ASSIGNMENT

ON CASE STUDY WRITING

(Under The Guidance Of Mr. Soumyabrata Datta & Mr. Rajarshi Singh)

SUBMITTED TO

SUBMITTED BY

Dr. D.K Garg

(Honourable Chairman)
IIMT, Greater Noida

Vipin Das
ENR NO.:-BM 18020 SEC.:-L (PGDBM)

Ishan Institute of Management and Technology 2, Knowledge Park I, Greater Noida, Distt.G.B. Nagar (U.P.) WEBSITE: www.ishanfamily.com,Email:student@ishanfamily.com

Marketing strategies of Maruti for villagers

Most of India still hasnt forgotten how there was a time when everyone was vying to buy the Maruti Suzuki 800 or the Fronty as it was lovingly called. Fronty may have been bid goodbye after its memorable run spanning a couple of decades, but Maruti Suzuki hasnt stopped churning super hit set of wheels from Alto to Swift to Omni to Zen to Gypsy to Estilo to Wagon R to Ritz and now the newly launched LUV Ertiga. With a continuous churn out of successful car models suiting Indian families, Indian roads and Indian sensibilities, Maruti has also stuck to its Indian roots when it comes to marketing promotions. The rural market share of Maruti increased from 3.5 percent of total sales five years ago to 26 percent in 2012. Alto clinched 36 percent of rural sales in 2011, Omni hit 13.6 percent and the Wagon R accounted for 12 percent rural sales. So what magic has Maruti been yielding on the farmer clan of India and how? Lets find out. Marutis rural connection since 2008-09 In 2009, Shashank Srivastava, Chief General Manager, Marketing told Hindu Business Line states that Maruti Suzuki started paying more attention to rural markets after the economic meltdown when they realized that the recession had affected bigger cities badly. At that time, the Ghar Ghar Mein Maruti andMera Sapna Meri Maruti campaigns were already afloat to target the rural segment. Additionally, 3000 local villagers who were well versed with rural languages and behaviors were nominated as resident dealer sales executives of Maruti Suzuki, whose main job was to promote sales in their respective villages. They were further supported by over 186 extension counters. Maruti has gone the extra mile by taking villagers for factory visits, conducting detailed profiling of the villagers, their consumption patterns and their choices and capturing the attention of decision makers of the village likeSarpanch. From regular rural sporting events to sales fairs (Grameen Mahotsavs) to sms campaign for Gram Panchayat Members, Maruti Suzuki has done it all. So, whats the latest strategy up Marutis sleeve to lure its agrarian customers? Video on Wheels Off late, Maruti has been organizing road showswith film screenings. This is much like a travelling cinema that rural india is already quite familiar and fascinated with. The only difference being that the film is not set up in a tent, but inside a TATA truck fitted a Samsung LCD TV, an air conditioner and reclining seats. The film strikes a chord with the villagers because it tells a simple story of an average villager who buys a Wagon R after being persuaded by a friend who also bought a Wagon R. The film has names that real villagers can relate to Hari Prasad, Bimla and Duggal Ji. The host conducting the proceedings inside the truck too carries forth the experience of entertainment by mimicking Hindi film celebrities. And villagers are not allowed to leave without a brand recall mechanism. The host conducts a quiz based on the film shown and gives winners Maruti Suzuki memorabilia like caps, pens and wall clocks. Win-Win for Maruti Maruti has been taking advantage of a combination of change factors that rural India is witnessing. Credit finance and banking facilities are more accessible to villagers, word of

mouth is stronger and they are moneyed folks. Parshu Narayanan, Creative Head and Managing Partner, Publicis Capital, the agency responsible for Marutis ad film aptly states "Today a rural consumer is much younger, far more exposed (to contemporary trends) and is getting more affluent". Heres an interesting snapshot of the kind of people that Maruti Suzuki is selling to. Orange farmers in Nagpur

Turmeric growers in Tiruchengode, Tamil Nadu Granite polishers in Hyderabad Blue pottery makers in Jaipur Madhubani painters in Madhubani, Bihar Potato growers in West Bengal Apple and fruit growers in Himachal Pradesh Fishermen in Howrah Alphonso mango growers in Ratnagiri

Questions
1. What kind of people does Maruti Suzuki is selling target? 2. Do you think that Maruti Suzuki has been successful in implementing their strategies for villagers? 3. What promotional activities are done by Maruti Suzuki to promote their product for villagers?.

