Burger King and Subway and multiplex operator PVR. Says PepsiCo’s Tarun Bhagat,
“An aggressive agenda has been drawn by the team to increase distribution
across offline stores and online channels over the next five years.”
Swag
Not War
Cola
marketing has come a long way from the days of the legendary Cola Wars. Pepsi’s
‘Nothing Official About It’ that took the fizz out of the official sponsor of
the 1996 Cricket World Cup is perhaps one of the greatest examples of ambush
marketing. Pepsi’s current campaign couldn’t be farther from that traditional
tactic. Says Lloyd Mathias, former head of PC marketing, HP Asia Pacific and
Japan, “Cola as a category has lost its relevance among consumers, as
electronics, apparels took over.” He adds, “As a result, ‘cola war’ as a
marketing concept became redundant.”
(Source:https://economictimes.indiatimes.com/industry/services/advertising/salman-khan-is-pepsis-new-face/articleshow/72449728.cms)
(Source:
https://brandequity.economictimes.indiatimes.com/news/marketing/blast-from-the-past-as-pepsi-comes-back-with-swag-this-summer/69657939)
Examine
the brand personality of Pepsi and its relevance in a promising market like
India. (10 Marks)
3.
Hair oil and edible oil maker Marico will enter the Rs 4,500-crore skincare
market in the country by extending its two-decade-old coconut hair oil brand,
Parachute, to body lotion and other skincare products, a person directly
involved with the development said.
First
off the block will be a body lotion at entry-level pricing to compete in the
mass segment, the person said on condition of anonymity. The company has
carried out a low-key test exercise in the east,
The
strategy is aimed at reducing dependence on Parachute hair oil,” the person
said. “In this case, the company hopes to ride on Parachute’s purity and
value-for-money attributes.” Marico CEO (consumer products business) Saugata
Gupta declined comment.
The
company will enter the cluttered skincare market under the Parachute Advansed
umbrella and compete with Hindustan Unilever’s Vaseline and Pond’s, German
company Beiersdorf ’s Nivea, L’Oreal’s Garnier and Johnson & Johnson’s
Neutrogena.
Analysts
and industry watchers say the success of the move will depend on how much
marketing and distribution muscle Marico can infuse in the brand.
“Success
of brand extensions are generally linked closely to the parent brand’s
attributes; and depends on how closely these are aligned to the consumer’s
perception of the brand,” says consulting firm AT Kearney Partner and VP
Debashish Mukherjee.
The
success of extensions of strong brands is not always certain. Cereal maker
Kellogg’s extension to biscuits flopped.
Marico
hasn’t had much success with brand extensions
But
Reckitt Benckiser’s Dettol is a classic succession of an antiseptic medicinal
liquid to antiseptic soap. Marico so far has had limited success with brand
extensions.
Also,
there is strong competition in the skincare market, although with an annual
rate of 20% it’s one of the fastest-growing consumer product categories.
About
six years ago, Marico had extended Parachute to shampoos, positioned on the
‘naturals’ platform. But that did not succeed. But Parachute Advansed has
various haircare variants like styling products and after-shower gels.
Marico
has a skincare presence with its Kaya skincare clinics. But it does not have a
presence in the packaged skincare segment. Marico’s hair oil brands include
category leader Parachute and Nihar, which it had acquired in 2006 for close to
Rs 220 crore.
(Source:https://economictimes.indiatimes.com/industry/cons-products/fashion-/-cosmetics-/-jewellery/marico-to-launch-parachute-into-skincare-market/articleshow/9865069.cms)
a.
Evaluate the brand extension strategy of Parachute. (5 Marks)
b.
Comment on the success probability of the brand extension and the potential
benefits to the parent brand? (5 Marks)
NMIMS Global
Access
School for
Continuing Education (NGA-SCE)
Course: Consumer
Behaviour
Internal
Assignment Applicable for April 2020 Examination
CONSUMER
BEHAVIOUR April 2020 SOLVED ASSIGNMENT
NMIMS MBA ASSIGNMENTS
NMIMS UNIQUE ASSIGNMENTS
1. Advertisers
today face a challenge of “sensory adaptation”. It has become increasingly
difficult to get the attention of and impress consumers. In terms of consumer
perception, what is the relationship between sensory adaptation and absolute
threshold? Name 3 ways in which marketers are overcoming the challenge of
sensory adaptation.
