Product & Brand Management (EDL 322)-Semester III

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1st Block Assessment

Case Study
The New Coke story in a nutshell- In 1985, Coca-Cola completely withdrew their flagship product from the market and replaced it with a “new” Coke in the US and some international markets. This product is often referred to as “New Coke”, but the intention of the packaging was to indicate that Coke was new. The product was developed and launched after years of R&D and taste testing and focus groups with consumers. The new flavor outperformed both traditional Coke and Pepsi in market research taste tests. Primarily due to media and consumer lobby group pressure, within 80 days Coke re- introduced “Coke Classic” and offered two Coke variations along with “new” Coke. Today they no longer offer “new” Coke in the US market. The “Traditional” Cola Marketing Environment In its early years, Pepsi positioned itself as a discounter and sold its product for half the price of Coke in a larger bottle. This positioning had some impact with budget-conscious households and helped Pepsi become the “at-home” drink, while Coke remained the social drink. To reinforce their perceived higher product quality, one of Coke’s slogans was “it’s the real thing”. However, within a few days of traditional Coke being withdrawn and replaced by “new” Coke, there was a backlash from consumers and the media and their brand image was damaged. Many consumers saw Coke as a cultural icon and were angry that it was no longer available. The Coca-Cola product was the traditional market leader in the cola category. They had achieved success through a strategy of outsourcing manufacturing and logistics to licensed bottlers, strong retailer relationships, and building a very strong brand. Because of this initial relative competitive position, Coke believed their product was superior and that they had an entitlement of being the market leader. Whereas Pepsi always saw themselves as the challenger and tended to be more aggressive in their marketing tactics as a result.
Question 1
Which aspect of product strategy for New Coke was wrong

Product Features

Product Quality

Brand Image

Packaging

Question 2
The launch of new coke in the US market is an exampe of

Line Extension

Brand Extension

Positioning strategy

None of these
Question 3
Even when in the blind test, the New coke was liked, it did not succeed due to

Wrong positioning

Brand Coke

Wrong pricing

All of these
Question 4
The various stages in Product Life Cycle are all except

Introduction

Maturity

Lateral development

Growth
Question 5
As part of new product development process, the new Coke was wrong at which stage

Testing the product

Commercialization

Business feasibility

None of these
Question 6
New Coke has been launched under which stage of the PLC

Introduction

Growth

Maturity

Decline
Question 7
The problem for new Coke also took place due to

Product related issues

Positioning issues

Pricing issues

Distribution issues
Question 8
The main difference between Coke Classic and New Coke

Taste

Positioning

Pricing

Brand Name
Question 9
The most important aspect in branding and product strategy is

Compatibility between brand and consumer mindset

New brand name and pricing

Reinventing the earlier brand

All of these
Question 10
With various brands, Coke handles competition from Pepsi through

