Karamchand Appliances Pvt. Ltd. (KAPL) has dominated the Indian mosquito repellent market with its brand 'All Out', capturing 69% market share in 1999. KAPL is now looking to expand its successful 'All Out' brand into Myanmar. Myanmar represents a large potential market for mosquito repellents due to its tropical climate and weak healthcare system. KAPL plans to target Myanmar's urban population of 34% by distributing 'All Out' through existing channels in major cities. An analysis of Myanmar's political, economic, social and regulatory environment suggests the conditions are favorable for KAPL to introduce 'All Out' through competitive pricing, extensive promotional campaigns
The All Out brand of mosquito repellent, produced by Karamchand Appliances Private Ltd (KAPL), has been on the market since 1990. It gained early success through technological innovation and effective advertising. By 1999, All Out had captured 69% of the market. However, competitors like Good Knight have increasingly challenged All Out in recent years. Currently, All Out remains the market leader with 45% share but is in the maturity stage of its product lifecycle. To maintain its position, the document recommends strategies like launching new product variations, expanding rural distribution, and campaigns against counterfeits.
Analysis of Good Knight Market PotentialRinshi Singh
Godrej Consumer Products is presenting on their Good Knight mosquito repellent product. The summary discusses the size of the mosquito repellent market in India, Godrej's market position and performance over the last 5 years. It then analyzes the Good Knight product marketing mix, life cycle stage, and financial performance. Finally, it covers Godrej's human resources practices like organization structure, recruitment, training programs and employee benefits.
The document outlines a marketing project for a new mosquito repellent product called "K!LL". It analyzes the market size and growth trends, key competitors and their market shares. It identifies the target consumer segments and their characteristics. The marketing mix of product, price, place and promotion strategies are proposed, including advertising, sales promotions and events. The integrated marketing communications strategy aims to communicate the product's value of killing 98.5% mosquitoes within 9 minutes to care for consumers' smiles. The large untapped rural market is identified as a future target.
Mortein Vaporizer: What lies beneath Brand Positioning?
Debasis Pradhan and Divya Agrawal
Hari Panda, the brand manager of Mortein Vaporizer, could not keep his
KAPL solely created the liquid vaporizer mosquito repellant segment in India, gaining a market share of 69% by 1999 as the brand All Out. All Out was a pioneer product using Japanese technology and had premium pricing starting at Rs. 225, which was later reduced. KAPL's marketing mix included unique animated frog advertisements across various media and sales promotions. While the mosquito repellant market in India was expected to grow due to health awareness, concerns over chemical effects could hamper growth, and KAPL faced challenges competing against larger multi-product companies.
Mortein case study mARKETING bRAND pOSITIONINGAnkit Sen
Mortein is a leading brand of mosquito repellents in India that uses vaporizers. It differentiates itself based on ruggedness, sophistication, and excitement. GoodKnight is its main competitor and positions itself based on sincerity, competence, and excitement across its product ranges. Mortein has an umbrella brand architecture and vaporizers are its flagship product line. It aims to grow its vaporizer market share and introduce more affordable battery-operated vaporizers to target rural customers. Mortein's product mix includes combo packs, refills, and different powered versions of its vaporizers. It expects continued growth in the electric insecticides market.
Mortein is an insecticide brand that was first manufactured in Australia in the 1870s and launched in South India in 1993. It has since expanded its product lineup to include mosquito coils, vaporizers, and liquids. While Mortein holds a 12.5% market share, its main competitors All Out and Good Knight each have over 30% market share. Mortein has struggled with negative perceptions of its coil products and a lack of innovation and rural penetration. However, the document suggests that with a brand relaunch focusing on rural awareness, eco-friendly products, unique selling propositions, and celebrity endorsements, Mortein could regain market share.
The All Out brand of mosquito repellent, produced by Karamchand Appliances Private Ltd (KAPL), has been on the market since 1990. It gained early success through technological innovation and effective advertising. By 1999, All Out had captured 69% of the market. However, competitors like Good Knight have increasingly challenged All Out in recent years. Currently, All Out remains the market leader with 45% share but is in the maturity stage of its product lifecycle. To maintain its position, the document recommends strategies like launching new product variations, expanding rural distribution, and campaigns against counterfeits.
Analysis of Good Knight Market PotentialRinshi Singh
Godrej Consumer Products is presenting on their Good Knight mosquito repellent product. The summary discusses the size of the mosquito repellent market in India, Godrej's market position and performance over the last 5 years. It then analyzes the Good Knight product marketing mix, life cycle stage, and financial performance. Finally, it covers Godrej's human resources practices like organization structure, recruitment, training programs and employee benefits.
The document outlines a marketing project for a new mosquito repellent product called "K!LL". It analyzes the market size and growth trends, key competitors and their market shares. It identifies the target consumer segments and their characteristics. The marketing mix of product, price, place and promotion strategies are proposed, including advertising, sales promotions and events. The integrated marketing communications strategy aims to communicate the product's value of killing 98.5% mosquitoes within 9 minutes to care for consumers' smiles. The large untapped rural market is identified as a future target.
Mortein Vaporizer: What lies beneath Brand Positioning?
Debasis Pradhan and Divya Agrawal
Hari Panda, the brand manager of Mortein Vaporizer, could not keep his
KAPL solely created the liquid vaporizer mosquito repellant segment in India, gaining a market share of 69% by 1999 as the brand All Out. All Out was a pioneer product using Japanese technology and had premium pricing starting at Rs. 225, which was later reduced. KAPL's marketing mix included unique animated frog advertisements across various media and sales promotions. While the mosquito repellant market in India was expected to grow due to health awareness, concerns over chemical effects could hamper growth, and KAPL faced challenges competing against larger multi-product companies.
