1) The case study discusses a family owned wine estate in Bordeaux, France called Chateau de Vallois that is facing a dilemma around a proposal from the owner's granddaughter, Clare, to produce an affordable luxury wine that could be sold directly to consumers.
2) The CEO and estate manager oppose the idea due to concerns about damaging the brand reputation, increased operating expenses, and losing distributor relationships. Clare believes the new wine could attract younger customers and expand the brand.
3) The case examines the positives and negatives of brand extensions, providing examples from companies like Nestle, BPCL, Hindustan Lever Limited, and Coca-Cola. It discusses both successful and unsuccessful extensions undertaken by these brands
Preserve the Luxury or Extend the BrandSameer Mathur
This case study examines the debate around whether the famous Château de Vallois wine estate in Bordeaux, France should preserve its luxury brand or extend into a lower-priced branded wine market. The estate has been family-owned for generations and is known for its high-quality, expensive Grand Vin wine. However, Claire, one of the owners, wants to introduce a lower-priced branded wine to attract younger consumers. The estate manager François argues they should preserve their luxury reputation and not risk damaging relations with their distributors. They also lack the resources and expertise for a new branded wine business. Both sides present arguments around the costs, benefits and risks of entering the new market segment.
Preserve the luxury or Extend the brand?Sameer Mathur
This document discusses a proposal to change the business strategy of Chateau de Vallois, a family-owned wine estate. There is disagreement among stakeholders on whether to enter the affordable luxury wine market. While Clare de Valhubert supports expanding into new markets, Gaspard de Sauveterre and Francois de Sauveterre worry this will damage the brand's reputation. Experts caution that the estate lacks experience in mass marketing and managing multiple brands could distract from their core business. The document recommends creating separate business units and boards to oversee traditional and new brands to minimize risks to the estate's reputation.
Preserve the luxury or extend the brandSameer Mathur
This document discusses whether Chateau de Vallois, a high-end Bordeaux wine estate, should begin producing a more affordable branded wine to target younger consumers. Currently it sells its top wine at $999 per bottle through distributors. The estate owner's granddaughter wants to capitalize on their brand equity but others worry it could dilute their luxury status. Recommendations include starting an independent but complementary affordable wine brand to attract future customers, maintaining separate business units, and implementing direct marketing. The document also discusses how Tata Motors and other Indian companies successfully extended their brands into affordable luxury segments.
The document discusses Dove's brand strategy and positioning. It aims to redefine beauty standards and empower women by making them feel more confident and optimistic about their natural beauty. Dove products are designed to nourish skin and hair from within in order to repair damage and strengthen hair, reducing hair fall and breakage. The brand also runs an educational self-esteem project to help young people improve their self-esteem.
Chateau Margaux produces prestigious wines regarded for their quality, heritage, and brand equity. It is looking to launch a third wine, L'Elegante Margaux, to target new customer segments. The strategy is to position L'Elegante Margaux as offering the best value while avoiding cannibalizing existing wines. It will be priced at €120 per bottle and distributed off-premise through specialized merchants and e-commerce to attract connoisseurs and enthusiasts without competing directly with the flagship wines. Key metrics like sales, awareness, and profitability will be monitored to evaluate the strategy's success in growing the brand and business.
This was a project that my team - which I am very proud of - did for a business school case competition. I took charge of conceptualizing, designing and producing the final deck of slides for presentation to our client from AB-InBev -- all within 24 hours! We delivered a great presentation and impressed the judges enough to achieve an outstanding team score. I hope you will enjoy viewing the slides as much as I did putting them together. And, if you ever find yourself in need of help to put together a professional slide presentation, remember to reach out to me -- I'd be more than happy to lend my expertise !
p.s. Thanks for the love, everyone. I'm excited to see my slides go viral within a day! Great if you could post your comments on this wall or email to francisfoo@wustl.edu.
Preserve the Luxury Or Extend the Brand? HBR Case StudySameer Mathur
The document discusses strategies for extending luxury wine brands to new markets. It notes that Chateau de Vallois currently sells 150,000 bottles annually of its Grand Vin at $999 per bottle, with the best remaining grapes used for 200,000 bottles of Puine. Clarie de Valhubert proposes introducing a new, more affordable $20-25 wine targeted at young drinkers, and investing in new marketing. However, others worry this could damage the brand. Potential options discussed include staying traditional, expanding internationally, partnerships, or a mid-range domestic and international wine at minimal risk. The document argues these insights apply to extending other luxury brands internationally or across price points.
Preserve the Luxury or Extend the BrandSameer Mathur
This case study examines the debate around whether the famous Château de Vallois wine estate in Bordeaux, France should preserve its luxury brand or extend into a lower-priced branded wine market. The estate has been family-owned for generations and is known for its high-quality, expensive Grand Vin wine. However, Claire, one of the owners, wants to introduce a lower-priced branded wine to attract younger consumers. The estate manager François argues they should preserve their luxury reputation and not risk damaging relations with their distributors. They also lack the resources and expertise for a new branded wine business. Both sides present arguments around the costs, benefits and risks of entering the new market segment.
Preserve the luxury or Extend the brand?Sameer Mathur
This document discusses a proposal to change the business strategy of Chateau de Vallois, a family-owned wine estate. There is disagreement among stakeholders on whether to enter the affordable luxury wine market. While Clare de Valhubert supports expanding into new markets, Gaspard de Sauveterre and Francois de Sauveterre worry this will damage the brand's reputation. Experts caution that the estate lacks experience in mass marketing and managing multiple brands could distract from their core business. The document recommends creating separate business units and boards to oversee traditional and new brands to minimize risks to the estate's reputation.
Preserve the luxury or extend the brandSameer Mathur
This document discusses whether Chateau de Vallois, a high-end Bordeaux wine estate, should begin producing a more affordable branded wine to target younger consumers. Currently it sells its top wine at $999 per bottle through distributors. The estate owner's granddaughter wants to capitalize on their brand equity but others worry it could dilute their luxury status. Recommendations include starting an independent but complementary affordable wine brand to attract future customers, maintaining separate business units, and implementing direct marketing. The document also discusses how Tata Motors and other Indian companies successfully extended their brands into affordable luxury segments.
The document discusses Dove's brand strategy and positioning. It aims to redefine beauty standards and empower women by making them feel more confident and optimistic about their natural beauty. Dove products are designed to nourish skin and hair from within in order to repair damage and strengthen hair, reducing hair fall and breakage. The brand also runs an educational self-esteem project to help young people improve their self-esteem.
Chateau Margaux produces prestigious wines regarded for their quality, heritage, and brand equity. It is looking to launch a third wine, L'Elegante Margaux, to target new customer segments. The strategy is to position L'Elegante Margaux as offering the best value while avoiding cannibalizing existing wines. It will be priced at €120 per bottle and distributed off-premise through specialized merchants and e-commerce to attract connoisseurs and enthusiasts without competing directly with the flagship wines. Key metrics like sales, awareness, and profitability will be monitored to evaluate the strategy's success in growing the brand and business.
This was a project that my team - which I am very proud of - did for a business school case competition. I took charge of conceptualizing, designing and producing the final deck of slides for presentation to our client from AB-InBev -- all within 24 hours! We delivered a great presentation and impressed the judges enough to achieve an outstanding team score. I hope you will enjoy viewing the slides as much as I did putting them together. And, if you ever find yourself in need of help to put together a professional slide presentation, remember to reach out to me -- I'd be more than happy to lend my expertise !
p.s. Thanks for the love, everyone. I'm excited to see my slides go viral within a day! Great if you could post your comments on this wall or email to francisfoo@wustl.edu.
Preserve the Luxury Or Extend the Brand? HBR Case StudySameer Mathur
The document discusses strategies for extending luxury wine brands to new markets. It notes that Chateau de Vallois currently sells 150,000 bottles annually of its Grand Vin at $999 per bottle, with the best remaining grapes used for 200,000 bottles of Puine. Clarie de Valhubert proposes introducing a new, more affordable $20-25 wine targeted at young drinkers, and investing in new marketing. However, others worry this could damage the brand. Potential options discussed include staying traditional, expanding internationally, partnerships, or a mid-range domestic and international wine at minimal risk. The document argues these insights apply to extending other luxury brands internationally or across price points.
