Marque- The Marketing Club, IIM Rohtak, July by Marketing Club

FAILED MArketing Mishra strategies BY Aditya IIFT Despite the degrees that B-Schools offer for Marketing as a specialization, the multiple theories in place by famous marketers, and the dedicated departments that most organizations have for devising their marketing strategies, it would not be unfair to say that as a function, “Marketing” is still viewed to be driven more by creativity and less by data analysis and thus as an extrapolation, the success or failure of a marketing campaign is viewed more from the crude parlance of external and uncontrollable factors (therefore, luck) and less by the focused parlance of past customer behaviour, change in the customer needs and their disposable income. Before we dive in to understand the gamut of reasons on why do marketing strategies fail, it is important to take a step back and wake up to the fact that quite a few or-

ganizations do not even have a marketing strategy in place! A recent research report by SBI mentioned that around 26% of marketers did not even have a clear marketing strategy for their respective enterprises that they could articulate. A little digging into this phenomenon reveals the real problem- marketers are more reliant on “tactics” than “strategies”. Blame it on the competitive pressure to deliver immediate and visible results that tactics are now being used interchangeably for integrated marketing strategies. To put it simply, a tactic could be “hiring a social media person” because social media platforms are the supposed “in thing” versus a strategy wherein the organization first attempts at finding out if there is at all a customer base in those social media users that it leverage and subsequently designing a holistic and

Marque - The Marketing club, IIM Rohtak

palettes from the four corners of India (Read, North, East, West and South) being bought together in 4 different flavours, namely- Mumbaaiya Chatak, Amritsari Achari, Bengali Jhaal and Super ChenWhile the above was a fairly apparent rea- nai. Even after a year since its launch, the son for why a marketing strategy may fail, supposedly innovative product line has there are quite a few other reasons as well. not contributed much towards propelling Nestle’s share in the market. Danone, Localising does not always work! If one has been a fan/follower of the meme the leading French dairy giant met with uprising movement (as I fondly term it) in a much worse fate as it decided on winding dairy operations from India. Apart India, you would not be unaware of this meme wherein a picture of “pasta biryani” from the fact that it traditionally catered has been labelled with different captions to a premium and thus limited consumer essentially driving home the point that segment, its attempts at “Indianising” its Pasta with Biryani is simply blasphemous products did not quite do the trick- be it the range of packaged Lassi with Masala, as a combination! Quite similar to this Mango and Sweetened flavours or the Kulidea is the idea of localizing as attemptfi flavoured Yum Chuski launched under ed miserably by Nestle Maggi and Daits “Fundooz” brand name. none. Maggi attempted an expansion of its product line by introducing its limited range “Flavours of India” noodles. These essentially included the significant spice sustainable campaign that is aligned to the overall business strategy of the organization and is not reduced to just another exercise by the marketing team.

Marque - The Marketing club, IIM Rohtak

Lesson: Some classics are best left vintage!

that is precisely what the company is doing currently on occasion of Santro completing 20 successful years in the market. Lesson: Brand relativity is an outcome of Relating to the Brand and its a sound customer segment understanding Ambassador! and subsequent marketing design creation. So when a Shah Rukh Khan promotes Consumers today are both Price and Hyundai or an Akshay Kumar endorses Status sensitive! Dollar vest, how many times have you Ever noticed how most consumers at a wondered if they actually use these brand fruit shop want to buy the Rs.40/kg approducts in their day-to-day lives or not?! ples over the Rs.60/kg ones and even in The answer is, except for an occasional the Rs.40/kg lot they are seen picking and spotting of an actor wearing his/her own choosing the best one- with no dimples, label or the one that they endorse (read no rots and optimum redness! Deepika Padukone spotted wearing “All That at a granular level is how the middle About you” apparels) it is not believclass consumer, constituting for nearly able that a Shah Rukh might be seen in 54% of the entire consumer base funca Hyundai Santro! Unless the intent is to tions. They are both cost and quality sensicater to the premium band of customers, it tive. And with the emergence of the Milis important that every product that tries lennial and GenZ population it is a highly to position itself as a “value for money” legit expectation that they’d be status sencommodity also has an advertising theme sitive too! With the country’s disposable that is in line with this philosophy. Hence, income and thus the GDP healthily risinstead of seeing Shah Rukh ride a Santro, ing, Tata Motors chose the wrong time to a better campaign could be to invite some launch NANO-“the cheapest car” of India, heartfelt Santro stories from the Santro or maybe a car that it chose to brand as customers and give the winning entry a “the cheapest car”. Gone are the days when chance to meet Shah Rukh! Incidentally, owning a four wheeler was an aspiration-