Customer perception of SONY in India

The effects of brand perception on the consumers buying behaviour in the Indian Laptop Market. As India is a developing country, and there is a growth in the industries and people need new products and services. Here one of such industries is the Computer Hardware industry. Companies have been seeing unprecedented growth. Companies like Hewlett Packard, Apple, Dell, Sony viao, Lenovo and Acer have been giving tremendous importance to Indian markets launching products in the western markets and India. At the same time the personal disposable income of Individual has been on a rise which is leading to the Laptops increasing sale in India. Here the customers are satisfied about the product even when there is a cut throat competition. Today, every company is trying to get a share of the great Indian market space and a share of the consumers mind space and it has been only difficult for companies to achieve such a feat. In order to achieve the same, companies have to realize the importance of brand perception towards their products in order to get information regarding problems faced by them while using the laptop such that they can rectify the same in their future products. It is at this kind of scenario that this proposal, The effects of brand perception on the consumers buying behaviour in the Indian Laptop Market comes to the spotlight. This proposal is an attempt to study the level of consumers buying behaviour towards laptops; reasons for choosing a Laptop market is because India is one of the most populated country in the world, there are people living with different culture, languages and from different geographical locations. So consumers look into the brands level of quality, reliability and efficiency in a laptop and Sony has that Ability to produce innovative, quality products Sony's innovations have become part of the mainstream culture. Starting with the first magnetic tape and tape recorder in 1950, then the transistor radio in 1995 and the world's first all-transistor TV set in 1960 and many more. Sony is successful in several different markets. The company has made an impact in the PC market, video game market and especially the television market. Sony ranks among ZDNet Asia's Top 10 fastest-growing companies for 2008/2009 (ZDNet Asia 2009).Sony has M2M Machine-to-Machine (M2M) remote monitoring technology-based service solutions. The service solution allows cost-effectively and continually monitor and manage the various components of production (Sony, 2006). Questions 1.from above case study Indian consumer are price conscious or brand conscious? 2.what make a customer to choose Sony product ? 3.Does the Advertisement create any impact on customer mind while choosing a product?

Brand Re-positioning of Panasonic in India

India, after all, is not unfamiliar turf for Panasonic, as it has been present for several years. The brand entered India in 1995, in its earlier avatar as the brand National. Its product portfolio was very small then, with a range of audio products, bulky CRT TVs and mobile phones. Then in mid-2003, it brought in its air-conditioners, and they did well too. But, soon after that, Japanese parent Panasonic Corporation decided to get out of the window air-conditioner market. India at that time was a big window market, and split a very small segment. We also got out of the mobile phone category as the parent decided to restrict its mobile handset business to the Japanese market alone, These events really brought the brands India growth story pretty much to a standstill. It was a global call, and we could not help it, Now, with Panasonic incurring never-before kind of losses in most other markets, it has realized that India is one of the very few regions still on the growth path and offering great potential. It then focused on re-building the brand here through celebrity endorsements for the first time. It roped in Ranbir Kapoor to endorse its consumer electronics products and Katrina Kaif for home appliances and decided to spend 10 per cent of its revenues on marketing. The result: The brand managed to gain a good amount of aided recall, which is good. But top-of-the-mind recall is something we are yet to build, admits Sharma. Sharma has chalked out an elaborate plan to reach there. Panasonic knows it is not going to be an easy task, that too in a market where two Korean behemoths dominate alongside dozens of other serious contenders. His three-pronged plan: focus on product range, pricing and retail footprint. It intends to enter new categories with India-specific-products a big lesson it learnt from its earlier experience; price them affordably and also by providing easy loans to consumers; and drive growth in tier-II and tier-III towns, which are yet to be tapped to a large extent - by enhancing its retail footprint. Panasonic believes that the international models which are introduced here are actually suitable for the premium markets or the metros. Though a large share of revenue comes from these markets, the growth is actually coming from smaller towns now. That is why we are focusing on the smaller towns, he explains. LEARNING FROM CONSUMERS He says the first such India-specific product was an LCD TV range. A couple of years ago, it introduced an LCD TV under the campaign, Sound for India. This range was developed on consumer insights such as a need for a set that could belt out loud music, with a higher bass, and needed to be affordable too. It then designed and rolled out a 32-inch TV, which was priced at Rs 27,000 when most other brands were priced at about Rs 32,000. There was a considerable price gap and it was a hit. More importantly, it enabled the brand to gain a foothold in tier II markets. Those TVs had only one USB port, as consumers in smaller cities were not expected to plug in more than one gadget at a time, and we passed on the cost advantage to the consumer. Then, it

