Brand Management- Questions for case studies

Himalaya Herbal- Questions for Himalaya Herbal case study:

1.What are the major findings about the involvement levels of consumers in the oral care category that
can be understood from the participants’ responses regarding their habits and practices with respect to the
category?

2.How many respondents (in percentage) exhibit high and low/medium involvement with regard to the
oral care category, and express high/low cognitive and affective associations with regard to each of the
brands ? How are the involvement levels associated with each of the brands?
3.How does low category involvement affect brand attitude? Explain the inconsistency in those instances
where brand attitude overwhelms category involvement.

4.How many consumers expressed consistency between the strength of their cognitive beliefs and the
strength of their affective beliefs associated with their respective brand choices? How can any
inconsistencies in the same be explained?
5.Taking into account the category-level and segment-level analyses, what kind of implications are
relevant at the segment level (for each segment)? How do consumer beliefs relate to the positioning of
brands in each segment?
6.What kind of recommendations would you provide for the Himalaya brand after taking into
consideration the responses to questions 1-5?
7.What should the positioning dimensions of Himalaya be, and how can it be differentiated? How
can Himalaya create an attitude towards its ads/brand to convey its differentiated proposition?

Super Shampoo Case-

The questions of Super Shampoo are as follows:

1. What are the category beliefs among the non-users of shampoo?

2. What are the cognitive beliefs on the three brands of shampoos? (What are those advertising elements
that match with the cognitive beliefs?)
3. What are the affective aspects reflected by advertisements of the three brands of shampoos? (What
are
those advertising elements that match with the affective aspects?)
4. Are there differences between the cognitive and affective beliefs reflected by the respondents based on
their exposure to the ads of the three brands? Why are these differences being observed?
5. How strong are the conative beliefs of respondents after they are motivated by the cognitive and
affective aspects of the three brands?
6. What is the implication of some brands being rated high on conative aspects after consumers are
convinced about the respective cognitive and affective aspects of the brand(s)?
7. How does each brand score on the cognitive, affective and conative aspects (each brand can be
marked
as low, medium or high on each of these components)?
8. How does each brand score on attitude towards the brand?
9. Based on the analysis and the application of concepts, how can a new brand be launched?
JSW Shoppe: 1. a. Differentiate between the previous and new business models and identify the
advantages of the new model.

b. What does this changeover mean for the Indian steel industry’s conventional business
model?
2. What are the challenges faced by JSW in implementing and executing the new business
model?
3. a. What are the issues and challenges that arose when JSW moved away from a traditional
distribution
model (dealers) to an organized retailing format of franchising? Also, discuss the
organization’s response to these concerns and challenges.
b. Identify the execution flaws that gave rise to the concerns for the company.
4. Are the marketing initiatives introduced by JSW sufficient to achieve the desired objectives?
What additional measures can be considered both for the short as well as long term?
Infosys:1. Characterize the outsourcing IT market and India’s role in the category. Why is
Indian dominance important for Infosys?

2. Describe Infosys’s growth, the business models that have sustained that growth and the
questions that management needs to address.
3. Analyse the Indian IT industry, the domestic market for IT, IT Enabled Services (ITES) and
Business Process Outsourcing (BPO), as well as the Indian value proposition relative to other
countries.
4. Describe the changing customer behavior and expectations for IT outsourcing.
5. Describe the product market strategy, the competitive strategy with large global players and
the brand architecture of Infosys for positioning.
6. What is the opportunity to develop the Indian domestic market? How do Indian companies
compare with Japanese and Taiwanese models for global branding?
7. How can Infosys develop a global brand?

Centuryply:1. Are Centuryply’s branding initiatives strategically matched with the branding practices
of the plywood industry?

2. Is there harmony between the brand identity created by CPIL and the existing brand image in the
market?
3. Are Centuryply’s branding initiatives appropriately integrated with the company’s other marketing
mixes?
4. Should Centuryply now focus on the creation of a separate brand identity for plywood, laminates and
veneers in place of the current corporate branding strategy? What are the possible ways to do so?

Reebok: 1.. Micky Pant can be credited with introducing a novel (at the time) and innovative tool into
Reebok’s advertising strategy. Viral marketing was at the time only superficially understood. How would
you explain this technique to a lay audience? To what extent does it complement or replace traditional
media, e.g., television, billboards, direct mail?

2. Evaluate the Terry Tate commercials. Did they increase recognition of Reebok’s brand? Was the
central message effective? And memorable? Did it generate a sufficient level of positive attitudes
towards the brand?
3. Is this type of communication capable of capturing the attention of Generation X consumers? Explain
why/why not?