Mortein case study mARKETING bRAND pOSITIONINGAnkit Sen
Mortein is a leading brand of mosquito repellents in India that uses vaporizers. It differentiates itself based on ruggedness, sophistication, and excitement. GoodKnight is its main competitor and positions itself based on sincerity, competence, and excitement across its product ranges. Mortein has an umbrella brand architecture and vaporizers are its flagship product line. It aims to grow its vaporizer market share and introduce more affordable battery-operated vaporizers to target rural customers. Mortein's product mix includes combo packs, refills, and different powered versions of its vaporizers. It expects continued growth in the electric insecticides market.
Mortein is an insecticide brand that was first manufactured in Australia in the 1870s and launched in South India in 1993. It has since expanded its product lineup to include mosquito coils, vaporizers, and liquids. While Mortein holds a 12.5% market share, its main competitors All Out and Good Knight each have over 30% market share. Mortein has struggled with negative perceptions of its coil products and a lack of innovation and rural penetration. However, the document suggests that with a brand relaunch focusing on rural awareness, eco-friendly products, unique selling propositions, and celebrity endorsements, Mortein could regain market share.
1. Good Knight is the number 1 home care brand and number 14 FMCG brand in India, known for its trusted mosquito repellent products.
2. Good Knight started in 1985 and defined the new "house insecticide category", focusing on consumer needs for pest-free homes.
3. Good Knight's initial success came from its flagship Good Knight mats, which provided reliable, smoke-free mosquito protection for 8 hours. This helped Good Knight become the leader in the mat category within a year and the largest electronic mosquito repellent brand globally by 1990.
The document summarizes the market position and key brands of Reckitt Benckiser across various categories. It states that RB holds the number 1 global position in fabric treatment and water softener categories and number 2 position in garment care. It is also the number 1 player in surface care and automatic dishwashing. Some of RB's top brands mentioned are Calgon, Vanish, Cillit Bang, Lysol, Dettol, Finish and Airwick. The document also lists out RB's main competitors like P&G, Unilever, Henkel and Johnson & Johnson along with their key financial details. It concludes with the CEO noting that while past performance is inspiring, the focus will be on achieving more in
The consumer durables industry in India is poised for strong growth driven by increasing disposable incomes and rural electrification. Major segments include consumer electronics (brown goods) like TVs and appliances (white goods) like refrigerators. The market is expected to grow at a CAGR of 14.8% to $12.5 billion by 2015. Key players like Samsung, LG, and Whirlpool have large market shares, though competition is intense. The industry relies on economic growth as higher household incomes are driving greater spending on durables.
Hari Panda, the brand manager of Mortein Vaporizer, developed strategies to reposition the brand and increase its market share against competitors like Good Knight. Mortein previously focused only on diseases from mosquitoes, while competitors emphasized protection from mosquitoes. To compete, Mortein adopted a 360 degree activation strategy focusing on improved packaging, product innovation, increased awareness through media, better in-store visibility, competitive pricing, and emphasizing an improved product fragrance. The goal was to position Mortein as a caring, safe, and gentle brand for homemakers through advertising featuring mothers.
Kone-The Monospace Launch in Germany_B2B case analysisDebu Mishra
KONE is launching its new Monospace elevator product in Germany. The Monospace eliminates the need for a machine room, saving space, installation time and costs, and energy usage. It was previously test marketed in other countries with mixed results. Germany represents a major elevator market, dominated by low-rise residential construction. KONE aims to target this segment with the Monospace. It faces competition from major players like Otis and Schindler, as well as smaller, regional companies. For the Germany launch, KONE plans to position the Monospace as a green, cost-effective solution, and target general contractors, architects and property developers in its marketing.
This document provides an overview of the Indian FMCG sector and Hindustan Unilever Limited (HUL). It discusses that the Indian FMCG sector is the 4th largest sector in India with an estimated size of Rs. 1,300 billion. It then lists the top 10 companies in the FMCG sector. The rest of the document focuses on providing details about HUL, including its mission, vision, portfolio of brands, strategies and financial performance.
ITC is an Indian conglomerate headquartered in Kolkata, West Bengal. It has diversified into various businesses including FMCG, hotels, paperboards & packaging, agriculture, and IT. ITC has an annual turnover of $8.31 billion and a market capitalization of $45 billion, employing over 25,000 people across India. ITC has pursued diversification and growth through both acquisitions and organic means, leveraging synergies across its divisions.
Karamchand Appliances Pvt. Ltd. (KAPL) owns the brand 'All Out' which dominates the Rs. 4 billion liquid vaporizer market in India with a 69% share in 1999. KAPL was able to gain market share despite competition from larger companies like Godrej Sara Lee Ltd and Hindustan Lever Ltd. KAPL succeeded due to being the first to introduce this product type, having high quality and technologically advanced products, transitioning from corded to plug-in variants, strong packaging, and unconventional and highly effective marketing strategies. While KAPL lacked the distribution networks of its larger competitors initially, it invested heavily in innovative advertising that drove high brand recall.
The document provides profiles for 3 individuals - Aman Sehgal, Aniket Bandhekar and Pramila Bharti. It includes their names, contact details and brief descriptions of their educational qualifications and work experience. Aman Sehgal is described as a usual marketing suspect who has won several competitions. Aniket Bandhekar believes in learning through live projects and case studies. Pramila Bharti has expertise in HR management and marketing.
Dabur India Ltd is one of India's leading FMCG companies with revenues of over US$750 million. It operates in key consumer product categories like hair care, oral care, health care, skin care, home care, and foods. Dabur has a wide distribution network of over 2.8 million retail outlets in both urban and rural markets. It also has a presence in over 60 countries globally. The document provides an overview of Dabur's business, products, competitors, pricing, distribution, and promotional strategies.
Samsung Edge Case Competition 2018 PPTBhargava Ram
The team K Bazingas consists of Bhargava Ram, Swetha C, and Pallav Bansal. The team is working together on a project. The document lists the names of the three team members for the K Bazingas team.
Godrej Consumer Products Ltd is initiating coverage as a "Buy" recommendation with a target price of Rs. 588.7, representing an upside of approximately 33%. Key reasons include strong growth in household insecticides in India and global acquisitions driving consolidated revenue growth of 28.4% annually over the forecast period. The international business is expected to be a major driver of growth, with revenues growing at 43.6% annually. Product and technology synergies across geographies backed by disruptive innovations will provide an edge over peers.
