07/08/2022

Product and Brand Management

Dr. Rituparna Basu

© Rituparna Basu

Session 1&2
Topics: Product Management in Theory
What is a product?
Types?
What is product management?
Why is product management important?
How is a product different from a brand?
In class exercise: Mapping Product Attributes and Levels

Dr. Rituparna Basu

© Rituparna Basu

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Product Management: Facts and Stats

Google search results on “new products” returns more than 12

billion results in less than half a second
• According to Harvard Business School professor Clayton Christensen, each
year more than 30,000 new consumer products are launched and 80% of
them fail.
• 30,000 new consumer products are launched annually, 95% of them fail
• The failure rate for new products launched in the grocery sector is 70 to 80
percent, according to Inez Blackburn of the University of Toronto.
• Ask anyone what percentage of new products fail. The usual answer is
somewhere between 70-90 percent.
• It’s a bit scary to hear the Nielsen statistic that more than 85% of new CPG
products fail.
• 95% of new products introduced each year fail.
• Up to 80% of new product launches in the consumer packaged goods
(CPG) industry fail.

Source: https://www.publicity.com/marketsmart-newsletters/percentage-new-
products-fail/

© Rituparna Basu

1. Face mask 8. Phone tripods

2. Face shield 9. Bluetooth headphones
3. Hand sanitizer 10. Yoga mats
4. Desk chair 11. Board games
5. Blue light filter glasses 12. Natural skincare and cosmetics
6. Pet food 13. Wearable device
7. Disposable gloves 14. Water bottles
15. Hair scrunchies

https://www.re-thinkingthefuture.com/product-design/a4883-15-world-famous-products-of-2021/ © Rituparna Basu

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As of 2022

Popularity analysis_©google trends

© Rituparna Basu

The bottom line is…

• Products often fail
• Products have life
• Products grow differently

Hence, products need to be managed

Office Assistant Clippy,

Microsoft, 1990s

© Rituparna Basu

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© Rituparna Basu

Defining Product Management Process

The product management process can be defined as consisting
of generating, analyzing, organizing, planning, implementation
and control of the firm’s existing and new product efforts so as
to satisfy the needs and wants of chosen customer segments
while fulfilling organizational objectives

OR

Product management is an organizational life cycle function

dealing with planning, forecasting, production, and marketing of
products at all stages of the product life cycle (Keller,
Swaminathan, Parameswaran and Jacob, 2020)
© Rituparna Basu

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Contrasting Focus
Product management General marketing
management

Narrow Broad
Scope of responsibility Single product Broad product portfolio
Or single product line
Nature of decision-making Mainly tactical Mainly strategic
Short-run often annual
Time horizon Long-run
or shorter

© Rituparna Basu

Product & Product Development

• A product is anything we can offer to a market for

attention acquisition, use, or consumption that
might satisfy a need or want
• A product is a set of attributes offered to the
market to satisfy a want or a need
• A product may be a physical good or a service
• Product development is the set of activities
beginning with the perception of a market
opportunity and ending in the production, sale and
delivery of a product.

© Rituparna Basu

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Offerings

• Represent companies • Why offer?

in market place – Profitability
• Forms – Awareness & image
– Product – Customer satisfaction
– Services – Market share
– Ideas • Strategic implications
– Combination – Long -term viability
– Competitiveness

Products Classification

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Product Defined by Nature of Innovation

• Inventions
– Never existed before
• Innovations
– Features Types
– Continuous
– Forms
– Discontinuous
– Functions
• Imitations https://www.youtube.com/watch?v=glmFA5H3ONk

https://www.youtube.com/watch?v=Pne2YdZuAtA

Continuum of Newness

Discontinuous Dynamically Continuous

Innovation Innovation
Continuous Innovation

• New function not • Improvement of  Variation of existing

performed by any
previous product • Similar consumption
• Need for behaviour
changes
– Model T Ford
– Lithium battery
pacemaker heart
implants
– Fax machine
– Artificial hearts?
– AIDS cures?
performance product
 Same consumption
pattern pattern
– Hybrid petrol /  Flat-panel computer
electric motor car monitor
– Philips-TiVo Personal  Reduced calories/ salt
Video Recorder

Break through Major change Ongoing alteration

Zikmund & d'Amico, 2001

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In class exercise: Mapping Product Attributes and Levels

STEP 1: Pick a Product from Amazon

STEP 2: Define the

Product Type (use some
of the classifications
discussed)

Eg: A regular Consumer

Durable cum imitative
shopping product…..

