The group presents key learnings from their market driving strategy simulation. They deviated from their strategic plan for the VODITES and SONITES markets, capturing different market shares than expected. They learned about the importance of innovators, anticipating competition, and focusing on long-term strategy over short-term gains. Additionally, they learned to modify products and advertising based on evolving customer preferences and perceptions rather than technical details. Other learnings included matching internal operations to consumer needs, maintaining a manageable number of brands, and competing through innovation rather than price wars.

1. Final Report: Key Learning Points
Group ???????
Professor Steven Sweldens
Market Driving Strategy
Marta ANTUNEZ RUZ
Benni AZARIA
Aman CHOPRA
Jatin KHANNA

2. Actual v/s Planned
VODITES market
Deviation from the Plan:
• VERA lost market
contrary to our
expectation – from
95% to 60%
• Launched 1 Brand for
each segment
• Innovators & Early
Adopters market size
grew slower than our
expectations

3. Actual v/s Planned
SONITES market
Deviation from the Plan:
• SECT – we regained our
lost market – captured
58 % market although
we forecasted a slow
pickup.
• SELA – Our expectations
as per plan were higher
market share but we
P4 P5 P6 P7 P8 managed to capture only
Planned SECT 74 145 255 290 326
27%, mainly due to
SELA 47 92 128 145 162
Total 121 237 383 435 488
increased competition in
Actual SECT 44 61 216 420 540 Singles
SELA 80 180 264 244 240
Total 124 241 480 664 780

4. Learning 1 : Reflection on our Strategic Plan
Planned Actual
Growth/Share Matrix Growth/Share Matrix

5. Learning 2:
Advantages / Critical Learning of a First Mover
VODITES market
• Importance of ‘Innovators’ for success in Vodite market
• Cost structures – Lower R&D expense on improvisation of existing brand
• Anticipate the competition / new entrants and their entry strategies
• Focus on Long-term strategy and not to build strategies based on short-term
benefits

6. Learning 3:
Evolution of customers’ needs
SONITES and VODITES market
• Modify your product or advertising campaign based on evolving preferences
of your target segment
• Advertising and price strategies cannot overcome the shortcomings of an
inferior or badly designed product.
• You can re-capture your lost market share of established brands through
targeted advertising campaign.
• Base your advertising campaign on Customer’s perception and not promoting
technical or actual details of the product.

7. Other learning from MDS
• Price reduction or war is not the best strategy – Match
perception of product to customer needs
• Modify internal R&D and operations to match continuously
evolving consumer preferences
• Maintain optimum number of brands that you can handle with
limited resources available rather than launching more and
more brands to compete

8. Key Learning from MDS Cases
• Coke v/s Pepsi: 4 Principles of successful change management: Be market-
driven, control the change process, anticipate reactions to your changes
and then match internal changes with external changes.
• LG Electronics – Continuous product Improvement to match evolving
customer needs.
• Danone – Brand Portfolio Management
• DVR – Why good products may fail through bad advertising campaign ?
• Renova – Competing on innovation is better than price war

9. Thank you Professor Steven for being our mentor/consultant
and Special Thanks to the GURU Industry for keeping this
simulation challenging and exciting for us.