Marque - The Marketing club, IIM Rohtak

al dream. With the ease of an Uber/Ola and banks offering car loans at reasonable interests, buying a car is now more of a decision and less of a dream and thus the debacle of the “cheapest car” strategy which tried to cash in on the now, archaic Indian sentiment of “car being a dream purchase”.

Lesson: Being abreast with the dynamically changing consumer sentiment should be central to any strategy at all times. While the examples of failed marketing strategies could be many and the reasons could be a lot more, what does not change is intent of every marketing strategy- to create a lasting impact and translate that impression into a purchase. Innovation and the amplifying effects of social media will continue to be game changers provided they are supplemented with real time data on the ever changing consumer

behaviours and preferences. What shall also remain constant are the fundamental sentiments of patriotism, brotherhood, friendship etc. that bind the nation and thus shall continue being at the heart of every marketing campaign.

Unless the intent is to cater to the premium band of customers, it is important that every product that tries to position itself as a “value for money”

BUILDING a DESI MEAL BRAND on BOX8 Marque - The Marketing club, IIM Rohtak

BY Pramod Gupta SCMHRD Pune

“From All-in-One meals, Fusion boxes, Wraps, Sandwiches to snacks with drinks – they have it all in their menu.”

Started in 2012 as a compact All-in-One meal box in Mumbai, the cloud kitchen-based food delivery company has been successful in making a place for itself in the Indian food delivery space. The company has been successful in transforming itself into a popular brand with its clear and customer-centric strategies. The reward of their strategies plus that BOX8 is delivering 12000 orders per day and 85% of their orders repeat from the same customers.

Positioning of BOX8:

the late-night food cravers. They offer a wide range of meals to satisfy all kinds of hunger – light snacks to heavy food, veg to non-veg, contemporary thali to eight-layered fusion meal. Targeted towards the young urban working class and people who want authentic Indian food, BOX8 takes care of every individual target customer with its meal-customization feature. “I can perfectly feel the taste of Chicken Tikka and Chicken Kebab individually. BOX8, unlike others, understands that the two dishes are different and thus the two dishes taste differently.” – Zomato Review for BOX8

BOX8 has positioned itself as an affordable meal provider with an Indian taste for What worked for BOX8?

Marque - The Marketing club, IIM Rohtak

The credit for the phenomenal success goes to the way they have positioned themselves, acquired, served and retained the customers. Their customer-centric strategies have played a key role in building it as a brand. For each of the following function, they had specific strategies.

1.Customer Acquisition Strategies: •For acquiring new customers, they came up with the Giveaway Marketing Strategy wherein they offered daily discounts on all meals, points on new referrals, Paytm cash-backs, and giving away freebies such as umbrellas in monsoon. •They also have discounts during special occasions such as Diwali, Eid, FIFA WC’18, Champions Trophy (India Matches), Valentines Day, etc. •For new users, they have the first order discount which helps in converting the Potential Paul to Loyal Larry. And then Larry is used as the brand ambassador for gaining more customers.

