MinI casE stUDiES...

The case of Pratima Ltd., selling Cameras.

Identification of the Problem:

1.Market Segmentation & target group for Pratima Ltd.
2.Impact on the sale of existing models of Pratima Ltd.
3.Promotion plan after considering the target group.

Important Points of the Case:

1.Pratima Ltd. is a leading company in India with a 75% of the market share in films and cameras.
2.Pratima Ltd. is marketing 7 models having a price range between Rs.15,000/ - to Rs.60,000/-.
3.The production department is ready to manufacture a new product WPDC-3. It has the following qualities:
a.WPDC-3 can be used to take 10 snaps.
b.WPDC-3 can be used 12 feet below water surface.
4.TAMTOOM-2 is another product launched one month ago.

Solution/s:

Market Segmentation Strategy:

Market segmentation is the process in marketing of dividing a market into distinct subsets (segments) that behave in the same way or have similar needs. Because each segment is fairly homogeneous in their needs and attitudes, they are likely to respond similarly to a given marketing strategy. That is, they are likely to have similar feelings and ideas about a marketing mix comprised of a given product or service, sold at a given price, distributed in a certain way and promoted in a certain way.


The market can be segmented on the basis of:
1. Geographic variables
e.region of the world or country, East, West, South, North, Central, coastal, hilly, etc.
f.country size: Metropolitan Cities, small cities, towns.
g.Density of Area Urban, Semi-urban, Rural.
h.climate Hot, Cold, Humid, Rainy.



2. Demographic variables
n.age
o.gender (Male and Female)
p.sexual orientation
q.family size
r.family life cycle
s.Education Primary, High School, Secondary, College, Universities.
t.income
u.occupation
v.education
w.socioeconomic status
x.religion
y.nationality/race
z.language

3. Psychographic variables
l.personality
m.life style
n.value
o.attitude
p.Behavioural variables
q.benefit sought
r.product usage rate
s.brand loyalty
t.product end use
u.readiness-to-buy stage
v.decision making unit

Promotional Plan:

Promotion is one of the four aspects of marketing. The other three parts of the marketing mix are product management, pricing, and distribution.

Promotion involves disseminating information about a product, product line, brand, or company.

Promotion is comprised of subcategories:

Personal selling
Non-personal selling
Advertising
Sales promotion
Publicity and public relations
Tradeshows
Direct selling
Product placement
Event Marketing

The specification of these four variables creates a promotional mix or promotional plan. A promotional mix specifies how much attention to pay to each of the four subcategories, and how much money to budget for each. A promotional plan can have a wide range of objectives, including: sales increases, new product acceptance, creation of brand equity, positioning, competitive retaliations, or creation of a corporate image.

Conclusion:

By adopting the above mentioned strategies, the company Pratima Ltd. can minimise its current dilemma.
 
Nike Case Study

Background
Nike is a high profile athletic apparel and footwear company. Rising into prominence during the late 70's and early 80's, Nike dominated its industry until the mid-90's. In the past few years, however, Nike has experienced difficulties in positioning itself effectively with young consumers, who have purposely avoided overtly commercial brands. These consumers, particularly extreme and alternative sports enthusiasts, have instead pledged their allegiance to newer, younger brands like Volcom and / or "old-school" companies like Adidas who have staged recent comebacks.

Challenge
To provide Nike with enhanced credibility and increased brand awareness within the alternative and extreme sports demographic.

Solution
To achieve this goal, a youth-focused skate and bike-jumping contest was conceived. The contest was to be promoted primarily through unconventional marketing techniques, rather than mainstream advertising. It was decided that this strategy would best drive action and awareness within the Southern California alternative and extreme sports market.

Video footage was first collected, with highlights taken of the best skaters and bike jumpers in the local areas. The footage was posted on the Nike website, along with information about the upcoming contest. The contest was then heavily promoted on a street level basis throughout specific target markets, driving further buzz and excitement. The contest was held in Venice Beach, in order to maximize awareness and exposure. Many of the entrants came from neighboring areas, which helped to enroll community support and interest.

In addition, Nike branded materials such as bracelets and frisbees were distributed at local skate parks/shops, BMX stores, sports competitions, and many other venues that consistently draw members of Nike's target market. Thousands of Nike stencils were chalked on areas outside of popular local hangouts, and a "picketing" campaign was executed with street marketers using bullhorns outside of urban music concerts to promote the contest.

