MUHAMMAD YASEEN (CED201036)

CASE STUDY- NESTLÉ KIT KAT: REVITALIZING A

BRAND LEADER
Q#1: Why was the launch of the new Kit Kat ChunKy targeted primarily at people aged from 12
to 20?

ANS: The launch of Kit Kat Chunky was targeted primarily at people aged from 12 to 20
because Nestlé identified that this age group saw the traditional four-finger Kit Kat as lacking in
relevance to their lifestyle.

 Nestlé wanted to inject new interest in Kit Kat across a broad range of consumers,
including young children and older adults, and believed that the single Chunky finger
would be attractive to the 12-20-year-old segment.

 Younger consumers tend to be more adventurous with their food choices and have the
willingness to try new products, which may explain why Kit Kat ChunKy was targeted
towards this age group.

 The launch of Kit Kat Chunky was targeted primarily at people aged from 12 to 20
because Nestlé identified that this age group saw the traditional four-finger Kit Kat as
lacking in relevance to their lifestyle. Nestlé wanted to inject new interest in Kit Kat
across a broad range of consumers, including young children and older adults and
believed that the single Chunky finger would be attractive to the 12-20-year-old
segment.

 People aged 12 to 20 are often considered part of the youth market, which is a highly
sought-after demographic group for many businesses. This age range is typically
associated with high levels of discretionary spending, brand loyalty, and social influence.
Therefore, companies often target this age group to establish a long-term relationship
with their brand and gain market share.
MUHAMMAD YASEEN (CED201036)

Q#2: Why might it be necessary to modify a well-established confectionery item?

ANS: It might be necessary to modify a well-established confectionery item in order to retain

consumer interest and appeal, particularly in a competitive market where consumers' tastes
and preferences are constantly changing. Modifying a product can also attract new consumers
and broaden the product's appeal. For example, Smarties underwent a series of changes in
recent years to keep up with changing consumer preferences, such as introducing new flavors
and packaging.
Modifying a well-established confectionery item may be necessary for several reasons,
including:

 Changing consumer preferences: As consumer preferences evolve, a company may

need to modify an established product to remain relevant and meet the changing
demands of consumers.

 Increasing competition: With increasing competition in the confectionery industry,

companies may need to modify their products to differentiate themselves from their
competitors and attract new customers.

 Introducing new variations: Introducing new variations of an established product can

generate excitement and interest among consumers, providing an opportunity for the
company to increase sales and market share.

 Improving health and wellness: With growing consumer awareness of health and
wellness, companies may need to modify their products to meet the demand for
healthier options.

 Expanding into new markets: Modifying a product may be necessary to cater to the
taste preferences and cultural nuances of consumers in new markets, enabling the
company to expand its market reach and increase sales.

 In the case of Kit Kat Chunky, Nestle may have modified the product to cater to changing
consumer preferences, introduce a new variation, and differentiate itself from
competitors in the confectionery industry.
MUHAMMAD YASEEN (CED201036)

Q#3: What are the ways of extending the life cycle of a maturing brand? Illustrate with
examples from different industries.

ANS: There are several ways of extending the life cycle of a maturing brand, such as
introducing new product variants, updating the design or packaging, investing in marketing and
advertising campaigns, and expanding into new markets or product categories.
For example, Apple regularly updates and introduces new versions of its iPhone to keep up
with changing consumer preferences and stay competitive. Coca-Cola has also extended its life
cycle by introducing new product variants, such as Diet Coke and Coca-Cola Zero, and investing
in marketing campaigns to maintain consumer interest.
There are several ways to extend the life cycle of a maturing brand:

 Introducing new variations: A company can extend the life cycle of a maturing brand by
introducing new variations of the product to cater to changing consumer preferences.
For example, Coca-Cola introduced Diet Coke and Coca-Cola Zero to appeal to
consumers who are health-conscious.

 Rebranding and updating the packaging: A company can rebrand and update the
packaging of the product to make it more visually appealing and contemporary. For
example, Pepsi updated its logo and packaging design to appeal to younger consumers
and remain relevant in the competitive beverage industry.