2.Customer Engagement and Brand Building Strategies: •BOX8 is using social media marketing to keep the customer engaged. They actively post creative infographics and memes on Facebook, Instagram and Twitter to engage and attract customers as well for brand awareness. There are some fun activities for the customers to participate and win discount coupons. A Few brand engagement activities conducted by them are: o#TasteOfMomsLove Contest on Instagram where they gave a free Moong Da Ka Halwa to the winners. o#MyYearLongTales Contest on Twitter where they asked what the BOX8ers think about them. •Their InsideBox8 campaign where the team reaches out and interacts with the customers during lunch time, strengthens the relationship between the customer and the brand.

Marque - The Marketing club, IIM Rohtak

3.Customer Retention Strategies:

run. •Another wonderful tool used by BOX8 is the smartphone. They send text messag•To retain its valuable customers, BOX8 es to existing customers with customized has come up with 8Pass Saving Program. It has launched three versions of this pro- offers. The messages are sent one hour gram – Trial, Plus, and Pro, whereby using before the time when the person usually orders. For example, if a person ordered this pass, the customers can save up to 25% on their next few orders. The strategy food in the past at around 7 pm, then he’ll behind this move is to keep the customers receive the message at around 6 pm. This is done intentionally to trigger his thought engaged, attached and feel valued. If one buys a Pro version, he’ll get 25% off on his process w.r.t to food and tempt him to ornext 20 orders i.e. BOX8 turns a discount der a BOX8 meal which can reach by him customer to a loyal customer in the long- at his usual time i.e. 7 pm.

Marque - The Marketing club, IIM Rohtak

•Customers are also retained by their excellent service. The “under 38 minutes” delivery helps them to retain their customers. No matter what the situations are, they are never late. Never! Apart from these, a few more factors that helped BOX8 to establish itself as a popular brand among the youngsters are as following:

1.Packaging: The food is packed in a compact, recyclable food-grade compartmentalized plastic box, which is easy to carry and occupies less space. This box is then covered partially with a thin cover which is attractive and eye-catching. The outer cover of the box is given an Indian look with small creatures printed on it. The packaging is done to offer the consumer an easy-to-consume feel.

2.Meal Customization: This feature helps BOX8 to fulfill the need of every individual customer by giving the autonomy of selection to them. For example, in a meal, one can have three choices for the base – Parathas, Parathas + Half Rice and Parathas + Full Rice, and similarly, there are choices for dessert as well – Gulab Jamun, Choco Lava Cake, and Brownie. Now the choice is with the end customer what he wants in his meal.

3.Affordable Prices: The BOX8 prices are in-line with the market prices. A normal thali would cost somewhere around 150 in a metro, and the same thali would cost around 170 on BOX8 – with quality and delivery assured to be the best and in time. And if you’re lucky enough, then additional discounts or freebies too can also come along!

Certainly not the best ways to execute marketing strategies BY

Marque - The Marketing club, IIM Rohtak

History of the business world has always highlighted the significance of bringing something new to the table. The best way to beat your competition not only in the game of business but any game in existence, is to possess something that others are deficient of. The idea is that the competition won’t be a concern when you change the rules of the game. The marketing strategy that a company builds for a product or a service is the tool that can help the companies change the rules of the game. In simple terms, marketing strategy is a plan of action designed to promote and sell a product. But it is not as easy to be implemented as it is defined and without the right marketing strategies to fuel your growth, churning a profit and staying afloat is virtually impossible. The base of any marketing strategy is the kind of value proposition a product/service offers to its customers. For example, Walmart’s market strategies revolve around its value proposition – every day low prices. In a highly competi-

Kuber Singh IIM Sambalpur tive market, everybody puts their best foot forward and to get an edge over the competitors and in such a cut-throat competition, having a sound marketing strategy can be the saviour. Developing a marketing strategy involves drafting the marketing plan - current or future plans for the product/service, the price points of product/ service, distribution channels, and advertising and marketing tools. Marketing strategy also involves understanding the customers, developing the financial goals – short and long-term revenues and profits, and strategic planning. But not everybody is wise enough to get their marketing strategy to succeed. The number of companies that have witnessed failures in implementing the marketing strategies is much higher than those who tasted success. But why does a marketing strategy fail? There could be plenty of things that the companies did or do wrong while implementing a marketing strategy. One of such failures is the Nokia’s downfall. It