Results
The contest was heavily attended and Nike was able to significantly increase its brand awareness / image within the highly influential Southern California alternative sports market.
 
Super Dolls is a toy manufacturing company which is in the business for the past two decades. The manufacturing unit is situated in Mumbai, while its sales and marketing are spread over a large geographical area, especially in the major cities across the country. Over the years, a number of competitors have sprung in the field. Far from child’s play, the company found that the toys’ sector is a tough business.

Some of the problems faced by it are:

Ø There is a massive sale during the festival seasons. If the company’s product is delayed, the valuable market is missed.

Ø “Fashion” or “cult” status products influence the market. Any wrong decision in this matter means loss of sales and build-up of unwanted inventory.

Ø There are high marketing and promotional costs. If these Programmes go out, the sales drop massively.

Ø Any misjudge of the market can also mean closing down of the company.

Ø The Company has problems regarding stock holding at its distribution centers. This is mainly due to wrong inputs from feedbacks and improper surveys.

Ø The Company relies mainly on hired fleet of road transport. The services are not up to the mark in terms of delivery schedules, safety of goods from pilferage/theft, and mishandling of product.

Ø Marketing strategies are far from adequate. They are not effective enough to counter the strategies adopted by the competitors.

You are called upon by the management of Super Dolls to head their logistics operations. You are required to study and guide the company regarding the following matters.

Questions for discussion:

a) Warehousing at distribution centers and large retailers to cut down inventory costs plus other suggestions in order to reduce inventory carrying costs.

b) Advantages of outsourcing in terms of preparing girls’ and boys’ toys, toys in local languages, toys for different age ranges, packaging, effecting savings on damages/transport, responding fast to customers’ requests, etc.

c) Alternatives with regard to having own fleet of trucks.

d) How to cut down cost on advertisement campaigns by alternative forms of spreading awareness.

e) Suggestions to counter competitors’ strategies.
 
The case of U & A Foods Pvt. Ltd., selling Mushrooms.


Identification of the Problem:

1.How to increase the consumer awareness about this new food Mushrooms?
2.Suggestions for the distribution channel for the supply of the Mushrooms.

Important Points of the Case:

1.U & A Foods Pvt. Ltd. is a firm cultivating mushrooms.
2.Mushrooms are the best alternative food to vegetarians.
3.Mushrooms are perishable foods.
4.U & A Foods Pvt. Ltd. do not have enough funds for mass production.
5.Their first batch was purchased by a star hotel, who have also placed a order of 10 Kilos every day.
6.U & A Foods Pvt. Ltd. want to sell mushrooms in a big way all over India.
7.Their competitors are M/s Shivani Mushrooms, who is equipped with cold storage facility & is more interested in exports.


Solution/s:

Consumer Awareness:

Consumer Awareness can be created by:
a.Creating Test Marketing through salespersons
b.Point-to-point marketing through salespersons
c.Awareness by outdoor advertising
d.Event Marketing
e.Attractive (preferably transparent) packaging.

Product Life-Cycle:

Products tend to go through five stages:
A.New product development stage
a.very expensive
b.no sales revenue
c.losses

B.Market introduction stage
i.cost high
ii.sales volume low
iii.no/little competition - competitive manufacturers watch for acceptance/segment growth
iv.losses
v.demand has to be created
vi.customers have to be prompted to try the product

C.Growth stage
i.costs reduced due to economies of scale
ii.sales volume increases significantly
iii.profitability
iv.public awareness
v.competition begins to increase with a few new players in establishing market
vi.prices to maximize market share

D.Mature stage
i.costs are very low as you are well established in market & no need for publicity.
ii.sales volume peaks
iii.increase in competitive offerings
iv.prices tend to drop due to the proliferation of competing products
v.brand differentiation, feature diversification, as each player seeks to differentiate from competition with "how much product" is offered
vi.very profitable

E.Decline or Stability stage
i.costs become counter-optimal
ii.sales volume decline or stabilize
iii.prices, profitability diminish
iv.profit becomes more a challenge of production/distribution efficiency than increased sales

Distribution Channels:

Traditionally, distribution has been seen as dealing with logistics; how to get the product or service to the customer. It must answer questions such as:
a.Should the product be sold through a retailer?
b.Should the product be distributed through wholesale?
c.Should multi-level marketing channels be used?
d.How long should the channel be (how many members)?
e.Where should the product or service be available?
f.When should the product or service be available?
g.Should distribution be exclusive, selective or extensive?
h.Who should control the channel (referred to as the channel captain)?
i.Should channel relationships be informal or contractual?
j.Should channel members share advertising (referred to as co-op ads)?
k.Should electronic methods of distribution be used?
l.Are there physical distribution and logistical issues to deal with?
m.What will it cost to keep an inventory of products on store shelves and in channel warehouses?

