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AN INTRODUCTION TO DIFFERENTIATED LEARNING TOOLS
Participants in flexible learning programs have limitations on the nature of the
time they can spend on learning. Typically they are employed fully or partially,
pursuing higher studies or have other social and familial responsibilities.
Availability of time is a great constraint to these students.
To aidthe participants,we have developedfour unique learningtools as below:
 Bullet Notes : Helps in introducing the important concepts in each unit
of curriculum, equip the
student during preparation of
examinations and
 Case Studies : Illustrate the concepts through real life experiences

 Workbook : Helps absorption of learning through questions based on reallife nuggets
 PEP Notes :Sharing notes of practices and experiences in the Industry will help the student to
rightly perceive and get inspired to learn concepts at the cutting edge
application level.placementinterviews
Why are these needed?
 Adults learn differently from B. School or college going
students who spend long hours at campus.
 Enhancing analytical skills through application related learning
kits trigger experiential learning
 Availability of time is a challenge.
 Career success increasingly depends on continuous learning
and success
What makes it relevant?

How is it useful?


Where does this lead to?
As and when you get 5 to 10 minutes you can read one of these and absorb and comprehend.
Spending more time is your choice.
You can use the time in travel, waiting for meetings, lunch time, small breaks or at home
usefully.
Through these tools, the learning bytes are right sized for ease of learning for time challenged
participants.
The content starts from practice and connect to precept making it easy to connect to industry
and retain.
They can be connectedto continuous assessment process of the academic program.
Practitioners can use their real life knowledge and skill to enhance learning skills.
Immediate visualization of the practical dimension of the concept will offer a rich learning
experience.

 Easier to move ahead in the learning process.

 Will facilitate the student to complete the program earlier than
otherwise.Helpsstay motivated and connected.
When is it useful?


Case Studies:
Marketing Management

© The ICFAI Foundation for Higher Education (IFHE),
Hyderabad, May, 2015.All rights reserved
No part of this publication may be reproduced, stored in a retrieval system, used in a spread sheet, or
transmitted in any form or by any means – electronic, mechanical, photocopying or otherwise – without
prior permission in writing from The ICFAI Foundation for Higher Education (IFHE), Hyderabad.
Ref. No. MM-CS-IFHE – 052015
For any clarification regarding this book, the students may please write to The ICFAI Foundation for Higher
Education (IFHE), Hyderabad giving the above reference number of this book specifying chapter and page
number.
While every possible care has been taken in type-setting and printing this book, The ICFAI Foundation for
Higher Education (IFHE), Hyderabad welcomes suggestions from students for improvement in future
editions.
Our E-mail id: cwfeedback@icfaiuniversity.in
ii

CONTENTS
1. Volkswagen: Making Adjustments to Win the Indian Customers 5
2. McDonald‟s value chain strategy in uncertain markets 7
3. Focus on Demographic Environment: A legacy Brand‟s Success Story 8
4. Understanding Customers through Customer Lifetime Value Model 10
5. Toyota Automobile Recall: Addressing Customer‟s Cognitive Dissonance 11
6. Cisco‟s supply chain model to withstand the disruptions due to natural disasters 12
7. Amazon‟s Marketing Strategies to Meet the Sales Forecast 14
8. Benefit Segmentation of Toothpaste:Sensodyne and Tooth Sensitivity 15
9. Concentric Diversification: The Experience of MotherDairy 17
10. Godrej Industries: Planning a Big Splash in the Indian Face wash Niche 18
11. Kalyan Jewellers: Selling Specialty Products with a „Local‟ Touch 20
12. Apple‟s Expression through Product Differentiation 21
13. Microsoft Smart Watch: A Revolutionary Product-in-making 22
14. Brand Rejuvenation: Godrej Appliances 23
15. Price Adjustment Approaches:Spicing SpiceJet 24
16. Britannia: Designing a New Distribution Strategy for its Biscuits and Dairy Segments 25
17. Fulfillment By Amazon(FBA): A New Logistics Mantra 26
18. Impact of Market Decisions on Failure of Tashi Footwear Chain 27
19. Awareness Creation of New Hero Brand in India 28
20. Native Advertising: ATTRACTING CUSTOMERS THROUGH CONTENT 29
21. Recruitment and Selection Strategy for an Effective Sales Team: Eureka‟s Model 30
22. Downsizing: Cisco‟s Strategy to become Competitive 31
23. Legal and Regulatory Enforcement – Uber‟s Case 32
24. Direct Marketing in India: The Oriflame Way 33
25. Telemedicine 2.0: Apollo‟s Integrated Healthcare Delivery Model 34
26. YOU ARE MORE BEAUTIFUL THAN YOU THINK: Dove‟s Idea Marketing 35
27. The World‟s Most Ethical Company: Tata Power 36
28. SIX PILLARS for Greening Product Portfolio: The Philips Way 37
29. Enriching Travelers‟ Roaming Experience using Big Data Analytics :Airtel‟s Approach 38
iii

Introduction to the Case Study
Participants in ICFAI University Programs are eager to apply theory into practice. They realize that
application orientation can enhance their learning and subsequent usage of management precepts and
practices. Picking out the principle behind real world events is critical to this learning.
To fulfill this objective the institution has introduced the Case Study methodology as a learning tool. A
one page case is developed for learning a concept/topic from an illustration of a real world occurrence.
The case illustrates a situation pertinent to an individual/a company/an industry or an economy in relation
to a concept or issue covered in the curriculum. The illustration is specific to the point being discussed.
The case depicts the knowledge which can be applied as illustrated in the practice of the real world.
These experiences can be distilled to look at a core principle at play by the participant. While there could
be multiple principles at play, the illustration of each case helps in its better understanding of the concept
at a very fundamental level.
The learning outcomes expected are:
1. Real world is illustrated and connected back to one concept/topic for better theoretical
understanding.
2. Application based approach, which significantly enhances absorption and retention.
3. Exposure to specific business situations and developments improves perspective.
It may be used for Assessment
iv

1
Volkswagen: Making Adjustments to Win the Indian
Customers
Volkswagen Group is a German multinational automobile manufacturer was founded in 1937 and
headquartered at Wolfsburg, Germany. Involved in the designing, manufacturing and distribution of
commercial and passenger automobiles, motorcycles, etc.
Volkswagen launched SKODA brand in 2001 in India. This was followed by the entry of the Volkswagen
and Audi brands in 2007 and the Porsche and Lamborghini brands in 2012. The group planned to gain more
than 10% share in the Indian market by 2018. The group performance was given below:
Table 1: Volkswagen Performance in 2012
Brand recognition rose from 8% to 54%
Sales soared from 13,000 cars to 110,000
Market share increased from 0.91% to 4.9%
In January 2015 total sales were 23,504 units,despite the slump in the Indian automobile industry
Sources: http://articles.economictimes.indiatimes.com/2012-04-22/
www.volkswagen-group-india-audi
The group started losing its initial momentum amidst stiff competition from cost-effective competitors
like Hyundai post 2011-2012.It struggledon accounts of – sales, customers, service and dealers.
Table 2: Comparative analysis between Volkswagen and Hyundai
Parameters (in 2011) Volkswagen Hyundai
Sales 75,000(Polos & Ventos) 1,20,000(i20s & Vernas)
Dealerships 103 544
Price Rs.720,000 (Polo, top-end, petrol Rs.689,000 (i20, top-end, petrol variant)
variant)
Sources: http://articles.economictimes.indiatimes.com/2012-04-22/
www.volkswagen-group-india-audi
The group proposed certain adjustments to its strategy in order to gain a better foothold in the Indian
market.
Table 3: Challenges and proposed adjustments by Volkswagen
Challenges

Proposed Adjustments
Higher cost structure made it difficult to Strive towards introducing smaller and lower
connect with the price-sensitive Indian

priced cars soon.

customers
Proposes to launch cars that were pricedVolkswagen commanded about 5% premium
price lower than the Polo
Dealers had been ineffective in pushing sales Focus on encouraging dealers to contribute in
and providing the desired customer care offering product discounts
Had product offerings that catered to only Plans to launch various versions to suit
about 35%-45% of the market

Indian consumers
Hopes to increase addressable market to 55%
Needed to indigenize its „world-class‟ cars The company is working towards bringing
and style of operations to suit Indian market about rapid indigenization of both products
conditions and talent. For instance,trainers brought in
from Germany at the Group‟s Chakan plant,
Pune. Employees from the Indian plant were
sent to Germany.
5

Company Responses and Adjustments refer to the modifications an organization makes in its product
offerings or strategies in order to meet the market and customer expectations. Despite being the market
leader in China and Europe, the Volkswagen group struggled to make its mark in the Indian market. The
company is now making adjustments in its product offerings as well as market strategies with the aimof
strengthening its market position in India.
DiscussionQuestions:
1. What do you understandby company responses and adjustments?
(Hints: customer expectations, strategies for product development)
2. How did Volkswagen make adjustmentsto meet market and customerexpectations?
(Hints: market strategies,market leader)
Course Reference: Concept-MarketingDynamics/Unit 1-Marketing: TheDevelopment of a Concept/ Subject-
Sources:
i. Murali Gopalan , “VW plots a comeback strategy for India” , Business Line, November 6, 2014
ii. Malini Goyal, “Volkswagen may still struggle to compete with fierce price-warriors like Hyundai & Maruti
Suzuki”, TheEconomic Times, April 22, 201
iii. Volkswagen website
OtherKeywords: Strategic Marketing Management
6

