Marketing mistakes
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This document discusses common mistakes made during new product commercialization. It begins by outlining the typical stages of product development. It then distinguishes between incremental and breakthrough innovation, noting different management tasks and resource allocation needs. Common marketing mistakes are identified, such as not understanding customer needs, improper positioning, and failing to capture repeat customers. Specific examples of product failures are provided, like New Coke, Kellogg's in India, and the Tata Nano, along with lessons learned.
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[Young marketers elite 2] Assignment 10.1Brand innovation - Oanh Ngọc Hà
- Brand innovation refers to new products, services, experiences, and processes that leverage and extend a brand's value in order to exploit changes and create new opportunities.
- There are three levels of brand innovation: refresh, compete, and breakthrough. Brand innovation is important for stretching the brand, developing its unique selling proposition, discovering new opportunities and trends, and enhancing consumer loyalty.
- Successful brand innovations leverage the brand's strengths, create coherence, develop an innovation culture, and focus on profitability, while failed innovations lose focus on the brand, lack consistency, become irrelevant, or are out of touch with consumers.
The challenges of new product development
Are you facing challenges during your product development?
If you want to stay competitive, you need to act fast and be agile, as speed to market is very important.
What do you do first? Do you understand your consumers?
Young marketers elite 2 Brand Innovation - Van Khai - Mai Bang
The document discusses brand innovation, including its definition, purpose, and process. Brand innovation is defined as the successful exploitation of new ideas for both radical and incremental changes to products, processes, or services. The main purposes of brand innovation are to filter weaker projects, maximize success chances, manage investments, ensure a balance of growth-delivering projects, and cover the right areas at the right time. The brand innovation process involves six stages: ideas, feasibility, capability, market readiness, launch, and post-launch evaluation. An example of applying this process to innovate X-Men shampoo brands is also provided.
New product development challenges fall into three major categories
New product development challenges fall into three categories: product selection, time and resource issues, and isolation from the rest of the company. These challenges often arise from a lack of process and collaboration between departments. A solution is to implement a new product development process that involves all functions early, prioritizes projects based on market evaluation, and uses stage gates to ensure proper planning and sign-off before advancing in development. This aligns the organization, prevents conflicting priorities between departments, and helps deliver new products that meet market needs on time and budget.
Ym elite 2014 assignment 10.1 - brand innovation - dung - ngan
Brand innovation refers to radical or incremental changes to products, services, or processes that are relevant to a brand's strategy. It focuses on brand strategy rather than overall company or market strategy. Effective brand innovation considers different types such as refresh, compete, or breakthrough innovations from the consumer perspective. Key principles for brand innovation include empathy, collaboration, courage, intuition, tenacity, and play. The brand innovation process involves idea generation, feasibility analysis, capability assessment, launch preparation, and post-launch evaluation.
What challenges does a company face in developing new products and sercives.pptx
The document discusses the challenges of developing new products and services. It notes that fewer than 10% of new products are truly innovative. Developing new products presents high technological uncertainty, fierce competition, and high investment risks. It provides an example of how Gore overcame these challenges by involving customers early, giving employees flexibility to choose projects, and judging ideas based on feasibility, competitiveness, and profitability. The document also discusses reasons for new product failure, including poor advertising and wrong timing.
Challenges to new product development
The document discusses the challenges of new product development, listing global competition, time to market, market potential, technological change, distribution challenges, developing new features, price, addressing critical unmet needs, promotion difficulties, overcoming resistance to change, assessing market size, and dealing with government policies as some of the key challenges. It uses examples like Mahindra & Mahindra, Zara, Facebook, Instagram, Apple, Starbucks, Google, Emami's Fair & Handsome, Segway, Micromax Canvas, Ra.One, and Coca-Cola to illustrate how companies have dealt with these challenges.
Challenges faced in new product service development
This document summarizes challenges faced in new product and service development. It identifies obstacles such as misinterpreted market research, overestimating market size, higher development costs, capital shortages, fragmented markets with smaller profitable segments, and lack of organizational support that may not align with corporate culture. Other drawbacks include poor launch timing, shorter product life cycles, and constraints from social, economic, and governmental factors. Constant innovation is necessary but new products often face difficulties that can lead to failure if not properly addressed.
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[Young marketers elite 2] Assignment 10.1Brand innovation - Oanh Ngọc Hà
- Brand innovation refers to new products, services, experiences, and processes that leverage and extend a brand's value in order to exploit changes and create new opportunities.
