The document provides a market research report on galvanized sheets produced by Tata Steel under their Tata Shaktee brand. It analyzes the market share of Tata Shaktee and its competitors in the Jharkhand region for different sheet thicknesses. Key findings include:
1) Tata Shaktee has the largest market share for sheets between 0.3-0.45mm thickness but competitors like Bhushan Steel dominate below 0.3mm.
2) Monthly sales data shows Tata Shaktee sells 462 tonnes compared to its largest competitors Bhushan Steel's 130 tonnes.
3) Dealer networks show Shri Ram sales territory has more
The document provides a history of Coca-Cola from its invention in 1886 to present day. Some key points include:
- Coca-Cola was invented in 1886 by Dr. John Pemberton and first sold for 5 cents.
- Asa Candler acquired sole ownership of Coca-Cola in 1892 for $2,300.
- Coca-Cola was first bottled in 1894 and removed cocaine as an ingredient in 1903.
- The Coca-Cola Company saw continued growth and expansion throughout the 20th century, including manufacturing its 1 billionth gallon of syrup in 1944.
- Coca-Cola re-entered the Indian market in 1993 and has since launched several popular Indian brands
Coca Cola Brand Positioning and DifferentiationSara Amjad
Coca Cola has achieved brand positioning as a refreshing, everyday part of life through consistent branding and marketing over 130+ years. It was initially marketed as a patent medicine but is now positioned as refreshing and for sharing moments with family and friends. Key factors in its positioning include maintaining a consistent 5 cent price for 70 years, innovative packaging, and widespread promotional campaigns like "The Pause That Refreshes" and more recent "Open Happiness" campaigns. While Pepsi positions as encouraging living in the moment, Coca Cola's positioning focuses on being an integral part of everyday life. Coca Cola also differentiates through its product line, culturally tailored drinks, focus on water purity and quality, and flexible business
Coca-Cola was invented in 1886 in Atlanta, Georgia. It currently offers over 500 brands in over 200 countries. The document discusses Coca-Cola's evolution and expansion internationally from the 1880s. It provides details on Coca-Cola's marketing strategy and promotions in India, including branding, celebrity endorsements, advertising campaigns, and use of social media. Coca-Cola's marketing approach aims to align the brand with Indian culture while building visibility and associations with cricket, cinema and music.
The document provides information about a case study on Coca-Cola including objectives, company overview, vision, mission, values, external environment analysis, industry analysis, company analysis, strategies, competitors, and strategic formulation. It discusses Coca-Cola's history, products, financials, growth strategies, and comparison to competitor Pepsi. The document analyzes Coca-Cola's strengths, weaknesses, opportunities, threats and positions products in the BCG matrix.
The project describes the sales and distribution network adopted by coca cola beverages in india. It mentions the problems which are faced by the company.
Parle Agro uses an intensive distribution network to widely distribute its popular biscuit and snack brands like Parle-G. It has over 1,500 wholesalers serving 425,000 retail outlets. Parle carefully selects and evaluates its channel members based on factors like infrastructure, market coverage, sales performance and targets. Parle's strong procurement and loyal relationships with suppliers and transporters allow it to offer lower costs than competitors despite using intensive distribution.
Biba is an Indian women's clothing brand founded in 1988 specializing in ethnic wear. It has grown to over 150 brand outlets and 225 multi-brand outlets. Biba's founder, Meena Bindra, started the company from her home in New Delhi with an 8000 rupee loan. Biba has since partnered with Bollywood for movie-inspired collections and collaborated with designers like Manish Arora, Rohit Bal, and Anju Modi. Visual merchandising plays an important role in Biba's brand identity and sales through elements like signs, displays, lighting, and seasonal themes.
Pepperfry's existing Digital marketing/Media strategy, Target audience, Segmentation, Competition, Business Model, Marketing, Social Media Analysis, Content Strategy, Communication tone, Web analytics and strategy recommendation
The document provides a history of Coca-Cola from its invention in 1886 to present day. Some key points include:
- Coca-Cola was invented in 1886 by Dr. John Pemberton and first sold for 5 cents.
- Asa Candler acquired sole ownership of Coca-Cola in 1892 for $2,300.
- Coca-Cola was first bottled in 1894 and removed cocaine as an ingredient in 1903.
- The Coca-Cola Company saw continued growth and expansion throughout the 20th century, including manufacturing its 1 billionth gallon of syrup in 1944.
- Coca-Cola re-entered the Indian market in 1993 and has since launched several popular Indian brands
Coca Cola Brand Positioning and DifferentiationSara Amjad
Coca Cola has achieved brand positioning as a refreshing, everyday part of life through consistent branding and marketing over 130+ years. It was initially marketed as a patent medicine but is now positioned as refreshing and for sharing moments with family and friends. Key factors in its positioning include maintaining a consistent 5 cent price for 70 years, innovative packaging, and widespread promotional campaigns like "The Pause That Refreshes" and more recent "Open Happiness" campaigns. While Pepsi positions as encouraging living in the moment, Coca Cola's positioning focuses on being an integral part of everyday life. Coca Cola also differentiates through its product line, culturally tailored drinks, focus on water purity and quality, and flexible business
Coca-Cola was invented in 1886 in Atlanta, Georgia. It currently offers over 500 brands in over 200 countries. The document discusses Coca-Cola's evolution and expansion internationally from the 1880s. It provides details on Coca-Cola's marketing strategy and promotions in India, including branding, celebrity endorsements, advertising campaigns, and use of social media. Coca-Cola's marketing approach aims to align the brand with Indian culture while building visibility and associations with cricket, cinema and music.