2 McDonald’s value chain strategy in uncertain markets
McDonald‟s Corporation, the world‟s largest chain of fast food restaurants was founded by Ray Kroc
in 1955. As of 2014, it had served 68 million customers daily in 119 countries through 35,000 outlets.
McDonald's restaurant operated through a franchisee model, an affiliate, or the corporation itself. It opened
its first restaurant in India in 1996 owning two partners Hardcastle Restaurants Pvt Ltd (HPRL) and
Connaught Plaza Restaurants Pvt Ltd (CPRL). In 2014 there are more than 310 McDonald's restaurants in
the country.
McDonald‟s had been planning for expansion through new stores (See Chart 1) . While in 2014 its sales were
not soencouraging,McDonald‟s was positive about the growth by 2020.Areport from Technopak also
expected the industry to grow from $48 billion in 2013 to $92 billion by 2020. The challenges before
McDonald‟s

to meet the expected growth were:
How to design procurement strategy to survive the competition?
 Foreign sourcing became expensive due to exchange rate, import duties and transportation

costs
How to effectively organize its supply chain?
 Absence of required infrastructure
McDonald developed a value chain strategy to meet these challenges:
Chart 1: Mc‟Donald Value Chain
McDonald‟s value chain strategy could be one of the best models for expansion in uncertain markets.
Value chain is a set of activities companies perform such as designing, producing, marketing, and
delivering, procurement to after sales services. At each of these stages, value can either be created or lost.
McDonald‟s value chain can be an optimistic driving force in its expansion plans, for uncertain markets.
There is value addition at each level of the process,starting from raw material.
1. What is Value Chain?
(Hints: supply chain management, sales and distribution activates)
2. How did McDonald‟s deploy the value chain strategy?
(Hints: expansion plans, technology investment)
Course Reference: Concept-Value Chain/Unit 2 – Delivering Customer Values and Satisfaction/ Subject – Marketing
Management
Sources:
i. Rajarshi Bhattacharjee, “Partnering for growth”, Business Standard, February 24, 2014
ii. www.mcdonalds.com
iii. Rakesh Singh, “Demand forecasting in a supply chain”, Business Standard, August 18, 2014
OtherKeywords: Strategic Management, Services Marketing, Retail Management
7

3
Focus on Demographic Environment: A legacyBrand’s
Success Story
Horlicks, a malted milk hot drink company was founded by James and William Horlick. Later, it became a
part of GlaxoSmithKline. Horlicks was consumed as a family drink in the 1940s and 1950s. By 2014,
Horlicks had transformed itself in many ways from the tag of a family drink to meet the developing and
emerging markets need (See Chart 1).
According to Nielsen (a leading global information and measurement company) data, in 2014, Horlicks (a
legacy brand) leads with a market share of 46.2 percent in India. Many a times, Horlicks had to be updated
so that it remained in sync with the changing lifestyle and needs of consumers.Over the years, the
challenges it faced to survive and lead the market were:

 Competing with other legacy brands
 Altering the design of containers and packaging
 Changing advertisements with changing variants
 Shifting the focus from health drinks for entire family to target specific consumers
 Extending product lines to meet different categories
Understanding the marketing strategies of competitors
Steps taken by Horlicks to survive and grow in the market were:
Chart 1:- Timeline of Horlicks
Horlicks consolidated its position as a leading Brand in health food drinks market despite the fact that the
health drink category had very limited ways to differentiate the performance of the product.
Marketers study demographic environment on performance of the product to understand the changing
needs of consumers. By proactively adapting to changes in the macroeconomic environment, companies
can gain a competitive edge. Adapting to the ever changing tastes and preferences of customers helped
Horlicks to succeed as a legacy brand leaving its competitors much behind.
8

1. What did you understand by demographic environment?
(Hints: macroeconomic environment, population size)
2. How did Horlicks leverage the demographic environment to become a family drink?
(Hints: expansion plans, technology investment)
Course Reference: Concept-DemographicEnvironment/Unit 3 – Marketing Environment/Subject–
Sources:
i. Viveat Susan Pinto, “40 Years Ago...and now: From family nourisher to individual supplement“, Business
Standard, October 01, 2014
ii. www.Glasxosmithkline.com
iii. Viveat Susan Pinto, “Makeover for Horlicks, again”, Business Standard, August 21,2014
OtherKeywords: Strategic Management
9

4
Understanding Customers through Customer Lifetime
Value Model
Established in 1977, Avis Budget Group, Inc. was a US based rental and leasing company with a range of
vehicle rental services. It operated through two global brands in the industry, Avis and Budget, in three
segments – North America, International and Truck Rental. It had its headquarters in Parsippany, New
Jersey, US.
To succeed in a competitive world, companies need to understand their customers and their profitability.
Avisfaced the following challenges in understanding theircustomers, owing to lack of:
 organized process to understand customerand their choices
 analytical infrastructure tool to analyze the data available
 identification of long-term customer value
 specialists to focus on customer data integration
reliable reports on customer-level performance management
In 2014, Avis developed a very efficient model (See Chart 1), wherein it used 360-degree view of the
customer through ‘customer lifetime value’ (CLV) to understand its customers more.
Customer
Lifetime Value
Model
Chart 1: Customer Lifetime value model
Customer Lifetime value model has facilitated Avis Budget to add more value to its rental transaction
systemby integrating and analyzing the available customer data.
Customer profitability analysis is an important tool to retain profitable customers. It is carried out with
the help of customer and operational data, using analytical techniques and software technology. The
customer lifetime value model was one such model that helped Avis to face the challenges of fierce
competition.
1. How is customerprofitability analysis conducted?
(Hints: expansion plans,technology investment)
2. What are the factors addressed by Avis for customer lifetime value model?
(Hints: customer data integration, customer strategy)
Course Reference: Concept-Customer Profitability Analysis/Unit 4 – Marketing Budgets and Costs/Subject –
Sources:
i. “How Avis Budget Group Uses Data to Drive Its Marketing, Forbes”, March 26
2014 ii Avis Budget Group, Forbes, May 2014
OtherKeywords: Strategic Marketing, Consumer Behavior
10

5
Toyota Automobile Recall:Addressing Customer’s Cognitive
Dissonance
Toyota Motor Corporation, popularly known as Toyota, a Japanese multinational automobile giant, was
founded in 1937 and was headquartered in Toyota, Japan. Involved in manufacturing and selling motor
vehicles and motor parts, the company in 2014 had more than 300,000 employees worldwide and operated in
nearly 160 countries globally.
In October 2014, Toyota recalled nearly 400,000 Lexus vehicles on account of possible fuel leakage which
could lead to vehicle fire. The company first became aware of this issue in June 2010 when a customer had reported a
„gasoline odor emission‟ from the engine compartment. This created cognitive dissonance among customers.
These recalls included Toyota‟s Lexus LS (2007-2010 models), Lexus GS and Lexus IS (2006-
2011 models) (See chart 1).
Toyota investigated the issue but was able to trace the real cause of the problem only in 2014. To
reduce dissonance among its customers, Toyota adopted several corrective measures.
“Fuel Delivery “In some of “May “Could lead to “Increase
Pipes had these Pipes, Destroy the Fuel Leakage the Risk of
Plating to the Particles Sealing during Vehicle a Vehicle
may come in Property of Operation “ Fire”
protect against
Contact with the Gasket”
Corrosion “ the Gasket“
Repair the Replacethedefective Eliminates the Eliminate the risk of
Seating + Gasket + Re-install Fuel possibility ofFuel Vehicle Fire
Surface of Pressure Sensor Leakage
the Gasket
Chart 1: Toyota‟s Measures to Reduce Customer‟s Cognitive Dissonance
The company decided to:
Notify owners of the different versions of the three Lexus variants that have been affected,
 from December 2014

 Askowners to bring in theirvehicle forrepair at Lexus dealerships
 Repair the seating surfaceofthe gasketofthe fueldelivery pipe,free of cost
 Replace the faulty gasket
Re-install the fuel pressure sensorwith the correct tightening torque
Till November 2014, Toyota had received 238 warranty claims and 6 complaints from the field.
Cognitive dissonance is a psychological state that customers experience during their post-purchase
evaluation. Toyota recalled its faulty Lexus models and offered repair and replacement of the defective
parts. The company offered these corrective measures to its existing customers with the aim of
minimizing cognitive dissonance.
1. What is cognitive dissonance?
(Hints: psychologicalstate,post purchase evaluation)
2. How did Toyota take corrective measures to minimize cognitive dissonance?
(Hints: repair and replacement strategy,customer satisfaction)
Course Reference: Concept-Cognitive Dissonance/ Unit 5 - Understanding Consumer Buying Behavior/
Subject-Marketing Management
Sources:
i. Romaine Bostick,“Toyota Recalls Some Lexus Vehicles for Fuel Leak “, NHTSA Says,
Bloomberg, November 22, 2014
ii. Corporate news-Toyota,"Lexus Announces Recall of Certain LS, GS, and IS Vehicles", October 15,
2014
Other Keywords: Brand Management
11

6
Cisco’s supply chain model to withstand the disruptions due to
natural disasters
Cisco Systems, Inc., an American international corporation was founded by Leonard Bosack, Sandy Lerner
and Richard Troiano in 1984. It had its headquarters located in San Jose, California, US. It designed,
produced and sold networking equipment.
Cisco was unable to handle the supply chain effectively during the natural disaster of Hurricane Katrina in
Gulf Coast of the US in 2005. With great difficulty, it could meet the orders for new telecommunications
infrastructure to replace the damages. Subsequently, Cisco developed a flexible, well-organized and
profitable supply chain to make its value-chain more effective (See Chart 1).
A recent study by MIT Scale Network showed the following reasons for failure of large companies to
meet the contingencies:

 Managers fail to work on risk management factor of supply chain
 Absence of effective risk management practices
 Lack of support for risk management practice
Unable to construct an agile supply chain that can fit risks
An efficient five-step supply chain process developed by Cisco to meet the contingencies was:
Chart 1: - Cisco developed five step supply chain process
Cisco Systems realized the necessity of incorporating responsive measurement tools into supply chain
management. Proactive initiatives from the entire value chain can help survive during major disasters.
The organizational buying process will be affected by environmental factors such as climatic
conditions, location,or ecological concerns. Cisco‟s five-step model can inspire the complete value
chain to develop proactive measurement tools in the coming period to meet the environmental
disasters.
12

