help in mkt

1. Indian Consumers: Shopaholics by Chance, Dealaholics by Choice? (B): Impulsive vs Compulsive Buying Motives

Publication Year : 2010

Authors: Kumar Gambhiraopet and T.Prashanth Vidya Sagar under the guidance of Dr.Nagendra V Chowdary

Industry: Services

Region:India

Case Code: CSB0031

Teaching Note: Available

Structured Assignment: Not Available

Abstract: While the prequel, case study (A) sets the impetus to derive the conclusions, case study (B) provides rigour to it by analysing the impact of deals on the buying behavioural motives of Indian consumers and their implications on the marketers thereof. It takes the cue from drawing the fine line between compulsive and impulsive buying behaviour and examines what are the possible chances of these behaviours to take the shape of disorders.

Set in mid-2010, the case study meanders, evaluating the nuances whether ‘attraction towards discount prices’ is an induced or deduced behavioural pattern that pops up in the Indian consumers. The case further probes whether the promotional sale-offers have conditioned the minds of the consumers or they are brought up as such? Or their rising purchasing power and affordability makes them shopaholics? Or it is that the Indian consumer craves for ‘value for money’ in total? Answering all these dilemmas, the case study provides ample information to address this dilemma – who creates whom? The marketers create the dealaholics or is it the other way round?

Qs; Pedagogical Objectives:

To understand the differences between impulsive buying behaviour and compulsive buying behaviour and debate on the marketing/selling implications of such behavioural differences

To discuss and debate on the nature of relationship between impulsive buying behaviour and dealaholics and compulsive buying behaviour and shopaholics

http://www.ibscdc.org/consumer-behaviour-marketing-research-case-studies.asp

To examine the nature of Indian consumers’ behaviour of being ‘value seekers’ and debate on whether Indian consumers can broadly be construed as shopaholics or dealaholics or both?

Keywords : Consumer Behavior, Retailing, Shopaholics, Dealaholics, Impulsive Vs Compulsive Buying Behavior, Indian Consumers' Behavior, Indian Retailing, Discounts, Price Deals, Freebies, Value, Value Retailing, Price Bundles, Product Bundles, Anchoring Bias, Price Discounts, Marketing Mix, Buyer Behavior towards Deals

Contents:

Compulsive Buying Behaviour The Indian Consumer 'Values' Value 'Value' is in ‘More For Less’ Value Retailing and Price Bundles vs

Product Bundles Are Indian Consumers Shopaholics or

Dealaholics?- Economic Reforms and ‘Cheap’ Shift

Indian Consumers: Shopaholics or Dealaholics? Shopaholics Dealaholics Shopaholics or Dealaholics?

The Price Deals: Induced or Deduced Consumer Behaviour?

At Discounted Price Anchoring Bias Assignment Questions

Case Title:

2. Indian Consumers: Shopaholics By Chance, Dealaholics By Choice? (A): An Exercise


Authors: Kumar Gambhiraopet and T.Prashanth Vidya Sagar under the guidance of Dr.Nagendra V Chowdary

Industry: Services

Region:India

Case Code: CSB0030




Abstract: Developed for Consumer Behaviour course, the premise of this case study is to understand the difference between shopaholics and dealaholics through five illustrations featured in the exercise. Why do deals cast spell on the consumers? What does it take the consumers to become shopaholics and dealaholics – The buying behaviour or the irresistible deals? Or shall we blame it on the changing lifestyles?

The illustrations in the case study are devised in order to figure out the typical Indian consumer’s reactions towards various price deals and price bundles. The exercise also focuses on the buying behaviour of the Indian consumers in the backdrop of impulsive and compulsive buying motives. It provides sizeable base to derive conclusions in establishing the circularity of relationship between price deals, impulsive buying behaviour and compulsive buying behaviour and challenges the assumption whether these behavioural patterns interchange over a period of time? Or which behaviour outcasts which one?

Pedagogical Objectives:

To understand the differences between shopaholics and dealaholics and analyse the implications of each of these consumer categories

To analyse how a typical Indian consumer would respond to price deals and debate on the role of deals (price bundles, product bundles, discounts, etc.) in shaping the consumer behaviour

To understand the differences between impulsive and compulsive buying behaviour and examine if there is any circularity of relationship between price deals, impulsive buying behaviour and compulsive buying behaviour (shopaholism).

Keywords : Consumer Behavior, Retailing, Shopaholics, Dealaholics, Impulsive Vs Compulsive Buying Behavior, Indian Consumers' Behavior, Indian Retailing, Discounts, Price Deals, Freebies, Value, Value Retailing, Price Bundles, Product Bundles, Anchoring Bias, Price Discounts, Marketing Mix, Buyer Behavior towards Deals

Case Title:

3. Online Shopping Behaviour: Indian vs International Consumers


Authors: T. Sai Vijay and Prashant Vidya Sagar under the direction of Dr.Nagendra V. Chowdary

Industry: Services

Region:India

Case Code: CSB0029


Structured Assignment: Available

Abstract: Set in early 2010, this case study details and contrasts Internet penetration, Internet usage rates and level of e-commerce activity in the developed countries and other e-commerce active countries with that of developing and other e-commerce-dormant countries. The case, in the backdrop of all the accompanying information, enables a lively discussion on what it takes Indian market to reach $100 billion level by 2020. This involves behavioural and institutional (hard and soft infrastructure) modifications. The case facts enable a thorough analysis of the desired modifications. Ideally suited for Consumer Behaviour course, this case study can also be used for Business Strategy course.

In developed and other e-commerce active countries, there exists a perfect correlation between the Internet penetration and online shopping figures. Though there has been some progress in India, a large potential pool of online shopping community has not yet been tapped. What factors would facilitate a change in Indian consumers’ behaviour towards online shopping? In other words, what it takes to convert Indian traditional (terrestrial) shoppers into Internet shoppers?


To understand the contributing factors – the soft infrastructure and hard infrastructure – for e-commerce growth in some of the developed and other e-commerce active countries

To critically analyse and contrast the correlation between Internet usage rates and the e-commerce trends in the developed countries and other e-commerce active countries such as India

To discuss and debate on creating the enabling environment – the soft and hard infrastructure – to facilitate e-commerce growth in India.

Keywords : Consumer Behavior, E-Commerce in India,internet penetration and Internet using in india, Online shopping behaviour,Broadband Connectivity, Online-shopping buying Motive,Products Shipped on-line, Traditional Shopping Vs Online-Shopping,Usage of Internnet across Demographic segments,Internet User categories,Key Concerns during Online-shopping,on-line Frauds,Fishbein Model,E-tailing

4. Tata Nano: Consumers' Post-Purchase Behavior



Authors: Kumar Gambhiraopet, Prashant Vidya Sagar Talluri

Industry: Manufacturing

Region:India

Case Code: CSB0028



Abstract: Hundred years ago, when Henry Ford unveiled ‘Model T’ in US as the people’s car, many a company followed suit. Incidentally after a century, history repeated itself when Ratan N. Tata (Ratan Tata), chairman of Tata Sons, the promoter company of the Tata group, announced his long-cherished dream to produce the world’s cheapest car, Tata Nano, at an amazing price of INR 1lakh.

As Tata Nano vroomed to the customers on March 23rd 2009, few questions arose: How are the consumers receiving it? Has the dream of Ratan Tata come true? Set in early 2010, this case study focuses on the post-purchase behaviour of Tata Nano buyers. The post-purchase perceptions, dissonance levels and moments of pride have been analysed with the help of primary data collected through video interviews conducted among 8 customers of Tata Nano in Hyderabad, India, in mid-January 2010. The case study runs in the backdrop of the conceptualisation of theTataNano car and the roadblocks that cropped up during its production. This case study, primarily positioned to discuss the dissonance levels in new products, offers valuable insights.


