Analysis of successful and failed product in market after a launch. Lesson from it. Business Guidelines

1. SUCCESSFUL AND
UNSUCCESSFUL
PRODUCTS
“ Success is not final, failure is not fatal: it is the courage to continue that
counts.” -WinstonChurchill

2. Team Details
■ Jay Padhariya - 19K050
■ Shivam Padmani - 19K051
■ Pallavi Kumari - 19K052
■ Pratham Shah - 19K067
■ Shivam Mirani - 19K071
■ Avni Nathani - 19K076
■ Saikanth Gudavalli - 19K079

3. SUCCESSFUL
PRODUCTS
1. JIO
2. Ferrero Rocher

4. JIO (Joint Implementation Opportunities)
■ A fundamental reason for the success of Reliance Jio has
been their regular strategy of thinking big and delivering
something that neither customers nor even competitors can
ever imagine.
■ JIO started its journey during the days of demonetization, i.e.
on 27th December '2015, where they provided free 4G
internet and calling services till 31st March which
made millions of Indians to get their sim cards.
■ This made a huge positive impression in people's minds.
■ After that, when they introduced their data and services
plans, the prices were way less than its competitors, which
made the users other than JIO, to transfer to JIO.

5. ■ This was the main huge success of JIO. This
made their competitor's shares and worth to a
standstill.
■ This also opened eyes of Indians that the
services are way too less than it was, which
created an aggression in the minds of people
towards other service providers.
■ In recent stats by Jio, over 78% of the users
completely don't use the
features like 1.5GB/day data and 2000min
of Jio to Jio talktime, which saved a lot of
revenue used to provide the services without
reducing prices of plans.
■ According to a study conducted by a private
organisation, Jio provides its services to only
57% of its users, because remaining 43% use
the services not used by those 57% users.

6. ■ For example, if a person uses 0.5GB/day
instead of 1.5GB/day then that remaining
1GB data plus some other users left out
0.5 GB, sums to 1.5GB, which is given to
a new user, similarly the calling services.
In this way Jio network is saved and
hence its money.
■ Now although other network providers
reduced their prices similar to that of Jio,
but the trust of charging overprized plans
before made people to stick to Jio only.
This effect is called Endowment Effect.
■ Jio is also is one of the company to
provide firstest 4G network to India.

7. ■ By that time, there were mobile phones running of 3G
networks only.
■ For this, they made a wireless router which can be used the
3G phones through Wi-fi.
■ This was also widely successful product, after went through
a downfall, after many mobile companies started producing
4G phones.
■ Jio being a big business now, has a bright future and will
continue to provide a cheaper and affordable plans for
Indians.
■ Surely the business mindset of Mukesh Ambani has made
Jio a great success.
By Saikanth Gudavalli - 19K079

8. FERRERO ROCHER
 Loyalty towards consumers and the trust they place in products
through their everyday purchases are at the core of the long-lasting
relationship that company enjoys with them.
 A fundamental element of their success is the careful selection of the
highest quality raw materials.
 Their products are sourced with full respect for a strict ethical code
concerning the origin, harvesting and manufacturing.
 They give exquisite attention to themes such as nutrition and physical
activity while subtly forging the best chocolates in the world.

9.  Their focus is on research strategy and production investments on
the creation of high quality products, all in which are
carefully developed.
 The Ferrero Group has seen such success because of its solid
and deeply rooted culture of "learning by doing" a lesson which us
all should learn.
 A crucial element of sustainability in Ferrero's model is
the accumulation of technical skills and knowledge of products,
markets, and consumers over time that guide us from "creating
value" to strengthening the "value of creation".