The document provides information about a case study on Coca-Cola including objectives, company overview, vision, mission, values, external environment analysis, industry analysis, company analysis, strategies, competitors, and strategic formulation. It discusses Coca-Cola's history, products, financials, growth strategies, and comparison to competitor Pepsi. The document analyzes Coca-Cola's strengths, weaknesses, opportunities, threats and positions products in the BCG matrix.
The project describes the sales and distribution network adopted by coca cola beverages in india. It mentions the problems which are faced by the company.
Parle Agro uses an intensive distribution network to widely distribute its popular biscuit and snack brands like Parle-G. It has over 1,500 wholesalers serving 425,000 retail outlets. Parle carefully selects and evaluates its channel members based on factors like infrastructure, market coverage, sales performance and targets. Parle's strong procurement and loyal relationships with suppliers and transporters allow it to offer lower costs than competitors despite using intensive distribution.
Biba is an Indian women's clothing brand founded in 1988 specializing in ethnic wear. It has grown to over 150 brand outlets and 225 multi-brand outlets. Biba's founder, Meena Bindra, started the company from her home in New Delhi with an 8000 rupee loan. Biba has since partnered with Bollywood for movie-inspired collections and collaborated with designers like Manish Arora, Rohit Bal, and Anju Modi. Visual merchandising plays an important role in Biba's brand identity and sales through elements like signs, displays, lighting, and seasonal themes.
Pepperfry's existing Digital marketing/Media strategy, Target audience, Segmentation, Competition, Business Model, Marketing, Social Media Analysis, Content Strategy, Communication tone, Web analytics and strategy recommendation
Marketing Strategies of Coca-Cola India | MBAtiousaneesh p
Coca-Cola was the 1st international soft drinks brand to enter India in early 1970’s. Indian market was dominated by domestic brands, with Limca being the largest selling brand. Cola was the largest selling flavor with market share of 40%, Lemon drinks 31% and orange drinks only 19%. Up till 1977, Coca-cola was the leading soft drink brand in India.But due to norms set by the Foreign Exchange Regulation Act (FERA), Coca-Cola left India and did not return till 1993 after a 16 year absence from the Indian beverage market. FERA needed Coca-Cola to reveal its secret concentrate formula as well as reduce its equity stake which was not acceptable.
Coca-Cola got the permission to enter the country with a 100 per cent unit in India. On September 22, 1993, the company bought out the Parle brands. As an entry strategy, Coca-Cola India took over Parle Foods. With a fine and detailed distribution network in place, Coke was now ready to take on archrival over a period of time, Coca-Cola India also bought certain bottling units that earlier belonged to Parle or individual distributors.
- PepsiCo was formed in 1965 through the merger of Frito-Lay and Pepsi-Cola. It owns popular snack and beverage brands like Lay's, Pepsi, Mountain Dew, and Cheetos.
- Lay's began in 1932 when Herman Lay opened a snack shop. It merged with Pepsi-Cola in 1965 to form PepsiCo. Lay's uses cost-based pricing and promotes through advertising and sales promotions.
- A SWOT analysis finds Lay's strengths are its brand image, satisfaction levels, and distribution worldwide, while weaknesses include low supply in remote areas and rumors about ingredients. Opportunities exist in rural markets and new flavors, while threats include competitors and substitutes.
Pricing Strategies by Coca-Cola in IndiaRohan Bharaj
This document describes the the pricing journey of Coca-Cola India right from its entry till today. Coca-cola competes in a very fiercely competitive market and pricing is one of the most important factors it has to consider while conceptualizing its strategies.
The document is a project report submitted for a fashion retailing and advertising course. It includes sections on the proposed name, launch plan, and location of a boutique called Allure. It discusses marketing messages, consumer buying habits, fashion forecasting, product lines, pricing strategy, and financial analysis including costs for rent, furnishings, and workshop requirements. The report provides details on the planned launch and promotion of the new boutique through an exhibition, advertisements, banners and pamphlets.
Kellogg's took a long time to establish itself in India for several reasons: it was overconfident and ignored cultural aspects; it lacked understanding of Indian consumer behavior and habits; and it had a premium pricing policy. Some critical success factors for entering the Indian market include understanding purchasing power, effective distribution, thorough market research, product development tailored to local tastes, strong finances, competent marketing, exploring foreign markets, and strategic distribution. Kellogg's now segments the Indian market and offers products targeted to different segments like children and health-conscious consumers. However, it still faces threats from substitutes made by competitors like PepsiCo, Bagrry's, and Amway.