To understand the conceptualisation of Nano car as the world’s cheapest car by Tata Motors and analyse the causes and concerns in taking the car from drawing board to board room to the shop floor

To debate on whether the introduction of Tata Nano would herald the new age of small cars in general and whether India can become the hub for small cars in particular

To understand the bottlenecks involved in the production ofTataNano and critically examine the influence of those bottlenecks on the buying behaviour of the customerswhile purchasing Tata Nano, as well as on the brand Tata and its impact on the brand loyalty thereof

To debate on the success of Tata Nano car in the wake of consumers’ post-purchase perceptions and assess their levels of dissonance

To raise a general debate on addressing all the possible cognitive dissonance touch points in the case of new products – launched either by an existing and established company or a new company.


Keywords : Cognitive Dissonance, Consumer Post Purchase Behavior, Post Purchase Dissonance, Post Purchase Dissonance in New Product, New Products' Cognitive Dissonance, Levels of Cognitive Dissonance, Consumer Satisfaction / Dissatisfaction, Tata Nano, Building Brands, Brand Loyalty, Customer Loyalty Vs Brand Loyalty

5. Shah Rukh Khan Vs Aamir Khan: Who is the Better Marketer?


Authors: Prashanth Vidya Sagar Thalluri and Dr. Nagendra V. Chowdary

Industry: Services

Region:Not Available

Case Code: CSB0027

Teaching Note: Not Available


Abstract:

This case study, ideally suited for brand management and marketing communication courses, attempts to reason

out, between two of the biggest Bollywood celebrities, who is the better marketer? No one doubts the celebrity or

endorsement power of Bollywood’s Badshahs – Shah Rukh Khan (Shah Rukh) and Aamir Khan (Aamir). What

started as a professional rivalry is also getting played out in the brands endorsed by them, making it a keenly-

watched and most-talked about celebrity war. However, the most intriguing question doing rounds, both in

Bollywood as well as corporate world, these days is: who is the better marketer – Shah Rukh or Aamir? While

some thank them for having set in motion refreshingly new brand of Indian film marketing with their exquisite

marketing blitzkrieg, many still wonder who would be a better marketer – both for their home productions’ movies,

their respective business ventures as well as for their respective movies.

Do the endorsement values signify the celebrity value? Why do brands commission celebrities to endorse their

brands? Celebrities (from sports, movies, social activists or great achievers) serve three important purposes for

the brands they endorse: A celebrity can ensure that the ads for the brand get noticed; a celebrity confers trust on

a brand, and a celebrity often “lends” the qualities associated with him/her to the brand being endorsed. How can

a celebrity’s brand/endorsement value be measured? This, as many argue, is the reflected glory of how well the

celebrity is “consumed” by the public? Does a greater consumption of a celebrity improve the marketing

capabilities of the brand endorser? A key argument to decide who is a better marketer amongst two of the Khans

is: Can celebrities build celebrated brands? Can celebrities make an ordinary brand a celebrated brand using all

their star power? How does this work out in the case of Shah Rukh and Aamir?


To understand the critical factors that propelled Bollywood to adopt new marketing techniques

To understand the factors that led to the rise of Shah Rukh and Aamir as the Bollywood icons and their

individual personality traits that acted as an effective brand building tools


To compare and contrast the effectiveness of the brand promotional strategies and marketing practices of

Shah Rukh and Aamir

To understand who is a better marketer by analysing their marketing practices in promoting themselves as

well as their movies.

Keywords : Celebrity Endorsers, Celebrity Endorsement in India, Indian Celebrity Endorsers, Brand Endorsers,

Brand Ambassadors, Brand Marketers, Brands and Celebrities, Best Marketers, Aamir Khan, Shah Rukh Khan,

Brand Icons, Indian Film Industry, Bollywood Badshahs

Contents:

Film Promotion: Scripted by Hollywood, Executed by Bollywood

Shah Rukh and Aamir: A Profile Comparison

Swissair's business strategy

Shah Rukh or Aamir: Who is Better Marketer?

Questions for Discussion

Case Title:

6. Reality Shows in India and Colors Channel's National Bingo Night: Abhishek

Bachchan's Aaraam Classes


Authors: Kumar Gambhiraopet, Prashanth Vidya Sagar Thalluri

Industry: Entertainment

Region:India

Case Code: CSB0026



Abstract:

Since ages, the most popular form of entertainment has been people performing different arts in front of the

audience. The gladiators in the ancient Rome took part in horrendous fights to entertain the crowds and elites.

Similarly, the way the Sumo fighters of China challenge one another in their hair-raising wrestling fights and the

ferocious mace fights between Bhimsen and Duryodhan from the epic Mahabharata brought out real and live

entertainment to the crowds. They might have been the precursors of the modern day reality shows that we

regularly see on different television channels. These reality shows are based on particular themes and are aimed

at encashing the feelings of audience be it – talent hunt, celebrity show, game show, quiz show, makeover show,

etc. The Viacom18 group’s channel Colors has come up with an innovative idea by basing its reality show on the

concept of aaram i.e., one can walk away with amazing money prizes even while taking rest.


Set in early 2010, this case study mainly focuses on the reality shows and the transformation of the basic themes

on which they are based. Tracing the genesis of the reality shows, this case study examines how television

industry witnessed the changing formats of reality shows with the advent of the satellite TV and how the

entertainment channels conceptualised these shows in tune with the changing mindsets of the audiences.

Critically analysing the viewers’ psychological aspects, this case study examines the viewer/consumer behaviour

towards the shift in the reality show formats in general and the Abhishek Aaram Classes to the National Bingo

Night in particular.


To understand the advent of the satellite TV in Indian home entertainment sphere and the revolution it has

created in redefining the Indian small screen entertainment from limited content to unlimited programme

formats

To analyse the influx of TV entertainment channels and their endeavours to top the consumers’ favourite

channel list. To evaluate the channels’ competitive efforts in creating various innovative programme formats

and the rise of the reality shows

To understand the Colors channel’s conceptualisation of the reality TV show National Bingo Night as not

another ‘me too’ reality show format, with its unique promotional campaign “Abhishek Aaram Classes”

To critically analyse the concept ‘just-relax-and-win- money’ of, National Bingo Night. To have a debate on

the success of this reality show in the wake of fading reality show entertainment formats on general

entertainment channels on TV.

Keywords : Consumer Behavior, Indian Consumers, Consumer perception, customer involvement, customer

engagement, Reality Shows, Reality Shows in India, Colors' Channel, Colors' segmentation, Entertainment and

Consumer Behavior, General Entertainment Category, National Bingo Night, Formats of Reality Shows, Types of

Reality Shows

Contents:

The Genesis of Reality Shows and their Stint on TV

Reality Bites on Indian Television Market

The Gold Rush!

Narrowcasting – Reaching the Target Segments

Bingo! It's Time for Abhishek’s Aaram Classes!

Case Title:

7. Indian Consumer Market: India Emerges, Indian Consumers Surge


Authors: T. Sai Vijay and Prashanth Vidya Sagar Thalluri Dr. Nagendra V. Chowdary

Industry: General Business

Region:India

Case Code: CSB0025



Abstract:

Set in the beginning of 2010, this case study provides a wide picture of the evolution of Indian consumer market.