Vicco Turmeric cream and Vajradanti toothpaste were once very successful Ayurvedic brands, but lost market share due to failing to evolve with changing customer needs and preferences. Vicco's flagship Turmeric cream was initially targeted at women seeking fairness for marriage, but as women became more independent since the 1990s, competitors repositioned to appeal to new aspirations while Vicco relied on outdated marketing. Vicco also did not anticipate changing packaging and product preferences, continuing with the same promotions and positioning. This failure to understand and respond to its target audience led to lost market share to competitors.
Toko Bunga Surabaya, Jual Karangan Bunga Surabaya, Jual Bunga Papan Surabaya, Jual Bunga Ucapan Surabaya, Jual Rangkaian Bunga Surabaya, Jual Buket Bunga Surabaya, Bunga Ucapan Selamat, Bunga Ucapan Duka Cita, Bunga Papan Selamat, Bunga Papan Duka Cita
Ghari detergent is a successful brand from Kanpur that has grown without large advertising budgets. It targets value-conscious consumers in small towns and villages. The brand focused on building an extensive dealer network in Uttar Pradesh. Ghari also kept profit margins lower than competitors to offer the best value. A rebranding initiative tweaked the logo design and packaging to give Ghari a modern look while retaining familiar elements. The owner of Ghari detergent plans to expand production capacity and list the company in an initial public offering valued at around $7 billion.
It is a marketing presentation on the FMCG sector company MDH PVT. LTD. which tells about the company profile, its market, CSR activities, and its future scope.
This document discusses strategies used by the Tata Group to maintain control over its companies while encouraging growth. It notes that Tata developed managers through scholarships and rotations within companies. It promoted ethics and common values through a unified brand while allowing diversification. The group debated whether to prioritize new opportunities or tighter control as companies grew. It also addressed how selling some units and investing proceeds in others could boost focus and funding while maintaining overall group strength.
Karamchand Appliances Private Limited (KAPL) created the liquid vaporizer segment of the mosquito repellent industry in India with their brand All Out. Within a decade of its 1990 launch, All Out had become the market leader with 69% share, converting many customers to vaporizer users. This success came despite competition from corporate giants with established brands. All Out's success was attributed to strong marketing, including low-cost, memorable advertisements created in-house that featured an animated jumping frog eating mosquitoes.
Mosquito repellents are substances that discourage insects and arthropods from landing or climbing on surfaces they are applied to. Common active ingredients in repellents include DEET, picaridin, oil of lemon eucalyptus, IR3535, and permethrin. Repellents are available in formulations like sprays, lotions, and creams, and provide varying levels of protection for different periods of time depending on the active ingredient and concentration. Safety considerations include using the lowest effective concentration and avoiding contact with children's eyes and skin.
1. Good Knight is the number 1 home care brand and number 14 FMCG brand in India, known for its trusted mosquito repellent products.
2. Good Knight started in 1985 and defined the new "house insecticide category", focusing on consumer needs for pest-free homes.
3. Good Knight's initial success came from its flagship Good Knight mats, which provided reliable, smoke-free mosquito protection for 8 hours. This helped Good Knight become the leader in the mat category within a year and the largest electronic mosquito repellent brand globally by 1990.
The document summarizes the market position and key brands of Reckitt Benckiser across various categories. It states that RB holds the number 1 global position in fabric treatment and water softener categories and number 2 position in garment care. It is also the number 1 player in surface care and automatic dishwashing. Some of RB's top brands mentioned are Calgon, Vanish, Cillit Bang, Lysol, Dettol, Finish and Airwick. The document also lists out RB's main competitors like P&G, Unilever, Henkel and Johnson & Johnson along with their key financial details. It concludes with the CEO noting that while past performance is inspiring, the focus will be on achieving more in
The consumer durables industry in India is poised for strong growth driven by increasing disposable incomes and rural electrification. Major segments include consumer electronics (brown goods) like TVs and appliances (white goods) like refrigerators. The market is expected to grow at a CAGR of 14.8% to $12.5 billion by 2015. Key players like Samsung, LG, and Whirlpool have large market shares, though competition is intense. The industry relies on economic growth as higher household incomes are driving greater spending on durables.
Hari Panda, the brand manager of Mortein Vaporizer, developed strategies to reposition the brand and increase its market share against competitors like Good Knight. Mortein previously focused only on diseases from mosquitoes, while competitors emphasized protection from mosquitoes. To compete, Mortein adopted a 360 degree activation strategy focusing on improved packaging, product innovation, increased awareness through media, better in-store visibility, competitive pricing, and emphasizing an improved product fragrance. The goal was to position Mortein as a caring, safe, and gentle brand for homemakers through advertising featuring mothers.
Kone-The Monospace Launch in Germany_B2B case analysisDebu Mishra
KONE is launching its new Monospace elevator product in Germany. The Monospace eliminates the need for a machine room, saving space, installation time and costs, and energy usage. It was previously test marketed in other countries with mixed results. Germany represents a major elevator market, dominated by low-rise residential construction. KONE aims to target this segment with the Monospace. It faces competition from major players like Otis and Schindler, as well as smaller, regional companies. For the Germany launch, KONE plans to position the Monospace as a green, cost-effective solution, and target general contractors, architects and property developers in its marketing.
This document provides an overview of the Indian FMCG sector and Hindustan Unilever Limited (HUL). It discusses that the Indian FMCG sector is the 4th largest sector in India with an estimated size of Rs. 1,300 billion. It then lists the top 10 companies in the FMCG sector. The rest of the document focuses on providing details about HUL, including its mission, vision, portfolio of brands, strategies and financial performance.
ITC is an Indian conglomerate headquartered in Kolkata, West Bengal. It has diversified into various businesses including FMCG, hotels, paperboards & packaging, agriculture, and IT. ITC has an annual turnover of $8.31 billion and a market capitalization of $45 billion, employing over 25,000 people across India. ITC has pursued diversification and growth through both acquisitions and organic means, leveraging synergies across its divisions.
