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Summer internship on marketing management
- 2. My internship consisted of four modules: Module 1 Module 2 Module 3 Module 4
- 3. Module 1 How to master in powerpoint presentation?
- 4. Guidelines for creating a good powerpoint presentation By- Jesse Desjardins
- 5. 1 Your slides must not contain too much information
- 6. Don’t use irrelevant visuals and bad fonts 2
- 7. Use a good colour scheme 3
- 9. Give enough time in preparing your presentation 5
- 10. Summarize your presentation in the end 6
- 11. Guidelines for creating a good powerpoint presentation By- Garr Reynolds
- 12. Know your audience as well as possible 1
- 13. Give solid content in your slides 2
- 15. Have a sound, clear structure 4
- 16. Follow the art of storytelling 5
- 17. Module 2 Marketing Management: A South Asian Perspective by Philip Kotler
- 18. Part 1 Understanding Marketing Management
- 19. Chapter 1 Defining Marketing for the 21st century
- 20. Chapter 2 Developing Marketing Strategies and Plans
- 21. Part 2 Assessing Market Opportunities and Customer Value
- 22. Chapter 3 Scanning the Marketing Environment, Forecasting Demand, and Conducting Market Research
- 23. Chapter 4 Creating Customer Value and Customer Relationships
- 27. Chapter 7 Identifying Market Segments and Targets
- 29. Chapter 9 Crafting the Brand Positioning
- 30. Chapter 10 Creating Brand Equity
- 32. Chapter 11 Setting Product Strategy
- 33. Chapter 12 Designing and Managing Services
- 34. Chapter 13 Developing Pricing Strategies and Programs
- 36. Chapter 14 Designing and Managing Integrated Marketing Management Services
- 37. Chapter 15 Managing Retailing, Wholesaling, and Logistics
- 39. Chapter 16 Designing and Managing Integrated Marketing Communications
- 42. Part 7 Sustaining Growth and Value
- 43. Chapter 19 Introducing New Market Offerings
- 44. Chapter 20 Tapping into Global Markets
- 45. Chapter 21 Managing a Holistic Marketing Organization for the Long Run
- 46. Module 3 Analysing HBR cases
- 47. We analysed following three Harvard Business cases: 1) The Springfield Nor'easters: Maximizing Revenues in the Minor Leagues 2) Mountain Man Brewing Co.: Bringing the Brand to Light 3) Gino SA: Distribution Channel Management
- 48. Gino Sa(Gino): Distribution Channel Management Harvard Case Study Analysis Let’s consider this case
- 49. Who are the characters? David Zhou China Marketing Manager of Gino SA Jean-Michel Pierre Asia Pacific Area Manager of Gino SA Henry Gong General Manager of Jinghua (a distributor of Gino SA)
- 50. Situation Analysis Feima, an OEM, is asking Gino directly supply boilers at 10% more discount than what is being provided by the distributor. Jinghua is warning Gino SA of directly engaging with Feima. Gino SA, a leading burner manufacturer and exporter in the world, is expanding its business in China.
- 51. Objectives of this case: Devise a strategy to do business with Feima. Solve the problems faced by Distributors. Evaluate a plan to expand Gino’s market in China.
- 52. Three issues. Arriving at one solution for doing business with Feima. Maintaining good relations with distributors. Considering the option of a warehouse.
- 53. Arriving at one solution for doing business with Feima.
- 54. Feima, a leading boiler factory in Northern China makes a proposal Feima’s boiler production in 1999(in number of sets) In 1999, Feima purchased 350 sets of domestic burners, 50 sets of commercial burner and 3 sets of industrial burner from Jinghua at 25 % discount.
- 55. Now it wants to directly purchase the products from Gino SA and asks for 35% discount. In return, it promised to purchase at least 50 % of its commercial and industrial burners and all of its domestic burners from Gino. Proposal
- 56. So whats the problem?
- 57. But the distributor Jinghua says that Gino should not develop its existing customers as OEM accounts.
- 58. Insights from the data available with David Zhou
- 59. Analysis of data when Jinghua was doing business with Feima
- 60. Analysis of data if Gino directly supplies products to Feima
- 61. So, with this deal Gino is going to get a lot: Company will reach towards its goal of developing two OEM accounts. Developing OEM business was one way to combat the increasing power of the distributors. It was a very good opportunity to break into Weishaupt’s customers.
- 62. Jinghua was not likely to increase its sales to Feima under the current status quo, but because of the deal company’s profit rose. Success with Feima would make it easier for Gino to develop OEM business in other distributors’ territories. So, with this deal Gino is going to get a lot:
- 63. Now, how to convince Jhingau? Show them the distribution contract where it is written that the principal can develop OEM business in distributors’ categories. Tell them the need to enter industrial burner market. It was not possible for Jinghua to increase sales with Feima on its own.
- 64. Hope that the distributor will be convinced… If not, then what?
- 65. Give them other lucrative offers to remain in association with Gino.
- 66. Maintaining good relations with distributors.
- 67. Evaluation of Distributors’ profits at current prices
- 68. Solution to the problem It is better to raise the profit margins of distributors before they lose confidence with Gino SA.
- 69. The contract price is increased by 5% to help the distributors in running service appointments and marketing
- 70. So now the distributors are getting more profits and will be satisfied. If Jinghua was not satisfied at company’s first step, now he’ll be satisfied.
- 71. Considering the option of a warehouse.
- 72. The company has following goals to meet in next three years: Achieve annual combined sales volume of 15000 units. Achieve annual sales of industrial burners of over 200 units. Improve service and spare supply.
- 73. Develop a minimum of two OEM accounts and two end user key accounts within two years. Maintain a supply of industrial burners as the distributors are finding it hard to keep their stocks. The company has following goals to meet in next three years:
- 74. Keeping all things in mind, it is essential for the company to open a warehouse.
- 75. Warehouse expenses Cost Setup cost $200,000 Operation $360,000 Capacity $5,000,000 Total Cost $5,560,000
- 76. With the establishment of warehouse, following problems will be solved: The company can now maintain a good stock of industrial boilers, so that the loss like 50 boiler deals would not happen in future. The company will move a step towards its annual goal.
- 77. Having all the issues solved, company can move towards a bright future.
- 78. Module 4 What Marketers Misunderstand About Online Reviews(HBR article)
- 79. Asustek, a contract manufacturing firm, decided to sell laptops under its own brand name Asus and in a few years, Asus became the world’s fifth best selling brand of PC.
- 80. This happened because of User generated reviews and people’s tendency to consult social media friends about purchases.
- 81. In this changing scenario, many companies need to dramatically shift their marketing strategies with the help of these two tools: the influence mix and the O continuum.
- 82. Influence Mix Customers are affected by a combination of three things: 1) Their prior preferences, beliefs and experiences(P), 2) Information from marketers(M), 3) Input from other people and information services(O)
- 83. O continuum It is a scale showing the dependency of purchase decisions on O(others’ opinions).
- 84. Once firms understand where a product falls on the O continuum, they can consider strategic implications in following four realms:
- 86. Communication
- 87. Market Research
- 89. No going back Some marketers believe that consumer reliance on O will decline as more shoppers become wary of deceptive reviews. But it is not going to happen. Consumers are developing a better sense of which sites they can trust and will never return to relying on traditional M.
- 90. Summary •Module 1 How to master in powerpoint presentation? •Module 2 Marketing Management: A South Asian Perspective by Philip Kotler •Module 3 Analysing HBR cases •Module 4 What Marketers Misunderstand About Online Reviews(HBR article)