 Expanding into new markets: A company can expand the brand's market reach by
entering new geographic or demographic markets. For example, Starbucks expanded
into China to tap into the growing demand for coffee among Chinese consumers.

 Leveraging technology: A company can leverage technology to extend the life cycle of a
maturing brand by introducing new features and capabilities. For example, Samsung
introduced foldable phones to differentiate itself from its competitors and appeal to
tech-savvy consumers.

 Extending the life cycle of a maturing brand requires a strategic approach that considers
changing consumer preferences, market trends, and competition. By adopting these
strategies, companies can maintain the relevance of their brands and continue to
capture market share.
MUHAMMAD YASEEN (CED201036)

Q#4: Why is it important to establish both quantitative and qualitative objectives for a product
launch?

ANS: It is important to establish both quantitative and qualitative objectives for product launch
because quantitative objectives provide clear performance targets that can be converted into
production targets, cost estimates, and revenue projections. Qualitative objectives, on the
other hand, help to broaden the number of occasions on which people consume the product,
increase market penetration, and create real innovation in the core market. Together, these
objectives provide a clear understanding of the product's goals and help to guide the
development of targeted marketing and promotional activities.
Establishing both quantitative and qualitative objectives for a product launch is important
because it provides a comprehensive understanding of the expected outcomes and measures of
success.

 Quantitative objectives are measurable and data-driven goals that can be tracked and
analyzed using numerical data. These objectives are typically focused on outcomes such
as sales figures, market share, or customer acquisition. Establishing quantitative
objectives for a product launch helps to provide clear and specific targets for the
marketing team, enabling them to measure and evaluate the success of the launch.

 Qualitative objectives, on the other hand, are non-measurable and subjective goals that
focus on consumer perception and behavior. These objectives are typically focused on
outcomes such as customer satisfaction, brand awareness, or customer loyalty.
Establishing qualitative objectives for a product launch helps to ensure that the product
resonates with the target audience, creates positive brand associations, and meets
customer expectations.

 By establishing both quantitative and qualitative objectives, a company can gain a more
comprehensive understanding of the effectiveness of the product launch. Quantitative
objectives provide concrete metrics for measuring the success of the launch, while
qualitative objectives provide insight into the customer's perception and experience
with the product. This information can be used to refine and improve future product
launches and marketing strategies, ultimately leading to increased profitability and
growth for the company.
MUHAMMAD YASEEN (CED201036)

Q#5: How would you go about developing a high level of consumer awareness of a product
launch linked to a variant of an existing product?

ANS: To develop a high level of consumer awareness of a product launch linked to a variant of
an existing product, a company could invest in targeted advertising and promotional activities
that focus on the new variant's unique features and benefits. This could include TV and radio
adverts, social media campaigns, influencer marketing, and in-store promotions. The company
could also conduct in-depth market research to identify the target audience and develop
messaging that resonates with their needs and preferences. Additionally, the company could
leverage existing brand equity and customer loyalty to promote the new variant and generate
buzz around the launch.

 Conduct market research: Conduct market research to identify the target audience,
their preferences, and buying behavior. This will help to inform the product positioning
and messaging.
 Develop a unique selling proposition: Develop a unique selling proposition that
differentiates the variant from the existing product and resonates with the target
audience.
 Develop a comprehensive marketing plan: Develop a comprehensive marketing plan
that includes a mix of traditional and digital marketing channels. This could include
television and radio advertising, social media campaigns, influencer marketing, and
email marketing.
 Leverage existing brand equity: Leverage the existing brand equity of the established
product to create awareness of the new variant. This could include using the same
brand name, packaging design, or advertising campaign to create continuity and
recognition.
 Create product demos and samples: Create product demos and samples to give
consumers an opportunity to try the new variant before purchasing. This could include
in-store demos, product giveaways, or trial-sized samples included with existing product
purchases.
 Monitor and measure success: Monitor and measure the success of the product launch
by tracking sales figures, customer feedback, and engagement on social media. This
information can be used to refine and improve future product launches and marketing
strategies.
 Developing a high level of consumer awareness of a product launch linked to a variant
of an existing product requires a strategic and comprehensive approach that considers
the target audience, product positioning, and marketing channels. By implementing
 these steps, a company can create awareness of the new variant and drive sales and
growth.

