This document analyzes Gino SA's distribution channel management and options regarding giving OEM status to Feima Boiler Co. Ltd. Key points include:
- Gino sells burners through distributors Jinghua, FUNG's, and Wayip who are demanding better terms
- Feima wants OEM treatment to get a 10% discount and buy 50% of its commercial/industrial burners from Gino
- Jinghua opposes this deal as Feima is its existing customer
- Giving OEM to Feima could gain a new reference account but upset Jinghua, potentially losing 6% of its profits
- Alternatives include not signing
A marketing Case Study of Natureview Farm, an organic yogurt manufacturer. This analysis was performed by E. Santhosh Kumar, IIT Madras, during an internship with Prof. Sameer Mathur, IIM Lucknow.
Crafting winning strategies in a mature market - US wine marketSaurabh Arora
The Industry Landscape in 2001
US: 4th largest wine producer in the world
US: 34th in world per capita wine consumption
Top 8 firms produce more than 75% of all the wine volume
Estimated 2500 firms produce the remaining 25%
Dominance of few large players in the low price market
Greater shelf space & high marketing budget
1990s: Consolidation of retailers and distributors across US
No of distributors fell from 5000 to 250 by 2000
Only 50 to 100 left with access to widespread national distribution
Large retail consolidation in US
Top 10 supermarkets control 55% of the US market in 2000
Majority of producers are focused on low volume/high price to gain maximum return/margin
Distributors are focused on high volume/low price to maximize economies of scale
Near impossible for a new company to establish itself
Low barriers invite more players to wine market
Porter’s five forces analysis
Threat of new entrants – HIGH
Low barriers to entry for new players in wine industry
Firms spent 40% of their expenditures on marketing and distribution
Existing rivalries in industry – HIGH
Total no of wineries in US increased by more than 400%
Glut of grape supply due to low growth in demand
This put downward pressure on price and margins
Bargaining power of Buyers – HIGH
More players are entering the market
Production outstripped demand by 20%
Consolidation of retailer and distributor
Bargaining power of Suppliers – LOW
Wine producers with their own vineyards attempts to control the operations starting from production to distribution
Threat of Substitutes – LOW for Budget
Only 10% people drank wine regularly
Of the remaining 90%, 46% preferred beer or spirits
35% drank alcoholic beverages other than wine
A marketing Case Study of Natureview Farm, an organic yogurt manufacturer. This analysis was performed by E. Santhosh Kumar, IIT Madras, during an internship with Prof. Sameer Mathur, IIM Lucknow.
Crafting winning strategies in a mature market - US wine marketSaurabh Arora
The Industry Landscape in 2001
US: 4th largest wine producer in the world
US: 34th in world per capita wine consumption
Top 8 firms produce more than 75% of all the wine volume
Estimated 2500 firms produce the remaining 25%
Dominance of few large players in the low price market
Greater shelf space & high marketing budget
1990s: Consolidation of retailers and distributors across US
No of distributors fell from 5000 to 250 by 2000
Only 50 to 100 left with access to widespread national distribution
Large retail consolidation in US
Top 10 supermarkets control 55% of the US market in 2000
Majority of producers are focused on low volume/high price to gain maximum return/margin
Distributors are focused on high volume/low price to maximize economies of scale
Near impossible for a new company to establish itself
Low barriers invite more players to wine market
Porter’s five forces analysis
Threat of new entrants – HIGH
Low barriers to entry for new players in wine industry
Firms spent 40% of their expenditures on marketing and distribution
Existing rivalries in industry – HIGH
Total no of wineries in US increased by more than 400%
Glut of grape supply due to low growth in demand
This put downward pressure on price and margins
Bargaining power of Buyers – HIGH
More players are entering the market
Production outstripped demand by 20%
Consolidation of retailer and distributor
Bargaining power of Suppliers – LOW
Wine producers with their own vineyards attempts to control the operations starting from production to distribution
Threat of Substitutes – LOW for Budget
Only 10% people drank wine regularly
Of the remaining 90%, 46% preferred beer or spirits
35% drank alcoholic beverages other than wine
How To Estimate Garage Building Costs ?Behm Design
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Economic evaluation and comparison between green building and conventional bu...Manthan Shah
This is a presentation on my own Project report from BE.
It is about the economic compression between green house and a conventional house.
it might be useful for Environmental engineering students or any one interested in he subject
This modular housing based in Belapur, New Mumbai, is designed by Ar. Charles Correa. This project, which was constructed in the 1980s, stands as a perfect example of affordable and high density housing, which is the need of the hour.
