image

Solvezone Blog

Date:08-Nov, 2018 08:46 AM
Blog Titlle:Solved Assignment
Blog:

NMIMS Global Access
School for Continuing Education (NGA-SCE)
Course: Brand Management
Internal Assignment Applicable for December 2018 Examination
Assignment Marks: 30
Instructions:
 All Questions carry equal marks.
 All Questions are compulsory
 All answers to be explained in not more than 1000 words for question 1 and 2 and
for question 3 in not more than 500 words for each subsection. Use relevant
examples, illustrations as far as possible.
 All answers to be written individually. Discussion and group work is not advisable.
 Students are free to refer to any books/reference material/website/internet for
attempting their assignments, but are not allowed to copy the matter as it is from the
source of reference.
 Students should write the assignment in their own words. Copying of assignments
from other students is not allowed.
 Students should follow the following parameter for answering the assignment
questions.
Q1. RedPly (name changed) is a leading Indian plywood manufacturer. Along with plywood
it also manufactures and markets allied products for furniture making including laminates,
veneer, doors etc. though Plywood remains its largest revenue contributor. RedPly prides
For Theoretical Answer
Assessment Parameter Weightage
Introduction 20%
Concepts and Application
related to the question
60%
Conclusion 20%
For Numerical Answer
Assessment Parameter Weightage
Understanding and usage
of the formula
20%
Procedure / Steps 50%
Correct Answer &
Interpretation
30%
NMIMS Global Access
School for Continuing Education (NGA-SCE)
Course: Brand Management
Internal Assignment Applicable for December 2018 Examination
itself w.r.t its product quality and remains committed to providing the highest quality to its
consumers. Over the years it has installed latest machines and equipment for high-class
manufacturing, though it leads to escalation in production cost. RedPly’s closest competitor
is OrangePly (name changed), with unbranded players being the most significant
competition. OrangePly competes through flexible retailer terms and smart marketing and
communication strategy while unbranded players offer 30-40% lower price. Plywood
retailers and carpenters are the key influencer to customer’s decision. While customers
(Home-owners) show a preference for RedPly, retailers try to convert them to brands
offering higher retailer margins. Carpenters demand higher price for using branded plywood
and assure home-owner about the quality of the ISI-marked products or unbranded
products.Due to above factors RedPly is consistently losing market share and is facing pricepressures.
Plywood market is dominated by the unbranded segment (~60%) with branded
players (RedPly, OrangePly, others) forming the remaining.
Critically analyze the RedPly’s market situation to identify its business challenges. What
is/are the possible outcomes if RedPly does not respond to these challenges? Suggest the
strategic options available to it. What are the pro and cons of each strategic option?
(10 Marks)
Q2. Nitin bhai is feeling perturbed. His company Velvet Paints has recently acquired a
Kerala based paints company Trichy Paints a year ago but he has been unable to merge the
two brands till today.Velvet Paints’ primarily market is in the decorative paints segment. It
is known for its quality and innovative products but has limited brand appeal specially in
southern market. Trichy Paints has a broader product range across Decorative as well as
Wood finish segments. Kerala is Trichy paints key market though it has limited presence in
other Southern markets (Tamilnadu, Karnataka, Telengana etc.).
Nitin Bhai would like to do away with Trichy Paints as a brand and would only like to use
the acquisition for expansion of production facility, personnel and distribution network.
Multiple brands require separate marketing & advertising expenditure. Nitin Bhai has
NMIMS Global Access
School for Continuing Education (NGA-SCE)
Course: Brand Management
Internal Assignment Applicable for December 2018 Examination
ambitious plans for Velvet Paints and plans to make substantial expenditure on the
marketing & promotion to be able to take-on established large players. Being a mid-sized
company, Velvel Paints has limited resources and multiple brands require separate
marketing spend thus increasing the budget required. The key conflict here is regarding the
Wood finish brand of Trichy Paints, Woodshine. Velvet Paints has no comparative product
and Woodshine is a leader in its segment. Tampering with the brand may lead to market
dilution.
To resolve the conflict, Nitin Bhai hires a Hyderabad based market research firm Marquee.
The market research firm held discussions with the Trichy Paints management, trade
partners (retailers, distributors, wood-painters) and consumers. Below were the key findings
shared by the Marquee team.
 Wooden furniture polish is a niche segment with Woodshine being the leading brand
 Woodshine has a very strong brand recall and brand connect
 Consumers are dependent on the wood-painters for the brand-selection and are often
unaware of the product being used though customers want the best quality for their
furniture with low sensitivity to price
 Wood-painters have limited education and have strong association of Woodshine with
existing name and logo
How would you explain the situation and brand challenges Velvet Paints is facing? What
will be your advise to Nitin Bhai in regards to brand portfolio restructuring? What should
he do with Woodshine? (10 Marks)
NMIMS Global Access
School for Continuing Education (NGA-SCE)
Course: Brand Management
Internal Assignment Applicable for December 2018 Examination
Q3. Happy SPA has recently undertaken significant advertisement spend to boost its
membership. It published full-page and half-page ads in leading newspapers (Sample Ads
in Appendix 1 and 2). It expected ~30-40% jump in its membership but the response to the
campaign has been disastrous. There have been less than 100 query calls with some Ads
resulting in no query calls. This has led to serious deliberations within the management.
Happy SPA had started with the philosophy of providing value-based-pricing and
professional servicing. In the over a decade of its existence it grew to 25 branches across 5
cities in North and West India. In the last couple of years its membership had begun to
stagnate. It had aimed to grow to 100+ branches in the next 3 years through franchisee
model. For franchisee led growth it was important for Happy SPA to boost revenue,
something it has struggled with. A new strategy was formulated to boost footfalls and it was
decided to target stress-based issues through SPA therapies. Stress has popularly been
identified as the primary source of health-issue in the modern day life. Management believed
that by linking its therapies to stress-ailment it will be able to increase relevance of its
packages. Along with standard SPA therapies Happy SPA came up with stress and stresslinked
ailments (fatigue, poor-sleep, back-ache etc.) specific therapies.
As part II of the growth strategy, it made significant expenditure in advertisement and
expected it to drive growth and its expansion plans. But the poor response to its campaign
had put brakes onto its plans and brought it back to the thinking room.
a. Conduct a survey (sample size 5-8 people) exploring linkage between stress-ailments and
SPA. Present the survey-questionnaire and the findings. (5 Marks)
b.What do you think of the Happy SPA’s new growth strategy and advertisements? What
could be the reason for its lack of response? Analyse it according to the survey-findings.
(5 Marks)
NMIMS Global Access
School for Continuing Education (NGA-SCE)
Course: Brand Management
Internal Assignment Applicable for December 2018 Examination
Appendix 1: Advertisement sample 1
NMIMS Global Access
School for Continuing Education (NGA-SCE)
Course: Brand Management
Internal Assignment Applicable for December 2018 Examination
Appendix 2: Advertisement sample 2