MUHAMMAD YASEEN (CED201036)

CASE STUDY- Jaguar Creating world-class

performance in a Jaguar assembly plant.
Q#1a: Identify few major challenges that Jaguar faced in setting up its baby Jag production line at
Halewood.

ANS: The case study is about how Jaguar has transformed its assembly plant in Halewood to
achieve world-class performance in its production systems. It examines the methods used to
create total quality systems, lean production, and environmental management systems. The
case study also highlights how Jaguar has developed the site, created a highly efficient
manufacturing process, and changed the workforce's working practices and ways of thinking to
achieve the necessary improvements. The focus is on the production of the new Jaguar X' Type,
a car for the 21st century.
Jaguar faced several major challenges in setting up its baby Jag production line at Halewood,
including:

 Plant Expansion: The plant had to be expanded to accommodate the new production
line, which required significant investment and construction work.

 Workforce Training: The production of the baby Jag required different skills and
expertise than the plant's existing production lines. This meant that Jaguar had to invest
in training its workforce to ensure they had the necessary skills and knowledge to
operate the new production line effectively.

 Supply Chain Management: The baby Jag production line required a new supply chain,
which had to be developed and integrated with existing systems. This included sourcing
new suppliers and negotiating contracts for the delivery of materials and parts.

 Quality Control: As a new model, the baby Jag had to meet stringent quality control
standards to ensure that it met the high expectations of Jaguar customers. This required
the implementation of new quality control processes and procedures, as well as the
integration of these processes with existing systems.

 Regulatory Compliance: The production of the baby Jag had to comply with a range of
regulations and standards, including environmental regulations, health and safety
standards, and labor laws.
  These challenges required significant investment and resources from Jaguar to
overcome. However, by addressing these challenges, Jaguar was able to successfully
launch the baby Jag production line at Halewood, which has since become a significant
contributor to the company's success.

MUHAMMAD YASEEN (CED201036)

Q#1b: How did Jaguar go about meeting these challenges?

ANS: The major challenges that Jaguar faced in setting up its baby Jag production line at
Halewood included:

 Lack of manufacturing experience: Jaguar had never produced a front-wheel-drive car

before, and the Halewood plant had no prior experience of building such a vehicle.

 Union resistance: The union representing Halewood's workers was concerned that the
new production line would result in job losses and fought to protect its members'
interests.

 Short timescales: Jaguar was under pressure to get the baby Jag into production quickly,
and there was a tight deadline for the launch of the new car.

 Infrastructure: The existing infrastructure at Halewood was not sufficient to support the
new production line, and significant investment was required.
Jaguar met these challenges by:

 Investing in training and development: Jaguar provided extensive training for

Halewood's workforce, helping them to acquire the necessary skills to produce the new
car. This investment in people also helped to reduce union resistance.

 Working collaboratively with the union: Jaguar engaged with the union to address their
concerns and negotiate a mutually beneficial agreement that protected jobs and
secured the future of the plant.

 Investing in infrastructure: Jaguar invested in the plant's infrastructure, including

upgrading the paint shop and installing new machinery and equipment.
Jaguar employed a number of strategies to meet the challenges of setting up the baby Jag
production line at Halewood. Some of these strategies included:
 Plant Expansion: To expand the plant, Jaguar invested in new facilities and machinery,
including a new body shop and paint shop. This allowed the company to increase
production capacity and accommodate the new production line.

 Workforce Training: To ensure that its workforce had the necessary skills to operate the
new production line, Jaguar provided extensive training and development programs.
This included both classroom and on-the-job training, as well as coaching and mentoring
from experienced employees.

 Supply Chain Management: To manage the new supply chain, Jaguar worked closely
with suppliers to develop new contracts and delivery schedules. The company also
implemented new supply chain management systems to improve efficiency and reduce
costs.

