Marketing mgt
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Five new product failures are analyzed: Crystal Pepsi, Betamax, New Coke, Colgate Kitchen Entrees, and McDonald's Arch Deluxe burger. Crystal Pepsi and New Coke failed because consumers did not find them similar enough to regular cola in taste and branding. Betamax failed due to inferior marketing compared to the competing VHS format. Colgate Kitchen Entrees inappropriately extended the toothpaste brand into food. The Arch Deluxe targeted the wrong adult demographic who did not want to pay more for slightly different burgers. In general, these products failed because marketers inadequately assessed consumer preferences and brand positioning.
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This document discusses factors that contribute to product success and failure. It provides examples of successful products like Maruti Swift, Parx clothing brand, Nokia N-series phones, Tata Docomo, Surf Excel detergent, Parachute coconut oil, Gillette razors, Bata shoes, and Coca-Cola. Examples of failed products discussed include New Coke, Microsoft TV, Colgate kitchen entrees, and Harley Davidson perfume. The document emphasizes the importance of understanding customer needs, benefits, positioning, competitive advantages, and other marketing mix elements in ensuring product success.
Product success and failure
This document discusses factors that contribute to product success and failure. It provides examples of successful products like Maruti Swift, Parx clothing brand, Nokia N-series phones, Tata Docomo, Surf Excel detergent, Parachute coconut oil, Gillette razors, Bata shoes, and Coca-Cola. Examples of failed products discussed include New Coke, Microsoft TV, Colgate kitchen entrees, and Harley Davidson perfume. The document emphasizes the importance of understanding customer needs, benefits, positioning, competitive advantages, and other marketing mix elements in ensuring product success.
Marketing management total 2017
This document provides an overview of marketing management concepts. It discusses key topics such as the marketing mix, marketing plan components, segmentation, targeting, positioning, the product life cycle, branding, and the marketing management process. The document uses examples to illustrate concepts like different branding strategies, cultural considerations in marketing, and how perceptual maps can be used to position products.
case study on product life cycle of pepsi
Pepsi has progressed through five stages of its product life cycle: 1) Pre-launch when it was developed in the 1890s, 2) Introduction in 1902 when initial sales were made, 3) Growth from the 1930s-1970s when sales skyrocketed, 4) Maturity since the 1980s as it became a cash cow brand, and 5) Future Decline when sales are projected to fall. At each stage, Pepsi adapted its marketing strategies regarding product, price, place, promotion, and objectives. This case study demonstrates how anticipating industry changes and having strategies for each life cycle phase promotes proactive planning.
Colgate case study
Colgate-Palmolive was considering launching a new toothbrush called Precision in the United States. It analyzed positioning Precision as either a niche product targeting gum health or a mainstream product. Mainstream positioning would capture more market share but risked cannibalizing other Colgate products. Consumer research found the brush design underwhelming and its gum health message not broadly appealing. The document recommends initially positioning Precision as a niche product and later transitioning to mainstream. It also suggests branding it as "Precision By Colgate" and promoting it heavily through dentist sampling and advertising to help it gain recognition without threatening Colgate's market position.
mkt465_ch12.ppt
Walton’s strategic is to become a global leader in Electrical and Electronic appliances. Walton
always try to make the best possible products. Moreover, it does not promise any specific quality
standards in service. Walton now try to give service all side in our country. Walton tries hard to
offer the best service quality, though, the quality, consistency and accessibility of service is not
guaranteed as the same are dependent on various technical, physical, topographical, distinctive,
environment, regulatory, legal, and such other factors. Walton has the right to change, vary or
reduce the extra charges, prices, validity period, product/service feature and any other offers
etc. at any time in its sole carefulness for any reason subject to official notification of such offers
prior to giving effect to such changes.
Redbull ppt
Dietrich Mateschitz founded Red Bull in Austria in 1987. It has since expanded to over 165 countries and sells 60 billion cans annually. Red Bull's logo and various editions help build its brand. It targets sports enthusiasts and teenagers with grassroots marketing like sponsoring extreme sports. Though the leader in the energy drink category, Red Bull faces threats from competitors introducing new products and flavors. It aims to strengthen its global presence and expand into emerging markets through product extensions and strategic sponsorships.
