Q1.

What is the current position of Pintura Corporations Industrial Finishes Group (IFG) in the
market for general Industrial Coatings (GIC)? What is IFG’s current position in the market for
wood coatings? What are IFG’s current objectives and strategies in these markets?

The Industrial Finishes Group (IFG) of Pintura Corporation is a significant competitor in the general
industrial coatings (GIC) market. In addition to selling GICs directly to big manufacturers, IFG also
does so indirectly by way of industrial wholesalers, who subsequently resale the products to small- and
medium-sized enterprises. Special-purpose industrial coatings (PICs), such as specialised product
applications like maritime paints and roofs, where endurance is vital, are one of IFG's related product
lines.
IFG has recently concentrated on creating water-based coatings for wood substrates in the market for
wood coatings. These coatings are more environmentally friendly than conventional solvent-based
coatings but require a comparable application procedure. IFG increased its reliance on water-based
coatings during the previous five years, which now make up 47.5% of all wood coatings sales.
The PDF does not expressly identify IFG's current goals or marketing tactics in these markets. However,
the PDF points out that as rivalry grew, Pintura and its competitors' income became more and more
dependent on technical proficiency and efficacy. Additionally, according to the PDF, coatings producers
are spending money on R&D to develop new products that will satisfy consumer demand as well as on
streamlining their production techniques to cut costs and boost productivity.

Q2) Examine the cannibalization potential of Lena to IFG’s existing product line. What is your
overall estimate of Lena’s strategic role in IFG’s product line considering your estimate of
cannibalization, product/market fit, and overall product/company fit?

To examine the cannibalization potential of Lena to IFG's existing product line, we need to consider the
impact of Lena's introduction on the sales of IFG's current wood coatings. According to the case study,
Cheng, the senior vice president of sales, expressed concerns about product cannibalization during the
review process. He doubted the profitability of Lena and emphasized the need for a strong business
case.
To estimate the cannibalization potential, we can analyze the customer segments and their preferences.
IFG's current wood coating customers can be divided into furniture, flooring, cabinetry, and other wood
products. Each customer group has different needs and priorities. Flooring and cabinetry customers
prioritize protective qualities and cost leadership, while furniture and other wood products customers
focus on product differentiation and aesthetics.
Based on market research data and conservative estimates, Lopez, the vice president of new product
development, estimated that 20% of IFG's sales to flooring and cabinetry customers would switch from
solvent-based or water-based coatings to powder-based coatings like Lena. For furniture and other wood
products customers, she estimated a higher switch rate of 60% from water-based coatings to powder-
based coatings.
Considering the estimated cannibalization and the different customer preferences, Lena's strategic role
in IFG's product line can be assessed. While there may be some cannibalization of IFG's existing wood
coatings, Lena offers unique benefits such as superior durability, shape versatility, environmental
friendliness, and cost-effectiveness. These benefits align with the increasing demand for
environmentally friendly products and the regulatory initiatives associated with clean air and water acts.
Overall, Lena has the potential to strengthen IFG's position in the market by capturing market share
from competitors and meeting customers' evolving needs for environmentally friendly coatings.
However, it is important for Lopez's team to build a strong business case that addresses Cheng's
concerns and demonstrates the value proposition of Lena in terms of profitability and market fit.

Q3) What would be your opinion on launch of Lena if you were:

a) An executive from another division of Pintura?
b) An Independent distributor?
c) An IFG Salesperson?
a) Executive from Another Division of Pintura:
Lena's launch would be influenced by how it fits with the larger business strategy and its possible effects
on the wider Pintura product line, in my capacity as an executive from another division of Pintura. I
would think about the following things:
1. Considering the company's commitment to ecologically friendly products and innovation,
would evaluate how Lena's introduction complements that strategy. Lena could benefit the
organisation if she supports these tactical objectives and improves Pintura's reputation.
2. Synergy: Would assess how Lena's debut complements or contrasts with goods in my sector. I
might support the launch if there is synergy, such as potential for cross-selling or similar client
categories. If there is competition, would want to make sure the items in my category are not
harmed by the introduction.
3. Resource Allocation: Would consider the potential effects on other divisions' efforts of the
resources needed for Lena's debut. The performance of the entire firm may be impacted if the
launch dramatically diverts resources.
b) Independent Distributor:
In my capacity as a self-employed distributor, my thoughts on Lena's introduction would centre on how
it would affect my enterprise, my interactions with clients, and any potential gains from including Lena
in my line of products:
1. Product Differentiation: would assess whether Lena provides special benefits that my clients
would find valuable. Lena's features might give me a competitive edge and assist me draw in
new clients if they are in line with customer wants and preferences.
2. Cannibalization Concerns: would like to know how Lena's presence would affect the sales of
the goods currently sold. My profitability and relationships with customers may suffer if there
is a serious risk of cannibalization.
 3. Profitability: would assess the prospective profit margins and benefits of selling Lena. I might
be more disposed to support the launch if the terms of distribution and the pricing allow me to
keep or increase my profits.
c) IFG Salesperson:
As an IFG salesperson, my opinion on the launch of Lena would be based on how it impacts my sales
efforts, customer relationships, and the potential to meet my sales targets:
1. Product Appeal: I would evaluate how well my present and potential clients respond to Lena's
features. My sales efforts might be aided if Lena's benefits coincide with consumer
requirements and concerns.
2. Customer Concerns: I would like to address any reservations or issues that clients may have
with moving to Lena. It would be crucial to express the benefits clearly and deal with any
potential problems.
3. Sales Incentives: Lena's launch could inspire me to promote and sell the product with more
vigour if it includes enticing sales incentives like bonuses or commissions.
In all three roles, thorough evaluation of Lena's value proposition, potential impact, and alignment with
individual goals and responsibilities would guide the opinions on its launch.

