CONVOYAGE
Sep ‘11
JAMNALAL BAJAJ Institute of Management Studies
ConVoyage
Issue – September 2011
consultingclub@jbims.edu
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CONVOYAGE
Sep ‘11
Contents: 1. Master Strategy 2011 a. Ruchi Soya Industries Ltd.
…. 03
b. Ginger Hotels
…. 09
c. Reckitt Benckiser (India) Ltd.
…. 15
2. Case Study on Collins foods - solution
…. 20
3. Crossword – business economics
…. 22
4. Consulting fun
…. 24
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Sep ‘11
Ruchi Soya Industries Ltd. Rohan Nair MMS 2, Marketing
Objective of Growth for the company To become one of the leading FMCG Players in India through the implementation of the following strategies:
Backward Integration
Installed Capacity Expansion
Greater Focus on Branded Portfolio
Increasing Global presence
The objectives to this goal achievement can be given below: •
Achieve a 25% market share by revenues in the Indian FMCG industry (edible oils) by 2015
•
Increase Annual turnover to US $ 6 bn. By 2015 (CAGR: 24%)
•
Achieve 50% Branded sales as a percentage of consolidated sales by 2014
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Analysis of the current situation
Among the largest producer and suppliers of vegetable Oil Soya Food in India & among the top Indian FMCG players
Revenue Mix: Oils: 71% Extractions: 14%
Current Annual Turnover : USD 3.1 bn.
Vanaspati: 6% Food Products: 2% Others: 7%
Capacity Build-up: Edible Oil:
Crushing CAGR: 17%
CAGR: 10%
Refining CAGR: 29%
Market Share: 15.2%
Vanaspati CAGR: 22%
Sales CAGR: FY '01-FY'10: 21%
Backward Integration: Secure access to 175,000 ha of Palm Plantation in India
Summary: •
Anticipation of Strong growth and profitability due to: o Strong market position in edible oils in India o Favourable Industrial Dynamics o Extensive level of scale & distribution in India o Strong brand portfolio o Fully Integrated operations o Strong Risk management & experienced Management
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Competitor Analysis
Ruchi Soya
Sanwaria KS Oils (%)
Gokul
Agro Tech
Industry
Refoils(%)
Foods (%)
Avg(%)
(%)
Agro (%)
Mar '10
Mar '10
Mar '10
Mar '10
Mar '10
Mar '10
100
100
100
100
100
100
100.7996
101.5267
101.0964
106.0772
102.0968
101.6007
Total Expenses
96.90889
94.49658
89.10008
101.5609
96.53001
95.93569
Operating Profit
3.253643
6.159784
11.10136
3.444071
3.976477
4.885515
PBDIT
3.890732
7.030159
11.99636
4.516246
5.56676
5.665026
Interest
1.338228
1.312726
4.133648
1.408536
0.053882
1.821175
PAT
1.277066
3.475232
5.519319
1.508133
3.870253
2.271696
EPS (Rs)
6.54
2.23
5.49
3.23
10.32
5.819482
BV (Rs)
71.74
8.26
33.77
28.87
61.83
55.8247
Income Sales Turnover Total Income Expenditure
•
Comparing the peer group, we find that the Turnover of Ruchi Soya is 57% more than the total sum of its nearest rivals’ turnover
•
The only problem Ruchi has faced in this financial year is that of marginally lower profitability especially in that of Operating Profit and Net Profit which is 3.25% and 1.277% of sales as against the industry average of 4.88% and 2.27% respectively which can be attributed to sub-optimal crushing speeds resulting in lower efficiencies and higher operating costs
•
The Book value and EPS is also highest among its peers at Rs.71.74 and 6.54 respectively
•
Thus, overall we can say that Ruchi Soya is the market leader and will continue to be so in this category with the highest turnover, net profit and EPS as it enjoys economies of scale on account of backward integration and consolidation
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Sep ‘11
Sector analysis 2000 1500 Population (Mn.)