Internship Under Dr. Sameer Mathur Professor at IIM Lucknow
What you learnt about creating presentations
The following points
Brief topics from this book
About Needs ,Wants ,Demands , Value & Satisfaction
3 Different cases Were discussed.
Understanding the Situation and problem being faced
Analysis of a HBR article
By: Julia kirby
Learned advertisement and their effect Target advertisement Impact on customers Using memes and other technical advantages Beating compititions
A BRAND IS FOREVER! A FRAMEWORK FOR REVITALIZING DECLINING AND DEAD BRANDS
2. REVIVAL OF A DEAD BRAND The revitalization of a brand is usually less costly and risky than introducing a new brand, which can cost tens of millions and will more likely fail than succeed -Aaker(1991)
3. REVIVAL OF A DEAD BRAND  neither the lifespan of a brand nor its ultimate destiny is predetermined  But, brand decline is a reversible process  Ex: Harley Davidson and ford after facing great competition lost their hold still regained their status because of their brand value.
4. REVIVAL OF A DEAD BRAND The revitalization of a brand is usually less costly and risky than introducing a new brand, which can cost tens of millions and will more likely fail than succeed -Aaker(1991)
5. DECLINE AND DEATH OF BRANDS Brand equity framework: The differential effect that consumer knowledge about a brand has on the customer’s response to marketing activity, and consumer brand knowledge can be characterized in terms of brand awareness and brand image dimensions A brand with strong equity has high awareness and consumers hold strong, favourable, and unique brand associations
6. DECLINE AND DEATH OF BRANDS Pan am and Oldsmobile (general electrical) examples illustrate that even well-known brands can decline as a result of a wide variety of factors.
7. CAUSES OF BRAND DECLINE Product life cycle (PLC) framework: identifies four stages: introduction, growth, maturity, and decline. It uses sales to define the stages of the life cycle, which in turn are used to predict sales. Different forces leads to brand’s evolution • Managerial actions • Environmental factors • Competitive actions
8. CAUSES OF BRAND DECLINE MANAGERIAL ACTIONS Brands often decline because of leadership, management, and employees making excuses rather than acting with integrity Managerial actions which can cause this are: product quality, price increases, price cuts, brand neglect, and inability to stay with the target market.
9. CAUSES OF BRAND DECLINE MANAGERIAL ACTIONS Product quality: When compromises in product quality for cost-cutting reasons • do not impact brand loyalty in the short run, • managers mistakenly conclude that consumers are willing to accept or live with the change. • At some point when customers’ experiences with the brand do not live up to their expectations, • the brand starts to decline.
10. CAUSES OF BRAND DECLINE MANAGERIAL ACTIONS Price increases : If a company continues to raise prices without offering a corresponding increase in benefits, sooner or later consumers will start to abandon the brand. Volkswagen launched golf but was unable to control costs and had to keep raising prices, until it effectively drove itself out of the entry-level segment where it had once been a leader
11. CAUSES OF BRAND DECLINE MANAGERIAL ACTIONS Price cuts: When a company cuts prices in desperation to increase
A presentation based on the Howard Case Study on 'What are Brands Good for?'
The role of disaggregated marketing has been highlighted through this presentation
It's another new era of digital and marketers are faced with making big bets on their digital strategy. If you are looking at modernizing your tech stack to support your digital evolution, there are a few can't miss (often overlooked) areas that should be part of every conversation. We'll cover setting your vision, avoiding siloes, adding a democratized approach to data strategy, localization, creating critical governance requirements and more. Attendees will walk away with actions they can take into initiatives they are running today and consider for the future.
When most people in the industry talk about online or digital reputation management, what they're really saying is Google search and PPC. And it's usually reactive, left dealing with the aftermath of negative information published somewhere online. That's outdated. It leaves executives, organizations and other high-profile individuals at a high risk of a digital reputation attack that spans channels and tactics. But the tools needed to safeguard against an attack are more cybersecurity-oriented than most marketing and communications professionals can manage. Business leaders Leaders grasp the importance; 83% of executives place reputation in their top five areas of risk, yet only 23% are confident in their ability to address it. To succeed in 2024 and beyond, you need to turn online reputation on its axis and think like an attacker.\
Key Takeaways:
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Mastering Multi-Touchpoint Content Strategy: Navigate Fragmented User JourneysSearch Engine Journal
Digital platforms are constantly multiplying, and with that, user engagement is becoming more intricate and fragmented.
So how do you effectively navigate distributing and tailoring your content across these various touchpoints?
Watch this webinar as we dive into the evolving landscape of content strategy tailored for today's fragmented user journeys. Understanding how to deliver your content to your users is more crucial than ever, and we’ll provide actionable tips for navigating these intricate challenges.
You’ll learn:
- How today’s users engage with content across various channels and devices.
- The latest methodologies for identifying and addressing content gaps to keep your content strategy proactive and relevant.
- What digital shelf space is and how your content strategy needs to pivot.
