Brand Facts- QUIB

Category: Bluebloods and Wanderers

Historical Perspective of the Brand:

Period Team Brand

Target Segment Units Sold Inventory Price

Material Cost

Labour Cost

Margin

Automation

Capacity

Utilization

3 Queen QUIB Bluebloods 264 240 90 28.43 9.23 58% 5 700 92%4 Queen QUIB Bluebloods 505 285 85 30.74 9.28 53% 5 700 79%5 Queen QUIB Wanderers 178 557 82 31.47 9.43 50% 5 700 64%6 Queen QUIB Wanderers 650 307 70 32.53 9.49 40% 5 700 57%7 Queen QUIB Wanderers 676 31 70 28.48 9.11 46% 5 700 57%8 Queen QUIB Wanderers 632 0 73 27.19 9.34 50% 5 600 100%

Brand QUIB was initially introduced in the Bluebloods segment in Period 3. When we decided to introduce a new product we found that the age would always be 0. Hence we could introduce the product only in the bluebloods segment. However we had initially priced it a bit high on the assumption that Bluebloods were not price sensitive and would buy the product at any price. However due to the recession in period 3 the product did not sell at the high price. Hence we understood that pricing was also a factor for bluebloods and hence we reduced the price in the fourth period and were able to achieve higher sales. Due to the age of the product we decided to shift the product to the wanderers segment. However due to low awareness it had only limited sales in period 5. With increased advertising and promotions the awareness increased and hence we were able to achieve higher sales. Due to high capacity we had low utilization. On reducing the capacity we were able to achieve better utilization.

Competitor Profile:

Team Name Brand

Market Share

Potential Market Share

Units Sold

Features

Portability

Style Factor Age Price

Promotion Budget

Aware ness

Sales Budget

Accessi bility

Service Budget

Service Quality

Juliet JUMP 21% 20% 731 9.8 15.7 95 1.01 75 2,400 65% 5,076 100% 5,305 73%Hotel HARP 20% 19% 715 9.5 16 92 1.01 75 1,700 60% 2,291 100% 3,518 76%Queen QUIB 17% 20% 598 10.3 16 92 0.98 73 2,850 62% 2,715 100% 2,897 66%Golf GHR 15% 11% 527 10 16.9 99 1.06 76 2,070 53% 1,065 29% 2,501 55%Queen Quin 13% 14% 465 10.45 16.75 90 0.94 74 2,300 40% 2,570 65% 2,248 55%

QUIB was initially introduced in the bluebloods segment but was ultimately transferred to Wanderers segment. The product managed to achieve a marketshare of 17%. In terms of features, style, price and age it was nearly similarly to the top brands JUMP and HARP. However the low sales were due to the lower service quality in comparison to the top brands. Hence the service quality placed a differentiating factor.

Advertising:

Period Print Radio Television Internet Trade shows Awareness3 100 200 200 200 600 214 100 200 200 200 600 35.15 500 200 200 600 500 32.46 550 200 200 650 550 46.77 550 200 200 650 550 56.38 450 100 200 650 450 61.7

Since the product was initially introduced in the Bluebloods segment the advertising expenses were more focused towards trade shows. Due to the shift in segment greater budget was allocated to print. This led to a significant increase in customer awareness. This helped us gain better market share in the Wanderers segment.

Promotion:

PeriodConsumer Promotion Trade Promotion

3 50 4004 200 4005 500 4006 550 4507 550 4508 550 450

Initially the brand had less promotion. In order to increase accessibility the promotion budget was increased with greater emphasis on consumer promotion in the Wanderers segment. This led to increase in accessibility to 100%

Consumer Attitude:

Blueblood consumers looked for products with ideal features, minimal age. Price also plays a crucial factor during recession. However the Wanderers primarily focused on style and portability. With similar style patterns, service quality became the differentiating factor.

Future Course:

To improve the product in the future, we must improve the service quality. Hence greater amount should be allocated to service budget.

Brand Facts- Qiar

Category: Bluebloods

Historical Perspective of the Brand:

Period Team BrandTarget Segment

Units Sold

Inventory Price

Material Cost

Labor Cost Margin

Automation

Capacity

Utilization

8 Queen QiarBluebloods 266 9 95 31.41 9.39 57% 5 300 92%

Brand Qiar was introduced in the 8th period. This was done in order to increase our sales in the Blueblood segment which provided the highest margins. Since we were introducing the product in a widely competitive segment we went with lower capacity. Hence our utilization was very high whereas our sales were low.

Competitor Profile:

Team Name Brand

Market Share

Potential Market Share

Units Sold

Features

Portability

Style Factor Age Price

Promotion Budget

Aware ness

Sales Budget

Accessi bility

Service Budget

Service Quality

Golf GPAK 29% 20% 1,075 14.92 15.9 88 1.97 105 2,270 78% 2,059 87% 6,946 44%Hotel HUBB 19% 16% 728 13.5 14 88 1 100 2,200 75% 2,792 100% 4,729 57%

Juliet JILL 17% 13% 622 14 14 90 0.94 102 2,700 63% 5,521 100% 6,159 41%Foxtrot FERY 16% 18% 591 14.9 14.9 85 1 106 2,200 87% 4,818 100% 5,909 57%Foxtrot FPrag 9% 7% 319 13.5 14 68 0.75 94 1,850 43% 4,299 80% 2,821 26%Queen Qiar 7% 7% 249 14.2 14.57 88 0.5 95 2,700 27% 0 0% 1,553 15%

Since the product was introduced in the last period we were not able to achieve significant market share. The market was dominated by Golf and Hotel. However Foxtrot followed the strategy of introducing multiple brands in the same segment and hence had greater gains.

Advertising:

Period Print RadioTelevision

Internet

Trade shows

Awareness

8 200 350 350 300 600 27

The advertising focused less on print since it was in the bluebloods segment. We were able to achieve only minimal awareness which contributed to low sales.

Promotion:

Period

Consumer Promotion

Trade Promotion

8 300 600

The focus on promotions was also less leading to lower accessibility which led to low sales.

Consumer Attitude:

Blueblood customers placed greater emphasis on features and age.

Future Course:

To improve sales we should focus on improving awareness and accessibility. An increase in price would also help establish greater profit.