Not a new segment

Colours Scholastic Range

No Decorative space. Camelin for example Range of Colors in the decorative

space

Have a very good reach to children, teachers and schools. Art and Craft go hand in
hand.

Complete the basket.

Scholastic Art Range currently believes in

1) Crayons Plastic and Wax- Can be sharpened. 6-7 year old start using those
products. Something between a color pastel and oil pastel
2) Poster color vs Tempera ( Quick Drying )
Pure Scholastic 12 Colors First 12 Colors. Crayons

Launched colors in the past as well. Except Color Pencils we had everything.
We have always stayed in the school area. Which are needed in school.
Relationshop falls short.

How to get schools interested. Which schools are already partnering . Direct
reach to which schools.

Scholastic + Fevicol = Success

Are there new additions in the Scholastic Color Markets 4-14 age group
What are the kids using in school for the art and craft classes
Do not what go against Camel ( Economic) , Vince Newton ( High )
Marketing story is we should not be cheapest. Is there a place in between. No
Price War.

Very Clearly School

Product and Promotion
Sell a concept. This would do A,B, C, D
Create a proposition. Tangible and Intangible reason for Selling the product
If we charge rs 25 then it would be for a reason
Tangible and Intangliblre reasons which are there or not there in Camelin or
product.
Triicky Part- Entering a saturated market without a price component. You are
not doing innovation.
Crayola and all are high products which are because of their import duties.
What will be my product
What will be my selling story for the product for both students and teachers.
Can there be a loyalty programme
Understand the gaps and Understand the drivers of the buying
behaviour.
 Go underneath pricing - Just an economic transaction.
Functional Benefit needs to be there and not just

Businesses need to continually differentiate their products from their

competitors. If there is no differentiation, why would a customer buy your
product compared to a competitive product?

As a small business owner, you know that you need to build your products or
services with unique value or unique competitive advantage.

However, fairly quickly, your competitors will copy, or even improve upon, your
unique values or advantages, and therefore the advantage is soon lost.

Most highly valued attributes become commodity features over time.

To combat that loss of advantage or uniqueness, your business needs to be

continually developing new value and benefits in existing products or services
and/or developing new products and services to remain in a market leader
position.

What is Your Key Competitive Advantage?

As part of your business' growth strategy, your market segmentation,
your target marketing and marketing mix, you need to consider your product life
cycle and how you can extend it (and why you
want to extend it).

You also need to consider the impact of the

economy, your competition, your customers
and your resources; and you need to consider
how to differentiate your product and how to
position it in the market.

How to differentiate becomes the first

challenge you must address.

As a small business, you do not have infinite

resources. One way of differentiating is through brainstorming new products,
new features, new benefits (and testing the outcome before implementation).
Another way of differentiating your business is through a customer-focused
approach.
 Your Product Differentiation Strategy:
If you have been in the market place for a while, ask your customers what they
want and need from your products and what product differentiation variables
they value.

What are the basic needs - price, on time delivery, etc.?

What are the expected needs - level of quality, level of service?

What are the desired needs? These would be nice to have, but not
necessarily deal breakers (for example, if service is important to your
customer they may feel that having a live person on the phone would be a
desired need, rather than a voice mail system).

What would your customer really be amazed and delighted to receive?

For example, a follow up call within 24 hours of each delivery to ensure
customer satisfaction?

Unique Value in Product Differentiation:

Once you have answers for these questions, you can decide on your unique
value approach to your customers. Do a value chain analysis to review your
position compared to your competition.

You must listen to what customers say, then give customers what they want, and
sometimes give them what they don't know they want.

The industry in which you operate can have an affect on product differentiation.
Be very clear on type of industry you are operating in; review an example
marketing plan in your industry:

a large volume industry (differentiate on a low-cost or highly diverse

basis);

a specialized or niche industry (differentiate on an opportunities basis -

look for specialty applications of your product/service);
 a mature industry (differentiation is challenging and entry into this market
will be difficult unless you have a very unique approach, highly successful
sales staff, and a big marketing budget);

or a fragmented industry (for example, graphic designers often operate as

independents in many markets - it is difficult for them to gain a large
market share and developing a strong, unique competitive advantage is
challenging but not impossible).

Strategic Marketing Process and Differentiation:

Your ability to create a viable business growth strategy through differentiation is
limited by the product itself.

Differentiation must fit. When developing your product differentiation plan,

assess whether or not the following can be unique and whether or not that
uniqueness is a competitive advantage:

1. The size, the shape and the components of the product (for example, a
cup of coffee can be short, tall, etc.);

2. The features of the product (for example, a cup of coffee can be extra hot,
non fat, with a extra shot, etc.);

3. The product performance or product quality (for example, is it the best

tasting coffee made from the best quality coffee beans, served piping hot
- or to the customer's requirement);

4. The product performance consistency (for example, is that cup of coffee

the same quality every day, in every location);

5. The life cycle of the product (for example, will coffee be replaced by tea or
soft drinks or will coffee have a long life cycle);

6. The reliability of the product (this is different from consistency; no more

cup of coffee examples - this is about reliability of performance - is the
product going to be working for what the customer would expect to be a
reasonable period of time (if you buy a stove do you expect it to perform
 without problems for 1, 5, 10, 15, 20 years) - even though warranties
may be defined for a period of time, customers do not expect or want
their product purchased to fail the day or week or month after the
warranty expires);

7. Is the product easily repairable? (for example, is it more economical to

replace the product if it fails than to repair it - that is not good, design a
product that can last for a long period and be easily repaired at least for
what your customer would consider to be a reasonable period of time);

8. The style and design of the product (how does it look, is the design useful
(back to the cup of coffee example); does the lid fit properly on the take-
out cup).

Build Your Unique Value Proposition

To compete effectively, you need to build a strong product differentiation plan. It
is important that you clearly understand how your product can be differentiated
(this can be on one or more variables) and it is important that this product
differentiation is one that is desired by your customer.

There is little benefit in having a highly differentiated product that no

one wants to buy.