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  • Porter’s Forces ----  five forces that determine the competitive intensity and therefore attractiveness of a market.
  • Market Orientation…… A company philosophy focused on discovering and meeting the needs and desires of its customers through its product mix.

    2. 2. And those who have heard of Karamchand Appliances Pvt Ltd, may say so!
    3. 3. Ek Macchar Insaan ko “kuch aur” hi bana deta hai…!!…..had not probably heard about ALL OUT!
    4. 4. Akhilesh MukteshCol Ajay K Raina, SM BabitaAnkit AnantRakshita Praful
    5. 5.  This case study is based on timeline of 1990s/ early 2000s and as such all figures and data of past decade or so, as given in the case, have been used for analysis. Case study, per se, is not being repeated.
    6. 6.  ALL OUT is a well established brand name in mosquito repellant (vapouriser) category. Even though the product is an outcome of a foreign concept, like another domestic brand, Nirma (Detergent segment), it has withstood the fierce competition from FMCG giants like HLL, Godrej, R&C and chemical biggies like Bayer, Balsara and Tainwala. It has been a success story of marketing strategy, innovative advertising and intelligent pricing.
    7. 7.  Aim of this presentation is to analyse the marketing environment of All Out and make recommendations for further improvement/growth.
    8. 8.  Marketing Environment Analysis. Market Challenges and Segmentation. Marketing Mix and SWOT Analysis. Recommendations and Learning.
    9. 9.  Fundamental. The biggest strength of All Out lay in launching a path breaking product (even though vapourisers were already being marketed in other countries) and that too in a market that has only been expanding ever since. Key Areas that have made the Difference.  Flexibility while negotiating for mosquito mats.  The pioneer advantage through technical innovation.  Preference for idea over name.  Innovative advertising strategy.  Competition helped in market expansion when it mattered the most.  Loss leader.
    10. 10.  Mosquito Repellant Market. Turnover of ₹ 4 Billion; has following major segments:-  Coils.  Mats.  Creams.  Vapourisers.  Sprays. Vapouriser Market.  Market share of repellant market– 5% in 1996; 13% in 1999.  All out- 69%.  Others (Goodknight, Baygon, Jet etc) – 31%
    11. 11.  Family owned; smaller than many other competitors. Market leader. Single major product.
    12. 12.  The Repellant Industry in India.  Malaria and Dengue induced illness on the rise; usage still very low.  Only 16.4% in all urban areas; 26.6% in metros and 6.9% in rural areas.  High potential to grow.  Mat segment holds more than 51% of the market share with vapourisers‟ share of just 13%.  Market so wide that new competitors only widen the market with total sales volume of All Out still on the increase even though market share may decline.
    13. 13.  P – Political.  Any change in taxation policy, environmental law, trade restrictions will affect any industry.  Picture looks stable with no major issues, at least during first 10 years of launch.  Environmental issues, however, may affect. E – Economic.  Risk factor high being a new product.  Economic growth, interest rates, exchange rates and the inflation rate.  However, during initial days of dependence on Japanese firms, affect of exchange rates and inflation are more likely to be pronounced.  With increased indigenisation, effects nullified to a great extent.
    14. 14.  S – Social factor.  Younger nation- open to new launches.  Increasing awareness towards toxins and harmful effects.  R&D must to address issues. T- Technology.  First mover advantage.  New product – innovation and risk.  Technological edge available.
    15. 15. PORTERS 5 FORCES MODEL Substitutes Substitutes like repellant creams, mats, sprays and coils are a source of threat as well as opportunity for market expansion. Domestic tricks. Suppliers BuyersMajor component Repellants are a necessaryproducers in Japan; Competitors item even though vapouriser All the major players have may not be the first choice.Initially, due to negligible financial muscle to sustain theirdomestic production in brands; Consumer power is veryIndia, suppliers enjoy While all of them have been high and consumers need tohigh bargaining power. competing with one another with be persuaded through newer and newer products, All various positioning planks toAllout offsets some of this Out retains pioneer advantage . buy vapourisers that havebargaining power through not been seen before.indigenous productionduring growth phase. New Entrants On a whole, many big names exist in the repellant industry and even though their collective market share is less than that of All Out, all of them (including All Out) are likely to create fierce competition for any new entrant.
    16. 16.  Pre Launch.  Not many people were aware of vapourisers.  Environment conducive for a blue ocean strategy. Post Launch.  Slow pick up after launch in 1990.  Other major players launch their products; share v/s volumes.  Price wars. Later.  Poison (Allethrine) controversy.  Eco-friendly substitutes.
