ADVERTISING

& MEDIA
PLANNING

CONTRIBUTERS:
Prof. Dr. N.J. Chavan
 32nd Batch; Sem. III; ADVERTISING & MEDIA PLANNING

SESSION PLAN
OBJECTIVES:

1. To give the students an insight of Advertising as an element of IMC.

2. To give the students an understanding of Advertising Agencies &
study renowned Ad Gurus & their contributions.
3. To make them understand the importance of Creativity in Advertising.
4. To make them understand Media Mix Decisions.
5. To help them be creative by planning individual ad- campaigns.

S.No. Topic Details Ref. Bk.No.;

Chapter No.
Introduction to Advertising Management: Bk. No.1
01 Marketing; Marketing Communications; Ch. No. 1
Advertising & its Role & Functions & Types.
02 Brand Building & Advertising Management: Bk. No.1
Definition & Concept of a Brand; Brand Ch. No. 3
Positioning & Role of Advertising;
03 Consumer Behavior &Advertising: Internal & Bk. No.1
External Influences; Market Segmentation Ch. No. 6
Advertising Agency:Structure; Agency Bk. No.1
04 Functions;; Pitching for an Account. Ch. No. 4
Agency Relationship: Selection & Retention of Bk. No.1
05 an Agency; Agency Induction & Briefing; Ch. No. 1
Agency Remuneration.
India Shining : A Campaign in Contrast Case No.1
06

NOTE:
07 Client- Agency Relationship: Relationship & Bk. No.1
Areas of Conflict & Conflict Resolving. Agency Ch. No. 10
Remuneration-System & Norms.
08 Players in the Ad world & Ad Agency: How did Bk. No.1
Ad Agencies come about; Top Agencies; Types Ch. No. 4
of Agencies
09 India Shining Part II ( To be given after Case No.2
conclusion of Case No 1)
10 Strategy & Planning Process in Ad Campaigns: Bk. No.1
Planning Ad Campaign & Making a Good Ch. No. 5
Campaign
11 Creative Strategy & Creative Development : Bk. No.1
Creativity, Idea Generation, Creative Brief- The Ch. No. 7
Process; Creativity- Layout & Production
12 Lifebuoy: A Success Story Case No. 3

13 Message Strategy-Message Content and Format Bk. No. Ch.

No.
14 Message Strategy-Designing Message Bk. No.Ch.
No.
15 Lalitaji A Re-emergence through Promotion / Case No.4
Phased out Transition.

16 Message Strategy- Source, Structure etc. Bk. No. Ch.

No.
17 Message Strategy- Order of presentation and Bk. No. Ch.
Conclusion Drawing. No.

18 Vodafone Essars Advertising Strategy -The Case No.5

"Zoo zoos" Campaign
19 Media Strategy & Planning: Media Bk. No.1
Characteristics & Brief; Sources of Media Ch. No. 8
Information.
20 Media Planning Process: Anatomy of a Media Bk. No.1
Plan; Sample Media Plan. Ch. No. 8
21 HLL's Media Strategy for Close-Up Case No.6

22 Media Planning & Buying Functions; Media Bk. No.1

Innovations; Social Media. Ch. No. 8

23 Media Mix Decisions: Print Media, Broadcast Bk. No.1

Media & TV/ Electronic Media. Ch. No. 8

24 Case No.7

26 Creativity in Advertising-What is the Big Idea Bk. No.1

& Creative Execution of the Big Idea Ch. No. 7
27 Case No.8

28 Budget Determination- Budgeting for Bk. No.1

Marketing Communications Ch. No. 5
29 Budget Determination-Arriving at the Bk. No.1
Marketing Comm. Budget & Allocation of Ch. No. 5
Budget
30 Case No. 9

31 Measuring Communication Effectiveness-

When, Where and How to Measure
32 Advertising Testing -
Process and Approaches
33 Case No.10

34 Legal Aspects of Advertising- Legislation Bk. No.1

affecting Advertising Ch. No. 12

35 Ethical Aspect of Advertising- Intellectual Bk. No.1

Property Rights Ch. No. 12

36 REVISION
1. Case Nos. 7 to 10 will be submitted latter well in advance before
Their due dates of submission.
2. Cases are subject to changes with proper & timely intimation.

NOTE: Theory Sessions 24 + Case Sessions 10 + Mid-Term 01

+ Surprise Test 01= TOTAL 36 Session

A. REFERENCE BOOKS:
1. Advertising Management; by Jaishri Jethwani & Shruti Jain; OXFORD
Publication; 2nd Edition (published in 2012).
2. Advertising Planning & Implementation; by Sangeeta Sharma &
Raghuveer Singh; PHI publication; 5th Edition (20111).
3. Foundations of Advertising- Theory & Practice; by S.A. Chunawalla &
K.C. Sethia; Himalaya Publishing House; 8th Edition (2015).
4. Advertising Management; by Batra, Mayer & Aaker; Pearson
Publications.
5. Advertising Principles & Practice; by Wells, Barnett& Morlaty; PHI
Publications.
B. Reference Journal:

* The Journal of Advertising (American Academy of Advertising)

Publishers- Taylor& Francis.

C. Reference Magazine:

* 4 Ps Business & Marketing.

ASSIGNMENTS:
 1. Analyze any 3 latest magazine / TV advertisements in terms of which of
the success elements each ad satisfies.
In your view, which of the success elements are most important? Offer an
explanation & then rank the six elements from most to least important in
terms of their ability to achieve recall & recognition of the said Brand.
--- LAST DATE OF SUBMISSSION-

2. Select any 1 Brand of your choice. Study its adin Print Media as well as
in Electronic Media. Make a comparative account of both these ads on
the basis of Message Strategy & Media decision. Evaluate the same from
a consumers perspective. Make a detailed report of the same.
----- LAST DATE OF SUBMISSION.
NO TWO STUDENTS SHOULD TAKE THE SAME BRAND &/OR MEDIA.

BE ORIGINAL. DO NOT COPY.

MIT School of Business

Batch: 32 nd; Sem. III Subject: Advertising & MP

Case No.1 India Shining: A Campaign In Contrast Faculty: Dr.N.J.Chavan

Introduction

In mid-January 2004, the former Prime Minister (PM) of India Atal Bharati Vajpayee (Vajpayee)
announced plans to dissolve the 13th Lok Sambha and go for early elections in April-May 2004.
The tern of the Vajpayee government was scheduled to end in October 2004. The announcement
of early dissolution did not surprise political analysts in the country.

Analysis felt that the decision to go for early elections was made in view of the booming Indian
economy, encouraging state assembly election results, peaceful relationship with Indias
neighboring countries and the major opposition party-the Indian National Congress (Congress)
being in a demoralized state. They felt the popularity of the Bharatiya Janata Party (BJP) led
National Democratic Alliance (NDA) was at its peak.

The BJP decided to leverage its popularity and initiated a major poll campaign with the slogan
India Shining. The campaign was aimed at highlighting the progress India had made during the
tenure of Vajpayee as PM. The campaign was supported by another catch phrase Feel Good
Factor. By the end of January 2004, almost all leading television channels, newspapers and
magazines in India had carried advertisements as part of the campaign. Reportedly, the BJP spent
close to Rs. 5 bn on the campaign.

Background Note

Since the first elections held in 1952, there had been 14 lok Sabha elections in India, including that
held in 2004. The Congress had been a major political party and had formed the government
maximum number of times. In 1977, the Congress was defeated by the Janata Party. Moraji Desai
(Desai) became the first non-congress PM of India.

In 1980, congress regained power India remained as PM till October 31, 1984 when she was
assassinated by her personal bodyguard. Riding on the sympathy wave generated by Indiras
assassination, the party won by a huge margin, bagging 415 of the 542 seats in the 1984 elections.
In 1984, the BJP got only two seats in the Lok Sabha.

The BJP consolidated its position in the 1989 elections and won 86 seats. In 1989, though the
Congress was the single largest party with 197 seats, the Janata Dal, which had won 142 seats,
formed the government with the support of the BJP. The coalition government lasted for 15
months, after which mid-term elections were announced. During the election campaign, Rajiv was
assassinated at an election rally in Sriperumbudur, Tamil Nadu. Again, a sympathy wave swept
the country and the Congress returned to power with P V Narasimha Rao as PM. The new
government served its full term. However, the new government served its full term. However, the
BJP had stronger, winning 120 seats.

The next elections in 1996 witnessed the defeat of the Congress. The party won only 140 seats
while the BJP bagged 161 seats. Though the BJP formed the government, it ran for only 13 days
as it lost the vote of confidence in the Lok Sabha.

In the next elections in 1998, the BJP came out even stronger with 182 seats. It joined hands with
various small parties and formed the National Democratic Alliance (NDA). With the help of its
allies, it again formed the government. The government fell after 13 months when one of its allies
the All India Anna Dravida Munnetra Kazhagam (AIADMK) withdrew support.

In the next Lok Sabha elections in 1999, the NDA got an absolute majority. The NDA formed the
government and Vajpayee became PM for the third time. The NDA earned the distinction of being
the first non-congress government to have served its full term.

The Campaign and Its Response

The genesis of the India Shining campaign began in July 2003. The NDA government approached
20 advertising agencies in its efforts to get an advertisement campaign developed that would
highlight India as a fast developing country. The campaign was aimed at highlighting Indias
achievements under the NDA government. Grey Worldwide-India (GWI), a part of the Grey
Global Group, bagged the contract.

During the conceptualization stage of the campaign, the government told GWI that the campaign
should focus on the economic conditions and the rapid progress made by India in recent years. The
India Shining slogan was created by Prathap Suthan, national creative director, GWI. Before
selecting this slogan, Suthan also considered some lines such as India Alive, India Rising and
India Dazzling. However, he felt that none of these were as appropriate as India Shining.
According to him, India Shining conveyed a sense of health, prosperity and radiance.

After finalizing the slogan, GWIs planning department gathered preliminary information
including key statistics and information on Indian economy. The Ministry of Finance also provided
the company with some relevant facts and figures to use in the campaign. Further, a search was
done on the Interest to gather useful information. By December 2003, the campaign, which was
structured like any other corporate advertisement, was ready. It was developed in a manner that
promoted India rather than any political party.

The campaign comprised a series of advertisements featuring children, youth, middle-aged and
old people. It highlighted the benefits reaped by them due to the measures taken by the NDA
government. One of the advertisements showed a young girl looking in the mirror as she was ready
for her school. A punch line said, I am going to study further. Lower interest rates on education
loan. The advertisements main message was that young children in India could continue their
education as interest rates on education loans had been reduced significantly.

Another advertisement showed a youth guiding his old colleague on how to work on computers.
The punch line said I am opening an interest center. Lower prices for computers and mobiles,
highlighting the better business opportunities in India. Yet another advertisement showed one
happy and relaxed old couple walking down the street, enjoying the science beauty. The punch
line said I am making our future more secure. Dada dadi bond. The advertisement conveyed that
despite low interest rates in the country, senior citizens were getting higher interest with complete
security on their investments through the Dada dadi bonds.

The campaign also focused on the benefit provided to the relatively poorer sections of society,
which included farmers and workers. One advertisement featured a happy group of farmers. The
punch line said Crop insurance for formers, lowest interest rates no loans and credit card for
them. Another advertisement showed an old man working on his loom. The punch line said, I
am starting a small scale unit. Rs. 10,000 crore fund. The advertisement massage was that a fund
of Rs. 100 bn had been created to promote small scale industries.

The adverting campaign was aired 9472 times on almost all leading television channels in India
during December 2003 and January 2004. This was for the first time in the Indian media
advertising history that a political campaign had outnumbered all other corporate advertisements
on television.

The campaign also tapped the print media, including all leading newspapers and a few leading
magazines. During the first 15 days of January 2004, there was 392 India Shining campaign print
advertisements.

While the India Shining campaign continued on television and print media, every day about half
a million phone calls were made to the urban public. They could listen to a pre-recorded message
from Mr. Vajpayee, which highlighted his governments achievements. A catch phrase feel
good, coined by the deputy PM and senior BJP leader Lal Krishna advani, was added to the
campaign.

BJPs general secretary Pramod Mahajan decided to use other media like the Internet and cell
phone to reach younger people. The India Shining website was developed on which the campaign
was advertised and information about BJP and the NDA governments achievements was posted.
The campaign was also run on MTV and other popular television channels to target the younger
generation.

According to experts, the India Shining campaign marked the beginning of a new age of political
advertising. It was a major deviation from traditional methods of election campaign.

Analysts said the campaign was well-structured and aroused interest among the target
audience. They opined that within a few days of the campaign s launch, it appealed to the patriotic
sentiment of Indians. The campaign also started a nationwide debate on whether India was
really shining. The claims made by the campaign were debated on a lot of talk shows on
many television channels, making it more popular. The campaign s popularity reached an extent
where even temples in India had started selling India Shining incense sticks.

The Debate
The Congress, under the leadership of Sonia Gandhi (Sonia), the wife of the late Rajiv, vehemently
opposed the claims made in the India Shining campaign. In the initial days of the
campaign, Congress opposed the campaign by terming it as India Cheated.

The campaign showed 10.4% growth in the Gross Domestic Product (GDP) India in the
third quarter of the fiscal year 2003-04, compared to the third quarter in the fiscal year 2002-
03. However, the Congress- insisted that the increase in GDP was largely due to better monsoon.
The Congress also said that the GDP growth for 2003-04 was high as it had been compared
with a dismal growth of 4.2% during 2002-03. It also claimed that during the five years of
the NDA government, the Indian economy had grown only by 5.7%. The India Shining campaign
claimed that 8.4 mn new jobs were created every year. However, the Congress said that the new
jobs were created only in the IT sector and the manufacturing sector was reeling under
recession. It also claimed that the organized sector had witnessed an overall decline in
employment.

