Gino sa case study internship
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GINO is one of the largest burner manufacturers in the world with a 14% market share. It is considering an OEM proposal from Feima that could disrupt its relationship with its main Chinese distributor, Jinghua, which accounts for 40% of GINO's revenue in China. GINO aims to grow annual unit sales by 20% and industrial sales by 200 units by improving service standards and developing new distribution channels. It must choose whether to accept Feima as a customer through Jinghua, develop Feima as an OEM and risk upsetting Jinghua, or reject Feima and lose potential sales.
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Gino Burner Co. faced a request from its customer Tianjin Feima Boiler to purchase burners directly instead of through Jinghua, Gino's largest distributor in China. This posed a dilemma for Gino on whether to approve the direct sale and potentially damage relationships with distributors, or deny the request and risk losing Feima as a customer. Gino had 6 weeks to determine the best approach among 3 options - proceed with Feima as an OEM, deny the request to maintain distributor relationships, or approve for industrial burners only to balance the interests.
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Gino Burner Co. faced a request from its customer Tianjin Feima Boiler to purchase burners directly instead of through Jinghua, Gino's largest distributor in China. This posed a dilemma for Gino on whether to approve the direct sale and potentially damage relationships with distributors, or deny the request and risk losing Feima as a customer. Gino had 6 weeks to determine the best approach among 3 options - proceed with Feima as an OEM, deny the request to maintain distributor relationships, or approve for industrial burners only to balance the interests.
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Gino SA faces a decision about whether to grant direct purchasing status to Feima, bypassing its distributor Jinghua. There are 3 options:
1) Deny Feima's request to preserve distributor relationships but risk losing Feima as a customer.
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Gino SA manufactures burners and sells through distributors. Its largest distributor, Jinghua, opposes a direct sales offer from Feima, a boiler company. Gino's marketing manager must decide whether to accept Feima's offer and risk upsetting Jinghua, or maintain the distributor relationship. The document analyzes alternatives like declining Feima, accepting them through Jinghua, or developing Feima as an OEM partner. It concludes the best option is accepting Feima as a customer through Jinghua to increase sales while strengthening distributor relationships and reducing their bargaining power.
A brand is forever!a framework for revitalizing declining and dead brands
A brand's equity and power lies in its relationship with consumers. Over time, a brand's equity can decline due to various factors, leading to its demise. Some common reasons for brand decline include compromised product quality, brand neglect, inability to stay relevant to the target market, and failure to evolve with consumer preferences. To revitalize a declining brand, managers should address prior mismanagement issues, re-establish product quality, reinvigorate brand messaging and positioning, and reconnect with the target consumer base. Correcting past mistakes is key to restoring a brand's vitality.
What are brands good for?
Brands are no longer the focal point of marketing in the era of disaggregation. Segmenting customers based on their individual needs and communicating with them directly through personalized channels allows marketers to be more responsive. This approach builds deeper relationships through two-way communication rather than one-size-fits-all branding. As a result, brands now play a supporting role by delivering their value proposition to targeted consumer segments rather than acting as individual stars.
Assignment 3
The document discusses Goodyear's launch of the Aquatred tire, which features an innovative tread design to improve wet traction. It raises issues around whether the Aquatred is the right product given competition from other tire brands. It also questions if launching during the upcoming winter Olympics is the right timing due to potential supply bottlenecks. Additionally, it debates the risks and benefits of expanding distribution channels and whether the new channels should sell the Aquatred.
Gino case study
Gino Burner Co. is a leading burner manufacturer based in France that wants to expand its market share in China. It currently distributes products through distributors like Jinghua. A new opportunity arose with Feima proposing to be an OEM customer, but this could damage relations with Jinghua. Two alternatives were considered: 1) maintaining relationships with distributors or 2) signing a deal directly with Feima. Financial analysis showed the Feima deal would boost revenue and profits for both Gino and Jinghua. Thus, alternative 2 of directly supplying Feima while offering discounts to Jinghua was recommended to penetrate the industrial segment and meet growth goals in China.
Case3
Over the years, many brands have declined or become obsolete. Some brands decline gradually over time while others experience sudden death. Significant financial investments made to build brands can also be lost when brands decline. The document goes on to discuss various causes of brand decline, such as poor managerial decisions around product quality, pricing, neglecting the brand, and an inability to stay relevant to the target market over time. Environmental factors like changes in consumer preferences and competitive actions can also contribute to a brand's decline. The document provides signs that a brand may be declining and advice on assessing whether a declining brand is viable to revive. Guidelines are offered for successfully revitalizing a struggling brand.