1000
Per Capita Income (USD/yr) Edible Oil Consumption ('000. MT)
500 0 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
Indian Edible Oil Industry: HIGH Growth Potential Oil consumption Drivers: Growth in population; Growing per-capita income; Mature &Defensive industry with Non-cyclical demand; Rising deficit with domestic production not being able to keep pace
Future growth strategies and its implications Fully integrated operations viz. •
Origination o Backward integration o Access to plantations
•
Processing o Processing enhancement
•
Products o Portfolio concentration
•
Merchandising & Distribution o Pan-India ports establishment o Port proximity o Crushing capacities located close to source consultingclub@jbims.edu
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Implications: •
Bridging the Indian Edible consumption & import gap (Deficit: ~ 44.47%)
•
Supply chain focus on information flows/visibility across chains & Risk management/Logistics coordination
•
Turnover growth of 17% CAGR; PAT growth of 21% CAGR
Strategy proposed to the company
• Backward Integration
• Greater focus on Branded Portfolio
Expansion into upstream Business in order to maintain margins & secure supply chain
Sustained expansion in capacity to meet the growing demand of Edible oil in India, in addition to helping the Company realize efficiencies and economies of scale
Focus on maintaining leadership position in the branded edible oils segment in India
Diversify geographic footprint, and enhance scale and reach of operations
• Installed Capacity Expansion
• Increase in global presence
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ROI calculation of strategy 60
50
40
30
Net Worth (INR Bn.) Net Income (INR Bn.) ROI (%) Expon. (ROI (%))
20
10
0
2010
2011
2012
2013
2014
2015
Net Worth (INR Bn.)
20
24
28.8
34.56
Net Income (INR Bn.)
1.8
2.5272
2.982
4.21117
5.349
7.60123
ROI (%)
9.00
10.53
10.35
12.19
12.69
14.78
42.1632 51.439104
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Sep ‘11
Ginger Hotels (Roots Corporation Limited) Vineet Inamdar MMS 2, Marketing
Introduction: -
Ginger Hotels is a budget segment Hotels of the prestigious Tata Group.
-
Established under Indian Hotels Corporation limited, Ginger hotels introduced the concept of budget segment hotels in the Indian tourism sector for the first time.
-
Ginger hotels are located primarily near IT parks, manufacturing hubs and religious locations catering to business travelers and Free Individual travelers (FITs).
-
Ginger Hotels has a presence of 24 locations across India.
-
For bookings, it has dedicated location wise sales teams in place, a centralized call centre and an online booking portal to cater to its customers.
-
Features include Smart Basic facilities (like ergonomic Rooms, flat screen TV, air conditioner, Wi-Fi connectivity, separate work area for laptops, Mini fridge, gymnasium, conference and meeting rooms) at affordable rates yet great ambience and convenience , excellent cuisine and a superior service.
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Objectives of Growth for the company: -
Current focus for the company is 70% corporate and 30% FIT.
-
Scope of growth would focus on an increased FIT and lesser corporate to widen domestic reach in an economy with increased disposable income.
-
Initial strategy faltered on creating the right Brand Image in the consumer mind. New strategy has to aim at tapping alternate market segments: newer segments of travelers and an improved marketing strategy to create the right Brand Image in the consumer mind.
-
Objective is to achieve increased market share in a completely new market where there are very few competitors. Ginger Hotels has a first mover advantage and should try to leverage on the same.
Current Situation: -
According to Indian Tourism statistics, foreign tourists in India for 2010 were about 55 Lakhs; not counting the domestic tourists which are many fold.
-
Increasing disposable income and an ever increasing middle class demands affordable pricing yet luxurious necessities.
-
People are willing to let go of luxury necessities like Swimming Pool, Jacuzzi, spas and lounges but wanting necessities like air conditioners, ambient rooms, excellent food, Internet connectivity and a location which is not exotic but yet convenient.
-
Credit card spending has not increased, but there is an increased usage of debit and ATM cards, Net banking and cash Cards for payments.
-
People demand improved service in terms of booking, stay and staff interaction.
-
Value for money concept has set in.
-
Ginger Hotels negotiates with corporate on room nights. Advertising is completely below the line through online medium mostly since the segment is upscale and relies mostly on the internet.
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Competitor Analysis: -
Hotels in India are categorized as 3/4/5 star. Ginger Hotels is a 3 star budget segment hotel.
-
Major competitors are: o
Keys Hotels: Owned by Berggruen Holdings, a young hotel company in the US, Keys hotels operates out of 8 locations in India. Differentiation is on being trendy, yet classic and a mixture of both Luxury and budget facilities. Focus is on attracting the corporate and so facilities are as per corporate expectations.
o Lemon Tree: Focused on the upscale category in the middle income group segment, Lemon Tree Group of hotels has its presence in 11 cities across India. The concept is lowest rates guaranteed, but service on a 5 star basis. o Unorganized hotels across India: A large unorganized hotels spread in the nook and corner of our country.