10. In 1942,Pietro Ferrero begins to fulfill his
dream of selling high quality
chocolate, accessible to all, opening his
workshop in Alba.
In 1946,Ferrero begins its first industrial
scale production.
Following the success of the company in
Italy, Ferrero begins producing abroad. In
1956 a large factory in Germany is
inaugurated, shortly followed by the
opening of another factory in France.
It was the start of a rapid expansion of
Ferrero in Europe. In the following
decades Ferrero expands globally. Its
great success is affirmed over and over
thanks to the precious golden packaging
and high quality of its ingredients.
In 1984,the first iconic and unforgettable
TV spots and print campaigns of
Ferrero Rocher in Europe and the
advertising became a large part of their
success. 1988- Ferrero Rocher is
launched nationally in the United States,
the brand grows into one of the premium
chocolate category leaders.
From 2014 and onwards, a perfect
combination of beauty and classic Ferrero
Rocher®, Grand Ferrero Rocher consists
of a delicious, hollow milk chocolate and
hazelnut shell with 2 Ferrero
Rocher® chocolates inside. A surprise to
be savored and shared as the perfect gift.
THE FERRERO STORY

11. CURRENT SCENARIO
■ The Ferrero Group worldwide – now headed by CEO Giovanni
Ferrero – includes 38 trading companies, 18 factories,
approximately 40,000 employees.
■ Ferrero International SA's headquarters is in Luxembourg. Ferrero
is a private company owned by the Ferrero family and has been
described as "one of the world's most secretive firms".
■ They have introduced several products and brands that have taken
a rise in the market-
– Nutella, chocolate-hazelnut spread
– Pocket Coffee
– Mon Chéri
– Confetteria Raffaello
– Ferrero Küsschen
– Kinder Surprise
– Kinder Joy
– Kinder Chocolate
By Avni Nathani - 19K076

12. UNSUCCESSFUL
PRODUCTS
1. Kingfisher Airlines
2. Kodak

13. KINGFISHER AIRLINES
■ Kingfisher Airlines was established in the year 2003 and owned by
the United Breweries Group which is based in Bengaluru.
■ It came into the aviation market at a time when the low cost airlines
had galvanized the market and made air-travel available to every
Indian.
■ The promoter of the airline was Mr. Vijay Mallya. He used his
popularity to uplift United Breweries Groups brand and invented
“King of all times” slogan for the beer.
■ Starting off as the Chairman of UB Group, his international blitz of
buying and selling Berger Paints U.K.
■ He started spending money on fast cars, yachts and many
international homes remodeled him to its infamous brand icon.

14.  By the year 2006, the Airlines achieved a five-star status
and were popular among the business class travelers.
 It also offered personalized live in-flight entertainment
by collaborating with Dish TV India Limited.
 By connecting Bengaluru with London, the airline
commenced its international operations on 3rd
September 2008.
 During the year 2008, the company attained the reputation
for being the only five star air travels in India
 It came to be known for rendering excellent flight services
to its travelers and maintained its position for the next
three years.

15. Vision of the Company
“The Kingfisher
Airlines family will
consistently deliver a
safe, value-based and
enjoyable travel
experience to all
our guests.”

16. Causes of Downfall
 Decrease in safe operating standards or evidence of
cutting corners.
 Fall in training standards.
 Significant turnover of personnel.
 Delayed meeting payroll.
 Insufficient aircraft maintenance.
 Storage for supplies and spare parts.
 Decrease in frequency of flights.
 Sales or repossession of aircraft and other
major equipment items.

17. Reasons for Downfall
 Operational reasons
 Rise in fuel prices
 Bank dues
 Merging with Air Deccan
degraded the brand
status of KFA.
 Marketing reasons

18. Some strategic issues leading to failure
 The major mistake committed by Mr. Mallya is that he failed to make proper
decisions. He failed to understand the requirement of consumers and made all
decisions on the basis of luxury.
 For him airlines were considered to be a luxury travels but in India only
selected classes were ready to pay extra for luxury.
 Mallya being a liquor tycoon was unable to identify the differences between the
two industries.
 Customer might pay extra for alcohol but not for transport, because transport
is sort of necessity than luxury.
 In 2008 Deccan airlines was rebranded as Kingfisher Red by Mr. Mallya. So
Kingfisher Airlines operated both business and economy class airlines.
 This looks perfect but actually was not. Mr. Mallya was in different businesses
at the same time.