Abercrombie & Fitch's brand and sales have been declining as they have targeted the wrong demographic and used discriminatory and sexualized marketing. The proposal recommends rebranding A&F to target Generation Y with a new image reflecting individuality and non-conformity through updated marketing, stores, products, and digital presence. Concepts include establishing A&F as a lifestyle brand promoting self-expression, using colors symbolizing achievement and trust, and redesigned logos, merchandise, and promotional vehicles.
Khaadi is considering expanding into the Turkish market. As a Pakistani brand, Khaadi's strengths include its tradition-inspired designs and focus on modest Muslim fashion. However, entering Turkey also presents challenges as Khaadi does not currently have supply chain or brand recognition established in that market. It is recommended that Khaadi focus on high-value, furnished products from Pakistan to sell through a few flagship stores in major Turkish cities like Istanbul, Ankara, and Izmir, while maintaining Pakistan as its production headquarters. This approach would allow Khaadi to leverage its design expertise while minimizing risks as it introduces the brand to Turkish consumers.
RIN detergent was introduced in 1984 but sales were low for the first 3 years as it was primarily positioned as a fabric washing detergent. However, a 1988 survey found that 65% of users were actually using it as a dishwashing detergent, likely due to its blue color. The document considers alternatives for repositioning RIN, including keeping its dual usage, separating it into distinct fabric softener and dishwashing products, focusing solely on one usage, or changing its primary usage. It ultimately recommends repositioning RIN as both a dishwashing and fabric softening product by introducing a new color for the fabric softening bar to attract non-users while allowing current dishwashing users to continue that
Gul Ahmed is a Pakistani textile and apparel company founded in 1953. It manufactures fabrics, yarn, apparel and accessories. In 2011, Gul Ahmed had revenues of $300 million with 7,000 employees. The company is listed on the Karachi and Lahore stock exchanges and has expanded internationally with subsidiaries in the UAE and UK. Gul Ahmed produces a variety of textile products for both domestic consumption and export.
The document discusses brand identity and branding strategies. It defines a brand as the perception customers have about a product or service. It then describes the Brand Identity Prism model which examines a brand across six dimensions: physique, personality, culture, relationship, reflection, and self-image. The model helps position a brand, design marketing strategies, communicate the brand identity, and streamline marketing campaigns. The document provides examples of branding strategies such as brand extension, line extension, and family branding used by various companies.
Parle Agro Pvt. Ltd is a $500 million family-owned FMCG company in India that has been operating since 1929. It enjoys a 40% market share of the Indian biscuit market led by its Parle-G brand, which holds a 70% market share of the glucose biscuit category in India. Parle Agro has a diverse product portfolio that includes biscuits and confectioneries produced in 12 biscuit plants and 75 confectionery plants across India. The company focuses on affordable, value-for-money products targeted at mass consumption across rural and urban India. Its strategic goals include maintaining quality, innovating new products, and expanding its nationwide reach while prioritizing customer focus.
This document summarizes a marketing presentation about Parle G biscuits in India. It provides background on the biscuit industry and Parle's market leadership. It discusses Parle G using Porter's 5 forces model and analyzes Parle G's strengths, weaknesses, opportunities, and threats. Key points are that Parle G has 35% market share but faces challenges from competitors increasing prices. Suggestions include keeping Parle G prices steady, targeting rural and young consumers, and associating the brand with government initiatives.
Lakmé is an Indian cosmetics brand owned by Hindustan Unilever. It was started in 1952 at the request of then-Prime Minister Jawaharlal Nehru to produce beauty products domestically and reduce foreign exchange spending. Lakmé offers a wide range of cosmetics and skincare products as well as beauty salon services. It remains the dominant player in the Indian cosmetics market with a 17.7% market share.
The document discusses the marketing mix of Coca-Cola. It outlines that Coca-Cola has a wide portfolio of over 3,300 beverage products globally. For its marketing mix (the 4Ps), Coca-Cola tailors its pricing according to market segments, has an extensive distribution network globally including in rural India, and promotes its brands through celebrity endorsements, CSR initiatives, and campaigns. Coca-Cola's long commitment to understanding social values and adapting its strategy has helped it become a multi-billion dollar international business.
The document provides a summary of PepsiCo's corporate social responsibility activities in 3 areas:
1. Environment sustainability including goals to reduce water usage, carbon footprint, and minimize land impact through sustainable packaging and sourcing.
2. Human sustainability including commitments to improve nutrition in products and responsible marketing. Goals include reducing sugars, sodium and saturated fats while increasing whole grains and nutrients.
3. Talent sustainability focusing on developing employees and local communities through training and job opportunities. PepsiCo's success is attributed to its people.
Paper boat 2019 market analysis (factor analysis))Ramanjeet Singh
Paper Boat is a brand of traditional Indian beverages produced by Hector Beverages. It focuses on natural ingredients and flavors from local fruits. The survey found that while taste was rated positively, many felt it was not good value for money due to the price. Most respondents were familiar with the brand and willing to recommend it, but awareness could still be improved. The product is seen as reliable but some thought it was overpriced. Offering discounts and improved promotion could help increase repeat purchases.
