2.

HUGGIES
PRODUCT: Huggies, one of the leading brands for baby diapers and nappy pads brings parents
and babies together so that they can enjoy every day
PLACE: There is huge growth potential for huggies products in emerging markets such as China,
Brazil and India, as these markets are still quite underdeveloped and in the nascent stage. But
Kimberly-Clark has stopped making and selling Huggies nappies in Europe, except for Italy
PRICE: When launched, diapers were priced at around Rs. 15 per piece which is high priced. The
average prices in last few years have dropped to Rs 10 per piece but its still very costly for
everyday usage. Also with the easy availability of cheap domestic help in India, it is convenient
for Indian mothers to wash and reuse cloth nappies
PROMOTION: Huggies and Pampers controlled 84% of the market in 2009 according to a Euro
monitor International report. These brands have invested heavily in advertising and hence have
a dominating market share.
Kimberly Clark launched a new product called Huggies New Born in 2009, which was diaper
targeted towards new mothers. The product has been a moderate success as penetration of
disposable diapers remains low in India, with mothers often using cloth nappies for young boys

PANTENE
PRODUCT: Pantene introduced the shampoo satisfied the need of those persons who really
care for their hairs with the different segmentation and it will definitely increase the circle of
their segmentation as per the customer need. Pantene serves men, women, and children
because Pantene knows the customers need and customer satisfaction. Pantene is able to serve
the entire family with its different products as per the customers need
PLACE: The immediate geographic target is the city of Shaker Hts. and the surrounding
Communities with a total population of 60%. A 20 mile geographic radius is in need of the
offered services.The total targeted population is almost 60% of total population
PRICE: Pantene offers pricing that is a bit more than a traditional formula but far less than a
dedicated women's hair shampoo. Pantene pricing scheme will be based on a competitive
pricing model with other similar product providers

PROMOTION: Pantene recognizes the fact that a comprehensive, strategic marketing plan is
required to ensure profitability and success. Pantene offers a wide range of hair shampoo. The
market need is for a one-stop, convenient, hair shampoo that is skilled and reasonably priced,
serving the entire family.

MICROMAX
PRODUCT: it became one of the largest Indian domestic mobile handsets company by offering
unique yet affordable innovations. Through its emphasis on adapting to the changing market
dynamics, introducing feature-rich phones and smartphones that are innovative and unique
PLACE: By placing the product in popular stores like Croma, The mobile store, Reliance Digital
etc., high visibility was assured along with the competitive brands. Tie ups with local
distributors for easy availability helped to tap the customers who did not visit the popular
stores
PRICE: For the B2C model, higher margins up to 15 per cent were offered to the dealers, which
was higher than the industry average of 6 per cent to 10 per cent. And distributors were offered
higher margins than what Nokia offered. This helped them penetrate the market deeper into
the urban markets. In B2B model, where corporate selling was involved, tie ups with major
corporate houses saved the margins of the distributors and Micromax could provide the
corporate houses a lesser price than the market. Thus, the target market of professionals was
reached.
PROMOTION: To increase visibility further, Micromax bombarded the market by advertising
through outdoor, online, radio, exchange schemes and promotions via social causes. Micromax
roped in a face that was considered elegant and niche, Twinkle Khanna.

VLCC FITNESS SERVICE
PRODUCT: India-based slimming and beauty business company, Vandana Luthra Curls and Curves
(VLCC), had an ambitious plan of expanding in the global market. VLCC learned from its first global
expansion into the UAE in 2005. Based on that experience VLCC devised its strategies while expanding to
other countries. It opened new stores using the franchisee route as well as own stores or through joint
ventures
PLACE: VLCC aims to transform lives and was founded by Mrs. Luthra in 1989. There are 150 outlets
across 70 cities in India.
PRICE A weak cost structure means VLCCs costs are high in comparison to their competitors
PROMOTION: As for brand launches and re-positioning of existing brands, company sources say 'Shape
Up', the lotion which gets rid of cellulites, is going to be the flagship brand for the personal care division.
'B-Lite', the bust enhancing cream, is also set to witness a major marketing push. The central theme of
the ads will be 'Shaping your confidence', which incidentally is the 'baseline' for the VLCC group.

3
Abstract:

Flipcart.com, an e-retailer was established in 2007, when e-retailing in India was at a
nascent stage. Since its inception Flipcart introduced several innovations and went on to
become one of the largest players in the industry. The case discusses Flipcart's inception,
growth, expansion and development over the years, and the strategies it followed to
become a name to reckon with in the Indian e-retail industry.
Issues:

The strategies a new company could follow in a new market
Organic and inorganic growth
Indian e-retail market - challenges and opportunities
Introduction

Flipkart.com, one of the leading e-retail companies in India, was launched in 2007 by
Sachin Bansal (Sachin) and Binny Bansal (Binny), who were classmates at the Indian
Institute of Technology, Delhi. The idea of starting an e-retail company emerged while they
were working in Amazon, India (Development center). They studied the Indian e-retail
market and found that the number of online buyers was on the rise, and that the demand
they generated was not being met by the existing e-retail companies. Further, they found
that in India, customer service by e-retail companies was poor when compared to that of
international e-retail companies like Amazon.com...




1
ICICI BANK (BANDE ACHE HAI)
1. BASIS OF SEGMENTATION
Geographical segment: Done on the basis of rural, urban and semiurban
areas.
Demographic segmentation: Population segmented basis age
Behavioural segmentation: segmented on the basis of brand loyalty,
user status and benefits

2. TARGET AUDIENCE SELECTED
It demonstrate care at every stage(child, youth, old)
In detail it touched every relationship(father-daughter, husband wife)

3. PERCEPTION OF BRAND
Scenarios where care is visible(marriage scene, roadside walk scene)
Bright colors: to show positivity
Soft and soothing music
Wherever/whenever family needed, men showed care

4. CONCEPT BEHIND THE AD
Advertisement is Too much relevant with the Family , Family members and the care
everyone takes about thier close ones has been very nicely represented in this
advertisement which is always the base of the person who will go for Insurance.

5. IMPACT ON AUDIENCE
Revolves around EQ of viewer
Wonderful and different experiences where love and affection comes out beautifully
All stages of life child, youth and adult able to connect


6. SUCCESS OR FAILURE OF AD
Advertisement which is so much appealing and with the exact message they want deliver
to the audience


Q4 case study kfc

1. KFC has been more successful in the Asian markets, where chicken is a staple dish. it
responded to consumer demands for greater variety by introducing several new
products, such as Oriental Wings, Popcorn Chicken, and Honey BBQ Chicken as
alternatives to its Original Recipe fried chicken. It also introduced a dessert menu that
included a variety of pies and cookies.
2. Cultural factors so important to KFCs sales success in India and China. Cultural
differences between countries result in different eating habits. For instance, people eat
their main meal of the day at different times throughout the world. Different menus
must also be developed for specific cultures, while still maintaining the core product
fried chicken

3. Consumers began demanding healthier foods, and KFCs limited menu consisting
mainly of fried foods was a difficult liability. KFC tried to revamp its menu in India. Cole
Slaw was replaced with green fresh salads. A fierier burger called Zinger Burger was
also introduced. During the Navaratri festival, KFC offered a new range of nine
vegetarian products

4. As KFC entered 1996, it grappled with a number of important issues. During 1980s,
consumers began demanding healthier foods, and KFCs limited menu consisting
mainly of fried foods was a difficult liability. In order to soften its fried chicken chain
image, the company in 1991, changed its name and logo from Kentucky Fried Chicken
to KFC.