This presentation contains the following for Eileen Fisher, Retail Fashion Brand:
Problem Statement
Decisions to be Made
Company Introduction
POP and POD
Competitive Advantage
Brand Elements
Re-positioning Strategy
Keller Model
The global wine industry has undergone significant changes in recent decades as New World producers have gained market share from traditional Old World producers. Specifically, the Judgment of Paris tasting in 1976 put California wines on the map and challenged French dominance. By 2007, New World wineries accounted for 14 of the top 20 global brands. Both New and Old World producers now face challenges of global oversupply. To regain market share, experts recommend that Old World producers focus on exports like China and the US, utilize innovative New World techniques, streamline regulations, and invest heavily in branding.
Godrej Cinthol soap is a skin care product made by Godrej Industries. The FMCG market in India is growing rapidly due to rising incomes and favorable demographics. Cinthol soap was launched in 1952 and was initially positioned as a toilet soap, but Godrej is now trying to make it more relevant to young male consumers. Cinthol faces competition from other personal care brands that have larger market shares. While Cinthol was once very popular, its market share has declined over time. Godrej needs to better position Cinthol and understand customer needs to increase its market share in the growing FMCG sector.
The document discusses the development of a new app called "L'Oréal for You" aimed at attracting, engaging, and educating health conscious consumers. The app would collect lifestyle information from users via a questionnaire and provide a skin health score. It would then recommend personalized skincare products and connect to other health apps and devices. The app would also function as a loyalty program, continue updating the user's score over time, allow participation in events, product reviews, health articles, augmented reality try-ons, and reward badges for accomplishments. The overall goal is to holistically improve user skin health and drive awareness of L'Oréal products.
this presentation gives us the insights of how Dove developed as a brand and what were the strategies adopted by it to succeed in the highly competitive market
Coca-Cola was invented in 1886 by Dr. John Pemberton and first sold in Atlanta. It grew rapidly under Asa Candler's ownership and marketing expertise from the late 1880s. By the 1920s, Coca-Cola had become a global brand through franchising to independent bottlers. The company diversified in later decades but refocused on its core beverage business in the 1980s. Coca-Cola continues to expand globally through marketing, product innovation, and acquisitions.
This document provides a brand strategy for Guinness. It analyzes Guinness' customer-based brand equity in terms of salience, imagery, judgments, and feelings. It identifies strengths such as a distinctive brand heritage but also weaknesses like an older customer base. The plan aims to redefine Guinness' identity beyond Irish provenance and recruit younger drinkers. Key strategies include establishing a "Made of More" identity celebrating boldness, expanding usage occasions through innovations, and seeding messages through influencers and media. The plan forecasts 8.1% growth versus the industry projection of 3.1%.
The carbonated soft drink (CSD's) industry was dominated by Coca Cola and Pepsi vying for market share. The CSD organizations gained market share in the U.S. and in global markets extending their brands’ recognition and capturing sales from new markets. The shift in consumer beverage preference and the expansion into global markets proved to uncover new opportunities for growth and profitability. In addition the changes in the organizational structure of business for these companies have allowed them to sustain growth beyond CSD’s.
Nivea is a German skincare brand owned by Beiersdorf that has expanded globally. To maintain growth while preserving its brand equity, Nivea introduced sub-brands in the 1990s to cater to specific market segments. This complicated Nivea's messaging until it established a unique identity as a caretaker of skin through simple advertising. Nivea then used non-traditional marketing like beach balls and buses to strengthen its brand recognition worldwide. While sub-brands allowed for continuity and innovation, it also weakened the core Nivea brand. Nivea strived to balance its sub-brand strategy with maintaining the original Nivea image.
Asian Paints is India's largest paint manufacturer that uses a distribution channel of over 35,000 dealers to sell its products. It faces challenges in managing seasonal demand fluctuations and servicing dealers from over 100 warehouses storing 3000 SKUs. The presentation discusses Asian Paints' distribution channel which involves moving products from manufacturers to wholesalers to retailers and finally consumers, and the types of intermediaries used in its selective distribution approach.
The document summarizes the attractiveness of the US wine industry in 2001. It analyzes the industry using Porter's Five Forces model, examining the barriers to entry, bargaining power of buyers and suppliers, threat of substitutes, and competitive rivalry. It finds the barriers to entry are high for budget wines but low for premium wines. Buyer power and threat of substitutes are both high. Competitive rivalry is also high within the budget segment. The document recommends a differentiation strategy for new entrants in the premium segment, and avoidance of the budget segment which has high barriers. It suggests established players in premium wines focus on niche products and customer retention, while those in budget wines focus on cost leadership and distribution.
L'Oreal Brandstorm 2020 quest was to build "Build a plastic-less future in the beauty industry"
This project allowed our team to achieve the Politecnico di Milano final round.
Procter & Gamble (P&G) is an American multinational consumer goods company founded in 1837. It employs over 121,000 people globally and 15,000 in India. P&G operates in India through subsidiaries and has a direct reach of 1.3 million outlets. It uses brand activation strategies like Sangeeta Bhabhi in rural India to promote products like Tide and Head & Shoulders. P&G's rural sales of products like Pampers and Whisper have grown significantly due to innovative pricing. The company also undertakes corporate social responsibility initiatives in rural India focused on education and menstrual hygiene awareness.
Marketing Strategy Analysis - Chateau Margaux vinery.
This Analysis introduces a new value proposition for the French Vinery firm. Suggesting some concrete actions that the company could take in order to expand its business without losing its core values.
This document outlines Saffola's journey from a brand focused on heart patients to one for all consumers. Originally, Saffola targeted urban dwellers over 45 through ads emphasizing heart health. However, this limited the brand's market. To expand, Saffola aimed to be seen as a healthy, tasty oil for families. It tested various ad campaigns between 1992-2004, sometimes emphasizing health and other times taste, but had mixed results. To transition successfully, Saffola launched its "Aaj se" campaign in 2004. This softened the tone and targeted younger consumers by reiterating heart risks for Indian men while reducing the fear factor. Suggestions were also made to highlight safflower oil's qualities,
The document discusses the situation facing Chateau de Vallois, a famous wine estate in Bordeaux, France. Claire de Val Hubert proposes introducing a lower-priced branded wine targeted at younger customers, in order to capture the next generation of wine drinkers. However, this could dilute the brand equity of the estate's prestigious GrandVin wines. It is debated whether the estate should preserve its luxury status or extend its brand through the new product line.
This document discusses the UK shower market and Aqualisa's Quartz shower. It notes that existing shower options had issues like inconsistent water temperature, unattractive designs, and difficult installation. The document then analyzes Aqualisa's competitors and notes its small market share of 7%. It outlines the value propositions of the Quartz for plumbers and consumers, including its easy installation, reliable temperature control, and premium design. Key issues, target customer segments, and a premium positioning are proposed to increase adoption of the new Quartz shower.
The soft drink industry has been highly profitable since 1970 due to steady consumption growth and intense competition between Coke and Pepsi that reinforced brand recognition without diminishing profits. The industry faces high barriers to entry including recipe development, manufacturing plants, and distribution networks. While the North American market is mature, growth opportunities exist in developing markets like China and India to sustain profits and historical growth rates over the next decade.
Preserve the luxury or extend the Brand Sameer Mathur
HLL faced a dilemma about whether to extend its popular brands into new categories to drive growth. On one hand, brand extensions could increase profits by leveraging existing brand equity. However, extensions also carried risks like confusing consumers or damaging the core brand if not done properly. HLL's chairman believed extensions should strengthen, not change, the core brand. While some extensions like Clinic All Clear shampoo were successful, others like Ponds toothpaste failed. Facing intensifying competition, HLL decided to strengthen its presence in the talcum powder category by extending several brands into it in 2003.
P&G owns several shampoo brands that each target different market segments and have their own unique promises. Brand extensions allow companies to leverage existing brand equity to enter new categories more economically than developing new brands. However, extensions risk failing if they do not fit well with the core brand or add new value. When considering extensions, companies must evaluate fit with the brand, ability to add value, and potential to enhance brand equity through new associations.
This presentation contains the following for Eileen Fisher, Retail Fashion Brand:
Problem Statement
Decisions to be Made
Company Introduction
POP and POD
Competitive Advantage
Brand Elements
Re-positioning Strategy
Keller Model
The global wine industry has undergone significant changes in recent decades as New World producers have gained market share from traditional Old World producers. Specifically, the Judgment of Paris tasting in 1976 put California wines on the map and challenged French dominance. By 2007, New World wineries accounted for 14 of the top 20 global brands. Both New and Old World producers now face challenges of global oversupply. To regain market share, experts recommend that Old World producers focus on exports like China and the US, utilize innovative New World techniques, streamline regulations, and invest heavily in branding.