1. How does an environmental factor influence organizational buying process?
(Hints: psychologicalstate,post purchase evaluation)
2. What are the measures taken by Cisco to overcome the contingencies arising out of environmental
factors?
(Hints: responsive measurement tools, supply chain management)
Course Reference: Concept-EnvironmentalFactors/Unit 6 – Organizational Markets and Organizational Buying
Behavior/Subject – Marketing Management
Sources:
i. María Jesús Sáenz and Elena Revilla, “Creating More Resilient SupplyChains“, MIT Sloan Management
Review, June 17, 2014
ii. Cisco-Wikipedia
OtherKeywords: Strategic Management, Retail Management
13

7 Amazon’s Marketing Strategies to Meet the Sales Forecast
Amazon.com, Inc. was the largest international online retailer that sold third party goods and provided cloud
computing services. It also produced and sold consumer electronics such as Kindle e-book readers, Kindle
Fire Tablets, Fire TV and Fire Phone. It was founded by Jeff Bezos in 1994, and headquartered in Seattle,
Washington, US.
As Amazon never disclosed its sales figure. Pacific Crest‟s (Equity Research Analysts firm) ChadBartley
(senior researchanalyst)estimatedsales units of Amazon‟s Kindle to be 3.6 million in2011 and 11.8 million
in 2013. Bartley forecasted the sales of Kindle to be 11 million in 2014. Moreover, Forrester (a market
research firm) also predicted that Amazon could lead the path acquiring major share in total retail sales
anticipating

the following changes:
Conventional stores investing in web businesses
 Global evolution of Internet and mobile devices
 Growth of multichannel strategy
 Growth potential in US and international markets where it had less existence
 Anticipated growth of e-commerce business in Asia-Pacific region
Amazon was positive that its Kindle device sales would reach $22.6 million within the forecast phase.
The marketing strategies of Amazon to attain its sales forecast were (See chart 1):
Chart 1: Marketing strategies of Amazon for sales forecast
Amazon‟s launch of high and low priced Kindle tablet ranges with free cash flow and average pricing
was projected to improve its sales and profitability with a prospective growth in e-commerce market.
Company Sales Forecastrefers to the volume ofsales the company expects to obtain with the help ofa
particularmarketing plan,ina specified marketingenvironment.Amazon‟s marketing planofweb traffic
attraction, cash flow focus and average pricing is expected to help the company attain its sales target.
1. What is company sales forecast?
(Hints: volume sales, marketing environment)
2. How did sales forecast help Amazon to achieve sales target?
(Hints: marketing strategies,profitability)
Course Reference: Concept-Company Sales Forecast/Unit 7–Marketing Research, MkIS, and
Demand Forecasting/Subject – Marketing Management
Sources:
i. TrefisTeam, “How Amazon Plans On Driving Future Growth”, Forbes, May 15 2013
ii. Trefis Team, “Estimating The Value Of KindleHardware Sales For Amazon”, Forbes, , Marc
iii. Market Watch, “Amazon raises bets with new KindleFire HDX”, September 23 2013
OtherKeywords: Strategic Management, Retail Management, Services Marketing
14

8
Benefit Segmentation of Toothpaste:
Sensodyne and ToothSensitivity
Glaxo Smithkline plc (GSK), a British multinational company headquartered at Brentford, London, entered
into „Sensitive Toothpaste‟ segment with the Sensodyne brand in India. They made people aware of tooth
sensitivity problem and provided a solution with Sensodyne toothpaste.Tooth sensitivity and otheroral
problems were common in India as two in five Indians suffered from it (See Chart 1).
Sensodyne identified opportunity in oral care sector in India as follows:-
 Shift in urban family buying pattern, from buying one toothpaste to multiple toothpaste to

solve multiple oral problems like sensitivity, cavity, bad breath, etc.
People were not aware of any solution available for sensitive tooth problem.
 32% Indians suffer from gum sensitivity and oral care problems.
 Majority of consumers were willing to pay for preventive attribute to avoid sensitivity.
GSK enhanced market share for Sensodyne by focusing on Benefit Segmentation as follows:-
Testimonial Advertising
Basic & Educational like
practicing dentists visited
people‟s home explaining
& sharing brand experience
Push Marketing
Doctor‟s recommendation of
Sensodyne to prevent
sensitivity
Benefit
Segmentation
Below-the-lineadvertising
Through distributing samples,
retail activations, OTC (over the
counter) on pharmacy shops, etc
Wake Up To
Sensitivity (WUTS)
Campaign across 45
cities connected over
200,000 people
lakpeople
Chart 1: Benefit Segmentation of Sensodyne
Source: Nielsen
Sensodyne segmented the market based on „Customer Benefits‟ in term of „Sensitivity‟Toothpaste in
oral care. Sensodyne also added new variants in its sensitivity portfolio like Sensodyne Original and
Sensodyne Rapid Relief with average price of Rs. 50 (40g) and Rs. 90 (80g). Sensodyne overtook Colgate
Sensitive with 26% market share of sensitive market and 3% of total tooth paste Market in March 2013.
Benefit Segmentation is done based on customers who look for a particular benefit in a product.
Sensodyne providesbenefits of „no sensitivity‟ in oral care.
DiscussionQuestion:
1. How „benefit‟ is used for segmenting consumer
market? (Hints: product,consumer segmentation)
2. How did Sensodyne enhance its market share through benefit segmentation?
(Hints: push marketing, testimonial advertising)
15

Course Reference: Concept- Benefits/Unit 8 - Market Segmentation and Market Targeting/Subject-Marketing
Management
Sources:
i. Viveat Susan Pinto , “GSK overtakes Colgate in sensitivity segment Nielsen” , Business Standard, April 18 2013
ii. Rajiv Singh, “ Sensitivity Segment: How Sensodyne checked Colgate from Capturing Market”, Economic
Times, July 23 2014
iii. “Oral care: Colgate faces serious challengefrom GSK‟s Sensodyne and Pepsodent”, The Economic Times,
December 11 2013
iv. Press Release, “GlaxoSmithkline‟s Sensodyne is India‟s No.1 dentist recommended brand for sensitive teeth” ,
March 5 2014
OtherKeywords: Strategic Marketing, Service Marketing
16

9 Concentric Diversification: The Experience of Mother Dairy
Mother Dairy Fruits and Vegetables Private Limited (MSFVPL) started in 1974. It was previously known as
Mother Dairy a subsidiaryof National Dairy Development Board (NDDB) which was a part of „Operation
Flood‟ to enhance dairy production in India (See Chart 1). It has a product rangeofdairy products,ice
creams, edible oils, fresh fruit and vegetables,frozen food, processed food,juice & fruit beverages etc.
Mother Dairy faced challenges between 2011 to 2013 as follows:
Mother Dairy had less presence apart from NCR region which contributed 75% revenue from
 milk.
MotherDairy‟s85% revenue earnedwas paid back to farmers as procurement costhence
 resulting in less capital in hand; it, thus,failed to introduce new products.

Mother Dairy faced challenges from competitors like Amul, Pepsi, Krafts & Nestle in

nutrition market.
Mother Dairy was inefficient in supply chain, logistics and forecasting tools.
Mother Dairy made concentric diversification strategy in 2014-15 to overcome the challenges as
following:-
Chart 1: - Concentric diversification strategy of Mother Dairy
Concentric Diversification Strategy had opened up Mother Dairy with huge growth opportunities in dairy
products. Mother Dairy aimed to generate 35% more revenues outside of NCR through concentric
diversification. Mother Dairy wanted to reach Rs.100 billion revenue by the year 2014-15.
Concentric Diversification is to serve new customer base by introducing products related to its existing
products. Mother Dairy has introduced many value added existing products and regional flavors across
Pan-India. Mother Dairy introduced SAP-enabled technology and vending machines at milk booths to
better serve Pan-India customers.
DiscussionQuestion:
1. How does diversification help companies to grow?
(Hints: increase customer base,introducing products)
2. What are the key features of concentric diversification by Mother
Dairy? (Hints: technology,regional flavours across Pan-India)
Course Reference: Concept- Diversification growth/Unit 9- Strategic Planning Process in Marketing/Subject-Marketing
Management
Sources:
i. “Mother Dairy aims at capturing 20% ice-cream market share by 2014”, Economic Times, February 6 2013
ii. “Gearing for Growth, www.cfo-connect.com Issue” May 2013
iii. “Billion-dollarMotherDairy‟s new strategies to win back market base and go National”, EconomicTimes,
May 15 2011
iv. Happy &Healthy, www.impactonnect.com,June30 2014
OtherKeywords: - Strategic Marketing, Retail Marketing
17