- There are three levels of brand innovation: refresh, compete, and breakthrough. Brand innovation is important for stretching the brand, developing its unique selling proposition, discovering new opportunities and trends, and enhancing consumer loyalty.
- Successful brand innovations leverage the brand's strengths, create coherence, develop an innovation culture, and focus on profitability, while failed innovations lose focus on the brand, lack consistency, become irrelevant, or are out of touch with consumers.
The challenges of new product development
Are you facing challenges during your product development?
If you want to stay competitive, you need to act fast and be agile, as speed to market is very important.
What do you do first? Do you understand your consumers?
Young marketers elite 2 Brand Innovation - Van Khai - Mai Bang
The document discusses brand innovation, including its definition, purpose, and process. Brand innovation is defined as the successful exploitation of new ideas for both radical and incremental changes to products, processes, or services. The main purposes of brand innovation are to filter weaker projects, maximize success chances, manage investments, ensure a balance of growth-delivering projects, and cover the right areas at the right time. The brand innovation process involves six stages: ideas, feasibility, capability, market readiness, launch, and post-launch evaluation. An example of applying this process to innovate X-Men shampoo brands is also provided.
New product development challenges fall into three major categories
New product development challenges fall into three categories: product selection, time and resource issues, and isolation from the rest of the company. These challenges often arise from a lack of process and collaboration between departments. A solution is to implement a new product development process that involves all functions early, prioritizes projects based on market evaluation, and uses stage gates to ensure proper planning and sign-off before advancing in development. This aligns the organization, prevents conflicting priorities between departments, and helps deliver new products that meet market needs on time and budget.
Ym elite 2014 assignment 10.1 - brand innovation - dung - ngan
Brand innovation refers to radical or incremental changes to products, services, or processes that are relevant to a brand's strategy. It focuses on brand strategy rather than overall company or market strategy. Effective brand innovation considers different types such as refresh, compete, or breakthrough innovations from the consumer perspective. Key principles for brand innovation include empathy, collaboration, courage, intuition, tenacity, and play. The brand innovation process involves idea generation, feasibility analysis, capability assessment, launch preparation, and post-launch evaluation.
What challenges does a company face in developing new products and sercives.pptx
The document discusses the challenges of developing new products and services. It notes that fewer than 10% of new products are truly innovative. Developing new products presents high technological uncertainty, fierce competition, and high investment risks. It provides an example of how Gore overcame these challenges by involving customers early, giving employees flexibility to choose projects, and judging ideas based on feasibility, competitiveness, and profitability. The document also discusses reasons for new product failure, including poor advertising and wrong timing.
Challenges to new product development
The document discusses the challenges of new product development, listing global competition, time to market, market potential, technological change, distribution challenges, developing new features, price, addressing critical unmet needs, promotion difficulties, overcoming resistance to change, assessing market size, and dealing with government policies as some of the key challenges. It uses examples like Mahindra & Mahindra, Zara, Facebook, Instagram, Apple, Starbucks, Google, Emami's Fair & Handsome, Segway, Micromax Canvas, Ra.One, and Coca-Cola to illustrate how companies have dealt with these challenges.
Challenges faced in new product service development
This document summarizes challenges faced in new product and service development. It identifies obstacles such as misinterpreted market research, overestimating market size, higher development costs, capital shortages, fragmented markets with smaller profitable segments, and lack of organizational support that may not align with corporate culture. Other drawbacks include poor launch timing, shorter product life cycles, and constraints from social, economic, and governmental factors. Constant innovation is necessary but new products often face difficulties that can lead to failure if not properly addressed.
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The document discusses challenges in new product development. It covers various stages of developing new products from idea generation to commercialization. Some key points include identifying different types of new products, common reasons for new product failures, organizational structures for managing development like using gatekeepers and the stage-gate system, techniques for stimulating new ideas, testing concepts, and factors that influence consumer adoption of new products.
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This document discusses introducing new market offerings and managing new product development. It outlines the challenges of continuous innovation and new product success or failure. The key stages in development are outlined from idea generation through commercialization. Ideas can come from customers, trade shows, or employees. Concepts are tested and marketing strategies developed. Products then go through test markets and market adoption involves different stages as consumers become aware and eventually regular users. The challenges are developing good ideas, rigorous testing, and influencing consumer adoption which depends on many factors.