With Wayne Cichanski, we’ll explore innovative strategies to map out and meet the diverse needs of your audience, ensuring every piece of content resonates and connects, regardless of where or how it is consumed.
Digital Money Maker Club – von Gunnar Kessler digital.focsh890
Title One is a comprehensive examination of the impact of digital technologies on
modern society. In a world where technology continues to advance rapidly, this article delves into the nuances and complexities of the digital age, exploring Its implications across various sectors and aspects of life.
In this presentation, Danny Leibrandt explains the impact of AI on SEO and what Google has been doing about it. Learn how to take your SEO game to the next level and win over Google with his new strategy anyone can use. Get actionable steps to rank your name, your business, and your clients on Google - the right way.
Key Takeaways:
1. Real content is king
2. Find ways to show EEAT
3. Repurpose across all platforms
Digital marketing is the art and science of promoting products or services using digital channels to reach and engage with potential customers. It encompasses a wide range of online tactics and strategies aimed at increasing brand visibility, driving website traffic, generating leads, and ultimately, converting those leads into customers.
https://nidmindia.com/
Videos are more engaging, more memorable, and more popular than any other type of content out there. That’s why it’s estimated that 82% of consumer traffic will come from videos by 2025.
And with videos evolving from landscape to portrait and experts promoting shorter clips, one thing remains constant – our brains LOVE videos.
So is there science behind what makes people absolutely irresistible on camera?
The answer: definitely yes.
In this jam-packed session with Stephanie Garcia, you’ll get your hands on a steal-worthy guide that uncovers the art and science to being irresistible on camera. From body language to words that convert, she’ll show you how to captivate on command so that viewers are excited and ready to take action.
Monthly Social Media News Update May 2024Andy Lambert
TL;DR. These are the three themes that stood out to us over the course of last month.
1️⃣ Social media is becoming increasingly significant for brand discovery. Marketers are now understanding the impact of social and budgets are shifting accordingly.
2️⃣ Instagram’s new algorithm and latest guidance will help us maintain organic growth. Instagram continues to evolve, but Reels remains the most crucial tool for growth.
3️⃣ Collaboration will help us unlock growth. Who we work with will define how fast we grow. Meta continues to evolve their Creator Marketplace and now TikTok are beginning to push ‘collabs’ more too.
The digital marketing industry is changing faster than ever and those who don’t adapt with the times are losing market share. Where should marketers be focusing their efforts? What strategies are the experts seeing get the best results? Get up-to-speed with the latest industry insights, trends and predictions for the future in this panel discussion with some leading digital marketing experts.
Unleash the power of UK SEO with Brand Highlighters! Our guide delves into the unique search landscape of Britain, equipping you with targeted strategies to dominate UK search engine results. Discover local SEO tactics, keyword magic for UK audiences, and mobile optimization secrets. Get your website seen by the right people and propel your brand to the top of UK searches.
To learn more: https://brandhighlighters.co.uk/blog/top-seo-agencies-uk/
When most people in the industry talk about online or digital reputation management, what they're really saying is Google search and PPC. And it's usually reactive, left dealing with the aftermath of negative information published somewhere online. That's outdated. It leaves executives, organizations and other high-profile individuals at a high risk of a digital reputation attack that spans channels and tactics. But the tools needed to safeguard against an attack are more cybersecurity-oriented than most marketing and communications professionals can manage. Business leaders Leaders grasp the importance; 83% of executives place reputation in their top five areas of risk, yet only 23% are confident in their ability to address it. To succeed in 2024 and beyond, you need to turn online reputation on its axis and think like an attacker.
Key Takeaways:
- New framework for examining and safeguarding an online reputation
- Tools and techniques to keep you a step ahead
- Practical examples that demonstrate when to act, how to act and how to recover
Digital Commerce Lecture for Advanced Digital & Social Media Strategy at UCLA...Valters Lauzums
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Understand how search engines work
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• Harness neuroscience and Tribal Alignment to transform your communication strategies, turning potential clients into fans and those fans into loyal customers.
• Discover the art of automated segmentation, pinpointing your most lucrative customers and identifying the optimal moments for successful conversions.
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3. Who are the Key Players
•David Zhou
China Marketing Manager of Gino SA
•Jean-Michelle Pierre
Gino’s Asia Pacific Manager
•Henry Gong
Jinghua’s General Manager
•Feima Boiler Co. Ltd.