Karamchand Appliances Pvt. Ltd. (KAPL) owns the brand 'All Out' which dominates the Rs. 4 billion liquid vaporizer market in India with a 69% share in 1999. KAPL was able to gain market share despite competition from larger companies like Godrej Sara Lee Ltd and Hindustan Lever Ltd. KAPL succeeded due to being the first to introduce this product type, having high quality and technologically advanced products, transitioning from corded to plug-in variants, strong packaging, and unconventional and highly effective marketing strategies. While KAPL lacked the distribution networks of its larger competitors initially, it invested heavily in innovative advertising that drove high brand recall.
The document provides profiles for 3 individuals - Aman Sehgal, Aniket Bandhekar and Pramila Bharti. It includes their names, contact details and brief descriptions of their educational qualifications and work experience. Aman Sehgal is described as a usual marketing suspect who has won several competitions. Aniket Bandhekar believes in learning through live projects and case studies. Pramila Bharti has expertise in HR management and marketing.
Dabur India Ltd is one of India's leading FMCG companies with revenues of over US$750 million. It operates in key consumer product categories like hair care, oral care, health care, skin care, home care, and foods. Dabur has a wide distribution network of over 2.8 million retail outlets in both urban and rural markets. It also has a presence in over 60 countries globally. The document provides an overview of Dabur's business, products, competitors, pricing, distribution, and promotional strategies.
Samsung Edge Case Competition 2018 PPTBhargava Ram
The team K Bazingas consists of Bhargava Ram, Swetha C, and Pallav Bansal. The team is working together on a project. The document lists the names of the three team members for the K Bazingas team.
Godrej Consumer Products Ltd is initiating coverage as a "Buy" recommendation with a target price of Rs. 588.7, representing an upside of approximately 33%. Key reasons include strong growth in household insecticides in India and global acquisitions driving consolidated revenue growth of 28.4% annually over the forecast period. The international business is expected to be a major driver of growth, with revenues growing at 43.6% annually. Product and technology synergies across geographies backed by disruptive innovations will provide an edge over peers.
Vicco Turmeric cream and Vajradanti toothpaste were once very successful Ayurvedic brands, but lost market share due to failing to evolve with changing customer needs and preferences. Vicco's flagship Turmeric cream was initially targeted at women seeking fairness for marriage, but as women became more independent since the 1990s, competitors repositioned to appeal to new aspirations while Vicco relied on outdated marketing. Vicco also did not anticipate changing packaging and product preferences, continuing with the same promotions and positioning. This failure to understand and respond to its target audience led to lost market share to competitors.
Toko Bunga Surabaya, Jual Karangan Bunga Surabaya, Jual Bunga Papan Surabaya, Jual Bunga Ucapan Surabaya, Jual Rangkaian Bunga Surabaya, Jual Buket Bunga Surabaya, Bunga Ucapan Selamat, Bunga Ucapan Duka Cita, Bunga Papan Selamat, Bunga Papan Duka Cita
Ghari detergent is a successful brand from Kanpur that has grown without large advertising budgets. It targets value-conscious consumers in small towns and villages. The brand focused on building an extensive dealer network in Uttar Pradesh. Ghari also kept profit margins lower than competitors to offer the best value. A rebranding initiative tweaked the logo design and packaging to give Ghari a modern look while retaining familiar elements. The owner of Ghari detergent plans to expand production capacity and list the company in an initial public offering valued at around $7 billion.
It is a marketing presentation on the FMCG sector company MDH PVT. LTD. which tells about the company profile, its market, CSR activities, and its future scope.
This document discusses strategies used by the Tata Group to maintain control over its companies while encouraging growth. It notes that Tata developed managers through scholarships and rotations within companies. It promoted ethics and common values through a unified brand while allowing diversification. The group debated whether to prioritize new opportunities or tighter control as companies grew. It also addressed how selling some units and investing proceeds in others could boost focus and funding while maintaining overall group strength.
Karamchand Appliances Private Limited (KAPL) created the liquid vaporizer segment of the mosquito repellent industry in India with their brand All Out. Within a decade of its 1990 launch, All Out had become the market leader with 69% share, converting many customers to vaporizer users. This success came despite competition from corporate giants with established brands. All Out's success was attributed to strong marketing, including low-cost, memorable advertisements created in-house that featured an animated jumping frog eating mosquitoes.
Mosquito repellents are substances that discourage insects and arthropods from landing or climbing on surfaces they are applied to. Common active ingredients in repellents include DEET, picaridin, oil of lemon eucalyptus, IR3535, and permethrin. Repellents are available in formulations like sprays, lotions, and creams, and provide varying levels of protection for different periods of time depending on the active ingredient and concentration. Safety considerations include using the lowest effective concentration and avoiding contact with children's eyes and skin.
The document describes a proposed project to design an electronic mosquito repellent circuit. It will use a 555 timer integrated circuit to generate ultrasonic frequencies that affect mosquitoes but not humans. The circuit will be simple, using few external components like resistors, capacitors, and a piezo buzzer speaker. It will produce oscillations above 20 kHz to repel mosquitoes without harming people. The document provides background on how ultrasonic frequencies impact insects and outlines the materials and methods for the circuit design, including operation of the key components like the 555 timer and piezo buzzer.
This document describes a simple electronic mosquito repellent circuit that uses a 555 timer IC to generate ultrasound frequencies between 20-38 kHz, which repel mosquitoes but are inaudible to humans. It explains that mosquitoes can detect these ultrasound frequencies through sensory structures in their antennae. The circuit works by configuring the 555 timer in astable multivibrator mode to generate a 25 kHz frequency, which is then converted to ultrasound by a piezo buzzer. This ultrasound irritates and repels mosquitoes without disturbing humans.
