Descriptive Questions

1. What is Marketing? Discuss the three pillars of marketing.

STP

2. What is Marketing? Discuss the scope of marketing.

1. Product design

Product design is the four most important element in marketing the communication
needs & problems of the consumer have to be considered before marketing a new
product design.

2. Implementation of product

Once the decision is finalized about the design of the product more focus should be
there on communication with the production department regarding the
implementation of product features.

3. Pricing of Product

Pricing is the most important aspect of the product because it only decides the major
buying decision of the consumer. So if the product is very new to the market correct
& affordable pricing should be done.

4. Selection Of Layout

The layout is the place where actually the product /services will be availed so more
focus should be done on the exact location and layout.

5. Publicity of the product

Publicity means communication about the product and services for creating awareness
& demand for the product through publicity & Advertisement.

6. Distribution channel

Distribution channel means the number of intermediator like whole-sellers,

Retailers, distributors, and Agent who all are involved in the marketing channel.
 7. Selling of Product

Selling involves the actual challenge of marketing. The selling of products and
services involves different strategies like distribution through stores, salesmen,
Advertisements, Exhibitions, trade fairs, etc.

8. Collecting the feedback

This begins after the product is marketed and sold collecting feedback regarding
satisfaction or dissatisfaction-related features like price, to make availability, etc it is
to make changes in the marketing mix.

3. What is Marketing? Discuss the three value components of marketing.

Marketing is to create, communicate and deliver value to a target market at a profit.

Creating Value: Product Management

Long-term customer retention requires the consumer to continually recognize the worth of

your offering. A customer success manager’s responsibility is to continuously show how your

product benefits the customer’s business. Because of this, a business plan must include value

creation for customers.

In many cases, customers pay for the product’s perceived value. Cost and benefits are the two

main determinants of consumer value. A few examples of benefits are quality, popularity,

accessibility, convenience, and longevity. Customers may value your product or service more

if you increase benefits without raising prices. Always ensure that the benefits customers

receive from the product surpass the price they are paying for it. This maintains their

satisfaction and increases client retention. Helping customers achieve their goals is the major

aim of implementing the customer success strategy. And they cannot be measured until they

express their objectives in terms of value.

Communicating Value: Brand Management

You must guide your audience through exposure through awareness and attention,

comprehension, evaluation and yielding, retention, and action when you provide value. This
response hierarchy model represents the route that leads someone from learning about your

product or service to using it.

Delivering Value: Customer Management

Everybody is aware of what is indicated by a product’s “price.” But just as crucial for

strategic purposes is a product’s worth to the consumer, which is far less obvious because it

frequently relies on the customer’s subjective judgments. The most amount of money a

consumer would be willing to spend on a product is simply its value to them. In other words,

if a product’s price is more than its worth to the client, it is unlikely that the customer will

buy it. On the other hand, whenever a product’s value outweighs its cost, customers can get

better deals by purchasing it.

4. Discuss the characteristics of convenience products. What is the marketing challenge

in this category of products?
the convenience product is purchased most frequently. A convenience product is a consumer
product or service that consumers normally buy frequently, immediately and without great
comparison or buying effort.

Examples include products such as bottled water, laundry detergents, fast food, sugar and
magazines. As you can see, convenience products are those types of consumer products that
are usually low-priced and placed in many locations to make them readily available when
consumers need or want them.

These products require some specific marketing strategies. As they usually are quite
generic and easily replaceable, competition is extremely tough. At the same time,
differentiation is rather difficult.
A couple of key marketing strategies should be considered for this type of consumer product.
Firstly, prices should be low – in line or ideally below those of competing products.
Therefore, you would usually want to choose a competitive pricing strategy. Secondly,
promotion should target a large audience – nearly every household needs sugar.

However, most importantly, distribution must be widespread. You want to have your product
in as many different locations as possible – across different distribution channels, retailers,
and even within shops. For instance, you could want to sell your sugar in supermarkets,
convenience stores, mini-shops and so on. The goal is to be as close to the consumer and as
visible as possible. However, in this it is crucial to consider that the definition of convenience
has changed compared to the pre-digital era. Convenience once meant providing a product
within a reasonable walk or drive – just close to the consumer, so they can easily pick it up on
the way home from work or at a store nearby.

Today, Millennial and Gen-Z customers have different expectations. With all the technology
and on-demand culture these days, closeness and convenience are becoming redefined
rapidly. These consumers have grown up with the certainty that media and services are
available anytime, anyplace, at the push of a button. We could call this the Amazon Effect.

5. Discuss the characteristics of unsought products. What is the marketing challenge in

this category of products?
Unsought Goods are goods that the consumer does not know about or does not
normally think of buying, and the purchase of which arises due to danger or the fear
of danger and lack of desire. The classic examples of known but unsought goods are
funeral services, encyclopedias, fire extinguishers, and reference books.
In the case of unsought goods, a high amount of advertising & aggressive
sales techniques are required as the customer is unaware of the benefits or
in some cases about the product or has no desire to purchase. Since there is
no immediate & tangible benefit from the purchase, customers often feel no
desire to purchase.

Unsought products are those consumer products that a consumer either does
not know about or knows about but does not consider buying under normal
conditions. Thus, consumers do not think about these products under normal
circumstances, at least not until they need them.
Most new innovations, freshly out of the new product development process, are
unsought until consumers become aware of them. Other examples of this type of
consumer product are life insurance and pre-planned funeral services etc.

