BAJAJ PRODUCT FAILURE
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failure products
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.
Rasna ppt
Rasna is a soft drink concentrate brand owned by Pioma Industries based in India. It dominated the market in the 1970s-1990s with its tagline "I love you Rasna". However, it started losing market share in the 1990s with the entry of competitors like Coke and Pepsi. In response, Rasna revamped its strategies in 2002, including repositioning itself, extensive advertising, and improving distribution. The revamping was successful, with Rasna emerging as a mass brand and regaining 93% market share in the Indian soft drink concentrate market by 2009.
Business product failure presentation
The Pippin was Apple's attempt to enter the gaming world by creating an inexpensive computer optimized for playing CD-based multimedia and games. While the Pippin could also function as a network computer with good audio and video capabilities, it suffered from a lack of available software at launch and its $599 price point was considered too expensive for a video game console. As a result, Apple only sold 42,000 Pippin units despite producing 100,000 in hope of mass sales.
consumer-2
This document contains a lesson on consumer behavior and demand. It discusses key concepts like utility maximization, total utility, marginal utility, diminishing marginal utility, and constrained optimization. Consumer choice is analyzed using utility theory and considering consumer preferences, prices, and the budget constraint. The marginal utility of each good is compared based on price to determine how a consumer would allocate their budget to maximize total utility.
From Movement to Revolution: Mobile Product Design to shift consumer purchasi...
The story of how we went from NO mobile experience to winning Asia's most valuable App 2011 from Singtel Techventure...with NO designer as part of the team.
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Agile Portugal - Learning for Product Failure
This document provides an overview of a training program for Certified Scrum Professionals (CSP). It outlines the requirements to become a CSP, which include having an existing certification as a ScrumMaster, Product Owner, or Scrum Developer, a minimum of 3,600 hours of experience on an Agile/Scrum team, and 72 hours of continuing education credits. It then shows a prototype schedule for a monthly CSP training program, outlining the educational sessions, workshops, and other activities that would provide the necessary continuing education credits over 8 sprints.
Product Failure
According to the document, Maruti launched the Versa MPV in India in 2001 positioning it as a luxury vehicle at the price of two cars. However, poor initial sales of only 808 units in 2002 showed it was priced too high between 5-6 lakhs. Maruti reduced prices in 2003-2004 which boosted sales but other issues like features, appearance, and lack of economic value limited its success against competitors. Recommendations included improving features during re-launch, making the exterior more appealing, and providing better mileage with a diesel variant to increase value.
Consumer buying behaviour of “product quality” garnier cosmetic
This document summarizes a marketing research report on consumer buying behavior and perceptions of product quality for Garnier cosmetic products in Bangladesh. It conducted surveys of over 40 consumers in Dhanmondi and Gulshan areas on their opinions of Garnier products related to price, design, quality and packaging attractiveness. The majority of respondents believed that brand name was associated with higher quality. The report aims to analyze the factors influencing consumers' buying decisions and satisfaction with Garnier products. It also examines the relationships between demographics like age and brand preference as well as the impact of media on purchasing behavior. The methodology section outlines the use of both primary survey data and secondary sources to understand consumer perspectives of Garnier cosmetic quality
Recommended
failure products
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.
Rasna ppt
Rasna is a soft drink concentrate brand owned by Pioma Industries based in India. It dominated the market in the 1970s-1990s with its tagline "I love you Rasna". However, it started losing market share in the 1990s with the entry of competitors like Coke and Pepsi. In response, Rasna revamped its strategies in 2002, including repositioning itself, extensive advertising, and improving distribution. The revamping was successful, with Rasna emerging as a mass brand and regaining 93% market share in the Indian soft drink concentrate market by 2009.