This document provides background information on Pidilite Industries Ltd. and its popular Fevicol brand of adhesives. It discusses the company's history beginning in 1961, key acquisitions and mergers over the decades, and new product lines. The logo and branding of Pidilite and Fevicol are explained. An overview is given of the 4Ps of marketing - product, price, place, and promotion - as they relate to Pidilite's marketing strategy.
PepsiCo is a Fortune 500 company headquartered in New York that manufactures and markets beverages and snacks. Its main product is Pepsi Cola, which sells over 100 billion cans per year. PepsiCo was formed through mergers and acquisitions of brands like Frito-Lay, Quaker Oats, Gatorade, Tropicana, and others. It operates globally with products in nearly 200 countries and regions. Indra Nooyi has been CEO since 2006 and has focused on healthier products and sustainability. PepsiCo is organized into divisions for Americas Foods, Americas Beverages, and International markets.
The document provides an overview of Coca Cola's advertising company and their famous "Holidays are Coming" Christmas advertising campaign. It discusses the company's operating model, products, competitors and market position. It then analyzes the Christmas advert, discussing its reach, relevance, frequency and purpose. The target audience is identified as families and children. Potential legal and ethical issues are explored, such as religious representations and oversight by the Advertising Standards Authority. The impact of the advert is described as universally positive. Relevant sources are also listed.
This document summarizes market research conducted on galvanized corrugated sheets produced by Tata Shaktee in the Jharkhand region of India. The research was conducted to understand the market share of competitors for sheets below 0.30mm thickness as Tata Steel intends to launch a new product in that range. The research analyzed sales data of Tata Shaktee and competitors like Bhushan Steel, Essar Steel, and Jindal Vishwas. It provided recommendations such as maintaining good relationships with dealers, providing higher margins to dealers, and using innovative marketing campaigns to promote the new thinner product.
High Quality Equals High Performance
All Toyota forklifts are manufactured with Toyota Genuine Parts and Toyota STARLIFT components. To maintain the highest levels of safety and quality, any replacement part used on a Toyota forklift should be a Toyota Genuine Part. Toyota parts have built a reputation for their high level of quality and durability people expect from Toyota.
Don’t be fooled by imitators. The only place to source Toyota Genuine Parts is an authorized Toyota forklift dealer.
Marketing Strategies of Coca-Cola India | MBAtiousaneesh p
Coca-Cola was the 1st international soft drinks brand to enter India in early 1970’s. Indian market was dominated by domestic brands, with Limca being the largest selling brand. Cola was the largest selling flavor with market share of 40%, Lemon drinks 31% and orange drinks only 19%. Up till 1977, Coca-cola was the leading soft drink brand in India.But due to norms set by the Foreign Exchange Regulation Act (FERA), Coca-Cola left India and did not return till 1993 after a 16 year absence from the Indian beverage market. FERA needed Coca-Cola to reveal its secret concentrate formula as well as reduce its equity stake which was not acceptable.
Coca-Cola got the permission to enter the country with a 100 per cent unit in India. On September 22, 1993, the company bought out the Parle brands. As an entry strategy, Coca-Cola India took over Parle Foods. With a fine and detailed distribution network in place, Coke was now ready to take on archrival over a period of time, Coca-Cola India also bought certain bottling units that earlier belonged to Parle or individual distributors.
- PepsiCo was formed in 1965 through the merger of Frito-Lay and Pepsi-Cola. It owns popular snack and beverage brands like Lay's, Pepsi, Mountain Dew, and Cheetos.
- Lay's began in 1932 when Herman Lay opened a snack shop. It merged with Pepsi-Cola in 1965 to form PepsiCo. Lay's uses cost-based pricing and promotes through advertising and sales promotions.
- A SWOT analysis finds Lay's strengths are its brand image, satisfaction levels, and distribution worldwide, while weaknesses include low supply in remote areas and rumors about ingredients. Opportunities exist in rural markets and new flavors, while threats include competitors and substitutes.
Pricing Strategies by Coca-Cola in IndiaRohan Bharaj
This document describes the the pricing journey of Coca-Cola India right from its entry till today. Coca-cola competes in a very fiercely competitive market and pricing is one of the most important factors it has to consider while conceptualizing its strategies.
The document is a project report submitted for a fashion retailing and advertising course. It includes sections on the proposed name, launch plan, and location of a boutique called Allure. It discusses marketing messages, consumer buying habits, fashion forecasting, product lines, pricing strategy, and financial analysis including costs for rent, furnishings, and workshop requirements. The report provides details on the planned launch and promotion of the new boutique through an exhibition, advertisements, banners and pamphlets.
Kellogg's took a long time to establish itself in India for several reasons: it was overconfident and ignored cultural aspects; it lacked understanding of Indian consumer behavior and habits; and it had a premium pricing policy. Some critical success factors for entering the Indian market include understanding purchasing power, effective distribution, thorough market research, product development tailored to local tastes, strong finances, competent marketing, exploring foreign markets, and strategic distribution. Kellogg's now segments the Indian market and offers products targeted to different segments like children and health-conscious consumers. However, it still faces threats from substitutes made by competitors like PepsiCo, Bagrry's, and Amway.