How do you market products that consumers do not really think about? You have to
make them think about them. As a consequence of their nature, unsought products
require much more advertising, selling and marketing efforts than other types of
consumer products. In many cases, aggressive advertising and personal selling is a
requirement. Prices can vary a lot and really depend on the specific product. Ideally,
you apply the pricing strategy that is most suited to the product characteristics. All your
efforts should focus on creating awareness and a perceived need for your product.
Therefore, demonstrating the product, emphasizing its benefits and offering an
attractive price are key to success.

6. Discuss the characteristics of specialty products. What is the marketing challenge in

this category of products?
specialty products involve much higher levels of effort in the purchasing process or
marketing funnel. However, while a special purchase effort is required, these products are
only relevant for a much smaller group of consumers.

Examples of specialty products include expensive cars, professional photographic equipment,

designer clothes etc. A perfect example for specialty products is a Ferrari. In order to buy
one, a certain group of buyers would make a special effort, for instance by travelling great
distances to buy one. However, specialty products are usually less compared against each
other. Rather, the effort must be understood in terms of other factors. Buyers for instance
invest more time to reach dealers that carry the wanted products. To illustrate this, look at the
Ferrari example: the one who wants one is often already since long convinced that he or she
wants a Ferrari – there is not that much comparison against other brands. But the buyer would
likely travel quite far to get to the nearest Ferrari dealer.

Which marketing strategies are relevant for specialty products? Here we are talking about
products with high prices, for which exclusive distribution in only one or a few outlets works
best. Promotion is more carefully targeted than for other product types to capture those few
consumers actually willing to buy such a special product.

7. Discuss the characteristics of shopping products. What is the marketing challenge in

this category of products?
Shopping products are products that the customer usually compares on attributes such as
quality, price and style in the process of selecting and purchasing. Thus, a difference between
the two types of consumer products presented so far is that the shopping product is usually
less frequently purchased and more carefully compared. Therefore, consumers spend much
more time and effort in gathering information and comparing alternatives.

Examples of shopping products include furniture, clothing, used cars, airline services etc. As
you can see, such products are a little more involving: they require more time, thinking and
investment than convenience products.

As a result, marketing strategies for shopping products are a bit different. They are usually
distributed through fewer outlets, but with deeper sales support in order to help customers in
the comparison effort. Also, the price is usually much higher than for convenience products.
Think about a used car – clearly this carries a different price tag than even the most expensive
sugar you can find on the shelves. In terms of promotion, you would typically consider more
targeted advertising, both online (e.g., Instagram ads) and offline (e.g., flyers, billboard ads
etc.). In addition, personal selling becomes a key strategy. Think about that used car again –
can you imagine the used car dealer trying to convince you to buy it?

In contrast to convenience products, differentiation is significantly easier for shopping

products. There are simply more attributes that allow to differentiate. Also, the purchasing
decision-making process is more complex, as consumers now want to compare product
attributes.

8. At what stage of the product life cycle is “Frooti”? As a brand manager, what
marketing strategy will you design for this brand?
Product lifecycle of parle frooti:
 1)Introduction stage- Frooti was launched in 1985, and it has been two decades but still it
holds the dominant position in the market. Frooti instantly caught the fancy of Indian
consumer with its tetrapack and some smart campaigns. Initially the drink was positioned
as a kids drink.Being a fruit drink frooti was considered to be healthy so within short span
of time the brand was an alternative to the unhealthy colas. Tetrapack extended its shellife
which was the biggest advantage.And very soon it became the market leader.

2)Growth stage-Frooti was positioned as a mango drink that is "fresh n juicy", for over 7
years the company promoted the product using the famous tagline. The product created
excitement in the market through a series of new variants and packaging. Lured by the
success of frooti, there was a lot of new launches in the market. Players like Godrej with
Jumpin , Kissan etc tried their luck but failed to dislodge frooti.

3)Maturity stage-In late 90's it reached its maturity stage, the brand was facing stagnation
in sales. The company tried to excite the market with an orange and pineapple variant but
both failed. So then came the experiment with packaging. The YO! frooti variant came with
a slim paper can aimed at the college going youth. Worried by the stagnant sales, parle
tried to reposition the brand to appeal to the youth aged between 16-21 years old.

4)Decline stage- Frooti still hasn't reached its declining stage, although frooti enjoys a
commanding market share i.e. 75%-85% ,it is still facing stagnation, Frooti may have to
reposition itself again to appeal to cola drinkers.

https://www.timetoast.com/timelines/product-life-cycle-of-parle-frooti

9. At what stage of the product life cycle is “Maggie”? As a brand manager, what
marketing strategy will you design for this brand?

Introductory stage in product life cycle of Maggi

Popular in many countries like Australia, New Zealand, South Africa, India, Nestle

wanting to explore the potential for such instant food/noodle brand in India,

launched Maggi in the year 1982. It took several years and lot of money for Nestle to

establish its noodles brand in India.

When Maggi noodles was launched in India it had segmented based on age and

urban families targeting kids, youth and office goers positioning itself as fast to
cook, 2 minute noodles, with the tagline of “taste bhi, Health bhi”. Positioning

however was not an issue, as no instant noodle had been launched in India, Maggi

was the first one.

In the initial stages, Maggi had high failure rates, frequent product modifications(to

adjust to Indian consumer), high marketing and product cost as they were trying to

build product awareness. With a lot of ups and downs and high failure rates, Maggi

survived the introductory stage.