The Congress claimed that India was not shining. It said the NDA government had not
done anything for the poor and lower middle class people of India. The income gap between the
rich and the poor had widened further. It criticized the efficiency of the NDA governme nt,
saying that it could do little for the farmers and the poor people as it was evident from the
reported cases of starvation deaths in the some states. Ironically, this situation prevailed even
when India recorded an increase of 22% in food grain production The Congress also criticized
the NDA for allowing export of wheat, sugar and other food items at a time when several parts of
India were severely affected by drought and needed food supply from the government.

The Campaign Of The Congress

The Congress also took professional help to counter the India Shining campaign. It hired
Orchard Advertising, an Indian subsidiary of Leo Burnett, a US- based advertising company.
The company structured its campaign in the form of a question, which asked Aam Aadmi
Ko Kya Mila? (What did the common man get?). The campaign argued that the masses were not
benefited by the feel good factor that the NDA was stressing.

Orchard s advertisement strategy was to counter the mood set by the India Shining
campaign. Most advertisements by the Congress did not use colors and concentrated more on the
poor. One advertisement showed an old, poor man. The punch line said, Woh hukumat kis
kaam ki jisme gareeb ki zindgi mein sukh chain nahi hai? Sochiye! Congress ka haath,
Gareeb ke Saath

Analysts commented that the Congress was targeting poor people to make them realize that
their lives had worsened during the tenure of the NDA government. Another advertisement
showed an old lady holding her savings certificates. The punch line said Stock ma rket ne
nayi uchaeeyan dekhin. Aam admi ko kya mila? The advertisement indicated that lower interest
rates had badly affected the common man, who had parked his funds in national saving
certificates.

Another advertisement featured a group of women and children sitting on a field, showing signs of
frustration. The punch line said, Kisano ke liye vishesh yojana ka dava. Aam admi ko kya mila?
This advertisement illustrated that farmers were not getting the right prices for their crops
and hence were unhappy.

The advertisement highlighted that employment in the organized sector had actually come
down. Another advertisement showed a young man standing in the corner of a street looking
depressed. The punch line said, They promised 10 mn jobs every year, I am still waiting
for one. Change your life. Change the government at the centre.

The campaign was shown on television and print media but not as frequently as India Shining.
Apart from the campaign for which Orchard charged the Congress $6.5 mn, it also helped
to develop the party manifesto. Unlike the NDA, the Congress focused more on personal
interaction with the Indian public and conducted many rallies and road shows. The Congress
countered the claims of the NDA on overall improvement in the economy by saying that these
were the result of economic reforms initiated during Congress regimes.

The Result
Various opinion polls and exit polls too suggested that the NDA government would be re-elected.
However, the election results stunned all political parties in India as well as leading psychologists
and political experts. The NDA managed to get only 188 seats with the leading party the
BJP getting 138 seats. The Congress and its allies got 219 seats of which the Congress on
its own bagged 145 seats. With the support of the Left parties, who bagged 53 seats, the Congress
formed the next government.

The defeat of the NDA in the Lok Sabha elections ignited a debate not only among its leaders
but also among psychologists and other experts. They tried to draw conclusions on why the NDA
had lost despite a major advertising campaign. A few analysts felt that the India Shining
campaign made false claims since the whole of India was not shining. They said that the campaign
alienated the common man for whom India was not shining at all.

Analysts opined that for millions of people living in rural India, the campaign had a negative effect.
The rural citizens felt that the urban people were significantly benefited by the booming
economy but they were left behind. This, according to analysts, caused resentment among the
masses and they decided not to vote for the NDA. Analysts also felt that the campaign of the
Congress, in which it focused on the needs of the common man, was the correct strategy. They
said the Congress was able to win the votes of the masses because it stressed on their
requirements including water, food, employment and basic infrastructure.

Analysts also pointed out flaws in the Indian Shining campaign. They felt that the
campaign should be future- oriented, promising the masses some benefits if the NDA was
voted back to power.

Some analysts pointed out that the slogan India Shining and the catch phrase Feel Good did not
translate well in the local languages of Indians. It was for the first time in Indian history
that a political slogan was conceptualized in a foreign language. Analysts said that the rural
people of India could not relate themselves to the slogan as it had a foreign connotation.

The use of technology as an alternative to personal meeting by the NDA to deliver political
messages was also not appreciated. Criticizing the NDA s move to make direct calls to the public,
Vir Sanghvi, a noted journalist said, Vajpayee is not the sort of man you expect to get a
phone call from. When he calls you in the manner of some call-centre salesman trying to sell you a
credit card, it damages his stature and dignity.

Amidst the debate, a few analysts argued that there was nothing wrong with the India
Shining campaign. They felt that the claims made in the campaign were not wrong as India
was certainly on the path of progress and economic indicators showed some improve ment.
NDA s investor friendly policies had led to a bull run in the stock market and had increased
foreign exchange reserves. These analysts felt that the NDA lost mainly due to its over
confidence and the anti-incumbency factor.

The India Shining Campaign Advertisements

The Campaign of Congress Advertisements

The Campaign of Congress Advertisements
 MIT School of Business

Batch: 32 nd; Sem. III Subject: Advertising & Media Planning

Case No. 2 Shining In- Difference Faculty: Dr.N.J.Chavan

Post Script: 16 May 2014

As the first reports started to trickle in, the apprehensions of the party workers at 7 RCR and
Congress HQ began to crystallize to gloom. The early trends seemed to be daunting and slowly
yet steadily the buildup towards the ultimate result was emerging. Beyond doubt the flow was in
favor of Bharatiya Janata Party (BJP), the major opposition party. By the end of the day... The
Congress was truly humbled with an abysmally low tally... 44 seats, the lowest ever in the electoral
history since independence. For the first time in two decades BJP emerged on its own as the largest
single party.

Backdrop & Introspection

The result had its impact, at the Congress Parliamentary Board Meeting, the next day. Party
President Mrs. Sonia Gandhi and the Vice President Mr. Rahul Gandhi offered to resign. In an
expected twist to the tale, their resignations were not accepted and the party decided to take
collective responsibility. There were many issues to focus and it was quite unclear as to how the
grand old party would seek to address these.

For two successive terms, the party governed at centre along with its coalition partners. 2004
elections sprang a definite surprise. The BJP government was on an upswing, the campaign was
highly innovative, the economy in good nick with growth rate around 9.5% and the image of its
leader Mr. AB Vajpayee was most respected. The party perceived itself to be in the driving seat
and its campaign India Shining was expected to hit off well with the electorate. In spite of strong
economic indicators, fairly good record of governance, general sense of well being and all the
predictions of re-election, the BJP were stunned. The congress campaign negated the best of BJPs
claims thus enabling them to take the lead in forming the government. An intrepid and a politically
innovative advertisement blitz failed to impress. The most unexpected happened and Congress
secured its victory.

The first five years i.e. 2004-2009, were conservative yet relatively non controversial. The
symptoms of decline began to emerge. The economy was showing signs of recession, growth rate
was on the slump, global economic conditions started to show challenging signs yet the congress
managed to pull off in 2009 to get re-elected to form a coalition government again.

Things began to change emboldened by its re-election and the party started to influence policies
and decisions resulting in an indifferent state of governance, conflicts, dilution of control,
ineffective monitoring. Ministries began to exert themselves and more or less operated with
impunity and became non responsive to PMO; abundance of corrupt practices and scandals broke
out, economy began to decline with high inflation, price rise, unemployment, dropping
investments, growing incidents of violence against women, Lok pal agitation etc which put a great
deal of pressure. The PM to large extent restricted his operations to his domain and was not seen
exerting himself to bring the administration under his control. Coupled with this was the most
ineffective approach towards media and interaction on media which left the party scuttling for
cover on many occasions. There emerged a general sense of stoicism and stagnant state of affairs
which was becoming a common perception among people.

In spite of the issues challenging the party, it seemed to overlook a large number of them. For the
elections 2014, the focus of the party remained on personality i.e. BJP priminsterial candidate and
the issue of secularism. The emergence of AAP and its impact was sidelined and many issues
relevant to the current context of elections were not taken into cognizance. The approach was quite
ambivalent and ambiguous. The net result was a mixed message to the electorate looking for
answers to questions which remained unanswered.

Campaign Challenges : BJP

By 2011, the BJP apparently began its preparations to target the 2014 elections. The party began
its preparation with a focus on identifying the correct strategy. Having faced the double defeat in
2004 and 2009, it realized that success is possible if the party is able to project its image and be
identified as a national alternative. In order to do so, it had to set itself on important issues namely
Personality, Platform, Plank, Diversity, Demography and Development.

By default, the UPA lead government seemed to pave way for crystallization of BJP campaign
strategy by series of actions and inactions. As a first step, the BJP began the exercise of identifying
a candidate suitable for spearheading the campaign. After a series of ups and downs, the party
was able to narrow down to the CM of Gujarat, Mr. Narendra Modi. The choice was fraught with
controversy as many including leading political analysts felt that this would endanger the BJPs
chances. Even within the party there was a dissent from senior leaders like LK Advani, Sushma
Swaraj etc. The other national parties seemed to rejoice as they felt it was a trap BJP had set for
itself and the choice would undo their chances. By 2013, the official declaration took place and
Modi was anointed the PM candidate, the face of BJP for the 2014 elections.

While the choice of Modi was becoming a controversy, the approach towards elections was to be
aligned. The reach out was tremendous, the political alliances were challenging, the geographical
realities were imposing, the regional heavy weights were difficult to rope in, Modi as a choice was
also alienating some erstwhile partners like JD(U). The party had to identify themes and means to
reach out to the target population and make a convincing pitch. The environment had undergone
an extensive technology makeover since 2004. The decade has brought in changes in perception
as regards elections, greater apolitical pro activity and dependence on reliable and fast
communications. The demography too has undergone a rapid change; there was a growing sense
of discontent on account of various factors effecting the society, economy and livelihood.
Moreover, issues like unrest due to naxalism, cross border tensions, reactive neighborhood etc also
tended to make the job of convincing electorate that much more difficult. Though the national
situation on multiple fronts was grim, the fact that such a situation was a hidden opportunity or not
was truly debatable. There were challenges in abundance and the choices were limited by time.
The objective was to conceive and present a campaign which appeals to all sections simultaneously
and converts the message to conviction and thereafter to action in terms of vote. Starting a
campaign too early would be self defeating (2004 stands testimony for that) and too late would be
ineffective or defensive (2009 ... a possible example). The question of when, where, how and who?
For an effective campaign message and medium were to be identified and reinforced convincingly
as a national alternative.

Winning the Who

BJPs approach towards 2014 was characterized by structured planning and focused execution. It
se about the job in a clinical manner with pre defined objectives to achieve. The campaign activity
was set in motion by basic reorganization of the party cadre, revamp & election of national
executive, short listing prospective Prime Ministerial candidate, identifying issues relevant for
campaign, projecting party agenda through articulate spokespersons, adopting multiple media
options to leverage reach & communicate were part of numerous hurdles that needed to be
considered.

The national demography has undergone a substantial change and the increased awareness would
also need specific attention. The climate across the country appears to have undergone a change
with people across the cross section of society evincing a new found interest in elections. The
youth and the educated middle and the upper middle class known for its disregard towards
participation in elections appeared reenergized. A conservative estimate put the number of youth
vote bank across the country was at 100 million. A substantial chunk of this needed to be harnessed
and it was also essential for the party to enhance its vote share across the country. The party needed
to correctly identify the challenges of multiple segments divided by diverse parameters such as
culture, language, education, age, economic status, religion. Large number of local issues were
taking precedence over national issues which diluted the partys influence vis--vis the regional
players. The campaign called for deliberate action plan with defined objectives and with red flags
across the time span to accelerate/ decelerate the campaign.

The party decided to go all out leveraging the best of technical brains. A multi-tiered campaign
was to be conducted with the objective of targeting and winning over the circumspect population
in its favor.. The impact was like a corporate entity trying to rebrand itself with a new product
launch. There was branding, there was product development, there was segment specific media
strategy and there was people to people contact. As the stage was set, the BJP was in top gear with
the assemble results in northern states showing a thundering favor towards BJP. The time of
opportune but the choices were different and difficult. Any misalignment would prove costly.

The Aftermath

The campaign was highly intense. Both the national parties pitched in all the resources. It was a
no holds bar election with reputations at stake. The results were historic. An outright majority for
BJP and an irrevocable domination of the Lok Sabha along with its allies. The congress and the
UPA stood decimated. The results were a surprise & beyond all the expectations of all political
parties, experts and election surveys. What went right for BJP and why? What factors in this
election are lessons for use of effective advertising and media promotion? How did Congress Fail
to sense the pulse? What went wrong with experts and pollsters who could not identify the mood?
Did Personality, Platform, Plank, Diversity, Demography and Development influence the
advertising and media choices and if so how?
 MIT School of Business

Batch: 32 nd; Sem. III Subject: Advertising & Media Planning

Case No. 3 Lifebuoy: A Success Story Faculty: Dr.N.J.Chavan

Lifebuoy was sold in India as early as 1895, but was officially launched and marketed from 1935.
It was the largest selling soap brand in the world with sales of Rs 5 bn and sold approximately 2
million soaps a day (as on 2002). Lifebuoy had a 21 % market share in the overall soap marker
and was a category leader in the carbolic soap segment with a 95% market share. For over hundred
years since the brand first came to India, Lifebuoy was associated with health and well-being. Its
ads reiterated the message that Lifebuoy washed away germs and kept one protected and healthy.