Abercrombie & Fitch's brand and sales have been declining as they have targeted the wrong demographic and used discriminatory and sexualized marketing. The proposal recommends rebranding A&F to target Generation Y with a new image reflecting individuality and non-conformity through updated marketing, stores, products, and digital presence. Concepts include establishing A&F as a lifestyle brand promoting self-expression, using colors symbolizing achievement and trust, and redesigned logos, merchandise, and promotional vehicles.
Khaadi is considering expanding into the Turkish market. As a Pakistani brand, Khaadi's strengths include its tradition-inspired designs and focus on modest Muslim fashion. However, entering Turkey also presents challenges as Khaadi does not currently have supply chain or brand recognition established in that market. It is recommended that Khaadi focus on high-value, furnished products from Pakistan to sell through a few flagship stores in major Turkish cities like Istanbul, Ankara, and Izmir, while maintaining Pakistan as its production headquarters. This approach would allow Khaadi to leverage its design expertise while minimizing risks as it introduces the brand to Turkish consumers.
RIN detergent was introduced in 1984 but sales were low for the first 3 years as it was primarily positioned as a fabric washing detergent. However, a 1988 survey found that 65% of users were actually using it as a dishwashing detergent, likely due to its blue color. The document considers alternatives for repositioning RIN, including keeping its dual usage, separating it into distinct fabric softener and dishwashing products, focusing solely on one usage, or changing its primary usage. It ultimately recommends repositioning RIN as both a dishwashing and fabric softening product by introducing a new color for the fabric softening bar to attract non-users while allowing current dishwashing users to continue that
Gul Ahmed is a Pakistani textile and apparel company founded in 1953. It manufactures fabrics, yarn, apparel and accessories. In 2011, Gul Ahmed had revenues of $300 million with 7,000 employees. The company is listed on the Karachi and Lahore stock exchanges and has expanded internationally with subsidiaries in the UAE and UK. Gul Ahmed produces a variety of textile products for both domestic consumption and export.
The document discusses brand identity and branding strategies. It defines a brand as the perception customers have about a product or service. It then describes the Brand Identity Prism model which examines a brand across six dimensions: physique, personality, culture, relationship, reflection, and self-image. The model helps position a brand, design marketing strategies, communicate the brand identity, and streamline marketing campaigns. The document provides examples of branding strategies such as brand extension, line extension, and family branding used by various companies.
Parle Agro Pvt. Ltd is a $500 million family-owned FMCG company in India that has been operating since 1929. It enjoys a 40% market share of the Indian biscuit market led by its Parle-G brand, which holds a 70% market share of the glucose biscuit category in India. Parle Agro has a diverse product portfolio that includes biscuits and confectioneries produced in 12 biscuit plants and 75 confectionery plants across India. The company focuses on affordable, value-for-money products targeted at mass consumption across rural and urban India. Its strategic goals include maintaining quality, innovating new products, and expanding its nationwide reach while prioritizing customer focus.
This document summarizes a marketing presentation about Parle G biscuits in India. It provides background on the biscuit industry and Parle's market leadership. It discusses Parle G using Porter's 5 forces model and analyzes Parle G's strengths, weaknesses, opportunities, and threats. Key points are that Parle G has 35% market share but faces challenges from competitors increasing prices. Suggestions include keeping Parle G prices steady, targeting rural and young consumers, and associating the brand with government initiatives.
Lakmé is an Indian cosmetics brand owned by Hindustan Unilever. It was started in 1952 at the request of then-Prime Minister Jawaharlal Nehru to produce beauty products domestically and reduce foreign exchange spending. Lakmé offers a wide range of cosmetics and skincare products as well as beauty salon services. It remains the dominant player in the Indian cosmetics market with a 17.7% market share.
The document discusses the marketing mix of Coca-Cola. It outlines that Coca-Cola has a wide portfolio of over 3,300 beverage products globally. For its marketing mix (the 4Ps), Coca-Cola tailors its pricing according to market segments, has an extensive distribution network globally including in rural India, and promotes its brands through celebrity endorsements, CSR initiatives, and campaigns. Coca-Cola's long commitment to understanding social values and adapting its strategy has helped it become a multi-billion dollar international business.
The document provides a summary of PepsiCo's corporate social responsibility activities in 3 areas:
1. Environment sustainability including goals to reduce water usage, carbon footprint, and minimize land impact through sustainable packaging and sourcing.
2. Human sustainability including commitments to improve nutrition in products and responsible marketing. Goals include reducing sugars, sodium and saturated fats while increasing whole grains and nutrients.
3. Talent sustainability focusing on developing employees and local communities through training and job opportunities. PepsiCo's success is attributed to its people.