Growth Stage in Product Life Cycle of Maggi

Around 1985, the demand for Maggi had increased tremendously in India recovering

their developmental costs and increasing the sales rate. Maggi remained the

monopoly in the Indian Market till 1990, after which Top Ramen entered the market

reducing the market share of Maggi a little.

10 years back Maggi had 50% of the market, In order to increase its sales again,

Maggi introduced a new flavour in 1997 which wasn’t well accepted by the consumer,

thus in 1999, Nestle re-launched its old flavour of Maggi, getting back on track in

terms of sales.

Over the years, Nestle has also introduced many products under the Maggi brand,

like the ketchups, soup, oats, pasta, more noodle flavours etc.

Maturity Stage in Product Life Cycle of Maggi

During it’s maturity stage, Maggi’s sales were at peak, production costs were low and

profits were high. In 2003, Hindustan Unilever Limited (HUL) was all set to take on
Nestle’s Maggi by launching a new category of liquid snacks under it’s food brand

Knorr Annapurna.

Priced aggressively at 5Rs, the new product called Knorr Annapurna Soupy Snax was

made available in 4 varieties. Like Maggi, it had a similar target market and

positioned it in a similar manner.

Also, Maggi faced tough competition from Top Ramen. That led to decline in sales,

signifying that Maggi had entered the maturity stage.

Maggi reaching the peak and seeing the sales rate declining launched a series of

new products. While keeping price aggressive at 5 Rs and made the distribution

channel more intensive to encourage their product over the competitor.

Decline Stage in Product Life Cycle of Maggi

There were certain hiccups in the way- like the banning of Maggi. Due to high lead

content almost led us to believe that our favourite noodle brand is now off the shelf.

And may be reached its last phase, i.e., the decline stage.

Read the entire story of how Maggi escaped its death here!

But Nestle invested more in the research of Maggi and took corrective actions. For

example, Internal employee engagement, increased campaign, more activities on

social media, and revived back from the near disaster.

Talking about the current scenario, After the world was hit by the Corona Virus

Pandemic In the year 2019, Maggi sales shot up by 25% as consumers stayed home

and stockpiled instant noodles.

With increase in total and domestic sales by 8.1% and 8.5%, respectively, Maggi’s

revenue in the year 2020 and 2021 is continuing to increase. Maggi therefore

escaped its death and climbed back from the decline stage and recovered well.

10. At what stage of the product life cycle is “Sensodyne”? As a brand manager, what
marketing strategy will you design for this brand?

Product life cycle is a business analysis that attempts to identify a

set of common stages in the life of commercial products. In other
words the ‘Product Life cycle’ PLC is used to map the lifespan of the
product such as the stages through which a product goes during its
lifespan. The product life cycle is commonly used to describe the life
of a product over time. This cycle consists of four stages: product
introduction, growth, maturity, and decline.

Introduction Stage – In this stage, the product goes through testing

and a prototype is developed. Then the new product is first made
available in the market.

Sensodyne was tested for a year on four parameters — taste,

dentist associations, retail presence and what type of advertising
would work. Sensodyne had earmarked Rs 25 crore on marketing
activities. They planned to reach out to around 15,000 dentists
across the country and lined up consumer activation programmes
with them.

Growth – If the product is popular with consumers, then sales will

start to rise. Product quality is maintained and additional features
and support services may be added. Advertising is often still heavy
at this point.

Sensodyne aimed at acceleration in growth in the sensitivity

category, within three years of launch they added two more
variants to their product range-Repair & Protect and Parodontax
toothpaste for bleeding gums

Maturity – Once the product is well established and consumers are

satisfied, then the product is widely accepted and growth slows
down. At the very end of the Maturity stage, and where there is no
further growth possible, saturation occurs. This is also referred to as
Saturation Point.

Decline – Sooner or later sales fall due to changes in consumer

tastes or new choices available from competitor’s products.

11. At what stage of the product life cycle is “Maaza”? As a brand manager, what
marketing strategy will you design for this brand?

Maaza has today come to symbolize the very spirit of mangoes. Universally
loved for its taste, color, thickness and wholesome properties, Maaza is the
mango lover’s first choice.Maaza came up with different campaigns to
position itself as harmausamaam in the mind of consumer. More reviving
campaigns were introduced to sustain the brand in the market. However,
with more fruit drinks coming up ,Maaza is on its declining phase and is
introducing new innovative campaigns and pricing to sustain in the market.

The four stages of PLC are:

1. INTRODUCTION: At the introduction stage, the product

makes it first presence and It is necessary for customers to be
made aware of its arrival. A period of slow sales growth as the
product is introduced in the market. Profits are non-existence.
Maaza was introduced in 1970’s with very low sales and profit
margin. It was introduced as a delicious mango drink to delight
consumer’s taste.
2. GROWTH: A period of rapid market acceptance and
substantial market improvement. Early adopters like the
product, and additional consumers start buying it. Maaza
came up with different size bottles, however they never
experimented on the variety of flavours. Coca Cola recently
launched with the “Maaza Milky Delite” in Punjab.
3. MATURITY: It is a period of slowdown in sales growth
because the producthas achieved acceptance by most
potential buyers, Profits stabilize or decline because of
increased competition. Maturity stage the product is well
established in the market and had well hand over his
consumer level. Maaza keeps coming up with new campaigns
to sustain in the fruit juice/drink market , the latest one being
“HAR MAUSAM LOVE, HAR MAUSAM AAM”.
 4. DECLINE: This stage is acquired by the product when its
market share starts declining while for Maaza this satge hasnt
reached yet.

1. Relationship Marketing: Relationship marketing emphasizes

customer retention and satisfaction rather than a dominant focus on
sales transactions.