Sector Analysis: -
Tourism sector in India is expected to grow at about 10% p.a.
-
It employs about 7.5% o the country’s total workforce and is a 4.5% contributor to the country’s GDP.
-
Foreign Tourists in India have been increasing due to globalization, better awareness through tour operators, websites and government initiatives, increase in IT services and medical facilities, cheaper labor and hence a manufacturing hub.
-
Major Players in India are Taj Group, Oberoi, Hyatt, The Leela for the luxury segments while for the budget segments: Taj Group, Lemon Tree and a large unorganized sector.
-
Domestic travelers in Ginger Hotels are business commuters, devotees for ‘Darshan’ to religious places and Free Individual travelers (FIT).
Future growth strategies and its implications for Ginger Hotels -
Marketing Strategy needs to be realigned. Brand Image of Ginger is a self-service hotel. Initial tagline of Ginger was ‘Please help yourself’ which has changed to simply Ginger. However, people in India feel the need to be pampered when they travel as guests.
-
More segments need to be targeted instead of overdependence on only a single category to increase overall revenue.
-
Advertising Budget needs to be increased. Current budget on advertising is low and is insufficient to generate sufficient brand awareness. Ginger advertises through Facebook, newspaper ads in local consultingclub@jbims.edu
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newspapers in locations where it is present, dedicated sales team which does personal selling to corporate and through websites offering discounts on room night bookings. -
Too many running offers which are complex and confusing to the end customer. Offers are not available at all the locations and prices keep n fluctuating throughout the day. Facilities like Wi-Fi are chargeable at certain locations. The business model has to be simple in terms of the rates offerings.
Strategy proposed to the company: -
Selection of Location: o Ginger hotels needs to select locations right. There are places like Lonavala, Tirupati where there is no presence at all. o Ginger Hotels has a tie-up the IRCTC at New Delhi, where it has taken over the railway Rail Yatri Niwas. The hotel is a stone’s throw away from the railway station and runs to full capacity 365 days of the year. It should try to open hotels at all major railway stations in India to ensure that it gets maximum room nights. This would be the right strategy to penetrate a market where there is continuous frequency of travelers.
-
Getting the Integrated Marketing Plan right: o Ginger aims to target at middle income customers along with the business travelers. However, the same strategy is adopted for both segments. o There has to be Through the Line marketing.
For Above the line: •
Tie-up with Airlines for advertising on back side of Air-Tickets, In flight magazines
•
Tie-up with IRCTC on their website. The site gets 3.5 Lakh hits every day.
•
Advertise through Newspapers and Travel magazines in Metro towns more. Since the majority of people travel from Metros to other places. Currently, local ads in local language newspapers are given which attract only a fraction of customers.
•
Television Commercials: Build a television commercial focusing on the Core offerings of the hotels. The commercial will cost Ginger but would definitely be worth it in the long run. consultingclub@jbims.edu
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For Below the Line: •
Tie-up with Wedding Portals:
Tie up with wedding portals such as
BharatMatrimony.com, shaadi.com and other regional wedding portals. Idea is to tap the lower middle income group segment that cannot afford a luxurious hotel, but would want basic hygiene and refreshing rooms. Have a special honeymoon suite in each of the hotel rooms, which is currently unavailable, to tap into this segment. •
Tie-up with colleges and schools: This is a very good potential segment. If rates can be lowered to suit colleges and schools which have annual one day picnics during the monsoons which is a slack season anyways for tourism, then it could lead to great increase in the top line and bottom line.
-
Payment facilities- Scratch Vouchers: o People prefer paying by Cash or by Debit card compared to credit cards. o Scratch Vouchers are a huge potential as only 3% users in India use credit card. Prepaid vouchers similar to mobile vouchers can be available at Railways stations, Airports, Tata Indicom/Docomo outlets. o There is Scope for alternate branding opportunity on selling voucher space, promoting Ginger offers and Smart Basics facilities
-
Positioning: I would position Ginger as: ‘Affordable luxury’.
-
Tagline: ‘The mini Taj…!!!’