Paper boat 2019 market analysis (factor analysis))Ramanjeet Singh
Paper Boat is a brand of traditional Indian beverages produced by Hector Beverages. It focuses on natural ingredients and flavors from local fruits. The survey found that while taste was rated positively, many felt it was not good value for money due to the price. Most respondents were familiar with the brand and willing to recommend it, but awareness could still be improved. The product is seen as reliable but some thought it was overpriced. Offering discounts and improved promotion could help increase repeat purchases.
This document provides background information on Pidilite Industries Ltd. and its popular Fevicol brand of adhesives. It discusses the company's history beginning in 1961, key acquisitions and mergers over the decades, and new product lines. The logo and branding of Pidilite and Fevicol are explained. An overview is given of the 4Ps of marketing - product, price, place, and promotion - as they relate to Pidilite's marketing strategy.
PepsiCo is a Fortune 500 company headquartered in New York that manufactures and markets beverages and snacks. Its main product is Pepsi Cola, which sells over 100 billion cans per year. PepsiCo was formed through mergers and acquisitions of brands like Frito-Lay, Quaker Oats, Gatorade, Tropicana, and others. It operates globally with products in nearly 200 countries and regions. Indra Nooyi has been CEO since 2006 and has focused on healthier products and sustainability. PepsiCo is organized into divisions for Americas Foods, Americas Beverages, and International markets.
The document provides an overview of Coca Cola's advertising company and their famous "Holidays are Coming" Christmas advertising campaign. It discusses the company's operating model, products, competitors and market position. It then analyzes the Christmas advert, discussing its reach, relevance, frequency and purpose. The target audience is identified as families and children. Potential legal and ethical issues are explored, such as religious representations and oversight by the Advertising Standards Authority. The impact of the advert is described as universally positive. Relevant sources are also listed.
This document summarizes market research conducted on galvanized corrugated sheets produced by Tata Shaktee in the Jharkhand region of India. The research was conducted to understand the market share of competitors for sheets below 0.30mm thickness as Tata Steel intends to launch a new product in that range. The research analyzed sales data of Tata Shaktee and competitors like Bhushan Steel, Essar Steel, and Jindal Vishwas. It provided recommendations such as maintaining good relationships with dealers, providing higher margins to dealers, and using innovative marketing campaigns to promote the new thinner product.
High Quality Equals High Performance
All Toyota forklifts are manufactured with Toyota Genuine Parts and Toyota STARLIFT components. To maintain the highest levels of safety and quality, any replacement part used on a Toyota forklift should be a Toyota Genuine Part. Toyota parts have built a reputation for their high level of quality and durability people expect from Toyota.
Don’t be fooled by imitators. The only place to source Toyota Genuine Parts is an authorized Toyota forklift dealer.
The document summarizes energy usage data collected from 38 permanent mould foundries in South Africa. Key findings include:
- Total energy usage of 447,453 GJ at a cost of R51.7 million
- Average energy costs account for 5.46% of foundry sales
- Reject rates vary significantly by casting process, with gravity casting having the lowest median reject rate of 8%
- Significant opportunities exist to reduce energy usage and costs through improved insulation, reducing rejects, capturing waste heat, and minimizing metal and dross losses.
TATA MOTORS_BREAKDOWN ANALYSIS OF SHOT BLASTING SYSTEMAvishek Ghosh
The document provides information about the failure analysis of a shot blast system at Tata Motors' frame factory in Jamshedpur, India. It includes acknowledgments, an introduction to Tata Motors and the frame factory processes, and descriptions of the major components of the shot blast machine such as the cabin, bucket elevator, air separator, abrasive hopper, blast units, and abrasive removal device. Breakdown data and fishbone diagrams are analyzed to identify issues with the shot blast system and paint pretreatment processes. Suggestions for improvements are also provided.
The document introduces SAATIMotion PA 60/32, a new polyamide filter media designed for precise filtration in automotive applications. It has a consistent 60 micron aperture size and 32% open area. Made of smooth monofilament polyamide fibers, it offers excellent dimensional stability, minimal pressure loss, and high flow rates. Fully recyclable, it provides a sustainable alternative to wire mesh. Technical specifications are provided. SAATI also offers customization and dyeing/coating services at its facilities.
The document provides technical specifications and product information for Tata Structura steel hollow sections manufactured by Tata Steel Limited. It includes details about the manufacturing process, quality control procedures, general specifications and tolerances, advantages of the product, applications in various industries, and section properties for different hollow section profiles including square, rectangular, and circular sections. Tables with dimensional and mechanical properties are provided for steel grades YST 210, YST 240, and YST 310.
This document discusses Quantum Cars' inventory management system and historical inventory data. It provides statistical analysis of Quantum's monthly inventory figures from 2006 to 2009, including measures of central tendency, dispersion, frequency distributions and normal curves. It also examines relationships between inventory levels and number of dealerships. Forecasting predicts 2020 inventory based on this analysis.
Levi Strauss & Co is a privately held clothing company known for its Levi's brand of jeans. Founded in the 1870s, it produces jeans, casual wear, and accessories that are sold worldwide through various retail formats including department stores and over 2,000 branded retail stores. The company has a global workforce of over 11,000 and owns brands like Levi's, Dockers, and Signature. It sees future growth opportunities through new product categories, expanding retail presence, and organic growth in existing markets like India's premium denim segment.