 Quality Control: To meet its quality control standards, Jaguar implemented new
inspection and testing procedures, as well as new equipment and technology. The
company also established a dedicated quality control team to monitor production and
identify any issues or defects.

 Regulatory Compliance: To comply with regulations and standards, Jaguar worked

closely with regulators and industry bodies to ensure that its production processes were
compliant. The company also invested in new equipment and technology to reduce its
environmental impact and improve health and safety.

 Jaguar's approach to meeting these challenges was focused on investment, training, and
collaboration. By investing in new facilities, technology, and supply chain management
systems, the company was able to increase efficiency and reduce costs. By training and
developing its workforce, Jaguar ensured that it had the necessary skills to operate the
new production line effectively. And by collaborating with suppliers and regulators, the
company was able to meet its regulatory and compliance obligations.
MUHAMMAD YASEEN (CED201036)

Q#2: How might Jaguar evaluate the success of the changes it introduced at Halewood?
ANS: Jaguar might evaluate the success of the changes it introduced at Halewood using a
number of metrics, including:

 Production output: measuring the number of vehicles produced per day, week, or
month.
 Quality control metrics: monitoring the number of defects per vehicle and
implementing measures to reduce this number over time.
 Employee performance: measuring employee satisfaction, retention rates, and training
effectiveness.
 Cost-effectiveness: comparing the cost of production before and after the changes were
implemented, including savings on labor, materials, and other production costs.
Jaguar can evaluate the success of the changes it introduced at Halewood in several ways,
including:

 Production output: Jaguar can measure the success of the changes by looking at the
production output of the new baby Jag production line at Halewood. If the plant is
producing the expected number of cars, it would be a good indication that the changes
made were successful.

 Cost savings: Jaguar can evaluate the success of the changes by analyzing the cost
savings achieved through optimizing the production process, sourcing cheaper
materials, and implementing cost-saving measures.

 Quality control: Jaguar can measure the success of the changes by analyzing the quality
control metrics of the new baby Jag production line. If the cars produced at Halewood
meet the expected quality standards, it would be an indication that the changes made
were successful.

 Customer feedback: Jaguar can evaluate the success of the changes by analyzing
customer feedback on the new baby Jag model. If customers are satisfied with the new
car and its features, it would be an indication that the changes made were successful.
  Market share: Jaguar can measure the success of the changes by analyzing the market
share of the new baby Jag model in the small car segment. If the car is selling well and
gaining market share, it would be an indication that the changes made were successful.
 Jaguar can use a combination of these measures to evaluate the success of the changes
introduced at Halewood and make further improvements if necessary.

MUHAMMAD YASEEN (CED201036)

Q#3: What does “World Class” mean to you?

ANS: "World Class" typically refers to a standard of excellence that is recognized globally as
being of the highest quality. It can refer to a product, service, process, or organization that
meets or exceeds the expectations of customers and stakeholders in terms of quality, reliability,
efficiency, and innovation. Achieving world-class status typically requires a commitment to
continuous improvement, innovation, and investment in technology, infrastructure, and human
resources.

 World Class" is a term used to describe a level of performance or achievement that is

considered the best in the world. It implies excellence in terms of quality, efficiency,
innovation, and competitiveness.

 A world-class organization, for example, is one that sets the standards for its industry
and consistently delivers exceptional results. It is a term used to describe the highest
level of achievement, and it typically involves a continuous pursuit of excellence and a
commitment to ongoing improvement.

 Achieving world-class status requires an organization to have the best people,

processes, and technology available to achieve its goals and maintain a competitive
edge in the global marketplace.

 It can refer to a product, service, process, or organization that meets or exceeds the
expectations of customers and stakeholders in terms of quality, reliability, efficiency,
and innovation.

 Achieving world-class status typically requires a commitment to continuous

improvement, innovation, and investment in technology, infrastructure, and human
resources.
MUHAMMAD YASEEN (CED201036)

Q#4: Why is the creation of World Class Performance essential to the success of the Jaguar
plant.