2. Pooja is a
stationary enthusiast. She loves collecting antique fountain pens, limited
edition notebooks, state-of-the-art mechanical pencils, post-it notes in rare
shapes, etc. She has an extensive collection of stationary which she has
proudly built over many years. What is Fixated Consumption and Compulsive
Consumption? What are the characteristics of a fixated consumer and a
compulsive consumer? Which of the 2 behaviours is Pooja exhibiting?
(10 Marks)
3. a. Using an
example, explain the 4 elements of Consumer Learning. (5 Marks)
3.
b. Gifting is an interesting aspect of Consumer Behaviour because gifts
represent more than ordinary purchases. They are associated with important and
special events (e.g., Mother’s Day, birthdays, engagements, weddings, etc.)
What are the different types of Gifting behaviours consumers may exhibit? (5
Marks)
Customer
Relationship Management
1.
In your opinion should marketers challenge their customers’ communities because
they are not official? Justify your views with valid examples from the
industry. (10 Marks)
2.
Frame the 10 most critical criteria to develop a rich customer profile in your
industry and specify the source of data collection for the same with
appropriate examples. (10 Marks)
3.
Aditi works in the US for a biomedical organization. They have clients located
in different parts of the globe. Off late one of their most loyal clients from
the Europe has been expressing their concern over service issues faced by them.
Next quarter their contract ends and will be time for renewal. Aditi is unsure
whether they will be able to sustain the business from their European client.
a.
As per your understanding analyze the course of the relationship between the
customer and the supplier in the above scenario? (5 Marks)
b.
What hampers trust and commitment in a relationship and how can it be maintained?
(5 Marks)
International
Marketing
1.
India is trying to promote ‘Make in India’ and has also recently opened up
Defense sector. You are a strategy manager at Dassault, one of leading
manufacturers of defense equipment. However, your boss wants to set up a new
venture in Brazil. Please justify using Business Environment why you would like
to set up in India instead of Brazil. (10 Marks)
2.
You are the CEO of a competing brand of Starbucks but claim to offer more value
for money. Your products cost less than Starbucks. You have also decided to
enter India after seeing success of Starbucks. Evaluate any 3 entry options to
enter into India. Which of the market entry options would you finally choose
& why? (10 Marks)
3.
Lemon Tree operates mid-premium hotels in India and position it for cost
conscience corporate travelers. They have decided to enter European market now
with 4 properties, two each in Germany & France.
a.
Suggest what should be their pricing strategy for the European market. (5
Marks)
b.
Suggest the possible brand positioning for their European market. (5 Marks)
Sales Management
1.
Bajaj Electronics administers a Quarterly performance review for all its sales
employees.
The
below mentioned table provides the number of sales calls done by the sales
people for the month of Oct- Dec 2019. You are the Area manager in charge of
their performance. The performance standard set by the company is that every
sales person must do 150 sales calls in every quarter.
Name
of the executive
No.
of sales calls
Ramnath
142
Tapan
160
Jeetendra
87
Saurabh
125
Bhaskar
92
How
will you evaluate the performance of the sales executives as an Area Manager?
What are the steps you can take to improve the performance?
2.
Take an appointment and meet with a senior sales person from two industries –
Pharma industry (such as Sun Pharma, Lupic, Dr. Reddy’s, Glaxo or any other
company) and Engineering industry (such as L&T, BHEL, ABB, Siemens or any
other company). Study and prepare the sales organization structure of these two
companies.
3.
Raymond Fibres Ltd is a fibre making company in India. They are predominantly
in fashion wear from men and women. The fibre market is divided into natural
and synthetic fibres. The company has 5 plants in India and employs over 700
sales people. The company competes with the Reliance group which is one of the
leading synthetic fibre makers along with some global players such as DuPont.
However, the company has been hit with the economic slowdown in the country. To
make things worse, cheaper imports of fashion wear from China and e-commerce
has affected store sales. The sales people in the company are feeling
demotivated. The sales people have put pressure on the top management to
improve their salary.
a.
What alternatives will you suggest to the top management to improve the salary
plan to the sales employees? (5 Marks)
b.
What are some of the non-financial tools of motivation that you can use (5
Marks)
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