Marque - The Marketing club, IIM Rohtak

has taught the market that if you do not have a strong value proposition, people have no reason to buy anything from you. They don’t have a reason to pay attention to your product. Here comes the part where the product must have a unique selling proposition. Unique selling proposition (USP) can certainly make the value offerings remarkably different and unique than the rest of the competitors. Domino’s, for example, an American pizza restaurant chain has its USP of delivering the food within 30 minutes after the order is placed in the restaurant. Not only Domino’s but many other American restaurants can cook you mouth-watering pizza, but Domino’s targeted the bull’s eye. Another kind of marketing strategy failure happens while delivering the message

to the public. Coveying the right message is the most crucial part of marketing. If you have a clear value proposition and the product you offer is unique among the competitors, but the market receives the wrong message, the whole marketing strategy can turn out to a blunder. Let’s take the example of Dove multiple shape bottles. The Unilever brand tried to celebrate body diversity by packaging Dove body wash in the bottles representing various body types, but many customers felt insulted which indeed reflected on the social media platforms, especially on twitter. “My Dove body wash bottle is shaped like someone who desperately seeks approval on the internet”, wrote a Twitter user. Dove’s intention, however, was to celebrate women’s body diversity. “From curvaceous

to slender, tall to petite, and whatever your skin colour, shoe size or hair type, beauty comes in a million different shapes and sizes,” the Unilever-owned brand said on its UK website. “Our six exclusive bottle designs represent this diversity: just like women, we wanted to show that our iconic bottle can come in all shapes and sizes, too.” Then where did they go wrong in all this? Yes, the message, or rather the way it was delivered. Not only Unilever, but many other big players have committed such blunders in their market strategies that made the customers wondered that what on earth was that company thinking while going down that path? McDonald’s, one of the largest fast food chain in the world, released a spot that involved a young boy asking his mother to tell him what his father was like before he passed away. He asks her many questions hoping that his father’s description would match with something that could describe him. Later the boy along with his mother goes to McDonald’s where the boy orders his favourite choice - Filet-O-Fish, and his mother tells him that it was his father’s favourite too. The commercial was severely criticised by the people owing to which McDonald’s pulled the spot and apologized. Like in the case of Dove, the intention of McDon-

ald’s was not to hurt anybody’s feelings or sentiments. But, perhaps, they didn’t pay much heed to the question that how the advertisement would be received by the people? Is it too sensitive? Does it involve exploitation of people’s pain for an advertisement? If McDonald’s had thought about these few questions, it could have saved itself from harsh criticism.The above-cited instances clearly show that if there is a disparity between delivery and reception of the message, it could lead to disastrous results leaving the companies with no choice but to apologize and pull back the campaign. So, in order to avoid such kind of failures, the companies must do a thorough research about the kind of people they will be going to target - their behaviour, interests, and level of sensitivity, of course. The marketing team should take feedback on the advertisement before it goes public from the employees working in the company. It is one among the best techniques to fill the gaps in any campaign. Even if the company hires an agency, the leadership must be involved in the decision-making part so that there are no misalignments between the value proposition and the message delivery. By taking such minor but important measures, the marketing efforts of the company will be met with applause instead of criticism.

"People don 't buy what you buy why you do it. "

-Simon S

u do, they

Sinek

#BUZZFEED

With 40,000 people on first-day IKEA kicks off its journey in Hyderabad, India Swedish home furnishing brand IKEA launched itâ&#x20AC;&#x2122;s first-ever store in India after a 12 year long wait. The turnout at the store was so huge that it created a pandemonium. It opened the store in HiTech city, Hyderabad. It had a varied amount of 7500 products with a 1000 products less than Rs.200. The company appealed the customers with its DIY strategy. The company went on researching for three years about the Indian market.