● Builds strong consumer relations by positioning the brand in

the consumers mind.
● A youthful connect.

2. Internal Marketing: is a process that occurs within a company or

organization whereby the functional process aligns, motivates, and
empowers employees at all management levels to deliver a satisfying
customer experience.

● Alignment of organizations purpose with employee behaviour.

● Motivation, empowering and reframing of employees attitude.
● Inside – out management approach
● Constant training programs for the benefit of employees.

3. Integrated Marketing: is an approach to brand communications

where the different modes work together to create a seamless
experience for the customer and are presented with a similar tone and
style that reinforces the brand’s core message.

1. “Har Mausam Aam” Campaign defining Maaza as an all

season mango drink and the consumer need wait for the
mango season when he has Maaza always.
2. Inducing the love factor in marketing the product fro a better
connect.
3. Introducing Maaza Milky Delight as a new variant of the brand
and associating with the health factor also.

4. Social Responsible Marketing: is a marketing philosophy that

states a company should take into consideration what is in the best
interest of society in the present and long term.

a. Social Responsibility Projects taken up time to time.

b. Use of fresh ingredients every time.
c. Suitable disposal of waste to ensure minimal pollution.

12. At what stage of the product life cycle is “Parle-G”? As a brand manager, what
marketing strategy will you design for this brand?

I)Introduction Stage:
Parle-G was introduced in the year 1939 even before independence when the market was
dominated by famous international brands that were imported freely and no Indian brands.
Parle-G followed the price skimming strategy, thus keeping the price of the product low and thus
gained larger market share and lots of attention of the masses. In the introductory stage the paper
media was mainly used for advertising but the distribution channel was not that strong as the
company’s manufacturing facility was located in Vile-Parle, Mumbai so it was not able to cover
larger geographical area but Parle-G performed well in the area covered by it and attracted
masses.

● Growth Stage:-

● Parle-G’s growth stage continued from 1949 to 1997. By

the year 1949, Parle Gluco biscuits were available not

just in Mumbai but also across the state. It was also

sold in parts of North India. By the early 50s, over 150

tonnes of biscuits were produced in the Mumbai factory.

Looking at the success of Parle-G, a lot of other me-too

brands were introduced in the market. And these brands

had names that were similar to Parle Gluco Biscuits so

that if not by anything else, the consumer would err in

picking the brand. This forced Parle to change the name

from Parle Gluco Biscuits to Parle-G.

● Parle-G was the only biscuit brand that was always in

short supply. It was heading towards becoming an

all-time great brand of biscuit. Parle-G started being

advertised in the 80’s. It was advertised mainly through

press ads. The communication spoke about the basic

benefits of energy and nutrition. In 1989 Parle-G released

its Dadaji commercial, which went on to become one of

the most popular commercials for Parle-G. The

commercial was run for a period of 6 years. In this stage

also the price of the Parle-G biscuits were kept low

following the sell brands not price motto. The company

however used differentiated pricing strategy as per the

geography as the freight cost for reaching remote areas

was high.

● The company did not face much of the competition and

challenges in this stage.

● Maturity Stage:-

● The maturity stage for Parle-G started in the year 1997

and continued till 2006.

● In this period Parle-G faced stiff competition due to the

entry of 3 more glucose biscuits brands, however, the

company was not much affected by the entry of the

other brands due to the customer confidence and

loyality to the brand and also thru its vast advertising

regime. The company still followed the penetration

strategy keeping high quality and maintaining low price.

Through out its maturity phase Parle-G wider reach

through different medium-education, hospital, army,

railway & bus, donations, sports, NGOs. Its brand value

compelled suppliers to sell Parle-G at low commission.

● Decline Stage:-

● In this stage the sales begin to decline as the maket

became saturated, the product became technologically

obsolete. The declining production volume and

eventually no more profits can be made.

● The decline stage of Parle-G started in 2006 and

continues till date. The reason of the decline of the so

preferred brand is the .50 paise price hike by the firm.

Parle-G was sold at Rs.4 for 100gms. and Rs. 2 for 50

 gms for almost 12 years. But in the year 2004 Parle-G

increased its price to Rs. 4.50 for 100gms. and Rs. 2.50

for 50 gms packs. This didn’t affect the company initially

but slowly the company started loosing its shares and

the actual decline started in the year 2006 when the

company’s market share dropped from 42.2 (2005) to

38.4 (2006) %. By this time Parle hold 52% share in the

global market but in Indian market in terms of value,

Britannia leads the market with 37% share, followed by

Parle’s 31.3 % and ITC’s 6.3 %.

13. Develop a segmentation strategy for “premium shoe brand” by selecting four
sub-variables. Justify your selection.
Segmentation Strategy for a premium shoe brand -
Psychographic Segmentation -
● Lifestyle - if a shoe brand intends to design shoes for various sections of the
market such as athletes, office-goers, students, etc. Dividing groups according
to customers whose lifestyle revolves around cycling or running, those
individuals who prefer formal shoes, and similar other segmentation. This
way, the manufacturer can produce shoes that cater to every lifestyle, i.e. likes
 or dislikes, which in turn will help in building a brand that develops shoes for
every market segment on the basis of lifestyle.
● Personality - the personality of people decides the product they like to
associate themselves with and so wearing shoes of a premium brand would
add more value to their personality.
● Opinions & Interests - people’s interests and opinions about brands play a
huge role in their purchase decisions hence, it's important to them that the
brands uphold their value, same is the case for any premium brand
● Social Status - the social status of people primarily decides the products they
use and their preferences (in general). Each social class has its choice of
clothes, shoes, food, cars, electronics, etc. For example, elitists would
generally prefer solitaires, luxury cars, holiday homes, etc.