19.  For his liquor business officials were appointed except for
airlines all was going by itself. The business needed the
attention of Mr. Mallya.
 According to reports, 366 domestic flights, 20 international
flights were flown by KFA. It also owned 67 aircrafts. This
increases aircraft lease rental.​
 In 2011, the lease rental crossed Rs.984 crores and since of
this, 66 aircrafts are grounded.​
 In 2011 there was a time when Kingfisher was not able to
pay the salaries to employees. Salaries were due for 4 to 5
months.​
 Due to this the workers started refusing to sign the
mandatory “Tech Log” which states that aircraft is fit and
prepared to fly. This was noticed by Directorate General of
Civil Aviation (DGCA) and they cancelled the license of
KFA.​ By Pallavi Kumari-19K052

20. KODAK
The Eastman Kodak Company or simply
Kodak is an American technology
company that produces camera-related
products with its historic basis on
photography. It is best known for
photographic film products. Kodak was
founded by George Eastman and Henry
A. Strong on September 4, 1888.
George Eastman

21. Evolution OfThe Camera
An artist using an 18th-century
camera obscura (Pin-Hole
camera) to trace an image
The Giroux daguerreotype camera,
the first to be commercially
produced in 1839
Late 19th century studio
camera used collodion plates
Kodak Brownie Box Camera which
for the first time used photographic
film unveiled in 1900

22. The Decline of Kodak
 Kodak began to struggle financially in the late 1990s, as a
result of the decline in sales of photographic film.
 its slowness in transitioning to digital photography, despite
developing the first self-contained digital camera.
 In January 2012, Kodak filed for Chapter 11 bankruptcy
protection in the United States District Court for the Southern
District of New York.
 Shortly thereafter Kodak announced that it would stop
making digital cameras, pocket video cameras and digital
picture frames and focus on the corporate digital imaging
market. But the damage had been done.

23. Root Causes of the Decline of Kodak
1. Photography going Digital - When the digital
came, the film sales went out the window. Kodak
management’s inability to see digital photography
as a disruptive technology, would continue for
decades.

24. 2.Photography Going from Digital to
Social-
As it turned out, digital cameras were not
the biggest fish in the pond. Smartphones
took the world by storm and digital cameras
producers saw their sales quickly spiralling
down. People went from printing pictures to
storing them on digital devices or sharing
them online on social media platforms.

25.  Companies’ failure is usually an inability to truly embrace the new
business models the disruptive change opens up.
 Kodak created a digital camera, invested in the technology, and even
understood that photos would be shared online.
 Where they failed was in realizing that online photo sharing was the new
business, not just a way to expand the printing business.
 Before Mark Zuckerberg wrote a line of Facebook’s code, Kodak made a
prescient purchase, acquiring a photo sharing site called Ofoto in 2001.
 Unfortunately, Kodak used Ofoto to try to get more people to print digital
images.
 It sold the site to Shutterfly as part of its bankruptcy plan for less than
$25 million in April 2012.
 That same month Facebook plunked down $1 billion to acquire
Instagram, the 13-employee company Systrom had co-founded 18
months earlier.
3.Failed to Reinvent itself & Resistance to Change

26. 4. Complacency & Organizational Inertia
 Kodak’s lack of strategic creativity led it to misinterpret the very line
of work and type of industry that it was operating in which was later
devastated with a fundamental shift towards the digital age.
 Kodak avoided risky decisions, and instead developed procedures
and policies to maintain the quo of its legendary but old photographic
film division.
 Kodak was failing to keep up even before the digital revolution when
Fuji started doing a better job with the old technology, the roll-film
business.
 With the complacency so rock-solid, and no one at the top even
devoting their priorities toward turning that problem into a huge
urgency around a huge opportunity, of course they went nowhere.

27. Lessons to Learn from Kodak’s Failure
1.Transform the way you view strategy, business models,
innovation management and think and act holistically.
2.Be prepared to shift from protecting your company’s
competitive advantages to making change radical and
revolutionary.
3.To avoid complacency ensure that your innovators have a
voice with enough volume to be heard (and listened to) at
the top.
4.Adopt agility as an organisational strategy for development
and having an enterprise mindset that is open to change.
By Shivam Mirani- 19K071

28. THANKYOU