Explain your views on “Sales Planning by objectives
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Marketing Management
CASE STUDY (20 Marks)
Before switching to sales planning by
objectives, General Electric (GE) planned its strategies by asking sales
personal to prepare their plans in the form of action programs. The reactions
of customers to their plans were assumed. This method did not yield expected
results because it is difficult to assess customers’ reaction patterns
beforehand. Owing to this deficiency in the planning approach, newly recruited
sales personnel in General electric’s service division had greater difficulty
in planning compared to new sales personnel in other product divisions. The
reason was that the service division was involved in industrial maintenance and
repair, requiring sales personnel to react quickly when there was failure of
equipment in the customers plant. Sales personnel were unable to identify
beforehand customers’ confidence by identifying and preventing failures. This
led to loss of revenue and accounts.GE T then implemented planning by
objectives. Sales personnel were able to identify and keep track of probable
service problems and service contracts lost competitors from major accounts.
They could also undertake and review major account planning on a monthly or
bimonthly basis and approach these accounts with clear cut objectives.
Answer
the following question.
Q1.
Discuss the reasons behind the customer’s dissatisfaction, In detail.
Q2.
Explain your views on “Sales Planning by objectives”
CASE STUDY (20 Marks)
This case analyses the distribution
strategy of Hindustan Lever Limited (HLL), the 51.6% subsidiary of Unilever and
the largest FMCG Company in India. Traditionally HLL's distribution network
consisted of wholesalers and retailers. HLL had presence in 80 lakhs retail
outlets and there was 'one size fit for all' distribution strategy to serve all
those outlets. But due to change in consumer demography, consumer behavior and
market structure, the traditional distribution system failed to deliver the
results. Urban customers wanted products with unique, value added and
customized offerings with convenient shopping. Apart from this, emergence of
rural market also forced HLL to change its distribution system. HLL dealt with
these two issues differently. For urban market it developed different
distribution system cater to different type of customers. Along with this, it
provided value added service, convenience and customized offering to urban
customers. On the other hand, in rural markets, to increase brand awareness and
product availability, it introduced alternative distribution systems. Through
these changes, HLL brought its brands closer to customers. HLL's approach to
distribution was holistic and developed a three way convergence of product
availability, brand communication and brand experience.
Answer
the following question.
Q1.
Discuss about the supply chain management and logistics system in FMCG market
Q2.
Explain the effectiveness of logistics system in rural market.
Q3.
Debate the evolution of market logistics system.
Q4.
Discuss how effective implementation of information technology helps a company
to make its supply chain an efficient one
CASE STUDY (20 Marks)
In 1975, HLL launched its first
fairness cream under the F&L brand. With the launch of F&L, the market,
which was dominated by Ponds (Vanishing Cream and Cold Cream) and Lakme
(Sunscreen Lotion), lost their dominant position. The dominance of HLL's F&L
continued till 1998, when CavinKare launched its Fairever cream in direct
competition with F&L. In June 1999, the FMCG major Hindustan Lever Ltd.
(HLL) announced that it would offer 50% extra volume on its Fair & Lovely
(F&L) fairness cream at the same price to the consumers. This was seen by
industry analysts as a combative initiative to prevent CavinKare's Fairever
from gaining popularity in retail markets. HLL's scheme led to increased sales
of F&L and encouraged consumers to stay with F&L and not shift to the
rival brand. In December 1999, Godrej Soaps created a new product category
fairness soaps by launching its Fair Glow Fairness Soap. The product was
successful and reported sales of more than Rs. 700 million in the first year of
its launch. Godrej extended the brand to fairness cream by launching FairGlow Fairness
Cream in July 2000. By 2001, CavinKare's Fairever fairness cream, with the USP
of 'a fairness cream with saffron' acquired a 15% share, and F&L's share
fell from 93% (in 1998) to 76%. Within a year of its launch, Godrej's Fair Glow
cream became the third largest fairness cream brand, with a 4% share in the Rs.
6 billion fairness cream market in India. he other players, including J.L.
Morrison's Nivea Visage fairness cream and Emami Group's Emami Naturally Fair
cream, had the remaining 5% share. Clearly, the fairness cream and soaps market
was witnessing a fierce battle among the three major players HLL, CavinKare, and
Godrej each trying to woo the consumer with their attractive schemes.
Answer
the following question.
Q1.
Give reasons for the loss of the dominant position of Ponds (Vanishing Cream
and Cold Cream) and Lakme (Sunscreen Lotion) in the market.
Q2.
Who were the major players of fairness ream? Describe the marketing strategy
adopted by by Hindustan Lever Ltd. (HLL) to gain popularity in retail market.
CASE STUDY (20 Marks)
"Segmenting, targeting and
positioning" (STP) formed the base for marketing strategies of any firm.
Global organizations used to segment the market either continent wise or
according to the economic development (i.e. developed, developing and under developed).
But in alcohol industry, that might not be the proper criteria, as climate and tradition
played an important role in consumer preference. The industry was subdivided
into three major categories: beer, wine and spirit; and every market had their unique
characteristics. As branded beer sales accounted for around 76 percent of total
branded alcohol sales, the global players were primarily concentrated in
marketing beer products. Eight out of the top nine global alcohol companies
were primarily breweries. The only exception was Diageo, which was the leader
in the global spirit market, and had presence in all three categories
throughout the world. Thus, Diageo's global business strategies were quite
different from the others. Diageo had followed a unique STP strategy so as to
succeed in such complicated and competitive environment. Diageo's geographic
segmentation was quite different from the usual continent wise segmentation.
Diageo intended to have complete category participation, rather than solely
focusing on individual brands within
categories. Accordingly, Diego's marketing and investment strategies also
differed in different geographical segments.
Answer
the following question.
Q1.
Give the trends and structure of global Alcoholic Industry in detail.
Q2.
Explain the concept of "Segmenting, Targeting and Positioning" (STP)
with respect to alcoholic beverage industry.
Q3.
Analyze the possible threats for a differentiating marketing strategy
Assignment Solutions, Case study Answer sheets
Project Report and Thesis contact
ARAVIND – 09901366442 – 09902787224
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