introduced 24-inch LCD TVs when others were 32-inch and above, he points out. Later came its home theatre range, priced under Rs 10,000, when the then entry-level price was over Rs 12,500. Then its Cube AC, an innovative cross-over product between window and split models, sporting almost a window price tag. In the personal grooming product category, it introduced a new range of hair dryers. One of the learnings Panasonic had was that consumers believed hair dryers damage hair. It designed one with a new feature it called HPT (hair protective temperature). It blows air at the right temperature which is actually suitable for the hair. And it was priced at Rs 595, says Sharma. With these products, Panasonic started to penetrate the market deeper. Last year turned out to be very favorable for Panasonic, when its air-conditioner sales grew over 100 per cent, albeit on a smaller base, when most other players, including the Korean ones, registered a dip in sales. In terms of market share, it was close to 13 per cent. We started off with about 6.5 per cent a couple of years ago, we had sort of doubled last year, says Sharma. In the flat panel TV segment, Panasonic claims to have about 10 per cent market share right now. With a little over five million units a year, the flat panel TV market is growing at 7580 per cent. And, in other categories such as refrigerators, washing machines and digital cameras too Panasonic has been gaining market share .It is now looking at developing more products which are suitable to India and can drive growth especially in the mass categories. Soon to be launched are its water purifiers another rapidly growing market. Panasonic will bring in RO (reverse osmosis), UV (ultraviolet) and alkaline water purifiers that can be connected to taps. The company closed the year 2011 with close to Rs 3,200 crore in sales. Considering the fact that 30-35 per cent of its sales is from Tier II cities, and major cities make up the rest, Panasonic plans to drive growth from smaller towns, while retaining its focus on urban markets too.So we are developing products which are suitable for tier II markets and also enlarging our base in bigger cities which can absorb advanced top-end products, such as Smart TVs, front-loading washing machines, side-by-side refrigerators and inverter technology-based air-conditioners, he elaborates.Panasonic has decided to take the total number of large-format brand shops to 200 by the end of the current year from the current 135, and to set up 100 small-format exclusive Panasonic outlets.Including multi-brand outlets, it is looking at about 9,500 retail points across India, which is actually good enough to cover a reasonably good part of Tier II towns. Out of these 9,500 shops, approximately 3,000 would be through direct partners and the balance would be serviced through distributors. Questions 1. Did Panasonic achieved all the three aspects of rebuilding the brand Panasonic in India 2. Panasonic India spend 10 per cent of its revenues on marketing does it help them to re position their brand. 3. Why Panasonic diversified their product categories.