Introducing new market offering
New products often fail due to misinterpreted market research, overestimated demand, high development costs, poor design, incorrect positioning, insufficient support, and strong competitive responses. Failure rates for new products are estimated between 50-95% in the US and 90% in Europe. While failure is common, truly innovative companies accept it as inevitable for success. Initial failures may lead to later successes if companies identify new uses for failed products. Managing the entire new product development process from idea generation to commercialization is important to improve success rates.
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This document discusses product development strategies and the new product development process. It notes that over 90% of new products fail within 2 years due to issues like overestimating market size, poor design, incorrect positioning, or competitors responding aggressively. The document then outlines the key steps in new product development: generating ideas from internal and external sources, screening ideas to evaluate market potential and technical/financial feasibility, and developing the remaining ideas further. It emphasizes establishing a formal system to manage the idea generation and screening process.
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This presentation provides an overview of the new product development process. It discusses the major stages in NPD, including idea generation, screening, concept development and testing, marketing strategy development, business analysis, product development, test marketing, and commercialization. The presentation notes that only 10% of new consumer products succeed in the long run, and that most products fail due to factors like not fulfilling needs, overestimating the market, design flaws, incorrect positioning/pricing/promotion, being pushed despite poor research, going over budget, or facing strong competitive responses. The conclusion states that following a staged NPD process can help businesses focus investments and shorten the time from idea to revenue for new products.
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The document outlines the business plan for a new popcorn product line. It proposes developing popcorn flavors including tomato, chicken, mushroom, butter, and caramel. It describes the 8 steps of the new product development process: 1) idea generation, 2) screening, 3) concept development and testing, 4) marketing strategy design, 5) product development, 6) test marketing, 7) commercialization, and 8) expected profit margins increasing over 5 years. The first concept of popcorn as a "funny thirst quenching item" is proposed to be the most attractive. The business plan expects high returns on investment in new product development.
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This document discusses the challenges and future of global product management. It notes that companies need to expand globally and internationalize their product lines, requiring a different approach to product management. Global product managers will need additional skills like multilingual abilities and international experience. They will help companies determine whether to use centralized or market-based product strategies when globalizing. Overall, the document concludes that product globalization will be key to companies' successful global expansion and require adapting product management practices.
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Before launching an product/service an company must consider some of the aspects to make successful entry or to win over the market.
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prepared for educational use by team of DSCE 2014
source: GOOGLE
New product development
The document discusses new product development, including strategies for organic and inorganic growth. It outlines six categories of new products and reasons some companies are more innovative. New product success or failure can result from market, financial, timing, technical, organizational, or environmental factors. The document also provides examples of idea generation techniques, concept development and testing methods, and outlines the product development process through commercialization.
Case method
P&G focused on growing its core brands and categories through innovation, building relationships with unserved consumers, and growing higher-margin businesses. Some iconic early innovations included Crest toothpaste, Pampers diapers, and Head & Shoulders shampoo. Over time, P&G introduced new structures like business development teams to speed innovation. It also worked to reach more consumers through strategies like celebrity endorsements and digital marketing. P&G's leadership emphasized the importance of design in connecting with consumers. While facing challenges, P&G grew its sales and market share through sustained focus on innovation, design, and serving more customer needs over decades.
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The document discusses challenges in new product development. It covers various stages of developing new products from idea generation to commercialization. Some key points include identifying different types of new products, common reasons for new product failures, organizational structures for managing development like using gatekeepers and the stage-gate system, techniques for stimulating new ideas, testing concepts, and factors that influence consumer adoption of new products.
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This document discusses introducing new market offerings and managing new product development. It outlines the challenges of continuous innovation and new product success or failure. The key stages in development are outlined from idea generation through commercialization. Ideas can come from customers, trade shows, or employees. Concepts are tested and marketing strategies developed. Products then go through test markets and market adoption involves different stages as consumers become aware and eventually regular users. The challenges are developing good ideas, rigorous testing, and influencing consumer adoption which depends on many factors.
Introducing new market offering
New products often fail due to misinterpreted market research, overestimated demand, high development costs, poor design, incorrect positioning, insufficient support, and strong competitive responses. Failure rates for new products are estimated between 50-95% in the US and 90% in Europe. While failure is common, truly innovative companies accept it as inevitable for success. Initial failures may lead to later successes if companies identify new uses for failed products. Managing the entire new product development process from idea generation to commercialization is important to improve success rates.