STEP 4: Map Attributes to product levels

STEP 2: List Your Product
Attributes (Minimum 15, but
the more you get the better it
is for you)

1. LED torch
2. Set of 2
3. Branded Tuscan
4. Affordable
5. Bright light
6. Set of 2
7. Affordable
8. LED

Tuscan
STEP 5: Spot the gap and give your
recommendation
Bright light

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Product Defined by Nature of Market Demand

The Potential Product

[5 product levels]
• Core benefit The Augmented
Product
• Basic/ generic
product The Customized
Product
• Expected
product The Differentiated
Product
• Augmented
product The Branded
• Potential Product

product
The
Generic
Product

Session 3 & 4
Topics: Managing Product in Practice with a Case Study (Clubb International Pvt
Ltd)

Dr. Rituparna Basu

© Rituparna Basu

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In-class assignment: Mapping Product Attributes and Levels

Groups (A) Qualitative Comments and Badges

1 (Bose Well tried! Good choice of prod, impressive attri listing. Missed mentioning the product type and reco
bluetooth could have been grounded to level mapping (premium as core benefit? Ummm! u should have tried 6
earphones) levels)
2 (Boat Well tried! Good product choice and attribute listing. Missed mentioning the product type and reco
headphone) could have been grounded to level mapping
3 (Eucalyp oil) Bravo! Great product classification, attribute listing and linked reco. (psst…you just confused levels for
product classi and I have ignored it as a typo)
4 (Boat Benefit of doubt! Product choice, attri listing and suggested improvement all in place. Missed classi.
speaker) (the pdf was a difficult to read)
5 (Xiaomi TV) Bravo! Great product classification, attribute listing and linked reco. Liked your creative approach
(although you used 3 levels)
6 (Boat Well tried! Good product choice, classi, attri listing and reco. (psst…why 14 attri…I am sure you could
smartwatch) have listed some more on delivery, service etc.)
7 (Havell kettle) Well tried! Good product choice, attri listing and reco. Missed classi and getting min number of attri

8 (Whirlpool Bravo! Great product classification, attribute listing and linked potential product. Liked your creative
w/m) approach
9 (Fossil U can do better! Attribute listing is impressive, but missed classi and mapped reco
smartwatch)
10 (Apple Bravo! Great product classification, attribute listing and linked potential product. Nicely done
airpods) © Rituparna Basu

In-class assignment: Mapping Product Attributes and Levels

Groups (B) Qualitative Comments and Badges
1 (LG tv) Well tried! Great product classification, attribute listing and linked reco. (psst…you
just confused levels for product classi and I have ignored it as a typo and min attri
missed)
2 (Echo dot) Bravo! Great product classification, attribute listing and linked reco.
3 (Ofixo table) Bravo! Great product classification, attribute listing and linked reco. Like your clean
and simple approach
4 (smartph) U can do better! Product choice confused (oneplus). Attribute listing and reco in
place but missed mentioning the product type
5 (Makobara Bravo! Great product choice, classification, attribute listing and linked reco. Liked your
luggage) creative approach
6 (Dizo watch) Bravo! Great product choice, classification, attribute listing and linked reco. And wow
presentation!
7 (Smartyvaan) U can do better! Product choice confused (not supposed to be hypothetical).
Although attri list and mapping done, missed the brief
8 (Boat Bravo! Great product classification, attribute listing and linked reco. Like your clean
earphone) and simple approach
9 (Magic U can do better! Product classi, attri list and mapping done, needs whole lot of work
aircooler) on presentation. (sorry guys, I had to figure out the mapping) © Rituparna Basu

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• Give a brief summary of the

case?
• Elaborate on the central
dilemmas of the case (from
the perspective of product
management and marketing
strategy)
• Assess the marketing
environment for clubb (using
suitable frameworks)
• Critically evaluate clubb’s
marketing mix

© Rituparna Basu

HW
• Examine the timeline of Clubb’s journey so far and describe its business
orientation
• What should be the short and long tern steps for clubb to achieve a leadership
position in the market

© Rituparna Basu

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Tarun Mullick: The Product Manager?