Business product failure presentation
The Pippin was Apple's attempt to enter the gaming world by creating an inexpensive computer optimized for playing CD-based multimedia and games. While the Pippin could also function as a network computer with good audio and video capabilities, it suffered from a lack of available software at launch and its $599 price point was considered too expensive for a video game console. As a result, Apple only sold 42,000 Pippin units despite producing 100,000 in hope of mass sales.
consumer-2
This document contains a lesson on consumer behavior and demand. It discusses key concepts like utility maximization, total utility, marginal utility, diminishing marginal utility, and constrained optimization. Consumer choice is analyzed using utility theory and considering consumer preferences, prices, and the budget constraint. The marginal utility of each good is compared based on price to determine how a consumer would allocate their budget to maximize total utility.
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The story of how we went from NO mobile experience to winning Asia's most valuable App 2011 from Singtel Techventure...with NO designer as part of the team.
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Agile Portugal - Learning for Product Failure
This document provides an overview of a training program for Certified Scrum Professionals (CSP). It outlines the requirements to become a CSP, which include having an existing certification as a ScrumMaster, Product Owner, or Scrum Developer, a minimum of 3,600 hours of experience on an Agile/Scrum team, and 72 hours of continuing education credits. It then shows a prototype schedule for a monthly CSP training program, outlining the educational sessions, workshops, and other activities that would provide the necessary continuing education credits over 8 sprints.
Product Failure
According to the document, Maruti launched the Versa MPV in India in 2001 positioning it as a luxury vehicle at the price of two cars. However, poor initial sales of only 808 units in 2002 showed it was priced too high between 5-6 lakhs. Maruti reduced prices in 2003-2004 which boosted sales but other issues like features, appearance, and lack of economic value limited its success against competitors. Recommendations included improving features during re-launch, making the exterior more appealing, and providing better mileage with a diesel variant to increase value.
Consumer buying behaviour of “product quality” garnier cosmetic
This document summarizes a marketing research report on consumer buying behavior and perceptions of product quality for Garnier cosmetic products in Bangladesh. It conducted surveys of over 40 consumers in Dhanmondi and Gulshan areas on their opinions of Garnier products related to price, design, quality and packaging attractiveness. The majority of respondents believed that brand name was associated with higher quality. The report aims to analyze the factors influencing consumers' buying decisions and satisfaction with Garnier products. It also examines the relationships between demographics like age and brand preference as well as the impact of media on purchasing behavior. The methodology section outlines the use of both primary survey data and secondary sources to understand consumer perspectives of Garnier cosmetic quality
Failed products marketing - Consumer goods marketing
Product failure happens when it fails to sell the product.
A commercial failure is a product that does not reach expectations of success.
Learning from Product Failure to Achieve New Product Success
The document provides an overview of an upcoming training session on value proposition design and innovation games. It outlines the agenda which includes learning about value proposition design, customer profiling, and innovation games. Innovation games are described as "serious games that power innovation by enabling you to better understand your customers." Examples of specific innovation games are listed. The document concludes by explaining how innovation games can help with problem-solution fit, product-market fit, and business model fit.
The Modern Marketer's Guide to Changing Consumer Behaviour
This document discusses applying behavioral science to influence behavior change. It describes how people have two thinking systems - a slow, rational system and a fast, emotional system. It presents six ways to change behavior by influencing the world around us through framing, the world between us through copying others, and the world within us through appealing to feelings. It also discusses how emotional ads can be twice as effective as rational ads at driving long-term changes according to research from the IPA. The key is to adopt a test-and-learn experimental approach to marketing.
New product failure and success by www.jobbazzar.com
New product failures can be attributed to poor planning, poor management, poor concept, or poor execution. Specifically:
- Poor planning includes failing to properly analyze the market or understand regulatory issues.
- Poor management refers to an organizational culture that does not encourage innovation or risk-taking.
- A poor concept lacks a compelling consumer benefit or differentiating characteristics.
- Poor execution involves insufficient marketing, support during rollout, or understanding consumer benefits.
Many new products fail because they do not solve consumer problems or provide benefits that justify purchase over existing options. Both manufacturers and distributors report a lack of innovation or marketing support as common reasons for failure.