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ROI Calculation of Strategy: Current
Advertising
Explanation
Cost Incurred/month Cost
Spend
(In crores)
(In crores)
Incurred/year (In crores)
Sales: 78
40000 coupons per month @Rs 2 Scratch Vouchers
0.08
0.96
0.1
1.2
0.1
1.2
0.05
0.6
0.1
0.12
0.02
0.24
0.15
1.8
sales Magazines
0.01
0.12
should Hoardings
0.02
0.24
Expenses: 86.9
TVC
PBT: (8.8)
Print Airlines Tickets
PAT: (8.7)
Advertising
4%
of
current which
on
Print Ads
only Creatives the Newspapers
Airline
tickets Advertise
IRCTC tie-up
occupies
Above the Line
IRCTC
through
be increased to Total
6.48
at least 10% to
(versus
increase
advertising of 3.5
revenues
crores)
current
Increased advertising spend would increase revenue and create Brand Awareness in the minds of the public. This would ensure that Brand Equity builds and a positive brand association is formed in consumers’ mind about the brand.
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Sep ‘11
Reckitt Benckiser (India) Ltd. Rohan Gholkar MMS 2, Marketing
Introduction Reckitt Benckiser (India) formerly known as Reckitt & Colman of India was incorporated in 1951 and promoted by the British multinational Reckitt Benckiser plc which presently holds a 51% stake in the company. Reckitt manufactures a host of products such as ultramarine blue, food products, antiseptics, polishes, cosmetics and pharmaceuticals. In 1991, it diversified further into the production of raw materials used in pharmaceutical and household products. It introduced new products like mosquito-repellents and liquid soap. Reckitt has built its strong brand equity over a period of time by technological innovations, consistent high quality, aggressive advertisement and marketing etc. Availability near the consumer through a wide distribution network is it’s another crucial success factor as products are of small value, frequently purchased and daily use items. The company is planning to launch a couple of new products in the shoe care category. Having achieved considerable success in the fabric-care segment with its product called Cuff-n-Collars, RB added one more product -- Vanish -to this nascent category recently.
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Industry Analysis The FMCG industry has witnessed a high rate of growth boosted by favourable macroeconomic conditions, increased rural incomes, a rising consumption-culture in India and a proliferation of consumer awareness campaigns. The last five years have seen an annual growth rate of approximately 17%. Even in the meltdown years of FY2008 and FY2009, the FMCG industry witnessed sustained growth rates of 14 per cent and 11 per cent, respectively, demonstrating that unlike other sectors, this sector was relatively recession-proof. Food Products account for nearly 45% of the industry size in which Fruit Juices have shown exponential growth. In the personal products category, skin-care creams have outpaced the growth of more mundane product lines such as toothpaste.
Competitor Analysis Vanish, Harpic, Dettol, Lysol, Mortein, Strepsils, Durex, Veet are the major brands of RB in India. Hindustan Unilever Ltd., P&G, Godrej Consumer Products, etc are some of the major competitors of RB India. But RB is the market leader in some of its categories like Antiseptic (Dettol), Veet (Hair-removal), Mortein (Pest control), etc. RB has smartly positioned most of its products and has differentiated it from the competitors’ products. In terms of market capitalization, HUL leads followed by Colgate-Palmolive and P&G.
Objectives of Growth for RB 1.
Come up with premium products which cater to the growing aspirations of the middle-class consumers.
2.
Enter into the fast growing foods category and make presence in the personal care category, the two
categories expected to grow tremendously.
Growth Strategies 1.
Launch of Power Brands
Reckitt Benckiser has got 19 power brands in its kitty. Out of these, 13 are already present in India. A)
Keeping in mind the growth rate of Foods category, RB should
launch its “French’s Mustard” brand in India. Though Mustard Sauce is not used extensively in India right now, but with urbanization and the trend of fast-food catching up, it won’t be long before this product catches up. Mustard Sauce is already available in major super-markets of metros but consultingclub@jbims.edu
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none of the labels have been able to develop any loyalty among the consumers. RB will get the early bird advantage if no major competitor launches a similar product before.
B)
The Indian analgesic market is growing at 9.5% per
annum. Though there are almost 62 nationally distributed and over 100 local brands present, there is no analgesic brand which has positioned itself as the one which caters to babies and children. RB has, in its international product portfolio an analgesic brand called Nurofen. This brand also has a subbrand called “Nurofen for Children”. To break into the highly competitive but fast-growing analgesic market, RB should launch “Nurofen for Children” first. Cold, cough, fever, etc are common problems among children and so this brand can easily penetrate this market. Once this brand sets in, and then RB can further launch Nurofen(for adults).
2.