WPP acquires ad agency Madhouse

TGBL has approached key shareholders of Hector Beverages with a proposal to buy out the company along with its popular brand Paper Boat to spice up its portfolio. Even though a formal approach has been made, the talks around Paper Boat are still at an exploratory stage and there is still no guarantee that it will lead to a transaction. However, Kakkar has categorically denied any discussion with Tata Global Beverages or a possible sale. Paper Boat, if the Tatas buy it, will be a big break in the long narrative of western cultural dominance

Media agency conglomerate WPP will be increasing its stake to 100% from the current 50% in the mobile marketing agency Madhouse India, through its agency GroupM. WPP has formerly worked as a strategic partner with Madhouse. Madhouse is a China-based mobile solutions and an ad networks company which entered the Indian market in the year 2012 with WPP as one of its investors. With this acquisition, WPP aims to enhance its access in targeting technology and mobile solutions.

L’Oreal partner’s with Facebook on virtual makeup ads to ‘try on’ cosmetics, reinventing beauty using Augmented Reality

when tea and coffee were trendier than desi drinks which were confined mostly to kitchens except a few such Rooh Afza. If Paper Boat is deemed fit to sit with Starbucks and Tetley in the Tata Global Beverages’ portfolio, it sure is a signal that ethnic drinks have become upmarket—thanks to the stupendous success of Patanjali Ayurved

Using social media networks and understanding the customer psychology L’Oreal, France’s biggest cosmetic group plans to drive more sales. Augmented reality and artificial intelligence experiences will be provided to customers as they will try thousands of shapes of eyebrows to shades of lipsticks. Beauty and fashion

industry are focusing on knowing customers by tracking their facial features using AR tools, ModiFace to clinch sales. E-commerce revenues hiked to 9.5% of all sales in just the first half of 2018.

Snapdeal joins hands with NGO Save The Children to highlight, tackle child trafficking via its #KidsNotForSale campaign This International Day Against Trafficking in Persons, Save The Children entered into a partnership with WAT Consult, the digital and social media agency from Dentsu Aegis Network India, and Snapdeal to launch a campaign titled #KidsNotForSale campaign to curb child trafficking and a teaser campaign portraying an â&#x20AC;&#x2DC;Amazing Kids Saleâ&#x20AC;&#x2122; on Snapdeal. It is a hard hitting campaign that highlights stories of children who are sold for prostitution, kidnapped at birth, made to work in unhealthy conditions, drugged for organ trafficking, or forced to become combatants. The campaign pointed out that an estimated 7 children go missing every hour. Half of them are never able to return home. Between 2016 and 2017 alone, nearly 1 lakh children went missing.

#BUZZFEED

Netflix changes its premium model strategy Personalisation: The New Era of for Indian Market Marketing Streaming giant Netflix said that in India it was far behind YouTube and Hotstar but is trying to bridge the gap in coming times. Netflix competes with a host of OTT players, including Amazon prime video and star run Hotstar which charge a much lesser fee. Personalised advocates for fitting of atlanguage least one the Hotstar, Netflix’smarketing focus remains on slick shows in regional forparts Indianof audiences. Its recent series ‘Secret Games’ a hitindividual among the audience. Netflix CFO said ‘ association’s advertising blendwas to the client. Personalised marEach oneshows has a specific set of challenges and we’re in an the objective early days of sort of that first keting an extraordinary division, with section of size segment So yes, expect more from us in terms of getting into segment two three and one. four’. There are two types of one-to one marketing: personalization and

IPL ADVERTISEMENT CAMPAIGN BY SWIGGY Marque - The Marketing club, IIM Rohtak

Swiggy being the associate broadcast partner of the Indian Premier League 2018, the creative campaign during the IPL 2018 was one of the most noticeable and relatable advertisement campaigns. The 51 days campaign tapped the cricketing jargons and kept us entertained during the nail-biting competition and stuffed ad space. Given that Indians love cricket as much as food, the campaign won a lot of hearts which resulted in their sales lift and also further ensured a spot in the unicorn club, later in the year. From superfast delivery to run outs, Akash Chopra and Harsha Bhogle’s signature commentary proved to be highly effective. Apart from these six creative advertisements, the ‘Match Day Mania’ campaign was the silver lining. The food festival offered lucrative deals and attracted customers like swarms of bees shooting up the figures for the brand.