Pantaloon Retail is India's leading retailer operating multiple retail formats across value and lifestyle segments. It operates over 12 million square feet of retail space across 1000+ stores in 73 cities. Key brands include Big Bazaar, Food Bazaar, Central, and Pantaloons. Pantaloon Retail pursues a multi-format strategy targeting value and lifestyle needs of Indian customers across fashion, home/electronics, food/grocery, and general merchandise. It has experienced significant growth due to factors like rising disposable incomes, consumption desires, and the low penetration of organized retailing in India.
This document discusses different types of customers that salespeople may encounter and how to negotiate with each type. It identifies silent customers, women customers, anxious customers, rude customers, bargain hunter customers, argumentative customers, talkative customers, and impulsive customers. For each type, it provides a brief description and tips for how a salesperson should negotiate with and address the needs of that particular customer type. The overall message is that an effective salesperson must understand different customer personalities and be able to tailor their sales approach accordingly.
This document discusses different types of customers that salespeople may encounter and how to negotiate with each type. It identifies silent customers, women customers, anxious customers, rude customers, bargain hunter customers, argumentative customers, talkative customers, and impulsive customers. For each type, it provides a brief description and tips for how a salesperson should negotiate with and address the needs of that particular customer type. The overall message is that an effective salesperson must understand different customer personalities and be able to tailor their sales approach accordingly.
This document provides an overview of the watch industry in India. It discusses the history of timekeeping and watches. It then summarizes several major watch brands in India including Titan, Timex, Omega, Swatch, and Tissot. For each brand it highlights facts about the company, their product lines, target markets, distribution networks, and brand ambassadors. It concludes by stating how watches have become an integral part of human life.
This document provides an overview of several watch brands, including their history, products, target markets, and promotion strategies. It discusses the histories of watches dating back thousands of years and brands like Titan, Timex, Omega, Swatch, and Tissot. Key information includes Titan having a 60% market share in India, Timex being the largest brand in the US and Canada, Omega's sponsorship of the Olympics since 1932, and Swatch gaining popularity in Russia for its affordable Swiss watches. The document also outlines various brands' product lines, price ranges, distribution networks, and brand ambassadors.
This document provides keyboard shortcuts for Microsoft Word, Excel, Outlook, Windows, and special characters. It includes over 300 shortcuts for common commands and functions. Some key shortcuts included are Ctrl+C to copy, Ctrl+V to paste, Ctrl+X to cut, Alt+Tab to switch between open apps, F2 to edit the selected cell in Excel, and Ctrl+A to select all content.
Salesforce Integration for Bonterra Impact Management (fka Social Solutions A...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
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Project on gc sheets
1. Market Research on Galvani zed sheets of TATA Shaktee
Presented By:
Sandip Kumar
MMM-B
Roll No-41
Page 1
2. Vital information related to Galvanized Corrugated Sheets
•Research conducted only in Jharkhand region
•This research was conducted as TATA STEEL is
looking to launch its GC Sheet below .30 under its
brand name Tata Shaktee.
•TATA Shaktee is available in the market with its
range from .30 to .80mm
•Before the launch of the product the company wanted
to know about the market share of its competitors for
below .30mm.
Page 2
3. Important information about TATA Shaktee
TATA Shaktee is the TATA Steel’s flagship brand in the field of
galvanized corrugated sheets
TATA Shaktee was launched in the year 2000
Promises longevity and strength
Products manufactured under brand name Tata Shaktee of
various range are as follows:
Page 3
4. Tata Shaktee Standard 800mm GC sheet
•Tata Shaktee GC sheets give you the twin benefits of superior quality and
super savings. The advantages of using Tata Shaktee 800mm GC sheets over
ordinary GC sheets are listed below:
•Even corrugations of the Tata Shaktee GC sheets ensure perfect
overlapping, which results in perfect weatherproofing. There is no
unwanted moisture or particle retention and this prevents corrosion rising
from overlapping.
•The length of the sheet is equal to the standard specified length, giving you
true value for money.
•High tensile strength of Tata Shaktee GC sheets (approx. 700 mpa) ensures
greater resistance to natural forces like hailstorms and other external forces
Page 4
5. Tata Shaktee GC sheets – ( 910 mm)
•Tata Shaktee presents 910 mm GC sheets in the Indian market.
With 13 corrugations and a width of 910 mm, Tata Shaktee GC
sheets give you the added benefit of superior quality at super
savings while building your house. The advantages of using the
superior 910 mm (13 corrugations) over standard 800 mm (11
corrugations) GC sheets are many.
•With this improved quality of sheets comes better features for
example:
•Lesser number of sheets required
•Fewer joints required
•Fewer seepage points and last but not the least greater savings.
Page 5
6. Tata Shaktee Wider GC sheet – (1220mm)
•Tata Shaktee brings you the widest, most economical GC sheets in the
Indian Market. With 15 corrugations and a width of 1220 mm. Tata
Shaktee GC sheets give you the added benefits of superior quality and
super savings while building your house. The advantages of using the
superior 1220mm (15 corrugations) Tata GC sheets over Standards 840 mm
sheets (11 corrugations) GC sheets are listed below.