14. Develop a segmentation strategy for “Carbonated Cola drink” by selecting four
sub-variables. Justify your selection.
Segmentation Strategy for a carbonated cola drink -
Behavioural Segmentation -
● Market Data
● Consumer Actions / Spending Habits
● Consumer’s decision-making patterns
● Customer loyalty (coca cola vs thumbs up)

15. Develop a segmentation strategy for “Taj hotels” by selecting four sub-variables.
Justify your selection.
Segmentation Strategy for Taj Hotels -
Geographic Segmentation -
● Physical location (palaces in Rajasthan and beach resorts in Goa)
● Climate
● Population
● Religion and Culture
 16. Develop a segmentation strategy for the “coffee chain” by selecting four
sub-variables. Justify your selection.

Segmentation Strategy for the coffee chain -

Behavioural Segmentation -
● Market Data
● Consumer Actions / Spending Habits
● Consumer’s decision-making patterns
● Customer loyalty

17. Develop a segmentation strategy for “premium jewelry” by selecting four

sub-variables. Justify your selection.

Segmentation Strategy for premium jewelry -

Psychographic Segmentation -
● Lifestyle
● Personality
● Interest & Opinions
● Social Status

18. What “positioning” strategy would you suggest for a “biscuit brand”? Justify.

Parle G was initially positioned as a source of health and nutrition. As the market
scenario changed, the positioning was changed to an energiser. For the strategy we
will carry out the 'G for Genius' campaign to appeal to the kids segment on the basis
of consumer insights and emerging trends.

19. What “positioning” strategy would you suggest for a premium shoe brand? Justify.

Market Positioning refers to placing the brand at the top list among its
competitors. Nike brand positioning statement clearly defines that Nike has
strategically positioned itself in the mind of the sportswear market. Everyone
believes that Nike provides innovative and premium products in the athlete
wear industry among all the existing brands in the market.
You will see that Nike market positioning is established as an ambitious and
victorious brand. Nike knows all the athletes’ needs, wants, and pain points.
Thus, it connects with them from heart to heart. This brand has created a
belief system in the mind of the entire market that they are the best in the
world.

20. What “positioning” strategy would you suggest for a “Carbonated Cola drink” brand?
Justify.

With Coca-Cola, it positions its products as thirst-quenching and refreshing. The

products they offer are said to bring joy to its target market. The drinks and other
products from Coca-Cola are also associated with having a great time with family
and friends while enjoying daily life. Additionally, the company also markets its
products consistently and of premium quality.

21. What “positioning” strategy would you suggest for a hotel targeted towards business
travelers? Justify.

Hotel name: Marriott

The firm’s target market is comprised of high-end customers and

business travellers. In its positioning strategy, the firm assesses the
products and services offered by its core competitors. Furthermore, the
firm’s positioning strategy is guided by an effective brand mantra, which
focuses on three aspects, viz. wellness, culture, and culinary.

22. What “positioning” strategy would you suggest for an organic ice-cream brand?
Justify.

For an organic ice-cream brand, I would suggest a positioning strategy based on

health and wellness. This strategy would focus on promoting the brand's organic
ingredients and the health benefits they offer compared to traditional, non-organic ice
cream.

Justification:

Growing demand for healthier options: There has been a growing trend of consumers
seeking healthier food options, and this has been especially true in the ice cream
category. By positioning its product as a healthier alternative to traditional ice cream,
the organic ice-cream brand can tap into this trend.
 Differentiation: With the growing popularity of organic products, the market for
organic ice cream is becoming increasingly competitive. By emphasizing its health
and wellness benefits, the brand can differentiate itself from competitors and create a
unique and compelling value proposition for customers.

Relevance to target audience: Many consumers are willing to pay a premium for
healthier food options, and this is especially true for people who are health-conscious
or have dietary restrictions. By targeting this segment of the market, the brand can
attract customers who are specifically looking for healthier ice-cream options.

Overall, by positioning itself as a health and wellness brand, the organic ice-cream
brand can differentiate itself from competitors, tap into growing demand for healthier
food options, and appeal to a relevant target audience.

23. Develop a multi-channel of distribution for an electronic brand that sells TV. Justify
your choice.

A multi-channel distribution strategy for an electronic brand that sells TVs could
include the following channels:

Online Retailers: This channel would include selling products through popular
e-commerce websites like Amazon and Best Buy. This would allow the brand to reach
a large audience and offer convenience to customers who prefer to shop online.

Branded Stores: The brand could open its own stores in high-traffic areas such as
shopping malls, providing customers with an opportunity to see and experience the
products in person.

Electronic Retailers: The brand could partner with large electronic retailers such as
Best Buy, to sell its products in-store and online. This would allow the brand to reach
a wide audience and benefit from the retailer's established reputation and marketing
efforts.

Direct-to-consumer Sales: The brand could sell its products directly to consumers
through its own website and telemarketing campaigns. This would give the brand
more control over the customer experience and allow it to capture more value from
each sale.
 Justification:

Reach: By using multiple channels, the brand can reach a wider audience and increase
its chances of attracting customers.

Customer Convenience: By offering multiple options for purchasing its products, the
brand can accommodate customers who prefer different channels and increase their
overall convenience.

