Market driving strategies

Market driving strategies

• 1.
  Final Report: KeyLearning Points Group ??????? Professor Steven Sweldens Market Driving Strategy Marta ANTUNEZ RUZ Benni AZARIA Aman CHOPRA Jatin KHANNA
• 2.
  Actual v/s Planned VODITESmarket Deviation from the Plan: • VERA lost market contrary to our expectation – from 95% to 60% • Launched 1 Brand for each segment • Innovators & Early Adopters market size grew slower than our expectations
• 3.
  Actual v/s Planned SONITESmarket Deviation from the Plan: • SECT – we regained our lost market – captured 58 % market although we forecasted a slow pickup. • SELA – Our expectations as per plan were higher market share but we P4 P5 P6 P7 P8 managed to capture only Planned SECT 74 145 255 290 326 27%, mainly due to SELA 47 92 128 145 162 Total 121 237 383 435 488 increased competition in Actual SECT 44 61 216 420 540 Singles SELA 80 180 264 244 240 Total 124 241 480 664 780
• 4.
  Learning 1 :Reflection on our Strategic Plan Planned Actual Growth/Share Matrix Growth/Share Matrix
• 5.
  Learning 2: Advantages / Critical Learning of a First Mover VODITES market • Importance of ‘Innovators’ for success in Vodite market • Cost structures – Lower R&D expense on improvisation of existing brand • Anticipate the competition / new entrants and their entry strategies • Focus on Long-term strategy and not to build strategies based on short-term benefits
• 6.
  Learning 3: Evolution ofcustomers’ needs SONITES and VODITES market • Modify your product or advertising campaign based on evolving preferences of your target segment • Advertising and price strategies cannot overcome the shortcomings of an inferior or badly designed product. • You can re-capture your lost market share of established brands through targeted advertising campaign. • Base your advertising campaign on Customer’s perception and not promoting technical or actual details of the product.
• 7.
  Other learning fromMDS • Price reduction or war is not the best strategy – Match perception of product to customer needs • Modify internal R&D and operations to match continuously evolving consumer preferences • Maintain optimum number of brands that you can handle with limited resources available rather than launching more and more brands to compete
• 8.
  Key Learning fromMDS Cases • Coke v/s Pepsi: 4 Principles of successful change management: Be market- driven, control the change process, anticipate reactions to your changes and then match internal changes with external changes. • LG Electronics – Continuous product Improvement to match evolving customer needs. • Danone – Brand Portfolio Management • DVR – Why good products may fail through bad advertising campaign ? • Renova – Competing on innovation is better than price war
• 9.
  Thank you ProfessorSteven for being our mentor/consultant and Special Thanks to the GURU Industry for keeping this simulation challenging and exciting for us.