1. The document provides a history of Dell and its business strategies from 1996 to present. It discusses Dell's transition to a build-to-order model and virtual company structure to outsource non-core activities.
2. It also summarizes Bharti Airtel's strategy to partner with other companies to manage its IT infrastructure and contact centers in order to focus on customer service and rapid growth in India.
3. Both companies emphasize flexibility and using technology/outsourcing to efficiently adapt to customer needs and market changes while maintaining low costs.
1. S u b m i t t e d b y
n a z e e r . a h a m m a d @ y a h o
o . c o m
P g d m ( g e n e r a l )
Acer
Abstract of Assignment which is related to the
topics History of the companies , marketing and
functional strategies of the products, Customer
value proposition, products and services
offered by the companies and understanding of
the business strategies
Assignment
on
strategic
marketing
2. History :
In 1996, Dell began selling computers via its web site
Introduced the 316LT, the company’s first notebook computer in 1989
Joined the top-five computer Laptop makers worldwide in 1993
Earning appr. $1 million per day 7 months after the launch of dell.com in 1996
Introduced E-Support, an online tool to provide technical support to customers 1999
1999, Dell overtook Compaq to become the largest seller of personal computers in the US
2007, Dell set a goal of becoming the greenest technology company on Earth for the long term. The
company launched a zero-carbon initiative
For the first time, Dell achieves No. 1 ranking in global market share in 2001
2003, name was changed to "Dell Inc."
2006, Dell purchased the computer hardware manufacturer Alienware
January 2007, started a turnaround plan that promises to yield $3 billion in annual savings over the
next three years.
Dell’s business model is simple in concept, but very complex in execution. Building PCs to order means
that Dell must have parts and components on hand to build a wide array of possible configurations with little
advance notice. In order to fill orders quickly, Dell must have excellent manufacturing and logistics capabilities
supported by information LAPTOPS that enable it to substitute information for inventory.
The demands of Dell’s model have led it to adopt a new organizational structure referred to as a virtual
company or value web (Figure 1). It is marked by a focus on a few key strategic activities, and extensive
outsourcing of non-strategic activities. Dell works closely with external partners to produce its PC products and to
offer its customers an array of additional products and services that add value and allow Dell to capture a larger
share of the customer’s IT spending.
Suggestions for improve the sales volume
1. The Dell should improve its quality.
2. The Dell should reduce its prices.
3. The Dell should improve its post sale services.
4. The Dell should maintain its Brand image.
5. The Dell should improve its Sales promotional activities.
6. The Dell should launch a new model of product at regular intervals.
7. DELL Company should follow the promotional activities more like offers which generally increase the
sales.
8. The company and its dealers should increase the attachments with the customers.
Dell’s Next Business Day On-site Service Description (“NBD Service”)
I. NBD Service Overview
Next Business Day On-site Service includes, from the date of delivery, a support service in additional to your
statutory entitlements which is designed to assist in giving you peace of mind. Should the system develop a fault,
3. Dell’s NBD Service can place a service technician at the customer’s location after completion of the support
procedures listed below (including a problem diagnosis service via website or telephone) and, for the duration of
the service period*, provide a parts and labour service.
II. Support Procedures - The 4 Levels of Support
Dell’s NBD Service supplements your statutory rights and incorporates the following standard support services plus
on-site engineer support if necessary:
1. 30-Day Getting-Started Assistance - Dell offers a standard 30-day telephone support program at no additional
charge for installation optimisation, configuration, and limited usage questions during the critical 30-day period
after delivery of your system. This program is available on factory-installed operating systems and
desktop/notebook applications.
2. 24/7 Comprehensive On-line Support - Dell’s standard support website provides on-line assistance, including
troubleshooting information, problem diagnosis tools and downloads.
3. Telephone Technical Support – Dell provides a telephone support service to all customers to assist
troubleshooting problems on your Dell hardware.