Channels:

A number of alternate 'channels' of distribution may be available:
a.Selling direct, such as via mail order, Internet and telephone sales
b.Agent, who typically sells direct on behalf of the producer
c.Distributor (also called wholesaler), who sells to retailers
d.Retailer (also called dealer), who sells to end customers
e.Advertisement typically used for consumption goods

Distribution channels may not be restricted to physical products alone. They may be just as important for moving a service from producer to consumer in certain sectors, since both direct and indirect channels may be used. Hotels, for example, may sell their services (typically rooms) directly or through travel agents, tour operators, airlines, tourist boards, centralized reservation systems, etc.

There have also been some innovations in the distribution of services. For example, there has been an increase in franchising and in rental services - the latter offering anything from televisions through tools. There has also been some evidence of service integration, with services linking together, particularly in the travel and tourism sectors. For example, links now exist between airlines, hotels and car rental services. In addition, there has been a significant increase in retail outlets for the service sector. Outlets such as estate agencies and building society offices are crowding out traditional grocers from major shopping areas.

Conclusion:

By adopting the above mentioned strategies, the company U & A Foods Pvt. Ltd. can sell mushrooms in a big way all over India.
 
The case of M/s SuperStar Biscuits Ltd.

Identification of the Problem:

1.Comprehensive Marketing Plan for the launch of animal-shaped biscuits for children

Important Points of the Case:

1.The company M/s SuperStar Biscuits Ltd. deals with producing plain, salted and glucose biscuits.
2.M/s SuperStar Biscuits Ltd. is planning to launch new animal-shaped biscuits for children.
3.M/s SuperStar Biscuits Ltd. is a Mumbai-based company.

Solution/s:
Marketing Planning:
A marketing plan is a written document that details the actions necessary to achieve a specified marketing objective(s). It can be for a product or service, a brand, or a product line. It can cover one year (referred to as an annual marketing plan), or cover up to 5 (sometimes referred to as five) years.

A marketing plan may be part of an overall business plan. Solid marketing strategy is the foundation of a well-written marketing plan. While a marketing plan contains a list of actions, a marketing plan without a sound strategic foundation is of little use.
The marketing planning process:
a.Corporate mission
b.Corporate vision
c.Objectives for non-profit-making organizations
d.Marketing audit
e.Analysis
f.Marketing objectives
g.Emergent strategy
h.Marketing strategies
i.Detailed plans and programs

Marketing strategies:

There are numerous definitions of what strategy is, but again James Quinn again gave a succinct general definition: "A strategy is a 'pattern' or 'plan' that 'integrates' an organization's 'major' goals, policies and action sequences into a 'cohesive' whole"
He went on to explain his view of the role of `policies', with which strategy is most often confused: "Policies are rules or guidelines that express the 'limits' within which action should occur.
Simplifying somewhat, marketing strategies can be seen as the means, or `game plan', by which marketing objectives will be achieved and, in the framework that we have chosen to use, are generally concerned with the 4 Ps.

PRODUCT
i.developing new products, repositioning or relaunching existing ones and scrapping old ones
ii.adding new features and benefits
iii.balancing product portfolios
iv.changing the design or packaging

PRICE
i.setting the price to skim or to penetrate
ii.pricing for different market segments
iii.deciding how to meet competitive pricing

PROMOTION
i.specifying the advertising platform and media
ii.deciding the public relations brief
iii.organizing the salesforce to cover new products and services or markets

PLACE
i.choosing the channels
ii.deciding levels of customer service

In principle, these strategies describe how the objectives will be achieved. The 4 Ps are a useful framework for deciding how the company's resources will be manipulated (strategically) to achieve the objectives. It should be noted, however, that they are not the only framework, and may divert attention from the real issues. The focus of the strategies must be the objectives to be achieved - not the process of planning itself. Only if it fits the needs of these objectives should you choose, as we have done, to use the framework of the 4 Ps.