Marketing strategy

Product Mix

Rebranding

None of these

2nd Block Assessment
Case Study
In mid-1988, Nestle SA (Nestle), the world’s largest consumer packaged foods company based in Switzerland, acquired Rowntree Mackintosh PLC (Rowntree), in the largest ever acquisition deal of a British company during that time.Rowntree was the world’s fourth largest manufacturer of chocolates and confectionery products, with well-known brands like Kit Kat, After Eight, Smarties and Rolo.
In the end, Rowntree was acquired by Nestle for £2.5 billion, two and a half times the pre-bid price and eight times the net asset value of the company. This acquisition made Nestle the largest chocolate manufacturer in the world.
Analysts felt that Nestle had paid £2.5 billion because of Rowntree’s brands, not its past financial performance. Industry observers wondered how Nestle would manage Rowntree’s brands. In the mid-1860s, Henri Nestle (Henri), a merchant, chemist, and innovator experimented with various combinations of cow’s milk, wheat flour and sugar. The resulting product was meant to be a source of infant nutrition for mothers who were unable to breast-feed their children.
In 1867, his formula saved the life of a prematurely born infant. Later that year, production of the formula, named Farine Lactee Nestle, began in Vevey, and the Nestle Company was formed. Henri wanted to develop his own brands and decided to avoid the easier route of becoming a private label. He also wanted to make his company a global company. Within a few months of establishing his company, Henri began to sell his products in many European countries. In the initial years, Henri restructured the organization to facilitate research, improve product quality, and develop new products. In 1875, Daniel Peter, Henri’s friend and neighbor, developed milk chocolate. He soon became the world’s leading chocolate maker. Later, his company was acquired by Nestle. In 1905, Nestle merged with Anglo-Swiss Condensed Milk Company, a manufacturer of milk-based infant food.
During World War I, there was a huge demand for dairy products and Nestle capitalized on this opportunity by executing military contracts of various countries involved in the war.
In 1938, after eight years of research, Nestle discovered a soluble powder that revolutionized coffee drinking around the world. The product was launched under the brand name Nescafe and became an instant success. The end of the World War II marked the beginning of a new phase of growth for Nestle. The company added many new products. In its effort to expand its operations further, Nestle merged or acquired several companies. In 1947, Nestle expanded into culinary products by merging with Alimentana, a Swiss company that produced and sold Maggi soups, spices and other food products in many countries.
Rowntree followed a “one product, one brand” policy. The brands were simply Kit Kat, After Eight, Smarties and Rolo, Rowntree was never mentioned.
Question 1
The decision to acquire the other chocolate brands by Nestle is a

Operational decision

Strategic decision

Tactical decision

None of these
Question 2
“In Strategic brand management, the most critical step is”

Identifying the core brand promise

Knowing the competition

Developing new brand positioning

All of these
Question 3
The most important branding challenge in acquisition is

Monetary consideration

Cultural integration

Consumer Understanding

None of these
Question 4
Mapping of core brand competencies is very important in strategic brand management process because

Developing core competencies between the brand and consumer

For making the pricing decisions

For marketing and promotion

For distributing
Question 5
What is value of a brand

Brand Image

Mental evaluation by a consumer about the brand

Logo and tag line of the brand

All of these
Question 6
What would Nestle do in developing POD

Differentiate each brand

Measure the differences

Comparision with other brands on differences

All of these
Question 7
What is understood as POP in branding

Point of purchase

Plaster of Paris

POP stores

Points of parity
Question 8
The most critical challenge for modern day brand is

To create differentiation

To understand the consumer

To compete with new players

None of these
Question 9
The brand promise under strategic brand management process is

The key words the brand stand for

Its tag line

Its value for consumer

None of these
Question 10
Brand managers have to be careful in developing

Brand name

Brand logo

Brand positioning and differentiation

None of these

3rd Block Assessment
Case Study
For the uninitiated, Superdry is a fashion label of SuperGroup plc, an international clothing company based out of Cheltenham, UK. Well, it didn’t start out that way but that’s what this case study is all about. It’s about ingenious branding that resurrected an almost non existent fashion line of outdoor wear – a transition from car boot sales to high street stores, from oblivion to ubiquity. The fact that Superdry has nothing to do with anything remotely Japanese is evident if you decipher the script. If loosely translated (there’s no literal translation from Japanese), it reads “maximum dry (do)”, which sounds absolutely nonsensical. James Holder, the brainchild of Superdry reminisces of his obsession with typography and his childhood spent reading Japanese manga comics (known for its Japanese script on the cover). Apparently, the logo was conceived at a Japanese pub by James with a play on English and Japanese typography to loosely convey the meaning of staying dry on a wet day using Superdry.
The branding genius lies in the logo seamlessly incorporating Japanese and English, and conveying something totally different to what it actually says! Some market experts believe it’s a parody on Japanese clothing brands that often use meaningless English mumbo-jumbo to appear British. Parody or not, SuperGroup ain’t complaining. The logo has elevated Superdry to the point it’s mentioned in the same breath as Uniqlo, Zara, AllSaints and Mango – labels that rub shoulders with Superdry.
SuperGroup hopes Idris’ mass appeal will help gain lost momentum both at home and the US, one of Superdry’s biggest markets. According to a report in The Guardian, Euan Sutherland, the chief executive believes “Superdry still appealed to 18-24 year old market, but many shoppers had grown up with the brand” and Elba, 42, would appeal to that older generation as well.” Further, he adds, “Idris Elba is a big man in the US and he will automatically reposition Superdry in people’s minds
It’s not the first time that Superdry is betting big on celebrity endorsement. It’s always thrived on celebrity endorsement. Now, though, SuperGroup’s taking it a notch further by launching an entire sub-brand that is Idris Elba. This strategy has worked in the past for many high street brands to plug plummeting sales. Will this work for SuperGroup? What do you think? Would love to hear your thoughts
Question 1
What are the main brand elements for a brand