Brand positioning of Procter and Gamble

Procter & Gamble Co. (P&G) is an American company based in Cincinnati, Ohio that manufactures a wide range of consumer goods. In India Proctor & Gamble have two subsidiaries: P&G Hygiene and Health Care Ltd. and P&G Home Products Ltd. P&G Hygiene and Health Care Limited are one of India's fastest growing Fast Moving Consumer Goods Companies with a turnover of more than Rs. 500 crores. It has in its portfolio famous brands like Vicks & Whisper. P&G Home Products Limited deals in Fabric Care segment and Hair Care segment. It has in its kitty global brands such as Ariel and Tide in the Fabric Care segment, and Head & Shoulders, Pantene, and Rejoice in the Hair Care segment. Procter & Gamble's relationship with India started in 1951 when Vicks Product Inc. India, a branch of Vicks Product Inc. In 1964, a public limited company, Richardson Hindustan Limited (RHL) was formed which obtained an Industrial License to undertake manufacture of Menthol and de mentholised peppermint oil and VICKS range of products such as Vicks Vapo Rub, Vicks Cough Drops and Vicks Inhaler. In May 1967, RHL introduced Clearasil, then America's number one pimple cream in Indian market. In 1979, RHL launches Vicks Action 500 and in 1984 it set up an Ayurvedic Research Laboratory to address the common ailments of the people such as cough and cold. In October 1985, RHL became an affiliate of The Procter & Gamble Company, USA and its name was changed to Procter & Gamble India. In 1989, Procter & Gamble India launched Whisper - the breakthrough technology sanitary napkin. In 1991, P&G India launched Ariel detergent. In 1992, The Procter & Gamble Company, US increased its stake in Procter & Gamble India to 51% and then to 65%. In 1993, Procter & Gamble India divested the Detergents business to Procter & Gamble Home Products and started marketing Old Spice Brand of products. In 1999 Procter & Gamble India Limited changed the name of the Company to Procter & Gamble Hygiene and Health Care Limited. P&G Home Products Limited was incorporated as 100% subsidiary of The Procter & Gamble Company, USA in 1993 and it launched launches Ariel Super Soaker. In the same year Procter & Gamble India divested the Detergents business to Procter & Gamble Home Products. In 1995, Procter & Gamble Home Products entered the Hair care Category with the launch of Pantene Pro-V shampoo. In 1997 Procter & Gamble Home Products launches Head & Shoulders shampoo. In 2000, Procter & Gamble Home Products introduced Tide Detergent Powder - the largest selling detergent in the world. In 2003, Procter & Gamble Home Products Limited launched Pampers - world's number one selling diaper brand. Today, Proctor & Gamble is the second largest FMCG Company in India after Hindustan Lever Limited. 1. What were the marketing strategies taken by P&G to launch their product in India.? 2. Do you think promotional strategies adopted by P&G will be fruitful? 3. Do you think P&G will be a tough competitor for HUL and other Indian Brands?

Acquisition strategies of HUL

The erstwhile Brooke bonds presence in India dates back to 1900. By 1903, the company had launched Red label tea in the country.in 1912, Brooke Bond & co. India limited was formed. Brooke Bond joined the Unilever fold I 1984 through an international acquisition. The erstwhile Lipton link with India were forged in 1898.unilever acquired Lipton I 1972, and in 1977 Lipton tea (India) limited was incorporated HUL made many acquisitions in tea segment; they first acquired Brooke Bond & co, Which was an Indian co. in 1984,While they already have Lipton brand in their tea segment which was acquired in 1977.When they acquired Brooke Bond in 1984 it was a strategy aimed at market development as the Lipton brand was meeting the needs of premium segment, while Red Label Brand aimed to meet the needs of middle segment Joint venture Simultaneously, deregulation permitted alliances, acquisitions and mergers .in one of the most visible and talked about events of Indias corporate history, the erstwhile tata oil mills company (TOMCO) merged with HUL, effective from April 1, 1993. In 1995, HUL and yet another Tata company, Lakme limited, Formed a 50:50 joint venture ,Lakme Unilever limited ,to market lakmes market leading cosmetics and other appropriate products of both the companies subsequently in 199 Lakme limited sold its brands To HUL and divested its 50% stake in the joint venture to the company ,in 1994 the company entered into a strategic alliance with the Kwality ice cream group families s and in 1995 the milk food 100 % ice cream marketing and distribution rights too were acquired. As a ,easier of backward integration tea estates and doom dooma two plantation companies of Unilever were merged with Brooke Bond. then in July 1993, Brooke bond India and Lipton India merged to form Brooke bond Lipton India limited (BBLIL) enabling greater focus and ensuring synergy in the traditional beverages business 1994 witnessed (BBLIL) launching the walls range of frozen desserts by the end of the year the company entered into a strategic alliance with the Kwality ice cream group families ad in 1995 the Milk food 100% ice cream marketing and distribution rights too were acquired. HUL made a strategic acquisition aimed at development of new product in January 2000 in a historic step the government decided to award 74 percent equity in modern foods to HUL there by beginning the divestment of government equity in publics sector undertakings PSU to private sector partners HUL entry into bread is a strategic extension of the companies wheat business in 2002 HUL acquired the government remaining stake in modern foods.

In 2003 HUL acquired the cooked shrimp and pasteurized crabmeat business of the amalgam group of companies, a leader in value added marine products exports Conglomerate diversification In 1993 it acquired the kissan business from the UB group the dollops ice-cream nosiness from Cadbury India as at that time both of the business concerns were on peak and the best promising businesses. 1. What strategy did HUL adopt while acquiring other brand? 2. Did brand acquisition make HUL become the No.1 brand in India? 3. Why did HUL acquire the brand Brooke Bond?.