Product Planning Roles
• Resources
allocation
• Product mix co-
ordination
• Marketing
programme
support
• Appraisal of
offerings
• Product
termination or
deletion

Assessing the Clubb Product Strategy

• Product strategy is central to managing competition (Deschamps & Nayak)

– Product proliferation (Japanese scattershot vs Western rifle mentality)
– Value (continuous improvement/ radical restructuring)
– Design (not cosmetic but as a means to express their corporate identity where
products are synonymous with quality)
– Innovation (incremental or breakthrough)
– Service (created through processes)

• Product diversification is a means of market adjustment

– Survival
– Stability
– Productive utilization of resources
– Adaptation to changing customer needs
– Growth

© Rituparna Basu

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From the product to the brand

“the new competition is not between what companies produce in
their factories but between what they add to their factory output in
the form of packaging, services, advertising, customer advice,
financing, delivery arrangements, warehousing, and other things
that people value” -Ted Levitt
https://www.indiamart.com/clubb-international/

A brand is therefore more than

a product because it can have
dimensions that differentiate it
in some way from other
products designed to satisfy the
same need
https://www.youtube.com/watch?v=r8ZC9uDg8Ik

Session 5-7
Topics: Product Strategy- From PLC to Product Portfolios
New Product Development- Models, Methods, Forecasting
Applying Concepts with Saregama India Pvt Ltd

Dr. Rituparna Basu

© Rituparna Basu

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Product Life Cycle Analysis and Way Forward: An instrument of Competitive Power

Option 1: New Growth

Option 2: Equilibrium

Option 3: Decline

© Rituparna Basu

Services

CPG

Technology

© Rituparna Basu

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Product Mix (MM1 refresher)

A Product Mix or Product Assortment is the set of all products and items that a
particular seller offers to sell

Width/ Breadth refers the how many different product lines the company carries

Length refers to the total number of items in the mix

Depth refers to how many variants are offered in each product line

Consistency of the product mix refers to how closely related the various product
lines are in end use, production requirements, distribution channels, or some
other way

Product Line: A group of individual products that are closely related in some way.
Individual Product: Any brand or variant of a brand in a product line.

Product Policy Decisions

© Rituparna Basu

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• Give a brief summary of

the case and elucidate on
the decision dilemma.
• Evaluate the marketing
environment for Saregama
• Comment on Saregama’s
competitive landscape in
2018 and the business
strategy of the company
• Present the Saregama
India Product mix.

© Rituparna Basu

© Rituparna Basu

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Saregama: HW
• Given the changing scenario in the music and entertainment
industry, how would you explain the strategic intent around
Saregama's Caravan ideation? In this light:
– Elucidate on the Carvaan value proposition
– Evaluate the characteristic Carvaan positioning in view of its rate of
diffusion and product adoption.
• Mehra envisions Saregama as an INR 20 billion company in five
years. In view of the strengths and weaknesses of its existing
business model what are the growth options available to the firm?
(Use appropriate frameworks)
– Should it remain a content focused company or revisit the decision?
Why/why not? Should Mehra focus on B2B or B2C or both? Identify
the critical elements of the blue print for the road ahead for the Music
giant.

© Rituparna Basu

Booz, Allen and Hamilton’s (1982) 6 New Product Types

New to the World

New product lines

Addition to existing product lines

Improvements and revisions to existing products

Repositionings

Cost reductions

© Rituparna Basu

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Diffusion of New Product Adoption and Diffusion

• Adoption process
– Decision-making activity of an individual through which NP is accepted.
• Stages in Adoption Process:
– Awareness
– Interest
– Evaluation
– Trial
– Adoption
– Confirmation
• Diffusion
– Process by which an innovation is spread through a social system over
time.

