MiN Marketimg

421
R o l lN O sv*saenaa

December 20119
Administration (MBA) Examinaticn
Master of Business
of Bus
Master
III Semester (Full Time)
MANAGEMENT
PRODUCT AND BRAND
EMax. Marks 60

is
carries 12 marks. Section B
T i m e3 Hours]

Section A. Each question

three uestions from
Vote Attemgmpt any 24 marks.
and.carries

compulsory
Section A
needs,
changes in
consumer

to be changed due to
are required
tl"Product.strategies
Elaborate.
cycle."
government regulations and product life
technology, Process".
note"Consumer Adoption
on
Write a Development. How product
(b) in New Product
of product testing
Discuss the importance
(a) done ? of any two
brands of
testing is Positioning ? Discuss positioning
Brand
What do you
mean by
(b) "Dove".
this in context of
your c h o i c e .

minds of people. Do you agree ? Explain

the
Brand is built in various levels of
brand a w a r e n e s s .
3. (a) Awareness ? Explain How brand
What is Brand of brand equity.
(b) various s o u r c e s
Brand Equity ? Explain
What do you mean by with examples.
by firms ? Explain
equity can be leveraged

5. Explain the following:

in Developing
Countries
(b) Brand Licensing.

(a) Branding
Section B
below
questions given
case and answer the
Analyze the following
.

RKETING OF MLE-AMUL of four million.

make up
with a population a n n u m . Since
Ahmedabad and Gandhinagar, crore per
e twin cities of worth 7.288
market: 10 lakh litres per day (LPD) share of the liquid milk
enormous milk Flood to
is capture a commanding
(GCMMF) decided
coI the objectives of Operation Marketing Federation
Cooperative Milk lakh L P D - 4 0 per
in the metros, the Gujarat With a capacity of 10
rket Ahmedabad's outskirts. w a s expected
to be the
set up a Mother Dairy on products-it
mnilk in pouches;
the restfor milk-based 100 crore.
t
consísting of Asia. The
investinent:
sales
m o d e r n unit in would require milk
Eest and the most even on
that kir.d of investment,
a s only
Ahnedabad).
that to break forth referrecd to
was calculated
S
(hence commmissioned.
GCMME
to be
Ahmedabad-Gandhinagar

1 a k h LPD in to go for the unit

n e w marketing
1993, with just
a year lakh LPD. A
ver, inJanuary inadequate at 1.3 volume
sales by

this market w a s woesully in other words.

to raisc
Amul Milk in that gap:
set with the objective
of filling
at the rate pf barely
7-8 per cent
s
up growing
in a market
.

erCent within
one year
TO
colourful paCK
eething Troubles the city.it
was: in a

Arnul Milk to
P. T. O.
GCMMF
introduced
o hen
 2 421
distinguish it from other brands. However, in a markct wherc brand preference
Amul was just another brand, As long as milk was availal: consumers could as weak
less about aspects such as fat content-attribute with regard to whlch Amul was not care
to the rest. Highlighting these brand strengths effectively was harder still siperlo
sli ce a
segment of the consumers were illiterate. large
At the retailing end, Amul offercd margins of only 15 paise per litre comparet
paise by private packers. Competition was sointense that ail 20 brands sold ater to 4
same price-if the market leader changed it, all others followed suit swiftly, Sohe
volume growth did take place, Amul continued to be vulnerable as is
in an essentially commodity market. In
natural for any hr
cent.
March 1993, the brand market share was 27
er
An earler GMMF ttempt at.creating brand distinctiveness had cóme to. grief át
off
starting wel enoügh. The pouçh bore an
also used on the 40 odd disulatëd milkivans.expensiveof
four-colour filma design which
Instead making the
heavy, eölours and images were used, keeping in mind-the stateoIpouch destgn cone
market evolutlon
these wére easy for consumer to remember. Hence, different
birds, flowers; the aun and buffalowere printèd. Brightcoloursearly.motng symbols
were used to indicate the
variety-for instance, blüe indfcated toned milk. It began to seem that, the brand was
acquiring an identity for itself.
However, sínce consümer awareness about varieties like toned and standardised mil
was quite low, they tended to askfor it by either symbol or colour. So, Amul's standardiset
milk pouches, which were green and bore the picture of a buflalo. were known as either
bhainswala or harawala.
Rival brands took advantage of this and soon appeared yith pouches in similar colour
and bearing identical symbols. When a consumer asked for bhainswala or harawala, the
retaile coud hand out anotherbrand of standardised milk and pocket a higher inargn
The consumer didn't know the difference. Amulwas back to square one; vulnerable again
to both price competition and to retailer whims.
The fact that only effecttve branding could permit Amul to stand apart from the pack
and help it reach Its sales target was re-emphasised by this experience.
What GCMMF found particularly galling was: it knew that milk sold by private
distributors was far inferiorin quality to Amul. Inspection by GCMMFs qualitý control
department revealed that pouches of almost all other brands contained at most 490 ml
milk instead of 500 ml. The SNF-Solids Not Fat or solids other than fat-content in toned
milkwas only 8 per cent instead ofthe statutory 8.5 per cent thus saving the marketer
an additional 50-60 paise per litre). In summer, the percentage fell even further since
adding water to milk during scarcity conditions is common. In standardised miílk, brands
had just 4.2 per cent fat instead of therequisite 4.5 per cent. All this despite the Prevention
of Food Adulteration Act, 1954 which lays down guidelines about minimum fat and SNF
comtent.
The advantage of segmentation in a,
competitive and mature market also comè to
GCMMF. While the Act permits four types of milk-double toned, toned, standardised and
whole-no dairy in India sells more than two types. So, it was
Amul establish a presence in all decided that not only wou
existing segments but would also create fresh ones. (im
later helped during price hikes because consumers
could.
favoured to a less expensive one and yet stay within the drop from the variety they na
In the milk market, consumers
Amul fold.)
show ittle
type. They eastly shift between, say, toned and preference
for any brand or even
standardised for reasons of
anye
price
and
 familiar th the
421
are
u n

Ingredlents that make up milk.