Data Collection: By using multiple channels, the brand can collect data from a variety
of sources, allowing it to better understand customer preferences and tailor its
offerings accordingly.

Flexibility: By using multiple channels, the brand can respond more effectively to
changes in the market and adapt to new opportunities as they arise.

Overall, a multi-channel distribution strategy can provide a brand with increased

reach, customer convenience, data collection, and flexibility. By using a combination
of online retailers, branded stores, electronic retailers, and direct-to-consumer sales,
the electronic brand selling TVs can achieve these benefits and reach a wider
audience.

24. Develop a multi-channel of distribution for a dry fruit brand. Justify your choice.

A multi-channel distribution strategy for a dry fruit brand could include the following
channels:

Supermarkets: This channel would include selling products in major supermarkets and
grocery stores, allowing the brand to reach a large audience of customers who
regularly shop for groceries.

Health Food Stores: The brand could sell its products in health food stores, which
specialize in offering healthy and natural food options. This would allow the brand to
reach a target audience who are specifically interested in healthy food options.

Online Retailers: This channel would include selling products through popular
e-commerce websites like Amazon and other health food websites. This would allow
the brand to reach a large audience and offer convenience to customers who prefer to
shop online.
 Direct-to-consumer Sales: The brand could sell its products directly to consumers
through its own website, offering customers the ability to purchase products directly
from the brand.

Justification:

Reach: By using multiple channels, the brand can reach a wider audience and increase
its chances of attracting customers.

Customer Convenience: By offering multiple options for purchasing its products, the
brand can accommodate customers who prefer different channels and increase their
overall convenience.

Targeting: By using channels such as health food stores, the brand can target a
specific audience who are interested in healthy food options.

Data Collection: By using multiple channels, the brand can collect data from a variety
of sources, allowing it to better understand customer preferences and tailor its
offerings accordingly.

Flexibility: By using multiple channels, the brand can respond more effectively to
changes in the market and adapt to new opportunities as they arise.

Overall, a multi-channel distribution strategy can provide a brand with increased

reach, customer convenience, targeting, data collection, and flexibility. By using a
combination of supermarkets, health food stores, online retailers, and
direct-to-consumer sales, the dry fruit brand can achieve these benefits and reach a
wider audience.

25. Develop a multi-channel of distribution for an electronic brand that sells mobile
phones. Justify your choice.
26. What customer relationship management strategies can be applied for a pharmacy
retailer? Justify.

Customer relationship management (CRM) strategies that can be applied for a

pharmacy retailer include:

● Personalized Communication: The pharmacy retailer can personalize

communication with customers by sending targeted email and SMS
 campaigns, offering personalized recommendations and reminders for
prescription refills.
● Customer Loyalty Programs: The pharmacy retailer can implement a loyalty
program to reward frequent customers and encourage repeat business. This
could include points for purchases, discounts, and special offers.
● Omnichannel Experience: The pharmacy retailer can offer a seamless,
omnichannel experience by integrating online and in-store shopping options,
allowing customers to order online and pick up in-store, or vice versa.
● Survey and Feedback: The pharmacy retailer can gather customer feedback
through regular surveys and feedback mechanisms, allowing it to better
understand customer needs and preferences and make improvements
accordingly.

Justification:

● Improved Customer Experience: By personalizing communication and

offering a seamless omnichannel experience, the pharmacy retailer can
improve the overall customer experience and foster customer loyalty.
● Increased Repeat Business: A loyalty program can encourage customers to
return to the pharmacy retailer and increase repeat business.
● Better Understanding of Customer Needs: By gathering customer feedback,
the pharmacy retailer can better understand customer needs and preferences,
allowing it to make improvements and offer a better overall experience.
● Increased Customer Engagement: By offering personalized communication
and a loyalty program, the pharmacy retailer can increase customer
engagement and foster a strong relationship with its customers.

Overall, these CRM strategies can help a pharmacy retailer improve the customer
experience, increase repeat business, better understand customer needs, and increase
customer engagement. By implementing these strategies, the pharmacy retailer can
build strong, long-lasting relationships with its customers.
27. What customer relationship management strategies can be applied for a jewelry
retailer? Justify.

Customer relationship management (CRM) strategies that can be applied for a jewelry
retailer include:

● Personalized Communication: The jewelry retailer can personalize

communication with customers by sending targeted email and SMS
campaigns, offering personalized recommendations based on past purchases
and browsing behavior.
● Customer Loyalty Programs: The jewelry retailer can implement a loyalty
program to reward frequent customers and encourage repeat business. This
could include points for purchases, discounts, and special offers.
● Omnichannel Experience: The jewelry retailer can offer a seamless,
omnichannel experience by integrating online and in-store shopping options,
allowing customers to view products online and try on in-store, or vice versa.
● Event Marketing: The jewelry retailer can host special events such as jewelry
showcases, VIP shopping experiences, and jewelry making workshops to
engage customers and create a memorable experience.

Justification:

● Improved Customer Experience: By personalizing communication and

offering a seamless omnichannel experience, the jewelry retailer can improve
the overall customer experience and foster customer loyalty.
● Increased Repeat Business: A loyalty program can encourage customers to
return to the jewelry retailer and increase repeat business.
● Increased Customer Engagement: By hosting special events and offering
personalized communication, the jewelry retailer can increase customer
engagement and foster a strong relationship with its customers.
● Emotional Connection: By creating a memorable experience through event
marketing, the jewelry retailer can foster an emotional connection with
customers, which can lead to increased brand loyalty.