The brand went through a major re-launch for the first time in 1964, with a change in product
formulation, shape, and packaging. The new soap was cresylic-perfumed and in the shape of a red
brick bar. The re-launch was supported by ad campaigns with the now popular jingle 'Tandurusti
ki raksha karta hai Lifebuoy... Lifebuoy hai jahaan tandurusti hai wahaan' (lifebuoy products one's
health... where there is lifebuoy there is health). All the ad campaigns had sports as the backdrop
followed by the model enjoying a thorough cleaning experience, bathing with Lifebuoy soap. The
ads thus sought to link the brand with health and hygiene. The ad campaigns were created with an
eye on achieving mass appeal since the major markets for the brand were in the towns and rural
areas (70% of sales of Lifebuoy soap comes from rural areas and towns). With the help of its
successful ad campaigns, HLL became the market leader in the bath soap segment.

Till the early 1990's, the bath soap market was categorized into three segments -Premium, priced
above Rs 11; Popular, priced between Rs 7 and Rs 11, and Carbolic soaps, which were priced
below Rs 6. Lifebuoy was part of the carbolic soaps segment. However, brand sales and market
shares began to dip in the late 1990's, due to various changes in the soaps segment. The 40-50%
fall in prices of vegetable oils in the mid-1990 led to many companies launching new soap brands
at lower price points. This resulted in the emergence of a new soap category called the 'discount
segment'. These soaps were priced 10% to 15% lower than the popular soaps. Prominent among
them were Godrej No.1 and Breeze (another HLL brand). The 'discount segment' brands started
eating into the market shares of the 'popular' and 'carbolic' segment brands. This was evident from
the fact that in 2001, when the premium and popular segments

posted growth rates of 3% and 1 % respectively (in volume terms) over the previous year, the
'discount segment' grew by 15%. At the same time, the carbolic soaps segment, dominated by
Lifebuoy, registered a negative growth rate of 5%. This was because consumers began to prefer
'discount soap' brands due to their affordability, softer texture, and good fragrance to the hard and
rugged carbolic soap brands.

The increase in the media penetration in rural areas was another major factor that led to the fall in
the sales of Lifebuoy. With increased penetration of media, consumers in these areas became aware
of the wide range of soaps available in the market, and realized that they had a greater choice. This
led to a change in brand preferences. The increasing involvement of women in purchase decisions
of household goods was also responsible for the fall in the sales of carbolic soap brands (mainly
Lifebuoy). Earlier," it had been head of the family who took decisions regarding the purchase of
household goods.

Lifebuoy with its masculine image and affordability was their preferred choice. But with women
getting more involved in household purchases there was a change in preference toward newer,
softer, and more fragrant soaps. As a result of these changes, Lifebuoy's market share fell from
15.4% in 1997 to 12.5% in 2001. 3 The decline in the overall soap market by 10 % further reduced
the sales of the brand.

To revive its sagging sales and keeping in mind the change in customer preferences, HLL decided
to reposition and re-launch the brand in 2002, moving away from personal hygiene platform to the
family health platform. It decided to bring about changes in the formulation, size, shape, quantity,
and packaging of the brand. Lifebuoy was transformed from a red brick bar shaped soap in a 150
gram pack to milled toilet soap in a 125 gram one. The product formulation was changed from a
hard carbolic soap to a softer total fatty matter (TFM) soap with a refreshing fragrance. The rugged
look of the packaging was also changed and it became a softer looking family pack. In addition,
four new variants were introduced - Lifebuoy Strong, Lifebuoy Fresh, Lifebuoy Gold, and
Lifebuoy Naturals. HLL changed its marketing communication strategy for the brand too.
Commenting on the changed marketing communication strategy, Mr. Dube said, "The re-launched
brand is a shift from being a masculine soap to a family soap which is elucidated in the new
packaging. Moreover, the positioning of health will now be aggressively communicated to women
in the Indian household."

The company used various marketing communication tools to convey the changed positioning of
the brand. It launched a series of four television commercials to inform the consumers about the
new Lifebuoy. One of the commercials was set in a small sleepy town where nothing ever changed.
The whole town comes to life with the arrival of the new Lifebuoy soap with the tagline "Lifebuoy
badal gaya hai." The commercial ended with the ever popular, "Lifebuoy hai jahaan, tandurusti hai
wahaan." The other commercials also had the backdrop of small towns, emphasized the health
benefits of using Lifebuoy, and were targeted at mothers.
Besides running an ad campaign through television commercials, HLL chose to go in for direct
marketing campaigns through initiatives such as 'Lifebuoy Swastha Chetana' and 'Healthy
Hindustan'. 'Lifebuoy. Swastha Chetana' was aimed at educating the consumers about health and
hygiene. Under this program, HLL organized 450 teams of health officers and covered 8,000
villages, spread across II states. The health officers conducted 'Glo-germ' demos among the rural
masses. The demo used ultraviolet light to show up the otherwise invisible germs on one's hands,
and raise the awareness among rural consumers about these germs and their impact on health. The
concept of 'Swastha Chetana' was extended to the urban areas as project 'Healthy Hindustan'. HLL,
in partnership with McDonalds, conducted the Glo-germ demo at McDonald's outlets in Mumbai,
Pune, Ahmedabad, and Vadodara. The objective was to make children aware about the invisible
germs and their harmful effects on health. The children who participated in the program were also
provided with booklets containing information on health and hygiene.
These initiatives helped the company revive the fortunes of Lifebuoy, and bring the brand back on
the growth path. After the re-launch in 2002, sales volumes increased by 30%. In addition, the
market share of Lifebuoy grew from 12.5% in 2001 to 21% in 2003. The changes in Lifebuoy's
positioning enabled HLL to focus on promoting the brand in urban areas as well."
Questions for Discussion:

1. Lifebuoy's marketing strategy, which had remained unchanged for over 107 years, underwent
a major shift with the re-launch in 2002. Elaborate on the marketing communication planning
process behind the re-launch of Lifebuoy.
2. The evaluation and control of marketing communication programs is the final step in the
marketing communication planning process. If you were the marketing director of HLL, how
would you evaluate and control the marketing communication program for the re-launch of
Lifebuoy?
 MIT School of Business

Batch: 32 nd; Sem. III Subject: Advertising & Media Planning

Case No. 4: Lalitaji: A Phased Transition Faculty: Dr.N.J.Chavan

First launched in 1959 by Hindustan Lever Limited (HLL), Surf quickly became synonymous
with detergent powders and remained at the top as the largest-selling detergent powder in the
country until Nirma came. The late 1970s found HLL reeling under the stiff onslaught of
Karsanbhai Patel's low-priced Nirma. To respond to Nirma, Lintas' legendary Alyque Padamsee
came up with the memorable advertising campaign for Surf, featuring a middle-class housewife
played by Kavita Chaudhary. Overnight, people on the street could identify Lalitaji, the practical,
sensible, challenging,
no-nonsense housewife who lectures us on the difference between 'sasti cheez aur asli cheez'
(cheap thing and the real thing). She was everybody's mother, wife, daughter-in-law or neighbor.
More importantly, the Indian middle-class housewife, HLL's main customer segment, wanted to
actually be the strong-willed, level-headed character that Lalitaji portrayed.
Soon, in an ironic twist, the character that became a celebrity because of brand advertising
became larger than the brand itself. By the late 1980s, Nirma had got itself a similar Deepikaji
who bettered a wily grocer and stressed if the same quality could be had for a lesser price, "Koi
yeh kyon le, Woh na le?" (why would one buy this, not that?)
The detergent wars were just beginning with Proctor and Gamble opening a new front
with Ariel in the premium segment. All of a sudden, the rules of the game changed. There was an
entirely new segment with customers who were ready to pay the price for better quality."In a
sense, the character created for Surf, Lalitaji also explored the serial idea. Every one loves
characters and continuing story lines", says Alyque Padamsee.
HLL launched Surf Ultra with Laitaji's household, an urban nuclear family where she was
put in the modern role of a quintessential housewife who was looked upon by everyone around
her as a guardian angel, a problem solver who smartly reassured them Daag! Dhoondhte
Rehjaoge!" (Stains! Keep searching for them!)
Unfortunately, with the social structure of India changing, the middle class housewife was
no longer the same Lalitaji and Surf Ultra flopped with Proctor and Gamble capturing a major
part of the market share. 'Lalitaji type' had become a euphemism for the irritating, aggressive
know-it-all shopper with whom many could still identify, but probably not as favorably as they
did in the 1980s,
In the mid-1990s, HLL was back with Surf Excel. More importantly, instead of Lalitaji,
the protagonist was now a working woman-a lawyer, a journalist, a businesswoman-facing the
challenges of everyday life. What was retained was her spotless white garb. When it suffered
those inevitable stains, she was calmly reassured by those who looked at her shopping bag Surf
Excel hai na! (Surf Excel is there!) Lalitaji was gone but the brand clicked with the segment yet
again!
Yet another Surf Excel campaign reflected the changing role of the Indian woman. It showed a
yuppie couple entertaining a group of friends when the husband stains his sleeve. Not wanting to
disturb his significant other, he reads the instructions on the detergent pack and takes care of the
stain himself. She walks in and says knowingly, Daag gaya Na!" (Stains did go!)
So, are the days of Lalitaji finally over?
"We are migrating Surf to Surf Excel, as Surf has become generic and many people today refer
to any detergent as Surf. Besides, we feel that this brand has the chance of attracting new users
under the Excel name," says Sanjay Dube, Head, Market and Consumer Development, Hindustan
Lever Limited.
The jury's still out, but HLL must hope that all those consumers who swear by Lalitaji will soon
be chanting, "Surf Excel hai na!"
 MIT School of Business

Batch: 32 nd; Sem. III Subject: Advertising & Media Planning

Case No. 5: Vodafone Essars Advertising Strategy The Zoo zoos Campaign

Faculty: Dr.N.J.Chavan

Introduction

In April 2009, India-based Vodafone Essar Limited (Vodafone Essar), a subsidiary of mobile
network operator Vodafone Group Plc. (Vodafone) based in the UK, launched an innovative
advertising campaign that caught the imagination of both the public and advertising experts. The
campaign, focusing on the different value added services (VAS) offered by the company,
introduced new characters called the Zoozoos. Several advertisements in which the Zoozoos
featured were shown on television during the Indian Premier League (IPL) 5 Season 26.

Soon after they were aired on television, the Zoozoos and the ads became really popular.
Commenting on their popularity, Rajiv Rao , Executive Creative Director, South Asia, Ogilvy and
Mather India (O&M India)7, the advertising agency which created the ads, said What makes
them [Zoozoos] so endearing is that they are innocent people living in a simple world unlike ours,
who laugh loud when they laugh. And who seem to be in an in-between world of animation and
reality.

Despite the high brand recall that this advertising campaign ensured for Vodafone Essar, not
everyone was impressed by the companys ad strategy. Some analysts were doubtful about whether
the ads would attract people living in the semi-urban and rural areas of India. They also wondered
whether the popularity of the Zoozoos advertising campaign would actually help the company
increase its revenues.

Background Note

Vodafone entered India in December 2005 by acquiring a 10 percent stake in Bharti Ventures
Limited (Bharti) which later became Bharti Airtel Limited. However, as Bharti later ruled out
further dilution of its stake, Vodafone started considering other options to increase its market share
in India.

In 2006, the Government of India (GoI) increased the Foreign Direct Investment (FDI) limit in the
telecom sector from 49 percent to 74 percent. When Hutchison Telecom International Ltd.
(HTIL)9, which had a 67 percent equity stake in Hutchison Essar Ltd. (HEL)10, announced in
November 2006 that it would sell its stake, Vodafone was quick to seize the opportunity. Essar11
was a minority stakeholder in HEL with a 33 percent equity stake in the company. HEL operated
in India under the Hutch brand name.

On March 22, 2007, Vodafone entered into a shareholder agreement with HTIL, under which
Vodafone acquired a 52 percent stake in HEL in an all cash deal worth US$ 10.9 billion. Essar
continued to hold a 33 percent stake in the company. The remaining stake of 15 percent was

held by other minority shareholders12. Vodafone also sold back 5.6 percent of its share to Bharti
and retained the remaining 4.4 percent stake.13

In July 2007, HEL changed its name to Vodafone Essar Limited. Commenting on the future
prospects of Vodafone Essar, Arun Sarin, then Chief Executive Officer of Vodafone, said, India
is a terrific market, a very fast-growing market...were excited...returns here are likely to be about
14 per cent a year.

Immediately after the acquisition, Vodafone Essar announced its strategy for India. It planned to
offer Vodafone Live services, mobile banking, and broadband. It also had plans to introduce a low
cost handset for the Indian market.

On September 20, 2007, Vodafone Essar officially rebranded the Hutch brand to Vodafone in
India. To convey the rebranding message, it also launched its international logo in India (Refer to
Exhibit I for the logo of Vodafone Essar). For the rebranding exercise, Vodafone Essar launched
an advertising campaign in India. Commenting on the rebranding strategy, Asim Ghosh, Managing
Director of Vodafone Essar, said, Weve had a great innings as Hutch in India and today marks
a new beginning for us. Not as a departure from the fundamentals that created Hutch, but an
acceleration into the future with Vodafones global expertise.

Vodafone Essars Advertising Strategy

The campaign was created by O&M India, who had also come up with the popular advertisement
campaign for HEL with a pug16. In its advertising campaign, Vodafone Essar retained the pug as
it considered the dog to be synonymous with the Hutch brand and the network.

For rebranding, O&M India created a 60-second television commercial (TVC) in addition to some
five and ten seconds TVCs. The TV commercial showed the pug coming out of a pink and green
colored kennel, roaming about outside, and returning to find a brand new red and white kennel
with two openings. The ad ended with the tagline Change is good, followed by the baseline,
Hutch is now Vodafone. Some of the other ads, showed a boy and a girl sketching the new logo
of Vodafone. Vodafone Essar also replaced Hutchs tagline Wherever You Go Our Network
Follows with Make The Most of Now.