Godrej Industries: Planning a Big Splashin the Indian Face
10 wash Niche
The Godrej Group, popularly known as Godrej, was an Indian conglomerate, majorly owned and managed
by the Godrej family. The company was founded in 1897 and headquartered in Mumbai, India. In 2014, the
company enjoyed the patronage of more than 600 million Indians across its different businesses and clocked
revenues of about $4 billion (See Table 1).
In November 2014, Godrej decided to re-enter the Rs. 15 billion niche face wash market with its „Godrej
No. 1 Herbal Face wash‟. Godrej had previously entered this niche segment in 2007 with „Fair Glow
Fairness Face wash‟.
Table 1: Godrej’s Past & Present Attempts of Entering the Niche Face wash Segment
„Fair Glow Fairness Face wash Godrej No. 1 Herbal Face wash
Year 2007 2014
Positioning „Fairness Face wash‟ „Herbal Face wash‟
Target Women in the metros and tier-1 cities For Women
Customer
Product Reap thebenefits of extending its tested High growth-rate of the face wash segment (30%)
Rationale and successful product, ‘FairGlow
Low market penetration in both, the rural and urban
fairness soap’
markets
Reap thebenefits by extending its successful soap brand,
‘Godrej No. 1’
USP Godrej was the 1st company to introduce Plans to highlight the „Herbal Antecedents‟
„fairness facewash‟ in the Indian market
Proposes to offer new variants like „Kesar‟ in addition to
Use of „Active Ingredients‟ like Natural the conventional „Neem‟ option
Oxy-G, which offered noticeable fairness
Pricing Rs. 29 (50 ml tube) and Rs. 55 (100 ml Face wash Tube @ Rs.35 & Face wash Sachet @ Rs.10
tube)
Market Unsuccessful product Yet to be decided
Outcome
Inability to create a customer connect
OtherKey Highlighted the product‟s effectiveness Proposed to differentiate by offering „Low Unit
Strategies vis-a-vis fairness creams by stressing on Packs‟(LUP) like sachets as they contribute significantly
the greater„skin penetration power‟ to volumes
Plans to introduce packaging innovations like „screwcap‟
Godrej was

faced with numerous challenges in the niche Indian face wash segment. Experts opined:
Customers demand visible benefits from products like face wash, making it a tough market to

crack
Competitors like Zydus introduced their Everyuth face wash sachet in September 2014,

eating into Godrej‟s market share
Stiff competition from established firms like Procter & Gamble and small players like
Himalaya, which entered this niche segment due to high growth potential.
18

Niche Marketing is a competitive strategy where marketers attempt to win customer loyalty by
dedicating all their resources towards satisfying a particular customer need. Godrej aims at cracking the
niche Indian face wash market by catering to the „fairness‟ need of Indian women. Godrej strove to
position its new offering in a manner that catered to the specific need of its target customers and win
their loyalty.
DiscussionQuestions
1. How are niche marketing strategies designed?
(Hints: customerneed,customerloyalty)
2. How did Godrej use niche marketing to become a leader in the herbalface wash category?
(Hints: low unit packs, packaging innovations)
Course Reference: Concept-Designing Competitive Strategies/ Unit 10 - Marketing and CompetitiveStrategies/
Sources:
i. Viveat Susan Pinto & Sheetal Agarwal, “Godrej goes herbal to enter busy skincare niche “, Business Standard,
December 5 2014
ii. “Godrej launches FairGlow Faireness Face Wash”, Money Control.com, June 13 2007
OtherKeywords: Strategic Marketing Management
19

Kalyan Jewellers:Selling SpecialtyProducts with a ‘Local’
11 Touch
Kalyan Jewellers was founded in 1993 by T.S. Kalyanaraman and was headquartered in Thrissur, Kerala.
During the early 1990s, jewellery stores in Kerala were small in size and offered limited product options to
its customers. Kalyan broke this trend by offering its customers a fully air-conditioned store with an area of
nearly 4,000 sq.ft. It also offered adequate sitting capacity to its customers, ample parking area and clean
toilets. In 2014, the company had nearly 60 stores with a workforce of about 4,000 employees across India
(See chart 1).
In October 2014, the firm attracted an investment of about Rs. 12 billion from Warburg Pincus, the largest
investment on a firm in the Indian jewellery segment. Kalyan eyed an aggressive expansion plan with
intentions of foraying into newer regions particularly in the Northern and Western India. The company
proposed to expand on a national level while imparting a local touch to its products in each of its diverse
markets. Kalyanaraman took the initiative to prove that not only ladies but gents can also promote jewellery.
He chose male film stars to endorse his jewellery business. In 2010, Kalyan Jewellers named film star
Nagarjuna as a brand ambassador.
Customize Products
• Detailed surveys are conducted to
understand customer'slikesand
dislike before opening a new store
• Designs ofthese specialty
products from one state are not
imposed on the customer'sof
another region Ex: Manga mala,
a famous design from Kerala
• Database of the sales ofall items
is maintained to help gauge
customer's preference
Deploy its 'MyKalyan'
sub-brand
• To promote
'CustomerLoyalty
Programme' and offering
Customer Service
• Promoting diamond
sales even in rural areas
by offering them atprices
between Rs. 5,000 and
Rs. 25,000
Focus on Advertisingand
Brand Building
• Using a 'highly visible'
advertising and marketing
campaign focusing around the
element of 'Trust'
• Roping in celebrities like
Amitabh and Aiswarya
Bachchan to give the brand
national visibility
• Associating with local
celebrities like Manju Warrier
in Kerala to ensure a connect
with the local customers
• An annual budget of Rs. 1
billion had been set aside for
2014
EducatingCustomers
• About fair practices in the
sale of specialty products
like jewellery
• The only jewellers that offer
'rate tags' on their products.
This allows customers to
compare prices and make
an informed purchase
decision.
• Judging gold's purity. Has
introduced 'Carat Meter' for
the same.
• Launched the 'FightAgainst
Impure Gold' campaign.
Chart 1: Kalyan‟s CustomizationStrategy
Kalyan’s efforts at emerging as a ‘national jewellery brand’ had raised apprehensions among experts.
Taking a brand froma market where it was an established andhousehold name to a market where
it was practically unheard of entailed huge risks for Kalyan
 Competition from „high-end‟, „branded‟ jewellery like Nakshatra and Tanishq
Specialty Products refer to expensive items which require customers to spend considerable time and
effort before making a final purchase decision. Kalyan Jewellers had established itself as a household
name in Kerala. Instead of resting on its laurels, the company decided to transcend beyond state borders
by customizing its specialty product offerings in order to emerge as a national jewellery brand.
1. What are Specialty products?
(Hints: low unit packs, packaging innovations)
2. How did Kalyan Jewellers become a national jewellery brand with specialty products?
(Hints: low unit packs, packaging)
Course Reference: Concept-Specialty Products/Unit 11 - Product and Product Lines/ Subject-Marketing Management
Sources:
i. T E Narasimhan , “Kalyan Jewellers to act local but go national”, Business Standard,December 5 2014
ii. “Warburg Pincus set to invest $200 million in Kalyan Jewellers”, Reuters, Business Standard, December 5
2014
OtherKeywords: Brand Management
20

12 Apple’s Expression through Product Differentiation
Apple Inc. is an American Multinational Corporation founded in 1976. It was founded by Steve Jobs,Steve
Woznaik and Ronald Wayne.As of October 2014, Apple had 425 retail stores globally. Apple faced
continuous losses and less innovation in products during late 1990‟s during the absence of Steve Jobs.
Management invited Jobs to turnaround the company through innovation (See Chart 1).
Steve Jobshad brought in innovation based on the following philosophy:-
 Offering less number of products.
 Focusing on premium customers or high end customers.
 Creating halo effect around products.
Giving priority to profits more than market share.
Jobs focused on product differentiation strategy as follows:
Chart 1:- Product differentiation strategy of Apple
„Think Different‟ is just not a logo of Apple Inc. but conveys the same sentiment through Product
differentiation. For the fiscal 2014, Apple generated $ 182.8 billion in sales and $ 38.5 billion is net income
from 2013 to September 2014.
Product Differentiation strategy had helped Apple Inc. through innovations in product form, product
design,product features and halo effect around products to become leader in the market.
1. How is product differentiation perceived by customers?
(Hints: marketing mix of a product,product positioning)
2. How did product differentiation strategy help Apple Inc. to become a market
leader? (Hints: product design,product features)
Course Reference: Concept- Product Differentiation/Unit 12 - Product Differentiation and Positioning/Subject-
Sources:
i. Smita Nair, “Apple‟s premium pricing strategy and product differentiation”, Market Realist, October 14 2014
ii. Bambi Brannan, “Differentiation: Apple‟s Succes In a Word” , Mac360, August 6 2014
iii. “Alonzo Canada, Take a lesson from Apple: A strategy to keep customers in your ecosystem”, Forbes,
December 11 2012
iv. www.apple.com/in/pr/library/2014/10/20
OtherKeywords:-Strategic Marketing, Retail Marketing
21

13 Product-in-making
Microsoft Corporation was an American multinational corporation. It was incorporated by Bill Gates and
Paul Allen in 1975. Microsoft Corporation was based at Redmond, Washington, US. Microsoft developed,
manufactured and sold computer software, consumer electronics and personal computers and services.
Microsoft wanted to enter into wearable device market. Microsoft planned to launch Smart Watch by 2015
(See Chart 1).
Microsoft identified the following challenges in wearable device market:
 Existing wearable devices such as Moto 360, Pebble, Jawbone Up24 and Samsung Gear
comprised less than one day battery life.