Ch20 - New Market Offerings
This document discusses introducing new market offerings and products. It outlines 10 concepts related to developing new products, including ways to introduce products, challenges in development, factors for success or failure, organizational structures, budgeting, product development processes, consumer adoption, and innovation characteristics. The key points are introducing products by making or buying them, having a unique and superior product as the most important success factor, and using new product managers and stage gate systems in organizational structures.
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This document discusses product development strategies and the new product development process. It notes that over 90% of new products fail within 2 years due to issues like overestimating market size, poor design, incorrect positioning, or competitors responding aggressively. The document then outlines the key steps in new product development: generating ideas from internal and external sources, screening ideas to evaluate market potential and technical/financial feasibility, and developing the remaining ideas further. It emphasizes establishing a formal system to manage the idea generation and screening process.
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The document discusses product management and provides tips for product managers. It outlines the key responsibilities of a product manager, which include owning the vision, design, and execution of a product. It also discusses strategies for identifying good product managers and prioritizing product features and roadmaps. The document contrasts consumer products with enterprise products and provides growth strategies for startups.
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The document discusses the stages of product design and development. It begins by defining product design as the process of developing a product through preliminary stages until manufacturing begins. It then outlines factors that determine product design like customer requirements and material needs. The document also lists 10 characteristics of good design including being innovative, useful, and environmentally friendly. Finally, it details the key stages of product development from idea generation and screening to test marketing.
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This document outlines a strategy for developing a product. It identifies problems with the current approach such as a lack of focus and direction. It then provides guidance on key elements to include in a product strategy such as defining the target market and their needs, key features, differentiators, and business goals. The strategy should create a shared vision and roadmap to guide development. Validation techniques are discussed to reduce risk and ensure the strategy addresses real customer problems.
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This document discusses strategic entrepreneurship and organizational renewal. It defines key terms like entrepreneurship, innovation, and imitation. It describes different types of innovation and discusses how firms can pursue internal corporate venturing through both autonomous and induced strategic behavior. The document also outlines how cross-functional teams, cooperation, acquisitions, venture capital, and IPOs can help firms create value through innovation.
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The document outlines the new product development process, including identifying needs and generating ideas, screening concepts, developing business and marketing strategies, product design and testing, and commercialization. It discusses challenges such as high failure rates of new products and provides examples of companies developing new products. The stages of the NPD process help companies systematically focus their resources on projects with the most potential for commercial success.
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This presentation provides an overview of the new product development process. It discusses the major stages in NPD, including idea generation, screening, concept development and testing, marketing strategy development, business analysis, product development, test marketing, and commercialization. The presentation notes that only 10% of new consumer products succeed in the long run, and that most products fail due to factors like not fulfilling needs, overestimating the market, design flaws, incorrect positioning/pricing/promotion, being pushed despite poor research, going over budget, or facing strong competitive responses. The conclusion states that following a staged NPD process can help businesses focus investments and shorten the time from idea to revenue for new products.
New product development
New product development is the process of bringing a new product to market. It involves generating ideas, screening concepts, developing and testing selected concepts, creating a marketing strategy, analyzing business factors, developing prototypes, test marketing, and commercialization. The goal is to create new products that open new markets, replace existing products, or expand current markets in order to maintain or increase a company's market share and competitive advantage. Some key reasons for developing new products include creating profitable products, responding to new technologies or customer needs, and defeating competitors.
Challenges in New-prduct development
LV implemented a new factory format that allows it to ship fresh collections to boutiques every six weeks, twice as frequently as before. Selco Solar introduced specially designed cook stoves with 40% higher fuel efficiency and 70-80% less smoke emissions, targeting rural Indian households. New product success rates are around 50-95% in the US and Europe and 53% for Indian companies in benign markets but only 36% for products with new brand names. Common reasons for new product failure include ignored market research, overestimated market size, high development costs, poor design or performance, incorrect positioning or pricing, and insufficient distribution support.
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The document discusses product development and new product development. It covers the key stages in developing new products including idea generation, screening, concept development, business analysis, prototyping, and commercialization. It then provides an example of KFC introducing a new product - chocolate brownies. The summary includes pricing the brownies at Rs. 99 after accounting for costs and margins, targeting customers interested in desserts, and using promotion and word-of-mouth to market the new product.