Target market is the market segment to which a particular product is marketed. It is often defined by age, gender, geography, and/or socio-economic grouping.

Targeting strategy is the selection of the customers you wish to service.
The decisions involved in targeting strategy include:

a.which segments to target
b.how many products to offer
c.which products to offer in which segments
There are three steps to targeting:
a.market segmentation
b.target choice
c.product positioning

Targeting strategy decisions are influenced by:
a.market maturity
b.diversity of buyers' needs and preferences
c.strength of the competition
d.the volume of sales required for profitability

Targeting can be selective (e.g. focus strategy, market specialization strategy or niche strategy), or extensive (e.g. full coverage, mass marketing, or product specialization).

Conclusion:

By adopting the above mentioned strategies, the company M/s SuperStar Biscuits Ltd. can launch their new product successfully.
 
Plantronics Case Study
Case Study - Plantronics
Background
Plantronics is one of the largest and oldest phone headset manufacturers in the world, supplying a majority of corporate call centers in the U.S.

Challenge
Plantronics was largely unknown by the average consumer. It needed to promote awareness of its new consumer headset, the MX100, within the youth market.

Solution
OnPoint created a trendsetter program for Plantronics, where 1000 headsets where distributed per market to local record label employees, lifestyle store owners/managers, bartenders and doormen, local extreme athletes, models, actors, etc. These headsets were distributed several months in advance of the main consumer launch, creating an increased impression of value and desirability.

Results
The campaign was highly successful. The headsets were well-received by the trendsetters, who subsequently provided product endorsements to tens of thousands of consumers.
 
The management of Yummy Noodles Company was contemplating on introducing 200 grams pack of savory noodles into the Indian market at Rs. 10 per pack. This was only for one month which was construed to be as a test marketing period. During this period, the Company wanted to have a “blitz” strategy of flooding the market with their product.

In the subsequent month, the management of Yummy Noodles Company had planned to raise the price of the pack to Rs. 15, while the weight of the pack was to be fixed at 250 grams. A free gift in the form of a plastic bowl with a spoon was also planned.

Two months before the launch of the actual production, the marketing department of the company brought out advertisements regarding the savory noodles. The advertisements were displayed on bill-boards, TV, radio, print media.

Schools and colleges were also targeted to rope in students and children to buy the product.

Production of the noodles was planned to be started along with the marketing program. The forecast of the number of expected packets that could be sold for the first month was around 75,000, and 1,25,000 for the second month. The production was required to be started earlier to meet the target of projected demand as well as to account for the changeover in the pack-size in the second month.

You are appointed as a logistics consultant by the Company. You are required to guide the Company regarding the following.

Questions for discussion:

a) The Company is very keen that its product must be well-received in the market. What coordination is required between the production, marketing and other departments of the Company?(Note: You are require to spellout the various departments (namely, warehousing, production, quality control, packaging, etc.) that are expected to be required in the Company).

b) Explain the role of the Logistics Department in the introductory phase.

c) Highlight the necessity of information sharing between the various departments [Note: This relates to productivity increase due to Logistics Process.

d) As a logistics consultant, you are required to foresee the type of difficulties which the company could face during the changeover. Give suggestions to the Company to tide over these difficulties.

e) Critically examine the free gift scheme and marketing strategy adopted by the company.
 
CASE STUDY ON HR
Mr. Toppo had just graduated from Indian Institute of Management (IIM), Ahmedabad, and joined his family's small business, which employs 25 semi-skilled workers. After observing Toppo during the first week on the job his father called him in and said, "Toppo, I have had a chance to observe your working with the men and women for the past two days and although I hate to say something but I must. You are just too nice to people. I know they taught you human relations stuff at the IIM but it just does not work here. I remember when the Hawthorne Studies were first reported and everybody in the academic field got all excited about them, but believe me, there is more to managing people than just being nice to them".

Questions

1; Do you think Toppo's father understood and interpreted theHawthorne Studies correctly?
2; How would you react to your father's comments if you were Toppo?
 