Q4) If Pintura Corporations Industrial Finishes Group (IFG) decides to Launch Lena, a high-
performance, environmentally friendly coating for hardwoods, what marketing programme
should it use? Be specific and include all the elements of Marketing Mix (4 p’s).

Lena is a high-performance, eco-friendly coating for hardwoods that Pintura Corporation's Industrial
Finishes Group (IFG) may opt to market. To achieve a successful product introduction and market
penetration, a thorough marketing approach should be established. The marketing mix, often known as
the 4 Ps (Product, Price, Place, and Promotion), should be properly prepared to consider many facets of
the product's launch strategy.
1. Product:
• Lena Coating Variations: Position Lena as a flexible coating ideal for various wood quality
and looks that comes in clear and opaque varieties.
• Durability and Performance: Point out how Lena is more durable and resistant to chemicals,
moisture, heat, and scratches than conventional coatings.
• Environmental Friendliness: Draw attention to Lena's eco-friendliness due to its low volatile
organic compound (VOC) emission and compatibility with Pintura's dedication to
sustainability.
• Shape Versatility: Showcase Lena's ability to deliver an even finish on shaped and contoured
substrates while accommodating different wood product designs.
 • Antimicrobial Properties: Make sure to mention Lena's antibacterial qualities, which can be
particularly useful in applications like furniture and kitchenware.
2. Price:
• Value-Based Pricing: Lena should be priced higher to reflect its superior quality, robustness,
and environmental advantages.
• Transparent Pricing: To foster trust and prevent surprises, clearly explain the price structure
to distributors, clients, and sales teams.
3. Place:
• Hybrid Distribution Model: Use the hybrid distribution strategy developed by IFG to sell to
manufacturers both directly and indirectly via a network of independent distributors and your
own internal sales team.
• Strategic Partnering: Select important distributors, especially those with a concentration on
furniture, flooring, cabinets, and other wood items, who can successfully market and sell Lena
to their target client segments.
4. Promotion:
• Offer bonuses and incentives to IFG's sales team in exchange for conducting product
demonstrations, winning over current clients, and bringing in new clients.
• Support for Distributors: Provide funding for distributor training, market development
incentives, and volume rebates to encourage distributors to promote Lena in their markets.
• Advertising: To reach the intended audience of manufacturers and distributors, invest in paid
advertisements in trade journals like Coatings World, Coatings Tech Magazine, and PCI
Magazine.
• Public Relations: To create awareness about Lena's launch, engage in public relations activities
such as press releases, media interviews, newsletters, and press kits.
• Use inbound techniques (podcasts, blogs, SEO, website optimization) and outbound digital
marketing (search keywords, search advertisements, display ads) to reach customers online.
• Participate in industry-specific trade events and exhibitions to engage new customers and
demonstrate Lena's advantages to a larger audience.
IFG can effectively position Lena in the market, communicate its distinct value proposition, and
encourage adoption among target customers by strategically integrating these marketing mix
components, all while considering the requirements and preferences of distributors, sales teams, and
end users.
Q5. Should the Review team of the company move Lena forward to the full developmental
stage? Why or why not?

To determine whether Lena should be moved forward to the full developmental stage, the Review team
should consider several factors. These factors may include Lena's performance during the evaluation
period, her potential for growth and success in the company, and the alignment of her skills and abilities
with the requirements of the full developmental stage.
If Lena has consistently demonstrated strong performance, shown a willingness to learn and improve,
and has met or exceeded the expectations set for her during the evaluation period, it may be a good
indication that she is ready for the full developmental stage. Additionally, if Lena possesses the
necessary skills, knowledge, and potential to contribute significantly to the company's goals and
objectives, it would be beneficial to move her forward.
On the other hand, if Lena has struggled to meet the expectations or has not shown significant progress
during the evaluation period, it might be prudent to provide her with additional support or training
before advancing her to the full developmental stage. It is important to ensure that Lena has the
necessary foundation and capabilities to succeed in the next stage of her development.
Ultimately, the decision to move Lena forward should be based on a comprehensive evaluation of her
performance, potential, and readiness for the full developmental stage. The Review team should
carefully consider all relevant factors to make an informed decision that aligns with the company's
objectives and Lena's professional growth.