 Wearable device technology had more potential for connecting multiple devices such as
Smart Home, Car, Health tracking devices, etc as in IoT(internet of things).
 Apple‟s Smart Watch and Samsung‟s Watch only worked on iOS and Android.
As of 2014 Microsoft’s Smart Watch was at product development stage, with the following features:
MicrosoftSmart Watch
Chart 1: Microsoft‟s Smart Watch at product development stage
Microsoft Smart Watch prototype was already developed in 2013 with modified version of Windows 8 and 6
GB storage capacity. Some analysts felt that the Smart Watch with advanced features might revolutionize
the wearable device market.
Product Development involves designing the prototype of the product consisting of the proposed
features which is produced in R&D department. Microsoft‟s Smart Watch prototype contains extended
battery life, cross platform features and health tracking device functions.
1. What is product development?
(Hints: product design,product features)
2. State the key features of Microsoft Smart Watch?
(Hints: storage capacity, cross platform features)
Course Reference: Concept- Product Development/Unit 13 - New Product Development/Subject-Marketing
Management
Sources:
i. “ Microsoft Plans to Launch a wearable device within weeks”, Forbes, October 19 2014
ii. “Exclusive: A Microsoft Smart Watch is coming”, Forbes, May 29 2014
iii. Mary Jo Foley, “How Microsoft‟s expected fitness band fits into its new wearable‟s game plan”, October 20
2014
OtherKeywords: Strategic Marketing
22

14 Brand Rejuvenation: Godrej Appliances
Godrej Appliances operatedunderthe subsidiary of Godrej & Boyce Mfg. Co. Ltd (GBMCL). Godrej Appliances
was launched in 1958 in India. One of its main products, „Godrej Refrigerators‟, faced sudden drop in
market share after enjoying topposition in FMCG segment during late 1990‟s (See Chart 1).
The company

faced challenges as follows:
Company‟s flagship product „refrigerators‟ market share dropped from 50% to 13% in 2000.
 Customers perceived Godrej‟s products as low-tech.
 Godrej experienced competition from MNC brands like LG, Samsung etc.
 Godrej was unable to connect emotionally with the youth in the age group of 35 to 45 years.
 Introduced new product categories in washing machines, ACs, but failed to capture

customer‟s attention.
Promotional strategy of price reduction could not enhance market share.
Godrej made the following interventions to rejuvenate the Godrej brand:
Refrigerators Air Conditioners Microwave Washing
with extra with one oven with machines
cooling vents compressor to weightdefrost introduced with
and poly bag reduce power and jet built-in-
consumption by defrost intelligencesuspender
30%
Investing 5% of
revenue in *Eon for premium,Edge
advertising & Axis for mid and Neo
for price sensitive
customers
Investing 5% of *Introduced ‘Godrej
turnover in product Edge Digi’ in premium
innovation segment
Refrigerators Washing AC
* Stay cool Machin es * sleep mode
Special focus on design,* Cool shower * cascade * memory
* ZOP waterfall * catechin sophistication & color,
* Anti B * Effect filter as an shapes, appearancesto
* gravity drum anti-viral
enhance aestheticsbacteria
Chart 1:Brand Rejuvenation by Godrej
Brand rejuvenation has made the Godrej Appliances to occupy 5th position in FMCG market. Rejuvenation
held Godrej Appliances could reach compound annual growth of 35.5% for the period of 2007-2011 which
was higher than 17% growth rate of FMCG industry. Godrej appliances have made Rs.21 billion turnover in
2012-13 and targeted Rs.27 billion turnover in 2013-14.
Brand Rejuvenation has helped Godrej Appliances to discover, innovate and express its products in
multiple ways leading to growth.
1. What do you understandby brandrejuvenation?
(Hints: storage capacity,crossplatformfeatures)
2. How did brand rejuvenation help Godrej appliances?
(Hints:, expanding product portfolio, investments in R&D )
Course Reference: Concept- Brand Rejuvenation/Unit 14 - Branding and Packaging/Subject-Marketing Management
Sources:
i. Manu Kaushik, “Daddy Cool”, Business Today, December 25, 2011.
ii. Company News, “Godrej & Boyce launch; EON range of frost free refrigerators”
iii. “Godrej Appliances to focus on premium products”, Economic Times PTI, June 24 2014
OtherKeywords: Strategic Marketing, Retail Marketing, Marketing Communications, Services Marketing
23

15 Price Adjustment Approaches: Spicing SpiceJet
spice Jet, owned by the Sun group, was a low cost airline operator in India. spice Jet was the second largest
domestic airline in India with 20.9% market share in June 2014. spice Jet operated 340 flights daily to Indian
and International destinations.
spice Jet identified opportunities as follows:-
Huge potential exists among railway passengers who travelled by AC I, II, III tier and luxury
 buses.

Aviation industry in India failed to create awareness among middle-class customers that Air
 travel was within their reach.

Occupancy rate was a challenge for airlines as many seats went vacant.
Spice Jet adopted Price adjustment approaches as follows (See Chart 1):-
Chart 1:- Price Adjustment approach by Spice Jet
Price adjustment approaches made Spice Jet a key player in the Indian aviation industry with occupancy rate
of 79.4%. Experts felt that Dynamic price, Discounts and Allowances and Discriminatory price helped spice
Jet to increase market share and sustain revenues in the business.
Price adjustment approaches are based on demand patterns of customers, service level to be delivered, to
improve short termsales and long termcustomer perceived value. Spice Jet‟s price adjustment approaches
such as Dynamic price, Discounts and Allowances, Discriminatory price enhanced market share.
1. What are the price adjustment approaches?
(Hints: pricing, discriminatory)
2. Which price adjustment approaches were adopted by SpiceJet?
(Hints: market share, sustain revenues in the business)
Course Reference: Concept- Approaches to PriceAdjustment/Unit 15 - Pricing and Marketing/Subject-Marketing
Management
Sources:
i. “SpiceJet edges past Jet Airways to be second largest passenger carrier for July”, Business Standard, August
20 2014
ii. “Jet,SpiceJet start another fare war ahead of Diwali; announcesfares starting at Rs 899”,
Economic Times October 22 2014
iii. “SpiceJet Launches scheme for MSME travelers”, Economic Times September 24 2014
OtherKeywords: Strategic Marketing
24

Britannia: Designing a New Distribution Strategyfor its
16 Biscuits and Dairy Segments
Britannia Industries Ltd., popularly known as Britannia, was a manufacturer and seller of bakery and dairy
productslike biscuits,cakes,curd,etc.It was founded in 1892 in Kolkata,West Bengal,India,as Britannia Biscuit
Company.The company forayed into the market fordairy products in 1997. By 2014,the company‟s
products were available in more than 3.5 million retail outlets across the country and reached more than 40%
of Indian families (See chart 1).
Britannia enjoyed a 60% market penetration in urban markets in 2014. However, it did not enjoy a similar
response in markets of northern and western India as well as in rural areas. Experts attributed this low
market penetration to Britannia‟s distribution channels.
 Lack of infrastructural development restricted its presence in greater number of outlets 

 Inability to supplement its manufacturing ability with its distribution capacity especially in
northern and western India

 Need to improve product visibility across outlets to encourage customers to buy the
company‟s products
Britannia proposed to increase its market penetration by filling certain prominent gaps in its
distribution channels.
Improve Distribution in Rural Areas
Taking manufacturing centerscloser to centers Urban-Rural Split on a National basisis 60:40
of consumption  In states like Gujarat, the Urban-Rural Split was 75:25
Proposed
Changes to
Improve
Distributi on
Improve marketpenetration in states like Gujarat
which currently contributed to only 40% of
Britannia's National Share
Low-priced SKUs like the Rs.5 Good Day
BiscuitPack would aid in driving rural
penetration
 the depth of Stock Keeping Units (SKUs)
 Earlier, every salesman tried to sell 200 SKUs

Now, Salesman 'A' gets a specific number ofdairy and

biscuits to sell and Salesman 'B' gets another set of biscuits and dairy
products.Increasing
Chart 1: Proposed Improvements in Britannia‟s Distribution Channels
Designing Distribution Channels refers to the decisions that are related with framing a new distribution
channel or altering an existing one. Britannia‟s existing distribution channel helped it capture the urban
market in certain parts of India. The company was unable to enjoy the same level of success in rural areas
as well as in the northern and western parts of India. The existing distribution channels were modified with
the aim of achieving a greater market penetration.
1. What is the importance of distribution channels?
(Hints: market share, sustain revenues in the business)
2. How did Britannia propose improvements in its distribution channels?
(Hints: market penetration,distribution)
Course Reference: Concept-Designing distribution Channels/ Unit 16 - Channels of Marketing/ Subject-Marketing
Management
Sources:
i. Tanya Thomas , “Our Focus on Biscuits is Going to be Intense”, Business Line , November 6, 2014
ii. Antonita Madonna and Viveat Susan Pinto , “Berry Roadmap Helps Britannia Move Ahead”, Business Standard,
November 7 2014
OtherKeywords: Sales & Distribution Management, Strategic Marketing
25

17 Fulfillment By Amazon(FBA): A New Logistics Mantra
Amazon.com, Inc., founded by Jeff Bezos, was incorporated in 1994 and headquatered at Seattle, US. As of
2014 Amazon had 18 million unique products. Amazon made changes in the online shopping behavior of its
customers with speed in delivery and pricing. Amazon offered guaranteed one-day delivery with its unique
selling merchandise model called Fulfillment By Amazon(FBA). FBA focussed on building
infrstructure for sellers so that theycould store their products (See Chart 1).
Amazon identified the following problems of sellers inlogistics management:-
 Sellers (small merchants) are unreachable to wide customer base.
 Sellers lack efficient logistics systemfor on time delivery.
 Distribution costs are hindrance for sellers as they operate on less margins.
Seller cannot meet one day delivery as cycle time of a product delivery consumes time.
Sellers benifitted by using FBA (Fulfillment By Amazon) as follows:
2How Fulfillment by Amazon Works:
1
3
5
4
Chart 1:- 5 steps of FBA
FBA was a win-win strategy for the sellers and the customers in terms of delivering customer services,
reducing total distribution costs and cycle time. FBA benefited sellers in reaching more customers, on time
delivery, increasing sales volume with less cycle time. FBA shipment increased during 2014 holiday season
with more than 65% in FBA sellers worldwide.
Logistics Management is timely delivery of goods to the distant customer, reducing total distribution
costs and cycle time. FBA made Amazon the fastest delivery E-retailer to bring sellers products to wider
customer base in a single day delivery.
1. State the objectivesoflogisticsmanagement.
(Hints: market penetration,distribution)
2. How did the „Fulfilment by Amazon‟ work?
(Hints: fast free delivery, increasing sales)
Course Reference: Concept- Objectives of Marketing Logistics/Unit 17- Logistics and Wholesaling/Subject-Marketing
Management
Sources:
i. Amit Agarwal, “Amazon India‟sapproach is to focus on long term:”, Business Today, January 30 2014
ii. Hemant Mishra, “Amit Agarwal: The logical salesman” , Live Mint, ,October 25 2014
iii. Fulfillment by Amazon, January 2015 Newletter
OtherKeywords:Strategic Marketing, Sales & Distribution Management
26