4. Next Business Day On-site Service covering labour and the expedited repair or replacement of parts in the main
system unit, including monitor, keyboard and mouse, if not ordered separately, and after confirmed diagnosis with
Dell Technical Support.
III. Support Procedures – The 4 Levels of Support In Detail The following covers each of the
standard support services plus on-site engineer support in detail:
1. 30-Day Getting Started Assistance
To help “get you started” for the first 30 days after delivery, Dell provides telephone technical support, installation
and configuration advice on:
(i) Dell manufactured products;
(ii) Dell supplied external peripherals;
(iii) factory-installed operating systems; and
(iv) factory-installed software.
After 30 days from the delivery date, general usage and "how to" software questions are not supported.
Notes on Dell’s strategy
Dell's business strategy is a successful cost leadership strategy. The company's formula
for success has been based upon its unique customization, delivery, and cost proposition. In reaction to faltering
performance and the need to pursue new growth opportunities, a dual-strategic approach is required to confront
rapidly changing market conditions. First, Dell must integrate its cost leadership skills with differentiated product
features and related services to create value for its customers and achieve the benefits of an integrated cost
leadership/differentiation strategy. Additionally, becoming a diversified IT company opens up opportunities in
related businesses, where similar products, buying processes, target customers, or other operationally-related
activities can produce synergies. This business-level and corporate-level strategy combination offers Dell a method
of dealing with the company's competitive realities. Both strategies are discussed below.
Business-Level Strategy
Customer expectations in the industry have created a growing demand for low-priced, differentiated
products. As a result, Dell needs to be able to perform primary and support activities that simultaneously yield low
costs and differentiated features, or an integrated cost leadership/differentiation strategy. The objective of using
this strategy is to efficiently produce products with attributes that boost product quality or performance. Efficient
production is the source of maintaining low costs, while differentiation is the source of unique value.
4. Dell already utilizes a customized assembly process based upon a FMS to fill customer orders.
To increase flexibility, the company should look for ways to enhance the effectiveness of information
networks (linking the supply chain through to the customer) to improve work flow and communication
among employees to identify and resolve problems that emerge. [Improvements in information linkages
would prove particularly beneficial as Dell seeks to improve services for its corporate customers.]
Total quality management (TQM) is another managerial innovation that emphasizes an organization’s
total commitment to the customer and to continuous improvement of every process through the use of
data-driven, problem-solving approaches based on empowerment of employee groups and teams. The
development and use of TQM systems at Dell would align actions with the company's strategic needs and
would concurrently serve to (1) increase customer satisfaction, (2) cut costs, and (3) reduce the amount of
time required to introduce innovative products to the marketplace. All of these objectives have been
identified as critical factors that will influence Dell's future success.
Corporate-Level Strategy
A corporate-level strategy specifies actions a firm takes to gain a competitive advantage by selecting and
managing a group of different businesses competing in different product markets. Corporate-level strategies help
companies select new strategic positions to increase the firm’s value. They are also a means to grow revenues and
profits.
By 2006, Dell has already diversified from a purely desktop PC provider to operating in the following
additional product categories: mobility, server, storage, printer, enhanced services, software, and consumer
electronics. More than thirty percent of its revenue is generated outside of its dominant business. Because of this
ratio and because there are existing links between its diversified businesses, a related constrained diversification
strategy is being employed. With a related constrained diversification strategy, Dell will be able to expand the
value of its resources and capabilities by sharing activities and exploiting economies of scope between its
businesses.
Available to companies operating in multiple product markets or industries, economies of scope are cost
savings that the firm creates by successfully sharing some of its resources and capabilities (operational
relatedness) or by transferring one or more corporate-level core competencies that were developed in one of its
businesses to another of its businesses (corporate relatedness). To create economies of scope both tangible
resources (such as plant and equipment or other physical assets) and intangible resources (such as knowledge or
other bases of core competencies) can be shared.