Presentation (Most Wanted)
The document outlines the business plan for a new popcorn product line. It proposes developing popcorn flavors including tomato, chicken, mushroom, butter, and caramel. It describes the 8 steps of the new product development process: 1) idea generation, 2) screening, 3) concept development and testing, 4) marketing strategy design, 5) product development, 6) test marketing, 7) commercialization, and 8) expected profit margins increasing over 5 years. The first concept of popcorn as a "funny thirst quenching item" is proposed to be the most attractive. The business plan expects high returns on investment in new product development.
Product Management 101: #1 How To Create Products Customer Love.
An introduction to Product Management, for people involved in technology or software companies. Mainly aimed at evangelizing the role and responsibilities across an organization.
This is the #1 presentation out of a serie of 10 sessions.
Special thanks to Marty Cagan @ SVPG for the title :)
The future of product management
This document discusses the challenges and future of global product management. It notes that companies need to expand globally and internationalize their product lines, requiring a different approach to product management. Global product managers will need additional skills like multilingual abilities and international experience. They will help companies determine whether to use centralized or market-based product strategies when globalizing. Overall, the document concludes that product globalization will be key to companies' successful global expansion and require adapting product management practices.
Agile205: Intro to Agile Product Management
Product owner is a critical role for agile/scrum teams, as a key stakeholder and representative of users, customers or markets. Commercial software companies have a broader role -- product manager -- responsible for identifying market needs/opportunities, making product-level decisions about offerings/benefits/pricing/packaging/channels/financial goals, and managing sales/customer relationships on behalf of executives. Since products often span multiple scrum teams, some products have a mix of product owners and product managers. We'll introduce product owners, map that against software product managers, and talk through approaches to meet all of the product needs for a market-successful product.
Winning the new product game
TOPIC: How to win the new product game.
Before launching an product/service an company must consider some of the aspects to make successful entry or to win over the market.
here in this presentation some of those are discussed.
prepared for educational use by team of DSCE 2014
source: GOOGLE
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Product Management 101: #1 How To Create Products Customer Love.
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P&G focused on growing its core brands and categories through innovation, building relationships with unserved consumers, and growing higher-margin businesses. Some iconic early innovations included Crest toothpaste, Pampers diapers, and Head & Shoulders shampoo. Over time, P&G introduced new structures like business development teams to speed innovation. It also worked to reach more consumers through strategies like celebrity endorsements and digital marketing. P&G's leadership emphasized the importance of design in connecting with consumers. While facing challenges, P&G grew its sales and market share through sustained focus on innovation, design, and serving more customer needs over decades.
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Npd
The document discusses new product development, outlining the process from idea generation through commercialization. It identifies key challenges such as high failure rates and short product lifecycles. The development process involves idea generation, screening, concept development and testing, determining marketing strategy, business analysis, product development, market testing, and commercialization. Successful new product development requires moving through each stage of the process to determine commercial and technical feasibility before a product is launched.
D7 IP BU Project - Hungry-Man
This document proposes the acquisition of the Hungry-Man frozen meal brand by Diversified Products Corporation. It analyzes the brand situation, recommending the acquisition along with investing in marketing, promotions, and launching a brand extension. Financial projections estimate the acquisition will increase DPC's net income over time through sales growth, reduced expenses after integration, and contributions from a new "Grill Favorites" product line.
Module 5 The 5 Phases of New Product Development.pptx
NPD stands for New Product Development.
New food product development is the process that creates a new product, produces it, and brings it to market.
How does it differ from food reformulation?
Food reformulation changes the existing food products to meet the new demands.
Why do we need NPD?
To maintain or grow market share for food businesses/SMEs.
Lean elephants: Lean Product Development in a large organization by Susana Ju...