Godrej Cinthol soap is a skin care product made by Godrej Industries. The FMCG market in India is growing rapidly due to rising incomes and favorable demographics. Cinthol soap was launched in 1952 and was initially positioned as a toilet soap, but Godrej is now trying to make it more relevant to young male consumers. Cinthol faces competition from other personal care brands that have larger market shares. While Cinthol was once very popular, its market share has declined over time. Godrej needs to better position Cinthol and understand customer needs to increase its market share in the growing FMCG sector.
The document discusses the development of a new app called "L'Oréal for You" aimed at attracting, engaging, and educating health conscious consumers. The app would collect lifestyle information from users via a questionnaire and provide a skin health score. It would then recommend personalized skincare products and connect to other health apps and devices. The app would also function as a loyalty program, continue updating the user's score over time, allow participation in events, product reviews, health articles, augmented reality try-ons, and reward badges for accomplishments. The overall goal is to holistically improve user skin health and drive awareness of L'Oréal products.
this presentation gives us the insights of how Dove developed as a brand and what were the strategies adopted by it to succeed in the highly competitive market
Coca-Cola was invented in 1886 by Dr. John Pemberton and first sold in Atlanta. It grew rapidly under Asa Candler's ownership and marketing expertise from the late 1880s. By the 1920s, Coca-Cola had become a global brand through franchising to independent bottlers. The company diversified in later decades but refocused on its core beverage business in the 1980s. Coca-Cola continues to expand globally through marketing, product innovation, and acquisitions.
This document provides a brand strategy for Guinness. It analyzes Guinness' customer-based brand equity in terms of salience, imagery, judgments, and feelings. It identifies strengths such as a distinctive brand heritage but also weaknesses like an older customer base. The plan aims to redefine Guinness' identity beyond Irish provenance and recruit younger drinkers. Key strategies include establishing a "Made of More" identity celebrating boldness, expanding usage occasions through innovations, and seeding messages through influencers and media. The plan forecasts 8.1% growth versus the industry projection of 3.1%.
The carbonated soft drink (CSD's) industry was dominated by Coca Cola and Pepsi vying for market share. The CSD organizations gained market share in the U.S. and in global markets extending their brands’ recognition and capturing sales from new markets. The shift in consumer beverage preference and the expansion into global markets proved to uncover new opportunities for growth and profitability. In addition the changes in the organizational structure of business for these companies have allowed them to sustain growth beyond CSD’s.
Nivea is a German skincare brand owned by Beiersdorf that has expanded globally. To maintain growth while preserving its brand equity, Nivea introduced sub-brands in the 1990s to cater to specific market segments. This complicated Nivea's messaging until it established a unique identity as a caretaker of skin through simple advertising. Nivea then used non-traditional marketing like beach balls and buses to strengthen its brand recognition worldwide. While sub-brands allowed for continuity and innovation, it also weakened the core Nivea brand. Nivea strived to balance its sub-brand strategy with maintaining the original Nivea image.
Asian Paints is India's largest paint manufacturer that uses a distribution channel of over 35,000 dealers to sell its products. It faces challenges in managing seasonal demand fluctuations and servicing dealers from over 100 warehouses storing 3000 SKUs. The presentation discusses Asian Paints' distribution channel which involves moving products from manufacturers to wholesalers to retailers and finally consumers, and the types of intermediaries used in its selective distribution approach.
The document summarizes the attractiveness of the US wine industry in 2001. It analyzes the industry using Porter's Five Forces model, examining the barriers to entry, bargaining power of buyers and suppliers, threat of substitutes, and competitive rivalry. It finds the barriers to entry are high for budget wines but low for premium wines. Buyer power and threat of substitutes are both high. Competitive rivalry is also high within the budget segment. The document recommends a differentiation strategy for new entrants in the premium segment, and avoidance of the budget segment which has high barriers. It suggests established players in premium wines focus on niche products and customer retention, while those in budget wines focus on cost leadership and distribution.
L'Oreal Brandstorm 2020 quest was to build "Build a plastic-less future in the beauty industry"
This project allowed our team to achieve the Politecnico di Milano final round.
Procter & Gamble (P&G) is an American multinational consumer goods company founded in 1837. It employs over 121,000 people globally and 15,000 in India. P&G operates in India through subsidiaries and has a direct reach of 1.3 million outlets. It uses brand activation strategies like Sangeeta Bhabhi in rural India to promote products like Tide and Head & Shoulders. P&G's rural sales of products like Pampers and Whisper have grown significantly due to innovative pricing. The company also undertakes corporate social responsibility initiatives in rural India focused on education and menstrual hygiene awareness.
Marketing Strategy Analysis - Chateau Margaux vinery.
This Analysis introduces a new value proposition for the French Vinery firm. Suggesting some concrete actions that the company could take in order to expand its business without losing its core values.
This document outlines Saffola's journey from a brand focused on heart patients to one for all consumers. Originally, Saffola targeted urban dwellers over 45 through ads emphasizing heart health. However, this limited the brand's market. To expand, Saffola aimed to be seen as a healthy, tasty oil for families. It tested various ad campaigns between 1992-2004, sometimes emphasizing health and other times taste, but had mixed results. To transition successfully, Saffola launched its "Aaj se" campaign in 2004. This softened the tone and targeted younger consumers by reiterating heart risks for Indian men while reducing the fear factor. Suggestions were also made to highlight safflower oil's qualities,
The document discusses the situation facing Chateau de Vallois, a famous wine estate in Bordeaux, France. Claire de Val Hubert proposes introducing a lower-priced branded wine targeted at younger customers, in order to capture the next generation of wine drinkers. However, this could dilute the brand equity of the estate's prestigious GrandVin wines. It is debated whether the estate should preserve its luxury status or extend its brand through the new product line.
This document discusses the UK shower market and Aqualisa's Quartz shower. It notes that existing shower options had issues like inconsistent water temperature, unattractive designs, and difficult installation. The document then analyzes Aqualisa's competitors and notes its small market share of 7%. It outlines the value propositions of the Quartz for plumbers and consumers, including its easy installation, reliable temperature control, and premium design. Key issues, target customer segments, and a premium positioning are proposed to increase adoption of the new Quartz shower.
The soft drink industry has been highly profitable since 1970 due to steady consumption growth and intense competition between Coke and Pepsi that reinforced brand recognition without diminishing profits. The industry faces high barriers to entry including recipe development, manufacturing plants, and distribution networks. While the North American market is mature, growth opportunities exist in developing markets like China and India to sustain profits and historical growth rates over the next decade.
Preserve the luxury or extend the Brand Sameer Mathur
HLL faced a dilemma about whether to extend its popular brands into new categories to drive growth. On one hand, brand extensions could increase profits by leveraging existing brand equity. However, extensions also carried risks like confusing consumers or damaging the core brand if not done properly. HLL's chairman believed extensions should strengthen, not change, the core brand. While some extensions like Clinic All Clear shampoo were successful, others like Ponds toothpaste failed. Facing intensifying competition, HLL decided to strengthen its presence in the talcum powder category by extending several brands into it in 2003.
P&G owns several shampoo brands that each target different market segments and have their own unique promises. Brand extensions allow companies to leverage existing brand equity to enter new categories more economically than developing new brands. However, extensions risk failing if they do not fit well with the core brand or add new value. When considering extensions, companies must evaluate fit with the brand, ability to add value, and potential to enhance brand equity through new associations.
Brand equity of parent brand helps new product within the same umbrellaSiddhant Jain
The document discusses umbrella branding and brand extensions. It provides examples of companies that have successfully used umbrella branding strategies, such as Nivea and Nirma. The key factors for successful umbrella branding and brand extensions are:
1) Leveraging strong brand equity and positive associations with the parent brand.
2) Ensuring brand extensions are closely related to the core brand attributes and don't dilute or contradict the parent brand's positioning.
3) Developing extensions that maintain a clear link to the original brand essence or benefits.