This second (or late) mover strategy is a competitive response to first movers' competitive actions and is
typified by imitation. Taking the time to monitor customer reaction to product innovations and avoiding the
mistakes and costs of new product introductions are compatible with Dell's successful business model. The
approach also provides Dell with time to develop more efficient processes and technologies or create additional
value for consumers.
5. About Bharti Airtel Limited
Bharti Airtel Limited, a group company of Bharti Enterprises, is among Asia’s leading integrated telecom
service providers with operations in India and Sri Lanka. The company has an aggregate of over 113.4 million
customers as of end September 2009, including 110.51 million mobile customers. Bharti Airtel has been ranked
among the six best performing technology companies in the world by Business Week.
Bharti Airtel is structured as four strategic business units — Mobile, Telemedia, Enterprise, and Digital TV. The
mobile business offers services in India and Sri Lanka. The Telemedia business provides broadband, IPTV, and
telephone services in 95 Indian cities. The Enterprise business provides end-to-end telecom solutions to corporate
customers and national and international long distance services to carriers. The Digital TV business provides Direct-
to-Home TV services across India. All these services are provided under the Airtel brand. Airtel’s national high-
speed optic fibre network currently spans over 113,326 Rkms covering all the major cities in India. The company
has two international landing stations in Chennai and Mumbai that connect two submarine cable systems — i2i to
Singapore and SEA-ME-WE-4 to Europe. To understand Bharti Airtel’s success requires an understanding of India’s
unique telecom market and the firm’s commitment to building strong customer trust and confidence. Bharti Airtel
is already one of the most integrated telcos in the world and is on track to achieve its goal to become the Most
Admired Brand in India.
Scalability is a crucial
Bharti Airtel is the leading mobile telecom provider in a hyper-competitive and cost conscious market,
which necessitates innovation and cost optimization. From 2008 to early 2009, Bharti Airtel added 32 million new
customers, and believes it can add another 100 million customers in a few years. At its current pace of nearly
100,000 new customers per day, this goal seems well within reach. In order to deliver the highest quality service at
the lowest possible cost, the firm has had to embrace the business model that has helped make India an economic
powerhouse: business process outsourcing (BPO). The firm outsources many of its most fundamental functions
and infrastructures, including its information technology (IT) operations to IBM, Nortel and Wipro; its
communications networks to Ericsson and Nokia Siemens; and its contact centre operations to Nortel and Wipro.
With 25 contact centers and 15,000 agents nationwide, Bharti Airtel needed to find a way to reduce the cost of
delivering excellent customer service and handle millions of customer calls each month.
Partnerships free Airtel to focus on core functions
In 2004, Bharti Airtel started the first phase of Contact Centre Technology implementation also known as
CCT1, in partnership with Nortel. The objective was to provide contact centre support for the GSM mobile,
broadband, and fixedline services, including the IVR and PBX infrastructure required to handle inbound call traffic.
By 2009, more than 35,000 ports of IVR had been deployed across four hubs, connecting 25 contact centres across
the country. Speech-enabled IVR applications allowed callers to interact with the system in several languages. India
has one of the most diverse cultures in the world, including the use of 23 languages and 325 dialects. With
exponential subscriber growth and ever-increasing product offerings (e.g. VAS), the IVR menus were becoming
increasingly complex. In addition, customers who couldn’t resolve their queries at the IVR were expecting expert
human assistance. In 2008, Bharti Airtel selected Indian IT service provider and Genesys Premier Partner Wipro
Technologies to implement Phase 2 of the firm’s Contact Centre Technology (CCT) improvement plan.
6. Bharti Airtel grows at a stunning pace by keeping its focus on the customer.
Business Challenge
Bharti Airtel needed to maximize its future flexibility and growth potential by adopting a business-driven
framework for integration, allowing it to implement and deliver new services rapidly. With competition intensifying in
the Indian telecom services market, Bharti Airtel needed to find a way to focus on developing new services that could
set it apart from the competition and strengthen its customer relationships.