Brand name

Brand Logo

URL

All of these
Question 2
What is the most important brand element for SuperDry

Brand Name

URL

Logo

None of these
Question 3
What is SuperDry brand personality

Sports brand

Fashion for men and women

An American brand

None of these
Question 4
What consists of the brand identity of the brand

It stands for American fashion

A British and Japanese fashion brand

It stands for young consumers fashion

None of these
Question 5
Brand personality consists of

Personality traits of a brand

Personification of the brand

Personal values of the brand

All of these
Question 6
Which brand identity dimension is most critical for Superdry

Elements

Brand Image

Personality

None of these
Question 7
The key brand image source for Superdry are

Brand positioning

Brand Loyalty

Brand Judgement

All of these
Question 8
Brand personality scale measures

Levels of personality

Various possibilities of personality of the brand

A scale to measure the success

None of these
Question 9
Brand image sources can be

Brand elements

Brand positioning

Brand Core Values

All of these
Question 10
Celebrity Endoresements can build a brand through

Brand loyalty

Brand visibility

Brand Image

Brand Judgement
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4th Block Assessment
Case Study
Brand Rejuvenation: With youth forming a major population of India, Dabur decided to revamp its brand identity. Dabur associated itself with Amitabh Bachchan, Vivek Oberoi, Rani Mukherjee and Virender Sehwag for endorsements. New packaging and advertising campaign saw the sales of Chyawanprash grow by 8.5 per cent in 2003-04. Brand Logo: The year 2004-05 saw a whole new brand identity of Dabur. The old Banyan tree was replaced with a new, fresh Banyan tree.The logo was changed to a tree with a younger look. The leaves suggesting growth, energy and rejuvenation, twin colours reflecting perfect combination of stability and freshness, the trunk represented three people raising their hands in joy, the broad trunk symbolized stability, multiple branches were chosen to convey growth, and warmth and energy were displayed through the soft orange colour. ‘Celebrating Life’ was chosen as a new tag that completely summarized the whole essence. Dabur Chyawanprash Rejuvenation: Dabur Chyawanprash (DCP) is a heritage brand which came into existence in the year 1949. The brand is now ruling the market with a market share of around 60 – 70 %. The total Chyawanprash market is estimated to be around Rs 300 crore (AC Nielsen Retail Audit 2006-07). Chyawanprash is popular as a kid’s health tonic. Parents used to rely on this product for their kids especially if the kids are between the ages 6-16. Because the teens are usually hyperactive and less inclined to taking foods. Hence Chyawanprash offered a solution to the worried parents. The ayurvedic tag also alleviated worries of side-effects.
Question 1
Rebuilding the Brand again with different perspective is

Brand Repositioning

Brand Revitalization

Brand revival

None of these
Question 2
What brand problem Dabur was facing

Losing the brand image

Staleness of the brand positioning

Incompatibiity with consumer’s liking

All of these
Question 3
What was the logic behind using Amitabh Bachchan as celebrity

To create brand pull

To relate to multiple segments

Develop mass visibility

None of these
Question 4
The new brand logo was used for which kind of extension

Line extension

Product extension

Brand extension

None of these
Question 5
Having multiple products at various touch points leads to development of