However, umbrella branding can fail if the extensions are not seen as adding value by consumers or if the link between the parent brand and extensions is unclear
Brands can fall from prominence but some manage successful turnarounds. Revitalizing brands requires recapturing lost brand equity or developing new equity. Brands with clear values left dormant are most likely to benefit. Strategies include increasing usage, finding new uses, entering new markets, repositioning, augmenting products, obsoleting existing products, and extending the brand. If revitalization is not possible, brands may be milked for remaining value or divested.
Walton’s strategic is to become a global leader in Electrical and Electronic appliances. Walton
always try to make the best possible products. Moreover, it does not promise any specific quality
standards in service. Walton now try to give service all side in our country. Walton tries hard to
offer the best service quality, though, the quality, consistency and accessibility of service is not
guaranteed as the same are dependent on various technical, physical, topographical, distinctive,
environment, regulatory, legal, and such other factors. Walton has the right to change, vary or
reduce the extra charges, prices, validity period, product/service feature and any other offers
etc. at any time in its sole carefulness for any reason subject to official notification of such offers
prior to giving effect to such changes.
This document discusses key issues related to brand extensions of Horlicks, a flagship product of GSK Consumer Healthcare. It outlines how Horlicks has introduced several line extensions like Horlicks Lite and brand extensions into new categories like biscuits and oats. While line extensions into similar categories can leverage existing brand equity, brand extensions into unrelated categories are more difficult due to weaker brand associations. The document also discusses factors that customers consider when evaluating brand extensions and both advantages and disadvantages of brand extensions for companies. It concludes by providing suggestions to improve Horlicks' brand awareness and sales in different categories.
This document discusses strategies for brand revitalization. It was presented by several students to their professor. The document defines brand revitalization as a strategy to recapture lost sources of brand equity and establish new sources. It then analyzes several causes of brand decline such as managerial actions, environmental factors, and competitive actions. The document also discusses whether a brand is worth reviving based on its residual brand equity. Finally, it outlines seven avenues for brand revitalization, including increasing usage, finding new uses, entering new markets, repositioning, augmenting products, obsoleting existing products, and extending the brand. Examples are provided for each strategy.
Unilever's Pond's toothpaste failed in the Indian market due to brand perception issues. As a skin cream and soap brand, Pond's was associated with smell and topical use, whereas toothpaste is associated with taste and internal mouth use. Customers did not find the brand attributes of Pond's suitable for toothpaste. Similarly, Tata Nano failed due to incorrect positioning as a budget upgrade from two-wheelers, when customers instead aspired to own a regular car. Kellogg's cereal also failed in India by not recognizing that Indians prefer a filling breakfast like chapatis over corn flakes, and by not adapting products to local tastes.
Brand Management 260
Chapter 13
MANAGING BRANDS OVER TIME
“Products have limited life cycles, but brands -- if managed well -- last forever.”
Jean-Marie Dru, Author of “Disruption”
Managing Brands Over Time
Effective brand management requires taking a long-term view of marketing decisions.
Any action that a firm takes as part of its marketing program has the potential to change consumer knowledge about a brand.
These changes in consumer brand knowledge from current marketing activity also will have an indirect effect on the success of future marketing activities.
Today’s Agenda
Reinforcing Brands
Revitalizing Brands
Reinforcing Brands
Reinforcing Brands
Generally, we reinforce brand equity by marketing actions that consistently convey the meaning of the brand to consumers in terms of Brand Awareness and Brand Image.
Consumer response to past marketing activity
Consumer response to future marketing activity
Consumer response to current marketing activity
Brand awareness and brand image
Changed brand awareness and brand image
Questions to the Marketers
The Brand Meaning
Brand Awareness
What products does the brand represent?
What benefits does it supply?
What needs does it satisfy?
Brand Image
How does the brand make products superior?
What strong, favorable & unique brand associations exist in the customers’ minds?
1. Brand Awareness
What products does the brand represent, what benefit does it supply, and what needs does it satisfy?
Kellogg’s Nutri-Grain has expanded from cereals into granola bars and other products, cementing its reputation as “makers of healthy breakfast and snack foods.”
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2. Brand Image
How does the brand make those products superior?
What strong, favorable, and unique brand associations exist in the minds of consumers?
Through product development, Apple Computer (now Apple Inc.) has transformed from a computers manufacturer to a stylish consumer electronics brand, reinforcing its brand association as “Tools for creative minds”
Market Leaders & Failures
From the perspective of maintaining consumer loyalty, inadequate marketing support is a dangerous strategy when combined with price increases.
Brands such as Budweiser, Coca-Cola, Hershey, and Marlboro have been remarkably consistent in their strategies once they achieved a preeminent market leadership position.
Consistency & Change
Consistent marketing support in amount and nature.
Tactical shifts and changes to maintain the strategic thrust and direction of the brand.
Despite tactical changes, certain key elements of the marketing program are always retained..
Keep certain key creative elements in marketing communication to create Advertising Equity
Retro-branding or retro-advertising have enduring ...
This document discusses factors that contribute to product success and failure. It provides examples of successful products like Maruti Swift, Parx clothing brand, Nokia N-series phones, Tata Docomo, Surf Excel detergent, Parachute coconut oil, Gillette razors, Bata shoes, and Coca-Cola. Examples of failed products discussed include New Coke, Microsoft TV, Colgate kitchen entrees, and Harley Davidson perfume. The document emphasizes the importance of understanding customer needs, benefits, positioning, competitive advantages, and other marketing mix elements in ensuring product success.
This document discusses factors that contribute to product success and failure. It provides examples of successful products like Maruti Swift, Parx clothing brand, Nokia N-series phones, Tata Docomo, Surf Excel detergent, Parachute coconut oil, Gillette razors, Bata shoes, and Coca-Cola. Examples of failed products discussed include New Coke, Microsoft TV, Colgate kitchen entrees, and Harley Davidson perfume. The document emphasizes the importance of understanding customer needs, benefits, positioning, competitive advantages, and other marketing mix elements in ensuring product success.
The document discusses brand extensions and line extensions. It defines brand extensions as applying a popular brand name to a new, unrelated product category, while line extensions refer to new sizes, styles or related products within the same category. The document then provides reasons for brand extensions, such as helping cut costs and rejuvenating the parent brand. It also discusses risks of extensions like dilution of the parent brand equity or cannibalization of the parent product. Lastly, it emphasizes that extensions require understanding consumer perceptions of the parent brand.
The document discusses brand extensions and strategies for successful brand extensions. It provides examples of successful and unsuccessful brand extensions, such as Kingfisher beer/airlines as successful and Cadbury chocolate/Cadbury Schweppes as unsuccessful. It outlines the benefits and risks of brand extensions, including increasing revenue but potential for brand dilution. It also discusses different types of brand extensions and strategies companies use for extensions, like line, umbrella and dual branding. Finally, it provides a checklist for companies to consider when planning brand extensions.
Pepsi has progressed through five stages of its product life cycle:
1) Pre-launch stage in the 1890s when it was developed as a medicinal drink.
2) Introduction stage in 1902 when initial sales were made through soda fountains.
3) Growth stage from the 1930s-1970s when aggressive marketing helped it gain market share from Coca-Cola.
4) Maturity stage from the 1980s to present day where it generates billions in annual revenue as a cash cow product.
5) Future decline stage when strategies like cost reduction will need to be implemented.
Here are five brands from different categories and potential extension opportunities for each:
1. Nike - Beyond athletic shoes and apparel, Nike could extend into sports equipment, accessories, nutrition/supplements, activewear for other activities like yoga/running.
2. Samsung - In addition to consumer electronics, Samsung could leverage its brand into appliances, home automation, security systems, smartphones/accessories, computers/tablets.
3. Coca-Cola - While known for beverages, Coca-Cola's brand could translate to foods/snacks, bottled water, coffee/tea, juice concentrates, flavorings.
4. Amazon - Amazon is already extending beyond e-commerce into content
Sales and distribution presentation on procter n gamble(P&G)prantraj
This document provides an overview of P&G's sales and distribution system and a case study on Cool Heads, a pharmaceutical company. It discusses P&G's old distribution network, issues they faced, and their Project Golden Eye initiative to improve efficiency. It also compares FMCG and industrial sales/distribution models. For Cool Heads, it outlines their new chocolate coffee drink launch, reasons for failing to meet sales targets, and recommends prize schemes, trade shows, and sales contests to improve performance. Changing the distribution channel could help increase a company's sales.
case study on product life cycle of pepsianishaa95
Pepsi has progressed through five stages of its product life cycle: 1) Pre-launch when it was developed in the 1890s, 2) Introduction in 1902 when initial sales were made, 3) Growth from the 1930s-1970s when sales skyrocketed, 4) Maturity since the 1980s as it became a cash cow brand, and 5) Future Decline when sales are projected to fall. At each stage, Pepsi adapted its marketing strategies regarding product, price, place, promotion, and objectives. This case study demonstrates how anticipating industry changes and having strategies for each life cycle phase promotes proactive planning.