Product failure
This document discusses reasons for product failures and lists the top 10 failed products. It then provides general causes for product failure, including faulty conception of ideas, unsatisfactory design or production facilities, insufficient marketing, higher than estimated costs, and producers being ignorant of consumer preferences. It concludes by suggesting ways to avoid new product failures such as effective listening, engagement, powerful software to connect stakeholders, and requirements analysis metrics.
EIA2016 Turin - Pepe Moder. Customer Engagement
This document discusses disruptive customer experiences and the evolving customer decision journey. It notes that customer experience is defined by the emotions and thoughts generated from interactions between a brand and consumer. When a consumer becomes an advocate for a brand, it shows a memorable customer experience. The document then discusses how personas represent major user groups, how to collect and analyze customer data, and the need to map touchpoints to each step of the customer decision journey. It also notes how automation, personalization, contextualization, and innovation are changing the customer decision process and making it more independent. The document advocates for aligning communication and campaigns to the customer journey, with the right metrics for each phase.
Product Failure Evaluation
The document provides information about several product failures by major companies:
McDonald's Arch Deluxe burger failed in 1996 due to inappropriate marketing that targeted adults but showed kids rejecting it, high calorie content, and being too expensive. It showed McDonald's losing touch with its customers.
Crystal Pepsi, launched by PepsiCo in 1992, failed because it did not have a compelling difference from regular Pepsi and the "crystal" name was not appealing. The product and market were not well defined.
Nintendo's Virtual Boy game console from 1995 failed because it caused motion sickness, was uncomfortable to play, and lacked a "killer app" game. It also had an isolating gameplay experience
Top Technology product failure
The document discusses several major technology product failures from the last 20 years, including Google Wave, Nokia N-Gage, Windows Vista, Microsoft Kin, Google Glass, and Google Buzz. For each failure, it provides 1-2 sentences summarizing the key reasons for why the product failed to gain widespread adoption in the market. Specifically, it notes issues like limited functionality, unintuitive interfaces, slow performance, lack of apps/games, and the products being overshadowed by stronger competitors. The document aims to analyze the root causes of failure for each product.
Revamping Rasna
Rasna is a soft drink concentrate brand owned by Pioma Industries based in Ahmedabad, India. It was launched in 1976 under the brand Jaffe and renamed Rasna in 1979. Rasna claims 92.7% market share in non-carbonated soft drink concentrates. Though Rasna had over 82% market share in 2001, it declined due to liberalization allowing Coca-Cola and Pepsi to enter, and consumers shifting preferences to ready-to-drink juices and bottles drinks. Rasna launched various products targeting different segments and flavors, with strategies around distribution, advertising, and positioning to maintain leadership.
Mc Donalds Ppt
McDonald's is the world's largest fast food chain with over 30,000 restaurants in 100 countries. It entered India in 1996 and developed a range of vegetarian and non-vegetarian options to compete in the Indian market. McDonald's key promotion strategies were to get customers to visit restaurants, trade them up to core menu items, and encourage repeat visits. It targeted both middle and upper classes and positioned itself as a family-friendly restaurant.
Flop Product- Dove Body Wash
Dove body wash was initially unsuccessful in India when launched in 2004. It was more expensive than competitors like Lux and Palmolive, and Indians prioritized face skincare over body care. Dove then customized their marketing mix - they reformulated the product to include exfoliating beads and moisturizing ingredients appealing to Indian consumers. They maintained price but expanded distribution and used extensive promotion through TV, print ads, billboards and product sampling to target youth in major cities and change perceptions of beauty. This revamped approach helped revive Dove body wash's performance in the Indian market.
Famous brand failures
You learn from failure more than from success. I share with you, the failure of some renowned products. Hope you find it interesting!
BlackBerry - Case Study
A Case Study on Research In Motion (now BlackBerry).
The case study is published by Amity Business School. Any kind of copyright infringement or plagiarism is strictly prohibited. Please respect the author and the extensive research that has been involved.
The analysis is purely for academic purposes only.