© Rituparna Basu

Diffusion of New Products and Buyer Behaviour

ROGERS’
FIVE
FACTORS
© Rituparna Basu

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New Product Diffusion Process

• Early adopter theory
– Persons within target market
differ in amount of elapsed time
between their exposure to a new
product and trying it
– Early adopters share some traits
that differentiate them from late
adopters
– Efficient media exist for reaching
early adopters
– Early adopters tend to be opinion
leaders and helpful in
`advertising' new product to
other potential buyers
• Factors influencing adoption
process
– People differ markedly in their
readiness to try new products
– Personal influence plays a large
role
– Characteristics of the innovation
affect process
– Like people, organisations vary in
their readiness to adopt an
innovation

© Rituparna Basu

Characteristics: Early & late adopters

Key characteristics Early adopters Later adopters

Venturesome Innovators
Respected Early adopters
Deliberate Early majority
Skeptical Late majority
Tradition-bound Laggards
Age Younger Older
Education Well educated Less educated
Income Higher Lower
Outside: Innovators Mostly local
Social relationships
Within community: Others
Social status Higher Lower
Wide variety Limited media exposure
Sources of
Many media Limited reliance on outside media
information
Reliance on local peer groups

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Session 8-9
Topics: Carvaan Go
New Product Launch

Dr. Rituparna Basu

© Rituparna Basu

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While deciding on the depth……

© Rituparna Basu

Company Objective

Exploration
NPD: Project Preparation

Screening

Business
analysis

Development

Testing

Commercialization

Booze, Allen and Hamilton model Product Success

© Rituparna Basu

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© Rituparna Basu

Business analysis
Idea generation
Testing (functional)

Concept test Market test

Evaluate

Concept development Market

Innovation
© Rituparna Basu

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Session 10
Topics: The Brand Concept and Elements

Dr. Rituparna Basu

© Rituparna Basu

Brand: Origin and History

A brand is a “name, term, sign, symbol, or design, or a

combination of them, intended to identify the goods and
services of one seller or group of sellers and to differentiate
© Rituparna Basu
them from those of competition.” -AMA

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© Rituparna Basu

Evolution of Branding

Managing an image of a product

Globalization of brand

Most important aspect of business strategy

https://www.youtube.com/watch?v=sO4te2QNsHY

https://www.youtube.com/watch?v=4eIDBV4Mpek

© Rituparna Basu

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What makes a strong brand?

Criteria for choosing your elements

The MRF Man – whose actual

name is Muscleman – has served as
the centerpiece of the tyre brand’s
advertising for years.
https://www.youtube.com/watch?v=0Yd3Y4mp1Qc

https://www.kaltura.com/index.php/extwidget/previ
ew/partner_id/506471/uiconf_id/9952721/entry_id/
1_v4kbvt8q/embed/auto?&flashvars[streamerType]=
auto © Rituparna Basu

Getting the elements right

• Brand names and URLs
• Logos and Symbols
• Characters
• Slogans and Jingles
• Packaging and signage The name Vistara is drawn
from Sanskrit word Vistaar,
which means ‘limitless expanse’.
https://www.youtube.com/watch?v=rzbXht7MJVM
Just like the limitless expanse of
https://www.kaltura.com/index.php/extwidget/previe the sky, the name also evokes
w/partner_id/506471/uiconf_id/9952721/entry_id/1 limitless possibilities, which
_9p5ziaah/embed/auto?&flashvars[streamerType]=au mirror Vistara ambitions.
to
© Rituparna Basu

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Session 11
Topics: Brand Management Process, Brand Planning and Positioning

Dr. Rituparna Basu

© Rituparna Basu

Brand Management Process

© Rituparna Basu

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Brand Planning Model

Brand Value
Chain
Brand
Model
Resonance
Brand
Model
Positioning
Model

© Rituparna Basu

Brand Positioning
The act of designing the company’s offer and image to occupy a
distinct and valued place in the target customer’s mind

