Masuum婴儿食品——定位难题

Q4 Business, Management and Accounting CASE Journal Pub Date : 2023-02-07 DOI:10.1108/tcj-01-2022-0003
M. S, Jayanthi Thanigan, S. Reddy N.
{"title":"Masuum婴儿食品——定位难题","authors":"M. S, Jayanthi Thanigan, S. Reddy N.","doi":"10.1108/tcj-01-2022-0003","DOIUrl":null,"url":null,"abstract":"\nResearch methodology\nPrimary and secondary data.\n\n\nCase overview/synopsis\nThis case is set in the year 1987 when many parts in India were milk deficient. Seasonal and cyclical shortages were more of a norm. There were however early signals that the cooperative dairying model across the country was gaining momentum and the milk production in the country was poised for a sharp upswing.\nMasuum baby food is a winning brand in Shalanda Milk Foods portfolio with a top-line revenue of Rs 300m per annum, contributing to 60% of the firm’s revenue and registering a healthy 14% annual growth.\nThe brand was used as an additive for tea and coffee, a purpose for which it was not intended, apart from it being used as a baby food, which of course was the intended purpose.\nThe World Health Organisation had proposed a code which among other things proscribed brand advertisement and promotion of baby food with a view to promote mother’s milk for infants.\nThough the brand sales seemed to continue to grow, thanks to demand operating above supply, there was a realization that the brand could head into an identity crisis and the fact that it cannot speak for itself could be damning.\nThe protagonist in the case came up with a strategy to launch a new brand with the same composition as Masuum and in a controlled manner transfer volume from Masuum to new brand. Even while appreciating the protagonist’s recommendation, the Managing Director exhorts him to come up with a stronger rationale for launching a new product and review whether it constitutes a comprehensive solution.\n\n\nComplexity academic level\nThis case can be used at the Master’s in business administration level in the Marketing Management course. This case should be scheduled after covering topics on segmentation, targeting, positioning and brand.\nThis case can also be used to introduce case methodology as it follows the framework of sharply defining a problem, explaining the relationships amongst variables, identifying and evaluating solution choices, and recommending the most effective.\n","PeriodicalId":52298,"journal":{"name":"CASE Journal","volume":" ","pages":""},"PeriodicalIF":0.0000,"publicationDate":"2023-02-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"Masuum baby food – a positioning conundrum\",\"authors\":\"M. S, Jayanthi Thanigan, S. Reddy N.\",\"doi\":\"10.1108/tcj-01-2022-0003\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"\\nResearch methodology\\nPrimary and secondary data.\\n\\n\\nCase overview/synopsis\\nThis case is set in the year 1987 when many parts in India were milk deficient. Seasonal and cyclical shortages were more of a norm. There were however early signals that the cooperative dairying model across the country was gaining momentum and the milk production in the country was poised for a sharp upswing.\\nMasuum baby food is a winning brand in Shalanda Milk Foods portfolio with a top-line revenue of Rs 300m per annum, contributing to 60% of the firm’s revenue and registering a healthy 14% annual growth.\\nThe brand was used as an additive for tea and coffee, a purpose for which it was not intended, apart from it being used as a baby food, which of course was the intended purpose.\\nThe World Health Organisation had proposed a code which among other things proscribed brand advertisement and promotion of baby food with a view to promote mother’s milk for infants.\\nThough the brand sales seemed to continue to grow, thanks to demand operating above supply, there was a realization that the brand could head into an identity crisis and the fact that it cannot speak for itself could be damning.\\nThe protagonist in the case came up with a strategy to launch a new brand with the same composition as Masuum and in a controlled manner transfer volume from Masuum to new brand. Even while appreciating the protagonist’s recommendation, the Managing Director exhorts him to come up with a stronger rationale for launching a new product and review whether it constitutes a comprehensive solution.\\n\\n\\nComplexity academic level\\nThis case can be used at the Master’s in business administration level in the Marketing Management course. This case should be scheduled after covering topics on segmentation, targeting, positioning and brand.\\nThis case can also be used to introduce case methodology as it follows the framework of sharply defining a problem, explaining the relationships amongst variables, identifying and evaluating solution choices, and recommending the most effective.\\n\",\"PeriodicalId\":52298,\"journal\":{\"name\":\"CASE Journal\",\"volume\":\" \",\"pages\":\"\"},\"PeriodicalIF\":0.0000,\"publicationDate\":\"2023-02-07\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"CASE Journal\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://doi.org/10.1108/tcj-01-2022-0003\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q4\",\"JCRName\":\"Business, Management and Accounting\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"CASE Journal","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.1108/tcj-01-2022-0003","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q4","JCRName":"Business, Management and Accounting","Score":null,"Total":0}
引用次数: 0