BY Durbar Dasgupta SRCC

liya’. The situation is a regular scene at any Indian household where diabetic prone men face restrictions at houses and neglect their sweet tooth. The smirk at the end of 21-second commercial thus packed a strong punch. ‘Oh, he has given away his wicket cheaply there’ represented the exchange of remote between the siblings in return of a food parcel delivered by Swiggy to ‘Superfast delivery’ saving the middle-aged lady which would have otherwise been an embarrassing situation formed the perfect blend of cricketing jargons and food. The advertisements consistently focused on the brand’s efficiency while keeping the audience engaged.

The brand proved its prowess in category communications and did not restrict itself to television only. From print media to social media, the game of hashtags kept The ‘Gulab Jamun’ advertisement involved going strong. It engaged newer audienca tremendous exchange of expressions es on Twitter and involved an IPL trivia. between the delivery executive and a The captions like ‘What a superb catch!’ middle-aged man highlighting the online and ‘Snack it for a six’ made them a huge food aggregator brand’s supremacy when favorite on Facebook too, increasing the it comes to ‘no minimum order quantity’. audience base. The advertisements influThe ad referred to as ‘No order too small’ enced search behavior of people on Goodelivered the message with the same figle as stated by Amit Duggal, Integrated nesse as of Akash Chopra’s engaging com- Planning Lead, at Group M. The search mentary, ‘Naak ke niche se ek run chura behavior as experienced by Swiggy rode a

Marque - The Marketing club, IIM Rohtak

steep rise for at least 30 days. IPL being a huge platform to target varied demographics, investing in the advertisements and making relevance were the keys. The year 2017 had also seen lifts regarding orders and acquisitions and the pre-season advertisements also proved to be effective and thus the idea of airing the long campaign resulted in huge lifts. According to Srivats T.S., Vice PresidentMarketing, Swiggy, the brand saw a rise of 40% to 50% regarding new acquisitions, on a month-on-month basis. Furthermore, the brand witnessed a one-fourth growth in orders during the Indian Premier League 2018. The sources from the brand shared that people searching for ‘Gulab Jamun’ post advertisements increased ten folds. Chandigarh, the home of Kings XI Punjab witnessed a 100% rise in orders of traditional Punjabi cuisine. Chennai saw the highest rise in orders which was about 44% followed by Pune and Delhi. The ‘Match Day Mania’ involved around 12000

restaurants across the country. The time being scheduled at 7 P.M. involved a lot of office goers who relax with their families and watch the IPL. The tailor-made deals like 20% off on InstaPizaa for existing customers and 25% off for new registrations meant business for both Swiggy and the favorite restaurant brands. The Naturals’ Ice Cream director also considered this to be a win-win situation. All these campaigns were launched in Hindi, English and also in several regional languages. Post-IPL 2018, the Swiggy proved its mettle and remained strong in their mission of ‘Changing the way India eats’ which they had carried out successfully previously. The significant rise in their facts and figures might be another huge reason for the heavy funding which they received recently. Swiggy did manage to sneak a few runs in the match against its competitor.