Interspersed with the story of the growth of a fledgling Indian economy since 1947, it provides the economic and

social backdrop that had a significant impact on everything related to consumers – nature and variety of products

available, disposable personal incomes, choice of stores, choice of the mode of payment, etc. Year 1991, as

everyone acknowledges, was the real watershed year for Indian economy in general and the Indian consumer

market in particular. India witnessed legacy-breaking changes in 1991 in the form of sweeping liberalisation,

privatisation and globalisation policies. Many thought theywould just be momentary but a few thought theywould

bemomentous. The momentous changes not only provided the much-required momentum but also altered the

course of Indian economy forever, of course, for the better.

The background of India’s modern growth was setway back in 1991, when the Indian economy took a 180º shift

triggered by a change in government policies from Controls, Licenses and Protectionism (CLP) to Liberalisation,

Privatisation and Globalisation (LPG). This put an end to the era of CLP and business firms gained the freedom

to fulfil the demands of the consumers. Emerging from decades of economic isolation, India presented economic

opportunity on a gigantic scale, both as a global market base and as a domestic market base.

In the backdrop of these changes, the case study enables an interesting discussion on two related issues that

can kick-start the course on ‘consumer behaviour’. What was the shape of Indian consumer market before 1991’s

economic liberalisation – its size, structure, styles, etc., and how was it managed by the companies? What

paradigm shifts have occurred in the Indian consumer market after 1991, especially during 1996–2009? What are

the new consumer market segments and what do they mean for companies operating in India – both Indian

companies and MNCs? What is the best way to know the behavioural patterns of underlying buying motivations

of the new-age Indian consumers? What does it take to be successful in cracking the DNA of the new Indian

consumer?


To understand the evolution of Indian consumer market and the Indian consumers

To compare and contrast the size, structure and styles of consumers in post-liberalisation period with the pre-

liberalisation period

To have an overview of the emerging new segments in the Indian consumer market. To debate and discuss

on the potentials and the perils thereof


To have an understanding of how the new and emerging market segments in India have been accessed by

some of the Indian and multinational corporations.

Keywords : Consumer Behavior, Consumers, Indian Consumers, Purchasing Power of Indian Consumers, The

Rise of Middleclass Consumers, The Rise of New Consumer Segments, Indian Consumer Market, Evolution of

Indian Consumers, Growth of Indian Consumer Market, India’s Income Pyramid, Indian Consumers Lifestyles

and Preferences, The New Indian Consumer, Indian Consumers’ Behavior, Indian Consumers’ Purchasing Power

Contents:

Evolution of Indian Consumer Market

Phase I (1951–1965)

Phase II (1965–1981)

Phase III (1981–1988)

Phase IV (1988–2009)

India on the Move

A Market Rising from Poverty

Indian Consumers: Changing Spending Pattern

Case Title:

8. India’s Best Marketers: Consumer Psychologists or Marketing Wizards?


Authors: Kumar Gambhiraopet and Prashanth Vidya Sagar Thalluri Dr. Nagendra V. Chowdary


Region:India

Case Code: CSB0024



Abstract:

The premise for this case study is a simple, yet challenging question: what is the relationship between a Best

Marketer and a Consumer Behaviour course? What is even more intriguing is, what does ‘best marketer’mean –

for the companies and for the individuals conferredwith this award? The annual ranking of India’s best marketers

(carried out by a business daily, The Economic Times and a business magazine, Business Today) over the last 5

years has presented some very notable facets (rather, they became noticeable!) of new age Indian marketing

wizards. What are they credited for? Is it for their street smart marketing skills or is it for their extraordinary ability

to get through the Indian consumer’s psyche? In the backdrop of these questions, the case study navigates

through India’s best marketers over the last 5 years and what they were recognised for?


The Indian business environment is volatile and is reckonedwith huge diversity. Everyday complemented with a

new product, it makes every hour of the consumer a unique experience. In this scenario, some of the questions

that haunt the new age marketer are: what does a consumer want? What does the market provide the consumer?

When the market is flooded with yet another me-too product, how can you create a new customer? Breaking this

clutter, the business environment of India witnessed brilliant marketers. They changed the rules of marketing and

attained the accolades of ‘BestMarketers’. These marketers redefined the strategies and the channels of

marketing. They gave a new meaning to the 4Ps and the STP strategies.


To compare and contrast India’s ‘Best Marketers’ over the last 5 years and highlight the best practices that

could be imbibed from them

To build a relationship between India’s best marketers over the last 5 years and the nature of industry and its

driving force. most valuable companies in India (correlation); market share and market capitalisation, etc.;

Top 100 brands in the country and brand equity

To analyse the critical success factors behind India’s best marketers in terms of :

a. Ability to read the target consumer behaviour better than their counterparts

b. Street smartmarketing skills

To have a debate on, what does having a best marketer mean for the company.

Keywords : Consumer Behavior, Best Marketers, India’s Best Marketers, Indian Marketers and Indian

Consumers, Best Brands, Best Brands Vs Best Marketers, Brand Equity Vs Best Marketers, Consumer Behavior

and Best Marketers, Best Marketers and Consumer Behavior, Market Share and Best Marketers, Marketing Vs

Selling, The New Age Marketers, The New Age Indian Marketers, , John Sculley, Steve Jobs, Samsung

Electronics, AitTel, IPL, Mahindra & Mahindra

Contents:

Best Marketers and Their Best Practices: A Sneak Peek

Breaking the Clutter Exploring the Cult'ure

Sell the Fabulous Experience…Not the Products!

It's the Service and Distribution that Surpass the Credit of the Product

The Hunter strategy

Best Marketing Ad'diction!

Best Marketers' Selection Criteria: Any Criteria for Selection?

Best Marketers or Graduates from Hogwarts?

Are all Marketers Liars?

Marketers are not Diversified in Exploring India’s Diversity

Best Marketer sans Brand Equity?

Do Indian Marketers Think Differently?

(Mis)fortune at the Bottom of the Pyramid

9. Sunsilkgangofgirls.com: Crafting a Brand Positioning with Reference Groups


Authors: Prashanth Vidya Sagar Thalluri, C.V.Chiranjeevi, Nagendra V Chowdary

Industry: Home Appliances and Personal care Products

Region:Indiab

Case Code: CSB0023



Abstract:

Set in mid-2009 and meant to be discussed in the ‘Consumer Behaviour’ Course, this case study helps in

understanding the psychology of customers in the social context and enables an interesting discussion on the

influence of reference groups and opinion leaders on consumer buying behaviour. Further, it attempts to analyse

how social networking communities are proving beneficial – compared to conventional advertising strategies – in

creating brand awareness and brand salience. Consumer goods companies in the new millennium are

undergoing a metamorphosis by changing their attitudes and understanding that brand building is not a simple

exercise of advertising. Realising this fact, companies are moving away from ‘advertising’ to ‘content’ and

sunsilkgangofgirls.com is one such initiative, attempting to craft its brand positioning in an unconventional way.

Hindustan Unilever Limited (HUL) used the brand ‘Sunsilk’ for creating a social networking website by targeting

young girls, particularly in the age group of 16–24 years, providing them a means of communication to share

issues of interest.

Marketing in the new millennium is all about managing relationships and ‘responsible marketing’ has evolved as a

key factor for success in marketing. With the over-crowded media commercials, consumers have become cynical

about brands and brand promotion attempts in the new-age marketing. Conversely, consumers are shifting to

online social communities to draw opinions about the products and their performances. Online social

communities are evolving into reference groups and energising the buying process by sharing and exchanging

opinions and ideas on social media platforms. Although reference groups are said to play an important role in the

purchase process of luxury products, they also exert a strong influence in creating high brand awareness and

brand loyalty in Fast Moving Consumer Goods (FMCG) products. This case study highlights how

sunsilkgangofgirls.com is drawing thousands of young females around the world by using online social

networking as a mode of communication? And how Sunsilk ‘gangs’ are playing crucial role as reference groups,

influencers and opinion leaders in positioning the brand.