Consumers and analysts alike appreciated the advertising campaign. However, some analysts
differed in their views on whether Vodafone Essar was doing the right thing in continuing to use
the pug, which they felt, symbolized the Hutch brand. Some analysts were of the opinion that the
dog had been overused with HEL using it in its advertisements and Vodafone Essar in its
rebranding campaign. They said that after a successful rebranding campaign, Vodafone Essar
should not use the dog again. Harish Bijoor, CEO, Harish Bijoor Consults Inc., said, Ill give
Ogilvy & Mather full marks on building awareness about Hutch turning into Vodafone, but in my
opinion, the pug should be dropped after the introduction campaign. However, some analysts were
of the opinion that it was perfectly alright for Vodafone Essar to use the same brand endorser, as
long as the message was clear to the consumers. According to R Sridhar Creativity Consultant and
Partner of IDEAS-RS, a consultancy firm, As long as Vodafone and the pug find interesting
executions to stay relevant, theres nothing wrong.

Vodafone EssarS Advertising Campaigns

After successfully rebranding Hutch as Vodafone, Vodafone Essar started expanding its
presence in India. The company used almost all media channels to advertise its services. It not
only advertised on television, but also in newspapers, the radio, and on hoardings across the
country. For example, during the rebranding campaign, apart from TVCs, Vodafone Essar
advertised on the front page of leading daily newspapers. It also made it sure that the hoardings
with its new logo were prominently displayed in all the major regions in India where the company
had a presence.
The company launched its region specific advertising and promotion strategy during different
regional festivals in the country. For example, in October 2007 during the regional festival of
Durga Puja20 in Kolkata, Vodafone Essar launched Jogajoger Utsab. Jogajoger Utsab
included a collection of different value added services, musical evenings, privilege booklets, and
performances by renowned artists and musicians. The same month, for its consumers in Gujarat,
it announced a special Navratri21 caller tunes contest, Jhumo aney Jeeto. The company also
launched a special prepaid bundle offer on the occasion of Diwali22 for Rs.23 29924 and so on.

In late 2007, Vodafone Essar started airing some TVCs featuring alerts services including
Astrology alerts, Beauty Tips alerts, Art of Living alerts, etc. offered by it across India.
These were visual ads and no dialogue was used. For example, the Astrology alert ad showed a
worried looking man standing inside an elevator obviously waiting for something. The elevator
goes up and down but the man remains inside while other people get in and off. Toward the end
of the ad, a girl enters the elevator. The ad ends with the message, You will meet your soul mate
in the elevator today and the television screen showed call * 123# for the astrology alerts.

Similarly, the Art of Living alert ad showed a wife shouting angrily at her husband. The husband
quietly looks at her and hands her a pillow which she throws at him. He picks it up and returns it
to her and she again flings it on him. This goes on for a while but at the end, the wife calms down.
The ad ended with the message, A calm mind can overcome even a storm. All the TVCs ended
with the Vodafone tagline, Make the most of now. The TVCs were supported by a print
campaign.

In April 2008, during the IPL Season 1, Vodafone started a new advertising campaign, Happy
to Help, to communicate the benefits of its customer care helpline services. The IPL was
considered by companies as a platform to promote their brands and also to launch new products.
Vodafone Essar again used the pug in the new campaign. For the campaign, a series of TVCs was
aired along with print ads. Each TVC showed the pug helping a little girl in various ways
running after her school bus with the tie shes forgotten, sticking out his tongue to lick postage
stamps for the girl before she pastes them onto envelopes, helping her to find her socks, and so on.
Along with the Happy to Help advertising campaign, Vodafone Essar aired regular ads about its
prepaid services.

The companys website also had a link title Happy to Help where consumers could select from
the available options including Looking for Us?, Need Us 247?, Confused about your Bill,
Right Talk Plan for You? etc. Consumers could also give feedback regarding Vodafone Essars
services.
In late 2008, Vodafone Essar launched several small ad campaigns. In December 2008, it launched
a two-ad campaign, the Friends Circle ad to convey the fact that a Vodafone Essar customer
could add a certain number of friends to his Friends Circle and make calls at a cheaper rate than
the ordinary one.

The next campaign was for cheaper SMSes. A total of seven ads called TP@10p i.e Timepass
SMSes at the rate of 10p made up this campaign. In the Tell the World series, three ads were
aired which did not have any dialogue. These ads sought to convey that with the cheaper rates
offered by Vodafone, customers could share their stories with the world.

On February 26, 2009, Vodafone Essar announced the launch of VAS, Amar Chitra Katha, which
was a collection of stories about Indian Heroes. To support the new service, Vodafone Essar started
airing some TVCs showcasing Vodafone Essars Amar Chitra Katha alerts. Commenting about
the different ad campaigns aired in one year, Rao said, With each film, we attempt to make it
real and relatable.

As of April 2009, Vodafone Essar had about 71.54 million customers in India and its parent
company, Vodafone, had a presence in 27 countries across five continents, and 40 partner
networks, with more than 289 million customers.

The Making Of Zoozoos Campaign

In November 2008, Vodafone Essar decided to launch an advertising campaign to communicate

the VAS offered by the company (Refer to Exhibit IV for Some VAS offered by Vodafone Essar).
The company planned to air the ads during IPL-Season 2. It was decided that O&M India, the
advertising agency creating campaigns for Vodafone Essar, would create separate ads for each
service. During IPL-Season 2, a different ad would be shown each day, to attract the viewers
interest.

O&M India felt that for the campaign, a common character which would run through all the ads
would be required. Instead of using the pug, the advertising agency created a new character, the
Zoozoo, in this campaign. The name Zoozoo was chosen as it was considered funny, attractive,
memorable, and easy to pronounce.

It was decided that the character would not be created through animation. Instead, real people
would be used. The TVCs were directed by Prakash Varma (Varma), ad filmmaker of Nirvana
Films (Nirvana)26. The TVCs were shot in Cape Town, South Africa. Nirvana also took the help
of a South Africa-based production house, Platypus. According to Varma, the making of the TVCs
showing the Zoozoos was a big challenge. Varma said, The practical aspects of how they would
talk, gesticulate, and emote were very important. It took me three weeks of pre-production to
understand how it will work.

Before the shooting for the TVCs, the costumes for the characters had to be finalized. The
production team decided that there would be two parts of the costume - one for the body and
another for the head. The team considered two types of fabrics for the body suit. One fabric which
had wrinkles and was shiny was rejected while a thicker fabric was chosen. The body suits were
stuffed with foam in some places to make the figure look comical. In an effort to make the head
part of the costume bigger than the rest of the body, a harder material perspex28 was used. Then
the head part of the costume was also stuffed with foam, while taking care of the ventilation aspect.

The Zoozoos had a white colored body, with black dots for the eyes and the mouth. They had an
egg-shaped head and disproportionately thin hands and legs (Refer to Box II for visuals of
Zoozoos). In an effort to keep the legs and hands of the Zoozoos thin, young women were used as
the actors. Rao said, The Zoozoos are not animated characters. They are human beings made of
body suits made of foam so that they stay in shape. We used young women of slight built, mostly
ballet and theater dancers.

O&M India first thought of using children for the ads. However, professional actresses were used,
because with the costume, it was not an easy task to act. In addition, there was not much time to
shoot the ads. Thirty different ads were shot as part of the campaign within 10 days and the cost
of the entire shooting worked out to Rs. 30 million.

The Zoozoos spoke a language of their own; therefore, the story in each ad had to be communicated
only through expressions and actions. They expressed their emotions like human beings, but their
emotion was shown either with a big frown or a big grin. In the ads, their expressions looked like
emoticons30. Rao said, We even limited the number of emotions to be used, to keep things easy.

Each of the ads shot was against a grey background, so that the acting of the white-bodied Zoozoos
would be clearly visible. With their big heads, thin hands and legs, and big bellies, the characters
looked different from any known creature and created a notion of a different world. Nirvana shot
the TVCs in high-speed format, so that the characters looked smaller than not only their original
size but also as compared to human beings. The TVCs were shot at 20 frames per second, in order
to make the Zoozoos movement hurried and comical

The Launch

On April 20, 2009, Vodafone Essar launched the Zoozoos advertising campaign. During the IPL-
Season 2, a total of 30 different TVCs including Cricket Alerts, Beauty Alerts, Phone Backup,
Chhota Credit, Vodafone Maps, Vodafone Call Filter, Live Games, Musical Greetings, etc. were
aired (Refer to Exhibit VI for Screenshots of some of the Advertisements).

According to Vodafone Essar, although some of the VAS offered by the company had already
been launched, many consumers were not aware of them. According to Harit Nagpal (Nagpal),
Chief Marketing Officer, Vodafone Essar, Were acquiring customers at a very fast pace, but a
large number of them are unaware of the range of services we offer. I mean, phone backup,
which were advertising now, was launched two years ago, for instance

To convey a specific VAS offered by the company, each ad used a story which was enacted by the
Zoozoos. Each ad was of 20-30 seconds duration. Toward the end of the ad, a message announced
the name of the specific VAS being offered by the company and gave the number at which
information about the service would be available. Each ad ended with the message, Make the
Most of Now.

The company also created a dedicated micro site. Viewers could participate in an online quiz,
What Kind of Zoozoo are You? on the site. In the quiz, the participant would have to answer
three questions, each of which had four different options. Depending on the options chosen, the
participant would be declared as a cool, sporty, daring, or busy Zoozoo.

On the site, details of IPL were also available. In addition, it offered free downloads of Zoozoo
ringtones, wallpapers, and screensavers. Besides, it had a link Vodafone Zoozoo Videos where
the user could watch all the TVCs.

An official fan page for the Zoozoos was also created on Facebook . Neo@Ogilvy, the digital arm
of O&M Worldwide, managed the page. On the fan page, video clips of the TVCs were available.
Apart from that, users could also download Zoozoo screensavers, wallpapers, and sound clips of
the ads. The TVCs were uploaded on the site on a daily basis, sometimes even before a particular
advertisement was aired on television. Prasanth Mohanachandran, Executive Director, Digital
Services, OgilvyOne Worldwide, said, We release the Zoozoos TVCs exclusively on
Facebook.com, even before airing it on TV channels and Facebook members are the first ones to
watch the Zoozoos ads daily. The company also planned to launch Zoozoos merchandise, bags,
key chains, and T-shirts.

The Response

In April 2009, as the TVCs started being aired on television, they created the necessary buzz both
in traditional as well as in social networking sites like Facebook, and Twitter and video sharing
website, YouTube. All the TVCs were available both on YouTube and Twitter. For the week ended
April 25, 2009, one ad on fashion tips was viewed 13,000 times on YouTube. On Google.co.in,
the word Zoozoo, became the third highest search word on May 04, 2009. As of May 06, 2009,
70,000 fans logged on to the official fan page of the campaign on Facebook . According to
Neo@Ogilvy, till May 06, 2009, the fan page got 2.6 million page views.

The characters used in the ads became very popular. However, the name Zoozoo was not
mentioned in any of the ads. Initially, as Vodafone Essar did not reveal much about the Zoozoos,
its new brand endorser, people became curious to know about them. While some thought that the
Zoozoos were animated cartoon characters, others said that they were like aliens35. However, it
was later revealed that the Zoozoos were actually human beings wearing special costumes.
According to Rao, The design of the characters is such that one gets fooled into thinking it is
animation. In a sense, it is live animation!

According to Advertising Age37, for the week that started on May 04, 2009, Vodafone Essars
Zoozoos ads entered the list of worlds most viewed viral video advertisement campaigns and
captured the first position. It was the first ever Indian advertisement campaign to appear on

The list. The next week also, the advertisement campaign continued to remain at the top position
with 1.45 million views.

Some analysts praised O&M India for its creativity. They were of the opinion that as the Zoozoos
could be used as any character, any number of ads could be created using them. According to
Brijesh Jacob (Jacob), Managing Partner, White Canvas, Zoozoos come in all shapes and sizes;
kids, mother, friends, individualsthere does not seem to be a set format to use them.

However, some analysts were of the view that O&M India could have used animated characters in
the ads. In response to this view, Rao said that although the option of using animation was open to
them, they did not want to do so. The idea of doing something innovative resulted in the creation
of the Zoozoos. Rao said, We wanted to create a character which was inspired by animation or
even cartoons of people, like a sort of a caricature. We wanted to keep it simple with few features
but universal emotions. Animation and 3D effects would have been simpler, but then that has been
done before and the challenge excited us. The challenge of making real people and reality look
like imagination.

Some analysts pointed out that the advertising messages were shown at the end of the TVCs and
that too in written text. As the target market for the TVCs was India, analysts argued that it would
be difficult for a large section of its target customers, i.e. people in semi urban and rural areas, to
understand the message conveyed in the ads.

While appraising the creativity behind the ads, analysts warned the company not to let the Zoozoos
become more popular than the network itself. They were of the opinion that with the pug which
was used in many ads of Hutch as well as Vodafone Essar, the company had faced a similar
problem. According to Jacob, Vodafone shouldnt get stuck with a format. They did suffer this
to a certain extent with the pug.

Questions for discussions-

1. Despite the high brand recall of the ad campaign of Vodafone, some analysts were doubtful
about the capability of these ads in semi urban & rural markets. Comment.

2. Some analysts were of the opinion that the dog was overused by HEL in advertising &
Vodafone in rebranding campaigns. Do you agree? Why?

3. Mr. Harish Bijoor feels that the pug should have been dropped after the introduction
campaign but Mr. R. Shridhar feels that as long as Vodafone & the pug find interesting
executions to stay relevant, theres nothing wrong. Discuss & explain.

4. Discuss the Integrated Marketing Communications attempted by Vodafone.

5. Discuss the various VAS offered by Vodafone. Why do you think this was done?

6. Discuss the various ad campaigns undertaken by Vodafone. Identify the objectives

governing them. Do you think these objectives were achieved?