    17. 17.  Current.  How to retain market share?  How to expand customer base?  Environmental and health issues vis-à-vis public awareness.
    18. 18.  Initially launched at a higher price, All Out aims to be a relatively inexpensive gadget. Focus on following market segments, as divided by :-  Geographical – only metros initially, urban centres and towns later.  Demographic Variables.  Family- Cuts across age and focuses on family and familial protection.  Income – Through „Deadly Exchange Offer‟, attempted to absorb low income customers  Educated segment first.  Psychographic/Lifestyle Variables - initially affluent class and later middle/ low income group.  Behavioural or Readiness State/Technological knowledge – It has tried to tap into the potential market that is open to new ideas.  Behavioural or Readiness State/ Health-consciousness - It targets the convenience loving health-conscious market segment of the repellant market. (Single to Selective Specialisation)
    19. 19.  Overall effective. It allows them to target all major market segments that cater for familial needs, health conscious and technologically-savvy consumers. Although it became more affordable with passage of time, lower income consumers may not afford to buy it regularly. Feasibility of further price reduction without affecting quality of the product, is beyond the scope of this ppt.
    20. 20.  Indian retail sector is composed of 97% “family-run, street corner stores” and the remaining 3% consisting of malls and shopping complexes. All Out sells its products through a chain of over 120 distributors; follows 2 Level marketing channel. But penetration at retail level (18 % of 900,000 outlets approx) needs to be improved further. Does not indulge in direct or e-retailing.
    22. 22.  Anti mosquito vapouriser. An innovation in itself. Being unique and new, it gave advantage to the company even though it had its own share of risk. More convenient than cumbersome creams and suffocating coils and sprays. Flip side of toxicity and its dependence on electricity.
    23. 23.  Initially.  Premium pricing (no brand name but innovative and path breaking).  Also necessitated by high cost of imported components/ moulds and insistence of high quality of packaging. Later.  Penetrative pricing (Huge cost reductions).  Loss leader strategy.  Indigenous production to cut costs.
    24. 24.  Advertising through professional companies/self. Copied frog worked. AIR and Cricket. Video Cassettes. MMR backfired. Advertisements lost value after a while when people got sick of watching its ads before every song.
    25. 25.  2 Level marketing channels. Still urban/town-centric.
    26. 26.  Strengths. - It is the largest domestic player, with 69% of the market share. - Bold decision making (product and advertising). - Very strong brand (31% Share of Voice). - Superior Japanese wick technology.- Strong manufacturing competence and innovation.- Low cost- high reach campaigns.- Good target market penetration.- Innovative marketing strategies.- Product : Ease of use + Effective.- Competitive pricing.
    27. 27.  Weaknesses. -The company is dependent on one product for major profits.- Retail market penetration not very thorough.- Electricity is an issue.- Main component, Allethrine, is a toxin.- Criticism of advertisement on ethical issues.
    28. 28.  Opportunities. - Improvement in literacy and health consciousnesswill increase use of mosquito repellants. -Tremendous scope for rural market penetration as theinfrastructure improves. - Increasing per capita national income resulting inhigher disposable income. -Growing middle class and growing urbanpopulation. - Scope to diversify into related products.
    29. 29.  Threats - Aggressive price and promotion activity by competitors- possible price wars. - Social changes - Rising awareness and growingconsumers obsession with natural alternatives. - Globalization - there are chances of more and more MNCsentering the Indian market. - There can be no assurance that market share will remainforever. - Local (neem)/ eco-friendly (racquet) substitutes.
    30. 30.  All Out needs to expand distribution network that will not escalate its costs. A huge part of population is still uncovered; potential must be tapped. Product innovation and/or diversification will reduce dependence on one single product. Start exploring newer distribution channels like E- tailing where high value chocolates are sold in specialized packs. R&D to validate toxin-related issues and develop safer alternatives.
    31. 31. • FUTURE: - – Having established itself as a market leader, the company has to look for expansion/ diversification to keep its competitors at bay. – In today‟s competitive world, as we know, there can not be permanent No 1 brands. – Company has limited choice but to expand or get ready to be eaten up by big fishes someday.
    32. 32.  Being innovative gives us an edge. Small firms can not only become very successful but can beat the competition too. If R&D is not the strength, information gathering and situational awareness can help. Innovative advertising rather than big ticket advertising helps create awareness about the brand. Innovative advertising techniques can save money yet promote your brand without escalating the budget. There is no permanent seat at the top and companies need to constantly innovate and improve in order to remain relevant.