JACK OF ALL TRADES

Dhruv Shah
The Offbeat Ants Monica Patra
VGSoM, IIT Kharagpur Yash Malani
Marketing
Marketing Campaign - Stay Protected

Crushing the bottle

Using sealed bottles

Added minerals

Say NO to Tap water

Store water in a proper place

Drink lots of water

Avoid ICE. Since its made of tap water

 Modify the product
Find target market
to create product
to start this
differentiation: We
campaign: The areas
need to change the
Phase with high rate of
nutrient content
occurrence of water
1 added to our product
borne diseases will be
so that it will help
the starting location of
fight water borne
our campaign.
diseases.
The campaign promotes the added value of minerals and safe drinking
water. Hence it becomes necessary to target the areas where these
problems are prevalent at a large scale.

Tie-up with Health Ministry of India, organizations like WHO, UNICEF etc.

Using POINT OF
DIFFERENTIATION Video Promotion : Interview with doctors and the other concerned
To Market The Idea person who can explain about the issue of water borne disease.

Symbol 6 stage purification process.

The new slogan line : The label says Trust, because it is Bisleri
 Spread the word - #GharKaPani
Phase
2 Awareness
Launch locations Creating Buzz
Routes
Ahmedabad Posters: Spreading Launch time:
Bhubaneshwar the message of Videos during IPL.
Delhi Stay Protected Launching WATER
Mumbai Pamphlets: ATM in the
Outward Marketing grounds Easy
Varanasi availability of the
Reaching out to
the people to water during the
spread the match
message via Digital Marketing:
commercials and Spread the word
Pamphlets through Twitter
and Facebook
through the
#GharKaPani
Provide water to
the villages of
Rajasthan for
 Increasing direct sales
Phase
3
At the railway stations,
bus stations, airports,
malls and stadium
Near Tap water facilities
Advantage: This helps
in cutting the margin of
the retailor
Challenge: Delivery
channel and ensuring the
availability all the time
Installing water
ATMs
Tie ups with the
major travel
organizations and Such as cricket,
major hotels. hockey and regional
Such as airlines, tour buses, athletic games.
travel companies and hotels Advantages: This
who have tied up with travel will create brand
companies
Advantage: This helps us in awareness.
reaching to the customers Challenge: Already
Becoming the
directly and creating brand crowded
awareness
Challenge: It will eat into our hydration partner
profit share as they will at popular sports
demand tie-up fees
events.
HR
The challenge here is to institutionalize technological change in an organization
which is resistant to change

Structur
Economic
al
Insecurity Inertia

Failure to
recognize
the need Individu Fear of
unknown Previously
for Work
change al Unsuccessf Organizatio
nal Barriers Group
ul change
Barriers efforts
to Change Inertia
to
change

Threats to Threats
social
Habit
relationsh to
ip Existing
Balance
of power

Why are organizations and people hesitant to change

Steps to institutionalize change

The eight-
Participati
Empowerm Systems step
ve
ent Thinking change
leadership
process
ESTABLISHING CREATING THE DEVELOPING A COMMUNICATIN
A SENSE OF GUIDING VISION AND G THE CHANGE
URGENCY COALITION STRATEGY VISION
Identifying and Putting together a Creating a vision to Using every vehicle
discussing major group with enough help direct the possible to
opportunities and power to lead the change effort constantly
being clear why they change Developing communicate the
must be Getting the group to strategies for new vision and
accomplished now work together like a achieving that vision strategies
team Having the guiding
coalition role model
the behaviour
expected of
employees
EMPOWERING
BROAD-BASED
ACTION
(empowering
people to effect
change)
Getting rid of obstacles
Changing systems or
structures that undermine
the change vision
Encouraging risk taking and
non-traditional ideas,
activities & actions
Engage employees as
partners
Provide people with the
opportunity to plan for and
take action
GENERATING SHORT- CONSOLIDATING
TERM WINS GAINS AND
Planning for visible PRODUCING MORE
improvements in CHANGE
performance, or wins
Using increased credibility
Creating those wins
Visibly recognizing and
to change systems,
structures, and policies that
rewarding people who made
dont fit together and dont
wins possible fit the vision
Hiring, promoting, and
developing people who can
implement the change
vision
Develop people and projects
to carry on the change
vision throughout the
organization
ANCHORING NEW
APPROACHES IN
THE CULTURE
Creating better performance
through customer- and
productivity-oriented
behaviour, more and better
leadership, & more effective
leadership
Articulating the connections
between new behaviours
and organizational success
Developing means to ensure
leadership development and
succession
Operations
 Assumptions
During wedding season the demand is unfulfilled by 20% of the total demand.