7. What do you think must be the reasoning for the choice of Zoozoo? Has it been successful in
replacing the pug? Justify.

MIT School of Business

Batch: 32 nd; Sem. III Subject: Advertising & Media Planning

Case No. 6: HLL's Media Strategy for Close-Up Faculty: Dr.N.J.Chavan

The Indian toothpaste market is estimated at around Rs 14 bn with Hindustan Lever (HLL) having
a market share of32.8%. Close-Up (15.6%) and Pepsodent (17.2%) are the major brands for the
company (ACNielsen-ORG Marg 2003). Close-Up was launched in 1975 and was the first gel
toothpaste brand of HLL. Since the late 1990s the brand has witnessed a decline in market share,
mainly due to the stagnation in the toothpaste gel market since 1998. Increased competition from
Colgate and low-end players like Anchor and Ajanta was another reason for the brand's poor
showing. Besides, the oral care category itself declined, with toothpastes witnessing a 12.5 percent
drop and toothpowders, an 8 percent fall (ACNielsen Retail Audit 2003).

HLL made several attempts to give a boost to the sagging sales of Close-Up. In the early 2000s,
the company launched many variants including Ultra Whitening, Oxy Fresh, and Eucalyptus Blue
along with the mother brand -- Tingly Red. In January 2004, the Tingly Red toothpaste was
promoted through an ad campaign with the jingle "Kya aap Close Up karte hain?" However, this
move did not yield the desired results. In June 2004, HLL decided to restructure Close-Up's brand
portfolio by dropping the variants and restricting it to the mother brand -- Tingly Red -- and a
single variant Lemon Mint. Speaking about the rationale behind the move, Mr. Sanjiv Kakkar
(Kakkar), Vice-President, Oral Care, HLL, said, "We have decided to clean out the Close-Up
variants and continue only with the Lemon Mint variant. Our experience with Close-Up's variants
has been flavor-based. These variants have not been sustainable with disproportionate shares
compared to the huge media inputs required to support them. Our experience shows that most of
the variants tend to reach a less than 2 per cent share and then they begin to dip.'" HLL re-launched
the paste with a vitamin fluoride system that offered a three-in-one benefit. A new ad campaign
was developed that showed an animated toothpaste pack explaining the benefits of CloseUp to a
young woman with the jingle "Kya aap 'naya' Close Up Karte Hain?" Commenting on the new ad
campaign, Pushpinder Singh, Senior Creative Director, O&M (agency which created the ad), said,
"Unlike the previous commercial, with the addition of the vitamin i]uoride system. there bas been
greater weigbt given to stronger, whiter teeth instead of the usual freshness which the brand has
been associated with."z With the addition of the vitamin fluoride system, Close-Up slowly started
to shift from the freshness plank to that of oral healthcare. But this new positioning conflicted with
the positioning of another popular oral care brand Pepsodent. Speaking on this issue, Kakkar said
that Close-Up was targeted at the youth with a new beuefit positioning while Pepsodent was
promoted on the family health platform.

To stop further fall in sales and bring about a turnaround, HLL designed an innovative media
strategy. Apart from the conventional television ad campaign, the company used the Internet,
radio, program sponsorships, and brand placements to create a buzz around the brand. Speaking
about the media strategy for the Close-Up ad campaign, Mindshare Fulcrum (which manages
HLL's media planning activities) Business group

head, Atit Mehta, said, "There was no thematic communication for the Close-Up' brand in 2003.
Then in January this year, we came out with the new ad for Close-Up. Now we have re-launched
the brand and the entire packaging has changed. The communication we wanted to send out is that
if Close-Up can change... anything in the world can change.,,3 HLL tied up with leading Internet
portals Yahoo! India, Sify, and Indiatimes to launch an innovative online advertising campaign
where the entire site was branded for a day. When visitors clicked on the site, the entire page was
splashed with red color for a few seconds. The company also placed HTML banners on these three
sites. HLL used the radio medium too to communicate the message to customers. It launched radio
ad campaigns on popular FM channels including Amar FM (Kolkata), Radio City, Go 92.5 FM,
and Radio Mirchi. Go 92.5 incorporated a modified version of the Close-Up jingle to promote its
'Good Morning Mumbai' show - 'Kya aap Go sunte hain?' HLL also co-sponsored AXN's popular
spy and espionage drama series 'Alias', in which the central character, double agent Sydney
Bristow (played by Hollywood actress Jennifer Gamer) changes her identity from time to time.
Justifying the association of Close-Up with the serial, AXN's assistant VP marketing and sales,
Rohit Bhandari, said, "The basic essence of branding Close-Up with Alias was to bring out the
element of change that Close-Up has gone through and also to match the change of identities that
Garner goes through in Alias.,,4 HLL also went in for brand placement of Close-Up in a Tamil
movie 'Madurae' for the first time.
Despite the change in positioning after the re-Iaunch, HLL continued to persist with Close-Up as
toothpaste targeted at the youth segment.

Questions :

1. HLL has used not just the television medium to re-Iaunch Close-Up, but various other
media vehicles like the Internet and radio. Critically analyze the rationale behind HLL's
motive in selecting such different media.
2. The stage of the brand in the product life cycle influences the marketing communication
strategy adopted by a company. In what stage of the product life cycle (PLC) do you think
Close-Up is? Is the present communication strategy adopted by HLL for Close-Up in tune
with the and's stage in the PLC?

B TO B
MARKETING
CONTRIBUTERS:
Prof. Abhay Kardeguddi

MIT SCHOOL OF BUSINESS

B To B Session Plan & Cases

PGDM - Session Plan Semester- III

Sub: B2B Marketing Faculty Abhay Kardeguddi

Session no. Name of Topic Required readings

 Revisiting Marketing

What is B2B Marketing and Why study B2B Business Marketing 4th
1.
Marketing? Edition K. K. Havaldar

2. The Industrial Market Basics.

3. B2C Vs B2B Markets.

Industrial Products classification and its Marketing

4.
Implications.

5 Why Businesses buy?

Buyer Behavior in B2B Market: The Purchasing

6.
function.

7. Business Marketing Communications.

8. Contemporary Approaches to B2B Selling.

9. The commercial sense for B2B Sales Person.

10. KAM Key Account Management.

11. Strategic and Marketing Planning Process.

12. Service and CRM advantage in B2B.

13. Digital Marketing for B2B.

Case Studies

1. Mephisto UK Industrial Safety product

2. The Wallace Company Plastic making Machinery

 3 Contemporary Approaches to B2B Selling
B2B Selling Different
3. Transactional, Consultative and Enterprise Selling
Industries
(Mckinsey Case Study)

4. Electric Motors India Limited Electric Motors

5. Chapman Variators Private limited Mechanical Drives

6. Dun and Bradstreet Database Provider Service

7. Inter Air Limited Compressors

8. Understanding SFA Sales Force Automation Computers + Networking

Alfa and Beta (Harvard Business Review based Case

9. Strategic Intent
Study)

10. Culture of Service: General Electric Air Craft +Medical Products

Recommended Text Book:

Business Marketing: Text and Cases 4th edition Krishna K. Havaldar - McGraw Hill
Publication.

Recommended Ref. Books:

Business Marketing F Robert Dwyer and John F Tanner Mcgrawhill Publication.

Business to Business Marketing Daniel Michel, Peter Naude, Robert Salle and Jean-
Paul Valla Palgrave Macmillan Publication.
 Business to Business Marketing Philip G. Duffy Vision Books publication.

Business Marketing Frank Bingham, Bryant college and Roger Gomes and Patricia A
Knowles - Clemson University publication.

*****************************************************************************************************

Case-Study Practical Exercise

CASE NO. 1
Mephisto Products Ltd. UK

Yet another poor year reflected the senior executive of Mephisto Products. Profits down by 15
per cent, sales and turnover static in a market which was reckoned to be growing at a rate of some 20 per
cent per annum. It cant go on. These were the thoughts of Jim Bullins, and he contended that the
company would be out of business if the next year turned out to be as bad.

Jim Bullins had been senior executive at Mephisto for the past three years. In each of these years
he had witnessed a decline in sales and profits. The company produced a range of technically sophisticated
electromechanical control devices for industry. The major customers of Mephisto were in the chemical
processing industry. The products were fitted to the customers processing plant in order to provide safety
and cutout mechanism, should anything untoward happen in the manufacturing process.

The products were sold through an UK salesforce for some twelve people. Each represented a
different area of the country and all were technically qualified mechanical or electrical engineers.
Although some 95 per cent of Mephistos sales were to the chemical industry, there were many more
applications for electromechanical control devices in a wide variety of industries.

The reason that sales were concentrated in just the one industry was historical, in that the firms
founder, James Watkinson, had some 30 years earlier married the daughter of the owner of a major
detergent manufacturer. As an engineer, Watkinson had seen the potential for such devices in this type
of manufacture and, with the aid of a small loan from his father-in-law, had commenced manufacture of
such devices initially for his father-in-laws company and later for wider application in the chemical
industry. Watkinson had long since resigned from active participation in Mephisto Products, although he
still held a financial interest. However the philosophy which Watkinson had brought to the business was
one which still pervaded business thinking at Mephisto.

The essence of this philosophy was centered on product and production excellence, backed by
strong technical sales support. Watkinson had believed that if the product was right, i.e. well designed
and manufactured to the highest level of quality, there would be a market. Needless to say, such a product
then needed selling (because customers were not necessarily aware that they had a need for such safety
mechanism) and salespeople were encouraged to use what may be described as high-pressure
salesmanship, pointing out the consequences of not having such mechanism in a manufacturing plant.
They therefore tended to emphasize the negative aspects (of not having such devices) rather than the
positive aspects (of how good they were, time saving in the case of plant breakdown, etc.). Needless to
say, in Watkinsons day, such products then needed selling techniques were justified. This philosophy still
pertained, and new salespeople were urged to remember that, unless they were pressed, most customers
would not consider updating their control equipment.

Little advertising and sales promotion was carried out by the company, although from time to
time, when there was a little spare cash, the company did purchase advertising space in The Chemical
Processors Quarterly. Pricing was done on a cost-plus basis, with total costs being calculated and a fixed
percentage added to an account for profits. The accounts department thus fixed prices, and sales had no
say in how they were established. This led to much dissent among the salespeople, who constantly argued
that prices were not competitive and that if they were cut; sales could be increased substantially.

Delivery times were slow compared with the average in the industry, and there were few
discounts for large-order quantities, with the salesperson first having to clear such discounts with
accounts before agreeing to such an arrangement. Again, Watkinsons old philosophy still prevailed. If
they want the product badly enough, they will wait for it . and Why offer discounts for large quantities
if they did not want that many they would not order them.

During the previous five years, from being a relatively successful company, market share for
Mephisto Products dropped substantially. The market became much more competitive with many new
entrants, particularly from EU Countries coming into the UK Market, which had traditionally been supplied
by UK manufacturers. Many of these new entrants had introduced new and updated products to the
market, with such products drawing upon recent advances in electronics. These new products were seen
by the market as being technically innovative, but the view taken by Mephisto management was that they
were faddish and once the electronics novelty had worn off, customers would come back to their superior
products.

Unlike many of his colleagues, Jim Bullins was worried by developments over the past five years,
and felt that there was a need for many changes. He was aware that the more successful new entrants to
the industry had introduced a marketing philosophy into their operations. Compared with ten years ago,
it was now common practice for companies to appoint marketing managers. Furthermore, he knew from
talking to other people in the industry that such companies considered sales to be an integral part of
marketing. At a recent meeting with his senior staff, he mentioned to the sales manager the possibility of
appointing a marketing director. The sales manager who was shortly expecting to be made sales director,
was scathing about the idea. His view was that marketing was suitable for a baked beans manufacturer
but not for a company engaged in the manufacturer and sale of sophisticated control devices for the
chemical industry. He argued that Mephistos customers would not be swayed by superficial advertising
and marketing ploys.

Although Jim Bullins always took heed of advice from his senior managers, recent sales figures
had convinced him that the time had now come to make some changes. He would start, he decided, by
appointing a marketing manager in the first instance. This person would have marketing experience and
would come, most probably, from the chemical industry. The person appointed would have equal status
to the sales manager, and ultimately either the new appointee or the existing sales manager would be
promoted to the board of directors.

Discussion questions

1. What do you think is wrong Mephisto Products approach to sales and marketing?

2. Comment upon the following as they exist now at Mephisto Products:

Marketing operation.
The marketing mix.
The product life cycle.

3. What problems can you anticipate if Jim Bullins goes ahead and appoints a marketing manager?

4. What general advice can you give to the company to make it more marketing oriented?

Karwak Case Studies

www.karwak.com

Case 2: The Wallace Company

The Wallace Companys business consists almost entirely of design, manufacture and sale of specialized
equipment that is used by other companies to produce plastic products.

The Wallace Company has approximately 65 customers. No single customer accounts for more than 15%
of sales, but the 10 largest customers account for about 75% of total sales volume. Direct export
business amounts to about 2.5% of total sales.
The company maintains a research and development department designed to meet the specialized
needs of the plastic industry in the development and improvement of plastics equipment. Because of
the close integration of Wallace products and customers, the sales manager and one salesperson handle
all sales through personal contact.

The company has never done any advertising because it is the opinion of the chairman that advertising
is unnecessary as the company manufacturers to order and within the specifications of customers in a
highly specialized field. He believes that it is more advisable to invest in additional research and
development any amount which might otherwise be set aside for advertising. At a meeting of his
directors he stated:

The total number of potential customers we have does not exceed 200. We are already selling to 65 of
these; I believe that if we can improve some aspects of our equipment, we shall be able to get our
machinery onto at least another 30 plants. As a result, I see no reason for changing the present sales
policy. The success of Wallace depends upon whether or not the research and development departments
can keep ahead of our competitors.