HEY!!IS DER NE CASE STUDY ON COMMUNICATION AND CUSTOMER SERVICE AND ALSO ON CONFLICT MANAGEMENT.....PLSSSS I NEED IT FOR MY 100 MKS PROJECT
 
hiee..rosh...thnx 4 d info...on communication and customer service
but i need 1 more help.....cn u gimmie sum gud links...wer i cn find more info on tht actuly i need it 4 my 100 mks project n m not gettin enough infos...its vry urgent...it wud b really kind of u.....plsssssssss
 
materials mgmt case study
RAW Manufacturing
An EOQ Model Case

In the year RAW manufacturing introduced their "Small-Screen TV" it became an immediate hit. Unfortunately, with the big tax overhaul package put through in the year previously, import restrictions tied up production and shipment for several months, and, in fact, seemed to doom the product.

The product was constructed mainly in West Africa, which had recently become the low-labor cost competitor with Korea. The TV was very small, measuring 2 1/2 inches wide, 4 inches wide, and only 1/4" thick. The screen, which took up most of the top's surface area, was made of a new scratch-resistant, flexible polymer. Its incredible resolution was due to an improvement upon an earlier idea, which shot electrons across the screen, rather than at it. An innovation in microchip technology allowed for a massive reduction in production cost that made production costs not only reasonable but extremely profitable.

The TV sold for half the price of the nearest competitor and had twice the picture quality. Raw estimated at least 18 months until the competition would be able to come out with a competitive clone, due to some patent protection.

Because of import difficulties during the first year of production, however, less than 1,000 units were sold. But it was estimated that over 45,000 units would be sold in the following year and that the current production, storage and shipping facilities were insufficient to meet demand.

A new plant was constructed (with funds from other corporate earnings) and an EOQ model was quickly constructed to find out the ideal order quantity in view of current demand. The new plant was a more efficient plant, but carrying costs would have to increase 5%, order costs increased $5 per order, and lead time was cut by two days. The extra investment was worthwhile, however, because ordering went smoothly for the small-screen TV. Estimated world-wide demand for eight years out were almost 1 million units a year.
 
hey rosh doing a great job ny posting this case studies for the other group members, keep the work going.
 
Faked - An HR Case Study


By

Praveen Kumar. S
Faculty
Department of Management Studies
Panimalar Engg College
Chennai



Kiran Kumar ran from pillar to post for a loan to be sanctioned, for his project. Banks were not ready to fund his project. He desperately needed the seed money for his new venture, of starting his own software company. He understood the TINA syndrome- There Is No Alternative. So, he decided to sell his princely possession – his house, to fund his project.

In 1998, he started his dream company and christened it as 'Softtech', which had 45 employees and 60 terminals. Kiran's past experience in various IT companies helped him learn the nuances of this trade. Softtech survived the IT slump during the year 2000, the company kept thriving very well. By 2005, there were 700 employees working in two branches.

In India, the employability ratio is a mere 8: 100. In Tamilnadu alone around 80,000 engineering students remain jobless even 2 years after completing their course. Since, Softtech was relatively a small company; it did not attract the cream of students. Mediocre students also applied. However, Softtech preferred to recruit and select applicant's with at least a year of experience in their kitty.

At this juncture, a peculiar problem starred at the HR team of Softtech. Most of the credentials, such as the experience certificates submitted, were faked. There were small companies, which sold these certificates to students who had remained jobless over a period of time, to fill the time gap. The price, which these companies charged were nominal and several availed this shortcut.

The HR team was startled to know after some peering into the documents that, most of their current employees had also submitted fake documents. Candidates, who had applied, had also quoted false details about their work history, in their CV's. The HR team realized this was a common problem faced by the entire industry. How do we stop fake resumes doing the rounds, was the question in everybody's mind.

The HR team alerted the chairman Kiran Kumar about it. In an ad hoc meeting that was hurriedly convened, some suggested that the offenders must be flushed out, while others were afraid of finding replacements if that was done.

The company had a policy of selecting candidates with at least a year's experience. It was decided that the company's policy of selecting people with prior experience alone, be scrapped, save a few key designations.

1. Do you think that tampering the company's policy will solve the problem?
2. What are your suggestions to stop fake CV's doing the rounds?



Praveen Kumar. S
Faculty
Department of Management Studies
Panimalar Engg College
Chennai
 
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