Marque - The Marketing club, IIM Rohtak

DESIGN THINKING

“We have done this and that, we have rolled out schemes one after the other but the sales haven’t increased” is one common corporate biting criticism that bosses dole out to their juniors despite the fact many of these juniors are dedicated professionals who work day long to design strategies that must be palatable to a wide gamut of customers simultaneously. To cater to the needs of a very large consumer base is an unenviable task and thus I say that market share is a like a large piece of delicious jelly which may capriciously pop out of your plate just when you try to take a bite of it. The market share is the climax of the marketing wars played on the land of competition. Competition is all-pervading and competitors are pitted against each other almost every day. Porter’s forces too

BY Vaibhav Mogra

IRMA

present complex and intricate problems and require swift solutions and marketing interventions, either old or recent are behind our almost every consuming decision. Talking of marketing interventions, design thinking is a term more and more used recently in this context. Design thinking is a five-step process that is inherently very highly responsive to the latent wishes of people in designing its solutions. It is a comprehensive process that helps in two critical areas – by talking to people, it helps in defining the problem the most lucidly, and then through observing people, it gathers various fruitful ideas which when combined lead to the complete resolution of the issue. Design thinking has a very eccentric existence, mingling

with various fields and working out their respective puzzles. Even the name in itself doesnâ&#x20AC;&#x2122;t indicate any particular field of study, and rightly so. Because until the point when we have created the solution, we keep thinking from many points of view. Our creative faculties are actively engaged in all directions. Similar to a niche specialization, the checkpoints to decide to take the path of design thinking in solving a problem are not very common. For an example if some people have started a business on a very novel idea but are facing some problem in gaining traction with consumers, then in this particular situation we have no historical data nor do we have any relevant present data. Also, we may not even know the full extent of our problem. These information-less situations are what fuel most the design thinking process. Let us look at the first step in design thinking where we talk to people. It does well to a company when it pushes to actively listen to its customersâ&#x20AC;&#x2122; problems, what they like and dislike. Any product that doesnâ&#x20AC;&#x2122;t fit into their lifestyle will have the shortest lifespan in the market. And if human beings have mutually shared desires, still they have wide-ranging reasons for the changes and additions they make in their lifestyle and these reasons too may reappear from time to time. The marketing team must gather and keep a record of these findings when they observe and talk to their consumers. Thus they enter into the second stage of the design thinking process which is to find patterns. The consumers have already shared with them their thoughts, which if treated like ideas and materialized in the form of products, will be easily and swiftly accepted by their lifestyles. Now the marketing

Marque - The Marketing club, IIM Rohtak

team needs to look for a common characteristic among the various ideas to treat that as the basis for subsequent design of the solution and this is the third stage of the design thinking solution. Of course, peripheral features can be appended later and this is best discussed in the last stage of the process. But here in the third stage, we have to extract the one common vein in all the ideas. All the stakeholders in our final solution will here collaborate to find the best possible amalgamation of all the ideas gathered. They have to look for that one theme which all the patterns point towards and incorporate that theme into our product in the fourth and penultimate stage of our process. Here we have to quickly build our product running on the idea finalized in the previous stage. I say quickly because we need to hand our prospective users the product which they helped to create. The faster we do this, the faster we start on the last and very important stage our process, reiteration. It is this stage where the bridge between good to better and from better to best is built. Here we continuously subject our product to tests and generate reports which depict what our product lacks. In this way, we keep going back to the third stage and come back with a better, holistic theme for the product, only to be subjected to more tests. Our creative impulses are very unruly. Like children dismissed at the end of school. Design thinking, in any field, channels these impulses to work with a plan to achieve the best results. Big ideas come through systematic imagination and design thinking is the best option to practice that.

Marque - The Marketing club, IIM Rohtak

THE

ARQUING OMENTS

MARQUE - THE MARKETING CLUB INDIAN INSTITUTE OF MANAGEMENT ROHTAK

marketingclub@iimrohtak.ac.in DISCLAIMER: The views and opinions expressed in this magazine are those of the author and do not necessarily reflect the opinion of the stake holders of IIM Rohtak EDITOR : Isha Garg DESIGN : Sriesh C R FOLLOW US ON :