The sales Manager, however, believe that the company should begin an advertising programme. His
reasoning is based on an analysis of his own and the salespersons time. This analysis showed.

35% of their time was spent with customers and prospects.

58% of their time was devoted to travelling and awaiting interviews.
12% of their time was taken up with reports, office work and the like.

Deducting Saturdays, Sundays, holidays and a three week vacation period, there were 214 working days
per year. On the basis of an eight hour day, the salesperson had 1,712 hours of working time per year.
With 200 accounts on which to call, they were able to devote an average of only 4.5 hours with each
company, twice a year. The sales manager also indicated that there was an average of four persons in
each company who had to be contacted.

As a result, he felt that he was not making the most effective use of his productive ability because he
was devoting too much of his time to the dozen and one chores which could be more economically
performed by advertising. In order to emphasize the importance of this, he broke down the sales
function into six basic steps.

1. Making Contact
2. Arousing Interest
3. Stimulating Preference
4. Making a specific proposal
 5. Closing the order
6. Keeping the customer sold.

He then analyzed each step as follows.

1. Making contact: Salesperson can make a few contacts each day. Advertising can make
thousands of contacts each day.
2. Arousing interest: Salesperson can arouse interest in a few prospects each day. Advertising can
interest all our potential prospects.
3. Stimulating preference: Salesmen can create preference in one place at one time. Advertising
can be everywhere at once creating preference.
4. Making a specific Proposal and
5. Closing the order: These are the steps that, in our business, the salesperson, and he alone, can
do best.
6. Keeping the customer sold: This can be done more effectively by advertising, because key men
in industry change jobs, titles and location at the rate of 50% per year, in normal times.

Using advertising to do steps 1, 2, 3, and 6 will free the salespersons time from these jobs, enabling him
to concentrate on steps 4 and 5. In this way, a salesperson can do a more effective job of performing the
two steps for which he is best equipped.

Questions:

Examine the business situation facing Wallace. How typical is it?

Study the Machinery used in plastic products making. Develop a one page note on the same.
Discuss the two points of view stated in the case. Advise the chairman on the ways in which you
think he should allocate his resources between R&D, advertising, etc.

Karwak Case Studies B2B Marketing

CASE NO. 4: ELECTRIC MOTORS INDIA LIMITED

Electric Motors India Limited (EMIL) is a reputed firm manufacturing electric motors. It
manufactures low tension squirrel cage induction motors in the range of 1 hp to 300 hp. Since its
inception thirty years back, it operates in a highly competitive environment; there are six players
in the market inclusive of EMIL, prices of all firms are at par, and the market is shared almost
equally by these players.

Low tension squirrel cage induction motors are very standardized products. Frame size, type of
insulation (e.g., F. B). enclosure type (e.g.. TEFC. SPDP) and standard of enclosure (e.g.. IP 55, IP
22) number of poles (e.g., 2, 4, etc.) are common to all manufacturers. That is to say, a 30 hp, 4
pole, TEFC motor of EMIL can be perfectly substituted by a motor of the same specifications of
another make and vice versa. This product has a wide range of application and a much diversified
customer base; it extends from agriculture, pharmaceutical, chemical, automobile and
automobile ancillary to mining, food, and beverages. It has OE customers as well as retail
customers. Its OE customers include turn-key plant suppliers in the fields of sugar, cement, dairy,
brewery, distillery, cogeneration, power generation plants, and equipment manufacturers for
pollution control, material handling, and foundry machinery, etc. The advantage of supplying to
OE customers is the large volume and lower promotional expenses. The disadvantages are lower
price, very high service level, heavy dependence on one buyer and accommodating requests for
out-of-turn delivery or delaying a delivery, etc. The suppliers value the OE business heavily.

EMIL is doing business with Sugars India Limited (SIL), an accomplished supplier of sugar plants
in India with a market share of 35% (it has only 3 competitors) since its inception thirty years
back. In early nineties, Maharashtra government permitted almost 100 new sugar plants of
capacity 2500 tpd (tonnes of sugar cane crushing per day) to be set up in various districts of the
state. These sugar plants were to be set up by cooperative societies. Some of these cooperative
societies approached SIL and signed a contract with them for the supply of sugar plants. (Other
societies approached competitors of SIL for the plants.) The contract value was around Rs. 32
crores. SIL, in turn, placed its orders on its vendors for the supply of bought-out items of which
electric motors was a part. EMIL received order for the supply of the electric motors for all the
contracts received by SIL. As a rule of thumb, one sugar plant needs about 30-40 motors of
various horse power. EMIL was very happy with the new order book position, which, in reality,
was impressive.
However, the cooperative societies could not raise the necessary amount and as a result all the
projects slowed down to zero in the initial stage itself. EMIL could not supply its motors. This
position continued for a period of 3-4 years. In the interim, cooperative societies did their best
to raise funds so as to go ahead with the project. A few societies did manage to raise substantial
amount, 4-5 of them came back to SIL and started re-negotiating the value with all other
conditions of the contract absolutely unchanged. All sugar plant suppliers, including SIL were
constrained to entertain their requests for a downward price revision, and ultimately, a price of
Rs. 28 crores was fixed in lieu of Rs. 32 crores.

The only way for SIL to cover up or improve the margin was to force its vendors to reduce their
prices. It adopted a methodical approach. It formed a cross-functional team consisting of
representatives from the project group, the procurement, and the finance functions to re-
negotiate with its suppliers. The team started with high cost bought-out items like turbines.
There were only two manufacturers of turbines and they had enjoyed the duopoly for the last
30-40 years. However, SIL managed to convince the turbine manufacturer to reduce its price by
18%. Looking at the value, this saving was substantial and SIL was encouraged to push for other
products too.

Now it was the turn of EMIL. Its local branch manager received a telephonic message from a
representative of SIL, whose name was unknown to him or the office. EMIL visited SIL the next
day to attend a meeting with the team. Although representatives of EMIL knew these team
members from minimal interaction that took place occasionally, they were a little surprised to
see' them renegotiating price. A lot of meetings took place between representatives of SIL and
EMIL. EMIL tried to impress upon them the longstanding business relationship, good pre-sales
and post-sales support given by EMIL in the past. It also reassured that the price at which deals
were closed were indeed rock-bottom. However, it appeared that this fell on deaf ears and a
situation arose wherein SIL rudely threatened EMIL of cancellation of existing orders and
stoppage of future orders as and when they come. EMIL was in serious trouble.

QUESTIONS:
 1. Comment on the marketing intelligence and the sales effort of EMIL.

2. Could EMIL have better explained the situation and justified that its prices were indeed
rock-bottom with no scope for downward revision of prices?

3. Should EMIL reduce the price and retain this account or prefer to lose business?

Karwak Case Studies B2B Marketing

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*******

CASE NO. 5: CHAPMAN VARIATORS PRIVATE LIMITED

Chapman Variators Private Ltd. (CVPL) is a firm known for its high quality tailor-made mechanical
drives. Its mechanical drives find application in paper mills, chemical plants, and pharmaceutical
companies. As a matter of policy, it decided to be a niche player by providing only tailor-made
mechanical drives. It practically had no competition for the market it served.

CVPL had sent a detailed techno-commercial offer to Padma Paper Mills Ltd. (PPML) for a
drive; this drive was for substituting an imported mechanical drive. PPML was a large and highly
profitable paper mill with potential for repeat business. It also had a lot of referral potential.
PPML was interested in the offer because of poor after-sales service and very high price (five
times that of CVPL) of the overseas supplier. Added to this were hassles associated with imports.

PPML had evaluated the technical part of the proposal and was satisfied with it. Price was a
non-issue as there was no local competition and its price was 20% of that of the imported product.
Other commercial clauses like Ex-CVPL works delivery, warranty and delivery schedule of CVPL
were also acceptable to PPML. However, there was problem with payment terms. CVPL, as a
policy, never gave credit, due to bitter experience it had in the past (customer did not pay for long
despite being financially sound and CVPL wasted a lot of money and time in follow-up) and PPML
wanted to pay only when delivery was made. Thus, there was a deadlock. This policy of paying
after the delivery was made was based on a bitter experience PPML had with another firm in the
recent past (one of the suppliers delayed dispatch by about three weeks after PPML paid him).

CVPL wanted this order, as an entry would mean repeat business with PPML. CVPL knew that
price is a non-issue, and was thus sure of doing business on a comfortable margin. However, it
was not prepared to agree to the payment terms of PPML. The sales engineer concerned was
thinking hard on following issues:

1. Was this customer that important to his firm? The customer was showing him the carrot of
future business, but was unable to commit the date by which he would place another order.

2. Will not PPML ultimately agree to CVPL payment terms? CVPL is a monopoly supplier; PPML
is facing problems with the imported mechanical drive, and experienced import hassles. Add
to this the attractive price offered by CVPL. The value of Rs. 35,000 is not a big amount
 considering the size of PPML. He, in the interim provided PPML with references and list of
customers so that PPML will get 'first-hand' information about it, and feels a little more
confident about CVPL.

3. Even if PPML ultimately agrees to CVPL payment terms, will it foster long term business
relationship and offer referral value?

4. What payment terms would be mutually acceptable? To start with, he came out with the idea
of a letter of credit (LC); PPML rejected it as it claimed that the effort involved in opening of
a LC is not worth the value of the job. A 'post-dated cheque' was also rejected as PPML did
not have that practice. Can it be 'documents through bank' or 'hundi' payment? How to
convince customer about it?

QUESTION:

Advise the best course of action and explain how you would convince the customer to take
the course of action proposed by you.

Karwak Case Studies B2B Marketing

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****

______________________________________________________________________________
_

CASE 8: UNDERSTANDING SFA

SCENE 1:

You are a supplier of business desktops and servers and also shoulder the responsibility to maintain
it. You are now on your way to meet your biggest customer Mr. Sharma chairman of Neon Logistics.
You are expecting to get some more business from Neon Logistics today.

You arrive at the building and take the elevator to his office. He seemed pretty tensed and was talking
to his staff member. But when he sees you he dismisses his employee and asks you to sit down.

Today he is not interested in placing an order. In fact, he might never place another one. As he explains
it to you that its more than 28 hours since their work has been at standstill. The server is not working
properly and three PCs have gone down. He himself and his people have been on the phone to your
customer support center since the breakdown occurred but nothing has been done.

Your face betrays your surprise. No one told me about this, Mr. Sharma as you strive to recall any
SMS or voice mail messages you might have received off late. You try to put some excuses but he is
not in a mood to listen to anything and waves you a goodbye.

Will I get this order? is what you think while leaving Neon Logistics.

SCENE 2:

You are a supplier of business desktops and servers and also shoulder the responsibility to maintain
it. You are now on your way to meet one of your important customers Mr. Sharma, chairman of Neon
logistics. You are expecting to get some more business from more business from him today.

While on the route to his office you turn on your PDA (Airtel BlackBerry), which begins
beeping. The screen display reads Urgent! Customer problem. Neon logistics server is
 undergoing problem, three PCs are also down. Service representative has been sent and is
working on the problem. You arrive 15 minutes early to his office and decide to go and have
a look at the situation. There you find your service representative busy in repairing the problem.
He tells you that the server has been repaired. The work on the desktops is also on the verge
of completion and wont take more than an hour. One of the desktops hard disk was having
bad sectors and has been replaced. All the files have been recovered successfully.
Relieved, you take the stairs to Mr. Sharmas office. He appears in the doorway and sees you in.

Dont worry Mr. Sharma every thing has been taken care of and system will be back in action within
an hour, you said.

He looks at you and smiles I knew you would, he says. I believe our workload is increasing day by
day and we probably need an upgrade. How soon can you do it?

Thirty minutes later, you leave his office and head towards EDP department where your service
representative has been working to ensure the system is back on track. As you walk towards parking
lot, you realize youre leaving behind a relieved customer and are confident about increase in your
order booking.

ACTIVITY BASED ON CASE-STUDY

1) Develop an explanatory note of scene 1 and scene 2 in your own words.

2) List out the reasons why the sales person in scene 2 is confident of getting the order from Neon
Logistics.

3) Study Sales Force Automation. Relate the case study and discuss how the elements of SFA
might have helped sales process in scene 2.
 (Adopted from CRM book by Abhay Kardeguddi for Symbiosis Centre for Distance Learning)

Case No 9: Alfa Beta: Strategy Frame

Alfa is an Industry leader and has accumulated a wealth of resources of every kind human
talent, technical skills, distribution access, well known brands, manufacturing facilities and
cash flow and it can fund just about any initiative it considers strategic. But its aspirations to
remain atop its present perch, to grow as fast as its industry, and to achieve a 15% return on
equity are modest. Where do you go, Alphas managers ask them selves, when youre
already number one?

Beta, its rival, is a relative latecomer to the industry. It is much smaller then Alpha and has no
choice but to make do with fewer people, a smaller capital budget, more modest facilities, and
a fraction of Alphas R&D budget. Nevertheless, its ambitions belie its meager resource base.
Betas managers have every intention of knocking Alpha off its leadership perch. To reach this
goal, they know that they must grow faster than Alpha, develop more and better products than
Alpha, and build a worldwide brand franchise and a presence in every major market, all while
expending fewer resources. The misfit between Betas resources and its aspirations would lead
most observers to challenge the feasibility of its goals, if not the sanity of its managers.

Consider the likely effects of Alphas abundance and Betas ambition on how the two
companies frame their competitive strategies and marshal their resources.
What according to you is the main difference in Alpha and Beta?

What Strategies and Tactics may guide Beta towards its Goal?

What will Alpha have to do if Beta challenges it?