This presentation analyzes the marketing of ALL OUT, a leading brand of mosquito repellent vaporizers in India. It discusses ALL OUT's success story, analyzing the marketing environment, competitors, and ALL OUT's strengths. It also covers marketing challenges, market segmentation, and recommendations. Key points include:
1) ALL OUT became a market leader through innovation, advertising strategy, and intelligent pricing despite competition from large FMCG companies.
2) While it faces threats from substitutes and awareness of allethrin toxicity, opportunities exist in rural expansion and product diversification.
3) Recommendations include expanding distribution, tapping the rural market, innovating new products, and validating toxin issues. Maintaining leadership requires constant
Los seres vivos se caracterizan por nacer, nutrirse, respirar, desarrollarse, crecer, reproducirse y morir, a diferencia de lo no vivo. SlideShare era originalmente para compartir diapositivas entre empleados pero ahora también es para entretenimiento. Los usuarios pueden evaluar, comentar y compartir contenido subido. Se considera uno de los mejores sitios de aprendizaje en línea. Los seres vivos se dividen en procariotas y eucariotas, y las procariotas incluyen arqueobacterias y bacterias con diferencias fundament
The Living Room offers gaming in connected mini living rooms, enabling groups to play games against each other from different areas. It focuses on location near prospects, membership offerings like parties and events, having the latest games, hosting tournaments, and gathering customer feedback. Key performance indicators track metrics like foot traffic, memberships booked, game popularity, tournament attendance, and customer satisfaction.
Delhi is looking to rebrand itself in several key areas: tourism, economy and transport, culture, art and education, and shopping. As part of its tourism rebranding, it will highlight its historical sites from seven ancient cities as well as modern attractions like India Gate. Its economy is centered around being northern India's largest commercial center, and transport is being modernized with projects like the Delhi Metro. Culture is represented by over 1200 heritage buildings and diverse food. Art and education are supported by institutions like the Delhi College of Art and three top engineering schools. Shopping includes government emporiums and craft fairs. Sports facilities include venues for the Commonwealth Games and other national events.
The document discusses the launch and marketing of Allout vaporizers in India by Karamchand Appliances Private Limited (KAPL). KAPL saw the popularity of vaporizers in Japan and decided to manufacture them for the Indian market. They launched vaporizers in 1990 with advanced technology, effective formulation, and high quality packaging. KAPL priced vaporizers initially high but adjusted prices over time based on market conditions. While their marketing strategies like unconventional advertising were effective, their distribution network was weaker than competitors. This presented both strengths and weaknesses for Allout in the mosquito repellent market.
1. Mosquito repellents work by blocking mosquitoes' sensors so they don't detect humans, rather than repelling the insects.
2. Dentists recommend keeping toothbrushes at least 6 feet away from toilets to avoid airborne particles from flush water.
3. The liquid inside young coconuts can be used as a substitute for blood plasma.
Growing awareness about dengue has led to increased sales of mosquito repellents. However, experts warn that repellents can cause allergic reactions and skin irritation due to their high toxic levels. Doctors have seen cases of allergic reactions to repellent creams. Children are especially at risk of toxicity if they ingest repellents accidentally. While repellents containing DEET or synthetic pyrethroids are effective, experts recommend using the minimum concentration needed and applying safely to avoid health issues. Maintaining clean surroundings is a better approach for preventing mosquito-borne diseases than heavy reliance on chemicals.
How to use Hlookup find an exact match Excel Advise
In this presentation we are telling you guys that In Microsoft Excel How to use Hlookup find an exact match.
The H in HLOOKUP stands for horizontal.
Hlookup Function is used to search a value in another Table and if found return the corresponding value of that table for the specified row.
You can lookup value in one of the two following ways:
Range Lookup
Range lookup is used when you want to search for ranges, it will look for nearest minimum value from the first row of the table.
Exact Lookup
We use this kind of lookups when we need to seek exact value.
Lookup value is the value to be found in the first row of the table. It can be a number, text or cell address..
Table array is a range where you want to find your lookup value.
Row num is the row number in table array from which the matching value will be returned
Range lookup is a logical value that specifies whether you want HLOOKUP to find an exact match or an approximate match.
if range lookup is true then it will return you exact match or an approximate matching value. And if range lookup is false it will give you exact match.
This document discusses Exxon Mobil's efforts in energy and technology, safety and the environment, and community and development. It outlines Exxon Mobil's work in areas like saving energy through efficiency and renewable sources, producing energy through techniques like hydraulic fracturing and wind systems, and advancing vehicle technology with batteries and automatic systems. The document also covers Exxon Mobil's focus on workplace safety, climate change research, environmental performance, supporting math and science education, respecting human rights, and developing local suppliers and jobs.
Get some interesting facts from the mosquito's perspective. Learn the importance of using mosquito net for bed and how to use it to prevent from mosquito bites. For more information, click http://goo.gl/4DybzH
This document compares the mosquito repellent brands All Out and Baygon. All Out was launched in India in 1990 by Karamchand Appliances Pvt Ltd to provide an alternative to mosquito coils and mats. Baygon is produced by S.C. Johnson & Son and was originally introduced in Australia in 1975 by Bayer. The document outlines the founders and histories of the two brands. It also compares their active ingredients, with All Out containing DEET and Baygon containing pyrethroids, carbamates, and organophosphorus compounds.
Drug market structure (Pharma in Indian Scenario)hemant vyas
This document provides an overview of the pharmaceutical industry in India. It discusses the growth and structure of the industry, both globally and within India. It notes that while India is a major producer of generic drugs, its research and development spending and capabilities remain relatively low. The industry in India is characterized by high profitability and concentration among the largest companies.
Globalization has impacted Indian industry in several ways. Economic reforms in 1991 opened India's markets, reducing import duties and removing restrictions. This allowed many multinational corporations to enter the Indian market. While this has led to benefits like increased investment and economic growth, it has also increased competition and pressure on Indian companies to improve efficiency. Many companies have responded successfully by restructuring their resources, focusing on innovation, and better meeting customer needs. Overall, globalization has presented both opportunities and challenges for Indian industry.