(CMMF telreved
clheved
ause
L n

i e to create brand prelerence and even gve cach milk type distingrtshatle
e y

Arst had to be avallable to the consumer. Milk being, a

prinary
ve l d settle for another brand (or type) iTher preferred brand was sers,
unavallatl
ehousewiler
H o w

-early morning, to serve mllk to the children and park them of

peeded It most-e:

hen
s h ep e
morningtea;
even along with her husband's breakfast. Easy accesihility
hol
medto forthe
be the keyn other words; perfect and syichronlsed distributiort chantels
school;

vicinjtyaf the oonsumer's home

the
n i
Survive

arning to of crate depost and geographtcal lirtt

betan earty 1994byfleld removing restrictions
staff to appotnt new.retajlers. Within etght.months, the
nttves to the
I g v i n gi n c e n t i
to increasethe number to 2,000 or
ength doubled to 1,200. The company plans considerng that Vadilal
tailers
atet per 30Ohoiuseholds. his really as much as it seemsthe
Ice-cream, a far less basic product, in eity.)
00 outlets to sell Gurukul and Vastrapur-
decided to capitalise on the fact that Thaltej.
M outskirts-were yet to have adequate
milk supplhes.
on the city
ning settlments other factors, conitributed to
areas spread out, among
r rOads plus the
fact that these had 170 fetail outlests in
with one retailer, GCMMF
Starting
ew htgh distribution costs. Tae KESult :sales of 10,000 LPD just here. Betng the ploneer
heseareasinayears time, home ground.
Armul make,this virtualiy its, and maripower to
distribute
elped daíries use their own v a n s In
Conventionally, government andsooner or
ater-ttlonitrouble.
outstafing
nilk Theresulte: H1ghoverheadsandoverheads and outsourcing. it was d cdded te have
0f:low; was simtlar to
the way in
eeping ith GCMMMSpollcy supply.millk to retailersa This tnvoice would
hstributors who nurn woud
An
was organised.
s.consumer products in addition to
GCMMF
which thedistribution forwho would lift milk against an advance pay was.comparable
order

system for milk

e raised on distributors
guarantee. In other
words, thedistribution
main difference
was that the
two days' bank goods. The crate
agreement anda
consumer
of fast-moving formal
o that ofmarketers
a
withGCMMF through
direct contact distribution system.
in Amnul's
nilk retailers were the distributors' hold on distributors hrd grown
depostt. This minimised
middle of 1995, the number of Amul's rivals. Apart
1993,and the serviced
BetweenFebruary who had earlier brands. The.aim
these were distributors directly hurt rival
TOm 5 to 20. Among this substantial

capitaliseon their experience,LPD, each dlstributor has a

rom helping Amul 4 lakh
distributors.sothat,
at
nowls tohave30 handle.
10-15.000 LPDto
Launch by Launch branded product,
Amul Gold full cream
premlum is favoured
content, and
fntroduced its first and SNF launch.
August1994, Amul has a high fat three months of
In t r e . Full
milk
successful that within
cream
(14.000 LPD). The
, for Rs. 11 a varlant w a s
so
leader Shresth Amul was
children. This market
though margina.
parents for overtákng
20-year-old
from the fact that a
showed only
32,000 LPD,
evtdent
ca markèt as 1s sales
expanded the
Shresth's

than 2: 1,
EW oiferng more and lower
rimer leader
outseling the forn the
double-toned
preferr d by
and 1s pre
was
1994
decline. in June on SNF,
introduced

o n fat and
high
to be millk Is low
ne
next variant
Double
toned P.T.O
priced Amul Saath
athi.
 the elderly. The principal objecti
iabetics, blood, pressure patjents, and loose milk, whlch 'makes the ottinWa
2.1
Congumers to switch to.pouches.from er
vaf the
Anmedabad milk market. So, the price was kept the
same as loose ml at
arrival ol
Sles reached 12,000 LPD, and qutckly led to thehad openedseveral
Rs.
me-too brar
to terriflc markei
7.D alitre
Best and Sardar double-toned. A new segment
that too within a period of just three wecks.
was branto
Next.' Amul standardised milk, around stnce August 1986, led:
Shakti and priced at Rs. 10 per litre. Stmilarly, Amul toned milk, whlch had
1ad fire Ann
first eritez«t
the market in August 1986. got itself a new name, Amul Taaza (Rs.
(Rs. 9 alitre).
9 alitre).
in each of the four variants, the Amul name is prominent. The milk.has
benefited greatly from the name since Amul butter, cheese and ghee are all
products and Amukmilk tsin consonance with tiat
Asy
It was GCMMF"s reaolve to enter all segmentsthat et it to launch smal 2n
pouches fas opposed to the nörmal 500'ml pouches, whichiwere popular with the20
la
classThough smallpoushesspellhigher unit cost, and wastage of packng materta
and so on: the másketing teamaskeditself: why permittheoppositiorrá free rü
May 1993.it introduced 200 mi põuchés pricëd'at Rs. 1.70. Tróday, this pouch selle
than 1l,000 LPD. nore
The Brand Wins
f
there is one more
thing that th is that distincthrene
Amul milk case study fllustrates, it
can be created even in a commodity market, even when me-too's are waiting to copyness
the
leaderin every regard.
Tebegin wih. GOMMF decidéd to give miore fat and SNF in Amul than requiredh
law,Next, the fat and SNF contentofAmulimtlkbegan to appear on poithes in an ate
toedueate the consumers and to be sure, thë eompetittonbegan doing this too.**
GCMME took the battle one step further
into the
manufacture and code number on its pouches (thoughenëmý camp by pYinting the date of
food products ieed to bear by law
milk is exempt). This facility
isn't cheap: each code marketing machine osts Rs. 16,000.
GEMMF proceeded to educate buyers on how to read the code and buying old stock.
Another instance of using
opportunity to both stand apart fromi the crowd and generate
consumers goodwill: in Ahmedabad, retailers comirnonly
pricemilk higher in the àfternoon.
arguing that theyare recovering the cost of
Understandably, this upsets consumers. So, GCMMFrefrigëration throughout the day.
outlets which would sell milk setup "8 to 8 counters" at 20 major
through the uay at a steady price. The
goodwill was small: GCMMF only had to reimburse to the retaller the price earning
for this
Advertising for Amul milk-probably a flrst for this refrigeratton charges
tiny budget. At the time Ahmedabad Doordarshan category-began 1990, witha
in
were low. Everything was an excellent
Zee TV rose.
changed since 1993 as
Doordarshan's, ratings option sincespat ra
dropped and those
The marketers
about milk and its then turned to using á combination of leaflets
contents, prëss generating ess
underrated (and therefore ads, radio aware
eaching a cost-effective) medium.spots, hoardings and
For just cable TV,a hi
îlm, twice athousand
day. households would slot a 60 second Rs. 400 per month, an opel
commerctai before the cabi
Monitortng ad
able operators hadtelecasts
been
was let to the fleld staff, and after the upleof
terminated,
To keep Iocal involvement the rest contracts of a
violating the agrcount
lost interest in
high, 25 per cent all ement
of the ad for
budget has-been set as
 5
hegan printing the
421
CMMF
Amul milk logo on
home-delivery hags. Tshirts.
e s among
brellas, thers. Gifts such aswall clocks were
among othe given to 20 retailers
et b
most business.
u Awards for the best driver, highest seller of Arnul Gold and who
and' he
were also best
d o n e
distributed as incentives on
alsodistribu
occasions such as milk van rallies where all
dHstnbytor ed with the.Amul milk brand narne participated actively.
nsendorsed
hildren are primary milk drinkers, school contact prograrmmes, milk drinking
Sinc
petittons, A Amul merit scholarships--one glass of Amul milk a day offered freet
erving students for a year-have been incorporated as part ci the marketing
and d e s e r v
maioriousS
oriousrAl, stickers informing students about the ingredients of milk-each ptece
stra
C e o l o u r f u l ,
e m u c h as 7 have been dístibuted free to the children in schools.
oastinga s
ofthe marketing campaign's effectivencssard laslability that sales of Amu
measure
a market share is up now
in
Ahinedabacad stand at 2.5 lakh LPD and the from 27.9 per cent in
52 per cent
1993 to a commanding
eary
gmestions
Describe productstrategy of
Amul.
Are there any other segmentation
a t arethemarket segments that Amul can penetrate?
alternatives?
chief ofAmul, what other innovations would you make in your
ifvou were the marketing
marketingstrategy?
How can it be created?
4. What is brand equity?
Best Indian Brands, 2013
(US S miltion)
10.907 16. Axis Bank 1.481
. Tata
2. Reliance Industries 6:247 17. ITC 1.354
3. AtrTel 6,220 18. Reliance ADAG 988
3.838 19 HCL 943
4. SBI
3.797 20. Bank of Baroda 841
5. Infosys
6. HDFC Bank 3.277 21. ldea 815
7. Mahindra 2.576 22. Asian Paints 792
2.571 23. Punjab'National Bank 752
8. ICICI Bank
9. Godrej 2,456 24. idani 731
731
10. L&T 2.320 25. Tanishq
2.21 26. Ultratech 668
11. Wipro
Dabur 621
12. Baja 2.132 27.
13. Hero 28. Kotak 519
1.738
444
14. ONGC 1,671 29. Kingfisher
428
15, Marut Suzukl 1,600 30. Unton Bank
CE The Economlc Times, March 31, 2013.
 Roll No...
394
180
December 2018
Administration (MBA) Examination
Master of Business