Colgate Palmolive is a global FMCG company founded in 1806 with a revenue of $1.5 billion in 2005. It has a wide distribution network in India reaching over 5 million retail outlets. Colgate leads the Indian toothpaste market with a 54.7% value market share. It faces competition from companies like P&G and Unilever. While Colgate remains the market leader in oral care, competitors like Close-Up and Pepsodent have gained market share at times by introducing new products and targeting Colgate in advertisements. Colgate aims to strengthen its leadership position through innovation, efficiency, and understanding consumer behavior globally.
Similar to Preserve the luxury or extend the Brand (20)
Marketing Internship under Prof. Sameer MathurSameer Mathur
This document contains summaries of marketing management lessons and case studies from an internship. It includes:
1) Lessons on storytelling, using cornerstones, and developing wants rather than needs in customers.
2) Summaries of textbook chapters on marketing planning, analyzing markets and competition, positioning, and communications.
3) A marketing plan for a minor league baseball team targeting families with $6 tickets and community events.
4) A case study on a brewing company exploring expanding its legacy brand to the light beer market.
5) A case on the purchase of legendary piano maker Steinway & Sons and challenges maintaining its brand reputation.
The document discusses creativity in advertising and when it is most effective. It defines creativity as the ability to find unusual and nonobvious solutions to a problem. The use of creativity differs by product category, with more functional products preferring less creative approaches. Simply making ads more creative does not always lead to more sales. The best models for determining ad effectiveness account for interdependencies between variables rather than assuming independence. The case method is also discussed as an alternative to lectures for teaching that requires students to actively engage with materials.
Slides on making the most of a polarizing brand, based on a Harvard Business Review Article By Xueming Luo, Michael Wiles, and Sascha Raithel, by Dhananjay Goel.
1) The document discusses various creative advertising techniques like using memes, interactive games, collaborating with customers, and injecting humor.
2) It provides examples of successful ad campaigns that utilized these techniques, such as an Oreo campaign that engaged customers in designing cookies and a Kia Motors ad showing hamsters chilling in a car.
3) The document advocates for using native advertising by embedding products in movies, TV shows, and games to gain greater attention from consumers.
Hbr article - creative that cracks codeSameer Mathur
These are based upon an HBR Article: creative that cracks code
made by Nandini Gupta as a marketing internship done under the guidance of Prof. Sameer Mathur
These slides were created by Maulshri Pathak from UIT RGPV as part of an internship done under the guidance of Prof. Sameer Mathur (www.IIMInternship.com
Mednet.com faces declining traffic and revenue as competitors provide similar health information. One major competitor, Cholesterol.com, focuses on specific conditions and gathers personal user data, attracting major advertisers. Mednet considers adapting this model but surveys find users opposed to providing personal data. Instead, Mednet decides to gradually expand into alternative medicine content, starting cautiously, to grow its audience and advertising revenue without compromising its scientific standards or legal compliance. This solution balances increasing traffic and sales with maintaining user trust.
The document discusses the history and business of The Goodyear Tire & Rubber Company, a global tire manufacturer founded in 1898 in Akron, Ohio. It details Goodyear's dominance in the early tire industry and describes its product portfolio including tires for cars, trucks, aircraft and heavy machinery. The text also examines Goodyear's Aquatred tire development in the 1990s, consumer brand preferences between Goodyear and Michelin at that time, and managers' concerns around launching the new Aquatred product.
A brand is forever ! A framework for revitalizing declining and dead brands.Sameer Mathur
This presentation is based on the case study of harvard business review on the case "A brand is forever ! A framework for revitalizing declining and dead brands."
A brand is forever- Havard Business CaseSameer Mathur
The prsentation is based on Havard Business Case " A brand is forever" which highlights examples of brand decline, investigates leading causes of brand decline, identify signs that are precursors to impending decline, suggests guidelines to revitalize dead or declining brands.
Unilever launched its "Path to Growth" initiative in 2000 to decentralize its 1,600 brands into 400 global masterbrands. Dove was selected as a masterbrand. It had previously relied on claims of functional superiority but could no longer do so across categories. Its new role was to provide a point of view. Research found that advertising portrayed unattainable standards of beauty. Dove launched its "Campaign for Real Beauty" in 2004 featuring everyday women to promote a broader definition of beauty. It risked criticism but generated significant awareness and debate, establishing an emotional connection with women. The campaign was hugely successful and helped Dove become the number one cleansing brand, with the fund also raising self-esteem of girls
Brand managers are facing challenges in the new era of consumer disaggregation. Retailers are gaining more power through their consumer data collected from loyalty programs. Kraft Foods launched a personalized magazine called "Food & Family" to build direct relationships with consumers. However, brand management systems are still focused on brands rather than consumers. The case discusses that brands can still be valuable by developing differentiated value propositions under umbrella branding and combining with targeted consumer communication through disaggregation. Brand managers need to shift their focus from brands to developing relationships directly with profitable consumer segments.
Gino sa distribution channel managementSameer Mathur
The document discusses a case study involving Gino SA, a burner manufacturer, and its distributor Jinghua and potential OEM customer Feima. Gino's China marketing manager Zhou must decide whether to develop Feima as an OEM customer directly or continue selling through Jinghua, risking losing Feima's business. While gaining Feima as an OEM would increase sales, it could damage Gino's relationship with Jinghua, its largest distributor accounting for 40% of revenue. The recommendation is for Gino to accept Feima as a customer through Jinghua to strengthen bonds with distributors while keeping Feima's business through discounts.
How do institutional buyers and government agencies do their buyingSameer Mathur
Institutional buyers and government agencies form decision-making units or committees to identify needs and wants. They then ask suppliers to submit bids for contracts and often award the contract to the lowest bidder. Large government projects may also float global tenders to receive bids from international suppliers.
How do business buyers make their decisionSameer Mathur
The buying process begins with a company recognizing a need that can be met through acquiring a good or service. The buyer then determines general characteristics and requirements and solicits proposals from suppliers. The buying center specifies desired supplier attributes, selects the best supplier, and negotiates the final order details. The buyer periodically reviews supplier performance and may continue, modify, or end the relationship based on reviews.
How can companies build strong relationships with business customerSameer Mathur
The document discusses how companies can build strong relationships with business customers. It identifies four forces that influence relationships between business partners: availability of alternatives, importance of supply, complexity of supply, and supply market dynamism. It also categorizes buyer-supplier relationships into eight categories ranging from basic buying and selling to mutually adaptive relationships, with higher levels of cooperation, trust, and adaptation indicating stronger relationships.
The Forgotten Secret Weapon of Digital Marketing: Email
Digital marketing is a rapidly changing, ever evolving industry--Influencers, Threads, X, AI, etc. But one of the most effective digital marketing tools is also one of the oldest: Email. Find out from two Houston-based digital experts how to maximize your results from email.
Key Takeaways:
Email has the best ROI of any digital tactic
It can be used at any stage of the customer journey
It is increasingly important as the cookie-less future gets closer and closer
Build marketing products across the customer journey to grow your business and build a relationship with your customer. For example you can build graders, calculators, quizzes, recommendations, chatbots or AR apps. Things like Hubspot's free marketing grader, Moz's site analyzer, VenturePact's mobile app cost calculator, new york times's dialect quiz, Ikea's AR app, L'Oreal's AR app and Nike's fitness apps. All of these examples are free tools that help drive engagement with your brand, build an audience and generate leads for your core business by adding value to a customer during a micro-moment.
Key Takeaways:
Learn how to use specific GPTs to help you Learn how to build your own marketing tools
Generate marketing ideas for your business How to think through and use AI in marketing
How AI changes the marketing game
The advent of AI offers marketers unprecedented opportunities to craft personalized and engaging customer experiences, evolving customer engagements from one-sided conversations to interactive dialogues. By leveraging AI, companies can now engage in meaningful dialogues with customers, gaining deep insights into their preferences and delivering customized solutions.