Is post 1991 Economic Development In India skewed?Swapnil Pawar
The document summarizes the economic situation in India before and after the 1991 economic reforms. Before 1991, India followed socialist policies and imposed licenses and restrictions on private investment and imports. This led to high inflation, currency volatility, and increasing debt. The 1991 reforms introduced liberalization, privatization, and globalization policies. This included industrial deregulation, trade liberalization, and foreign investment reforms. After 1991, India's economy grew rapidly, with GDP quadrupling, foreign exchange reserves surging, and exports increasing substantially. However, the reforms also led to rising inequality, unemployment, and poverty remained an issue.
The document provides an overview of the Japanese economy. It notes that Japan has a GDP of $5.45 trillion nominal and $4.3 trillion PPP, with GDP growth of 0.3%. Services make up 75.7% of GDP. Exports total $756.2 billion with main partners being China and the US, while imports total $636.8 billion mainly from China and the US. Public debt is 225.8% of GDP, the highest in the world. Major industries are dominated by a few large conglomerates. The government plays an active role in the economy through various ministries and policies.
The document summarizes the business environment in India before and after 1991. Before 1991, India followed socialist policies under Nehru with a closed economy, license raj system, import substitution, and corruption. Agriculture accounted for around 50% of GDP. After 1991, India shifted to a mixed economy, opened up, deregulated industries, promoted exports, and saw agriculture's GDP share fall to 16-18%. The document also analyzes the strengths, weaknesses, opportunities and threats facing the Indian economy. Key strengths include population, skilled workforce, and growth in services. Weaknesses include corruption, bureaucracy, poverty, and unemployment. Opportunities lie in demographic dividend, increased FDI, and recent reforms. Threats include
India's economy has grown rapidly since the 1980s averaging 5% growth per year and over 7% since 2001. This growth has significantly reduced poverty levels. However, challenges remain in making growth more inclusive and addressing infrastructure bottlenecks. India's continuing growth will have positive effects on the global economy through increased trade and investment, but also risks upward pressure on commodity prices and energy demand. Managing this growth in an environmentally sustainable way remains an important task.
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World over the countries are facing issues after the advent of COVID 19. The countries are in a catch 22 situation..If you preserve the health the economy suffers and viceversa..The ppt explores the impact of COVID 19 lockdown on various aspects of Indian economy.
The presentations describes the 1991 Liberalization Privatization Globalization(LPG) model of Indian economy. Following are the topics discussed in the ppt:
Reasons for implementing LPG
Definitions
Advantages
Disadvantages
Disinvestment Commission
Successful privatizations in India
FDI
MNCs
Effects
The document discusses India's adoption of the LPG (Liberalization, Privatization, and Globalization) model of economic reforms in the early 1990s in response to large fiscal imbalances, low growth, and other economic issues. It overviews the key aspects of liberalization like trade liberalization, privatization of public sector companies, and increasing globalization through foreign investment and engagement with international organizations. The reforms led to increased growth rates though there were also concerns about their impacts.
- Liberalization in the early 1990s in India aimed to boost competition, promote foreign trade and investment, improve technology, and reduce government debt. Measures included devaluation, disinvestment, liberalizing imports, and allowing foreign direct investment.
- The Foreign Exchange Management Act replaced previous restrictions and made foreign transactions simpler. Privatization of public sector units also gained momentum after 2002 to strengthen the private sector and increase efficiency.
- Globalization has led to more interaction with other nations, making India more independent and increasing its GDP. The advertising industry saw increased western influence and targeted rural consumers more recently. While unemployment remains an issue, liberalization has impacted lifestyles as consumers desire improved status through new products.
relation between economics and politicsMegha Chawla
Politics and the economy are intertwined. Politics affects economic policy, trade, GDP, inequality, and stability. In China, the Communist government focused on recovery after 1949, then intensive industrial growth under five-year plans. Reforms since 1978 transitioned to a more open market economy. In India, economic liberalization in 1991 led to rapid growth across sectors. Political instability can increase inflation and unemployment while decreasing investment. Stimulus plans like Obama's in 2009 aim to create jobs during recessions.
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The document discusses trends in rural vs urban markets in India. Some key points:
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This document summarizes an economic briefing given by Cielito F. Habito, Ph.D. to the Ateneo Graduate School of Business on June 4, 2013. The summary includes:
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2. Background
• Karamchand Appliances Pvt. Ltd. (KAPL)
• KAPL’s Brand ‘All Out’ is a liquid vaporizers.
• Liquid Mosquito Vaporizers is a 4 bn Segment in
India with ‘All Out’ having 69% market share in
1999.
• KAPL managed to wrest market share amidst stiff
competition from corporate giants like Godrej Sara
Lee Ltd (GSLL) and Hindustan Lever Ltd (HLL).
3. The growth of ‘All Out’:
• KAPL’s promoters: Arya brothers.
• KAPL’s technical collaboration with Japanese manufacturers.
(Earth Chemical Co. Ltd.: A part of the $8 billion Otsuka
Group).
• Earth’s refusal to transfer the technology for the
manufacture of the vaporizer.
• Product development began (with certain imports) at Baddi
in Himachal Pradesh in 1989.
• Brand Name Decision: ‘Freedom’ / ‘Choo Mantar’
• Commissioning of well-known packaging unit in Hyderabad.
After a delay of 6 months ‘All Out’ was finally launched in
April,1990 in Mumbai.
4. Contd..
• Advertising
Avenues- ‘All Out for modern mosquitos’
HTA- series of six ads using humor to promote the
product.
• KAPL decided to take the ads on its own
Animated Japanese man eating mosquitoes. (costed
Rs.50000)
• Ads on Videocassettes of Hindi Movies- criticism of
‘down-market’.
5. Contd…
• Cost Effective Ads :
Evening news program on FM Radio
Test cricket commentary
• Concept of sponsoring song/dance and fight
sequences in movies
• The above strategy resulted in the brand attaining
a very high mind-share amongst consumers.
