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CASE STUDY OF XANADU
              ON
BUILDING THE BRAND EQUITY OF A
  NEW TRAINING INSTITUTION
           GROUP 4



                       PREPARED BY GROUP 4
                                    Shobhit
                                     Poorvi
                                     Vishal
                                      Amar
• 1990 , the Deccan Group set up the Xanadu.
• 1992, Conducted in-house training
  programmes on experimental basis and offer
  MDP.
• 1996 –Several challenges occurred.
•Mdp’s in India
• Project management-
• Land acquisition
                              Cost 47500
• Effective marketing
• Leading teams & synergy
• One day programme at “Center for excellence”
  cost – 7200
Center for excellence has branches are all over
  India.
There are many more such centers for mdp
•Difference between XANADU and other institutes

 A new brand                  Competitors were established
                              brands
                              Players such as XLRI had a first
Nothing new in the concept    beginner advantage and a
                              brand image

                              Within the city and convenient
Away form the city
                              to reach


Had one branch in all         Several branches

Far away from its target     Target customer were nearby
customers
•CASE QUESTIONS
1.What was going wrong with XANADU?
• Brand building exercise.

• No sales promotion..

• Was far away from the main city- Wastage of 5-6
  hours.
• Brand name was not familiar

• Trust on quality
• Improper    distribution of expenses
• Occasional advertising

• Initial starting cost was high

• Only one center

• Lack of mobility with time

• Over all strategy failure
•2. Was it an unsustainable model?

To some extent it was a sustainable model in
 terms of:-

a) Good physical infrastructure facility,
b)Good Intangible environment
c) Response time and courtesy.
d) cleanliness
XANADU lacked :-
• Diversity of service they provided.
• Flash of ‘experience’ review and photographs
• Tension reliving exercises
• Workshops
• Business & Management Games to inculcate team spirit
  like in kiit university
• Changing the art of traditional MDP
• Removing the location and instead making that place a
  resort.
• Reopening the center in the city.
• Inviting management leader such as BILL GATES, RATAN
  TATA, to make this meeting an added advantage for the
  corporate
Greater variability among service customer’s
 expectations.
Videos and Cd’s of the programme
Use of the live streaming facility.
3. Should they diversify?
Yes they should expand their business all over
  India to make a strong hold and brand.
a) On line training program like SAP
b) Preparing MOCK INTERVIEWS,GDS and
  preparing for competitive exam.
• Mba programme
• Publication  of research journals and articles on
  training program.
• Career assistance to students

• Tie up with university and assist in industrial
  tour, internship training etc.
• Tie up with the IIm’s so that they can conduct
  the long term MDP’S outside Banglore at a
  serene place.
xanadu
Teaching u
management in the
most of the crucial
situations…
THANK YOU

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Xanadu case study

  • 1. CASE STUDY OF XANADU ON BUILDING THE BRAND EQUITY OF A NEW TRAINING INSTITUTION GROUP 4 PREPARED BY GROUP 4 Shobhit Poorvi Vishal Amar
  • 2. • 1990 , the Deccan Group set up the Xanadu. • 1992, Conducted in-house training programmes on experimental basis and offer MDP. • 1996 –Several challenges occurred.
  • 3. •Mdp’s in India • Project management- • Land acquisition Cost 47500 • Effective marketing • Leading teams & synergy • One day programme at “Center for excellence” cost – 7200 Center for excellence has branches are all over India. There are many more such centers for mdp
  • 4. •Difference between XANADU and other institutes A new brand Competitors were established brands Players such as XLRI had a first Nothing new in the concept beginner advantage and a brand image Within the city and convenient Away form the city to reach Had one branch in all Several branches Far away from its target Target customer were nearby customers
  • 5. •CASE QUESTIONS 1.What was going wrong with XANADU? • Brand building exercise. • No sales promotion.. • Was far away from the main city- Wastage of 5-6 hours. • Brand name was not familiar • Trust on quality
  • 6. • Improper distribution of expenses • Occasional advertising • Initial starting cost was high • Only one center • Lack of mobility with time • Over all strategy failure
  • 7. •2. Was it an unsustainable model? To some extent it was a sustainable model in terms of:- a) Good physical infrastructure facility, b)Good Intangible environment c) Response time and courtesy. d) cleanliness
  • 8. XANADU lacked :- • Diversity of service they provided. • Flash of ‘experience’ review and photographs • Tension reliving exercises • Workshops • Business & Management Games to inculcate team spirit like in kiit university • Changing the art of traditional MDP • Removing the location and instead making that place a resort. • Reopening the center in the city. • Inviting management leader such as BILL GATES, RATAN TATA, to make this meeting an added advantage for the corporate
  • 9. Greater variability among service customer’s expectations. Videos and Cd’s of the programme Use of the live streaming facility.
  • 10. 3. Should they diversify? Yes they should expand their business all over India to make a strong hold and brand. a) On line training program like SAP b) Preparing MOCK INTERVIEWS,GDS and preparing for competitive exam. • Mba programme
  • 11. • Publication of research journals and articles on training program. • Career assistance to students • Tie up with university and assist in industrial tour, internship training etc. • Tie up with the IIm’s so that they can conduct the long term MDP’S outside Banglore at a serene place.
  • 12. xanadu Teaching u management in the most of the crucial situations…