Susan will present case studies illustrating AI's application in enhancing customer interactions across diverse sectors. She'll cover a range of AI tools, including chatbots, voice assistants, predictive analytics, and conversational marketing, demonstrating how these technologies can be woven into marketing strategies to foster personalized customer connections.
Participants will learn about the advantages and hurdles of integrating AI in marketing initiatives, along with actionable advice on starting this transformation. They will understand how AI can automate mundane tasks, refine customer data analysis, and offer personalized experiences on a large scale.
Attendees will come away with an understanding of AI's potential to redefine marketing, equipped with the knowledge and tactics to leverage AI in staying competitive. The talk aims to motivate professionals to adopt AI in enhancing their CX, driving greater customer engagement, loyalty, and business success.
We’ve entered a new era in digital. Search and AI are colliding, in more ways than one. And they all have major implications for marketers.
• SEOs now use AI to optimize content.
• Google now uses AI to generate answers.
• Users are skipping search completely. They can now use AI to get answers. So AI has changed everything …or maybe not. Our audience hasn’t changed. Their information needs haven’t changed. Their perception of quality hasn’t changed. In reality, the most important things haven’t changed at all. In this session, you’ll learn the impact of AI. And you’ll learn ways that AI can make us better at the classic challenges: getting discovered, connecting through content and staying top of mind with the people who matter most. We’ll use timely tools to rebuild timeless foundations. We’ll do better basics, but with the most advanced techniques. Andy will share a set of frameworks, prompts and techniques for better digital basics, using the latest tools of today. And in the end, Andy will consider - in a brief glimpse - what might be the biggest change of all, and how to expand your footprint in the new digital landscape.
Key Takeaways:
How to use AI to optimize your content
How to find topics that algorithms love
How to get AI to mention your content and your brand
Everyone knows the power of stories, but when asked to come up with them, we struggle. Either we second guess ourselves as to the story's relevance, or we just come up blank and can't think of any. Unlocking Everyday Narratives: The Power of Storytelling in Marketing will teach you how to recognize stories in the moment and to recall forgotten moments that your audience needs to hear.
Key Takeaways:
Understand Why Personal Stories Connect Better
How To Remember Forgotten Stories
How To Use Customer Experiences As Stories For Your Brand
Conferences like DigiMarCon provide ample opportunities to improve our own marketing programs by learning from others. But just because everyone is jumping on board with the latest idea/tool/metric doesn’t mean it works – or does it? This session will examine the value of today’s hottest digital marketing topics – including AI, paid ads, and social metrics – and the truth about what these shiny objects might be distracting you from.
Key Takeaways:
- How NOT to shoot your digital program in the foot by using flashy but ineffective resources
- The best ways to think about AI in connection with digital marketing
- How to cut through self-serving marketing advice and engage in channels that truly grow your business
In this humorous and data-heavy Master Class, join us in a joyous celebration of life honoring the long list of SEO tactics and concepts we lost this year. Remember fondly the beautiful time you shared with defunct ideas like link building, keyword cannibalization, search volume as a value indicator, and even our most cherished of friends: the funnel. Make peace with their loss as you embrace a new paradigm for organic content: Pillar-Based Marketing. Along the way, discover that the results that old SEO and all its trappings brought you weren’t really very good at all, actually.
In this respectful and life-affirming service—erm, session—join Ryan Brock (Chief Solution Officer at DemandJump and author of Pillar-Based Marketing: A Data-Driven Methodology for SEO and Content that Actually Works) and leave with:
• Clear and compelling evidence that most legacy SEO metrics and tactics have slim to no impact on SEO outcomes
• A major mindset shift that eliminates most of the metrics and tactics associated with SEO in favor of a single metric that defines and drives organic ranking success
• Practical, step-by-step methodology for choosing SEO pillar topics and publishing content quickly that ranks fast
The Strategic Impact of Storytelling in the Age of AI
In the grand tapestry of marketing, where algorithms analyze data and artificial intelligence predicts trends, one essential thread remains constant — the timeless art of storytelling. As we stand on the precipice of a new era driven by AI, join me in unraveling the narrative alchemy that transforms brands from mere entities into captivating tales that resonate across the digital landscape. In this exploration, we will discover how, in the face of advancing technology, the human touch of a well-crafted story becomes not just a marketing tool but the very essence that breathes life into brands and forges lasting connections with our audience.
Lily Ray - Optimize the Forest, Not the Trees: Move Beyond SEO Checklist - Mo...Amsive
Lily Ray, Vice President of SEO Strategy & Research at Amsive, explores optimizing strategies for sustainable growth and explores the impact of AI on the SEO landscape.
How to Use AI to Write a High-Quality Article that Ranksminatamang0021
In the world of content creation, many AI bloggers have drifted away from their original vision, resulting in low-quality articles that search engines overlook. Don't let that happen to you! Join us to discover how to leverage AI tools effectively to craft high-quality content that not only captures your audience's attention but also ranks well on search engines.
Disclaimer: Some of the prompts mentioned here are the examples of Matt Diggity. Please use it as reference and make your own custom prompts.
In today's digital world, customers are just a click away. "Grow Your Business Online: Introduction to Digital Marketing" dives into the exciting world of digital marketing, equipping you with the tools and strategies to reach new audiences, expand your reach, and ultimately grow your business.
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Unlock the secrets to enhancing your digital presence with our masterclass on mastering online visibility. Learn actionable strategies to boost your brand, optimize your social media, and leverage SEO. Transform your online footprint into a powerful tool for growth and engagement.
Key Takeaways:
1. Effective techniques to increase your brand's visibility across various online platforms.
2. Strategies for optimizing social media profiles and content to maximize reach and engagement.
3. Insights into leveraging SEO best practices to improve search engine rankings and drive organic traffic.
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Digital Marketing is a latest method of Marketing techniques widely used across the Globe. Digital Marketing is an online marketing technique and methods used for all products and services through Search Engine and Social media advertisements. Previously the marketing techniques were used without using the internet via direct and indirect marketing strategies such as advertising through Telemarketing,Newspapers,Televisions,Posters etc.
List of Services offered in Digital Marketing |Techvolt Software :
Techvolt Software offers best Digital Marketing services for promoting your products and services through online platform on the below methods of Digital marketing
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5. Campaigns
Importance | Need of Digital Marketing (Online Promotions) :
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Are you struggling to differentiate yourself in a saturated market? Do you find it challenging to attract and retain buyers? Learn how to effectively communicate your expertise using a Free Book Funnel designed to address these challenges and attract premium clients. This session will explore how a well-crafted book can be your most effective marketing tool, enhancing your credibility while significantly increasing your leads and sales while decreasing overall lead cost. Unpacking practical steps to create a magnetic book funnel that not only draws in your ideal customers, but also keeps them engaged. Break through the noise in the marketing world and leave with a blueprint that will transform your sales strategy.
What’s “In” and “Out” for ABM in 2024: Plays That Help You Grow and Ones to L...Demandbase
Delve into essential ABM ‘plays' that propel success while identifying and leaving behind tactics that no longer yield results. Led by ABM Experts, Jon Barcellos, Head of Solutions at Postal and Tom Keefe, Principal GTM Expert at Demandbase.
In the digital age, businesses are inundated with tools promising to streamline operations, enhance creativity, and boost productivity. Yet, the true key to digital transformation lies not in the accumulation of tools but in strategically integrating the right AI solutions to revolutionize workflows. Join Jordache, an experienced entrepreneur, tech strategist and AI consultant, as he explores essential AI tools across three critical categories—Ideation, Creation, and Operations—that can reshape the way your business creates, operates, and scales.This talk will guide you through the practicalities of selecting and effectively using AI tools that go beyond the basics of today’s popular tools like ChatGPT, Claude, Gemini, Midjourney, or Dall-E. For each category of tools, Jordache will address three crucial questions: What is each tool? Why is each one valuable to you as a business leader? How can you start using it in your workflow? This approach will not only clarify the role of these tools but also highlight their strategic value, making it perfect for business leaders ready to make informed decisions about integrating AI into their workflows.
Key Takeaways:
>> Strategic Selection and Integration: Understand how to select AI tools that align with your business goals and how to conceptually integrate them into your workflows to enhance efficiency and innovation.