(Karwak case studies Strategic marketing)

CASE STUDY 10: CULTURE OF SERVICE: GENERAL ELECTRIC

GEs most complex and intimate relationships develop in the large capital goods businesses- jet engines
and medical systems. In these situations, initial purchase price range from millions of dollars to
hundreds of millions of dollars. Despite these intoxicating numbers-just imagining the commissions is
enough to make you dizzy- GE encourages its executive to look beyond its initial sales and consider the
long-term value of customer retention to the companys bottom line.

Although GE probably wont be auditing your wardrobe in the near future, its jet engine businesses
regularly perform what could be called wing audits to determine the exact needs of the airline
customers. The relatively small number of customers-there are only 300 airlines around the world-makes
monitoring process highly manageable. Additionally, the purchasing cycles of these customers are usually
well known. So its not difficult to project the sales revenue with reasonable certainty. Whats less easy
to foresee, however, is the strategic value, or what we call lifetime value, of this customer base. This is
where things get interesting.
You just cant bolt a jet engine to a wing and forget about it. For the sake of both safety and economy
youve got to maintain the engine in a superb condition. Jet engines are subject to continuous
maintenance. From customers point of view, the expense of maintaining a jet engine is far more
significant than its initial purchase price. The vendor has the similar perspective- its far more profitable
to maintain a jet engine then it is to sell a jet engine. In fact, most of the jet engines are steeply discounted,
sometimes to the point of being sold at cost. Theres simply no such thing as a short-term relationship
between a customer and a vendor in this sector. Breaking off the relationship poses serious consequences
for both parties. To maintain this relationship GE has developed high value extranets for its large capital
goods customers. Anyone who buys a GE jet engine now knows that mission critical information is a
mouse click away. The latest FAA directives, as well as any safety bulletins, are posted on a special
extranet designed exclusively for jet engine customers. Blueprints, wiring diagrams, modifications and
schematics-can be accessed from the extranet site. In some cases engine problems can be diagnosed in
flight with the aid of sensors capable of beaming real time performance data to service personnel on the
ground. Spare parts can be ordered over this private network, which allows customers to monitor
shipping status. This feature alone saves airlines tens of thousands of dollars, since it enables them to
make decisions based on real time knowledge instead of hunches and intuition.

In old days, the salespeople in GE were trained to act like elephant hunters. Theyd go out on a game
hunt, find a big customer and bring back a half-billion-dollar order. Nowadays, for example, the pricing
on jet engines is so brutal that theyre sold at cost or worse. Soothe money has to be made in parts or
service. As a result, they have large service operations around the world that they didnt have a decade
ago. The people leading those operations have changed too. Today, they have shifted some of their top
talents into these service operations. They want to focus their resources into these service operations
because theyve become very valuable profit centers for them. Their aircraft engine services is now as
important a business as their jet engine equipment manufacturing operation.

Klaus Huber, director of European sales for GEs aircraft engine division, doesnt mince words when
talking about the role of on-to-one relationships in building long term profitability. What happens after
they buy your product-is everything. In this business you cant leave people in the lurch. Because they
will never come back to you again.

Lufthansa is Hubers largest account. Hubers success as a manager is based on his ability to maintain a
steady stream of communication between GE and their airline. A small squad of GE technicians and
engineers assigned to the Lufthansa maintenance shop provides elbow-to-elbow contact with their
client. While this live-in arrangement guarantees daily exchanges between the jet engine maker and its
end-users, its only part of the relationship process. In addition, Huber manages the overall relationship
with the help of a formal entity called the customer team, or CT. The CT is composed of representatives
from various specialties such as sales, customer support, technical services, parts and repair. All of us
talk together on the phone every day. We make sure everybody on the team knows what the customers
needs are. We make sure were servicing those needs. And we look for new opportunities to serve the
customer.

Over the years, customer-driven behaviors have played a major role in the success of the aircraft engines
division. During the 1940s and 1950s, GE provided aircraft engines solely to the military. In the 1960s the
company saw an opportunity to sell into the commercial aviation market and differentiated itself largely
by establishing a more customer-friendly environment than its competitors. Today GE is a leading
provider of the jet engines used on wide-body aircraftthe most lucrative part of the commercial market.

Huber embodies an interesting synthesis of Welchs concept of the boundryless organization and our
vision of the fully integrated, one-to-one enterprise in which turf wars are obsolete and mission-critical
information flows seamlessly across divisions. When a problem happens, we dont argue about whos at
fault, says Huber. If the plane isnt flying, our customer is losing money. We know the clock is ticking,
so we go in and fix it, no argument. Responsiveness is our game.
 Extranets have also been designed for customers of GEs medical systems business. GE can remotely track
the operational status of its medical systems worldwide, 24 hours a day. An imaging device in a Boston
Hospital will be monitored during the day by GE technicians at New York. When the New York teams shift
is over, it hands off to a team in Tokyo. 8 hours later a team based in Paris takes over. When the shift is
through, New York picks up the ball again.

Smart sensors alert the technicians to any variance in the machines operation. Based on the machines
known performance characteristics, the technician will diagnose and troubleshoot the problem. In most
cases, they are able to alert the operators at the hospital before they even notice somethings out of
kilter. And if necessary, they will dispatch technicians to the scene to fix the problem before the customer
has even asked for help. This is what they mean when they say Were using information to build intimate
relationships with our customers. This is where it becomes tougher for the competitors to match them.
What GE feels is that today customers are seeking relationships, not products.

(Abridged form of case studies from 1to1 marketing by Don Peppers and
Dr.Martha Rogers)

ACTIVITY

1. Based on web search find out about the competitors of GEs aircraft engine division.

2. What do understand by Welchs Boundry-less organization?

3. Explain how communication and relationship is at the core of business between GE and Lufthansa.
4. Visit a nearby modern hospital and enquire about the customer service they get from the medical
equipment providers. Write a detailed note based on your experience.

Karwak Case Studies Industrial (B2B) Marketing

(Adopted from: CRM book by Prof. Abhay Kardeguddi for SCDL, Pune.)

***********************************************************************
 Digital
Marketing

CONTRIBUTERS:
Prof. Pradeep Sadarpatil
Prof. Dr.VishramRajhans
Prof. S. Lakshminarayanan
Internet Marketing
31st Batch
Session Plan
Ses Topic Page
sio No.
n
no.
1 Introduction 3
&
2
3 Internet Micro-environment 41
&
4
5 Internet Macro -Environment 97
&
6
7 Internet Marketing Strategy 151
&
8
9 The internet and the 214
& Marketing mix
10
11 Relationship marketing using the internet 256
&
12
13 Delivering the online 301
& Customer experience
14
15 Interactive marketing communications 348
&
16
17 Maintaining and monitoring the online 415
& presence
18
19 Business to-Consumer internet marketing 451
&
20
21 Business-to-business internet marketing 484
&
22
23 Revision

Ca Topic Page
se No.
No
.
1. e-bay thrives in the global marketplace 33

2. Zopa Launches a new lending model 90

3. Boo hoo-learning from the largest European 141
dot com failure
Tesco .com uses the internet to support its 207
4. diversification strategy
5. The relaunched Napster changes the music 248
marketing mix
6. Boots mine diamonds in their customer data 291

7 Refining the online customer experience at 341

dabs.com
8 Making FMCG brand sizzle online 409

9 lastminute .com establishing and maintaining a 478

competitive position
 10 Growth , volume and dispersion of electronic 506
markets

Books:
1. Internet Marketing strategy, Implementation and practice-David Chaffey, Fiona Ellis-
Chadwick, Kevin Johnston, Richard Mayer-Third Edition. Pearson Publication

2. E-Marketing-Judy Strauss, Raymond Frost. Sixth Edition. PHI learning Private Limited.

Faculties:

Prof. Pradeep Sadarpatil

Prof. Dr.VishramRajhans.

Prof. S. Lakshminarayanan
 MARKETING
RESEARCH

CONTRIBUTERS:
Prof. Shweta Shirolikar
 MIT SCHOOL OF BUISNESS
Session Plan - Marketing Research -31st Batch Sem 3rd

Session
No Details Chapter No

Introduction, Evolution and Emerging issues -Definition,

1 Ned and Importance , Scope, Type, Chapter 1 of the reference book
Marketing Intelligent System , MDSS, DSS, value for Chapter 1 of the reference book+
2 Information, scope and significance NKMalhotra

Marketing Research Process and Research designs ,

3 souces of secondary data , Qualitative techniques- brief Chapter 2 and 3 of the reference book

4 Measurement and scaling Chapter 2 and 3 of the reference book

Qnr designing- the customer centric approach ,
5 sampling Techniques, sample size determination Chapter 4,5,6 of the refrence books
6 , Data collection and field procedures Chapter 6 of the reference books
7 Planning of Data Analysis Chapter 7 of the reference books
8 Basics Simple Tabulation and Cross Tabulation Chapter 8 of the reference book
9 Basics ANOVA and design of experiments Chapter 9 of the reference book
10 Basics Correlation and Regression Chapter 10 of the reference book
11 Basics Discriminant Analysis Chapter 11 of the reference book
12 Basics Factor Analysis for Data reduction Chapter 13 of the reference book
13 Basics Cluster Analysis for Market Segmentation Chapter 14 of the reference book
14 BasicsMultidimentional Scaling for Brand Positioning Chapter 15 of the reference book
15 Basics Conjoint Analysis for Product design Chapter 16 of the reference book
Application of the Marketing research - Market
16 Segmentation,
17 Product research
18 Price Research and Distribution Research
19 Advertising research and Sales Promotion Research
20 Social research
21 Retail audit and Web based survey
22 Readership survey and Test Marketing
23 Corporate Image study
 CUSTOMER
RELATIONSHIP
MANAGEMENT

CONTRIBUTERS:
Prof. Shweta Shirolikar
Prof. Gaurav Petkar
 Assignments:

Assignment No 1:

Prepare a detailed project on the Hotel sector in India, highlighting all possible touch
points used by hotels today.

Assignment No.02

Choose any product or service and prepare a customer satisfaction strategy that can be
used for ensuring better customer satisfaction.

Assignment No.03

Describe application of CRM in one of the following industries: Manufacturing / Insurance

/Airlines / Telecomm or any B2B industry.

*****
COURSE NAME : PGDM SEM: III
CUSTOMER RELATIONSHIP MANAGEMENT
(Syllabus and Session Plan)
Objectives of the Course:

1. To impart comprehensive knowledge about the CRM and its importance in

business to the students.

2. To make the students knowledgeable and skillful in developing CRM programme.

Session Topics Ref. Book

No. (Page No.)
1 Introduction
Establishing rapport between faculty and students,
syllabus overview, about lectures and cases, etc.
2 Customer Care Book 1 ( 3)

3 Customer Response Book 3 (89)

4 Customer Satisfaction Book 3 (109)

5 Complaint Management Book 3 (170)

6 Case 1

7 Customer Life Cycle Book 1 (21)

Customer Life Value Book 1 (33)

8 Relationship Marketing Book 1 (44)

9 Case 2

10 Customer Relationship Management Book 1 (59)

Definition
 Customer Relationship Framework
Scope
Core Module of CRM
Technology and CRM
Levels of CRM

11 CRM in B2C Book 5 ( 61)

12 Case 3

13/14 Loyalty Management Book 1 (70)

Definition
Customer Loyalty and Satisfaction Book 3 (140)
Advantages of Customer Loyalty Book 3 (144)
Drivers of Customers Loyalty Book 3 (145)
Loyalty breakers Book 3 (150)
How to increase loyalty? Book 3 (159)
Reclaiming Lost Customers Book 3 (163)
Customer Loyalty Management
Loyalty programmes

15 Case 4

16 CRM : Customer Retention Strategy Book 6 ( 195)

17 Service Quality and CRM Book 1 (70)

18 Case 5

19 Customer Driven Quality Book 1 (70)

Quality ad its relevance to CRM
 Concept of Customer Driven Quality
Quality Management
Quality Policy
Quality Objectives
Quality Management System
Quality management principles
Implementation of Quality Management System

20 CRM in B2B Book 5 ( 88 )

21 Case 6

22 CRM & Sales Force Automation Book 1 (70)

Meaning
Objectives of SFA
Features of SFA
Strategic Advantage of SFA
Key factors of successful SFA

23 e-CRM Book 1 (70)

Meaning
Benefits
Data handling in e-CRM
Planning and Implementing an e-CRM, key areas Book 1 (197)

24 Case 7

25 Planning & Implementing Book 1 (160)

Scope
Significance of CRM Project
CRM Implementation Process
Managing CRM adoptions within an Organization
Success factors for CRM
 26 Employee Factor In Customer Relationship Book 2 ( 318)
Management

27 Case 8

28 Business Process Reengineering Book 1 (179)

Meaning
Myths bout BPR
BPR Implementation Process

29 Data Quality Management Book 1 (183)

30 Case 9

31 Information Security Management System Book 1 (185)

32 CRM Trends, Challenges and Opportunities Book 8 (183)

33 Case 10

34 CRM Practices in Indian Service Business Book 2 (211)

(Presentation by students )
Banking And Financial Industry
Hospitality Industry
Aviation Industry
Retail Industry

Book References:
Book 1: Customer Relationship Management: BY Urvashi Makkar & Harinder
Kumar Makkar, Tata McGraw Hill

Book 2: Customer Relationship Management: BY Alok Kumar Rai, PHI

Book 3: Customer Relationship Management: BY R.K. Sugandhi, New

age International

Book 5: CRM A Strategic Perspective; By Shainesh , Jagdish N. Sheth

Book 6: CRM CRS: By Dr K. Govida Bhat

Book 7 : CRM; A Step By Step Approach: By H. Peeru Mohamed , A. Sagadevan

Book 8: CRM, The Foundation Of Contemporary Marketing Strategy; By

Roger. Baran & Robert J Galka , Routledge.