Overall, these CRM strategies can help a jewelry retailer improve the customer
experience, increase repeat business, increase customer engagement, and foster an
 emotional connection with its customers. By implementing these strategies, the
jewelry retailer can build strong, long-lasting relationships with its customers.

28. What customer relationship management strategies can be applied for a toy retailer?
Justify.

Customer relationship management (CRM) strategies that can be applied for a toy
retailer include:

● Personalized Communication: The toy retailer can personalize communication

with customers by sending targeted email and SMS campaigns, offering
personalized recommendations based on past purchases and browsing
behavior.
● Customer Loyalty Programs: The toy retailer can implement a loyalty program
to reward frequent customers and encourage repeat business. This could
include points for purchases, discounts, and special offers.
● Omnichannel Experience: The toy retailer can offer a seamless, omnichannel
experience by integrating online and in-store shopping options, allowing
customers to browse and purchase toys online and pick up in-store, or vice
versa.
● In-Store Experiences: The toy retailer can create engaging in-store experiences
for customers, such as play areas for children, demonstrations of new toys, and
hands-on experiences with the products.

Justification:

● Improved Customer Experience: By personalizing communication and

offering a seamless omnichannel experience, the toy retailer can improve the
overall customer experience and foster customer loyalty.
● Increased Repeat Business: A loyalty program can encourage customers to
return to the toy retailer and increase repeat business.
● Increased Customer Engagement: By creating engaging in-store experiences,
the toy retailer can increase customer engagement and foster a strong
relationship with its customers.
● Emotional Connection: By creating an enjoyable and interactive experience
in-store, the toy retailer can foster an emotional connection with customers,
which can lead to increased brand loyalty.
 Overall, these CRM strategies can help a toy retailer improve the customer
experience, increase repeat business, increase customer engagement, and foster an
emotional connection with its customers. By implementing these strategies, the toy
retailer can build strong, long-lasting relationships with its customers.

29. What customer relationship management strategies can be applied for a cake shop like
“Monginis”? Justify.

Customer relationship management (CRM) strategies that can be applied for a cake
shop like Monginis include:

● Personalized Communication: Monginis can personalize communication with

customers by sending targeted email and SMS campaigns, offering
personalized recommendations based on past purchases and browsing
behavior.
● Customer Loyalty Programs: Monginis can implement a loyalty program to
reward frequent customers and encourage repeat business. This could include
points for purchases, discounts, and special offers.
● Omnichannel Experience: Monginis can offer a seamless, omnichannel
experience by integrating online and in-store shopping options, allowing
customers to place orders online and pick up in-store, or vice versa.
● Special Occasion Marketing: Monginis can create targeted marketing
campaigns for special occasions such as birthdays, anniversaries, and holidays,
and offer special promotions and discounts for these events.

Justification:

● Improved Customer Experience: By personalizing communication and

offering a seamless omnichannel experience, Monginis can improve the
overall customer experience and foster customer loyalty.
● Increased Repeat Business: A loyalty program can encourage customers to
return to Monginis and increase repeat business.
● Increased Customer Engagement: By creating special occasion marketing
campaigns, Monginis can increase customer engagement and foster a strong
relationship with its customers.
 ● Emotional Connection: By creating memorable experiences through special
occasion marketing, Monginis can foster an emotional connection with
customers, which can lead to increased brand loyalty.

Overall, these CRM strategies can help Monginis improve the customer experience,
increase repeat business, increase customer engagement, and foster an emotional
connection with its customers. By implementing these strategies, Monginis can build
strong, long-lasting relationships with its customers.

30. What customer relationship management strategies can be applied for a “Fab India”?
Justify.

Customer relationship management (CRM) strategies that can be applied for a brand
like Fab India include:

● Personalized Communication: Fab India can personalize communication with

customers by sending targeted email and SMS campaigns, offering
personalized recommendations based on past purchases and browsing
behavior.
● Customer Loyalty Programs: Fab India can implement a loyalty program to
reward frequent customers and encourage repeat business. This could include
points for purchases, discounts, and special offers.
● Omnichannel Experience: Fab India can offer a seamless, omnichannel
experience by integrating online and in-store shopping options, allowing
customers to browse and purchase products online and pick up in-store, or
vice versa.
● Community Engagement: Fab India can engage with customers by hosting
in-store events, workshops, and pop-ups to showcase its products and build a
sense of community.

Justification:

● Improved Customer Experience: By personalizing communication and

offering a seamless omnichannel experience, Fab India can improve the
overall customer experience and foster customer loyalty.
● Increased Repeat Business: A loyalty program can encourage customers to
return to Fab India and increase repeat business.
 ● Increased Customer Engagement: By engaging with customers through
in-store events and community building activities, Fab India can increase
customer engagement and foster a strong relationship with its customers.
● Emotional Connection: By building a sense of community and fostering
personal connections with its customers, Fab India can create an emotional
connection with its customers, which can lead to increased brand loyalty.

Overall, these CRM strategies can help Fab India improve the customer experience,
increase repeat business, increase customer engagement, and foster an emotional
connection with its customers. By implementing these strategies, Fab India can build
strong, long-lasting relationships with its customers.

31. Illustrate the product mix of Nestle.

● Dairy products: Many milk products, such as Nestlé milk, Nestlé slim, and
Nestlé every day, have been mentioned.
● Chocolates: Chocolates are one of Nestlé's most profitable categories. KitKat,
Munch, Éclairs, Polo, and Milky Bar are popular items. It has also developed
Alpino chocolate to cater to the gifting market.
● Beverages: You're all familiar with Nescafe. It is the world's most popular
coffee brand. Nestlé owns the company. It has a global distribution network.
● Prepared meals: Nestlé provides a variety of ready-to-cook dishes as well as
cooking aids such as Maggi Instant Noodles. Maggi, a prepared noodle that
has become a trademark on its own, and items such as Maggi Pasta, Maggi
Sauces, and others, is one of Nestlé's biggest hits.

