Program & Batch: PGDM

Term: 4rd Term

Course Name: Strategic Marketing

Name of the faculty: Prof S K Palekar

Topic/ Title : Precis of Eureka Forbes Case

Original or Revised Write-up: Original

Group Number: 6

Contact No. and email of Group Coordinator: 7030137377 pgp17palashshrivastav@imt.ac.in

Group Members: Sl. Roll No. Name
1 170101132 Palash Shrivastav

2 170101077 Shivendra Tripathi

170103061 Alapati Devaki naga
3 Sireesha

4 170103076 Hanumant

5 170103089 Jasbir Singh Sidhu

6 170103169 Saraf Radhika Lalit

7 170103203 Saurabh Agarwal

170103212 Shashank Ramakanth
8 Malla
 Precis
The purpose of SM is to create a company which has the following objectives:
1. Customer Oriented
2. Able to compete with others in doing so
All these results to strategic competitiveness of the company. In addition, the adherence of
these rules makes a strategically strong company.
The 5 Cs define the strategic competitiveness of a company:
Customer: Determine what are the needs and from which clients that you’re trying to satisfy.
A few areas of research can be market segments, frequency of purchases, quantity of purchases,
retail channel, and customer needs depending on trends over time.

Company: Determine if company is in a position to meet those customer needs. For example,
whether your company has the right product line and technical expertise.

Competitor: Determine who competes with your company in meeting the customer’s needs.
Collaborator (distributor): Helps in fighting with the company and achieving the objectives of
the company.
Context: The analysis of the same is done by using PESTEL analysis.
What is strategy?
 Strategy is the allocation of particularly long-term resources.
Allocation of resource depends on the goal of the company. The vision of the
company defines the long-term goal and the mission defines the short-term goal.
Hence, for implementing any strategy we need to implement the strategy
according to the vision of the company.
 For every strategy to be implemented, you need the core strength.
 The body structure of company changes which means the change in 6s by McKinsey.
 Strategy also means that a company’s capability to change adapt the environment.
The MVC framework defines the formulation and implementation of strategy of any company.
The organisation structure of Eureka Forbes is:
Vice
President/Managing
Director

Marketing Operations Service Sales Finance Human Resources

Direct sales

Dealer sales

Industrial Sales
 The MVC framework can be applied to four divisions in the organization:
M

Direct Sales

V C

M
Dealer Sales

V C

Industrial Sales

V C

Service Sales

V C

The number of MVC triangles which can be made determines the profit centre of the company.
Therefore, there are four different organizations within Eureka Forbes. The four MVC
frameworks determines that there are four different types of customers for which the company
has to cater.
The strategies are of three types:
 Marketing strategy- The company has to segment the market and decide for each market
segment, the company has to attack or not.
 Business strategy- Business strategy is the art, science, and craft of formulating,
implementing and evaluating cross-functional decisions that will enable an
organization to achieve its long-term objectives.
 Corporate strategy- Corporate strategy encompasses a firm’s corporate actions with the
aim to achieve company objectives while achieving a competitive advantage.
The MVC framework determines a way to cater the customer, to facilitate it the companies use
7s model. Hence, in Eureka Forbes case there are total four MVC frameworks applied and for
each framework, there is a separate 7s model to be applied.

The problem in hand is, currently Aquaguard is being sold by direct sales but there is a huge
demand that it should be sold through dealer sales.
The correct measure would be to change the sales channel of Aquaguard to dealer sales, but in
that case the salary of salesmen which is having a huge variable incentive for the sales, would
be reduced and ultimately the overall salary of the salesman will be reduced. This will result in
the aggression among the sales team.
But the final decision was that there the existing method should be followed. Sometimes, what
is right is not important but how the decision would be accepted will also be a problem.
Ideally the strategy should drive the 7s, but in reality 7s drives the strategy.
The decisions taken by the company will always result in a gap between the induced strategy
and the emergent strategy.