Understanding the role and influence of reference groups on consumer behaviour

Analysing the reasons for shift in product promotion methods by marketers from conventional advertising to

online social community networks

Understanding how opinion leaders can influence the consumer buying process.

Keywords : Consumer behavior, Consumer community, Reference groups, Production Promotion, Opinion

Leaders, Consumer Relationship Management, Sunsilkgangofgirls, Word of Mouth Publicity, Viral marketing,

Buzz Marketing, Types of Reference groups, Online marketing, Online Social Marketing, Social Media


Contents:

Sunsilk Gang of Girls – An Innovative Marketing Strategy

Influence of Reference Groups in sunsilkgangofgirls.com

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»Bono’s “Red Brand”: Targeting “Conscience Consumers”

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10. GAP's Turnaround Strategies: Winning Back its Customers?


Authors: Sanghamitra Bhattacharya, Menaka Rao

Industry: Retailing

Region:US

Case Code: CSB0020B



Abstract:

Gap Inc., leading retailer in the US, had ruled the apparel market since the 1960s. Gap offered garments for men,

women and children, and by the end of 1990s, the company was operating in 42 countries around the globe. In

the early 2000s, due to the changing fashion trends, Gap started loosing customers. Gap’s customers moved

away to other youth-oriented retailers. This posed a threat to Gap’s market position. To gain its customers back

and to sustain its market position, Gap started planning a turnaround under Paul S. Pressler that included brand

differentiation, revamping of stores, promotions, and expansions. As a result, Gap’s sales increased by 7% in

2004. However, from 2006 onwards, Gap’s same-store sales started declining. Analysts felt that this was

because Gap was unable to bring back its customers. To win back customers, Gap planned to incorporate store-

expansion strategy as a part if its turnaround efforts. However analysts opined that it would take time for Gap to

gain its customers back


To understand the changing fashion trends of the US Apparel industry

To analyse the turnaround styrategies of an apparel retailer

http://www.ibscdc.org/consumer-behaviour-marketing-research-case-studies.asp?action=pg&page=1

To analyse the importance of customer satisfaction parameter in a business turnaround.

Keywords : Restructuring / Turnaround Strategies Case Study; US Apparel Industry; Consumer Preferences;

Growth of Apparel Industry; Competition; Performance; Turnaround Strategy; Store Sales; Millard Drexler; Paul

S. Pressler; Customer satisfaction parameter; price comparison; brand differenttiation; Brand personality;

Revamping stores

Contents:

US Apparel Industry

Gap: Leading Apparel Retailer in the US

The gap widens for Gap in the growing US Retail Apparel Industry

Gap: Turning around?

Case Title:

11. Pepsi's Strategy to Address Changing Consumer Buying Behaviour: Would it

Succeed?


Authors: Aakruti Mulye

Industry: Food and Beverages

Region:Global

Case Code: CSB0014P



Abstract:

Pepsi Co. a world leader in convenient snacks, foods, and beverages is a $35 billion company. Some of the

popular brands like Pepsi-Cola, Mountain Dew, Diet Pepsi, Lays, Doritos, Tropicana, Gatorade, and Quaker Oats

are owned by the company. The company saw a change of preference in it's consumers in the 1990's apart from

this the beverage industry also observed a rise in functional drinks in the mid 2000s. The case focuses on the

Pepsi's strategy to address this change in the consumer behaviour.


The case study has been structured to understand and analyse:

The Impact of changing consumer behaviour on the food and beverage Industry

The possible solutions to address the change in consumer preferences

The importance of strategy to achieve long-term sustainable growth.


Keywords : Food and Beverage, Pepsi, consumer behaviour, Brands & Branding Case Study, US health

consciousness, Coca-Cola, obesity,growth strategy, innovation

Contents:

Rising health consciousness

Pepsi's Strategy

Looking Ahead

Case Title:

12. Wal-Mart’s Foray into Japan: Heading Towards Success or Hara-kiri?


Authors: Kalyani Vemuri T Phani Madhav

Industry: Retailing

Region:Japan

Case Code: CSB0022C



Abstract:

For MNC (Multinational Corporation) retailers, the Japanese retailing market is considered to be one of the

toughest to enter. In 2002, when Wal-Mart announced that it was buying a stake in Seiyu, a domestic retailer, as

a first step to enter Japan, there was widespread scepticism among analysts. Since its entry, Wal-Mart has been

doing all it can to understand and woo the Japanese consumers into Seiyu stores, where it is implementing its

own standard systems and processes. Wal-Mart’s challenges include dealing with Japan’s traditional multi-tier

distribution system, understanding the trends in Japanese buying habits and creating the right product

assortment. It also faces competition from domestic players like Aeon and Ito-Yokado and international players

like Carrefour.


To discuss the critical success factors in the Japanese retail industry

To discuss the strategies adopted by Wal-Mart in Japan

To discuss the possible future scenarios in the retailing industry of Japan.

Keywords : Wal-Mart; Japanese retail industry; Market Entry Strategies Case Study; Trends in Japanese

retailing; Foreign retailers in Japan; Distribution in Japan; Wal-Mart's international business; Wal-Mart's

competitors in Japan; Multi-tier distribution system; Changing channel arrangement; Japanese buying behavior;

Consumer experience; Supplier-retailer relationship, Marketing Management; Marketing Mix; Market


Segmentation; Product Life Cycle; New Product Development; Consumer Behavior; Marketing Case Studies;

MBA; Marketing Course for MBA Marketing Course Case Map; Course Case Map; Case Map

Contents:

Retail Scenario in Japan

Wal-Mart in Japan

Wal-Mart –The need for a localisation imperative

The Road Ahead

13. Liz Claiborne: The US Apparel Retailer’s “Three-M’s” Strategy


Authors: Vineetha Ravipati, Rajendar Singh Rathore

Industry: Women’s Clothing

Region:US

Case Code: CSB0018



Abstract:

During the mid-2000s, Liz Claiborne, a US apparel retailer, was whacked by the changing dynamics in the

apparel industry. The industry has been undergoing many changes, due to consolidations among major

departmental stores and the stores preferring their own private labels. These changing market trends forced

companies to rethink ways of doing business. As a result, companies implemented strategies to expand their

brand portfolios and widen the distribution network across channels. To bring back its lost glory, William L.

McComb, Liz Claiborne’s CEO, initiated ‘Three-M’s’ strategy – multi-brand, multi-geography and multi-channel.

Through which he hopes to win out in the fiercely competitive apparel industry.


To analyse the value chain of the apparel companies

To understand the impact of trade regulations on the textile and clothing industry

To discuss the changing dynamics in the apparel industry

To examine the effect of changing consumer preferences on the apparel companies

To discuss the resulting challenges and strategies of Liz Clairborne.

Keywords : Branded apparel; Quota restrictions; Free-trade agreements; Textile and clothing trade; Multi-Fibre

arrangement; Outsourcing; Supply chain of apparel manufacturers; Trends in global apparel industry;


Departmental stores; Competitive Strategies Case Study; Private labels; Multi-brand; Multi-geography; Multi-

channel; William L. McComb; Fashion Trends

Contents:

Global Apparel Industry: The Trends

US Apparel Industry: The Landscape

Liz Claiborne: McComb’s "Three-M's" Strategy

14. L'Oreal in India: Marketing Middle Class Consumers with Premium Prices?


Authors: Sushma, Mercy Mathew

Industry: Cosmetics

Region:India

Case Code: CSB0016



Abstract:

India, in recent years, has emerged as one of the hot destinations for global cosmetics players. Overseas players

like Unilever, Procter & Gamble and L’Oreal dominate the industry through targeting the growing middle class.