New Product failures
This document discusses reasons why new products fail and provides a framework to increase success rates. It defines new products and outlines the new product development process. Common reasons for failure include the product not being new to customers, lacking benefits, poor positioning, and inadequate return on investment. The proposed OEEM framework emphasizes organizational excellence, execution skills, consideration of external factors, and effective marketing mix strategy to reduce failure rates.
Blackberry Powerpoint[1]
This document analyzes RIM's lack of success penetrating the consumer smartphone market and proposes solutions. It notes that RIM wants to capture more consumer market share but has fallen behind competitors in features and design. The document performs a SWOT analysis and recommends that RIM rebrand and reintroduce the BlackBerry Storm targeted at consumers, with an expanded marketing campaign and product line, to try to gain ground in the consumer market.
25 Biggest Company and Product Failures
This document summarizes 25 major company and product failures, including Smith and Wesson mountain bikes, DeLorean Motor Company, Swiss Air, Commodore Computers, Cosmopolitan Yogurt, Webtv, Life Savers Soda, Coors Rocky Mountain Spring Water, Cocaine Energy Drink, Earring Magic Ken, Colgate Kitchen Entrees, Apple Newton, Kellogg's Breakfast Mates, Pepsi AM and Crystal Pepsi, Frito Lay Lemonade, Bottled Water for Pets, Bic Underwear, Harley Davidson Perfume, RJ Reynolds' Smokeless Cigarettes, Sony Betamax, New Coke, Pan Am, Pets.com, Polaroid, and
Consumer Behaviour
The document provides an overview of chapters in a book on consumer behavior, including introductions to consumer behavior, the consumer research process, market segmentation and targeting, consumer motivation, personality and consumer behavior, consumer perception, consumer learning, attitude formation and change, communication processes, factors influencing consumer behavior, opinion leadership, and the consumer decision-making process. It lists the chapter titles and page numbers for each of the 11 chapters covered in the book. The document serves as a table of contents that outlines the topics and structure of the consumer behavior book.
Colgate palmolive case study
This is a brief case study analysis on Colgate Palmolive Toothbrush Brand. This presentation has been done as a fulfillment of an assignment given by Prof. Sameer Mathur, Marketing Professor, IIM Lucknow.
This presentation bases its focus on marketing strategy of the company and break-even analysis on the basis of the exhibits given at the end of the case.
Unsuccessful products
The document discusses several products that failed in the market due to issues with their marketing strategies. Some key reasons for failure included targeting the wrong customer segment, having an unnecessary or unclear value proposition, being overpriced, facing quality issues, and not differentiating effectively from competitors. Specific examples that failed due to these issues include Vanilla Coke, Levis Type 1 jeans, Crystal Pepsi, the Apple Newton, the Commodore Amiga 1000 computer, the Godrej Doodh Ganga milk brand, the Maruti Suzuki Sierra SUV, and the Honda Street motorcycle.
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Viewers also liked
Failed products marketing - Consumer goods marketing
Product failure happens when it fails to sell the product.
A commercial failure is a product that does not reach expectations of success.
Learning from Product Failure to Achieve New Product Success
The document provides an overview of an upcoming training session on value proposition design and innovation games. It outlines the agenda which includes learning about value proposition design, customer profiling, and innovation games. Innovation games are described as "serious games that power innovation by enabling you to better understand your customers." Examples of specific innovation games are listed. The document concludes by explaining how innovation games can help with problem-solution fit, product-market fit, and business model fit.
The Modern Marketer's Guide to Changing Consumer Behaviour
This document discusses applying behavioral science to influence behavior change. It describes how people have two thinking systems - a slow, rational system and a fast, emotional system. It presents six ways to change behavior by influencing the world around us through framing, the world between us through copying others, and the world within us through appealing to feelings. It also discusses how emotional ads can be twice as effective as rational ads at driving long-term changes according to research from the IPA. The key is to adopt a test-and-learn experimental approach to marketing.
