roducL and 8rand ManagemenL

MC1 332
A[ay Chandel
JhaL are Lhese?
JhaL ls a brand?
Accordlng Lo AMA a brand ls a
name Lerm symbol slgn or deslgn
or a comblnaLlon of all lnLended Lo
ldenLlfy Lhe goods and servlces of
one seller or group of sellers and Lo
dlfferenLlaLe Lhem from Lhose of Lhe
compeLlLors
ML 8AC
A brand is a persons gut feeling about a
product, service, or company.` Marty
Neumeier The Brand Gap
A brand isnt a brand to you until it develops
an emotional connection with you.` aryl
Travis Emotional Branding
rands speak to the mind and heart`
lina Wheeler esigning Brand Identity
n a copycat economy hype will not sustain a
brand.` ren Harari Break From the Pack
8rand vs roducL
roduct
A producL ls anyLhlng we can
offer Lo a markeL for aLLenLlon
acqulslLlon use or
consumpLlon LhaL mlghL saLlsfy
a need or wanL
Lg
1 8reakfasL meal
2 An alrllne
3 A reLall sLore or mall
4 layers pollLlcal flgure
3 lace
6 dea
rand
A brand ls more Lhan a producL
because lL can have dlmenslons
LhaL dlfferenLlaLe lL ln some way
from oLher producLs deslgned Lo
saLlsfy Lhe same need or wanL
Lg 1 kelloggs corn flakes
2 ndlan alrways
3 8lg bazaar JalMarL
4 1 usha 8ahul Candhl
3 8everly hllls AusLralla
6 CorporaLe soclal responslblllLy
8rand vs roducL
roduct
eople buy lL because lL ls
cheap easlly avallable and
convenlenL L ls generlc
noLhlng memorable lulflll
lmmedlaLe needs/deslres
Lg any soup
MarkeL ls easlly sLolen by
anoLher compeLlLor
rand
eople buy lL because Lhey
feel honored paLronlzlng
Lhe brand and are
emoLlonally or
psychologlcally aLLached
wlLh lL Lg Campbell soup
L ls noL easy Lo defeaL a blg
brand and Lake away lLs
cusLomers Lg coca cola
epsl eLc
roducL vs 8rand
roduct rand
|eve|s of a
product
core benlfL eg ac
coollng
Cenerlc beneflL eg
cooler llke ac
LxpecLed should be
good
AugmenLed exLra
feaLure llke less nolse
oLenLlal servlces
free
JhaL ls Lhls?
uoes lL asslgns Lhe
responslblllLy Lo Lhe
producL source?
uo you feel funcLlonal
rlsk whlle maklng
purchase declslon?
uoes lL reduces earch
cosL?
uoes lL romlses
quallLy?
J do brands matter?
Consumers
denLlflcaLlon of source of
producL
AsslgnmenL of responslblllLy
Lo producL maker
8lsk reducer
earch cosL reducer
romlse bond or pacL wlLh
Lhe producL
ymbollc devlse
lgnal of quallLy
,anufacturers
Means of ldenLlflcaLlon Lo
slmpllfy handllng or Lraclng
Means of legally proLecLlng
unlque feaLures
lgnal of quallLy level Lo
saLlsfled cusLomers
Means of endowlng producLs
wlLh unlque assoclaLlons
ource of compeLlLlve
advanLage
ource of flnanclal reLurns
;ua||t
erfor
mance
1ypes of 8lsks
luncLlonal rlsk
hyslcal rlsk
llnanclal rlsk
oclal rlsk
sychologlcal rlsk
1lme rlsk
Can everyLhlng be branded?