>> Understanding AI Tool Categories: Gain a deeper understanding of how AI tools can be leveraged in the areas of ideation, creation, and operation—transforming each aspect of your business.
>> Practical Starting Points: Learn how you can start using these tools in your business with practical tips on initial steps and integration ideas.
>> Future-Proofing Your Business: Discover how staying informed about and utilizing the latest AI tools and strategies can keep your business competitive in a rapidly evolving digital landscape.
2. An Overview of the case
Chateau de vallois , is a family owned wine producing estate in the Bordeaux region
of france . It has a long term track record in quality and reputation . Gaspard de
Sauveterre , owner of the company , comes in dilemma by the proposal of her grand
daughter ,Clare de Valhubert. She wanted the company to enter the “ affordable
luxury “ market by producing a new wine which could be sold directly to the
consumers .The CEO & the Estate Manager of the company were traditionalists by
thoughts and thus didn’t support her idea because they feared about :
• Loss of Brand reputation and degradation of Brand equity by bringing out another
wine .
•Production of the new wine would cost them much operating expenses .
•Loss of contracts/relationships with the distributors .
Moreover they did not have more grapes to produce a third wine , so they would need
to grow them some where else or buy them . But Clare was all looking at the positive
side and believed that with this wine they could attract the Younger people to drink
their wine and thus expand the brand reach .
These conflicting thoughts puts the owner Gaspard in dilemma .
3. Thus the case represents two sides of
Brand Extension
4. POSITIVE SIDE OF BRAND EXTENSIONS
1) Leveraging Brand Equity /Value by introducing
logical & complimentary new product categories
2) Product innovation to surpass Consumer
expectations
3)Increases awareness of the Brand name .
4)Increases profitability from offerings in more than
one product category
5)A great way to create a BUZZ among people
5. NEGATIVE SIDE OF BRAND EXTENSIONS
1) Can Confuse or frustrate consumers
2) Can encounter resistance from retailers .
3) Can increase too much operational expenses .
4)Can succeed but cannibalize sales of parent brand
or as mentioned in the case ‘eat up’ the parent
brand .
6. Some examples of Brand Extensions
from Indian origin
Here we will present small case studies on the following
Indian companies & their brands :
NESTLE MAGGI
BPCL SPEED
HLL
RECKITT BENCKISER DETTOL
COCA COLA COCA-COLA
7. 1
Maggi is an over 100 years old Nestle brand of instant soups ,
stocks , bouillons , ketchups , sauces, seasonings and instant
noodles .
Maggi comes to India : Maggi noodles was launched in
early 1980s.At that time there was no competition to the
brand . But , Maggi had to fight hard to be accepted by Indian
consumers with their hard-to-change eating habits .Thus , in
initial years , Nestle promotional activities for Maggi included
schemes offerings gifts in return for empty noodles pack
.Gradually sales promotions like these became a crutch for
Maggi noodles sales .Maggi associated itself with the
mainstream television program and advertised heavily on kids
programs and channels
MAGGI
8. MAGGI ‘s Brand
ExtensionIn order to stretch Maggi’s Brand to include Indian Ethnic foods , the company tied
up with a pune based “ chordia foods “ to launch pickels under the year 1995.The
company saw a lot of untapped potential in the market for ready to use south
Indian food .So the company tied up with a chennai based food company to
market popular south Indian food preparation .
In 1996, products from these two ventures received lukewarm response from the
market .Analysis showed that the reason for the failure was Nestle seemed to be
particularly bad at dealing with traditional product categories . Maggi noodled
performed badly in 1996 .Adding to the failures list was the failure of MAGGI
Tonight’s special , a range of cooking sauces aimed at providing ‘restaurant like
taste ‘ in the food cooked at home .
Maggi launched ‘ Maggi Macroni ‘ in July 1997 .According to the analysts, it was
launched partly to deal with the growing popularity of competing noodles brand
Top Ramen . The company expected to repeat the success of Maggi noodles &
Maggi Macaroni . Maggi Macaroni’s launch was baked by a multi-media
advertising campaign including radio, television, outdoors and print media with
the tagline ‘ Tum Roz Baby ‘. Due to failure , Nestle had to withdraw Maggi
Macaroni completely from the market .
9. MAGGI ‘s Brand
ExtensionNestle had not recovered completely from the Macaroni’s dismal performance
when it realized that Knorr had dethroned Maggi as a leader in the soup segment .
The only saving grace to Maggi were its ketchups and sauces which seemed as
‘rare successful extensions ‘ for Maggi . These products were supported by a
popular advertisement campaign for the Maggi hot & sweet sauce brand . The
humorous advertisements featuring actors Pankaj Kapoor & Javed Jafri used the
tagline ‘ Its different ‘. However during mid 1997 , HUL began advertising its Kissan
range of sauces exclusively . Nestle responded with a higher weight on advertising
and differential pricing . Maggi was able to hold on its own market share but the
operational expenses increased considerably .
10. Learning from Maggi’s case
1) Positive effect : Brand Extension has favored MAGGI to
move ahead of its competitors and increase its share in the
consumer market .
2) Positive effect : Brand Extension has favored MAGGI to
come up with more innovative solutions for its products and their
positioning .
3) Negative effect : Brand extension led to over-increased
operational expenses on the company and also affected the
relationship with the supply chain .
4) Negative effect : Due to excess focus on Brand extension, it
had to completely withdraw some of its products like Maggi
Macaroni from the market , due to the fear of Brand erosion due
to this failing category .
11. 2 SPEED
The launch of Speed-Bharat Petroleum Corporation Limited’s “ high-
performance petrol “ with multi functional additives that promised to improve
engine performance and fuel efficiency , and to reduce emission and
maintenance costs –in 2002 ushered in an era of value-added , branded fuels
in India .Prior to this , petrol was essentially a commodity product in India .
It was sold at a higher price than regular price . That it was sold through the
regular BPCL petrol pumps was heavily promoted during the launch phase .
The success of Speed prompted other public sector oil majors including the
Indian Oil Corporation & Hindustan Petroleum Corporation to launch their
own branded premium fuels . The demand for premium branded fuels has
been sustained by the growing population of modern cars . Although the
branded premium fuel segment has come of age in India , BPCL-the pioneer
in this segment –has maintained its brand reputation in this category .
12. Learning from Speed ’s case
•Its an example of Brand Extension by BPCL
•It was heavily promoted during the launch phase
which says that a successful Brand extension
requires heavy promotions to let the market
acknowledge the features/benefits of the product
.
• Success of a Brand extension induces
competition like the one induced by Speed
prompting other public sector oil majors .
13. 3
HINDUSTAN LEVER
LIMITED
In 2005, Hindustan Lever Limited (HLL), the Indian subsidiary of Unilever,
was the country's largest fast moving consumer goods (FMCG) company.
HLL's portfolio of brands included Lux, Lifebuoy, Liril, Surf, Ponds
Vaseline, Vim, Clinic All Clear and Axe. Most of these brands had been
market leaders for several years in their respective product categories. Over
the years, HLL had extended many of its popular brands with varying degree
of success. Some extensions like Clinic All Clear anti-dandruff shampoo to
hair oil category had been successful, while others like Ponds Toothpaste had
been a dismal failure. M S Banga , Chairman HLL explained: "I believe that
each extension must strengthen the core and the core must remain unchanged.
When the core of the equity is in one direction and the product extension is in
another and you graft the two, you are unlikely to succeed. The set of
peripheral or extended values can be changed over time.
14. In the early 2000s, as HLL struggled to generate growth, brand extension
became an important strategic option. HLL extended its popular brands into
the premium segment to increase its profits. By early 2003, HLL had
launched a number of brand extensions with varying degrees of success.
In 2003, in what seemed to be in response to intensifying competition in
several segments, HLL decided to strengthen its already overwhelming
presence in the talcum powder category where its brand, Ponds Dreamflower,
was already the market leader. HLL also extended Lifebuoy, Vaseline and
Fair& Lovely to Talc category.
15. Q1: Was HLL really able to
manage its Brand
extensions ?
Q2: What kind of view is
required to let the
company dare to extend
its lines despite the fear of
getting its core value
disrupted due to this ?
16. Answer to Q1 : Brand extension or brand stretching is
a marketing strategy in which a firm marketing a product
with a well-developed image uses the same brand name in a
different product category .