New product failure and success by www.jobbazzar.com
New product failures can be attributed to poor planning, poor management, poor concept, or poor execution. Specifically:
- Poor planning includes failing to properly analyze the market or understand regulatory issues.
- Poor management refers to an organizational culture that does not encourage innovation or risk-taking.
- A poor concept lacks a compelling consumer benefit or differentiating characteristics.
- Poor execution involves insufficient marketing, support during rollout, or understanding consumer benefits.
Many new products fail because they do not solve consumer problems or provide benefits that justify purchase over existing options. Both manufacturers and distributors report a lack of innovation or marketing support as common reasons for failure.
Product failure
This document discusses reasons for product failures and lists the top 10 failed products. It then provides general causes for product failure, including faulty conception of ideas, unsatisfactory design or production facilities, insufficient marketing, higher than estimated costs, and producers being ignorant of consumer preferences. It concludes by suggesting ways to avoid new product failures such as effective listening, engagement, powerful software to connect stakeholders, and requirements analysis metrics.
EIA2016 Turin - Pepe Moder. Customer Engagement
This document discusses disruptive customer experiences and the evolving customer decision journey. It notes that customer experience is defined by the emotions and thoughts generated from interactions between a brand and consumer. When a consumer becomes an advocate for a brand, it shows a memorable customer experience. The document then discusses how personas represent major user groups, how to collect and analyze customer data, and the need to map touchpoints to each step of the customer decision journey. It also notes how automation, personalization, contextualization, and innovation are changing the customer decision process and making it more independent. The document advocates for aligning communication and campaigns to the customer journey, with the right metrics for each phase.
Product Failure Evaluation
The document provides information about several product failures by major companies:
McDonald's Arch Deluxe burger failed in 1996 due to inappropriate marketing that targeted adults but showed kids rejecting it, high calorie content, and being too expensive. It showed McDonald's losing touch with its customers.
Crystal Pepsi, launched by PepsiCo in 1992, failed because it did not have a compelling difference from regular Pepsi and the "crystal" name was not appealing. The product and market were not well defined.
Nintendo's Virtual Boy game console from 1995 failed because it caused motion sickness, was uncomfortable to play, and lacked a "killer app" game. It also had an isolating gameplay experience
Top Technology product failure
The document discusses several major technology product failures from the last 20 years, including Google Wave, Nokia N-Gage, Windows Vista, Microsoft Kin, Google Glass, and Google Buzz. For each failure, it provides 1-2 sentences summarizing the key reasons for why the product failed to gain widespread adoption in the market. Specifically, it notes issues like limited functionality, unintuitive interfaces, slow performance, lack of apps/games, and the products being overshadowed by stronger competitors. The document aims to analyze the root causes of failure for each product.
Revamping Rasna
Rasna is a soft drink concentrate brand owned by Pioma Industries based in Ahmedabad, India. It was launched in 1976 under the brand Jaffe and renamed Rasna in 1979. Rasna claims 92.7% market share in non-carbonated soft drink concentrates. Though Rasna had over 82% market share in 2001, it declined due to liberalization allowing Coca-Cola and Pepsi to enter, and consumers shifting preferences to ready-to-drink juices and bottles drinks. Rasna launched various products targeting different segments and flavors, with strategies around distribution, advertising, and positioning to maintain leadership.
Mc Donalds Ppt
McDonald's is the world's largest fast food chain with over 30,000 restaurants in 100 countries. It entered India in 1996 and developed a range of vegetarian and non-vegetarian options to compete in the Indian market. McDonald's key promotion strategies were to get customers to visit restaurants, trade them up to core menu items, and encourage repeat visits. It targeted both middle and upper classes and positioned itself as a family-friendly restaurant.