I11 Semester (Full Time)

PRODUCT AND BRAND MANAGEMENT

Time 3 Hours] (Max. Marks 60

in this section carries 12
NoteAttempt any three questions from Section A. Each question arks.
marte

Section B Is compulsory and carrles 24 marks.

Section A

1. Explain different Product Life Cycle Stages with corresponding strategies.

2. Highlight various pricing and budgeting issues in Product Management. How those issues

can be handled by a Marketing Manager?

Consumers and Firms?
3. (a) What is the significance of Branding to
from Industrial Market ? Comment.
(b) Branding in Consumer Market different
Is

4. Write short notes on any two of the following

(a) Internet Market.
(b) Brand Extensions.
(c) Portfolio Analysis.
5. How is Brand Identity different from Brand Personality ? Suggest few strategies for global
branding of a consumer good.
Section B

6. Analyze the following case and answer the questions:

PRODUCT FAILURE AND SUCCESS: AVISHKAR LIMITED

Three years after Rajiv Goyal, M.D. of the 34 crore light engineering product manufacturer,
Avishkar Lid,, had introdvéed the concept of product management and an independent sales
force to his company, sales started shrinking. Not only was this in sharp contrast to the 40 per cent
growth rate posted. in the two previous years, the market itself was axpanding at
45 per cent per annum.
Avishkar was firming up its plants to expand its prodhuct lines, which currenty consistedofpower
tools (used in fabrication shops), industrial belts (used for transmission of power in industrial
machinery) and hydraulic hoses (used to carry fluids in hydraulic powered systems). The company
had posted a profit of 34 crore in 1996, up from 10 crore in the first year of its operations.
Producis were being delivered to the end users-indüstrial firms of all sizes, through a network of
500 dealerssupported by a countrywidefield force of 120 salesmen. But a new consumer segment,
which requirèd directselling, for portable powér tools was developing
.

As demand boostedbusiness in "96 and '97, Goyal realised how crucial organisationaB structure
was tosustain and acoelerategrowth.Afull-iedgod field salesforco wassetup. This was beaded
by anal Indiasales manager at, the head office who wa_ ássisted by. 15 field salesmanagersin the.
metros and;big cities.:.
 *

3
96, Goyalhad reinforced the aystem by inducting thtee product másages, cich
By
e
early
for the,sales and profits of a particular product. In the next two years, salcs rose by
tpons ible forthe,
three. product categories keeping päc
ntapinualy inallrate
p e rcent aninu with the market growth, as
t st 20 per
cent grovrh recorded
in the first year.
ation
that something was amiss surfaced, when the sales of all products began
first indicat
ning in the second half of 1996 by 15 per cent to 20 per cent, This was aginst the objective
fmaintaining 7 per cent to 10 per cent market share.
ofmaintain

was then observed that salesmen had no product specialisation and product managets had no
as a distinctive
irect Control over the ffeld sales force. The concept of brand management
direc

function was losing ground.