Players like Hindustan Unilever Limited (Unilever’s Indian subsidiary), Procter & Gamble target their customers

with mid prices; while L’Oreal Indiais targeting them with premium prices. This strategy helped L’Oreal to

breakeven the sales and then record a huge increase in its profits. But considering the increasing competition

and price sensitiveness among the Indians, it has to be seen how long can L’Oreal continue this success?


To analyse the opportunities and challenges for cosmetics players in emerging markets

To understand and analyse the Indian cosmetics industry and the changing consumer behaviour

To discuss the business model adopted by the players, particularly the multinationals

To analyse the reasons for L'Oreal's initial strategy failure in India

To discuss L'Oreal's revised strategy of targeting middle-class with premium price and its success.

Keywords : Emerging markets; Indian cosmetics industry; Cosmetics players; Customer segmentation; Indian

middle-class consumers; Consumer behaviour; Market Entry Strategies Case Study; MNCs business model;

L’Oreal India and strategies; Moving away from brand image; Mass vs premium product strategy in emerging

markets


Contents:

Cosmetics Industry in India: A Competitive Landscape

Indian Economy: The Rise of New Middle Class Consumer

L'Oreal in India: Going Glocal?

15. Marketing Fizzy Fruit to kids: Opportunities and Challenges


Authors: Purvi Bhagat, Ruchi Mankad

Industry: Food, Diary and Agriculture Products

Region:Global

Case Code: CSB0013A



Abstract:

Fizzy Fruit is a carbonated fruit which intensifies a particular fruit’s flavor with effervescences without altering its

nutritional value. Neurobiologist Galen Kaufman with the help of a food scientist perfected the method of

carbonating fruit and established the Fizzy Fruit Company in 2005. The company had the mission to promote

health, wellness and fitness among children thereby reducing childhood obesity. Fizzy Fruit was launched in US

in 2005 and the initial feedback was very heartening. The company made many strategic promotional tie-ups and

had plans to make Fizzy Fruit available throughout US in a short time.

Worldwide, 22 million children were overweight among which the share of US was the highest. Some of the

factors that had led to increasing obesity among kids in US were unhealthy eating habits, peer pressure and

influence of television advertising. Marketers were increasingly targeting kids, as kids influenced the spending of

over $1.88 trillion globally in 2002 and the figure was rapidly increasing. While the consumption of snack and junk

food was ever increasing, many healthy and ‘good-for-you’ products were also being launched due to the rising

awareness and pressure to curb obesity.

The case would initiate discussion on the future marketing strategies of The Fizzy Fruit Company to popularize

Fizzy Fruit given the dynamic challenges involved in marketing to kids.


To analyse the buying behavior of kids and their growing influence in making purchase decisions

To debate on the role of ethics in marketing to kids

To discuss the opportunities and challenges involved in marketing Fizzy fruits to kids.


Keywords : The Fizzy Fruit Company, US, Kids, Changing food habits, The role of kids, Marketing Strategies

Case Study, Purchase decision, Marketing to kids, Obesity, junk food, snack food, good-for-you products,

packaged food, functional food, fizzolator, marketing, schools, promotions, retailing, advertisement, television

Contents:

Fizzy Fruit

The Challenge

Changing food habits

The role of kids in purchase decisions

Marketers increasingly targeting kids

The course of action

16. Frito-Lays: Healthy Food Initiatives


Authors: Shital Vakhariya & Mridu Verma


Region:US

Case Code: CSB0011P



Abstract:

Frito-Lay, one of the world’s leading manufacturers and marketers of snack food products, is an operating

division of PepsiCo and provides varieties of snacks options. In 2005, Frito sold nine of the top-ten snack chip

brands in the US supermarkets.

With the strong backing by its parent company, the company enjoys a strategic advantage over its competitors,

including financial support, superior brand identity and product recognition. People have become more concerned

about obesity and health. Keeping in mind, consumer preferences and changing trends, in 2002, the company

has ventured into the health food segment. Its initial efforts have not yielded significant results. In early 2006, the

company has initiated a makeover of the majority of its products and has also included healthier offerings in its

product portfolio to reinforce its image as a health food company.


Growth of Potato chip industry

Change in consumers taste and preference / Growing health concern among consumers


Frito Lay’s product revamping strategy.

Keywords : Food & Beverage company, Obesity, Health consciousness, chips market, Marketing Strategies

Case Study, Health care market, Nutrition Division, Direct store delivery system, Trans fat, Low carb diet

Contents:

Frito's Business Model

Background Note

Food Industry

Frito's Health Initiatives

New Initiatives

Looking Ahead

17. Segmentation of Stores in Best Buy: Is It Really Customer-centric?


Authors: Sanghamitra Bhattacharya & Aruna N

Industry: Retailing

Region:USA

Case Code: POS0027B



Abstract:

Since the late 1980s, Best Buy, the $30-billion-a-year company had ruled the US consumer In 2002, Best Buy

adopted the angel-devil strategy to identify profitable and non-profitable customers. The company started

preparing customer-profiles and collected data from each of its transactions and interactions across multiple

brands, suppliers and third party suppliers to create customer profiles. In 2002, after studying the market, Best

Buy segmented its store into five customer-centric categories. Each store catered to a specific product as

characterised by the profile of the customers. The company trained its employees to focus on specific customers

rather than on the product and also modified its supply chain to cater to the needs of the customers. Though the

performance of the customer centric stores were better than the other Best Buy stores, a survey conducted by

the company in 2005 reported that some of its customers were unhappy with the segmentation of stores. In

addition to this, competitors like Wal-Mart, Circuit City and Radio Shack were gaining market share in Best Buy’s

profitable areas (DVD & television, Home Theater equipments, computers and home appliances). To combat

competition and to satisfy customers, Best Buy decided to merge its five segmented stores into three groups.

Analysts opined that while segmentation was an expensive proportion for Best Buy, merging these stores would

further drain Best Buy’s financial resources. But other analysts felt that, since Best Buy’s segmented stores

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performed well, managing cost would not be a major criterion for Best Buy. The company also planned to expand

its business in China. Industry observers felt that Best Buy was juggling too much. Would Best Buy’s customer

centricity live up to the customer expectation and help in maintaining its market position?


To understand how a customer-centric segmentation strategy was applied by Best Buy

To analyse how a segmentation strategy could be an effective competitive strategy for the retail industry

To understand the different methods of segmentation affected by Best Buy.

Keywords : Customer Centricity, Market Research, Point of Sale, technology enabled, Gureilla advertising,

Segmentation strategy, Angel and Devil customers, Marketing Strategies Case Study, Multiple brands,

Competition, Merging, Customer Profilling, Customer electric market, Turnaround, Training of employees

Contents:

Best Buy

Customer-Centricity in Best Buy

Challenges

Best Buy, the Best?

18. McDonald's Localisation Strategy: Brand Unification, Menu Diversification?


Authors: Kisholoy, Sumit Kumar Chaudhuri

Industry: Retailing

Region:USA

Case Code: GGL0031



Abstract:

McDonald's, the world's leading fast-food retailer with 30,000 restaurants in 119 countries, has successfully

maintained its global brand identity by standardising its principles and service quality but customising its offerings

across the globe. The highlight of McDonald's localisation strategy has been its foray into Asia where it has

survived and has repeatedly proved itself vis-à-vis other big food retailers who have failed due to their inability to

adapt to Asia's diverse cultures, tastes and temperaments.


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To understand the importance of adaptation to local culture, tastes and preferences for global food retailers

To understand how McDonald's has maintained uniform brand identity across the globe while customizing its

menu to suit local tastes

To analyse whether McDonald's localization strategy would prove to be a disadvantage in case the brand

loses its unique American appeal.