Impact of Market Decisionson Failure of TashiFootwear
18 Chain
Tata International Ltd (TIL) launched Tashi Footwear Chain in 2010 in India. Initially, the company
launched 15-20 stores in New Delhi and Mumbai on trial basis to test the footwear concept in India. They
planned to set up 250-300 outlets by 2014-15. But all of a sudden, the company had taken a decision to close
several loss making stores. Tashi explored to find out the reasons of its failure. (See Table 1).
The management had identified some of the ineffective market decisions in terms of 4P’s that led to
the company incurring losses and failures:
Table 1: 4P’s
Product i) Product assortment did not meet customers‟ requirement and expectations.
decisions ii) Absence of well-known brands in the store.
Pricing decisions i) Since, pricing points are targeted at high end segment, for example Rs.700-4,700
for ladies footwear, Rs.600-7000 for men‟s footwear, Rs.500-1500 for kids
footwear, other segments of customers were not attracted.
ii) Customers felt that quality was not matching premium pricing.
iii) Company could not contain the increasing product cost due to sourcing of 90%
supplies from outside. Initially, the management thought to source 90% of
supplies from Tata factories.
iv) Premium pricing kept customers away from the store.
Place decisions Company hired outlets at strategic locations to attract customers but ended up paying
high rents which affected their margins and capital investments.
Promotion i) Media experts figured out that Tashi‟s branding was not right.
decisions ii) To clear unsold stock the premium priced footwear was sold at Rs.500. This
diluted the premium brand image.
Tashi failed to find the right formula to succeed in footwear retail business in India. In 2013, Noel Tata, MD
of TIL, decided to exit from footwear business. Unless Retail stores make better market decisions their fate
would be similar to that of Tashi in India. However the TIL had continued to manufacture leather products at
its factory outlets for exports.
The case of Tashi footwear chain illustrates improper market decisions. To succeed in India, footwear
chains should make better market decisions in terms of product assortment, pricing, locatio n and
promotion.
1. How are market decisionsframed?
(Hints: product assortment,pricing)
2. In what ways did Tashi fail to incorporate the 4 P‟s of the marketing mix?
(Hints: market decisions,marketing strategy)
Course Reference: Concept- Market Decisions/Unit 18 - Retailing/Subject-Marketing
Management Sources:
i. ypitalwalla@mydigitalfc.com, “Noel Tata scales back retail plan”, Financial Chronicle, August19, 2012.
ii. Noel Tata, “Tata shutting down Tashi retail chain”, livemint, August 14, 2013.
OtherKeywords: Strategic Marketing, Services Marketing, Retail Marketing
27

19 Awareness Creation of New Hero Brand in India
Hero MotoCorp Limited, formerly known as Hero Honda Motors Limited was based in India. The company
was the largest manufacturerofmotorcyclesin India.The joint venture betweenHero cycles ofIndia and Honda
of Japan split in 2010. Hero Motocorp created thefirst nationalbrand in bikes category -„Hero‟ (See
Chart 1).
Hero Motocorp faced the following challenges for creating a new identify:



People are not aware of new corporate entity as Hero Motocorp.
After split from Hero Honda, Hero Motocorp found it difficult to build brand image.
With new brand they were unable to propogate into all segments of market like
youth,women,corporate professionals,etc.
Hero Motocorp launched ad campaigns to create awareness in India as follows:
In 2010 advertisement In 2012 'Bllion Voices' Hero tapped corporate
With the success of Vrom
campaign Hum Mein Hai featuring common brand image through
Vroom campiagn Hero
Hero composed by A R people's voice for Hum Vroom Vroom ad campaign
launched ad with bunch of
Rahman & creatively Mein Hai Hero video aligning sound of Dhak
kids portraying everyonetrack. One video wasconceived by Law & Dhak Go to serve better
made featuring only irrespective of region
Kenneth Ad agency mileage in every category
women for Women's day
Chart 1:- Awareness campaign by Hero Motocorp
The jingle HumMein Hai Hero gave Hero Motocorp a right platformand opportunity to create awareness about
the new Hero brand. Hero Motocorp became India‟s firsttwo-wheeler maker to produce 50million
bikes and scooters.Its sales in the year 2013-14 recorded at Rs.722 crores with number of units sold 62.45
lacs.
Awareness is the communication strategy of creating awareness about a new product or improvements
made to an existing product. Hero Motocorp ensured that each ad campaigns were consumer-relevant
and added to the emotional and rational appeal of the brand.
1. How can a company increase the awareness of the customers regarding its products as part of its
communication strategy?
(Hints: new product development, advertising)
2. How did Hero Moto corp create awareness about the new Hero brand?
(Hints: ad campaigns, emotional appeal for the brand)
Course Reference: Concept-Awareness/Unit 19 - Communication Mix in Marketing/Subject-Marketing
Management Sources:
i. “ From Hum Mein hai Hero to Vroom Vroom: Hero‟s ads help company carve a name for itself”, The Economic
Times, September 18 2013
ii. “Hero MotoCorp: Can the two-wheeler brand stay on top while Honda and Bajaj Auto claw into its market
share? “, The Economic Times, May 28 2013
OtherKeywords: Strategic Marketing, Marketing Communications, Consumer Behavior
28

Native Advertising: ATTRACTING CUSTOMERS
20 THROUGH CONTENT
Gartner Inc was an American information technology firm set up by Gene Hall, Craig Safian and Darko
Hrelic in 1979.It dealt in research, consulting and content development. The company focussed on native
advertising strategy to meet the right customer with the right content. Native advertising is a type of online
advertising that matches the form and function of the platform on which it appears. Gartner used its
company newsletter to promote native advertising (See Chart 1).
Gartner identified problems in non-native advertising campaigns as follows:
90% ofall marketing campaigns fail to capture potential customer‟s attention due to lack of

relevant content.
Conventional advertising like print advertising, TV advertising, etc are becoming less

effective because they are impersonal.
Customers want right content at the right place at the right time in an advertisement
 Consumers perceive bannerads, e-mail messages,etc. as intrusive.
 Digital marketing campaign like Ad banner click-through rate by users dropped down from
9% to 2 % between 2000 and 2012.
Gartner attracted target group attention through promoting ‘Native Advertising’ in its Newsletter
about its annual customized Symposium and IT Expo conference. It placed relevant content in the ad
as follows:-
Top of the Funnel Customer
Customers heard about Gartner
but never experienced the
content
Native
Advertising
Of
GARTNER
Bottom of the Funnel Customer
Customers convinced about the
brand but need customized
information
Customers were given access to sponsored
article by Gartner
 Full access of article require customer to submit
information like Name, Email add, Phone No,
Company, etc
9 parallel tracks at conference were conducted to
 meet specialized interest of customers
Gartner provided personalized agenda of
 conference

Customers could attend specific parallel tracks
after submitting interest areas, contact details, etc
Chart 1:-Gartner‟s Native Advertising
Native advertising proved to be less disturbing advertising strategy hence attracting customer‟s attention
more. Native advertising techniquesare expanding into music services,photographybusiness, etc. In 2013 Online
Publishers Association (OPA) reported that 73% of US publishers depend on native advertising.
Selecting the Right Media is the choice of advertising media to meet right customer at the right time with
the right message. Gartner used its Newsletter as a medium to promote native advertising to reach two
different target groups with the right content.
1. Why is selecting the right media essential for message
structure? (Hints: customer, advertising)
2. How does Gartner use media for advertising?
(Hints: newsletter, conferences)
Course Reference: Concept- Selecting theRight Media/Unit 20 - Advertising, Sales Promotion and Public
relations/Subject-Marketing Management
Sources:
i. CMO Exclusive, “Bright Times For Native Advertising”, October 29 , 2013
ii. Sree Vijayakumar, “How Native Advertising helped Gartner doubleits lead count in 30 days”, Trade Briefs,
October 28 2014
OtherKeywords: Strategic Marketing, Marketing Communications, Services Marketing
29

21
Recruitment and Selection Strategy for an Effective Sales
Team: Eureka’s Model
Eureka Forbes Ltd. was a consumer durable company formed in 1982, as a joint venture between Shapoorji
Pallonji's Forbes Group and Electrolux of Sweden. Headquatered at Mumbai, India, it was Asia‟s largest
direct sales company with employee strength of 10,000. It‟s product portfolio included water purifiers,
vacuum cleaners, air purifiers, security systems. „Aquaguard‟ was it‟s flagshipproduct (See Chart 1).
Eureka Forbes identified the following challenges in recruiting and selecting salespeople for an
efficient sales team:-
 Due to retail channels and e-commerce platforms, sales personnelfailed to generate sales.

 Commission based sales was not the only motivator for existing salespeople.

 Selecting right salesmen for an effective sales team could not be met only through
 recruitment advertisements.