Ouestions for Discussion

had failed to deliver?
QL Wasit the concept of product management that
2 Did the fanlt lic with the organisation of the sales force?
team?
03 Was this company workingas an integrated
Q4 How should Mr. Goyal restructure Avishkar?
 347
Roll No.
180
December 2017
Examination
Administration (MBA)
Business
Master of
III Semester
MANAGEMENT
PRODUCT AND BRAND
[Max. Marks 60
Time 3 Hours]
carrles 12 marks. Section R
Attempt any three questlonsmarks. Section
from A. Each question
Note:
cales 24
compulsory and
Section A,
from customers and marketer's view
Explain its significance
1. Define the term 'Branding'.
point. various methods of calculating Brand
by Brand Equity Explain
?
understand
2. What do you
Equity. of Product Life Cycle ? Fora
decisions required in the operationalisation
What are the to plan your future
3 would you use the PLC
like cooking oil, how
mature product category ?
or dlvestment
in the product category
investment while launching a new product?
and sales promotioD
for advertising
How would you budget office wear formals, in
creaseless
4. of economy range
Assume
product is a line
that your like to include In the
sales promotion
What the activities you would
are
cotton mix fabric.
process why ?
and
notes on any two of the following: (c) Brand Extensioh.
5. Write short (b) Co-Branding
(a) Product Classification
Section B (Case Study)
MCDONALD'S
brothers froin New
McDonaid, tiwo
ard Maurice
McDonald's was established
by Richa1d ended up as o w n e r s
of a drive-in
a c a r e e r in
Hull?wod and
c a m e to i.ake firsi franchise to Kaymord
hiampshire, J$ v.ho They sold tihe
55 miles of Los Anzeles. at Des Plaines,
lilinoi: in 1955.
r e s t a u r a n t in San Beriardinv.
the first i.ak was set up
milkshake machine salesman, and in 120 countries.
Kroe, a in 3i,000
restaurants
million custoimers eve.yday Arches is most
McDonald's s e r v e s 50 Iis logo of Golden
on McDonald's brand.
value of $ 25 billior: It has.friendly, informal
Interbrand puts a India fifteen years ago (1996).
McDonald c a m e to its advertising
widely recognised syimbol. to fun-insking
for the kids. McDonald's in
is that
hassle-free ambience, and is conducive Its new positioning
n.aker in his own right.
in India targets the. Indian
father, a decision a welrome and
affordab.e
have u great time. It is
families to McDonald's to an emotional
caring dads take the fun and excitement. It wants
to strike
to values of quality, adults. They want
family restaurant committed what we call working
first and the second is
.
bond with the family. It is families lacest food processing technolog8y
segmient. It hus the
near offices andcater the lunch
to currently i
to set up stores of 100 restauroants. It has
u aiming to set up a chain
and supply chain in place. is its
or
to the concept
in South. It wants the consumers
restaurants. It wants to register presence It wants to be price
drive-thro1 gh rèstaurant.It wants to set up
such restaurants on high ways. innovative
evaluates Indiar food habits and introduces
competitive by setting up more outlets. It every three years.
year, but menu vision is outlined
new products. Prcduct launches happen every vegetarian and non-vegetarian preparations.
There are separate kitchens both for the P. T. G.
adults,

onald is not so
strong
ey want an alterna
they
with adults.
2
Of
e. course, as
e n ud e v e l o p m e n
and store design McDonald has to children, they 347
arlty zor.e for kids, penetratee this adopt a differe
to went to
families and segment. ferent communication McDonald'strategy,
. But
f a r n i l i a
The message should be focussed. even the single adult.McDoneld has to create a
nd
As
Thebrand must be reinvigorated It people grow up, com
t h e m .
thatiti s an expensive
eating out option.hasIttohasbe made McDononald
iced at 20 to bring a arge to be contermporary. has to grow up too with
It has
pool of customersmade
to
produc
ofT'm ving it' to build the brand,
an tight the
affordable brand.
tc its It perception
some countries,the restaurants. They rang aintrodnced
abuse. A leaderbrandis has to symbolic target for
a carmpaign
price. It is aprotest
andanin
patronised by 46 millio
llion people
pay the against
brand availablglobalisation,
eyeryday. in nver exploitation
related
to the brand. But
still people Many issues
want McDonald to that touch the lives of these countries
100
rand values are universal, e. g.. overcone people are
quality, service, these challenges.
McDonald will no fanily, caring for children, McDonaid's
antertainment worldlonger
remain Ronald McDonald.
to confined to
react to the young adults. prime time TV. It is going to
They partaer with music
core menu and new might sponsor sports.
MGDonald will
hrand, e.R., saladconcentrate
on
lunch. It has products that
in the US one-dollar contribute to the image of
Av introduced the Aloo Tikki. In
introduced menu
the chicken McGrill. Recently, 1998, they introduced the Pizza McPuff. Insuccessfully. In 1997,
2000, they introduced
*** they introduced
** ~.
McNuggets.
McDonald has good öpportunity drive-through otlets, desserts
in
the road to Pune was the first
drive-through, store. In and snacks. The one on
visit McDonald more often. It 2004. they launched delivery. People should
should be
what people want to eat out. In 2003-04, open as and when peuple want to eat
out. It should give
even in a
times a month. Today' people äre city like Mumbai. people were eating out 3-5
cating out 6-8
ti me:. !n J:akarta. people eat out 14 times a month.
There is huge opportunity lO penetrate
tihe hirket. The businss has to be totally consumer-driv-.
People should cons1der.MeLonand us an alternatúve aft=r
placc and way to eat.
seoing a movie. u should become a favourite
The health-conscious population nceds qualiiy producis. The.product must be associated
with physical acti vity, e.g., sports. People smust be edueated about healthy food.
is an apt word for the current eating trends that symbolises generation X.
"McDonaldisation'
McDonald's Distribution Logistics
It ources its prodects.from local firms. Lettuce comes from Talegaon, near Pune, Nainita,
Dehi and Ooty..Chsese comes from-Dynanix Dairy Industrics in Baramati, Maharashtra; Buns
from Cremica'at Phillaur in Punjab and Mrs. Bector and Sons Khopoli near-Mumbai, and chicken
and vegetable patties, pies and pizza puffs from Vistar Proresaed Foods, Taloja.also near Mumbai
and HUL's Best Foods Division,Thane. Mosthere.of the raw
muterials are sourerd from the north and"
thewest, as majórity.of outlets are located
had to develop the concept
Getting the raw materials to the retail outlets is a challenge. They before opcning their first
up a supply chain
o a cold chain. They worked for six years tosetensure
to
lowest
assured supply of safe products at
aurant. Thesupply chain has beern designed
cOst, the oest value and consistent quality,
ot iceberg lettuce. Lettuce is a very very
is a major supplier
nkaya Agriculture Pvt. Ltd., using drip irrigation.
Lettuca is 90 per cent
is grown in Talegaon to a pre-chiler!
e r o p . The vegetable an hour of harvesting
the leaves within half 25°C and 34°C. here
1s important to transport the field heat between
in order to remove and transportca in
TOmperature is about 1C, where they are packed
to another cold room 4C, and
and
between 1°
th vaccum-cooled and sent teaperature ranges
centre; where the mónitor the
temperatures
trucks to a distribution devices in the trucks,
ted fetail outleis. Tracking
there it is sent to the at various poipts ensure the quality. *********
checks
S and quality
 3
The trucks
retail outlet. A
transport the raw maciials to a distribuion centre tron where
distribution centre must
deliver at a short notice. Each truck
have whatever store needs. It
ud
shouid be in a