摘要

研究方法:一手资料和二手资料。本案例发生在1987年,当时印度的许多地区都缺乏牛奶。季节性和周期性短缺更像是一种常态。然而,早期的迹象表明,全国范围内的合作奶业模式正在获得动力,全国的牛奶产量有望大幅上升。Masuum婴儿食品是莎兰达牛奶食品组合中的一个获胜品牌,每年的收入为3亿卢比,占公司收入的60%,年增长率为14%。这个品牌被用作茶和咖啡的添加剂,这不是它的本意,除了被用作婴儿食品,这当然是它的本意。世界卫生组织提出了一项准则,除其他事项外,禁止品牌广告和促销婴儿食品,以促进婴儿的母乳。虽然由于供不应求,该品牌的销量似乎在持续增长,但人们意识到,该品牌可能会陷入身份危机,而且它无法为自己说话,这可能是一种灾难。案例中的主人公想出了一个策略,推出一个与Masuum成分相同的新品牌,并以可控的方式将Masuum的体量转移到新品牌上。尽管总经理对主人公的建议表示赞赏,但他还是劝主人公提出一个推出新产品的更有力的理由,并审查它是否构成一个全面的解决方案。本案例适用于营销管理课程的工商管理硕士课程。这个案例应该在涵盖细分,目标,定位和品牌主题之后安排。这个案例也可以用来介绍案例方法论,因为它遵循的框架是明确定义问题,解释变量之间的关系,识别和评估解决方案选择,并推荐最有效的解决方案。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
查看原文
分享 分享
微信好友 朋友圈 QQ好友 复制链接
本刊更多论文
Masuum baby food – a positioning conundrum
Research methodology Primary and secondary data. Case overview/synopsis This case is set in the year 1987 when many parts in India were milk deficient. Seasonal and cyclical shortages were more of a norm. There were however early signals that the cooperative dairying model across the country was gaining momentum and the milk production in the country was poised for a sharp upswing. Masuum baby food is a winning brand in Shalanda Milk Foods portfolio with a top-line revenue of Rs 300m per annum, contributing to 60% of the firm’s revenue and registering a healthy 14% annual growth. The brand was used as an additive for tea and coffee, a purpose for which it was not intended, apart from it being used as a baby food, which of course was the intended purpose. The World Health Organisation had proposed a code which among other things proscribed brand advertisement and promotion of baby food with a view to promote mother’s milk for infants. Though the brand sales seemed to continue to grow, thanks to demand operating above supply, there was a realization that the brand could head into an identity crisis and the fact that it cannot speak for itself could be damning. The protagonist in the case came up with a strategy to launch a new brand with the same composition as Masuum and in a controlled manner transfer volume from Masuum to new brand. Even while appreciating the protagonist’s recommendation, the Managing Director exhorts him to come up with a stronger rationale for launching a new product and review whether it constitutes a comprehensive solution. Complexity academic level This case can be used at the Master’s in business administration level in the Marketing Management course. This case should be scheduled after covering topics on segmentation, targeting, positioning and brand. This case can also be used to introduce case methodology as it follows the framework of sharply defining a problem, explaining the relationships amongst variables, identifying and evaluating solution choices, and recommending the most effective.
求助全文
通过发布文献求助,成功后即可免费获取论文全文。 去求助
来源期刊
CASE Journal
CASE Journal Business, Management and Accounting-Business, Management and Accounting (all)
CiteScore
0.20
自引率
0.00%
发文量
48
期刊最新文献
We are the dreamers, we let it happen: Morocco’s soccer team leadership story Krishivan agri tourism: challenges for sustainability BMax consulting moves into Southeast Asia The “nicest place on the Internet”? Trouble at Pinterest, Inc Managing change in the face of a pandemic: the case of Cargills (Ceylon) PLC
×
引用
GB/T 7714-2015
复制
MLA
复制
APA
复制
导出至
BibTeX EndNote RefMan NoteFirst NoteExpress
×
×
提示
您的信息不完整,为了账户安全,请先补充。
现在去补充
×
提示
您因"违规操作"
具体请查看互助需知
我知道了
×
提示
现在去查看 取消
×
提示
确定
0
微信
客服QQ
Book学术公众号 扫码关注我们
反馈
×
意见反馈
请填写您的意见或建议
请填写您的手机或邮箱
已复制链接
已复制链接
快去分享给好友吧!
我知道了
×
扫码分享
扫码分享
Book学术官方微信
Book学术文献互助
Book学术文献互助群
群 号:481959085
Book学术
文献互助 智能选刊 最新文献 互助须知 联系我们:info@booksci.cn
Book学术提供免费学术资源搜索服务,方便国内外学者检索中英文文献。致力于提供最便捷和优质的服务体验。
Copyright © 2023 Book学术 All rights reserved.
ghs 京公网安备 11010802042870号 京ICP备2023020795号-1