With atrition rate of 25%, there was no other alternative recruitment startegy.
Eureka Forbes revamped recruiting and selection for sales staff as follows:
Salesman cum franchisee:
Potential and senior salesmen were offered
franchisee in small towns and in cities to
make company's products more visible
Get-afriend Programme:
Existing sales personnel refer a friend and
more than 70% of new recruits
retain and enhance sales
Recruitment & Selection
of sales people at
Eureka Forbes
Dream Team Plan:
Teams ofpotential salesman were created for 12 markets
with specific deadline.Uponcompletion ofthe target they
were offered core leadership in the team
Campus recruitment:
Fresher’s were attractedby offering
commission basedpay
Chart 1:- Recruitment and selection strategy of salespeople at Eureka Forbes
As a result, Eureka Forbes had around 400 franchisees across 150 cities in India and reported a turnoverof
Rs.1,471.54 crores for the financial year 2013-14. Eureka Forbes‟ improved model of recruiting and
selecting salespeople acts as a solution to others for B2B and B2C customers.
Recruiting and selecting right sales people are essential for developing efficient sales team. Eureka
Forbes developed recruiting & selection strategy with focus on internal employee‟s referrals, cash
incentives and offered senior salesmen an opportunity to become a franchisee.
1. Why is recruitment and selection so important in sales force
management? (Hints: newsletter, conferences)
2. How did Eureka Forbes revamp its recruitment and selection of salespeople?
(Hints: cash incentives, employee‟s referrals)
Course Reference: Concept-Recruiting and selecting salespeople/Unit 21 - Personal Selling and Sales Force
Management/Subject-Marketing Management
Sources:
i. “How Eureka Forbes is refurbishing its 8000-strong sales force”, The Economic Times, November 02, 2012
ii. www.Eureka Forbes.com
iii. Forbes-Annual Report 2013-14, www.forbes.co.in/files
OtherKeywords: Sales & Distribution Management, Strategic Marketing
30

22 Downsizing: Cisco’s Strategy to become Competitive
Cisco Systems Inc., an American multinational company headquartered at California was ranked No.1 in
revenue growth market share by IDC (a global market intelligence firm) in 2014. Its employee strength was
74,043.Cisco‟s revenue stands at US$47.142 billion globally. It manufactured network equipment. Cisco
was planning to slash 6000 employees globally to centralize the business.Cisco decided to realign consumer
business through core routing, switching and services,collaboration and videos (See Chart 1).
Cisco figured out following reasons for downsizing:
Failing to sustain growth in its high-end networking switches and routers which declined from 7%
in 2013 to 4% in 2014
 Decline in sales around 23% in China, 13% in Brazil as of 2014
 Inability to cope up with competitors who were offering software which can run on low-priced
hardware.
 Lack of focus on R&D and talent enhancement.
Cisco’s strategy on end user benefits through downsizing
 Rightsizing
6000 employees will be cut off
for re-allocation and improving
 competence

In India, Ciscoplans to remove
2000 employees out of 10,000
to enhance R&D output and
meet competition

Technological Up gradation Investment
Cloud computing To improve efficiency
 Securitydevices

through
 IoE (Internet of Everything)& Talent

Collaboration  Innovation
Analytics  Growth
 Data Center
Chart 1: Cisco‟s downsizing plan
The downsizing will help Cisco to face the competitors such as Juniper Networks Inc and Huawei
Technologies Co Ltd, and meet market expectations. The focus shifts from being marketing services to
marketing technology solutions. Cisco recorded revenue of $47.1 billion in 2014 and expects to discuss the
revenue after downsizing the business.
Downsizing is an attempt by the companies to reduce the employees and to find ways to improve
efficiency and increase profitability. Cisco plans to downsize its employees and invest in growth areas
through technological up gradation for better customer satisfaction.
1. How does downsizing help an organization?
(Hints: increase profitability,improve efficiency)
2. How did Cisco‟s strategy benefit the end user through downsizing?
(Hints: satisfaction, technological up gradation)
Course Reference: Concept-Downsizing/Unit 22 -Developing and Managing Holistic Marketing Organization/Subject-
Sources:
i. “Cisco to cut another 6,000 jobs as forecast fallsflat”, The Economic Times, August 14 2014
ii. “Cisco to take $700 million in restructuring charges for layoffs”, Thomson Reuters 2014, August 14 2014
Otherkeywords: Strategic Marketing, Services Marketing
31

23 Legal and Regulatory Enforcement – Uber’s Case
Uber Inc. was started by Travis Kalanick and Garrett Camp in San Francisco, USA in 2009.Uber operated
radio cabs across 45 countries. The company entered India in 2013 (See chart 1).
Uber served customers in the following ways:
Operates on electronic and online payment systemonly. Uber used foreign-based payment gateway
systemin India.
 Uber targeted only the luxury segment offering ride in Mercedes, BMW and Innova with base fare
of Rs. 200. Cost per km is Rs. 25 and waiting time is Rs.2 per minute.
 Uber offered free rides to privileged customers on Mother‟s and Father‟s day. It also offered
65% discount on India‟s 65th Republic day in Delhi.
 Uber classified preferred list of customers based on driver‟s ratings.
Uber failed to operate effectively in India due to the regulatory compliance of the Reserve Bank of
India (RBI) and the Foreign Exchange Management Act (FEMA). The following constraints
discouraged Uber.
RBI FEMA
PaymentSettlement procedures
*RBI restrictedForeignPayment gateway
system to operate in India
* 2-Step (PIN& onetimepassword)
procedure was not followedby Uber
* RBI was not able to regulate Uber in
India since it was not a legal entity
Tax structure
*Uber was not payingservice tax
beyond the exemption limit of
Rs.1 million
*Tax authorities confused over
source of tax collection(Uber or
Taxi Driver)
Fare was collectedin non-resident
account in India and later on
credited to drivers account which
was not acceptable to FEMA
Chart 1:-Uber‟s Compliance Issues
RBI extended Uber‟s compliance deadline till 30 November 2014. Unless Uber complied with RBI and
FEMA, it would miss a great business opportunity existing in India. Uber was engaging in talks with
national payment gateways such as PayTM and PayU in order to comply with RBI guidelines.
Legal and regulatory environment have a direct bearing on the business operations. Therefore marketers
have to analyze before venturing into potential market. Uber‟s failure showcases the impact of legal and
regulatoryenvironment onthe business operations of companies. By regulating Uber‟s services in India,
RBI has sent a strong message to MNCs worldwide on how important is to adhere to the legal and
regulatory framework.
1. How does the legal and regulatory environment effect the business operations ofa
company? (Hints: increase profitability, improve efficiency)
2. What are the implications of Uber‟s failure to comply with the legal and regulatory framework?
(Hints: business operations ofthe companies, RBI guidelines)
Course Reference: Concept- Legal and regulatory environment/Unit 23 - Global Marketing Strategies/Subject-
Sources:
i. “10 little-known facts about Uber”, Times of India.com September 4 2014.
ii. “Is Uber Legal in India”, blog.ipleaders.in, October 15 2014
iii. “RBI puts brakes on taxi aggrerator Uber, Insists on 2-step validation for card payments”, Firstbiz., August 25
2014
OtherKeywords: Strategic Marketing, Services Marketing
32

24 Direct Marketing in India: The Oriflame Way
Oriflame Cosmetics was an international cosmetics company. It was founded in 1967 in Sweden. It was
incorporated by Jonas af Jochnick and Robert af Jochnick. The company sold skincare products, accessories
and cosmetics. Oriflame operated in 60 countries with 2.5 lakh consultants in India as of 2013. Oriflame
organized its operation based on four regions CIS & Baltics, EMEA, Asia and Latin America.
Oriflame faced obstacles such as logistics and infrastructure to sell its products in India. Oriflame‟s
marketing division believed that India was a potential market to create its brand equity. Oriflame felt that
direct marketing strategy suits the best to target middle class customers in India (See Chart 1).
Oriflame focused on direct marketing strategy to streamline its logistics and infrastructure as follows:
Chart 1: Oriflame‟s Direct marketing strategy
As of 2013, Oriflame sold 600 products in India across categories like personal care and accessories.
Oriflame had around 250,000 consultants across India. The company aimed to double the number of direct
selling agents by 2016. India has high potential market for cosmetics. Oriflame intended to grow its sales in
India by 25% per annumthrough direct marketing.
Direct Marketing is a process in which products are sold through direct contact with customers and
without using retail store. Direct Marketing strategy had helped Oriflame Cosmetics through Online
Marketing, Catalog Marketing and Multi-level marketing and is taking several initiatives for all the
Indian market and expecting 25% growth by 2016 in sales through direct marketing.
1. How is direct marketing used in thepromotional mix of a company?
(Hints: direct contact with customers, increases sales)
2. How did direct marketing by Oriflame streamline its logistics and infrastructure?
(Hints: zero financial risk, enhances distribution)
Course Reference: Concept- Direct Marketing/Unit 24-Direct and Digital Marketing/Subject-Marketing Management
Sources:
i. Ratna Bhushan, “Direct selling companies like Oriflame Amway beat economic slowdown grow 23% in FY”, Max
India,2012.
ii. Hakki Ozmorali, “Oriflame‟s Choices”, World of direct selling, November 18 2013.
iii. PTI, “Oriflame turns to onlinesales in India to cut costs”, Economic Times, April 25 2010.
iv. PTI, “Oriflame aims to doubleIndia revenues by 2016” , Economic Times, June 2 2013.
OtherKeywords: Retail Marketing, Strategic Marketing, Marketing Communications
33

Telemedicine 2.0:Apollo’s IntegratedHealthcare Delivery
25 Model
Apollo HospitalsGroup was incorporatedin 1983 by Dr. Pratap Reddy. Apollo‟s visionfor the next phase of
development was to„Toucha BillionLives‟.Apollo launched Telemedicine modelthroughwhich doctors
contact patients who were located remotely (See Chart 1).
Apollo identified opportunities in reaching remote customers in India as follows:
 Around 80% Indians do not have access to specialist healthcare.
 Lack of specialized healthcare facilities at government hospitals in rural areas 

 Unavailability of specialist doctors services at remote locations.