Revitalizing your business
The document discusses a framework for revitalizing a business through brand reinvention. It provides examples of how companies like Olay, Cadillac, IBM, Walmart, and Apple successfully reinvented their brands by redefining their propositions, targeting new customer segments, transforming their product offerings and production processes, and creating new distribution channels. The framework involves assessing a brand's flexibility, market potential, alignment with trends, revenue size, and strategic usefulness to determine if it is a candidate for reinvention. Reinventing a brand requires holistically changing the brand proposition, target customers, offerings, production, and channels in an inter-departmental effort to stay relevant and drive sustained growth.
Strategic Blunder : The Case of The Coca Cola Company
The Coca-Cola Company introduced a new formula for its flagship Coca-Cola product in 1985 without continuing production of the original formula, which was met with significant public backlash. This "New Coke" launch is considered one of the biggest marketing failures of all time. Within months, Coca-Cola had resumed production of the original formula, now called "Coca-Cola Classic", to meet consumer demand. The company learned that brand loyalty and emotional attachment to cultural icons like the original Coca-Cola formula were not adequately considered. Future product changes require more comprehensive market research and gradual implementation.
New product branding
There are many factors that influence the success of new products. Understanding how consumers view a company's brand is often the most important factor. Companies have two options when branding new products - launch under an existing parent brand or create a new brand. Launching under a parent brand can provide benefits but risks diluting the parent brand. Consumer research is key to understanding brand associations and whether consumers will accept a brand in a new product category. Getting this right is important to the success of a new product launch.
Revitalisation
Brands can fall from prominence but some manage successful turnarounds. Revitalizing brands requires recapturing lost brand equity or developing new equity. Brands with clear values left dormant are most likely to benefit. Strategies include increasing usage, finding new uses, entering new markets, repositioning, augmenting products, obsoleting existing products, and extending the brand. If revitalization is not possible, brands may be milked for remaining value or divested.
Colgate
Colgate-Palmolive was poised to launch a new toothbrush called Precision in the US. It analyzed positioning and branding strategies. As the largest household products company, Precision offered improved plaque removal. However, competitors like Oral-B had stronger dental endorsements. Research found consumers wanted brushes that fit comfortably and reached hard areas. The document debated niche vs mainstream positioning and emphasizing the Precision brand to reduce cannibalizing existing products. Ultimately, it recommended a niche launch transitioning to mainstream, using dentists for sampling, and higher advertising to support Precision's potential.
Colgate palmolive ppt
Colgate-Palmolive was poised to launch a new toothbrush called Precision in the US. There were debates around whether to position it as a niche product targeting gum health or go mainstream. Mainstream would capture more market share but risked cannibalizing existing products. Research found consumers were motivated by gum prevention and the product was seen as different but the design was uninspiring. It was recommended to start with niche positioning and later broaden to mainstream. The brand should emphasize "Precision by Colgate" to reduce cannibalization. A communication strategy including advertising, promotions and dental sampling was needed to support the launch.
Red bull
Red Bull was founded in 1987 in Austria, creating the new energy drink category. Its main ingredients include taurine, B vitamins, caffeine, and carbohydrates. Some consumers refer to it as "liquid cocaine" or "speed in a can." Red Bull uses various non-traditional marketing strategies like sponsorships, sampling programs, and seeding programs to target youth audiences. These strategies have helped Red Bull sell over 40 billion cans annually across 166 countries.
HBR Case Study of Launching Krispy Natural
This document summarizes a case study about Pemberton Enterprises, a multinational snack and beverage company. Pemberton is analyzing test market results for its new product "Krispy Natural" crackers before a wider launch. In Columbus, Ohio, Krispy Natural significantly outperformed expectations by doubling its market share target. However, in southeastern cities where Krispy previously failed, the results were less impressive with little category growth. The contradictory results may be due to differences in prior brand perception and retailer promotional support between the regions. Pemberton must interpret these mixed results and determine the best marketing strategy for introducing Krispy Natural more broadly.