Lines of products

Brand Portfolio

Product meaning

All of these
Question 6
Brand heritage of the brand has been

Celebrating life

Oldest brand in the country

Having multiple standing

None of these
Question 7
Changing the logo to a new tree indicates

Growth

Freshness

Rebirth

Change to something else
Question 8
Dabur’s new brand identity indicates

Revitalization

Repositioning

Extension

Revival
Question 9
Catering to multiple consumer segments lead to

Difficult brand image

Possibility to relate to all

Multiple brand image

None of these
Question 10
Co-branding can be done only when

Two or more brands are available

Compatibility beetween the brands

High level of competition

All of these
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5th Block Assessment

Case Study
The world constantly changes and disparities, however, some top brands seem to keep their leadership position in their industry to this day. Strong brands are amazingly durable and have the ultimate ability to overcome many challenges. Either does Nike. Since its creation in 1971 in the USA, the Nike swoosh is still one of the world’s most valuable brand despite of the severe crises. Ranked at 26 on the list of Interbrand’s “Best Global Brands” in 2009 with a brand value at $13.2 billion dollars, up 4% from a value of $12.7 billion last year, Nike is the best among sports brand, left the big competitors, Adidas and Puma far behind (Interbrand report, 2009)
Having and holding customers is likely to be a competitive battle which each brand tries all efforts to win. They compete for functional attributes, distinctive services or innovative technologies (Aaker, 1991).
Since Nike was set up by someone who has “a deep passion for athletics and running”, it should come no surprise that product is important. Products that are comfortable, “authentic, functionally innovative and uniquely designed” (Nike report, 1985). The innovative technology is considered as one of the defining dimensions of Nike’s brand identity and corporate culture.
The simple driving concept has led to some impressive innovations which is considered as one of the defining dimensions of Nike’s brand identity and corporate culture. The first highlight was Air cushioning, using pressurized gas to cushion impact and new materials such as Urathane, that was used first with the Air Max running shoes (Nike report, 1987). More recently, to obtain maximum performance, Nike Sport Research laboratory has discovered the innovative technology such as Shox, which are made mostly of rubber and “spring back adding more power to a runner’s stride” and Total 90 Concept, a range of equipment to help players perform over 90 minutes of a soccer match (Keller, 2008)
Associated brand with the top athletes, Nike tells story of brands which the main themes is “sportsmanship and unrelenting effort”. These are the story of Michael Jordan who won a record 10th scoring title and was selected as one of the 50 Greatest Players (NBA history, 2010) in American’s National basketball association championship. Lance Armstrong survived and won a second straight Tour de France while Tiger Woods completed the career Grand Slam, “ensuring his place in golf history at the age where most of us are still wondering what we will do when we grow up” (Nike report, 2000). The most three prominent athletes has generated the inspiration for young and next generation of athletes. Nike has succeeded to transfer their inspirations to every single purchaser. Wearing every pair of Nike shoes is to engage a passion for excellence and encourage to “do your own thing”. “Just do it” – the tagline could sum up all the greatest values of brand which is (Superbrands case study, 2002).
Products are no longer just products, they move beyond the functional meanings. Nowadays, they are definitely social tools “serving as a means of communication between the individual and his significant references” (Grubb and Grathwohl, 1967 as cited by Banister and Hogg, 2003). Products are considered as a symbol of individuality and uniqueness, and also symbol of affiliation and social identification. It is particularly trued with the fashion brands. Fashion brands such as clothes, bags, shoes and etc satisfy opposing functions, both social identification and distinction among individuals (Banister & Hogg, 2003)
Nike must have understood the recipe well. The “Just do It” campaign in the early 1990s would be a perfect example. Losing ground to archrival Reebok which was quick initiative on designing “style”, “fashion” aerobics shoes in 1980s (Keller, 2008), Nike responded dramatically and forcefully by launching the “Just do it” campaign which was mainly focused on person wearing on products instead of product itself.
“Purchasing an athlete-endorsed product is one means of symbolically and publicly demonstrating aspirations to be a part of the group and such behaviors are directly influenced by the extent to which a fan identifies with an athlete endorser”
“Just Do It” campaign succeeded (Nike increased its share of the domestic sport shoe business after launching this campaign in America from 18 percent to 43 percent, regained the leader position) because it could fascinate customers in both separating ways. Wearing Nike as a self fulfilling image declaration – “if you are hip, you are probably wearing Nike”. But perhaps most importantly, it could create the desirable needs -“if you want to be hip, wear Nike” (CFAR, 1998).
Symbolic meanings of Nike brand are also tracked in the research on “Symbolic and functional positioning of brands” of Bhat and Reddy (1998). This study showed that Nike scored high on the prestige and personality expression scales (See Appendix). The findings of Hogg et al (1998) also support the success of attached the symbolic and emblematic meanings to sportswear brands. The youth showed facility in interpreting the symbolic meanings attached to the sports brands which were associated with the different sports stars (such as footballers, rugby players, athletes and tennis players) and with different sports (e.g. football and rugby.)
Question 1
Brand Equity is made from the most critical feature on the top which is