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Every marketer knows you’re supposed to tell a story, but do you know how to tell a story? Do you know why you’re supposed to tell a story? Do you even truly know what a story is? While many marketing presentations emphasize the value of mythic storytelling, the nuts and bolts of actually constructing a story are never explored.
The goal of marketing may be to achieve specific KPIs that drive sales, which is very objective, but the top of the marketing funnel requires a softer approach. In our data-driven results-oriented fast-paced world, marketers must quantify results, but those results will never be achieved unless prospects are first approached with humanity.
There is a common misunderstanding that the so-called “soft skills” of marketing such as language and art are unmeasurable and subjective, but while the objective measures of market research are merely 100 years old, the rules of aesthetics have been perfected over the last 2,500 years.
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Unleash the Power of Storytelling - Win Hearts, Change Minds, Get Results - R...
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在线办理(英国UWS毕业证书)西苏格兰大学毕业证学位证一模一样
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Luxury Hanloom Saree Brand ,Capstone Project_Kiran Bansal.pdf
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Gino sa case study internship
- 1. WHAT IS GINO? 1. One of the largest burner manufacturers in the world- 14% market share 2. Set-up in France
- 2. • Choosing between an OEM proposal from Feima and agitating its well- established distribution channel. THE PROBLEM
- 3. • Jinghua that constitute 40% of revenue in China- the distributor • FEIMA- Potential OEM. Also, major client of Jinghua- the buyer • GINO-the main producer WHO ARE INVOLVED
- 4. • grow its annual unit sales by 20%, industrial sales by 200 units. • build two OEM & end user channels by improving service standards. THE AIM
- 5. • Feima’s OEM businesses may lead to frayed relationship with existing distributor, Jinghua. THE RISK INVOLVED
- 6. • Choose between pleasing distributors or setting up OEM. • If OEM: create a pricing strategy for potential OEM’s including Feima. • To open two OEM accounts, develop more distributors and assist through marketing and technical support, increase annual industrial burner sales to 200 units, and over all sales to 15,000 units. OBJECTIVE
- 7. IMPORTANCE Low High URGENCY Low Increase Industrial Sales Increase overall unit Sales Improve service and spare supply High Develop OEM channel Optimize Distributor channel Build brand image Feima Proposal PRELIMINARY ANALYSIS
- 9. • global presence, well-established channel network and strong brand reputation. • price gap from competition of up to 30% • contribution margins (30% - Industrial, 25% - Commercial, less than 20% - Domestic). • 14% market share • reputable employee base STRENGTH(2/5)
- 10. • reliance on oligopolistic distribution channel for meeting the sales targets • Unable to take over industrial burner market • Unable to steal major market from competitors WEAKNESS(3/5)
- 11. • Increasing demand (20% higher in the next five years) in Industrial range. OPPORTUNITIES(4/5)
- 12. • Political influence of local manufacturers leading to increased output and selling power. • Declining growth in western markets. THREATS(5/5)
- 13. •WHAT CAN BE DONE? ALTERNATIVES
- 14. •Accept feima as jinghua’ customer ALTERNATIVES (1/3)
- 15. • Increase in unit sales • Relationship with distributors strengthened • Improved service standards • Industrial burners emphasized • New distribution channel established • Reduced cycle time • Decreasing power of distributors Advantages
- 16. • Loss of potential OEM • High investment Disadvantages
- 17. • Develop Feima as OEM ALTERNATIVES (2/3)
- 18. • Increased unit sales through Feima. • Brand image and potential end-user channels built. • New OEM channel developed. Decreasing distributor power Advantages
- 19. • Disappointed Jinghua. • Fear in distributor channel may lead to poaching and exits. • Industrial stocking remains a challenge. High marketing investment. • Longer cycle times. Disadvantages
- 21. • New OEM and end user accounts • Relationships with distributors remain undeterred • Industrial segment sales promoted • Shortened cycle time Advantages
- 22. • OEM account lost. • Guaranteed unit sales lost. • Distributor power remains. • High investment. Disadvantages
- 23. • These slides were created by Siddhant Ahuja, as part of an internship done under the guidance of Prof. Sameer Mathur (www.IIMInternship.com) Disclaimer