they:
t thein

347
has
meats, a cold refrigerator section for
threc degrees of refrigeration
vegetables and a nun-refrigerated section
postionfor
freczerer section
a
napkins and plastic cutlery. The ction
operations are computerizcd and ERP software hastor paper
for
They know what is selling and where.
Accordingly, tiney
beeni cups
dea is to
keep inventory levels to the pluce their orders with the prodica
minimum. Radhakrishna F°oodland
centres in Mumibai and
Delhi. operate, thhe dis he
Formerly, they tion
make French Fries imported
French Fries. McDonald standard was not
loçally. They initially put 400 crore investment vailable here. Nowthey
McDonald of late is not in the supply chain.
showing healthy financial results. Though the brand still
equity, efforts are needed to bring back the old has armayid
magic. Even in 2003, it is
billion (2003). Perhaps. McDonald over eighth in the lnterhae
list and is valued $
at 24.70 and
restaurants, rather than the
customer base.
emphasised the grow owth of
the brand has losi Many customers grew out of
McDonald's. M
relevance for the
outlets, and has
contemporary tecnagers. McDorald has started be
revamped a
zood many number outl cts. They are closing r
conscious customers by chapging the menu, e.g.. of trying to atract heitt many
essene of the brand is fun and inuroducing salads and sandwithex Th:
youthful spirit. qua!ity and cieunliness
McDonald's taryet segment is people
rowth is in the segment of informal casual catiig McD»nauldaH Lhis is growing segment The t
ut. a
cating. is ian
cspeciailyappeals to children. it is à destination brand. (People expressCaung e..perienue. M.Dn
Since children a desre t MeDonatd
are
accompinied by families, McDonald is very strong for families too.
McDonald's India is a whol!y-owned company
Pvt. Ltd., and spuarheads
managed by Amit Jatia's Pardcastle Restaurants
operations in the Western and southern Darts of the
the restaurants are wholly-owned and
managed by
counry.
Vikram Bakshi's Connaught Plaza Pvt.
In the north,
India has JV partners; who have invested
two Lid. Thus
more in the r.ext few
1,lJ0crore so far, and propose to inves1 400 crore
years. These are two separate companies but they collaborate cn
menu, quality, equipment and marketing. Today, they have 4,000 people working supply chain,
for them und
they are hiring than 2,000 people every year. They train tresh people and develop their ski!!
more
sets.
In their kitchens, the operating system starts the noment the food is ordered. It is still delivered
in one minute. Formerly, it was called 'Grilled
Direct. Now it is calledMade for You'.
McDonald has no
intention the pizza
to busines. They want to focus only on burgers.
enter
Pueen
Comment on the product development process of McDonald's. What is the brard image of
McDonald? Does it need any change?
** *** **** *** "** *
180 :*** '
 N O .
K ON O ,
6 0
Master of
BusinessDecember 2016 405
Administration (MBA) Exarnination
111rd
PRODUCT AND Semester (Full
BRAND Time)
ne 3 Hours]
MANAGEMENT
Note
Attempt anytthree estions from Section A.
Bis compulsory and carries 24 marks All the Max. Marks 50
questions carry 12 marks
each. Section
What are the limit: Section A
1. (a) nitations of BCG
analvsis for strategic product mixmatrix that should be borne in mind
of your choice. alternatives ?
Explain by taking suitable while using this
IhWhat do you mean by Product Mix? What
examgle
and PLC ? is the relation between
Product Mix Decisions
.niscuss the steps involved in
new
while launching a new product ? product launching. What
precautions are to be
taken
3.
a)Comment upon the significance of
competitive marketing environment. branding for consumer products in today's
(b) For a new brand of
name selection
Toothpaste to be introduced by your
process that can be followed. company, explain the brand
4 What things should be
kept in mind by a company while
are the various planning
pros and cons of Brand Extension ? Discuss
a Brand
Extension ? What
with examples.
5. Write short notes on any two of the
following:
(a) Branding Strategies for Online Market.
(b) Brand Equity.
c) PLC Extension Strategies.
Section B
Kead the following case and answerthe questlons glven at the end:
THE BRAND DILEMMA
s time in years, the marketing manager of white goods
anu mind was a riot. For the first many Was he
theories he had always believed in.
ight i Er Electra India was questioning the marketing to brand building, or was he,
in tact, trapped in
he clace g to abandon the super-premium route Product?
to premium
which made him
averse
middle-class min
Gaurav Sann, his squash
the issue with
ne previous Sunday. a long
discussion on
court right after a
d a y , Kumar had had Watches. Kumar had walked into the squash
artner
stif
and marketing ead of Plimsoll to launch à
super-premium,
multi faciity
Electra's plans
debate with his Arun Raja, over
1gerator from Sits CEO, stable, the
Eva 755.
internatio
P.T. O.
 n 2
Eva 755 was a state-of-the-art multi-door fridge, with lots of features and plenty.
,at
of storage space
dispenser for chilled water.':
nad two zero-degree
compartments, an
door
ice crusher, a
was not shut properly.
I n e price: a cool Rs 1 alin dPa
akh. uilt-in deodor
and an alarm that went off if the
launched its three-and four-door refrigerators. t
The previous year, the
with a
company had
7.5 kg fully automatic washing
machine, Ergo, which also
carried a premium
range rather than
price tanha fol owed that
to ernter with its premium
consequence, his,
fact, was Electra's strategy. If preferred
atural
Volumes would be a natural conow NIth m
his
build brands first.
Market route, CEO Raja wanted to
e
the customer. In
would cut much ice with a r
marke
But Kumar had his doubts whether Eva or, the multi-door refeiet hicu
double-door refrigerator,
skewed in favor of the value-for-money he felt. refrigerato
to bulld much sallency for Electra,
very ambitious to him. It was unlikely Seeme
To begin with, the very idea of a large-sized refrigerator seemed irrelevant in the Indian co.
West, convenience stores were fastbeing replaced by supermarket chains. As a parallel behext. In u
consumers also for
there were using refrigerator not just for preserving foodstuffs, but also for lonao pattem
long-term storage
In India, however, the neighborhood grocer had gained in strength and supermarkets had.
not
the norm yet. For the same reason, the Western pattern of long-term storage could not hecOm
here. "India is a tropical country and there are lots of vendors for fresh vegetables and f r u i t t