32. Illustrate the product mix of Tata Motors.

Product line of tata group

1. Agricultural inputs
2. Automotive
3. Aviation
4. Chemicals
5. Communication
6. Consultancy
7. Electronics
8. Energy
9. Engineering
10. Financial Services
11. Food products
12. Hospitality
13. Information Technology
14. Materials
15. Publishing
16. Trading
33. Illustrate the Product mix of ITC.

34. Illustrate the product mix of Coco-cola.

The product mix of Coca-Cola refers to the range of products that the company offers
to its customers.

The product mix of Coca-Cola can be illustrated as follows:

● Carbonated Soft Drinks (CSD): The flagship product of Coca-Cola is its

carbonated soft drinks, which include the original Coca-Cola, Diet Coke,
Coca-Cola Zero, and other flavored options.
● Non-Alcoholic Beverages: Coca-Cola offers a range of non-alcoholic
beverages, including fruit juices, sports drinks, teas, and coffees. These
include brands such as Minute Maid, Simply, Powerade, and Georgia.
● Waters: Coca-Cola offers a range of water products, including still and
sparkling water, under the brands Dasani and SmartWater.
● Energy Drinks: Coca-Cola offers energy drinks under the brands' Burn and
Monster.
● Snacks: Coca-Cola also offers a range of snacks under its brand Smartfood.
The product mix of Coca-Cola is diverse and caters to a wide range of
customer preferences and needs, including hydration, energy, and refreshment.
 The company regularly updates its product mix to stay relevant and meet
changing customer needs and preferences.

35. Illustrate the product mix of Pepsico.

Product mix width designates the number of product lines the company has (e.g. food,
beverages, household products, cosmetics, personal care goods, etc.). In the case of PepsiCo,
we can speak of two product lines–food and beverages–that cover 17 brands. Therefore, the
product width of PepsiCo is rather small although the length of each line is considerable
(Lang & Heasman, 2015).

The analysis reveals that the product mix of the company has a small product width;
however, PepsiCo’s reputation and growing popularity in the UAE (as well as in the Middle
East as a whole) gives a hope that the effectiveness of their marketing and advertising
strategies would make it possible to introduce other product lines, the success of which would
be determined by the overall reputation of the brand (Keller, 2014).

The product line designates the number of products manufactured by a company, which have
similarities in use, manufacturing, and market requirement, but are still different enough to be
singled out as separate brands. Since PepsiCo has only two product lines, they share the same
distribution channels, require similar production facilities, and target several similar groups
of customers through the same outlets (Laseter, 2017).

Product lining is the marketing strategy PepsiCo implements to offer for sale several related
products as separate brands, which increases its chances for recognition and attracts more
attention to potential customers. Unlike product bundling, presupposing that several related
products are combined into one, product lining intentionally emphasizes differences instead
of similarities. Each of the two lines of PepsiCo features products of different types, prices,
colors, tastes, and other characteristics (Lang & Heasman, 2015).

The total number of products within one line is referred to as the length of this line; when the
company adds a new product to one of the lines, it means that the length of the line gets
extended. As far as PepsiCo is concerned, its food group includes seven brands while the
beverage group consists of ten brands, the complete list of which runs as follows (Lang &
Heasman, 2015):
Foods:

​ Lays;
​ Cheetos;
​ Kurkure;
​ Lehar;
​ Quaker Oats;
​ Uncle chips;
​ Aliva.

Beverages:

​ 7 UP;
​ Mirinda;
​ Pepsi;
​ Mountain Dew;
​ Nimbooz;
​ Slice;
​ Tropicana;
​ Aquafina;
​ Duke’s;
​ Gatorade.

Products and Their Depth

Each brand within the line has more than one variation. Products can vary in their
size, color, flavor, target audience, and any other factors that customers may find
significant. The total of all variations is defined as the product depth (Keller, 2014).

For instance, the depth of Pepsi as the initial product of the company comprises
(Lang & Heasman, 2015):

​ Pepsi Free;
​ Pepsi Wild Cherry;
​ Diet Pepsi;
​ Caffeine Free Pepsi;
 ​ Caffeine Free Diet Pepsi;
​ Diet Wild Cherry Pepsi;
​ Pepsi Vanilla;
​ Pepsi One;
​ Pepsi NEXT Cherry Vanilla;
​ Pepsi NEXT Paradise Mango;
​ Diet Pepsi Lime;
​ Diet Vanilla Pepsi;
​ Pepsi;
​ Pepsi MAX;
​ Pepsi NEXT;
​ Pepsi Throwback.

As far as the second-largest brand, Lay’s Chips, is concerned, it also features a significant
depth: The product can be found in a number of different sizes and with different flavors,
including international and local ones. Those available in the UAE include (Laseter, 2017):

​ India’s Magic Masala;

​ Classic Salted;
​ Spanish Tomato Tango;
​ American Style Cream & Onion.

Other less popular flavors that can also be found in some stores include:

​ Chile Lemon;
​ French Salt and Cracked Pepper
​ Swiss Grilled Cheese.

Recently, there have also appeared baked chips, although innovation is not popular with
customers (Laseter, 2017).