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Marketing Management
Case Studies
CASE STUDY (20 Marks)
In 2006, 46 year old Barbie – the
largest and the most popular doll in the world is struggling through a midlife crisis.
The Barbie brand accounts for almost one third of Mattel's $5.2 billion annual
revenue. The Barbie doll has dominated the global toy market for more than 40
years. But in recent years, its status as queen of the toy cupboard is under
threat. Mattel's financial results highlighted her plight with the gross
worldwide sales of Barbie falling by 13 % in the second quarter of 2006. Little
girls no longer view her as cool and trendy. Mattel decided to reinvigorate the
Barbie brand, focusing on core markets, aligning more effectively with growing retail
customers by entering into closer partnerships with them, investing in developing
markets, and growing alternative sales channels. Mattel has decided to
concentrate on three aspects – product, brand building and distribution
channel. It has extended Barbie to animation movies, launched interactive web
sites, and developed new products to appeal to teens and preteens. The case discusses
the challenges faced by Barbie; it traces the initiatives taken by Mattel over
the years to extend Barbie's product life cycle; and debates over Mattel's
current strategy for Barbie.
Answer
the following question.
Q1.
Give an overview of the case.
CASE STUDY (20 Marks)
In early 2006, Malaysia launched a
'Visit Malaysia Year 2007' campaign which coincided with the golden jubilee of
its independence in 2007. The objective of the campaign was to market Malaysia
as a major tourist destination and attract 20 million international tourists in
2007, up from 16.4 million in 2005. In 1999, Malaysia had launched the
'Malaysia: Truly Asia' campaign which significantly increased international
tourist flow to the country. The case deals with the efforts made by Malaysia
to transform itself into a comprehensive tourism product and market it.
Answer
the following question.
Q1.
Analyze the need for integrated planning to make a country brand
Q2.
Discuss the critical success factors for making the country a major tourist
destination
Q3.
Debate the image of Malaysia as a country brand
Q4.
Give an overview of the case.
CASE STUDY (20 Marks)
Welcome Airlines had been operating for
20 years and had survived ups and down after the open skies policy. They are
operating small city routes .The company managed a modest profit every year, in
spite of existence of other big airlines in the market. Welcome airlines is
facing challenge of reduction of their market share by 20% The President of the
company hired an energetic young marketing manager Mr. Sameer who launched a
new service Air Taxi service of Chartered Aircraft for the Airlines. In promotion
strategy of media planning Mr. Sameer has given preference to radio media which
was largest advertisement expenditure for the company. Mr. Sameer couldn’t
understand what went wrong as it causes a great loss to the company.
Answer
the following question.
Q1.
Where did Mr. Sameer go wrong according to you?
Q2.
Develop a fresh Advertising strategy for Welcome Airlines
Q3.
Was radio the right media? Which according to you is the right media and why?
Q4.
Develop a sales promotion strategy for the company.
CASE STUDY (20 Marks)
Unilever, the AngloDutch consumer
product company, was formed in 1930 with the mission of ‘meeting the everyday
needs of people everywhere’. Over the years, it became the world’s second
largest packaged consumer goods company (after Procter & Gamble) and third
largest food firm (after Nestle and Kraft Foods). Armed with 1600 brands in the
home and personal care, and food and beverage segments, the company was present
in 150 countries and its brands were used by 200 million people every day.
However, since the late 1990s, the
company started facing competition which resulted in a decline in the net
profit and marginal growth in revenue. In February 2000, the company announced
a five year growth strategy, directed towards bringing a significant improvement
in its performance. The strategy, known as ‘Path to Growth’, declared the
company’s intention of streamlining and rationalizing its unwieldy portfolio of
1,600 brands. Unilever aimed at getting rid of some of its ‘nonstrategic’
brands and reducing its portfolio to
400 ‘power brands’, by 2004. The plan attempted to save $7 billion within five
years. The initiatives, however, received mixed feedback. While a group of
industry analysts appreciated the unique move, another group was doubtful about
theeffectiveness of this strategy. The case is about the brand portfolio and
the brand portfolio restructuring idea. Also, it offers scope for discussing
how Unilever continued with the brand restructuring exercise and whether the
company would be able to achieve the desired growth rate by following the
strategy.
Answer
the following question.
Q1.
Discuss branding as a tool of key differentiator in strategic marketing.
Q2.
Explain how Unilever categorized its brands as ‘Power Brand’.
Q3.
Discuss how companies do ‘Brand Portfolio Management’.
Q4.
Give an overview of the case.
Assignment Solutions, Case study Answer sheets
Project Report and Thesis contact
ARAVIND – 09901366442 – 09902787224
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