needs vast storage facilities in India?" he asked.
Raja was convinced that there was a clear consumer segmentwhich sought premium and super
products. "There are 3.8 million households in the Al and AZ socio-economic classes. It's nothn
million middle class but this super premium, super label conscious segment that I want to tarn
self-employed and high-salaried people in this segment are virtually indifferent to high prices,"san
Raja.
Kumar would not buy the argurment. "The so-called high-income group that you refer to comprises ia
nucdear families. That means that these families consume less food than joint families do. Thera m
3.8 million such families; but they are dispersed all over the country. A rich farmer from GurgaCn
has à high.disposable agricultural iricome and heads a family, of 14, is the one wha actually nee
product. But you have no means of getting your product to him." nis
An entry through a premium segment would entail lower distribution costs, but only if a mass protu
already existed. "If you have a mass product, you could piggyback on its distribution network and e
your premium product to the rich farmer in Gurgaon," said Kumar. "In its absence, reaching outto ra
dispersed consumer will be prohibitively costly. Also, it will be difficult to get the required volumes.
Raja had other plans. He wanted to enter the super-premium segment so that Eva could be Electra s
image leader. "Why did Titan launch Tanishq ? Certainly not for volumes." he argued. "The premium
range has a positive rub-off on the medium range. If a company launches a super-premium product. t
image becomes so overwhelming that the consumer does not question the price the
other product." he said.
or
qua Of
That 'image leader' angle is a double-edged sword," countered Kumar. "If the super-premium prouuc
raiis to make a mark in three years' time, its image as well as the company's image wil take a
Deau
Raja cited the example of BPL, "When it entered the
on the might of Videocon, a sturdy, relíable, home refrigerator market, BPL was aware wa
taking
it
image perception, BPL first launched grown brand. To gain a quantum leap ovE ot
deocons
the three door
Consumers, who gushed and gawked and went refrigerator. Its launch stokea tn
home and told their neighbors
SOmeone wanted to buy a basic
BPL launched 165-litre refrigerator, he first
about it. so, tier tha
entertainm system, another super checked
its home out a BPL fridge.
so nedt
prce or Wnether the product premium product. No one quesar t
qualiy that BPL had to offer. would be successful because they all knew that there were D uyers
Thereafter, every offering from BPL was viewed with
said.
Brand building, respe
aware and is Kumar felt, worked when it ran parallel to s ve
Electra and wecontinuously upgrading its volume building. "The mi
need that with information.
r ebuy
to t wil
answer some volumes," hewant said.
te knów how many
 May 2015 *14
Master
er o f of Business
Administration (MBA)
TVth
Semester (Full Examinatlon
PRODUCT AND BRAND Time)
MANAGEMENT
3HOurs
any
tempt anyfour questlon trom Sectlor A. Max, Marks 60
Ae Each
15man , attempt any two question. Secton C
questlon carrles 6 marka. Section B
carrles 15 marks. cam
SectlonD carrles 10 marks.
Sectlon A
e oroduct? Explaln the relationship between 4x5-20
ndcompetition.
product management, marketing
do vOu
What mean by product manager ?
Explain the roles and
product manager. responsibilities of
uhat is a brand ? Explain the various branding decisions giving relevant
examples.
what is Brand Identity ? Explain the
brand identiy model ? components of brand identity using kapfers
What is brand positioning ? Explain giving suitable examples.
Sectlon B
7.5x2=15
5. What is new product development ? Explain the process of
development. new product
7.
What is brand equity ? Explain the various methods of
measuring brand equity.
8. Explain the product life cycle
concept and the strategies used during the life cycle
giving suitable examples.
Sectlon C
9. 15
Analyse the case and answer questions
AIRTEL REINVENTING THE BRAND
.
P.T O.
 3
n such a scenario, the launch of Eva appeared to be a wasteful exercise. "The premlum
on a product must have a meaningful price to quality/value ratio," argued Kumar. "prlca
deciding factor, it is value instead. As we go along you'l find consumers are less likely to c
than they did in the past," declared Raja.
Kumar disagreed with Raja on the significance of price. "Price will always be a key factor in
decision. The people you are targeting for Eva watch the market, evaluate products and are
They may buy a pair of Reebok shoes for Rs. 2,000, but a refrlgerator for Rs. 1 lakh? Th
far," he said.
Raja left after coffee, but Kumar carried his
mythical view of the Indian middle disagreement to the squash court.
which over-estimated the class," he said to Sarin. "All around us lle the "Raja is
potental," he said.
middle class' willingness to pay for global brands.. Yet he debris e
bellevest
Sarin felt Kumar was
brouhaha underestimating
-over the relevance the market. "in the wake of
ofsome of the
products entering India. liberalizatlon,
there W
People asked, "Who needs KFC?
for Who needs Reebok? "But we
anything global. Now they are asking for must reallze that the
particular features and consumea
design improvement,
"Who are these he s-
consumers?" asked Kumar. "The
glorious middle class?"
Kumar, in durables you have
you are to benchmark
looking at one differently. When you are
tasks, the consumer set of consumer behavior selling potato chips
higher value patterns. But in durables, which can
is
indifferent to high seeking or con
and hefty price the delivery.
self-employed and the Within this, there is replace
perk.
2,000 and payingMoney is high-flying executive. They also
a
no
object for segment
Rs. 1lakh for health them. They are eating out twice have access to so
club week, buying shoes wa
a
Questions: memberships.
(a) Critically evaluate
the
targeted consumerthe or
price band being
with suggested for
(b) What in your view
Kumar's? Justify you answer.Eva. Do you
agree with Raja's
assessme
are the target customers for this
c) What is the brand kind of
product?
by you? positioning that you would
suggest for Eva in
view of the
target market ident.
160
 12414
May 2014
asterof Bus
rof Business Administration (MBA) Examination
IVth Semester (Full Time)
PRODUCT AND BRAND MANAGEMENT
[Max. Marks 60
B lsof
caries 5 marks. Secton
from Sectlon A. Each question
not anry four questons
mptany fou case and
SectionD
two questions. Section
C will be of 16 marks of
arks attempt any
1 5m a