Contents:

McDonald's Localization Strategies across Markets

Localization through Brand Unification and Menu Diversification?

Keywords : 'I'm lovin' it'; Balanced and active lifestyles; Localisation strategies of McDonalds's in Asia;

McDonald's 'Happy Price Menu' in India; Food studios; McDonald's on the move; Localising the on-line world;

Corporate Strategies Case Study; The McDonald's way; The 5P's (product, price, promotion, place, people) of

McDonald's; The QSCV (quality, service, cleanliness and value) Principle; Menu customisation; Flexible

operating platform

19. Gap Inc.’s Declining Apparel Sales in Europe: Style or Substance?


Authors: Arpita Siddhanta, Aruna N

Industry: Retailing

Region:Europe

Case Code: CSB0019B



Abstract:

Gap Inc., the US-based global clothing retailer, had faced dwindling sales over the period 1999-2002. While

closing underperforming stores, reducing excess inventory, etc., led to a temporary turnaround in 2003, sales

declined once gain during the subsequent years. During the fiscal year ending January 2006, Gap’s global sales

fell by 1.5%, while the plunge was even sharper at 6.1% in its two European markets, Britain and France. The

company identified that having an ‘American look’ was the foremost reason behind the Europeans’ disinterest in

its apparel. Hence, Gap Inc. aimed to add some local flavor to its European business, by establishing a design

house in London. However, analysts judged it as an inadequate solution to the company’s problems. Gap was

facing enormous competition from supermarket chains like Wal-Mart and Tesco, which offered good quality

clothing at attractive prices. More importantly, in recent years, various ‘fast-fashion’ brands were making strong

inroads into the UK and French markets. Shoppers wanted to wear what the ‘stars’ wore, and some fast-fashion

brands like ‘Zara’ and ‘Hennes & Mauritz’ (H&M), churned out fashionable and trendy, cut-price copies of catwalk

pieces at lightning speed – in less than two to four weeks after conception (hence called ‘fast-fashion’ brands).


Also, with the complete phasing out of the Multi-fiber Agreement from January 1, 2005, premium brands like

those of Gap, became more vulnerable to low cost imports from developing countries. In this context, some

analysts opined that Gap should revise its production, distribution and strategies so as to come up with trendier

and cost effective styles at a very fast pace. At the same time, others pointed out that Gap could break free of

low-cost competition by coming up with well-differentiated ‘pinch-hitting styles’ along with good quality and

pricing, so as to establish its brand reputation. This case highlights Gap’s evolution, its sales decline during 2005-

2006 - mainly in Europe, the company’s response, the further threats that it was faced with and analysts’ views

and opinions regarding the same.


To analyse the competition in the Apparel industry worldwide and in Europe

To discuss about various factor contributed to decline of Gap Inc and its production, distribution and

strategies.

Keywords : Gap; Fashion Industry; Fast-fashion Brands; Restructuring / Turnaround Strategies Case Study;

Inditex Zara; Multi-fiber Agreement; Clothing and Accessories; Apparels; Readymade Garments; Retailer Brands;

Competition; Positioning; Fashion and Styles

Contents:

About Gap Inc.

The Past

Drexler's Era

Pressler's Era

Gap's European Market

Gap's Steps Forward

Gap's Added Trouble in Europe

Competition from Supermarkets

Competition from Fast-Fashion Brands

The Future Outlook

20. Kraft Foods Inc.: Redefining Marketing to Kids


Authors: Abdul Samad & Sumit Kumar Chaudhuri


Region:USA

Case Code: CSB0015



Abstract:

By 2005, Kraft Foods Inc.(established in 1903) had become the world's second largest food and beverage

company (after Nestle) with a turnover of $32 billion. Kraft Foods had always enjoyed the patronage of children

(aged less than 12 years) with this segment contributing nearly half of its sales. However, since the 1990s, the

company had been witnessing a growing concern about obesity among children, its mainstay for a long time. To

address this concern, Kraft Foods has redefined its marketing efforts, having decided to dispense with advertising

targeted at children aged less than 12 years.


To discuss the strategies adopted by Kraft Foods Inc. to portray itself as a healthy foods company

To discuss the efficacy of its efforts to redefine marketing to children.

Keywords : Top food and beverage company, Philip Morris Companies Inc, Altria Group Inc, Marketing to kids,

Childhood obesity, Anti-obesity initiatives, Marketing Strategies Case Study, Kids foods and beverages, Centre

for science in public interest, Marketing in schools, Healthier foods, Advertising to children, Anti-tobacco

campaign, Sensible solution, Tobacco settlement agreement, Member of Summit ?Honor Roll?

Contents:

Kraft: A Marketer for Children

Redefining Marketing Strategy in the Anti-Obesity Era

Case Title:

21. Fisher Price: Toys Goes Hi-Tech


Authors: Himani Yadav, Seema Agrawal & Joel Sarosh Thadamalla

Industry: Toys

Region:Usa

Case Code: CSB0010A



Abstract:

Fisher-Price was one of the subsidiaries of Mattel, the world’s largest toy making company. Fisher-Price had



introduced Play Labs where the research team observed the manner in which kids played with the toys, such

child research centre was the first of its kind in the toy industry. The company decided to introduce KidTronics

range which it could have launched five years ago but preferred to wait for the cost to come down to make it

durable. Fisher-Price had historic record of producing durable toys which provided it with a competitive edge in

the industry. Fisher Price dealt in toys for three segments: infant (0-12 months), toddler (12-36 months), and

preschool kids (3-5 years). The company faced challenge due to high cost, huge investments required in product

design and development, and other external factors like knock offs, competition etc.

It was expected that the market for the electronic toys for kids will be growing at the rate of 15% per annum. The

sales were expected to reach US $146 billion by 2015. Fisher-Price’s KidTronics products range was in

accordance with the trend in the toy market. Fisher-Price differentiated itself by promoting an entire product range

instead of pushing single item in the toy market. Fisher-Price promoted high tech toys as an aid for the

educational tools for a child’s development. Would Fisher-Price succeed in its foray over the launch of

KidTronics? Would it be able to sustain its reputation and appeal parents with its new range of electronic toys?


To analyse the potential of electronic toys for kids

To discuss the marketing strategies followed by Fisher Price

To discuss on the acceptability of KidTronics range by Fisher Price among kids and more importantly parents.

Keywords : Mattel, Fisher-Price, competition, Preschool kids, KGOY, strategy, kids, Research, new product

development, Play labs, trend, segmentation, targeting, positioning, toy advertising, toys, Promotion, Advertising,

Marketing, KidsTronics, Electronic toys, Health hazards due to toys, product recalls, me too products, Marketing

Strategies Case Study, Competitors

Contents:

The US Toyland

About Fisher-Price

Play Labs for Research

The Toy journey

KidTronics Toys Range

Marketing and Promotion

Operational Issues

Challenges

Product Recalls and Competitors

Knock offs

The Road Ahead

22. Bono's 'Red Brand': Targeting 'Conscience Consumers'


Authors: Priti Krishnan & Sumit Kumar Chaudhuri


Region:South Africa

Case Code: CSB0008



Abstract:

For many years, governments and many non-governmental organisations have been providing financial

assistance for the eradication of AIDS epidemic in Africa. However, initiatives to fight AIDS in Africa have always

suffered from inadequacy of funds. On January 26th 2006, Bono, the lead singer of the Rock Band U2,

announced a new brand called 'Red' to rope in the private sector for the first time in the fight against AIDS in

Africa. American Express, Gap Inc, Converse and Giorgio Armani are the four private companies, which have

already pledged contributions derived from the sale of their Red branded products to help Africa's AIDS victims.


