Download - Failed Product
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Why do products fail?
There is an unending list of products which failedin the market due to various reasons but more or
less because of failure in one or more of the
following factor
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Product
Price
Place
Promotion
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The brand was targeted at the metroyouth was different. It was different in
taste, promotion, package, price etc.
Vanilla Coke was promoted in retro
style. The brand had Vivek Oberoi , the
then bollywood flame endorsing thebrand in an unusual style. Vivek sported
the retro look with typical combination
of Shammi Kapoor style in an Old
Lamby Scooter screaming Wakaw.
It failed because .The campaign was nottargeted at the right segment. This
campaign had its fair share of critics
also. The brand was priced at a
premium over the ordinary coke.
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There was no real need for
Crystal Pepsi. Despite the
shifting tides in early 90s
marketing towards
healthiness and purity,
people just didnt get excited
about a clear caffeine-free
Pepsi. Not really a surprise-
those who were that
concerned with the healthand colour of their beverage
probably would not be Pepsi
drinkers to begin with.
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Ganga had a revitalisation effort in
1997 when Godrej tried to relaunch
the brand under the name Doodh
Ganga. But those effort went in vain.
The primary reason why the brand
failed was that the differentiation was
not sustainable over time. Although
Hindu's are very religious in natureand rivers the tradition but the
consumers are sensitive when it comes
to purchasing products.
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The brand was positioned as " Two luxury
cars for the price of one" . The ads talked
about twin A/C, comfort and space. Versa
was launched with a 1300 cc engine which
was the same used in Maruti Esteem.
Despite the dream launch, Versa failed to
generate volume . The basic issue was the
price. Versa was launched with a price of Rs
5.15 lakh for the base model and the top end
model costs around Rs 6 lakh. Thoseenthusiastic customers who flocked the
showroom after viewing the ads was
shocked by the steep price of Versa. Versa
was priced at par with Maruti Esteem and
other entry level sedans.
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This unique brand is a classic case ofentire marketing mix gone awfully
wrong. A good idea killed by poor
marketing strategy.
The small TV market was the most
price sensitive one and customers was
not willing to pay 40 % premium for
colour alone. The brand failed to
convince the TG on the value
proposition of the brand.
There was segmentation issue also
playing spoil sport. Candy was not
focused on the TG because some
where the brand wanted to attract the
replacement market ( New TV for Old)
rather than positioning itself as a
second TV. This put additional volume
pressure on the brand which was at
best a Niche brand.
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Harley-Davidson launched a
perfume range. The idea in itself
created a confusion in the
masses.
It wasnt clear if it is meant forbikers who dont want to smell
like bikers, or is it for the people
who want to smell like bikers.
Simultaneously Harley Davidson
launched wine coolers, aftershave. For brands that inspire
strong loyalty, the temptation is
to test that loyalty to its limits by
stretching the brand into other
product categories.
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Virgin Cols was priced 15
20 per cent lower than the
two leading brands, not
enough consumers were
being won over. Part of the
problem was distribution.
Coca Cola and Pepsi
managed to block Virginfrom getting crucial shelf
space in half the UKs
supermarkets
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