marks.
of10
will be Section A

Insurance Product.
example of
PLC by examples.
colain Managers ? Explain with
functions of Product FMCG examples.
WhatIs elements of brand with
different
examples.
sector
various service
Discuss
the by different
product
Define the levels of
Product ?
What Is
Brand Equity
Model by examples.
Section B Cadbury.
Explain the example of
of NPD wlth
scenario.
process
Discuss the Indian
of NPD ? current example of
Importance

is
6.What
the Management
by giving
Product
of
Discuss the concept following: (c) Branding.
. two the
of(b) Brand Equity
notes on any
8. Writeshort Sectlon C
(a) Brand Identty
end
at the
questions
given
answer the
case
and
Analyze the
9. chain.
restaurant
chicken
more
Restaurants, with
K F C IN N D I A countries.,
its
largest yum! in over
80 expanding
is
is the world's
presènt
KFC is KFC outlets
Chicken) in India.
1 0countries.
franchised

Fried 50KFC outlets and

(Kentucky in over
india has
owned
in
India.
KFC, restaurants
cities
in 11
company

mix of
R e s t a u r a n t s

35,000 of
has over Yum! present
are a
It is
arm
Indian
KFC
umt of KFC. the
r e s t a u r a n t s

outlets. The We
propositions Restaurants, 2010.
than 13,000 metros.
value market by
thebig the I n t e r n a t i o n a l

are Indian
presence in innova ion of Yum! in the from 50 now
and director
to Rs
150
crore

period,
Attordability
managing invest up ofthe
Chaudhury,
the
planning
to r e s t a u r a n t s by end
Niren are
to l10
said*We country
BrandsInc the Hur
chain in
Pizza
and
Yum! Bell
the KFC Taco
will expand
KFC,
restaurants

servi:
ofquick
1997 spin-cff
a n n o u n c e d

the
inc.
R e s t a u r a n t s ,
Inc. P. T. O.
PepsiCo,
Global
Tricon

int
 2002 12414
Tricon global restaurants changed its corporate name to Yurm! Brands, Inc. in acdlition to Kt
company owns thhe
1. A&W Restaurants (a hanmburger brand)
2. AllAmerican Food Restaurants
3. Long John Silvery (i sea food chain)
4 Pizza Hut
5. Taco Bell
Restaurants
I n the wake of
globalization and liberalizatiorn policy of Indian government, foreign fast
companies forayed into India during 1990s: KFC operied its first food outlet is Bangalore in food
KFC was among the first June 1995
fast food multinationals to-enter India. India is a
mpensepotential for futura growth.i key strategic market with
Bangalore was choser as the launch päd bcause it had a substantial upper middle class
witha trend of families eating out. t was considered Iadia's fastest growing
population,
elaunched the brand in 2004 after a gap. metropolis in the
Today, KFC hàs 27 stores, seven in Delhi, five in 1990s. It
four in Hyderabad, two each
in Mumbai, Chennai, Kolkata and Pune,.and one each in Bangalore
Ludhiana and Agra. Out of these, 16 were established In Chand:gart
December 2006. The company aimedat
targeting cosmopolitan cities like Chandigarh, Pune, Kolkata. Chennai and
was fast developing. Hyderabad, where mall culture
A softening of anti-MNC sentiments ánd a set of conaumers leading lives that necessitates
ut more, often. The QSR (quick service restaurants) industry is now worth eating-
Rs.7,000 crore, of which
the organized sector comprising bränds suekhras KFC; Mc Donald's, Pizza Hut, Nirula's and Haldiram
count for five to.eight per centi:
.

PEEK INTO THE HISTORY OF KFC . .

. KFC was.established by Harland Sanders (Sanders).in the early 1930s. He started cooking and
serving food for hungry travlers who stöpped by his,service station in Corbin, KeFtucky, US. He did
not own arestaurant then, but servèd people on his own dining table in the living quarters of his service
station, Eis chicken dishes became popular and people started coming just for food: Kentucky Fried
Chicken came into being. Thereafter, Sanders moved across the street to amotel-cum-restaurant, later
named 'Sanders Court &Cafe,' thät' seated around 142
people. Ove: the next nine years, he perfecte
his secret blend of 11 herbs and spices and the basic cooking technique of chicken. Sanders fame
reached far and wideandhe was given-the title Kenucky Colonel by the state Governor in 1935 for his
contribution to the state's cuisine. Sanders' restaurant business suffered a setback in the
when a new intestate
early 1950s.
highway was planned bypassing the town of Corbin. His restaurant grew mainly
e 1One paronage.of highway-trevelers. Fhe iaterstate highäy deprived Sanders of his booming
business. Subsequently, Sanders sold hisrestaurant. Despite his death in 1980 Sanders remains a key
5ymbol of the company in its advertising. and branding. KPC Corporation, or KFC, founded and also
known as Kentucky Fried Chicken, is a chain of fast food restaurants based in Louisville, Kentucky
KFCIsabrand and operating segment, called a "concept", of Yum! Brands since 1997 when that compaty
Was spun off from PepsiCo as Tricon Global Restaurants Inc. KFC primarily sells chicken in form of
pieces, wraps, sälads and sandwiches. While its prima:y focus is fried chicken, KFC also offers a line
of roasted chicken products, side 'dishes and desserts. Outside North America, KFC offers beef based
products such as hamburgers ór kebabs, pork based products such as ribs and other regional fare.
 Yand
Butdin gulding Stratagles

n the era of globalization, ther

change is a
in
attetns Batinp hlestyle OStmer
Rating out has become a way to consune
cooked food to office every day. KFC's fseshly cooked \ehaviom a
core food, particanarly feor onwm
is
pyectve to get this concept to indin.
"KFC's competition competenc
competence. is brandel is
f h s t
at matter. lt faces
estaurant for that
- ar e s

conmpetition
t a u

fno1n all
tot
Mconal chcken, and
onald's, Ibnmo'
a
ts
The
mary product. target audience for ICincludes young ngle
angie o s, a

dtle1, a

ent/ally, youth aged between 25 and 30, living in cities. KCwOking, aults, tstrlw
afrimary

vernges we.in-stores concept- dedicated to the

is
also keen tap jus iA he to its
everages

br irds eilied beverag. 1an,ge "K.usters

d verage zones have already proved to be a big hit since their launch.
caelywithin the KFC restaurants. Krushers is being branded
S s e p a r a t e

vRC has done some strong groundwork.for its brand, which includes
thernatic campaizns in
print omotions around varidus offerings on its menu such as the Chicken Bucket and Hot and Cnsgy
jcken and on-groune events 'such.as.road shows in small towns. KFC also sponsored the ICC. Wtid
Cup 2007.for which it launched the"Yeh Contest Hai Fixed' promotion Each custormer was assured
dessert on. buying hot and crispy.chicken and a Pepsi. The customers also got to participate in a
free
lucky draw,with the winner_ being treated to a 10-day, fully-paid trip to the West Indher and exclave
tickets for the important îndian matches.
Many KFC locations are co- located wjth one or more of Yum! Brands restaurants, Lon; lorr
Silver's,Taco Bell,Pizza Hut, A&W Restaurants. Many of these locations behave like a ge reai

offering a single menu with food, items from both restaurants.

