THE FLAWS AND THE PROBLEMS IN THE STRATEGY


Company : Hindustan Motors Agency : Mudra/ Equus Ambassador can be called as the first Indian car The car owes its design and technology to a British car model - Morris Oxford which was built by Morris Motor Co at Oxford UK. Hindustan Motors launched the Indian version of Morris Oxford as Ambassador in 1958.

Premier Padmini and Ambassador.   . Infact there were only two cars in the Indian market . 1983 saw the emergence of a new era in the Indian car market. From 1958 to 1980's Ambassador ruled the Indian market. Ambassador was reduced to a marginal player within no time. Maruti Udyog Ltd launched the Maruti 800.

 Ambassador had some advantages over 800 Amby was perceived to be a sturdy car ideal for Indian roads.    Infact Ambassador was expensive to maintain and even though the car looked sturdy and well built. Rattling sounds and rusting was common complaints. . the car lacked the quality and refinement. The brand also had a positive perception of being less expensive to maintain.

  The fundamental issue related to the failure was with the product and price. Ambassador was the first choice for most bureaucrats. Over 16 % of the brand sales came from the Government. the brand has been taking its customers for granted. . Ambassador used to be the Prime Minister's car till 2002. The fall of Ambassador from a leadership position to a marginal player is a classic case of marketing myopia. For four decades.

A major change happened when the brand introduced a 1800 Isuzu engine. But the euphoria was short lived because of the launch of Indica. Ambassador never changed with times. The brand made many cosmetic changes from 1958-2000 The look and the built quality remained the same. Indica took away the taxi car market from Ambassador. Again the diesel loving individual consumers had a better affordable modern car as compared to the ageing Ambassador. The Amby with Isuzu again lifted the sales of the brand.    .

It was a welcome break from the boring TV industry.    . Onida was the first brand to advertise in Television. Brand : Onida. Agency Rediffusion The marketers predicted doom for the brand but “The devil clicked”. The Devil was originally created by Mr Gopi Kukde of Avenues in 1982. ie TVC about TV in TV. Company: Mirc Electronics.

   . The brand had a wonderful time and was in the top three brands in market share behind BPL and Videocon. LG and Samsung was introduced Onida had a fair chance to succeed when the Koreans came to the Indian market. It was perceived to be a vibrant brand with technological superiority.

 Mirc electronics decided to the switch the agency to O&M. owners pride"   . The creative hotshots there convinced that The Devil is outdated. Company changed their famous " neighbours envy.

   .. Time tested and successful positioning statement and a mascot that was so wonderful but it was changed for no reason what so ever Newspaper reports quoted the agency telling that people resented the " neighbours envy" part so they had to change it.. It was the death of a brand. O&M used some funny creatives like two elderly women using TV to terrify some young thing walking through the street. it was a lie.

     Brand : Canada Dry Company : Cadbury Schweppes(Later Coca Cola) Agency : Mudra Canada Dry was launched in India in 1995. The brand . Canada Dry was a much hyped brand because it was from the house of Cadbury.was a highly popular brand of soft drinks across the globe.from Cadbury Schweppes . .

  . Canada Dry was a Champagne Soft drink  The taste was different and refreshing. The ad featuring the snow and tiger brings back the nostalgia about this brand. The brand was also promoted heavily in various media.

  . In 1999 Coca-Cola took over the beverages business of Cadbury Schweppes and like Gold Spot and Limca . Coke killed this brand. The brand gained immediate acceptance because of its association with Cadbury. The brand had the potential to become a premium softdrink brand in India.

Tamariind was targeting the middle and upper-middle class segment. The company wanted to tap the emerging readymade segment .    Tamariind was a brand which died inside the TV Tube. . Tamariind was the readymade brand from the textile major S Kumar's Ltd.

 The brand had roped in Hrithik Roahan who was at that time was a phenomenon.  . I think Tamariind was one of the first textile brands to take him as the brand ambassador. Infact the ads were so effective that large retail chains were stocking this brand within a few days of launch.

fashionable trendy brand.  .  Tamariind was also brought in the concept of Total Wardrobe Solutions by providing all type of clothing to the target consumer.Tamariind was positioned as a fashion wear. The clothes were designed by the famed London based designer John Paul Vivian. The brand was designed to be a fun. The brand had the tagline " The Flavour You Wear ".

      Price and Distribution and Differentiation. The brand ambassador Hrithik also faced so many flops after the initial success which in turn affected the brand negatively. The brand also tried to focus more on exclusive outlets which again severely restricted its reach among the audience. Tamariind was steeply priced Those who bought the brand could not be convinced about the quality which did not justify the steep price. A mere presence of a celebrity will not create a sustainable value for the product . .

The company says that the product no longer have any relevance to the customer Launched in 1972 virtually owned the two wheeler segment .     Company: Bajaj Motors ltd Brand: Bajaj Chetak officially stopped the production from December 2005.

Chetak was an unavoidable dowry in 1970's and 80's had a waiting period of more than 10 years With reasonable price and the low maintenance cost made this product a huge hit among the middle class Indians.     Named after the legendary stallion of the Rajput king Maharana Pratap was known for the reliability and sturdiness. .

The primary reason is that the Brand forgot the customers .      It was during 1990-91 that the brand began the journey to the end. .case of Marketing Myopia company failed to understand the changing perception of the customers towards scooters Bajaj never did anything with the product. Bajaj never was serious about product development. The product had serious problems like starting trouble and riding comfort.

     Company : Electrolux Brand : Kelvinator came to India in 1963 The brand along with Godrej. Taken over by Electrolux in 1985. Allwyn has ruled the market for decades. .

Kelvinator brand lost its place because it fell into a cobweb of ownership issues. the brand was taken off.     In India. So it did not invest in Kelvinator Because of this Electrolux entered Indian market with its own parent brand. . it had a market share of over 14 %. Whirlpool wanted to sacrifice Kelvinator for its own brand Whirlpool had the license to market Kelvinator brand in India till 1997. the brand's disaster started in 1996 when Whirlpool acquired this brand globally.

Team Members Anupama Umakanth Devanshu Mehta Rohan Mathews 19 36 103 .

3 .38:09. #4.2.908     .202-078 3:5...%0. &2.39 0.

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