Solution
Bharti Airtel entered into a comprehensive 10-year agree-ment with IBM to transform its processes and take
on the management of its IT infrastructure. Its new platform provides a standardized framework for Bharti Airtel to
integrate its channels and customer-facing processes–enabling a more seamless customer experience, higher
customer satisfaction and more profitable growth.
Supporting rapid customer growth with an innovative business model
Based in New Delhi, Bharti Airtel is India's largest private sector telecom operator and India's sixth-largest company
by market capitalization. Bharti Airtel is also the only operator to offer its services (mobile, fixed line and Internet access) in
each of India’s 23 “circles,” or operating areas. While this wide service footprint made Bharti Airtel especially well-positioned to
capitalize on India's telecom boom, it also presented the company with significant challenges and risks in addressing this
demand. In order to keep up, while also maintaining high levels of customer service, all the processes required to run its
business–from order management and service activation to those processes involved in the operation of its core network–
needed to run smoothly and in sync with each other. With the company approaching a new phase in its growth as a business,
and with the need for a compelling user experience of utmost strategic importance, Bharti Airtel knew it needed to take a
fundamentally new look at the way it created and managed its customer-facing processes.
The risks of growth
Bharti Airtel’s other big challenge was the need to make the major investments in IT infrastructure required
to service its rapidly growing base of subscribers. As a capital expenditure, these investments are typically offset by
the future service revenues that they enable. However, in addition to the inherent risks of a large fixed investment,
Bharti Airtel faced an added financial risk from a steady decline in India's average revenue per user (ARPU) for
mobile telecom services, the result of government-mandated pricing changes that created–at roughly eight dollars a
month–one of the lowest ARPUs of the region. Thus, while Bharti Airtel realized that it was absolutely essential to
invest in its future growth, factors unique to the Indian market substantially increased the risks of making these capital
investments. To address these unique opportunities and challenges, Bharti Airtel established a far-reaching
outsourcing relationship with IBM that substantially mitigates its IT investment risks by giving IBM full control and
ownership of Bharti Airtel’s IT infrastructure and associated processes. By substituting predictable operating
expenses for risky, upfront capital investments, this strategy fundamentally transforms the financial underpinnings of
its business model. An equally important aim of this strategy is to enable Bharti Airtel to focus its energies on grow-
ing, serving and retaining its customer base–and thus fully capitalize on India’s astounding growth surge.
Growth through flexibility:-
Bharti Airtel knew that the key to capitalizing on its growth opportunities was to establish deeper and more
personalized relationships with its customers, as well as to provide a consistent, high-quality customer experience. It
further realized that, from an IT perspective, the ability to integrate its diverse systems and processes was essential.
Bharti Airtel saw the flexibility of IBM’s integration approach–and recognized the application of IBM’s extensive
portfolio of middleware products and expertise in service-oriented architecture (SOA)–as an ideal match for its
integration requirements. Dr. Jai Menon, Group CIO, Bharti Enterprises and Director (IT & Innovation), Bharti Airtel,
was a key architect of the plan. “Our new strategy is all about delivering a truly differentiated experience, and having
the flexibility to continually improve the customer experience,” says Menon. “We knew that having a flexible
framework for integrating our systems and customer-facing processes was essential to enabling this–and that IBM’s
strength in this area would prove to be a great fit.”
7. Core Values
We understand that social progress and environment protection are extremely
critical to sustainable economic growth. Both these aspects are embedded in our core values.
Our corporate vision describes what we aim to do, our values of AIR “Alive, Inclusive and
Respectful” describe how we intend to get there.
Vision and Promise
By 2015, Airtel will be the most loved brand, enriching the lives of millions.