Launch of No Salt
It is a common trend in people to cut down on their salt intake as they grow older. In India, since salt forms an integral part of people’s food habits, many people do not cut down on their salt intake in spite of being warned by their doctors. “No Salt” is a popular alternative to salt, designed for people who enjoy the taste of salt but want to consume lower levels of salt in their diets. RB should launch this product phase-wise in India – first in metros and then in tier II cities. Considering there is no similar product in the market and the food habits of Indians, this product has a good chance of being a success.
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3.
Sep ‘11
Inorganic Growth
Inorganic Growth Options CavinKare
Chik, Nyle, Satin, Spinz, Fairever, Hi5, Ruchi Pickles, Garden Namkins
Strong brands in its portfolio in terms of Garden Snacks, Fairever, Spinz. >< Most brands fall in the lower segment while RB is looking for launching products in the premium segment
Agro Tech Foods
4 Variants of Sundrop Oil Superlite, Nutrilite, Heart, Goldlite, Sundrop Peanut Butter, Act II popcorns
Is looking at volumes and aggressive distribution strategy with new SKUs to launch
>< Less brands in its kitty
Zydus Wellness
Sugarfree, Sugarfree Herbal, Nutralite, Nutralite Mayonnaise, Everyuth Naturals
Premiun products in its kitty falling in line with RB's objectives
Marico
Parachute, Hair & Care, Saffola Oil, Saffola Oats, Mediker, Revive, Kaya skin Clinic
>< Less brands in its kitty
Market Leader in coconut oil, Premium refined oils are witnessing sharper growth
>< Cost of Copra, Marico's chief raw material is on a rise
RB should acquire either CavinKare or Zydus Wellness or both. •
Zydus Wellness has got some really good and premium brands in Foods and Personal care category. Zydus is also the market leader in low-calorie sweeteners with Sugar-free (82% market share) and low-fat margarine (75% market share). Recently it has launched Actilife, a health food drink for consumers over 30 years, and Purify (herbal hand sanitizer).
•
CavinKare has got some well-known brands like Garden Snacks which RB can use to enter into the Foods category. This brand can be leveraged to enter the Ready-to-cook segment also. RB can further leverage the Garden brand to launch French’s Potato Sticks, French’s French Fried Onions and Frank’s RedHot Sauce. CavinKare also has some well-known shampoo brands like Chik, Nyle, etc which primarily cater to the lower end customers. RB can use them to further its reach in the rural markets, with SKUs of Re 1 and Rs 2, while at the same time it can launch some shampoo brands and Deos for the premium segment in the urban market.
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4. Regional advertising and change in advertising format In the current period, there are strong indications of recession and it is a common practice among FMCG companies to cut down on their advertising spends during recession. Considering that the strategies proposed above involve launching new products, it will not be possible for RB to cut down its ad spend. An important thing for RB should be to be cost effective as well as heighten the impact of its advertising campaigns with the same budget. Currently RB has Zenith Optimedia as its advertising agency. RB can divide India into three zones â&#x20AC;&#x201C; north and west (considering that the major population is Hindi-speaking these regions have been clubbed), east and south. Then hand over each account to a different ad agency which can then focus separately on each region and come out with different campaigns based on demographics and socio-cultural features of each region. Thus the impact of its ads will increase with the budget remaining same. RB should also increase its visibility at POPs by having hoardings and posters at the retail outlets. RB should display such posters of its products with the RB logo prominently featured on it. This will increase visibility of the product as well as build brand equity. It can get small retail outlets and mom & pop stores display such hoardings by making them their name plates (with RB logo) which are put up on the top of the store.
Financial Impact of Strategies The Indian table sauces market is worth around INR 204.3 crores in 2009 and has been growing at a CAGR of 10.9% over the past five years. The table sauce market in India is expected to grow at a CAGR of around 12.3% between the years 2009-14. With Frenchâ&#x20AC;&#x2122;s Mustard, RB can make a good presence in this market. The proposed acquisitions will lead to a higher turnover but immediate impact on the bottom-line is difficult to estimate as the new launches will require a higher investment in advertising and promotions.
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CASE STUDY ON COLLINS FOODS Solution to questions of August 2011 Convoyage 5. Which of the following statements, if true, would best support an argument AGAINST implementing this price reduction campaign in Los Angeles? A) Consumers purchase Collins Foods’ hot dogs because they believe they taste better than other hot dogs and are made from fresher ingredients B) Collins Foods has never used a price reduction marketing strategy on hot dogs in the 100 years of its existence and many of the senior management would feel that such a move would not suit the brand values C) All large grocery chains stock one premium, one mid-range, and one economy hot dog product and the 5% reduction would move Collins Foods’ hot dogs from premium to mid- range D) A similar strategy was attempted for one of Collins Foods’ pickles products recently and only resulted in a 2% growth in sales volume, which translated to a 3% reduction in sales revenue Ans.) C – Options A, B and D do not provide a direct factual argument against the price reduction campaign for hot dogs. Option C does provide this argument, as it indicates that there is a risk that Collins Foods would lose grocery chain customers because of possible competition in the mid-range category.