Brand liking

Brand perception

Brand judgement

Brand Resonance
Question 2
Nike Brand has developed very strong brand loyalty due to

Good quality

High price

Functional and Symbolic relation

None of these
Question 3
Symbolic attachment of the brand can be develoepd through

Customer affection

Customer Engagement

Customer loyalty

None of these

Question 4
“Under the CBBE model, Nike is positioned at”

Brand Resonance

Brand preference

Brand Feelings

All of these
Question 5
Brand hierarchy consists of

Layers os hierachy

The structure of brand development

Levels of brand portfolio

None of these
Question 6
Brand Awareness can be built best through

Marketing

Enhancing functionality

Developing relationship with the brand

None of these
Question 7
Brand associations can be built on two platforms

Top and middle level

Multiple levels

For multiple segments

Primary and Secondary
Question 8
Brand Equity measurement systems consist of

Brand Tracking and measuring

Segmentation

Brand levels

All of these
Question 9
The basic difference between brand recall and recognition

Identification

Understanding the brand

Adoption and loyalty

None of these
Question 10
The main components of the Aaker model

Brand Identity

Brand Image

Brand Congruence

Full syllabus Assessment
Case Study
Siddhartha took a number of initiatives to revive the fortunes of the brand. A new light weight engine made of Aluminum was developed to replace the Royal Enfield motorcycles’ old cast iron engines. New engines had higher fuel efficiency and longer life than the older engines. Royal Enfield took the help of an Austrian design firm called AVL to design the new engines. Changes were also made to make the motorcycles look contemporary. In order to improve the quality of motorcycles, the management made the quality standards for its component suppliers stringent. A new cruiser model called Thunderbird was introduced in the year 2002 to attract new younger customers. Enhanced quality and new models improved the sales by the year 2005. Within a short period of initiating quality enhancement measures, the warranty claims went down.
Question 1
What is brand revival

Repositioning the brand

Building upon the brand again

Changing the brand value

None of these
Question 2
What is most important to develop a brand

Customer compatibility

Marketing

Brand Efforts

All of these
Question 3
The most important factors in developing strong brand is

Advertising

Product Quality and Image

Customer Service

None of these
Question 4
A better brand experience can be developed through

Customer Engagement

Building long term usage

Selling at low price

None of these
Question 5
How brand can be made into long term strategy

Making it premium

Developing its sub brand

Undertaking Strategic brand management process

All of these
Question 6
Marketing Mix for brand is very critical as

helps the consumers identify and adopt

Developing marketing program

Develop loyalty

None of these
Question 7
Brand Equity can be explained as

Ownership of the brand in the market

Equity shares of the company

Equity of the brand in the competition

None of these
Question 8
Revival of the brand can be done by

Changing the marketing mix

Celebrity endorsement

Changing the core values

All of these
Question 9
Competition can impact a brand in which manner

Improve systems

Develop Differentiation

Teach marketing lessons

None of these
Question 10
Revitalization of a brand leads to

making the brand accessible

Developing new features

Building a new brand position and mantra

Product & Brand Management (EDL 322)-Semester III

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