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More than 3 years ago Telefonica began to apply the Lean Startup methodology to innovation projects. Lean Startup has allowed us to speed up the innovation process and do more with less, with a clear focus on market and customers. Applying Lean Startup at a large corporation is complex, but the benefits are many. A presentation by Susana Jurado at the Lean IT Summit 2015. www;.lean-it-summit.com
Brand revitalization
This document discusses brand revitalization strategies. It begins with an introduction and defines brand revitalization as a marketing strategy adopted when a product reaches maturity in its lifecycle and profits decline. It then discusses reasons for pursuing brand revitalization, such as increased competition, changing brand relevance, and mergers & acquisitions. The document outlines several methods for revitalizing a brand, including increasing product usage, finding new users, repositioning, and augmenting products/services. It also provides a case study of how McDonald's revitalized its brand between 1997-2002 by refocusing its organization, restoring brand relevance, reinventing customer experiences, reinforcing a results culture, and rebuilding brand trust. The document concludes
Brand Revitalization
This document discusses strategies for brand revitalization. It was presented by several students to their professor. The document defines brand revitalization as a strategy to recapture lost sources of brand equity and establish new sources. It then analyzes several causes of brand decline such as managerial actions, environmental factors, and competitive actions. The document also discusses whether a brand is worth reviving based on its residual brand equity. Finally, it outlines seven avenues for brand revitalization, including increasing usage, finding new uses, entering new markets, repositioning, augmenting products, obsoleting existing products, and extending the brand. Examples are provided for each strategy.
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Is1 workshop 5 make, take & sell challenge v2 student
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Marketing mistakes
- 1. New Product Commercialization : Common Mistakes
- 2. Why do products fail?
- 3. Product development stages 1. Initial screening 2. Preliminary market assessment 3. Preliminary technical assessment 4. Detailed market study 5. Preliminary business analysis 6. Product development 7. Alpha tests 8. Beta tests 9. Test market
- 4. 10. Trial production 11. Final business plan 12. Production ramp up 13. Market launch
- 5. Two types of innovation Incremental Innovation Breakthrough Innovation
- 6. Two types of innovation Breakthrough Innovation • New to world • New to Businesses • New customer • New Technology • New processes • New Knowledge • New Business Model Incremental Innovation • Fits to core competency • Fits to core business • Brings short term value • Additions • Something that already • Exists
- 7. What are some common Marketing mistakes?
- 8. Mistake 1: Differences in management tasks required of incremental versus breakthrough projects. Cross-functional teams require people of appropriate cross-functional abilities.
- 9. Mistake 2: Differences in resource allocation to incremental vs. breakthrough projects There is a common tendency that breakthrough projects equate with high profile activities needing resources and top management support, and that incremental projects are of less importance. Emami fair and handsome men vs. Emami fair and ageless.
- 10. Mistake 3: “Wait and see” and “business as usual” attitudes. Using existing organizational systems often means completely missing the boat on the real customer and his real needs.
- 11. Mistake 4: Positioning strategies should be driven by the market rather than ambitions of product champions- Delusionary products Coca Cola 1985, Coca cola introduced a new and sweeter version of their beverage ( COKE ) to compete with Pepsi . Blind test was conducted : People preferred Pepsi over Coke Result : New Coke Failed Re launched old coca cola recipe and renamed Coca cola classic *mistake was : product was introduced without finding what customer exactly wants and spending time and money on same.
- 12. Some other common mistakes Lack of research and testing Improper focus and positioning Marketing without a USP Failing to capture repeat customers Lack of focus on potential customer’s needs.
- 13. Marketing Mishap: Kellogg’s – a failure of a brand Product: Kellogg’s was essentially launching a western product attempting to appeal to Indian tastes. Globalization may be an increasing trend, but regional identities, customs and tastes are as distinct as ever. Pricing: The local competition was selling at one third the price and both were competing with the staple diet, yet Kellogg’s never worked on correcting this very important factor. Place: Eating cornflakes for breakfast was totally alien culture for Indians and never ever try and make consumers strangers to their culture. Competition: Don’t underestimate local competitors, sometimes it is big to be challenged. Promotion: Kellogg in its advertising campaigns hinted that the Indian breakfast was not nutritious and was not very good for health. This deeply hurt the sentiments of the home maker.
- 14. GAP The Gap Gap changed its logo from the familiar blue square to a more "modern" design. After spending millions on the rebranding, the company encountered a firestorm of customer ire. They promptly changed the logo back--thereby wasting even more money. Lesson: Sometimes it's better to leave well enough alone.
- 15. Why did Tata Nano never take off the way it was expected to? Alternatives Aspirational Intra-city transportation Pricing nether land Failure due to perception Unclear targeting Ratan Tata: Marketing Nano as 'cheapest car' was a mistake
- 16. SUBMITTED BY: AMRITHA VARSHINI GADDAM KSHAMA PUJARI SALONI LHILA ALEX SNEHA JADHAV