HLL believed in Brand extension in such a way that its core
value doesn’t get harmed and in fact, the extension should
strengthen the core .
Many of their product line and category extensions were
successful in the market ,earning advantage to the company’s
shares & position in the market .
While some other saw a dismal future like Ponds toothpaste
17. Answer to Q2 : There exists 2 kinds of views :
INNOVATIVE VIEW TRADITIONAL VIEW
#)Allowing the brand to extend its
line/categories by giving innovative
solutions and believing that it
would help the company to attain
greater market values .
#)Innovators are technology
enthusiasts ; they are venturesome
& enjoy tinkering with products &
mastering their intricacies. In return
for low prices, they are happy to
conduct alpha & beta testing and
report on early weaknesses.
#)Reluctant to take risks of
extending the brand due to fear of
damage of existing Brand equity .
#)Traditionalists are always
concerned about the increased
operational expenses , fear of
consumers’ aggression towards a
failed extension , extra load of
managing the supply chain and
other such problems which they
might face if they want to
successfully extend their brand .
18. CATEGORIZATION
THEORYLet me explain you
Researchers tend to use “categorization theory” as their fundamental
theory to explore the effects of brand extension. When consumers are
faced with thousands of products to choose amongst, they are not only
initially confused, but try to categorise by brand association or image given
their knowledge and previous experience. A consumer can judge or
evaluate the extension product with his or her category memory.
Consumers categorise new information into specific brand or product
class label and store it.This process is not only related to consumer’s
experience and knowledge, but also involvement and choice of brand.If
the brand association is highly related to extension, consumer can perceive
the fit among brand extension. Some studies suggest that consumer may
ignore or overcome the dissonance from extension i.e. perceived misfit
with parent brand is ignored, and does not cause dilution of parent's brand
equity
19. MANAGING BRAND
EXTENSIONS
Managing Brand Extension is all about
doing right moves at the right time . It
requires strategic & creative thinking of
the management team of the company .
It also requires the co-operation of the
distributors and retailers . And most
importantly , company needs to ensure
Consumer satisfaction .
20. DETTOL :MANAGING BRAND
EXTENSIONS
Dettol’s target market :
The target market for Dettol Soaps is all households
(primarily mothers) who can afford buying soap and
want to fulfill everyday need , that provides them and
their family 100% anti-bacterial solution –complete
protection from all germs/bacteria and cleanliness
from dirt/grim .
21. Why the Brand was not accepted
as strongly ?
Consumers are open to the idea of using Dettol soap
when they faced extreme dirt conditions . Hence, it
was felt that Dettol soap needs to be positioned for
occasions that are special , but not rare in everyday
life. These could be based on the exposure to dirt,
germs , pollution ,heat , sweat , etc .
22. FAILING BRAND EQUITY
If major product has certain core properties , then consumers
develop a certain expectation from its products as well.
Since consumers associate the brand Dettol so strongly with
its Antiseptic properties , its extension into the Skin care
segment has not been very well received .
Dettol Antiseptic liquid is also popular as a floor disinfectant
& for washing clothes, hence associating soap & body wash
with the same brand name discourages customers from using
these products .
23. DETTOL’S REPOSTIONING
“Dettol, a Power brand from the
portfolio of Reckitt Benckiser
has come up with new Dettol
Re-energize soap with the
freshness of orange and Dettol’s
trusted germ protection. The
unique formulation not only
protects you against germs but
also leaves you feeling healthy,
fresh and re-energized.”
24. Consumers are always looking for a unique aspect within their daily
regime, some special freshness that brings a special energy in
everyday life. Mr. Chander Mohan Sethi, Senior Vice
President– South East Asia, Reckitt Benckiser, adds “Innovation
is key at Reckitt Benckiser, and our aim is to provide the consumer
new formulations and new products every single time. Dettol Re-
energize is another offering from Dettol that I am confident would
not only provide the Dettol’s trusted protection from germs to its
users but also keep them refreshed and energized everyday.”
This change and such promises by the
Brand Managers helped Dettol put its
strong hold in Indian maket yet again.
26. CONCLUSIONS FROM DETTOL’S
CASE
1)To capitalize on Brand equity of Dettol , it should position
its Brand extensions well & manage them , also working on
time to time innovations .
2)Dettol’s benefits & features are very well received among
the customers , now it should move up towards the values &
emotions in the Brand value pyramid .
27. INNOVATION IMPERATIVE
A company who is motivated to create new
innovations time to time and is focused on
operational management simultaneously is said
to have Innovation Imperative .
28. A case on the Innovative Imperative : W.L.Gore
Best known for its GORE-TEX high-performance fabrics, W.L. Gore has
introduced breakthrough products as diverse as guitar strings , dental floss,
medical devices, & fuel cells. Several principles guide its new-product
development . First , it works with potential customers . Second , it lets
employees choose projects and appoints few product leaders and teams .Gore
likes to nurture ‘passionate champions ‘ who convince others a project is
worth time & commitment . The development of fuel cell rallied more than
100 of Gore’s 9,000 research associates . Third , Gore gives employees “
Dabble team “ . All research associates spend 10 percent of their work hours
developing their own ideas .Fourth , Gore knows when to let go , through
dead ends in one area can spark innovation in another : Elixir acoustic guitar
strings were the result of a failed venture into bike cables .Even successful
ventures may need to move on .
29. Basic understanding from this case :
1 A company should give more focus on internal
management and higher bench should make
their work transparent before the lower bench
33. Coca-Cola, one of the world's largest soft drink
manufacturers became famous for its flagship product
Coca-Cola. Coca-Cola adopted different marketing
strategies and built a strong brand among the consumers.
But the company was faced with stagnating sales in the
1980s due to shift in consumer preferences from
carbonated drinks to healthy drinks like juices and green
tea. With an aim to attract health conscious consumers
Coca-Cola introduced fortified carbonated drinks
terming them as 'sparking beverages'. To strengthen its
efforts to gain competitive advantage in this emerging
segment, Coca-Cola initiated a new marketing campaign
for its new product 'Coke Zero' and simultaneously
launched 'Diet Coke Plus'.
AN OVERVIEW
34. 1886
Coca-Cola got invented by Colonel John
Pemberton. Coca-Cola then became widely available,
sold as a medicine at soda fountains across the US,
with Pemberton claiming it could cure ailments including
impotence, headaches and dyspepsia.1982
Coca-Cola creates its first brand extension after nearly a
century of existence. Diet Coke is born - a sugar-free
version of its flagship product, launching in the US in
August, and created using sweeteners aspartame and
saccharin.
Diet Coke’s advertising uses slogans that include its
most famous, "Just for the taste of it!", with TV ads
featuring the "Diet Coke hunk".
After 1982, several Diet Coke variants are rolled out,
1983
Caffeine Free Coca-Cola launches, but only in the US.
35. 1985
Coke causes controversy in 1985 and beyond when it
changes the formula of its core Coca-Cola product and
rebadges it "New! Coke", referring to the product as the
"new taste of Coca-Cola". This remains in place until
1992, when it is renamed Coca Cola II.2001
Coca-Cola Lemon becomes available in various
markets, including the UK, until 2005.
2002
Coca-Cola Vanilla is launched in the US and UK, among
other markets, before being discontinued in 2005.
However, it is brought back by popular demand in 2007,
and renamed Vanilla Coke.
2005 Coke Zero - a no-calorie variation of Coca-
36. 2007
Diet Coke Plus is unleashed on the public - a Diet
Coke formulation laden with vitamins and minerals.
2013
Coca-Cola Life is launched in Chile and Argentina,
as a trial ahead of a wider global roll-out.
2014
38. RELATING TO THE CASE
Claire’s innovative proposals
Running advertisement campaigns and doing
marketing research , to adapt quickly to the
changing tastes by changing the flavors they
offer
1
39. 2 Setting up websites to allow consumers
to order directly
41. But what about the bad times ?When the
harvest is not good and the production
capacity can not meet the requirements
of a THIRD wine ………
But Claire had
the solutions
for that
42. 1. We would produce
atleast one million
bottles for which we’d
have to buy grapes .
2. Capitalizing on the
brand by buying land
overseas & making wine
for the younger people
somewhere else
3.Managing our
distribution channels
44. "These slides were created by Jalaj Garg(IIT-
Guwahati), as part of an internship done under the
guidance of Prof. Sameer Mathur
(www.IIMInternship.com)"