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Watch this video:
https://www.youtube.com/watch?v=7lhVUedc1a4
Answer the following questions:
1) What did you think of the speaker's thoughts on motivation based on pain or pleasure? What motivates you more, pain or pleasure?
2) How can an employer unleash your motivation?
3) Why should organizations care about motivation?
Note: Your answer must not more than 500 words single-spaced in length and must include a minimum of 2 research sources: the textbook plus at least one peer-reviewed journal article.
Write an essay on the given topic in the separate Word document, 750 words.
Disprove the statement: “Cultural Assimilation is the most effective way to reduce the psychological effects of racism”
Case study:
A single - digit fall in sales in the first quarter of calendar 2017 after years of steady growth, and sudden implementation of steep Goods and services Tax rate of 40 percent, up from 32-33 percent before, have been a double whammy for the Coca - cola company in India.
The company is now trying to implement several new strategies to boost its performance. Krishna Kumar, the newly appointed president says, "My formula is to provide consumers a wider choice that is not limited to only sparking beverages ( Cola drinks category) and let them finally decide".
At the core of his strategy is an aggressive push into juices, entry into new categories like ethnic beverages, expanding the water portfolio to add fortified salts and minerals as well as flavours, pushing ready - to - drink tea, coffee and flavored milk.
Krishna Kumar's game plan is apparently simple. The branded juice business in India is only Rs 5000 crore, one fourth the size of sparkling beverages but its margins are nearly double that of colas at 15- 16 percent . However, coke's two juices brands Minute Maid and Maaza account for only 20 percent of the Rs 13000 - 14000 crore that it makes from sparkling beverages alone. Also, though the growth potential is huge, this market is ruled by the unorganized juice market.
The relatively smaller contribution of Coke's juice brands is partly a function of limited reach- packaged juices are available only in retail stores at a higher price compared with the fresh fruit juices available from roadside vendors. Krishna Kumar plans to expand the availability of juices from one million retail outlets currently to 2.6 million in next three years. Juices will be available at every outlet that also stocks sparkling beverages. The company has already introduced a value pack of Rs 10 for 200 ml.
Coke is also test marketing a range of new products and categories that the company hopes will eventually generate reasonable volumes. Aquaris, a brand of fortified water has been launched nationwide and is positioned as an expensive niche product ( Rs 30 for 400 ml). The company has been experimenting with cold tea ( Fuze Tea) from 2015 but with limited success. The same is true for pilot projects in flavored milk, where this category in India. Addressing the demands of health conscious consumers the company is also experimenting with a combination of stevia ( a leave used as a calorie -free sugar alternative) instead of sugar in drinks.
However beverage industry experts are not very enthusiastic about Krishna Kumar's ambitious game plan. They point out the key challenge for Coke will be to convince to stock the product. Unlie sparkling drinks, juices are slow - moving items that retailers may be reluctant to stock because it will block up their capital. Also Coke will have to put in a huge marketing effort to convince customers who prefer fresh juices to shift to a packaged juice. As for sugar- free sparkling drinks, expert agrue that, unlike the US or Europe , the demand is small - about Rs 250 crore ( less than 2 percent of sparkling beverages) and needs to be sustained by aggressive marketing . After all, India is still not a mature beverage market. Only 20 percent of the country's population has tested a branded beverage.
At coke , all of this will have to be done even as the company has decided to absorb the additional hit on account for higher taxes, 2017 could well be the year of Coke's biggest test.
Questions:
a. Critically evaluate Krishna Kumar's strategies related to Coke's focus on non - cola product categories. You may use any theory/ framework taught in your Advanced marketing management class to explain your point of view.
b. What marketing strategy Coke should adopt to - (a) Shift consumers from fresh juice to packaged juice and (b) to increase its market share in flavored milk.
Milton a household name in the drinkware space and the pioneer of the Kuch naya sochle hain ( Let"s think something new) philosophy in India , has unveiled the Rock Bottle, which is environment - friendly, stylish and made of superior - quality plastic. The company has approached you, the famous the marketing consultant. Design a digital marketing campaign for the company. Why do you prefer the digital campaign over traditional campaign in this case?
Veeba owns a successful brand in the Indian sauce market. Research showed that there was a need for sauce with unique taste which could be taken with Indian as well as western snack foods. T5he company introduced "Tumrind" a new tomato sauce with tamarind and tangy spices. The product is targeted at youth in the age group of 14 years and above. As a marketing manager, which steps would you like to tae while launching this product? How will you conduct the test marketing for this product?