Share of Voice (SOV) for All Out = 31% ,
Whereas SOV for Good Knight = 5%.
6. Indian market profile:
• With 255 species of mosquitoes believed to be responsible
for spreading diseases like malaria & dengue fever; India has
a large and growing market for mosquito repellents.
• Common methods: traditional methods, Creams, Coils, Mats,
Sprays, Vaporizers.
• Anyhow the use of mosquito repellents in India was fairly
low.
Table 1:
Table 2:
Urban Areas Metros Rural Areas
% of households 16.4% 22.6% 6.9%
Segments Mats Coils Vaporizers
Market Value 51% 21% 7%
8. MAIN COMPETITORS
• Godrej Sara Lee Ltd (GSLL).
Launched a no. of brands all coils-
Jet Fighter (1997), GoodKnight Jumbo (1999) and GoodKnight
Instant, GoodKnight Smokeless and Jet Jumbo (2000).
• Hindustan Lever Ltd (HLL).
Raid and Attack
• Reckitt Benckiser (R&B).
Mortein, Mortein King and Mortein Red
9. OTHER COMPETITORS
• Bombay Chemicals Ltd. (BCL)
Tortoise (Coils)
• Bayer
Baygon Spray, Baygon Power Mats and Baygon Knockout
(Sprays and Mats)
• Balsara Hygiene
Odomos (Creams)
• Tainwala Chemicals
Casper (Mats and Coils)
11. Category Market Share (in %)
Year 1996 1999
Mats 63 38
Coils 27 46
Creams 5 3
Vaporizers 5 13
Total 100 100
Category Market Share (in %)
Year 1996 1999
All Out 55 69
GoodKnight 40 21
Baygon 0 9
Jet 5 1
Total 100 100
MOSQUITO REPELLANT MARKET :
VAPORIZER MARKET SHARES :
12. Points to be noticed
• Entrants like GSLL and R&C emerged as market leaders in mat
segment very soon (heavy advertising and aggressive sales
promotion).
• KAPL was focused on the promotion of vaporizers.
• By mid 1990’s, vaporizers attained a market share of 5% dominated
by KAPL whose sales reached Rs.153 mn.
• GSLL couldn't ignore this and launched GoodKnight vaporizer in 1996-
97.
• GoodKnight soon acquired a 40% as it expanded the vaporizer
market.
• But GoodKnight couldn't sustain its success and by 1999, the brand’s
market share went down to 21%- a major portion of the 19% taken
up by All Out.
14. REASONS OF EXPANDING “ALL OUT” BUSINESS IN
MYANMAR
•India & Burma being part of BIMSTEC (Bay of
Bengal Initiative for Multi-Sectoral Technical and
Economic Cooperation
•India being 2nd
largest export partner of
Myanmar (Thailand 52%, India 12.3%, China
8.8%, Japan 4.3% (2008)) and 5th
largest import
partner with Myanmar.
16. • 42.9% of Myanmar economy is depended on
agriculture and rice being the main crop of the
country.
• USA, Canada & EU has put trade sanction with
Burma.
• Only 7% of the total population is working in
industry sector (Few local brands).
• Burma's health care system is one of the worst in
the world (190th, the worst performing of all
countries, WHO)
17. BURMA
• Republic of the Union of Myanmar is a country
in Southeast Asia.
• Burma is bordered by China on the northeast,
Laos on the east, Thailand on the southeast,
Bangladesh on the west, India on the
northwest, the Bay of Bengal to the
southwest, and the Andaman Sea on the
south.
• Total coastline is 1,930 kilometers.
18. Contd..
• Burma is the 40th largest country in the world
and the 2nd largest country in Southeast Asia.
Burma is also the 24th most populous country
in the world with over 58.8 million people.
• From 1962 to 2011, the country was under
military rule and in the process has become
one of the least developed nations in the
world.
• The military junta was dissolved in 2011
following a general election in 2010 and a
civilian government installed.
19. Contd..
• Burma lies in the monsoon region of Asia,
with its coastal regions receiving over
5,000 mm of rain annually. Annual rainfall in
the delta region is approximately 2,500 mm
with average temperatures of 21 °C.
20. GOVERNMENT & POLITICS
• The legislature is made up of two houses upper
house and the lower house.
• The upper house consists of 224 members of
whom 168 are directly elected and 56 are
appointed by the Burmese Armed Forces while
the lower house consists of 440 members of
which 330 are directly elected and 110 are
appointed by the armed forces.
• Burma has a high level of corruption, and ranks
176th out of 180 countries worldwide on the
Corruption Perceptions Index with a rating of 1.4
out of 10 (10 being least corrupt and 0 being
highly corrupt) as of 2010
21. FORIGN RELATIOS & MILITARY
• Close relations with neighboring India and
China with several Indian and Chinese
companies operating in the country.
• More than US$200 million in military aid from
India Under India's Look East policy.
• Fields of cooperation between India and
Burma include remote sensing, oil and gas
exploration, information technology, hydro
power and construction of ports and
buildings.
22. Contd..
• Burma has been a member of ASEAN since
1997. The country imports most of its
weapons from Russia, Ukraine, China and
India
• Western isolation as USA, Canada & EU has
put trade sanction with Burma on the human
right issues.
23. ECONOMY
• Foreign investment has so far met with only moderate
success.
• The fraction of the population employed in different
sectors is as below:
Agriculture:70%
Industry:7%
Services: 23% (2001)
• GDP by sector
Agriculture: 42.9%,
Industry: 19.8%,
Services: 37.3% (2009 EST.)
24. Contd..
• Burma’s GDP stands at $42.953 billion and grows
at an average rate of 2.9% annually only.
• In 2011, when new President Then Sein's
government comes to power, Burma has
embarked major policy reforms including
Anti-corruption,
Currency exchange rate,
Foreign investment laws and taxation.
• Foreign investments increased from US$300
million in 2009-10 to a US$20 billion in 2010-11
by about 667 percent
25. Contd..
• The government has relaxed import
restrictions and abolishes export taxes.