To help understand how public-private-partnerships can be modeled to support a social cause

To highlight how the private companies involved in this initiative are going to be benefited

To offer scope to discuss the viability of the initiative, which although being humanitarian in nature has a profit

motive at its core.

Keywords : Public-Private Partnership Case Study, Corporate social responsibility, Giorgio Armani, Gap Inc,

Brand image, American Express, Business ethics, Converse, Marketing strategy, Advertising, Word-of-mouth

advertising, Brand building

Contents:

Bono and the Red Brand

"Conscience Consumers and "Corporate Social Responsibility"

23. The Rise of Green Consumerism: Is it a Fad or is it “Sustainable”?


Authors: Ramanathan K & Sumit Kumar Chaudhuri


Region:Global

Case Code: CSB0007



Abstract:

World over, economic development has come at the cost of environment. Global warming, an outcome of



greenhouse gas emissions, is the price the world pays for its over ambitious growth. Green consumerism, which

is the use of individual consumer power to promote less environmentally damaging consumption, without

compromising on the wants and needs of the consumers, has evolved to act as a panacea to address this crisis.

However, green consumerism carries its own enigmatic aura and issues like its credibility and purpose, remain to

be answered. The gap between green concern and green consumerism has been widened by the different

orientations given to green consumerism by various segments of the society. These differences in perceptions

and ideologies have intensified the debate on whether green consumerism is a strategy to save the earth or is it

just a fancy of the developed nations to provide a quick fix solution to the problems, which they have seeded.


To highlight the impact of the economic development process on the environment

To understand the fundamentals of sustainable development

To discuss the growth of green consumerism

To analyse the credibility and sustainability of the green products

To debate whether green consumerism is an applicable solution or a utopian dream.

Keywords : Green Consumerism, Green Products, Green Concern, Green Movement, Environmental Practices,

Marketing Strategies Case Study, Proactive Environmentalism, Ethical Marketing, Green Wash, Environmental

Exploitation, Environment Friendly Products, Buying Green, Global Warming

Contents:

Green Consumerism: The Evolution

Green Consumerism: The Fact File

Green Consumerism: Who are the Consumers and Who Benefits?

Green Consumerism: The Sustainability Factor

24. Indian Television's Music Reality Shows: Ephemeral Fame Providers or Enduring

Career Launchers?


Authors: Kisholoy & Sumit Kumar Chaudhuri


Region:India

Case Code: CSB0006




Abstract:

Since 1995, music reality shows have become an important part of Indian television programs. These shows

received a major boost in 2003 due to the advent of media convergence that enabled television channels to

transform their shows into interactive ones where the audience, through their votes over emails or SMSs, could

decide the winners at these shows. Although this ensures instant recognition for the winners, the sheer number of

upcoming talents spawning out of these shows has led to an uncertainty about the future of their careers in the

Indian music industry.


To understand the concept of reality shows and how they differ from normal television programs

To analyse the reasons behind the evolution and rapid growth of music reality shows on Indian television

To debate whether reality shows are safer bets for launching talented singers and whether these singers can

sustain their singing careers for long.

Keywords : Reality Shows, Television, Sa Re Ga Ma, Coke Channel[V] Popstars, Miditech Productions, Pop

Idol, Indian Idol, Abhijeet Sawant, Marketing Strategies Case Study, Fame Gurukul, India Ki Voice, Musical

Gharanas, Regional Reality Shows, Playback Singing, Stage Shows

Contents:

Music Reality Shows: Evolution and Proliferation

Music Reality Shows: Enduring Career Launchers?

25. The Changing Consumers' Tastes in US Beer Market: Anheuser-Busch Company's

Competitive Strategies


Authors: Girija P, Sumit Kumar Chaudhuri

Industry: Beverages

Region:USA

Case Code: CSB0005



Abstract:

Since the 1970s, the US beer industry had been hit by the rising costs of preparation and preservation of beer

and the shifting preferences of consumers towards low-cost beverages like wines, and spirits. Further, in the

1980s, increasing health concern among consumers transformed the US beer industry as traditional beers like

ales and lagers were replaced by light lager beers and other health drinks. Under such circumstances, Anheuser-


Busch, the leading brewer in the US, started losing market share to other big brands like SABMiller and Coors,

small-scale local breweries and imported brands like Heineken. To fend off competition, the company launched a

series of new products, acquired new brands and entered into partnerships with other breweries to increase its

market share.


To understand the landscape of the US beer industry and the changing consumer tastes and preferences

To analyse the reasons behind the declining sales of beer in the US and an increase in the consumption of

wine, spirits and other flavoured alcoholic beverages

To discuss whether the competitive strategies of Anheuser-Busch would help it to sustain its leadership in the

US beer market.

Keywords : Landscape of US beer industry; Different categories of beer; Competitive Strategies Case Study;

Anheuser-Busch's competitive strategies; SABMiller; Consumer preferences in US; Brand advertising strategies;

Beer brands of Anheuser-Busch; Market segmentation of beer industry; Mergers and acquisitions in the beer

industry; Global expansion strategies of Anheuser-Busch

Contents:

US Beer Market: The Changing Consumer Tastes and the Competitive Landscape

Anheuser-Busch: A Brief Profile

Competitive Strategies of Anheuser-Busch in the US

Case Title:

26. Kroger's Customer-centric Business Model: The Competitive Strategies


Authors: Priti Krishnan, Sumit Kumar Chaudhuri

Industry: Retailing

Region:USA

Case Code: BSM0038



Abstract:

For many years, the third-largest supermarket group in the US, Kroger, has been competing to gain market share

from world's No.1 retailer, Wal-Mart. Following Wal-Mart's price-led business model, Kroger tried to attract

customers and increase its sales. However, it failed as its cost reduction could not match its price reduction.

Realising that it was difficult to compete on the basis of price alone, in 2002, along with Dunnhumby (a

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specialised provider of database management and analytical services), Kroger formulated a customer-centric

strategy for itself. According to this, customer data is analysed to get a deeper understanding of their purchasing

behaviour. The retailer also implemented a 'customer first' strategy to deliver higher value to its customers

coupled with an enhanced shopping experience.


To understand the need for Kroger's transition in its business model from being price-led to being customer-

centric

To analyse whether such transition would help Kroger or go against it, as by wavering between price-led and

customer-led business models, Kroger might lose its strategic focus

Keywords : Customer relationship management; Relevance marketing; 80:20 rule, the Pareto Principle; Top

retailers in the US; Business model of leading retailers; Cost leadership strategy; Competitive Strategies Case

Study; Competition in the retail industry; Wal-Mart; Safeway, Tesco, Kmart; Challenges faced by retailers;

Customer behaviour

Contents :

Kroger: The US Retail Chain

Sub-brands of Kroger

Wal-Mart vs. Leading Supermarket Financials 2002

Kroger: Competing through its Customer Centric Business Model

Kroger’s Transactional Data

Case Title:

27. Razors Duel: For Women's Sake!


Authors: Joel Sarosh Thadamalla, Dr. A.V Vedpuriswar

Industry: Home Appliances and Personal Care Products

Region:USA

Case Code: CSB0021A



Abstract:

In 2005, the razor war between Gillette and Schick had intensified. Gillette, was the undisputed leader. Schick

was the challenger and BIC’ was the follower, in the Personal Care and Hygiene Industry. Gillette was the

pioneer of the revolutionary disposable razor designed in 1895 by King Camp Gillette. It went into the blade and


razor business in 1901 and since then was a strong believer in constant product innovation. In 2000, Gillette

introduced Venus a razor for women which soon became the No.1 women’s brand worldwide. Schick followed

suit by introducing Intuition, Women’s razor which made some gains against Gillette. BIC also followed and

served the Women’s segment. The three major razor makers had been jostling for shelf space for almost three

decades. In January 2005, Gillette decided to merge with Procter & Gamble Co. which gave it greater distribution

in emerging international markets and a competitive advantage over its rivals.