•With this improved quality of sheets comes better features for example:
•Lesser number of sheets required
•Fewer joints required
• Fewer seepage points and last but not the least greater savings.
• But with another feature added to it i.e
•Fewer accessories required
Page 6
7. COMPETITORS OF TATA SHAKTEE
I. BHUSHAN POWER & STEEL LIMITED
II. ESSAR STEEL
III.SAIL
IV.JINDAL VISHWAS GC SHEETS
V. HULAS STEEL(NEPAL)
Page 7
8. Objective of the project
•To know the market of its product TATA SHAKTEE GC sheet
with other companies.
•To know about the response of the consumers beforehand ,if
Tata Shaktee launches its product range below .30mm thickness.
•To analyze the collected data and provide suggestions to the
company about the opportunities and threats.
•To find out if the introduction of a product below .30mm has
acceptance in the market or not.
•To find out the sales of TATA SHAKTEE GC sheet tonne’s wise
Page 8
9. Research Methodology
Descriptive Research
Primary Data
1.Observative Method
2.Questionnaire
3.Interview Method
Sampling Unit
May be geographical one such as state ,district or village
Size Of The Sample
118 under 2 distributors
Page 9
10. Area Of Survey
In and around Jharkhand region
Data Analysis
Microsoft Office
Page 10
16. Type of Shops
90
80
80
70
60
No of shops
50
40 38 Type of Shops
30
20
10
0
Exclusive Multi Brand
Page 16
17. Customers you deal in with
80 76
70
60
Number of Customers
50
40
Customers you deal in with
30 27
20
13
10
2
0
Industrial household retailers others
buyers Consumers
Page 17
18. Preference of customers
120
Number of Dealers and Non-Dealers
100 97
80
60
Preference of customers
40
21
20
0
Gc sheets Asbestos
Page 18
19. Competitors of TATA Shaktee
80
70
70
Number of dealers and non dealers
60
50
40 37 Other companies Selling GC
Sheets
30
20
10
6
3 2
0
jindal Bhushan sail hi-tech Others
Page 19
20. Other products
60
54
Number of dealers and non dealers selling
50
42
40
other products
30
Other products
20
12
10
10
0
Rod Asbestos cement others
Page 20
21. Basis of purchase
90
82
Prefernce shown by the customers before
80
70
60
purchasing
50
Quality
40 36 price
30
20
10
0
Quality price
Page 21
22. sale of sheets regionwise for below .30mm
90
79
80
No of dealers and Non-dealers
70
60
50
39 sale of sheets regionwise
40 for below .30mm
30
20
10
0
Rural urban
Page 22
23. sales for below .30 by other companies
80
70 67
60
50
No of Dealers
40 sales for below .30 by
31 other companies
30
20 16
10
4
0
Jindal Bhushan sail Others
Page 23
24. Name of the company For below .30 mm
Bhushan steel 31
Jindal Steel 67
Sail 4
Others 16
Page 24
25. Peak season for sales
70
60
Number of dealers and non dealers
60
50 49
40
Peak season for sales
30
20
10 7
2
0
Jan-Mar Apr-June July-sep Oct-Dec
Page 25
26. Preference based on Thickness
60 55
Number of Dealers and Non-dealers
50
40
30
20 15 16 Preference based on
14
Thickness
9
10 5
3
1
0
Page 26
27. Sales for .2mm
90
80 78
No of dealers and non-dealers
70
60
50
39 Sales for .2mm
40
30
20
10
0
0
Tata Bhushan Jindal
Page 27
28. Sales for .25mm
60
Preference shown by dealers and non dealers
53
50
42
40
30
Sales for .25mm
20
10
2 1
0
Jindal Bhushan Hi-Tech Sail Page 28
29. .30 mm
120
100.5
100
sales in tonnes
80
60
.30 mm
40
28
18
20 13
4
0
Tata Bhushan Jindal Sail Others
Shaktee Steels Steels
Page 29
30. Name of the company For .30 mm
Tata Shaktee 100.5
Bhushan steel 28
Jindal Steel 13
Sail 4
Others 18
Page 30
60. Recommendations
•The company should maintain good relationship with dealers.
•The company should provide some more margin to dealers because if it
happens then the dealers will be initiated to sell more and motivated.
•There should be more promotional awareness.
•There should be maintain a gap between dealers in the same region.
•While introducing Gc sheets below .3mm Tata Shaktee should use more
innovative marketing campaigns
Page 60
61. LIMITATION OF THE PROJECT
•THE study based on information gathered by me. The suppliers of the
information may not have divulged relevant and elaborated details and
hence, there is a possibility of inaccuracy.
•Many questions were not responded among the sample.
•There may be some consciously misrepresented the truth.
•Government Intervention on Dealers and Customers
•Lack of cooperation shown by respondents
•Some respondents were hesitant in sharing of actual facts
•Seasonal variations in different areas and seasonal influence on the
sale of products
Page 61