6. •To resolve conflict with Distribution Channel
•To decide whether to give OEM status to Feima
•Increase Annual combined sales
•Increase annual sales of Industrial burner
•Develop OEM accounts
•Improve spare and supply
•Build the Brand image
7. FactsandInsight
World Market for Burners (in thousands of units)
Area Marketsize GinoSales
Europe 574 276
NorthAmerica 433 45
Asia 291 36
RestofTheWorld 250 24
Total 1548 381
FactsandInsight
8. Advantages:
• In house production Capabilities
• A well established channel network
• International Exposure
Range OutputRange Production(in
thousandsofunits)
AverageMargin%
Domestic 50000-300000 329 20
Commercial 300000-2000000 49 25
Industrial >2000000 3 30
Total 381
FactsandInsight
Production and Margines
9. Gino:
• Domestic Range Market: Price leader in that range and 14% market
share
• Commercial Range: Growth is impressive and nearly 8% market
share
• Industrial Range Market: Very Disappointing even after offering
prices 10% to 20% lower than it’s competitor
Estimated Size of Ranges (Total China Market)
FactsandInsight
10. Jingua Mechanical Engineering Company (Northern Region)
Also made and sold boilers although margins on the boilers was less than
that on burners
FUNG’s Co. (Central Coastal Region)
Main product line was textile Machinery with over 90% of annual
turnover
Wayip Trading Company(Sothern Region)
100% Gino burners business
FactsandInsight
12. • Transfer Price: Free on the board price in U.S. dollars
• Base Price: Price in RMB including import duty, VAT, shipping,
insurance and domestic transportation
• Public Price: Grossing up Base price by 60%
• Contract Price: Actual Transaction Price
20% discount off the public price is provided by
distributors
Gino had agreed to allow maximum 25% discount
FactsandInsight
13. Some Market changes in Distributor's Behavior in recent Months
• They were demanding for better terms
• Stolen Sales causing lack of service and technical support to new
customers
• Reluctance to Stock Industrial Burners
lost at least 50 units sale due to lack of inventory
FactsandInsight
14. • Leading Boiler company in northern china
• Jinghua’s Customer and it allowed an average 25% Discount
• The primary purpose of approaching Gino for OEM treatment
was to obtain at least 10% greater discount
• It will buy at least 50% of its commercial and industrial
burners and all its domestic burners in return
Range Volume Burner from Gino Estimated After
Getting OEM
Domestic 1055 350 1055
Commercial 163 50 82
Industrial 71 3 35
Total 1289 403 1172
FactsandInsight
15. • Henry Gong, Jinghua’s General Manager
• Aggressively opposing the deal between Feima and Gino for OEM
account
• Threatened to reconsider the co-operation with Gino is Feima is
touched and was famous for honoring what he said
• He was an expert in Networking and lobbying Gino’s other two
distributors
Reasonforopposing:
1. Ginoshould notdevelopdistributor’sexistingcustomeras
OEMaccounts
2. Itcould destroydistributor’sconfidenceinco-operation
FactsandInsight
16. Zhou has to Decide whether
he wants to sign OEM with
Fiema?
17. 1. What are the advantages?
2. Is it possible to give atleast 10% more discount to
Feima?
3. Is it possible to charge prices higher than what it
charges to Distributor?
4. How it will affect the Jinghua?
18. Advantages
• Developing OEM business was one way to combat the increasing
bargaining power of distributors
• Good opportunity to break into a well-entrenched customer(other
competitors) in industrial burners
• Receive good reference account
• Success with Feima would make it easier for Gino to develop OEM
business
• It will help in developing Brand image
Advantages
22. Willitbeabletogive10%morediscount?
• Lets assume the transfer price is $100.
• Base price will 100*12.32= RMB1,232
• So the public price will be 1232*1.6= RMB1,972
• At present Feima is getting 25% discount
• At 35% discount, it will cost 1972*.65 = RMB1,282
• It can charge $104
• 4% higher than what it charges to distributors
26. Jinghua’s margin and loss
LOSS=
379500
6352200
= 6%
With 6% loss in profit , Jinghua is less likely to leave Gino.
Jinghua ToFeima
Domestic 4354*2500*.3= RMB32,65,500 350*2500*.3=RMB2,62,500
Commercial 876*9000*.3= RMB23,65,200 50*9000*.3=RMB1,35,000
Industrial 37*65000*.3= RMB7,21.500 3*65000*.3=RMB58,500
Total RMB63,52,200 RMB3,79,500
27.
28. Alternative
• DO not sign OEM with Feima and allow Jinghua to continue
business with it
• Applying pressure on Distributors to keep larger inventory of
Industrial Burner
• Launching sales force to penetrate in Industrial Range
Disadvantage:
• Loss of potential OEM
• Higher bargaining power of
distributor
• Increase in cost in order to launch
sales force
Advantages:
• This will also reduce cycle time
• Better relationship with
Distributors
29. Created by Rahee Hardaha,IIT Delhi, during an internship
by Prof. Sameer Mathur, IIM Lucknow.
www.IIMInternship.com