ANS: The creation of world-class performance is essential to the success of the Jaguar plant
because it allows the company to maintain a competitive advantage in a highly competitive
industry. By consistently delivering high-quality vehicles that meet or exceed customer
expectations, Jaguar can build a strong brand reputation and customer loyalty, which can help
to drive sales and revenue growth over the long term.
Additionally, a focus on world-class performance can help to increase efficiency, reduce costs,
and improve employee morale and productivity, all of which can contribute to the long-term
success of the plant and the company as a whole.
Creating a world-class performance is essential to the success of the Jaguar plant for several
reasons:

 Competitiveness: The global automotive industry is highly competitive, and Jaguar must
compete with other leading automakers to maintain its market share. To remain
competitive, Jaguar must strive to achieve world-class performance in terms of quality,
efficiency, and innovation.

 Customer Satisfaction: Jaguar's success depends on the satisfaction of its customers. If

the company is not meeting the needs and expectations of its customers, it will lose
market share to competitors. A world-class performance is necessary to ensure that
Jaguar is delivering high-quality products and services that meet the needs of its
customers.

 Efficiency: A world-class performance means that Jaguar is operating at peak efficiency,

which is essential for the company to remain profitable. By optimizing its processes and
minimizing waste, Jaguar can reduce costs and increase productivity, which ultimately
benefits the company and its customers.

 Reputation: A world-class performance helps to build and maintain a positive

reputation for Jaguar. This can attract new customers, investors, and business partners,
which is essential for the long-term success of the company.
  Creating a world-class performance is essential to the success of the Jaguar plant
because it helps the company to remain competitive, meet the needs of its customers,
operate efficiently, and maintain a positive reputation in the global marketplace.

MUHAMMAD YASEEN (CED201036)

Q#5: Compare Halewood to a similar Pakistani manufacturing “area” and detail the industrial
activity taking place there.

ANS: It is difficult to compare Halewood to a specific Pakistani manufacturing area without

more information. However, Pakistan has a diverse industrial base, including textiles, food
processing, chemicals, and engineering. The Karachi and Lahore regions are home to many
large manufacturing companies, and there is also a growing focus on innovation and
technology-driven manufacturing. The government is actively encouraging foreign investment
in the manufacturing sector, and there is potential for significant growth in the coming years.

 Jaguar faced several challenges in setting up its baby Jag production line at Halewood,
including outdated facilities, a lack of skilled workers, and a difficult labor climate. The
company responded to these challenges by investing in modernizing the facilities,
partnering with local universities to provide training to workers, and working with
unions to improve labor relations. The success of the changes introduced at Halewood
can be evaluated through metrics such as production efficiency, quality control, and
customer satisfaction.

 "World Class" means achieving the highest level of excellence in all aspects of business
operations. The creation of World Class Performance is essential to the success of the
Jaguar plant because it allows the company to compete on a global level and meet the
demands of a highly competitive market.

 Halewood can be compared to similar manufacturing areas in Pakistan, where there is

significant industrial activity, including textile production, agriculture, and
pharmaceuticals.

 Halewood is a manufacturing plant located in the United Kingdom that produces Jaguar
Land Rover vehicles. It is a large, modern facility that employs thousands of workers and
is highly automated. In comparison, there are several manufacturing areas in Pakistan,
each with its own unique industrial activity.
 One such area is the industrial city of Faisalabad, located in the Punjab province of
Pakistan. Faisalabad is known as the "Manchester of Pakistan" due to its large textile
industry. The city has a number of textile mills that produce a wide range of products,
including cotton, wool, and synthetic fabrics. In addition to textiles, Faisalabad is also
home to a number of other industries, including leather goods, chemicals, and food
processing.

 Another area is Karachi, the largest city in Pakistan and a major hub of industrial activity.
Karachi has a wide range of industries, including textiles, pharmaceuticals, cement, and
steel production. It is also home to a number of large multinational corporations,
including Unilever, Nestle, and Coca-Cola.

 Both Halewood and the industrial areas in Pakistan are involved in manufacturing
activities. However, while Halewood specializes in automotive production, the industrial
areas in Pakistan are diverse and include textiles, leather goods, chemicals, food
processing, pharmaceuticals, and more.