 Wide-disparity between urban and rural medical facilities.
Apollo made service differentiation by bringing Telemedicine 2.0 in delivery mechanism as follows:
Chart 1:- Service differentiation model of Apollo
Apollo planned to upgrade the existing Telemedicine 1.0 devices with Telemedicine 2.0 for better monitoring
mechanism. Health monitoring devices extract the patient‟s reports such as ECG, blood pressure,
etc. The Telemedicine 2.0 is an integrated delivery model which is attached to patient and aligned with the
portal to enable doctors in monitoring and giving effective feedback.
Delivery refers to efficiently delivering product or service to customer with accuracy to enhance
customer satisfaction. Apollo made service differentiation by bringing innovation in delivery mechanism
through Telemedicine 2.0 to reach the remote customer.
1. How does service differentiation help in creating opportunities in the market?
(Hints: intangibility, heterogeneity)
2. How Apollo did differentiate itself through the Telemedicine 2.0 delivery mechanism?
(Hints: innovation in delivery mechanism, customization)
Course Reference: Concept- Service Differentiation-Delivery/Unit 25-Marketing of Services/Subject-Marketing
Management
Sources:
i. “Apollo readies higher dose of telemedicine”, Business Standard, October 23 2013
ii. Itishree Sanal, “Apollo Hospitals to start Telemedicine 2.0”, Business Standard, September 21 2012
OtherKeywords: Services Marketing, Strategic Marketing
34

26
YOU ARE MORE BEAUTIFUL THAN YOU THINK:
Dove’s Idea Marketing
Dove was a personalcare brand owned by Unilever that offered products ranging frombody to skin care. Dove
worked on „Real‟ beauty a concept different from beauty industry. In 2013, Dove‟s „Real Beauty Sketches
Campaign‟ had gone viral and registered 114 million total views. The campaign said„You are better than You
think‟. The campaign had also won TitaniumGrand Prixaward at 2013 Cannes Lions
International Festival of Creativity.
Dove‟s study revealed the perception of women beauty as follows:-
 Globally, 96% of women had low esteem about their beauty.

 54% women were their own beauty critic.
 Women were always negative about their beauty across all age groups.

 Women became their own enemy rather than victims of society in terms of
beauty interpretation.
Dove wanted

to change the perception of beauty through Idea Marketing as follows:-
„You are better than you think campaign‟ by comparing two beauty sketches.
 Gil Zamora, sketch artist drew the first sketch based on self-description of
 participant and second sketch based on a stranger‟s description. After placing two
 sketches side by side the portrait drawn based on stranger‟s description looked
 more attractive than self-description.
 Participating women were selected from different ages & ethnicities. They exhibited
 similar kind of perception about their beauty.
‘You are more beautiful than you think’ video was showcased in 25 different languages in Dove‟s 33
YouTube channels across 110 countries. Experts believed that the powerful idea could change women ‟s
perception and paid back in term of more sales.
Idea Marketing influences customerto change theirperception andbehaviour through„ideas‟.Dove‟s
„Real Beauty SketchesCampaign‟ changedwomen‟s perceptionoftheir ownbeautyand boosted their
self-esteem.
1. How is idea marketing important from a business prospective?
(Hints: customer penetration, enhancement of sales)
2. How did Dove use the „Real Beauty campaign‟ to change women‟s perception of beauty?
(Hints: social awareness campaign, percention)
Course Reference: Concept- Idea Marketing/Unit 26-Marketing of Organizations, Individuals, Places and Ideas /
Sources:
i. “Dove, Your Sketches Idea is more beautiful than your critics think”, Forbes, April 23 2013.
ii. “How Dove‟s real beauty sketches became the most viral video ad of all time”, Business Today, May 22 2013.
iii. Jessica Grose “The story behind dove‟s mega viral real beauty sketches campaign”, Fastcocreate,April 19 2013.
OtherKeywords: Strategic Marketing, Marketing Communications
35

27 The World’s Most Ethical Company: Tata Power
Tata Power Ltdwas awarded the world‟s most ethical company of 2014 by Ethisphere Institute (a leading
International group committed to the creation, advancement and sharing of best practices in business ethics).
The core business of the company was to generate and transmit electricity. Tata Power was India‟s largest
private player in power sector with a workforce of about 4,100. At the end of August 2013, its market
capitalization stood at $2.74 billion (INR 182 billion). Its revenue for quarter three financial year 2014-15
was Rs. 8,807 crores (See Chart 1).
Ethisphere examined the following parameters to award Tata Power from among 144 companies
across 41 industries:-
 Evaluating investment in innovation and sustainable business practices.
 Looking at activities designed to improve corporate citizenship.
 Studying nomination compliance and ethics program.
Tata Power’s ethical practices that earned the award were:
Chart 1: Tata Power‟s ethical practices
Ethical companies foster trust amongst all stakeholders in society. This trust enhances brand value and long
term prospects of the company.
Ethical companies voluntarily set ethical standards for their business operations and ensure that
everybody in the organization complies with them. Tata Power had met all the ethical standards of
Ethisphere parameter to be awarded as the most ethical company in 2014.
1. Why is it important for businesses to practice marketing ethics?
(Hints: profitable position in the long-run, ethical standards)
2. Why was Tata Power awarded as the most ethical company of 2014?
(Hints: green practices, compliance)
Course Reference: Concept- MarketingEthics/Unit 27-Marketing Management: Ethical and Social
Dimensions/Subject-Marketing Management
Sources:
i. “Tata Power and Wipro Emerged as most Ethical Companies in India”, Current Affairs Today, March 24 2014
ii. “Wipro, Tata Power among world‟s most ethical companies”, The Economic Times, March 2014
iii. TataPower Press Release
OtherKeywords: Strategic Marketing, Services Marketing
36

28 The Philips Way
Royal Philips, commonly known as Philips, was headquartered at Amsterdam, Netherlands. It had multiple
products in healthcare, lighting and lifestyle segments. It was founded by Gerard Philips and Fredrik Philips.
Philips worked towards greening its product portfolio in collaboration with Delft University of Technology,
Netherlands (See Chart 1).
Philips faced the following difficulties in implementing green innovation:-
Changing mindset of people about green products across value chain for maintenance, reuses,
 remanufacture and recycle of products.

 McKinsey estimated that $1trillion value can be recovered by reusingresources.
 Packaging:The use ofcarton materialfor packaging producedmore scrap.
Reluctance ofcustomerto make big investments in adoptinggreenproducts.
Philips focused on Six Pillar for innovation in green products
Chart 1:Six Pillars of Green Innovation
Philips focused on greening its product portfolio. The green innovation stood on circular economy which
was based on maintenance, reuse, remanufacture and recycling of products. Philips aimed to grow at 55% of
revenue by 2015 with green products.
Green products are produced through green technologies which cause no environmental damage. Philips
developed green products through state-of-the art technology and changing people‟s mindset
about green products.Philips relied on the six pillars of green innovation for sustainable product
portfolio.
1. What are green products?
(Hints: green technology,less environmental damage)
2. How did Philips develop green products?
(Hints: sustainable product portfolio, green innovation)
Course Reference: Concept-Green Product/Unit 28-Green and Sustainable Marketing/Subject-Marketing Management
Sources:
i. “Toward a circular economy: PhilipsCEO Frans van Houten”, McKinsey & Company, February 2014
ii. “Why PhilipsEco Design play is paying off in more than one way”, Green Biz, July2014
OtherKeywords: Strategic Marketing, Consumer Behavior
37

29
Enriching Travelers’Roaming Experience using Big Data
Analytics: Airtel’s Approach
Bharti Airtel was a leading telecommunications company operating in 20 countries across Asia and Africa.
Airtel partnered with Mobileum Inc to offer customized and hassle free roaming free experience for
customers in Asia andAfrica.MobileumInc was a leading Telco Big Data Analytics Company.The partnership
facilitatedunderstanding of the customer‟s travel intentions,travel patterns and service usage
habits while travelling (See Chart 1).
Airtel recognized opportunities for using Big Data for enhancing the roaming experience of travelers
as follows: Inability to tap potential revenue from roaming experience of travelers across countries.
 Unable to use massive customer data to personalize campaigns which could increase income

per user.
Big Data insights were not used to cut costs efficiently.
 Unstructured data like images, audio, video, etc were not properly classified to make
meaningful insights about customers.
Airtel used Big Data Analytics to customize roaming experience of travelers as follow:-
Helped gain commercial Enabled efficient
insights like travel operations for customized
prediction, roamer detection, roamingservices
roamer segmentation
*‘One Airtel’ service for African travelers
travellingin India and Sri Lanka without roaming
charges alongwith flat rate on SMS, data services,
etc
* Pre-paid cards at various price points such as
customers couldcall to India from UK at 1 cent/min
& from US at 1.4 cent/min
*Post-paid cards such as Saudi Arabia pack with
Rs.786 monthly rental offers Rs.15/min calls to
India as well as local
Chart 1:- Big Data Analytics of Airtel
Airtel used Analytic Models, Technology and Customized Pricing to enhance roaming experience of
travelers. Airtel had over 312 million customers by the end of December 2014.
Big Data refers to the challenges, capabilities and competencies associated with storing and analyzing
huge data for decision making. Airtel used Big Data Analytics to understand customer‟s needs and
tailored travelers roaming experiences.
1. What is big data?
(Hints: improves decision making and performance, measurement)
2. How did Airtel leverage big data analytics to understand customers?
(Hints: customization of customers need, travelers experience)
Course Reference: Concept-BigData /Unit 29-Marketing Analytics/Subject-Marketing
Management Sources:
i. “Bharti Airtel innovates with Mobileumon Telco Big Data Analytics”, India Infoline, February 25 2014
ii. “Airtel, Mobileumjoin hands to leverage data analytics”, Tele Analysis, February 24 2014
iii. Bharti Airtel-Performance at a glance
Otherkeywords: Strategic Marketing, Services Marketing, Consumer Behavior
38

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