Sr. No. Title Key Words

1 Dow Chemicals Customer- centric e- Customer satisfaction,
business strategy Customer delight,
eCRM.
2 Importance of e-CRM in banking sector Touch points,
with the examples of swedbank and SEB e-CRM implementation,
bank
3 Customer Life Cycle management at Sia Customer Life Cycle,
Lifestyles Pvt. Ltd ( Sia Art Jewellery) Customer Loyalty ,
Loyalty programs.
4 Marriotts Customer-focused e-business Customer satisfaction
strategy eCRM,
CRM implementation.
5 Harrahs CRM Strategy e-CRM,
Loyalty Programs.
6 Tesco- the Customer Relationship Loyalty Programs,
Management champion Strategy.
 7 CRM/KM initiative at 3M Call centers.
e- CRM.
8 Asian paints business transformation by CRM implementation: Paint
implementation by CRM Sector
9 Aviva uses e-CRM to insure success CRM implementation;
Insurance Sector
10 Bharti Airtel; CRM implementation CRM implementation;
Telecom Sector

Retail and
Merchandize
Management

CONTRIBUTERS:
Prof. Vrinda Kirpekar
Prof. Shripad Joshi
 MIT School of Business
32nd Batch
Subject Name: Retail and Merchandize Management
Semester- III
Session no. Name of Topic Readings
Introduction to Retail:
Definition, Functions of Retailer, Rise of the Retailer,
The rise of Consumerism, Introduction of Private label,
Technology, The Global Retail Market, Technology
1 &2 Enabled Efficiencies, The Rise of the e-age. Chapter 1
Retail Models and Theories: The evolution of Retail
Formsts, theories of Retail formats, the concepts of life
3. cycle in retail, Classification of Retail formats Chapter 2
Case 1.
Retail in India: Concepts of organized retail,
Evolution of retail in India, Drivers of Retails in change
in India, Key sectors in Indian Retail, Challenges to
4 &5 Retail development in India Chapter 3
Case 2
Understanding Retail Consumer: Factors influencing
retail shoppers, Decision making process, Market
6 Research, a tool to understanding retail markets Chapter 5
Retail Strategy: What is Strategy, Steps involved in
7. Developing Retail strategy Chapter 6
Case 3
Store Site Selection: Types of retail locations, steps in
8 finding locations. Chapter 7
Retail Franchising: The concepts of franchising,
Evolution of franchising, Types of franchising,
9 Franchising in India. Chapter 8
Case 4
 Basics of Retail Merchandising: What is
merchandising, evolution of Merchandising, Factors
10 affecting the Merchandising function. Chapter 9
11 The process of Merchandising planning, Chapter 10
Case 5
Retail Pricing: The concept of Retail Price, Elements
of Retail Price, Determining the price, Retail Pricing
12 Strategies. Chapter 12
Merchandise Allocation, Evaluating Merchandise
13 Performance. Chapter 12
Case 6
Private Label Brands: Concept of PLB, Evolution of
14 PLB, Advantages of PLB, PLB in India Chapter 13
Organization structure and HRM in Retail: Creating
15 organization structure, Human resources in Retail. Chapter 15
Case 7
Retail Store Operations: Key roles in store
environment, Elements of Retail Operations, Store
16 Administration Chapter 16
The Legal and Ethical aspects of Retail Business:
The people Perspective, the operation perspective,
17 Ethical issues in retail. Chapter 17
Case 8
Retail store Design and visual Merchandising:
Importance of store design, Exterior Store Design,
Interior store design, Types of Layouts, methods of
18 display Chapter 18
Supply Chain Management: The concept of supply
chain management, Supply chain integration, and
19 Retail logistics. Chapter 20
Case 9
.Retail Marketing and Branding: The role of Marketing
in Retail, The Retail marketing mix, The STP approach,
20 The retail communication mix. Chapter 22
Servicing the Retail Customer: Importance of Service
in retail, Principles of distinctive service, Measuring
21 gaps in services. Chapter 23
Case 10
Role of Technology in Retail: Need of technology and
importance of technology in retail, factors affecting use
of technology in retail, Internet retailing, mobile
22 commerce. Chapter 24
 23 Revision

Text Book (For distribution to the students)

Retailing Management, text & cases, 4th Edition
-Author: Swapna Pradhan, Publisher: Tata McGraw Hill Publication

Other Readings
Retail Management, a Strategic Management (Eleventh Edition)
-Author: Barry Berman, Joel R. Evans, Mini Mathur, Publisher: Pearson Publication

Assignment 1

Visit any shopping mall and find out following information by interviewing the manager.
Prepare a report which should include following aspects:

1. Challenges faced by malls

2. Effect on the sale due to on line purchasing of consumer
3. Pricing strategies
4. Sales promotion strategies.
5. HR problem.
 6. Competitive strategies.
Assignment 2

Shoppers in India are unique in terms of their characteristics or attributes as buyers. Using the
four key characteristics of Indian shoppers, that is 1. Highly value and price conscious, a
preference for hedonic shopping trips to family destination retail stores. 2. Preference for
occasion-oriented shopping. 3. Least loyal to stores and 4. Openness to credit. Prepare a
detailed report that studies the similarities and differences between shoppers in for emerging
retail market: India, South Africa, Russia and Brazil.
 STRATEGIC
BUSINESS
MARKETING
SBM

CONTRIBUTER:
Prof. Dr. Ashok Kurtkoti
 MIT School of Business

PGDM Session Plan Semester III

Subject Name: - Strategic Business Management

Prof. (Dr.) Ashok Kurtkoti

Batch 32
Objective
With the change in the business environment, it is essential to acquaint students with ever changing &
vibrant market scenario.
Due to liberalization, privatization & globalisation, the Indian Market has rapidly changed and the focus
has shifted to Strategic Marketing.

Learning Outcome
The course should enable students to develop conceptual thinking which will help students to use
various tools & techniques to perform their jobs effectively.

References
R1 Strategic Marketing: By David W. Cravens & Piercy (Tata McGraw Hill Publication)

R2: Marketing Strategy and Competitive Positioning- Graham Hooley, Niegil Piercy and Brigitte
Nicouland

R3: Crafting and Executing Strategy, A.Thompson, M. Peteraf,J.Gmable, A.Strickland and A.Jain(Tata
McGraw Hill Publication)

Lecture
Topics Covered Suggested Reading
No.
01 Market Driven Strategy R1, Chapter 1
02 Corporate, Business and Marketing Strategy R1, Chapter 2
03 Case 1
04 Markets & Competitive Space R1, Chapter 3
05 Strategic Market Segmentation R1, Chapter4
06 Case 2.
07 Capabilities for Continuous Learning About Markets R1, Chapter 5
08 Market Targeting and Strategic Positioning R1, Chapter 6
09. Case 3
10 Strategic Relationship R1, Chapter 7
11 Planning for New Products R1, Chapter 8
12 Case 4
13 Strategic Brand Management R1, , Chapter 9
15 Case 5.
16 Pricing Strategy R1, 11
17 Pricing Strategy
18 Case 6.

19 Promotion. Advertising and Sales Promotion Strategies R1, chapter 12

20 Promotion. Advertising and Sales Promotion Strategies R1, chapter 12
21 Case 7
22 Sales Force, Internet and Direct Marketing Strategies R1, chapter 13
23 Sales Force, Internet and Direct Marketing Strategies R1, chapter 13
24 Case 8
25 Designing Market Driven Organizations R1, Chapter 14
26 Designing Market Driven Organizations R1, Chapter 14
27 Case 9 R1 Chapter 10
28 Blue Ocean strategy Blue Ocean Strategy (Kim
and Mauborgne, 2005
29 Blue Ocean strategy Blue Ocean Strategy (Kim
and Mauborgne, 2005
30 Blue Ocean strategy Blue Ocean Strategy (Kim
and Mauborgne, 2005
31 Case 10
32 Corporate Culture and Leadership R2,Chaper 12
33 Corporate Culture and Leadership R2,Chaper 12

Additional Suggested Readings

1. Marketing Strategy Boyd Walker, Mullins Lorrech.

2. Marketing Management Philip Kotler, 11th Edition
3. Various Journals, Magazines, News papers, Published articles on this subject from time to
time
4. Strategic Planning Formation of Corporate strategy- Ramaswamy
5. Modern Competitive Strategy- Gordon Walker, Tata McGraw Hill, 2nd Edition
6. Blue Ocean Strategy (Kim and Mauborgne, 2005
 SERVICES
MARKETING

CONTRIBUTER:
Prof. Dr. Rajendra Bartakke
Prof. Meenal Pendse
COURSE NAME : PGDM SEM: III
SERVICES MARKETING
(Syllabus & Session Plan)
Objective of the Course:

To impart comprehensive knowledge about the Services Marketing and its

importance in changing economy to the students.

Session Topics Ref. Book

No. (Page No.)
1/2 Introduction
Establishing Rapport Between Faculty and Students,
Syllabus Overview, About Lectures and Cases, etc.

2 Introduction Services Chapter 1

(Book: I)
What are Services? 4- 7
Why Services Marketing 9 14
Service and Technology
Characteristics of Services 21-24
Services Marketing Mix 26-28

3 The Gaps Model of Service Quality Chapter 2

(Book: I)
The Customer Gap 38
The Provider Gap 38- 48
Putting it all together : Closing the gaps 48-49

4 Customer Expectations of Service Chapter 3

(Book: I)
Service Expectations 59-63
Factors that Influence Customer Expectations of 63-69
Service
5/6 Customer Perceptions of Service Chapter 4
(Book: I)
Customer Perceptions 84-85
Customer Satisfaction ;
What is Customer Satisfaction? 86-87
What Determine Customer Satisfaction? 87-91
Outcomes of Customer Satisfaction? 91-92
Service Quality : Service Quality Dimensions , E- 93-98
Service Quality
Service Encounters ; The Building Blocks for Customer 99-109
Perceptions

7 Listening to Customers Through Research Chapter 5

(Book: I)
Using customer research to understand customer 123
expectations :
Research Objectives for Services, 123-125
Criteria for an Effective Service Research Program 126-129
Elements in an effective service research program. 129-140

8 Building Customer Relationships Chapter 6

(Book: I)
Relationship Marketing 156-165
Customer Profitability Segments :Profitability Tiers- The 167-168
Customer Pyramid
Relationship Development Strategies 169-176
Relationship Challenges 177-179

9/10 Service Recovery Chapter 7

(Book: I)
The impact of service Failure and Recovery 192
Service Recovery Strategies : Fixing the Customer 199- 209
Service Recovery Strategies: Fixing the Problem 209-212
 Service Guarantees 201- 217

11/12 Service Innovation and Design Chapter 8

(Book: I)
Important Considerations for Service 231-233
Types of Service Innovation 235-238
Stages in Service Innovation And Development 239-248
Service Blueprinting : A Technique for Service 2545-156
Innovation and Design

13/14 Customer Defined Service Standards Chapter 9

(Book: I)
Factors Necessary for Appropriate Service Standards 276-270
Types of Customer- Defined Service Standards 270-280
Development of Customer Defined Service Standards 280-288

15 Physical evidence and the Servicescape Chapter 10

(Book: I)
Physical Evidence 295-299
Type of Servicescape 299-300
Strategic Roles of the Servicescape 300- 305
Guidelines for Physical Evidence strategy 319-120

16/17 Employees Role in Service Delivery Chapter 11

(Book: I)
Service culture 333-334
The Critical Role of Service Employees 334-339
Strategies for Delivering Service Quality Through 346-356
People
Customer Oriented Service Delivery 356-358

18 Customers Roles in Service Delivery Chapter 12

(Book: I)
 The importance of Customers in Service Co-Creation 368-372
& Delver
Customers Role 372-379
Strategies for Enhancing Customer Participation 382-390

19 Managing Demand and Capacity Chapter 13

(Book: I)
Capacity Constraints 402-404
Demand Pattern 404-406
Strategies for Matching Capacity and Demand 406-414

20 Integrated Service Marketing Communications Chapter 14

(Book: I)
The need for Coordination in Marketing 437-439
Communications
Key Service Communication Challenges 439-441
Five Categories of Strategies to Match Service 441-460
Promises with Delivery

21 Pricing of Service Chapter 15

(Book: I)
Three Key Ways that Service Prices are Different for 466-471
Customers
Approaches to Pricing Services 471-478
Pricing Strategies that Link to the Four Value 479-489
Definition

22 The Financial and Economic Impact of Service Chapter 16

(Book: I)
Offensive Marketing Effects of Service : Attracting 500-503
More and Better Customers
Defensive Marketing Effects of Service: Customer 503-504
Retention
 The Key Drivers of Service Quality ,Customers 510- 511
Retention and Profits

23/24 Emerging service sectors in India Chapter 19

(Presentation by Students ) (Book: II)
Health Care Sector in India
Biotechnology Industry in India
Retailing Sector in India
The Banking Sector in India

REFERENCE BOOK:

Book 1 : Services Marketing by Valarie A Ziethaml, Mary Jo Bitner , Dwayne

D Gremler & Ajay Pandit , 6thed , McGraw Hill Education.

Book 2: Services- Marketing, Operations and Managements By Vinni Juhari ,

Kirti Datta, , Oxford University Press.

CASES
Case No. Title Key Words
1 Dr. Becketts Dental office Services Marketing
Mix, Service
Delivery
2 Happy Price and Happy Shopping at Food World Service GAP,
Technology
3 ATM Network at PHI Bank Service Research
4 Bossard Asia Pacific: Can it Make its CRM CRM
Strategy Work?
5 Service Failure and Recovery Strategies in the Service Failure ,
Restaurant Sector: an Indo- US Comparative Service Recovery
Study
6 Fern n Petals Service Process
7 Physical Evidence - A case of KFC Physical Evidence
8 Realities of Rural Market Segmentation Customers Role
9 The Accra Beach Hotel : Block Booking of Demand & Capacity
Capacity During a Peak Period
10 Why differential Pricing Helps the Poor? Pricing