To discuss and bring out the importance of peripheral vision and the "loss leadership" concept

To discuss the Porter’s five forces model of Industry structure analysis

To analyse the growth strategies adopted by the leader, challenger and the follower in the given industry.

Keywords : Business Strategy; Growth Strategies Case Study; Loss Leadership; Strategic Management; Core

Competence; Product Placements; Product Innovation; Peripheral vision

Contents:

Razors Duel –The Origin

Shaving trends

The Razor Business

About Gillette

28. Japan: The World's Next Cultural Trendsetter?


Authors: Kalyani Vemuri & T. Phani Madhav


Region:Japan

Case Code: CSB0012



Abstract:

From the beginning of the post-World War II era to the late nineties, Japan was establishing itself as a leading

exporter of high-tech products. But increased competition from countries like the US and Korea coupled with a

decade-long stagnation led the Japanese government to seek alternate revenue streams, especially cultural

exports. Anime and Manga are considered the most prominent of Japanese cultural exports. The tremendous rise

in popularity of Anime and Manga and widespread Japanese cultural influence on food, architecture and fashion

have led experts to study Japan's increasing 'soft power'.



To discuss the impact of Japan’s cultural exports on Japan’s economy in the long run.

Keywords : Japanese cultural exports,Government and Business Environment Case Study, Gross national cool,

Soft power, Anime, Manga, Fansub communities, Scanlation, Value of cultural imports, Changing Japanese work

culture

Contents:

Japan's Rising 'Cool' Quotient

Anime

Manga

Japan's Increasing Soft Power – The Key to its Turnaround?

29. Obesity Concerns: Burger King’s Product Revamp


Authors: Dakshi Mohanty & T. Phani Madhav

Industry: Retailing

Region:USA

Case Code: CSB0004



Abstract:

With rate of obesity levels reaching alarming levels in America, fast food companies attracted consumer

resentment on a large scale. Like other fast food companies in US, Burger King was also sued, for making

Americans obese with its fatty foods. Although the lawsuits were dismissed later, the company realised the

importance of assuming a “healthier” image. It initiated efforts to makeover its menu by introducing a new line of

low-fat food items. The company also reintroduced its 1974 slogan, “Have It Your Way”, which denoted that

consumers could customise their items as per their requirements.


To discuss how the rising obesity levels put pressure on the food industry to respond and change their

offerings

To discuss the series of initiatives that Burger King has taken to refurbish its image and meet the changing

customer demands.


Keywords : Burger King, Rising obesity in the US, Obesity and the fast food industry, Marketing Strategies Case

Study, Public outcry against fast food companies, Lawsuits, Health foods, Fast casual, Allegations against Burger

King

Contents:

Introduction

Obesity and Fast Food Industry

Public Outcry against Fast Food Companies

Burger King — The Image Makeover

30. The Changing Style: Versace's Veracity?


Authors: Rajendar Singh, Sumit Kumar Chaudhuri


Region:Italy

Case Code: CSB0003



Abstract:

Founded in 1978 as a small boutique in Milan, Versace grew over the years through Gianni's 'daring design

innovations and clever publicity', clocking revenues of $533.8 million by 1997. However, with the murder of Gianni

Versace in 1997, the company started witnessing declining sales, accumulating debts that touched £83 million by

the end of 2003. However, under Giancarlo Di Risio, who was appointed as the new chief executive officer (CEO)

in September 2004, Versace witnessed a 21% increase in retail sales in the first quarter of 2005. The company

expects to break even by 2007.


To understand the growth of Versace under Gianni

To discuss the restructuring strategies adopted by his sister Donatella and the new CEO to revive Versace

after the death of its founder.

Keywords : Gianni Versace; Donatella; Restructuring strategies; Italian; Corporate Strategies Case Study;

fashion industry; Medusa logo; Apparel market; Family-run businesses; Design innovations; Advertising

strategies; Richard Avedon; Competitive strategies of Versace; Entrepreneurship; Giancarlo Di Risio;

Divestments of Versace products lines; Importance of customer research


Contents:

Versace: The Beginnings

Versace: The Inflection Points

Versace: The Makeover

31. La-Z-Boy: Changing Style


Authors: Shalini, Sumit Kumar Chaudhuri


Region:USA

Case Code: POS0002



Abstract:

Since 2003, La-Z-Boy, the American icon of comfort furniture, best known for its recliners, is witnessing a

stagnant growth. The growth of the upholstery segment has become stagnant and the casegoods segment is

reporting declining sales. Besides the US recession, the company has been facing tough competition from its

global competitors, and finding it difficult to keep up with the consumer preferences of its younger generation

customers. To stay tuned with the changing times, the company decided to launch a new product range with

competitive pricing and designs.


To discuss the product modernisation strategy adopted by La-Z-Boy to enhance its growth and gain

sustainable competitive advantage over its competitors.

Keywords : La-Z-Boy; Todd Oldham; Recliners; Casegoods; Upholstery segment; Floral City Furniture; Edward

M Knabush (Edward) and Edwin J Shoemaker; Growth Strategies Case Study; Kurt L Darrow; La-Z-Boy Furniture

Galleries; La-Z-Boy Residential; Oasis; Cocooning chairs; Arc; Snap sofa; Hi-lo matic

Contents:

Introduction

A brief profile

A stagnant episode

The new look

Future potential

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32. China's 'Me' Generation: Implications for Business


Authors: Kalyani Vemuri & T. Phani Madhav


Region:China

Case Code: CSB0002



Abstract:

China's one-child policy, initiated in 1980, was effective in cutting down the growth rate of its population. One

consequence, however, is the emergence of a new demographic segment called China's 'me' generation. The

'me' generation refers to Chinese born after 1980, who grew up mostly in single child households, enjoying high

spending power and getting access to good educational facilities and the latest products and services.


To discuss the demographics of China’s ‘me’ generation, which is poised to become the driving force behind

China's spending in the future

To analyse the ‘me’ generation’s changing priorities and aspirations, and the resulting implications for

business

To discuss how businesses can create products and services for this consumer segment.

Keywords : Me' generation, China's one-child policy, Little emperors, Consumerism in China, Marketing

Strategies Case Study, McDonalds in China, Product design, Cosmetics market in China, China cool hunt,

Gender imbalance in China

Contents:

Introduction

The After-effects of China’s one-child policy

Understanding the 'Me' generation

Implications for businesses

33. FreemantleMedia's Pop Idol: The Growth Strategies


Authors: Sireesha M, Sumit Kumar Chaudhuri



Region:UK

Case Code: CSB0001



Abstract:

The Idol series, the international format of Pop Idol, a UK-based national talent search for the best solo singer, is

jointly handled by FreemantleMedia and 19 Group. The Idol series has got the maximum number of nominations

amongst all reality TV shows in the Emmy awards and has a total audience of 110 million across the globe.


To discuss the growth strategies of Pop Idol, which is leveraging on its experience as a content provider to

international television media industry.

Keywords : Pop Idol; American Idol; FreemantleMedia; RTL Group; Reality shows on the television; Idol series;

The format of idol series; Growth Strategies Case Study; Statistics of the idol series; Acquisitions of Pearson

Television; The statistics of American Idol

Contents:

FreemantleMedia and the birth of a pop idol

The growth of an idol

How long will the show last?

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