Brand POP and Brand

Positioning PODs Mantra

3-5 words phrase that capture essence or spirit of brand

positioning. Similar to brand essence/ core brand promise
Communicate Simplify Inspire

© Rituparna Basu

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Points of
Irrelevance
Points of Parity
What you
have to offer

What What
customers competitors
want are offering

Points of Difference

John Robert’s Brand Positioning © Rituparna Basu

Considerations

Illustrate your Brand’s Brand Positioning

© Rituparna Basu

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Session 12
Topics: Brand identity
Iski Topi Uske Sar (Branding Challenge)

Dr. Rituparna Basu

© Rituparna Basu

Building a Strong Brand

Ensure consumer-brand identification and association (mapped to a

specific product class/ product benefit/ customer need)

Establish brand meaning (strategically link tangible

& intangible brand associations)

Elicit customer responses

Convert responses to create brand resonance

© Rituparna Basu

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Brand Identity Prism

Jean-Noel Kapferer (1986)
Sender

Receiver

How the brand How the brand

appears to its wants to
customer appear
© Rituparna Basu

Pick your Brand

© Rituparna Basu

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Brand Resonance
Brand resonance describes the nature of consumer-brand relationship and the extent

to which customers feel that they are “in sync” with the brand

• Behavioral Loyalty It can be gauged in terms of repeat purchases, share of

category requirements

• Attitudinal Attachment Behavioral loyalty is necessary but not sufficient for

resonance. Resonance requires a strong personal attachment

• Sense of Community broader meaning by conveying a sense of community

• Active Engagement. Finally, strongest affirmation of brand loyalty occurs when

customers are engaged, or willing to invest time, energy, money, or other resources

in the brand beyond those expended during purchase or consumption of the brand.

© Rituparna Basu

Brand Resonance Pyramid

STAGES OF BRANDING
BRAND OBJECTIVE AT EACH
DEVELOPMENT RESONANCE STAGE
• Loyalty
RELATIONSHIPS • Attachment Intensive,
What about u n • Community Active
me? 4 • Engagement Loyalty

JUDGEMENTS FEELINGS
• Warmth
• Quality
• Credibility • Fun Positive,
RESPONSE
• Consideration • Excitement Accessible
What about u? • Security Reactions
• Superiority
3 • Social approval
• Self respect

PERFORMANCE IMAGERY
• Primary characteristics &
secondary features • User profiles
MEANING • Purchase and usage Points of Parity
• Product reliability, durability and
What r u? servicability • Situations and
2 • Service effectiveness, efficiency • Personality and values Difference
and empathy • History, heritage and
• Style and design experiences
• Price

IDENTITY SALIENCE Deep, Broad

Who r u?
1 • Category identification Brand
• Needs satisfied Awareness

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Iski topi uske sar: Branding Challenge

• Apple Think different
• BMW Driving pleasure
• Ritz Carlton Ladies & gentleman serving ladies and gentlemen
• Nike Authentic athletic performance
• Disney Fun family entertainment
• McDonald’s Food folks and fun
• Marriott Quiet luxury crafted experience intuitive service
• Westin Let’s rise
• WalMart Save Money live better
• Dove Real beauty from real care
• Lego Only the best will do
• Amazon Work-hard have fun make history

© Rituparna Basu

Session 13-14
Topics: New Product Launch (Project Presentation + Q & A)
Measuring NPD Success

Dr. Rituparna Basu

© Rituparna Basu

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The New Product Development Process (Technical)

Phase 0 Phase 1 Phase 2 Phase 3 Phase 4 Phase 5
Planning Concept System-level Detail Design Testing and Production
Development Design Refinement Ramp-Up

© Rituparna Basu

Factors that limit NPD

• Shortage of ideas
• Fragmented markets
• Social and governmental constraints
• Cost of development
• Capital shortages
• Faster required development time
• Shorter product life cycles

© Rituparna Basu

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Duration and Cost of Product Development

TMH Copyright © 2009

Attributes of five products and and
Product Design their associated
Development 4th ed. development efforts

Why new products fail???