Similar to Marketing mgt (20)
Strategic Blunder : The Case of The Coca Cola Company
Strategic Blunder : The Case of The Coca Cola Company
Marketing mgt
- 1. Case of 5 New Product Failures Submitted By, Geethu Mary Sajan S2 MBA MACFAST
- 2. PRODUCT Product is anything that is made available for sale. A product can be classified as tangible or intangible.
- 3. Tangible product: . A tangible product is a physical object that can be perceived by touch. Ex: building, vehicle, gadget, or clothing Intangible product : A product that can only be perceived indirectly such as an insurance policy
- 4. SUCCESS Griiffin & Page (1996) New product success measures can fall into four categories- customer based measures, competitor based measures, financial measures, and technical performance measures.
- 5. FAILURE Failure can be defined both in absolute and relative terms. Absolute Failure- occurs if a firm is unable to regain its production and marketing costs. Relative Failure- Occurs if a firm makes a profit on an item, but doesn’t reach the profit objective or adversely affects the image of the firm.
- 6. 5 NEW PRODUCTS FAILURES
- 7. CRYSTAL PEPSI Pepsi introduced a clear and caffeine-free Crystal Pepsi. It was introduced in the early 1990’s. Unlike other clear carbonate drinks , this one didn’t have a lemon/lime flavor - yet it didn’t quite have a normal cola flavor either.
- 8. REASON FOR FAILURE It was hard for consumers to think of cola as a clear liquid and the consumers believe that Crystal didn’t taste like cola at all.
- 9. BETAMAX Beta max also called Beta is a video cassette magnetic tape recording format developed by Sony. Like the rival videotape format VHS (Video Home System) , Beta max had no guard band and used azimuth recording to reduce crosstalk.
- 10. REASON FOR FAILURE •Beta was technically superior to VHS in terms of video fidelity, but Beta failed in the field of marketing. •VHS recorders were available from more manufacturers for a significantly cheaper price than Beta max recorders. •Recording times were such odd numbers whereas VHS was an easy 2/4/6 hrs…
- 11. New Coke New Coke was the reformulation of Coca- Cola introduced in 1985. It is in an attempt to help the soda company stay ahead of competitors during the so-called “cola wars”. As the Pepsi challenge had highlighted millions of times over, coke could always be defeated when it came down to taste. So coca- cola started on a new formula. A year later they had arrived at New Coke.
- 12. REASON FOR FAILURE They focused only on product, not on brand. They neglected the emotional value of coke to Americans. The majority of the tests had been carried out blind, and therefore taste was the only factor under assessment.
- 13. Kitchen Entrees • This must be one of the most bizarre brand extensions ever, Colgate decided to use its name on a range of food products called “Colgate’s Kitchen Entrees”. • The idea was that consumers would eat their olgate meal and then brush their teeth with colgate toothpaste. • This not only failed to draw consumer attention , but also reduced its sales of toothpaste.
- 14. REASON FOR FAILURE This brand extension was a total failure because it breaks with all consumer’s association s to the brand’s values and goals. Another problem was that for most people the name colgate doesn’t exactly get their taste buds tingling.
- 15. McDonalds - Arch Deluxe Burger • The Arch Deluxe was a signature hamburger sold by McDonald’s in 1996 and marketed specifically to adults. • The Arch Deluxe was a quarter pound of beef, on a split-top potato flour sesame seed bun topped with a circular piece of peppered bacon, leaf lettuce, tomato, American cheese, onions, ketch-up and a secret mustard and mayonnaise sauce.
- 16. REASON FOR FAILURE The goal of the Deluxe line was to market McDonald’s fine cuisine to the adult demographic. Unfortunately, adults weren’t interested in paying significantly more for slightly different burgers.
- 17. Main reasons for New Products Fail •Marketers assess the marketing climate inadequately. •The wrong group was targeted. •Marketers assess the marketing climate inadequately. •The wrong group was targeted. The marketers assess the marketing climate inadequately. The wrong group was targeted . A weak positioning strategy was used. A questionable pricing strategy was implemented. Poor implementation of the marketing plan in the real world. •Marketers assess the marketing climate inadequately. •The wrong group was targeted. •Marketers assess the marketing climate inadequately.