Looking at the profile of the rural consumers in India today, what are the key challenges posed fore Indian marketers in the rural market segment? Discuss with reference to an FMCG product of your choice.
Case
Price Unbundling: An Uncommon Word Leading to Very Nice Financial Returns
Up until 2008, when a person bought an airline ticket, the price of the ticket included all kinds of nice services. Back in the “dark ages” (that is, pre-2008), that airline ticket would have included the ability to check a bag and, depending on the length of the flight, it may have included any or all of the following: a meal, headphones, the ability to store a carry-on in the overhead bin, and as much legroom as everyone else who had not forked over the cost of a first-class or business-class ticket. However, nowadays airlines have discovered the joys of “unbundling.” This practice, which is leading to some hefty extra fees for travelers, is generating revenue for airlines to the tune of $27.1 billion in the most recent period with data available. That number represents a huge increase of nearly 20 percent over the fee revenue generated by airlines the previous year.
In a competitive environment in which airlines were faced with high operating costs, intense competition, and a customer base that can compare prices instantly on the many online travel sites, something had to be done that allowed airlines to increase their revenue streams. That “something,” airline executives decided, was to unbundle many of the services customers expected with the purchase of an airline ticket from the price of the fare itself.
Think of the many services and nice-to-haves that exist when one travels via air to a particular destination. If you are tall and would like the extra legroom that an emergency exit row may provide, how much are you willing to pay to sit in that row? Some airlines are beginning to charge people an extra fee for not only the exit row seat but also large blocks of other seats near the front of the plane designated by names such as “main cabin extra”—extra meaning a few extra inches of legroom. If you are not checking a bag to avoid the “checked bag fee,” which really kicked off the whole unbundling phenomenon, how confident are you that you can find a space in the overhead bin? Many airlines recognize that the overhead bin space is a piece of real estate that can be rented for a fee. However, since “overhead bin charges” or “carry-on bag charges” are not fully accepted by most air travel customers (yet), airlines have to get creative in how they will monetize that space. Thus, “priority boarding” is invented for an extra fee. Yes, you can now pay an extra fee for priority boarding that virtually guarantees your bag space in the overhead bin. Elect not to pay the fee and you run the risk of the bins being full when you board the plane and having to check your bag at the cabin door.
Priority boarding and premium seat location fees are just two of the many fees airlines are now charging. Others include reservation change fees, overweight and oversize bag fees, in-flight meal fees, “stand-by flier” fees, Internet access fees, and 50-percent-more frequent-flier-miles fees, to name a few. All of these fees have proven crucial to airlines realizing operating income in the past few years. In fact, in 2012 airline revenue per passenger exceeded costs by just 37 cents.
That number includes $8.49 per passenger in additional fees. To put it another way, without the additional revenue airlines realized on fees, their costs would have exceeded revenues to the tune of $8.12 per passenger. Clearly, regardless of how passengers feel about paying for services previously included with the price of a ticket, airline fees are here to stay and likely will be expanded in the future.
Questions for Consideration
1. What type of pricing strategies and tactics are airlines using given their base ticket price for the seat plus additional fees for everything else? What other creative additional fees might they charge in the future?
2. Southwest Airlines prides itself on allowing passengers to check bags for free. Given that virtually all of Southwest’s competitors have started charging these extra fees, do you think it will continue to hold out before it too has to charge extra fees? Why should it? How does the pricing strategy that Southwest Airlines employs differ from that of its competitors and what competitive advantage does Southwest enjoy by not charging extra fees?
3. What kind of unbundled pricing strategies or fees would you recommend for other service industries like hotels, restaurants, or cruise lines given the relative success of such fees in the air travel industry?
Identify the segmentation bases and variables applicable for three (3) different products within Grace Kennedy. Recommend appropriate target marketing strategy for these products. Identify the relevant USP being touted by each product and write a positioning statement for each product.
Give a brief history of the Wisynco. This should include but is not limited to:
(https://wisynco.com/our-history/)
- the company’s business orientation/marketing philosophy
- the portfolio of products/services, (https://wisynco.com/new-portfolio-of-products-for-2018/)
- key players (competition) in the industry and the company’s overall position in the industry and
- its sustainable marketing practices (social responsibility).
Select a conglomerate or group of companies such as Grace Kennedy.
- Identify the segmentation bases and variables applicable for three (3) different products within the Grace Kennedy.
- Recommend appropriate target marketing strategy for these products/companies.
- Identify the relevant USP being touted by each product and write a positioning statement for each product/company.
#340153 on Dec 2023