What could go wrong?

Dimensions of a new product The Challenges
• "Over
• Product quality • Trade-offs
Championing"
• Dynamics
• Product cost • Overestimated
• Details Demand
• Development time • Time • Poor Design
• Development cost pressure
• Poor Marketing
• Development capability • Economics Execution
• High Development
Costs
• Strong Competitive
Reaction

© Rituparna Basu

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Why new product launches fail?

Idea Product Market
generation development testing
Determine organization’s
mission & goals [Define
Idea Business
Commercialization business]
screening analysis

Concept Marketing strategy

development & test development
Strategy formulation
[Analyze current situation &
• The company cant support fast growth develop strategies]
• The product falls short of claims
• The new item exists in “product limbo”
• The product defines a new category and Strategy implementation
requires substantial consumer education- but [Allocate resources &
doesn’t get it responsibilities
to achieve strategies]
• The product is revolutionary but no market for
it © Rituparna Basu

New Product Success Measures (Griffin & Page, 1996)

Customer based Financial measures

– Revenue
measures – Profit
– Customer satisfaction – Rate of return
– Customer acceptance – Payback period
– # of original customers
– Unit volume
– # of repeat customers
Technical performance
based measures
Competitive market – Performance specifications
– Speed - to- market
based measures – Development cost
– Market share – Quality
– Competitive benchmarks – On-time launch
– Competitive advantage – Innovativeness

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Session 15-16
Topics: Nappa Dori (Case Presentation)
Quiz

Dr. Rituparna Basu

© Rituparna Basu

1. Comment on the market potential

for Nappa Dori in the global and
national markets by using a relevant
framework. Where do you see a
more lucrative growth opportunity
and why?
2. Critically appraise Nappa Dori
business philosophy and marketing
strategy. How would you analyse
the company’s and brand’s growth
so far?
3. Evaluate Nappa Dori’s brand
proposition using a relevant
framework. Do you think it has
resonated with the customers? How
would you compare it with other
brands?
4. Create a strategic road map to scale
up Nappa Dori. Suggest significant
changes to Nappa Dori brand
elements that could sharpen its
brand proposition. Give some short
and long terms strategies to scale
up Nappa Dori as a brand.
© Rituparna Basu

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‘luxury is a necessity that begins where necessity ends’-

Gabrielle CoCo Chanel

What is Luxury?
• Expensive? Luxury by definition is
highly relative, dynamic that
is often misrepresented and
• Exorbitant? misinterpreted (Heine,
2012).
• Unaffordable?
• Relative?

© Rituparna Basu

Determinants of Luxury
≡ Luxury is not fashion
≡ The perceptions of luxury uses a combination of levers
≡ Selection
≡ Rarity (tradition, selective distribution)
≡ Exclusivity (not for everybody, perennial)
≡ Seduction
≡ Prestige (inaccessible, glamour)
≡ Creative (fashionable, leading brand)

© Rituparna Basu

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Marketing Luxury
Marketing de luxe
Kapferer’s anti-laws of marketing (2012)
≡ Do not delocalize production; luxury as an
ambassador of local culture and refined art
≡ Do not advertise to sell, rather
communicate to build dreams
≡ Communicate to non-targets
≡ Maintain full control of value chain and
distribution
≡ No licenses please
≡ No trading down
≡ Develop one-to-one relationships

© Rituparna Basu

Session 17
Topics: Brand Equity Concept and Measurement

Dr. Rituparna Basu

© Rituparna Basu

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Session 18-19
Topics: Brand Architecture

Dr. Rituparna Basu

© Rituparna Basu

© Rituparna Basu

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Session 20
Topics: Brand Extension

Dr. Rituparna Basu

© Rituparna Basu

Thank you

rituparna.iit

DrRituparnaBasu

Dr. Rituparna Basu

© Rituparna Basu

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