Plant operation 9hours * 2 shifts * 300 days

Per minute production 80 bottles

Per month production 28,80,000

Per plant production 36,000 a month

Expansion
Problem Statement Tie ups and
increase in
delivery
channel Applying
Multiple
Wedding seasons leads to surge in Period
Theory of
Constraints
demand for Bisleri and huge Production
Fighting
quantity is demanded in very short Inventory
the
model
notice. The plants work at their bottlenecks
capacity and have safety sock,
which, during surge in demand fall STRATE
short at times. GIES
Multiple Period Production Inventory model
At any stage, the beginning inventory plus the amount produced during a period
must be equal to the demand plus ending inventory at the end of the period

2 major wedding
seasons:
a) December to
January
b) May to June

BENEFITS CHALLENGES

Catering the demand with the current

production efficiency since in all the months Holding cost of inventory
the plant does not operate at full capacity

No new investments
No expansion Extra care to be taken since its a
Inventory can be held in the production perishable good
warehouse
Expansion Tie ups and increase in delivery channel
Current brands in India - 100
Current number of plants: > 1000
Proble Solutio
m n
Unable to penetrate tier 2- Tie-up with the local
3 cities brands

Using the excess

High competition from the capacity of the plant to
local manufacturers cater the needs during
excess demand.

BENEFITS
Using the already established
channel of the local distributor
CHALLENGES
Checking of the Quality standards of
delivery the local manufacturers. Regular
quality check. To prevent Brand
Dilution.

Only giving technology, hence no major Majorly Indirect benefit : Marketing of

investment along with the spreading of the the name Bisleri. Major part of the
brand name in those cities. Able to meet revenue will go to the local
excess demand during wedding seasons manufacturer only.
Applying Theory of Constraints Fighting the bottlenecks

An hour lost at a bottleneck is an hour lost for

the entire system

Reducing the
efficiency of the
machine instead
Ensuring the Increasing
of having a
improvement of throughput via Ensuring the non-
machine that
the bottleneck ensuring the bottlenecks are
produces at a
plant Increasing availability of the below their 100%
lower cost/unit,
the number of raw efficiency else it
have a costlier
shifts of that material/goods of will add on to the
machine which
particular at the input of the inventory cost
can produce more
machine/process bottleneck
this will
increase the
overall production
Finance
Forecast of Current Business (Bottled Water)
Expected turnover (in Crore
INR)
CAGR = CAGR = CAGR = 2,200
Year
25% 22.5% 20% 1,950

2015 700.00 700.00 700.00 1,700

2016 875.00 857.50 840.00 1,450

1,200
2017 1093.75 1050.44 1008.00
950
2018 1367.19 1286.79 1209.60 700
2015 2016 2017 2018 2019 2020
2019 1708.98 1576.31 1451.52
2136.2 1930.9 1741.8
2020 CAGR = 25% CAGR = 22.5% CAGR = 20%
3 8 2
The way forward: Carbonated drinks
INR 25,000 to Expected
Indian market: Carbonat Expected turnover of
28,000 Cr
Market in 5 metro ed Drink turnover of Bisleri
INR 1,000 Cr Market
cities: market in Bisleri considerin
share
Year 5 metro considering g
Market share cities 6% market increasing
consider
(expected) (based ed
6% (Crore share market
on demand INR) (Crore INR) share
forecasting) (Crore INR)
Expected Turnover INR 60 Cr 2015 1000
2016 1300 78 78 6%
2017 1690 101.4 118.3 7%
2018 2197 131.82 175.76 8%
2019 2856.1 171.366 257.049 9%
2020 3712.93 222.7758 371.293 10%
Expected growth rate
of Carbonated Drink
Industry in India: 30%
 Turnover Turnover by
from bottled venturing into Total turnover of
Year water carbonated combined
Capital Investment: considering drink business
CAGR = 20% business
INR100 cr
2015 700.00 0 700.00
Opportunity cost for 5
2016 840.00 78 918.00
years considering 9% 2017 1008.00 118.3 1126.30
ROI : INR 141.16 cr 2018 1209.60 175.76 1385.36
2019 1451.52 257.049 1708.57
2020 1741.82 371.293 2113.12

2,500

2,000

1,500

With the current 1,000

Opportunity cost market scenario
500
of INR 141.16 cr and expected
is less than growth rate, 0
forecasted Bisleri could 2015 2016 2017 2018 2019 2020
turnover of INR achieve turnover
Turnover by venturing into carbonated drink
371.293 Cr of INR 2000 cr by
business
2020.
THANK YOU