Crane Supari

Group-4 Chittranshu Verma Mohit Mathur Mohit Salviya Soumya Sarthak Mishra

Pass Pass) • Estimated market share of Crane Supari among branded betel nut pieces in urban areas of South India was 30% • Acceptance of the brand in rural areas was less than potential Brands Baba & Tulsi Rajnigandha Paan Parag Sales (in million. Rajnigandha. Crane Supari was the leader with a turnover of Rs. DS group (Baba Zarda.Situational Analysis • Major rivals – Kothari Products (Paan Parag). .400 million. Tulsi Zafrani Zarda. Rs) 2500 1750 1700 • In the betel nut pieces market.

rival brands were competing on price. type of betel nut etc. • Almost non-existent market in N.India due to the difference in scent.67% .7% 100% Differentiation 335% 566.Identification of Problem • Prices of local rivals were almost 50% that of Crane Supari’s • Local brands had retailer schemes apart from regular incentives • Crane Supari’s USP was “taste” and “quality”. Margin Wholesalers Retailers Crane Supari 2% 15% Local Brands 8. “health” etc.

“Pull Strategy” was needed to wean away rival’s markets .Objective • Huge potential to increase business existed in rural sector • Positioning and Distribution were the critical factors to be tinkered with to become the undisputed market leader • Customers were highly brand loyal in general. so.

availability • Greater margins to wholesalers and retailers dealing with rural regions • Specific incentive programs targeting the rural market • Ads identifying the products’ symbolic association with rural way of life .Alternatives • Complementing the existing USPs with ruralfocussed ones like price.

Criteria to evaluate the alternatives .

Recommendation .

Contingency .

Sign up to vote on this title
UsefulNot useful