• After the completion Dawei deep seaport,
Burma is expected be at the hub of trade
connecting Southeast Asia and the South
China Sea, via the Andaman Sea, to the Indian
Ocean receiving goods from countries in the
Middle East, Europe and Africa, and spurring
growth in the ASEAN region
26. Industries & Infrastructure
• Main industries in Mayanar are:
Oil and gas
Gemstones
Tourism
• Infrastructure
lack of an educated & skilled workforce so lack of
modern technology.
lacks adequate infrastructure
Railroads are old and rudimentary.
Highways are normally unpaved & energy
shortages except in the major cities.
27. SEGMENTATION
Attributes of segmentation are :
Urbanization
Availability of electricity
• Urbanization:
Urban population: 34% of total population (2010)
Rate of urbanization: 2.9% annual rate of change (2010-15
EST.)
• Electricity
Electricity - production: 5.961 billion kWh (2006 EST.)
Electricity - consumption: 4.298 billion kWh (2006 EST.)
Most of total electricity is consumed in urban areas where
most of the people residing in rural areas rely on solar cells
28. Targeting
We will be targeting urban population which
consists of 34% of total population. Reasons are:
Availability of electricity
Rural is migrating @ 2.9% every year which is
expected to rise due to:
Civil government
anti-corruption
currency exchange rate
Fewer than 750,000 tourists enter the country
annually which is expected to rise due to friendly
tourism policies.
29. PESTEL ANALYSIS
POLITICAL:
• Government Type : Nominal civilian parliamentary government
(took power in March 2011)
• Government Stability : Democracy has achieved after long period
of military rule.(49 yrs.)
• Corruption: Ranks 176th out of 180 countries worldwide on the
Corruption Perceptions Index.
• Tariffs: FTA with India.
• The US does not import anything from Myanmar. Australia and the
European Union have also imposed sanctions on the country,
restricting the import of certain products. Myanmar is a member of
the WTO, ASEAN and BIMSTEC.
• It shares healthy trade relations with its neighbouring countries,
including India, Thailand and China.
30. ECONOMIC:
• GDP (purchasing power parity): $76.47 billion (2010 est.)
• GDP - real growth rate: 5.3% (2010 est.)
• GDP - per capita (PPP): $1,400 (2010 est.)
• Household income or consumption by percentage share:
lowest 10% : 2.8%
highest 10% : 32.4% (1998)
• Electricity - production:
6.426 billion kWh (2008 est.)
• Electricity - consumption:
4.63 billion kWh (2008 est.)
31. SOCIAL:
• Population:
-> Urban:34% of total population (2010)
-> Rate of urbanization: 2.9% annual rate of change (2010-15 est.)
• Average age: 26.9 years
• Literacy: 89.9%
• Health: Second highest malaria prevalence rate in south-east Asia. (after
India).
32. TECHNOLOGICAL:
• Broadcast media:
-> 2 state-controlled television stations with 1 of
the stations controlled by the armed forces.
-> a third TV channel, a pay-TV station, is a joint
state-private venture; access to satellite TV is
limited.
-> 1 state-controlled domestic radio station and 6
FM stations that are joint state-private ventures;
transmissions of several international
broadcasters are available in parts of Burma.
• Internet users: 110,000 (2009)
33. ENVIORNMENT:
• Much of the country lies between the Tropic
of Cancer and the Equator.
• It lies in the monsoon region of Asia, with its
coastal regions receiving over 5,000 mm
(196.9 in) of rain annually.
• Coastal and delta regions have an average
maximum temperature of 32 °C (89.6 °F).
34. LEGAL:
Allowed business structures in Myanmar:
• 100% Foreign Equity
• Joint Venture
• 100% Local Equity.
• Investment can be done under either foreign investment law or Myanmar
companies act.
• Permit to trade or “CA permit” from Government is essential to do business in
the country. CA permit is valid for two years from date of issue and is
renewable.
Capital Requirements for companies:
• Ks 1,000,000 (approx. US$170,000) for an industrial company;
• Ks 500,000 (approx. US$84,000) for a trading company; and
• Ks 300,000 (approx. US$50,000) for a services company.
35. • Taxation: (Prior to 2011)
Corporation tax: Resident companies (including Foreign Companies
incorporated in Myanmar and companies operating under an FIL
Permit) are taxed at the rate of 30% on worldwide income
.Myanmar income of Non-Resident companies is taxed at the
greater of 35% and progressive rates from 5% to 40%.
Capital gains tax: Gains on the sale of fixed assets of the business in
excess of Ks 50,000 in any year are taxable as capital gains at the
rate of 10% for Residents (including Foreign Companies
incorporated in Myanmar and companies operating under an FIL
Permit) and 40% for Non-Residents. Capital losses cannot be carried
forward to offset future capital gains.
• But with democratic government in power and FTAs in place, the
taxation structure has changed and free trade is allowed between
India and Myanmar.
37. The 1st
P: Product
Product features:
• Technically Sound: Dependable Japanese
Technology.
• Smoke Free, no residue, almost odorless.
• Long lasting.
• Ease of Use.
• Electricity dependent.
• No product modification, standard product
will be launched with machine and a refill.
38. The 2nd
P: Price
• Premium Pricing, creating an impression of a
premier product.
• Price will be kept at competitive cost of
$1.96(Rs.99)/pack of machine and refill,
against other market products.
39. The 3rd
P: Place
• Product will be exported from India to Myanmar.
• Distribution channels that are already present in
urban and sub urban areas like: Yangon (Rangoon),
Mandalay, Naypyidaw, Mawlamyaing, Bago, etc. will
be used.
40. The 4th
P: Promotion
• Extensive market campaign through : ads in
1. FM Radio
2. Print media
3. T.V.
4. Ads on public transports like buses, trains, or
others.
5. Hoardings.
• Adaptation of ads will be done according to the local market
and necessary changes will be made in present Indian ads;
that are to be used in Myanmar.
• Free refill pack as promotional strategy will be given to attract
customers.