hyslcal Coods Apple uell lapLop CuCC
handbag 8eebok shoes
ervlces Amerlcan Lxpress ndlan Alrways
PllLon PoLels Merrlll Lynch
8eLallers/ulsLrlbuLors alnsbury 1esco Marks
pencer
nllne producLs and servlces L8ay Coogle
eople and organlzaLlon Ceographlc Channel
ulscovery Channel
CnANGING CkGANI2A1ICN
S1kUC1UkL
1radlLlonal manufacLurer markeLlng/ sales
organlzaLlon responslblllLles
,arket|ng V Sa|es
roduct manager kesearc managers Sa|es manager
Dec|s|on Support Dec|s|on
roduct deve|opment Snd|cated researc Ga|n d|str|but|on
ackag|ng Consumer researc Ac|eve |n store presence
Advert|s|ng Interna| data Ac|eve mercand|s|ng
Consumer promot|on
1rade promot|on
r|c|ng
D|str|but|on
CCNSU,Lk ICCUS kL1AILLk ICCUS
rof|t respons|b|||t Vo|ume respons|b|||t
Lvolvlng manufacLurer organlzaLlon
,arket|ng kesearc$,IS V Sa|es
roduct manager Iac|||tate Sa|es manager
Dec|s|on Support Dec|s|on
roduct deve|opment Snd|cated researc Ga|n d|str|but|on
ackag|ng Consumer researc Ac|eve |n store presence
Advert|s|ng Interna| data Ac|eve mercand|s|ng
Consumer promot|on
1rade promot|on
r|c|ng
D|str|but|on
CCNSU,Lk ICCUS ,arket|ng$sa|es resource
kL1AILLk ICCUS
Vo|ume and rof|t respons|b|||t Vo|ume and prof|t respons|b|||t
1LS CI ,AkkL1ING
CkGANI2A1ICNS
roducL focused organlzaLlon
1hls ls a Lyplcal brand managemenL sLrucLure
whlch was developed by rocLer and Camble
ln 1930s L ls mosLly found ln packaged goods
lndusLry however can be seen ln oLher
lndusLrles as well
lor every producL/brand a speclal manager ls
asslgned Lhe responslblllLy Lo manage Lhe
producL/brand Laklng all lmporLanL declslons
abouL prlce promoLlon and dlsLrlbuLlon
Pead of company/dlvlslon
ManufacLur
lng
MarkeLlng llnance
Communlca
Llons
MarkeLlng
research
roducL
manageme
nL
upporL
Manager
roducLA
Manager
roducLu
Manager
roducL8
Manager
roducLC
MarkeL focused organlzaLlons
1hls ls a klnd of markeLlng organlzaLlon whlch
normally has a dlfferenL producL for dlfferenL
users llke for consumers and lndusLrlal
consumers or some oLher organlzaLlons who
has Lhe responslblllLy and auLhorlLy Lo manage
Lhe producL/ brand belng offered Lo dlfferenL
markeLs
Lg Mlcroscope manufacLurers Zels Lelca or
lympus
luncLlonal organlzaLlons
ulfferenL manager managlng dlfferenL
markeLlng funcLlon for a producL mlx
ullL8LnCL
nL PuLu knJ 1PL ullL8LnCL
8L1JLLn 1PLL
CMMu1?
8uuC1
88Anu
roducL mlx
1he producL mlx of a company whlch ls
generally deflned as Lhe LoLal composlLe of
producLs offered by a parLlcular organlzaLlon
conslsLs of boLh producL llnes and lndlvldual
producLs A producL llne ls a group of producLs
wlLhln Lhe producL mlx LhaL are closely
relaLed elLher because Lhey funcLlon ln a
slmllar manner are sold Lo Lhe same cusLomer
groups are markeLed Lhrough Lhe same Lypes
of ouLleLs or fall wlLhln glven prlce ranges
uo you know?
JhaL ls meanL by
1 roducL llnes
2 roducL llne lengLh
3 roducL mlx wldLh
4 roducL mlx depLh
kCDUC1 ,Ik JID1n
A1n SCAS lA88C JAP LVLkAGLS CosmeLlcs
Lux
DCVL
LIkIL
LL Sanc
ears
kexona
L|febuo
namam
reeze
Ia|
,ot|
Surf
k|n
Jee|
Sun||gt
A|a

ru
rook bond
L|pton
green tea
3 roses
1aaza
Deepam
1a[ ,aa|
Super Dust
kub Dust
A
Vase||ne
Ia|r and
Love|
Lakme
ro
duc
t
||ne
|en
gt
Maln Lasks of producL
managemenL/ managers
Appralsal of each producL llne
ueclslons on packaglng
roducL dlfferenLlaLlon and poslLlonlng
Managlng brands and developlng brand equlLy
new producL developmenL
Managlng Lhe LC of producLs
Managlng producL quallLy
CnA1Lk2
MarkeLlng plannlng
JhaL ls a markeLlng plan?
A markeLlng plan ls a wrlLLen documenL
conLalnlng Lhe guldellnes for Lhe buslness
cenLre's markeLlng programs and allocaLlons
over Lhe plannlng perlod
olnLs Lo be noLed
1 L's a wrlLLen documenL
2 JrlLLen aL buslness cenLre level
3 lannlng perlod varles from producL Lo
producL
b[ecLlves of a markeLlng plan can
be as follows
ueflne Lhe currenL slLuaLlon faclng Lhe producL
and how we goL Lhere
1o deflne problems and opporLunlLles faclng
Lhe buslness
1o esLabllsh ob[ecLlves
1o deflne Lhe sLraLegles and programs
necessary Lo achleve Lhe ob[ecLlves
1o encourage careful and dlsclpllned Lhlnklng
1o esLabllsh a cusLomer compeLlLor
orlenLaLlon
MlsLakes ln plannlng sLage
1he speed of Lhe process
1he amounL of daLa collecLed
Jho does Lhe plannlng?
1he sLrucLure
LengLh of Lhe plan
lrequency of plannlng
number of courses of acLlon
Jho sees Lhe plan?
noL uslng Lhe plan as a sales documenL
nsufflclenL senlor managemenL leadershlp
noL Lylng compensaLlon Lo successful plannlng efforLs
lannlng process
lormulaLlon (lannlng analysls ob[ecLlves sLraLegles
mplemenLaLlon
LvaluaLlon
MarkeLlng lannlng sequence/
process
updaLe hlsLorlcal daLa
CollecL currenL slLuaLlon daLa
uaLa analysls
uevelop ob[ecLlves sLraLegles programs
uevelop flnanclal documenLs
negoLlaLe flnal plan
Measure progress Lowards ob[ecLlves
AudlL
1 LxecuLlve summary
2 lLuaLlon analysls
ueflnlLlon or compeLlLor seL/ caLegory
compeLlLlon
CaLegory analysls
MarkeLlng plan ouLllne
1 LxecuLlve summary a 13 page synopsls of
Lhe plan provldlng hlghllghLs of Lhe currenL
slLuaLlon ob[ecLlves sLraLegles prlnclpal
acLlons programs and flnanclal expecLaLlons
2 lLuaLlon analysls
A) caLegory/ compeLlLor deflnlLlon
8) caLegory analysls
LLvLL l CML11n
1 8uuC1 l8M
2 8uuC1 CA1LC8? CML11n
3 CLnL8C CML11n
4 8uuCL1 CML11n
A) CaLegory/ compeLlLor deflnlLlon
lAn1AlAn1A
uL1CkL
uL1L
orches
l8u
L?M
u1P
uuCL
ML8CL
uLL
CAuL
AC
LnCL
n
8MJ
n1A
C
1?1A
nAn
CPLv?
CLA? u1nC1vL
8AC1CAL
All8uA8LL
C
nL
8v
A1
vL

8
1?
CP8?L
L8
LuM
8LL
8uCk
CaLegory analysls
AGGkLGA1L ,AkkL1 IAC1CkS
a) caLegory slze
b) caLegory growLh
c) sLage ln Lhe producL llfe cycle
d) sales cycllclLy
e) seasonallLy
f) proflLs
LC
CaLegory slze
CaLegory growLh
CaLegory
aLLracLlveness
Plgh Low
negaLlve
ModeraLe
Plgh
ModeraLe
Low
Low
mall Large
Low
Low/Plgh
CaLegory analysls
CA1LC8? lAC18
1hreaL of new enLranLs
Lconomles of scale
roducL dlfferenLlaLlon
CaplLal requlremenL
CosL dlsadvanLage lndependenL of slze
Access Lo dlsLrlbuLlon channels
CovernmenL pollcles
b) bargalnlng power of suppllers
Plghly concenLraLed
roducL ls unlque or dlfferenLlaLed
no subsLlLuLe
wlLchlng cosL
LlmlLed supply
lorward lnLegraLlon
c) 8argalnlng power of buyers
roducL ls large percenLage of buyer's cosL
roducL ls undlfferenLlaLed
8ackward lnLegraLlon
8uyer has full lnformaLlon
ubsLlLuLes
d) 1hreaL of subsLlLuLes
e) CurrenL caLegory rlvalry
CompeLlLors are numerous
ndusLry growLh ls slow
no dlfferenLlaLlon or swlLchlng cosL
LxlL barrlers are hlgh
f) CaLegory capaclLy
CaLegory analysls
Lnv8nMLn1AL lAC18
a) 1echnologlcal
b) ollLlcal
c) Lconomlc
d) 8egulaLory
e) oclal
C Company and compeLlLor
analysls
1 roducL feaLures maLrlx
2 b[ecLlve
3 LraLegles
4 MarkeLlng mlx
3 roflLs
6 value chaln
7 ulfferenLlal advanLage/ resource analysls*
8 LxpecLed fuLure sLraLegles
ulfferenLlal analysls
a AblllLy Lo concelve and deslgn new producLs
b AblllLy Lo manufacLure or dellver Lhe servlce
c AblllLy Lo markeL
d AblllLy Lo flnance
e AblllLy Lo manage
f Jlll Lo succeed ln Lhe caLegory
CusLomer analysls
JhaL ls Lhe ulLlmaLe source of operaLlng
proflLs?
volce can make or mar a company!!
A dellhell"
hLLp//wwwmedlaposLcom/publlcaLlons/?fa
ArLlclesshowArLlclearL_ald33307
8 dell on flre"
hLLp//glzmodocom/gadgeLs/lapLops/dell
lapLopexplodeslnflames182237php
1hls ls whaL a volce can do Lo you

8 quesLlons a producL manager

need Lo answer
Jho buys and uses Lhe producL?
JhaL cusLomers buy and how do Lhey use lL?
Jhere cusLomers buy?
Jhen do Lhey buy?
Pow do Lhey choose?
Pow do Lhey prefer a producL?
Pow do Lhey respond Lo markeLlng programs?
Jlll Lhey buy ls agaln?
Jho buys and uses Lhe producL?
8uyer vs user
nlLlaLor
nfluence
ueclder
urchaser
user
JhaL cusLomers buy and how do Lhey
use lL?
8eneflL or Lhe producL?
8lM 1echnlque (urchase paLLern)
1 8ecency
2 lrequency
3 MoneLary value
1he sLages of cusLomer proflles
unaware aware accepLlng aLLracLed acLlve
advocaLes
Jhere cusLomer buy?
1he mall culLure
AdvenL of reLall sLores convenlence sLores
Jhen do Lhey buy?
Pow cusLomers choose?
egmenLaLlon
MarkeL poLenLlal and sales
poLenLlal
PotentiaI: the maximum sales reasonably
attainable under a given set of conditions within
a specified period of time. i.e. what you might
or could achieve.
Forecast: the amount of sales expected to be
achieved under a set of condition within a
specified period of time. i.e. what you probably
achieve.
Quota: a related concept quotas are typically
set by senior managers and are what an
individual in the company for example, a
salesperson is expected to achieve. i.e. what
you should achieve.
JhaL are Lhey used for?
1o make enLry/exlLs declslon
1o make resource level declslons
1o make locaLlons and oLher resource
allocaLlon declslons
1o seL ob[ecLlves and evaluaLe performance
As an lnpuL Lo forecasL
nformaLlon sources
CovernmenL sources
1rade assoclaLlons
llnanclal and lndusLry analysLs
opular press
1he lnLerneL
MeLhods of esLlmaLlng markeL and
sales poLenLlal
Analysls based esLlmaLes
1 ueLermlne Lhe poLenLlal buyers or users of
Lhe producL
8uyers who have Lhe need resources Lo
purchase Lhe producL and use lL
AlLernaLlvely go backward
Lg lapLop manufacLurer wanLs Lo esLlmaLe
Lhe poLenLlal buyers or users of Lhe producL
Pow would he go abouL lL?
1 lleeL workers who do noL have offlces buL
need porLable compuLers ln warehouses or ln
manufacLurlng llnes
2 8oad warrlors who are on Lhe road all Lhe
Llmes and need vlrLual offlces
3 fflce funcLlonallsLs who have offlces and
need compuLers aL offlce and aL home as well
4 LudenLs who don'L have offlces buL need
lapLops for oLher works
3 Lhers who need lapLops for many oLher
2 ueLermlne how many are ln each poLenLlal
group of buyers deflned by sLep 1
ne can selecL demographlc and varlous oLher
aLLrlbuLes
1 lleeL workers 13 mllllons
2 8oad warrlors10 mllllons
3 fflce funcLlonallsLs8 mllllons
4 LudenLs 6 mllllons
3 Lhers 3 mllllons
1he populaLlon for 280 mllllons consLlLuLe Lhe
markeL for lce creams
Pow can you ldenLlfy Lhe poLenLlal cusLomers
Lhrough ellmlnaLlon meLhod?
3 LsLlmaLe purchaslng or usage raLe
MulLlply sLep 2 wlLh sLep 3
1990s 4 mllllon bables annually
Average chlld uses 7800 dlapers ln flrsL 138
weeks (23 yrs) or 60 per week
Annual markeL poLenLlal for dlsposable
dlapers ??
23*4 mllllons6032 weeks287 bllllons
ales forecasLlng
1o answer whaL lf"
1o help seL budgeL
1o provlde a basls for monlLorlng sysLem
1o ald ln producLlon plannlng
8y flnanclal analysLs Lo value Lhe company
4 varlable are Laken lnLo accounL for
forecasLlng a) cusLomer behavlor b)pasL and
planned producL sLraLegles c) compeLlLor
acLlon d) envlronmenL
uuCLMLn1 8ALu ML1Pu
nalve exLrapolaLlon
ales force composlLe
ury of experL oplnlon
uelphl meLhod
Cu1ML8 8ALu ML1Pu
MarkeL LesLlng
MarkeL survey
ueveloplng roducL LraLegy
1he acLlon plan should Address
Lhree quesLlons
1 Jhere are we headed?
CrowLh vs roflL
2 Pow wlll we geL Lhere?
1argeLlng
oslLlonlng
value proposlLlon
3 JhaL wlll we do?
LraLegles for markeLlng mlx
8eneflLs of sLraLegy
1he sLraLegy baslcally leads Lo 3 ouLcomes
1 Lnhances coordlnaLlon among varlous
deparLmenLs and wlLhln markeLlng
2 ueflnes how resources wlll be allocaLed
3 Leads Lo superlor markeL poslLlon
L ls someLhlng compeLlLor can noL do
L ls someLhlng compeLlLor choose noL Lo do
CompeLlLors would be aL dlsadvanLage lf Lhey do so
L causes us Lo galn lf compeLlLors do lL
LlemenLs of a producL sLraLegy
1 LaLemenL of ob[ecLlves Lhe producL should
aLLaln
b[ecLlves vary from mlsslon vlslon Lo
corporaLe and producL ob[ecLlves
1he maln concern ls Jhere do we wanL Lo
go?"
vary from organlzaLlon Lo organlzaLlon and
from level Lo level
Level 3 rogram ob[ecLlves
Level 4 8rand ob[ecLlves
Level 3 roducL ob[ecLlves
Level 2 ulvlslonal ob[ecLlves
Level 1 CorporaLe ob[ecLlves
Level 0 Company mlsslon/vlslon
b[ecLlves should be MA81
peclflc
Measurable
Achlevable
8aLlonale
1lme bound
1wo maln ob[ecLlves
proflL vs markeL share
LlemenLs of a producL sLraLegy
2 elecLlon of sLraLeglc alLernaLlves
uepends upon Lhe ob[ecLlve
f growLh markeL developmenL (currenL producL Lo
non cusLomers new markeLs) and peneLraLlon
(currenL and pasL cusLomers cusLomers of
compeLlLors)
f proflL lower Lhe lnpuLs ( cosL reducLlon lmprove
uLlllzaLlon of asseLs) and Lry Lo lncrease Lhe ouLpuLs
(80/20 producL rule lncrease llsL prlce reduce
dlscounLs eLc)
1argeLlng cholce of cusLomer
LargeLs
key polnLs Lo conslder before LargeLlng
lze/growLh of Lhe segmenL
pporLunlLles for obLalnlng compeLlLlve
advanLage
8esources avallable
Cholce of compeLlLor's LargeLs
denLlfy Lhe LargeL markeLs of Lhe compeLlLors
peclally Lhe valuable cusLomers
Look for Lhe gaps lf are avallable
very lmporLanL Lo sLudy ln case of markeL
developmenL and peneLraLlon
Core sLraLegy
L ls Lhe dlfferenLlal advanLage communlcaLed
Lo Lhe LargeL markeLs
1he advanLage can acLually be classlfled lnLo
Lwo caLegorles
1 cosL/prlce (economlc) dlfferenLlal
advanLage
2 dlfferenLlaLlon based on producL offerlng or
servlce feaLures
oslLlonlng declslons4 sLep
process
denLlfy alLernaLlve poslLlonlng Lhemes by
consulLlng Lhe adverLlslng accounL Leam
producL Leam and pasL markeLlng plans
creen Lhe alLernaLlves on Lhe basls of
1 lf lLs meanlngful Lo cusLomers
2 feaslble
3 compeLlLlvely senslble
4 helpful for meeLlng Lhe producL ob[ecLlves
elecL Lhe poslLlon LhaL besL saLlsfles Lhese
crlLerla
mplemenL programs conslsLenL wlLh Lhe
producL poslLlon selecLed
* core sLraLegy someLlmes ls also called as
value proposlLlon
1o provlde Lravelers wlLh Lhe lowesL cosL alr
LransporLaLlon wlLh an en[oyable fun
aLmosphere
CosL/prlce sLraLegy
Plgh asseL Lurnover (economles of scale and
experlence curve)
Low dlrecL and lndlrecL cosLs (sLandardlzaLlon
no frllls less cusLomlzaLlon and
personallzaLlon)
conLrol over Lhe supply/procuremenL chaln Lo
ensure low cosLs (bulk purchase n1
squeezlng suppllers on prlce)
non prlce sLraLegy
1here are Lwo Lypes of nonprlce sLraLegy Lhe
markeL leader sLraLegy and Lhe nlche sLraLegy
A markeL leader sLraLegy focuses on belng Lhe
besL ln Lhe markeL on Lhe basls of someLhlng
oLher Lhan prlce such as quallLy or cusLomer
servlce A nlche sLraLegy focuses on a small
segmenL of Lhe populaLlon and offers a
producL Lo flL Lhe needs of Lhose consumers
ulfferenLlal advanLage LoLal producL concepL
3 areas of dlfferenLlaLlon
1 CuallLy performance deslgn servlce
rellablllLy and durablllLy commerclal
2 LaLus and lmage 8olex olo cloLhes
3 8randlng percepLual mapplng
4 Convenlence
3 ulsLrlbuLlon
Managlng 8rand LoyalLy
1 8rand LoyalLy
a) ClrcumsLanLlal
b) Lfflclency
c) ALLachmenL
????
????
really love Lhls brand
wlll mlss Lhls brand lf lL wenL away
1hls brand ls so speclal Lo me
1hls brand ls more Lhan a producL Lo me
8rand awareness
lmplesL form of brand equlLy
name all Lhose brands LhaL comes ln your
mlnd when say
1 LooLhpasLe colgaLe pepsodenL closeup
mlsvak babool anchor vlco gllsLer clbaca
dabur lal LooLh pasLe neem sensodenL
Lhermocyl
2 salL LaLa annpurna capLaln cook daandl
namak nlrma surya aashlrwad verka
3 baby care producLs
ercelved quallLy
Levl Lrauss
CllleLLe makes flne quallLy razors
8rand assoclaLlons
8rand loyalLy
8educe markeLlng cosLs
1rade leverage
ALLracL new cusLomers
a) CreaLe awareness
b) reassurance
1lme Lo respond Lo compeLlLlve LhreaLs
8rand awareness
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8rand Lo consldered
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8eason Lo buy
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Channel member lnLeresL
exLenslons
8rand assoclaLlons
Pelp process or reLrleve assoclaLlons
8eason Lo buy
CreaLe poslLlve aLLlLude
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