School of Management and Entrepreneurship

Marketing Strategy
(MKT631)
MBA 2019-21

MANAGEMENT REPORT: Pintura Corporation Case

Submitted To: Prof. Subir K Bandyopadhyay

SUBMITTED BY:
GROUP - 5
Ritika Sharma (1910120028)
Ashutosh Choudhary (1910120007)
Anuj Yadav (1910120163)
Atul Mishra (1910120135)
Mayank Sharma (1910120021)
Morvi Dhawani (1910120022)
1. AREAS OF AGREEMENT

 Customers who are ready to increase their costs of production to produce more

environmentally friendly products.

 Producers who want to differentiate their products based on environmental impact.

 Furniture and other wood products customers were concerned with the protective and

aesthetic qualities of coatings.

 Hybrid distribution channel should be used.

o Directly to manufacturers through its in-house sales force.

o Indirectly through a network of independent distributors.

 20% of IFG’s total sales to flooring and cabinetry customers would switch from solvent-based

or water-based coatings to powder-based coatings.

 60% of its customers for furniture and other wood products would switch from water-based

coatings to powder-based coatings.

 40% of its customers for furniture and other wood products would switch from solvent-based

coating to a powder-based coating based upon the benefits described.

 There were strong concerns on its feasibility and product cannibalization, which was

expressed by the management team, hence the problem was that the review team has to be

convinced that Lena was not only a technically sound product but could also generate profits

and meet sales objective of 5% annual review growth.

 Lena as compared to traditional liquid-based coatings for hardwood have high Durability,

Shape Versatility, Environmental Friendliness, Cost Effectiveness

 It has superior resistance to most chemicals, moisture, heat and minor scratches than liquid-

based coatings. Therefore, its increased durability translates into fewer product defects.

 Manufactures may recycle up to 98% of the overspray for reuse. It also uses more energy-

efficient heating equipment.

 Customers who are ready to increase their costs of production to produce more

environmentally friendly products.

 Consumer wants to but the product to give even finish on shaped and contoured substrates

 Because of the volatile organic compounds (VOCs) that solvent coatings produce during the

application process, which are expected to become much more highly restricted by

government environmental policies in the future, the demand for solvent coatings will begin

to shrink.

 Executive team of Pintura was highly committed to the development of the environmentally

friendly products because of the concerns of the customers regarding the volatile organic

compounds and the other pollutants.

 Lena provides a more even finish on shaped and contoured substrates as the powder flows

naturally across the substrate.

 The pricing has to take into account the customers who had not previously invested in this

equipment might need to purchase one to four portable handheld or floor models of UV

curing systems (at a cost of approximately $5,000 each).

 Launching a competitor in the powder-coating industry is critical to the company's long-term

viability, as it must capture additional market share as the market expands to protect against

sales shrinkage in the liquid coatings market.

 The company must continue to offer products that address consumer needs, mirror shifts in

market growth, adhere to environmental regulations, and do so in a profitable manner.

2. AREAS OF DISAGREEMENT

 Key strategic decisions should be based on the matrix build after competitive position

analysis and market attractiveness analysis (which seems to be missing), instead it includes

the case facts as presented by the Project team. Questions to probe:

o What is the position of Pintura Corporation (Lena product) in the market

attractiveness/competitive position matrix?

o What strategy would you recommend after the matrix development (e.g.,

Differentiated, mass market or cost-leadership strategy)?

o How is that strategy best suited for Pintura Corporation?

 The objective mentioned by the Project team is not complete as along with this, there was a

problem determining which consumers to target, a problem known as customer segmentation.

Aside from the question of product cannibalism, there was also the question of how much

Lena could emphasize Pintura's brand name. Another factor that the company struggled with

was pricing and deciding on distribution networks.

 The objective should not have included the benefits that Lena will provide in comparison to

the traditional liquid-based coatings for hardwood, which would later be marketed in the

mentioned forms.

 There is a thin line of difference between STP and marketing mix; instead of only showing

the 4P’s (i.e., marketing mix), STP is also mentioned which is a bit confusing for the reader.

 As far as distribution strategy is concerned, the use of hybrid channel is already mentioned in

the case in the form of case facts, what other distribution strategy needs to be implemented for

the launch of Lena is not exactly portrayed in the Project report. Distributors account for 51%

of all sales from wood coatings, with flooring (65%0 and cabinetry customers (70%) but they
 charged 21% selling and fulfilment fee for IFG’s products. How would this high percentage

of charge be tackled?

 The key implementation recommendations include only the case facts majorly, instead they

should have come up with some implementation recommendations on their own which was

not mentioned in the case. Like:

o How to improve customer retention?

o How to drive leads and sales?

o How marketing team of Pintura Corporation can be indulged to effectively manage the

product’s marketing?

o What a new talent who have knowledge of Pintura’s products be used to develop

marketing strategies to meet consumer needs and maximize profits.

3. COUNTER STRATEGY