Flop Product- Dove Body Wash
Dove body wash was initially unsuccessful in India when launched in 2004. It was more expensive than competitors like Lux and Palmolive, and Indians prioritized face skincare over body care. Dove then customized their marketing mix - they reformulated the product to include exfoliating beads and moisturizing ingredients appealing to Indian consumers. They maintained price but expanded distribution and used extensive promotion through TV, print ads, billboards and product sampling to target youth in major cities and change perceptions of beauty. This revamped approach helped revive Dove body wash's performance in the Indian market.
Famous brand failures
You learn from failure more than from success. I share with you, the failure of some renowned products. Hope you find it interesting!
BlackBerry - Case Study
A Case Study on Research In Motion (now BlackBerry).
The case study is published by Amity Business School. Any kind of copyright infringement or plagiarism is strictly prohibited. Please respect the author and the extensive research that has been involved.
The analysis is purely for academic purposes only.
New Product failures
This document discusses reasons why new products fail and provides a framework to increase success rates. It defines new products and outlines the new product development process. Common reasons for failure include the product not being new to customers, lacking benefits, poor positioning, and inadequate return on investment. The proposed OEEM framework emphasizes organizational excellence, execution skills, consideration of external factors, and effective marketing mix strategy to reduce failure rates.
Blackberry Powerpoint[1]
This document analyzes RIM's lack of success penetrating the consumer smartphone market and proposes solutions. It notes that RIM wants to capture more consumer market share but has fallen behind competitors in features and design. The document performs a SWOT analysis and recommends that RIM rebrand and reintroduce the BlackBerry Storm targeted at consumers, with an expanded marketing campaign and product line, to try to gain ground in the consumer market.
25 Biggest Company and Product Failures
This document summarizes 25 major company and product failures, including Smith and Wesson mountain bikes, DeLorean Motor Company, Swiss Air, Commodore Computers, Cosmopolitan Yogurt, Webtv, Life Savers Soda, Coors Rocky Mountain Spring Water, Cocaine Energy Drink, Earring Magic Ken, Colgate Kitchen Entrees, Apple Newton, Kellogg's Breakfast Mates, Pepsi AM and Crystal Pepsi, Frito Lay Lemonade, Bottled Water for Pets, Bic Underwear, Harley Davidson Perfume, RJ Reynolds' Smokeless Cigarettes, Sony Betamax, New Coke, Pan Am, Pets.com, Polaroid, and
Consumer Behaviour
The document provides an overview of chapters in a book on consumer behavior, including introductions to consumer behavior, the consumer research process, market segmentation and targeting, consumer motivation, personality and consumer behavior, consumer perception, consumer learning, attitude formation and change, communication processes, factors influencing consumer behavior, opinion leadership, and the consumer decision-making process. It lists the chapter titles and page numbers for each of the 11 chapters covered in the book. The document serves as a table of contents that outlines the topics and structure of the consumer behavior book.
Colgate palmolive case study
This is a brief case study analysis on Colgate Palmolive Toothbrush Brand. This presentation has been done as a fulfillment of an assignment given by Prof. Sameer Mathur, Marketing Professor, IIM Lucknow.
This presentation bases its focus on marketing strategy of the company and break-even analysis on the basis of the exhibits given at the end of the case.
Unsuccessful products
The document discusses several products that failed in the market due to issues with their marketing strategies. Some key reasons for failure included targeting the wrong customer segment, having an unnecessary or unclear value proposition, being overpriced, facing quality issues, and not differentiating effectively from competitors. Specific examples that failed due to these issues include Vanilla Coke, Levis Type 1 jeans, Crystal Pepsi, the Apple Newton, the Commodore Amiga 1000 computer, the Godrej Doodh Ganga milk brand, the Maruti Suzuki Sierra SUV, and the Honda Street motorcycle.
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Failed products marketing - Consumer goods marketing
Failed products marketing - Consumer goods marketing
Learning from Product Failure to Achieve New Product Success
Learning from Product Failure to Achieve New Product Success
The Modern Marketer's Guide to Changing Consumer Behaviour
The Modern Marketer's Guide to Changing Consumer Behaviour
New product failure and success by www.jobbazzar.com
New product failure and success by www.jobbazzar.com