product & brand strategies overview
DESCRIPTION
This document shows all the product strategies that can be used.TRANSCRIPT
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Product & Brand Management
Dr. Sanjeev Varshney
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Different Levels of Benefits (Laddering)
Potential Product or Service
(True insights)
Augmented or
Enhanced Products
or Services (Delights)
Expected product
or Service (Satisfiers)
Generic or Core Product or Service
(Must)
The Rings Model of Product/Service Attributes (Levitt)
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Product Mix and Product Line
The product mixproduct mix is the set of all products offered for sale by a company.
A product mix has two dimensions:– Breadth - the number of product lines carried.– Depth - the variety of sizes, colors, and models offered
within each product line. A product lineproduct line is a broad group of products, intended for
similar uses and having similar characteristics.
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Dabur Strategy
Oral Care
Hair Care
Home Care
Food Health Digestives Baby
Red Toothpaste
Binaca Toothebrush
Lal Dant Manjan
Babool
Meswak
Promise
Dabur Hair Oil
Vatika Hair oil
Vatika Shampoo
Anmol Shampoo
Anmol Hair Oil
Odomos
Odonil
Odopic
Sani fresh
Real
Real active
Coolers
Hommade
Lemoneez
Capsica
Health supplments
Natural Cures
Digestives
Hajmola
Pudin hara
Hingoli
Anardana
Dabur Lal Tail
Dabur Baby Olive oil
Dabur Janma Ghuti
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© 2007 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin
Colgate-Palmolive Product Assortment
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Product Mix Strategies Positioning the Product
– In Relation to a Competitor– By Price and Quality
Product-Mix Expansion– Line Extension– Mix Extension
Altering of Existing Products– Product Alteration– Packaging Alteration
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Product Mix Strategies (Con’t.)
Product-Mix Contraction– Thinner/Shorter– Concentration on Fewer Lines
Trading Up/Trading Down– Trading up: Adding a higher-priced product to a line to attract a
higher-income market and improve the sales of existing lower-priced products.
– Trading down: Adding a lower-priced item to a line of prestige products to encourage purchases from people who cannot afford the higher-priced product, but want the status.
Why Would a Company want to increase its product mix breadth? Why would it want to decrease it?
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How do firms decide which products to add or subtract from their product mix?
Adopting Product Breadth to Meet Changing Consumer Demand
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Product Line Substitution Effect
From - To Core Brand Multi-grain Reduced Fat
Core Brand X 10% 25%
Multi-grain 5% X 20%
Reduced Fat 10% 5% X
Product Line extension add to the sales & profit of the Product Line
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Product Line Scale Effects
Scaling effect in terms of fixed manufacturing expenses
Leveraging fixed Marketing Expenses associated with sales & distribution
Marketing ROS: Net Marketing Contribution/Sales X 100%
Marketing ROI: Net Marketing Contribution/Marketing expenses X 100%Or
Marketing ROI = Marketing ROS/Marketing expenses X 100%
Net Marketing Contribution = Sales Revenue X % GP – Marketing exp
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Product Scale EffectsCore Brand
Flanker Brand 1
Flanker Brand 2
Product Line
Primary Demand
Net Volume
WP/ p.u.
VC/p.u.
Margin/p.u.
TC (Total Contri)
MO (Manf Overhead)
GP (Gross Profit)
FME (Fixed mrk Exp)
VBE (Variable brand exp)
TME (Total Mrk exp)
NMC (Net Mrk Contri)
Marketing ROS (%)
Marketing ROI (%)
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"Products are made in the factory, but brands are created in the mind."
Walter Landor
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© 2007 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin
What Makes a Brand?
BrandingBranding
Brand name
URLs
Logos and symbols
Slogans
Jingles
Characters
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© 2007 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin
Value of Branding for the Customer and the Marketer
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Brands
Reasons for not brandingReasons for not branding
No promotion
Do not need consistent quality
Product can not bephysically differentiated
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Selecting a Brand Name
AGood
Brand Name
AGood
Brand Name
Can beregisteredand legallyprotected
Can beregisteredand legallyprotected
DistinctiveDistinctive
Easy topronounce
spellremember
Easy topronounce
spellremember
Suggestbenefits
or use
Suggestbenefits
or use
Adaptableto
product lineadditions
Adaptableto
product lineadditions
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© 2007 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin
Brand Equity
CRM Programs:
Are they able to create
Brand Associations
Brand EquityBrand
Awareness
Brand Perceived
Value
Brand Association
Brand Loyalty
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Exercise
Brand Equity of XLRI Brand Personality of XLRI
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Brand Loyalty
Brand Recognition Brand Preference Brand Insistence (Luxury Products like Rolex
Watches etc)
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Protecting a Brand Name
Productcounterfeiting
Productcounterfeiting
Generic usageGeneric usage
Xerox
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Measuring Brand Equity
Brand Audits: Consumer Focused exercise Brand Tracking Brand Valuation
Brand Asset Score
Brand Liability Score
Brand Equity
- =
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Brand Asset Score Card
Brand assets
Rltv Imp
Very Low (0)
Below avg (25)
Average (50)
Above Avg (75)
Very High (100)
Brand Assets Score
BA 20% X 20
EC 10% X 5
BL 20% X 15
PLE 30% X 15
PP 20% X 10
OBA 100% 65
BA – Brand Awareness
EC- Emotional Connectedness
BL – Brand Loyalty
PLE – Product Line extensions
PP – Price Premium
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Brand Liabilities Score Card
Brand Liabilities
Rltv Imp
Very Low (0)
Below avg (25)
Average (50)
Above Avg (75)
Very High (100)
Brand Assets Score
CD 20% X 4
PF 10% X 4
QP 20% X 10
PRSI 30% X 0
NA 20% X 4
OBL 100% 22
CD- Customer Dissatisfaction
PF – Product failures
QP – Questionable Practices
PRSI – Poor Record on Social issues
NA – Negative Associations
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Branding Strategies
© 2007 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin
Brand Ownership
Manufacturer or National
Brand Generic
Store or Private Label
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Naming Brands and Product Lines
© 2007 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin
Brand Names
Corporate or Family
BrandIndividual
Corporate & Product Line Brand
Examples for Each
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Brand Extension
© 2007 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin
Boost sales of the core
brand
Boost sales of the core
brand
Synergy among
the products
Synergy among
the products
Marketing costs
are lower
Marketing costs
are lower
Brand knownfor highquality
Brand knownfor highquality
Name wellestablished
Name wellestablished
Benefits of using
same brandname
Benefits of using
same brandname
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Brand Dilution
© 2007 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin
Evaluate the fit betweenthe product classof the core brand
and the extension.
Evaluate the fit betweenthe product classof the core brand
and the extension.
Evaluate consumer perceptions of the
attributes of the core brand and seek out extensions
with similar attributes.
Evaluate consumer perceptions of the
attributes of the core brand and seek out extensions
with similar attributes.
Refrain from extending the brand name to too many
products.
Refrain from extending the brand name to too many
products.
Is the brand extension distanced
enough from the core brand?
Is the brand extension distanced
enough from the core brand?
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Brand Repositioning
© 2007 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin
New design New message New faces New audience New image New packaging New uses
Identify a Brand that needs repositioning. How would you reposition the brand
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Packaging
Primary package Secondary package
© 2007 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin
Example: of Packaging that has helped the brand successful
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Packaging Strategies
Multiple packagingMultiple packaging
Changing the packagingChanging the packaging
Packaging the product linePackaging the product line
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How can firms use packaging to create value for customers and the firm?
Using Packaging to Create Value
© 2007 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin