There is an unending list of products

which failed in the market due to various

reasons but more or less because of
failure in one or more of the following
factor
The brand was targeted at the metro
youth was different. It was different in
taste, promotion, package, price etc.
Vanilla Coke was promoted in retro style.
The brand had Vivek Oberoi , the then
bollywood flame endorsing the brand in
an unusual style. Vivek sported the retro
look with typical combination of Elvis style
+ Shammi Kapoor style in an Old Lamby
Scooter screaming Wakaw.
It failed because .The campaign was not
targeted at the right segment. This
campaign had its fair share of critics
also. The brand was priced at a premium
over the ordinary coke. This may have
discouraged the TG from checking out the
brand
Levis type1 was a
style introduced
by denim market
leader Levi Strauss
& co. and failed
to influence
buyers to buy this
product. It is said
that a product
should identify its
target market
when launching.
Levis type1 was
launched with
evaluating its
target audience
and thus, failed.
There was no real need
for Crystal Pepsi. Despite
the shifting tides in early
90s marketing towards
healthiness and purity,
people just didnt get
excited about a clear
caffeine-free Pepsi. Not
really a surprise- those
who
were that concerned
with the health and
colour of their beverage
probably would not be
Pepsi drinkers to begin
with.
The Lisa was geared
towards business
consumers, though
those consumers
were attracted to
the lower price tag
on IBM PCs. NASA
got behind the Lisa
project, which they
regretted after it was
discontinued two
years later.

This computer
had a hefty
price tag. At
$699, it was
twice the price
of computers
from Atari and
Commodore.
Many were
also
disappointed
at the
awkward
layout of the
factory-
shipped
keyboard.
Ganga had a
revitalisation effort in 1997
when Godrej tried to
relaunch the brand under
the name Doodh Ganga.
But those effort went in
vain.
The primary reason why
the brand failed was that
the differentiation was not
sustainable over time.
Although Hindu's are very
religious in nature and
rivers the tradition but the
consumers are discerning
when it comes to
purchasing products
Sierra primarily
failed in the
market because
of its steep price.
Priced around Rs
5 lakh, the brand
failed to appeal
to the value
proposition of the
Indian consumer.
Sierra can be said
as a brand that
came too early.
The Indian market
was not ready for
this concept.
Blaze is so far the most
powerful scooter in
India. This 165 cc mean
machine is huge and
heavy.
Blaze was all set to
redefine the scooter
market in India
The launch ads ( TVC)
was nothing but a
marketing disaster. The
agency just killed the
product. The ad talks
about Rohit Varma.
Then the baseline says "
Short cut to Fame". It is
one of the lousiest
positioning statements
ever.
The brand was
positioned as " Two
luxury cars for the
price of one" . The ads
talked about twin A/C,
comfort and space.
Versa was launched
with a 1300 cc engine
which was the same
used in Maruti Esteem.
Despite the dream
launch, Versa failed to
generate volume . The
basic issue was the
price. Versa was
launched with a price
of Rs 5.15 lakh for the
base model and the
top end model costs
around Rs 6 lakh.
Those enthusiastic
customers who
flocked the showroom
after viewing the ads
was shocked by the
steep price of Versa.
Versa was priced at
par with Maruti Esteem
and other entry level
sedans.
the brand's
disaster started in
1996 when
Whirlpool acquired
this brand globally.
Whirlpool wanted
to sacrifice
Kelvinator for its
own brand.
Kelvinator's main
positioning was
based on its
cooling power. The
tagline aptly
captures the USP
of the brand.
Kelvinator's
compressors was
one of the best
available globally.
The arbitrary song
limit hurt the ROKR's
appeal. Many users
also discovered
that transferring
music to the phone
was slow compared
to dedicated
players, due to lack
of support for Hi-
Speed USB , and
there was also no
wireless
transfer. Lastly, the
ROKR was criticized
for being too much
like the preceding
E398. As a result, the
ROKR E1 sold below
expectations
despite a high-
profile marketing
campaign
Street was the Indian version
of the world famous Honda
Cub series. Honda Cub was
the world's largest selling
single model bike which has
sold more than 2.5 crore units.
The case is about marketing
mistake. The product failed in
all aspects of marketing mix
except the distribution.
The product was not good
enough. It looked like a
glorified M80 from Bajaj
which was used by Fish
vendors and the like.
The campaign was also not
successful. The initial
campaign tried to teach the
customers the new Clutch less
gear system and its efficacy,
the customers was not
impressed with this feature.
Riding on the pulling
power of Hrithik
Roshan, Tamarind had
a huge brand recall
during the launch.
Tamarind was
positioned as a
fashion wear. The
clothes were designed
by the famed London
based designer John
Paul Vivian. The brand
had the tagline " The
Flavour You Wear ".
The brand was
designed to be a fun,
fashionable trendy
brand.
Three major factors
was the cause of this
brand's failure.
Price and
Distribution and
Differentiation.
This unique brand is a
classic case of entire
marketing mix gone
awfully wrong. A good
idea killed by poor
marketing strategy.
The small TV market was
the most price sensitive
one and customers was
not willing to pay 40 %
premium for colour alone.
The brand failed to
convince the TG on the
value proposition of the
brand.
There was segmentation
issue also playing spoil
sport. Candy was not
focused on the TG
because some where the
brand wanted to attract
the replacement market (
New TV for Old) rather
than positioning itself as a
second TV. This put
additional volume
pressure on the brand
which was at best a
Niche brand.
Blackberry 9500
launched in a market
to compete with
Apples iPhone. Highly
volatile market which
demanded for
performance.
Unfortunately, the
storm didnt perform
as expected. It had
various flaws in its
technology.
Flaws like No Wi-Fi,
Memory, Capacitive
Touch Feature.
Due to all such issues,
customer is reluctant to
buy Blackberry Storm,
resulting in low prices
and no resale value
Trouble for Subhiksha
began in late 2008
when the company
ran out of cash,
bringing its operations
to a standstill.
Subhiksha faced
severe financial crisis
pertaining to liquidity.
The cash shortage
eventually resulted in
Subhiksha closing its
nationwide network of
1,600 supermarket
stores, and defaulting
on loans, vendor
payments and staff
salaries. The
overextended chain
imploded and all
stores across the
country were shut
down, most likely
never to open again
Tapping into the
booming bottled-
water market, the
beer conglomerate
introduced Rocky
Mountain Sparkling
Water but unwisely
kept the Coors logo
front and centre on
the label, making it
impossible not to
worry about driving
home after a heavy
dose of H2O. Sales
for the water, which
came in original,
lemon-lime and
cherry flavours, did
poorly.
The beverage was
eventually
discontinued.



The mid sized sedan
segment is super
crowded with focused
products at the same
price point as the
Kizashi. Compound this
with the fact that the
Kizashi often shares
showroom space with
superior products, which
means salespeople are
less motivated to focus on
a car that is less likely to
result in a sale.
Suzuki has never been
known in the US for
luxurious or sporty
vehicles, and there are
few dedicated Suzuki
dealerships, often
combined with other
brands like Hyundai or
Subaru that have more
appealing product.
Maruti Suzuki
Grand Vitara has
been a market
failure in India.
Grand Vitara had
engine problems,
steering control
problems and it
was a petrol
version when
launched in India
which gave the
average of 7-
10kmpl.
Learning from the
failure, Suzuki has
launched diesel
variants and
recalled the cars
with the problems
and repaired it
world wide.
Apart from the Enticer
from Yamaha, Kinetic
in collaboration with
Hyosung Motors
launched Kinetic
Aquila a few years
back, featuring a
250cc, V-twin, liquid
cooled engine, 26 bhp
of power at 9000 RPM,
and a top speed of
130 kmph. This bike
was priced at 1.75
lakhs on road and I
think this was not only
heavily priced, but the
root cause of its
failure.


Maruti Suzuki
launched a limited
edition model of the
mega hit Zen. The
Indian car buyer is
known to be
potentially resistant to
retro looks when it
comes down to cars.
Zen classic was
launched in the year
2000, when its
competitors were
catching the Indian
car buyer. The mass
wanted to switch to
more technological
advancements in their
four wheelers. This is
what went wrong with
this product. Zen
classic design was
more to attract
eastern European
countries.
When Unilevers star
brand Persil announced
the launch of a powerful
new formula, aptly called
Persil Power, many
consumers got excited by
the products apparent
ability to fight any stain.
However, when the
product hit the market
place in May 1994, it
proved so powerful that
under certain conditions it
didnt only destroy stains,
it destroyed clothes as
well.
The battle reached the
level of farce last summer
when Procter and
Gamble executives
paraded pairs of boxer
shorts in public, saying
that in tests commissioned
by them, Persil Power was
found to have damaged
the underwear.
Oranjolt needed to be
refrigerated. The problem
was that Indian retailers
tend to switch off their
shop refrigerators at night.
As a result, Oranjolt faced
quality problems. The
product has a shelf life of
three to four weeks where
other soft drinks were
assured a shelf life of over
five months. Servicing
outlets was also a
problem.
Rasna failed to
anticipate the quality
problems it faced as a
result of retail practices.
Rival Coca-Cola
had begun a "Coca-
Cola in the morning"
advertising
campaign, yet it was
Pepsi who took the
movement to the
next level. In a bid to
capture the elusive
morning beverage
market, the bottler
released Pepsi A.M.,
which featured 28
per cent more
caffeine per ounce
than its original soft
drink. The idea
flopped, of course,
though it's not known
just how much
PepsiCo lost in the
botched experiment.
The worst of all bad
ideas must surely be
the Thirsty Cat! and
Thirsty Dog! brands
of bottled water
designed for
pampered pets.
Although the water
came in such thirst-
quenching flavours
as Crispy Beef and
Tangy Fish, pets and
their owners
remained
unimpressed.
Harley-Davidson
launched a perfume
range. The idea in itself
created a confusion in
the masses. It wasnt
clear if it is meant for
bikers who dont want
to smell like bikers, or
is it for the people who
want to smell like
bikers. Simultaneously
Harley Davidson
launched wine
coolers, after shave.
For brands that inspire
strong loyalty, the
temptation is to test
that loyalty to its limits
by stretching the
brand into other
product categories.
Virgin Cols was
priced 1520 per
cent lower than the
two leading brands,
not enough
consumers were
being won over.
Part of the problem
was distribution.
Coca Cola and
Pepsi managed to
block Virgin from
getting crucial shelf
space in half
the UKs
supermarkets