.

All promotional activitiesmaintain consistency with thë

international heritage and legacy that KFC
încorporating 1local Jocal media and
aspirations and preferences KFC uses imiroductions
is renownecd for, whilst also and specialized for

events that seek to build value by promoting.its core products brand

theIndian marker ' ' '* .
, i *
irric
Think Global Act Local to India, expecting
products
guilty of a classic MNC mindset
ofjust bringing its global different challenge to
KFCways changes. India.has often posed
a
standards in service
accept them. without any same.intemational
the consumertoIndians.expecttheir global brands to-provide. the
Not only was
KFC's menu all
multinationals. culture, for example.
will not'åcept.an alien food while Indians "liked the
and ambience, but without any other accompaniments
were meant to be'had
chicken-based, thiy
chicken with something.. items ike Chana Crunch Burger
a bit, by introducing vegetarian Rs.25 and a vegetarian
re-jigged.its menuquite meals like Veg Snackers at fingers
KFChas
Then there are.low pricepoint 'n roll, achana snacker, veg
and Veggie Feast Burger. tikka wrap zingers coupled
with
saw vegetarians order
a
buckets and
year 2004
of
thali for Rs.50. The feasted on chicken
out
non-vegetarian,friends
veggies, the dishes came
reassure the
even as their a KFC. To
or potato fries ard a makhani
curry at,
vegetarian pulao non-vegetarian section.
from
segregated the
kitchens carefully
Franuhisees adainistration
at
thestores
Role of better
KFC, on is
p
Key investments for expansion,
the shop
tloors.
restaurunts

vital role-from interface by managing audits.

The
Franchises play a consumer parameters
and
KFC's through set
to providing regularly
and back-end, performances
their outlets.
it m o n i t o r s
franchised

makes s u r e
company-owné
and
of
are a mix P.7.0
 KPC gotembroiled in various controversies even before it started full- fledgedbusiness in India
The regulatory authorities found that KFC's chickens did not adhere to the Prevention of Food
Adulteraion Act, 1954. Chickens contained nearly three times more monosodium glutaniate (popularly
known as MSG a flavor enhancing ingredient) as allowed by the Act. Since the late 1990s, KFC faced
severe protests by Penple for Ethical Treatment of Animals (PETA), an animal rights protectio
organization. PETA accused KFC of cruelty towards chickens and released a video tape showing te
ill-treatment of birds in KFCis poultry farms.
Founded in 2000, the Indian Chapter of PETA is dedicated to defend the rights of all animal:and
propagate the philosophy of animal care. This forum operates under the simple principle that animai
are not our property. They say that we cannot use them for entertainment, eating, wearing ot
expeimenting.
The more than 700 millon chickens at KFC suppliers' factory farms lead miserable lives and
suffer hemible deaths. They are cràmmed by the tens of thousands into sheds that stink of ainmoni
furmes from the accumulated waste in which they'are forced to live, lie and stand for their wholelives
ihey are given barely ènough room to move. Millions of chickens lead miserable lives and meer
frightening deaths at the hands of KFC'sfactory-farming supptiers worldwide. PETA India has video
footage ôf horrific cruelty, including extreme overcrowding and crippled chickens, at KFC supplier
Venkateshwära Hatcheries. PETA India has written numerous letters to KFC executives asking them
to urge Venkateshwara Hatcheries to implement animal welfare standards, but there has been no
response from the company. The atrocious conditions at KFC supply farms in India include chickens
stuffed into overcrowded warehouses, birds immobilized by leg deformities caused by breeding for
weight, barns littered with the diseased carcasses of chickens and abuse.by indifferent workers who
Chickens are often still fully conscious3
peglect toobserveevaniminimal standards.of animal welfare.
as their threatsiapE cnegiwhei thiey are dumped into tanks of scalding hot water. to remove thei
babies less than 2 months old- though chickens have
featters. When they are killed, chickens arë still
they are just as sensitive 'as aduit birds to the fear
a natural lifespan of 10 to15 years. Nonetheless,handled and cruelly treated and transported. People
and pain they exderience,when.they.are violenthy into the chicken
that the different kinds of hormones are injected
want the breast of the chicken for are crippled and broken and they
heavy. But their legs are so thin and. their legs
to make them brea_t standards are not being maintained by the
areill treated. Birds areraised in KFCfarims; proper welfare
checked by proper authorities. As result,
a
farms. Farms are not being inspected; they are not being beaks are
birds are stacked in thousands of number. "The chickens throats and
there birds are caged, treatment. Every chicken
even scaled to death, which is an illegal
cut while still conscious; some are
lifetime of tormentand a death.
painful
KFC serves has suffered a
cruel throat-sliting
practices, including replacing
PETA has urged KFC to establish more humane
vegetarian diet or, at the very least,
never ses
peoplëto adopt a compassionate
PETAIndia isencouraging consumers to demand the closure of
KF=
like KFC. PETA India is also encouraging
foot in a place inteinational campaign launched ty PETA
affiliates a
outlets.in the country. The protest is part of an Yum! Brand
with KFC's parent company,
Over the world after nearly tvo y ars failed negotiaions
of

PETA has made the following demands of KFC in India:

in the sourcing of chickeh 'meat from supplíers
who use contrcHed atmosp.
Plhasing least distress to bird-
tunning (CAS)) which is regarded as the stunning method causing
to reduce the number of broken bones
Lmprovements in animal welfare audit criteria
other ijuries suffered by birds.
densit-
Encouraging suppliers adopt better practices regarding lighting, stocking
to
ammonia levels,and a phasing out of growth promoting drugs.
**