6. What is the average profit, in dollars per hot dog, made by Collins Foods before implementing this campaign? A) $0.33 B) $0.67 C) $1.67 D) $2.00 Ans.) A – The average profit per pack of hot dogs is $2 (calculated by taking the information presented before question 6 that states that Collins Foods makes a 20% profit margin, and sells a pack of hot dogs to grocery store chains and distributors for $10. 20% of $10 would be a $2 profit per pack). With 6 hot dogs per pack, this translates to an average profit of $0.33 per hot dog.
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7. FoodInc requires all marketing campaigns to pay back the initial investment within the first year. What percentage increase in the number of hot dogs sold would be required in the first year of the Los Angeles price reduction campaign in order to pay back the advertising investment? A) 20% B) 30% C) 40% D) 50% Ans.) D – Currently a total of 12m packs are sold annually. A 5% retail price reduction means that Collins Foods would lose $0.55 in profit per pack, which comes to a total of $6.6m profit lost on current sales. Therefore, to pay back the advertising investment, Collins Foods would need to sell enough additional packs to obtain $8.7m in profit (which is $6.6m lost profit plus the $2.1m investment). At a new profit of $1.45 per pack, this would require 6m packs of hot dog, a 50% increase on the 12m currently sold. The marketing manager of Collins Foods expresses concern about the impact of this price reduction campaign on consumer perceptions of the brand. He states that a price reduction of 5% is pretty significant and may in itself be detrimental to the premium brand image, which drives a lot of sales. 8. Which of the following statements, if true, would best support the marketing manager’s assertion? A) In a recent survey, Collins Foods’ consumers quoted “price” as the second most important indicator of quality in a list of ten factors B) In a recent survey, Collins Foods’ consumers quoted “price” as the eighth most important factor out of ten in their decision to buy a product C) In a recent survey, 78% of Collins Foods’ consumers said they would still buy Collins Franks’ hot dogs even with a 10% price increase D) In a recent survey, 34% of Collins Foods’ customers said they would never consider buying another brand of hot dog Ans.) A – This is the only option which indicates a relationship between the product price and the perception of product quality among Collins Foods’ consumers. Thus, this implies that a price reduction could impact consumers’ opinion of Collins Foods as a premium brand, which supports the assertion of the marketing manager.
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BUSINESS ECONOMICS CROSSWORD
Across Clues 2. Body of knowledge that relates to producing goods & services. 3. # of products that will be bought at a given time at a given price. 4. # of like products that will be offered for sale at a certain time and price. 6. Rivalry among sellers for consumers' dollars. 9. When a country's output exceeds its population growth. 14. Indicates what is happening in general to prices in the country. 16. Human effort, either physical or mental, that goes into production of a good or service. 17. Buildings, tools, machines, and other equipment used to produce other goods.
Down Clues 1. Individual buying decisions in the marketplace determine what will be produced. 2. Desire for scarce material goods and services. 5. Ability of a good or service to satisfy a want. 7. Organized way for a country to decide how to use its productive resources. 8. Transfer of authority to provide a good or service from govt. to the private sector. 10. Central planning authority owns most factors of production. 11. The accumulated knowledge and skills of human beings. 12. System of extreme socialism. Govt. controls all. 13. System in which private citizens are free to go into business, and own property. 15. Anyone who creates utility.
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Solution to Word Puzzle of August 2011 Convoyage
agent
fund
royalty
bankrupt
interest
shares
broker
investment
solvent
debt
payment
stocks
dividend
profit
viable
exchange
return
yield
Congratulations to Saurabh Kumar, MMS II, Finance for the correct solution
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CONSULTING FUN
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Sep ‘11
The Consulting Club -Enhancing Quality… Contact us- consultingclub@jbims.edu Web Site: https://sites.google.com/a/jbims.edu/consultingclub
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Cell - +91 9664287850
Cell - +91 9833804513
Email id - prathameshdembla13@jbims.edu
Email id - tanvikale13@jbims.edu
consultingclub@jbims.edu
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