Enriching lives means putting the customer at the heart of everything we do. We
will meet their needs based on our deep understanding of their ambitions, wherever they are. By
having this focus we will enrich our own lives and those of our other key stakeholders. Only then
will we be thought of as exciting, innovative, on their side, and a truly world class company.
strategic and operational attention:
Strategy used in Airtel
1. Airtel is the largest provider of mobile telephony and second largest provider of fixed
telephony in India, and is also a provider of broad band and subscription television
services. Airtel is the worlds third largest mobile telecommunications company It operates in
20 countries across South Asia, Africa and the ChannelIs lands. Airtel has GSM network in all
countries in which it operates,providing 2G, 3G and 4G services depending upon the country of
operation.Bharti Airtel Limited commonly known as Airtel is an Indian multinational
telecommunication Services company Headquarter at New Delhi, India
2. Benchmarked by more businesses Mission Statement “We at Airtel always think in fresh and
innovative ways about the needs of our customers and how we want them to feel. We deliver
what we promise and go out of our way to delight the customer with a little bit more” Targeted by
top talent Loved by more customers 3. Vision Statement By 2010 Airtel will be the most
admired brand in India:
Enterprise services Airtel tele media services Mobile services 4.
3. Competition from big players in DTH and other products. Mobile number portability can result
in decreasein customer base. Tough competition from china in the future. Political instability is
making call charges more. Many international player will come in the industry, giving tough
competition Indian Cellular market is the fastest growing market in the world Threats Can Expand
its Airtel Tv brand as the digitalization of TV took from july 2012.Increasing mobile and broadband
market in rural and urban area of India.
Strategic tie ups with google, apple, blackberry to avail various services like search engine for
broadband, iphone and blackberry phone. Decreasing ARPU (Average revenue
peruser)Opportunities Low GPRS speed Operating margin, Net profit margin is decreasing year
on year basis. Poor network in rural areas Huge variety of products in every segment with
competitive prices and value added services. Weaknesses Airtel Money, Smar tDrive services
which is getting popular. Wide and extensive presence in 25 states of India.
4. Targeting youth of India (the highest population bracket 18-25yrs) Effective advertising
capability with out of the box thinking. Recognized and established brand name. High Brand
Equity and Strategic Alliances. Huge customer base of 186.9M, highest in India. 5. Strengths
8. On 19 October 2004, Airtel announced the launch of a BlackBerry Wireless Solution in India. The
launch is a result of a tie-up between Bharti Tele-Ventures Limitedand Research In
Motion(RIM). Bharti Cellular launched cellular services as "AirTel" inDelhi.2004 6. 1995
5. May 2009 : AIRTEL & MTNInforma Analyst Matthew Reed - Failure was South Africa’s
worrythat control of MTN.March 2010 : AIRTEL & Bharti Airtel completed its $10.7 billion
acquisition of African operations from Kuwaiti firm - Airtel the worlds 5 largest wireless carrier by
subscriber base!!! Indias second biggest overseas acquisition after Tata Corus. ZAIN
6. Airtel title sponsor the inaugural Formula One Indian GrandPrix during the 2011 season. 5-
year deal - ESPN Star Sports - The TITLE SPONSOR of the Champions League Twenty20
cricket tournament . 9 May 2009 - Manchester United : Rights to broadcast the matches played
by the team to its customers. 10.
7. •Prepaid connections: Targets Audience is college students.• Post paid connection: Target
Audience is working people but therecan be secondary audiences such as house wife and
college going students who use this connection.
Used celebrity endorsers such as SachinTendulkar, SRK, Kareena Kapoor, VidyaBalan, A.R
Rehman TV, Print, Hoardings Extra ordinary music used Creative quotient very high Creates
pervasiveness 12. Advertisements
Airtel Tied up with Lufthansa to offer it scustomers bonus miles on German Airlines. Every new
mobile phone that is brought in The Mobile Store, an Airtel GSM is gifted for free There are over
800 Airtel Stores across India 13.
8. In a service industry like telecom, people live a brand 24X7. Its all about experience; and for
Airtel,brand =customer experience-Rajan Mittal,Joint Managing Director
Functional, Investment and market strategy of Airtel
PORTER 5 FORCES INDUSTRY LIFE CYSLCE STRATEGIC GROUP ANALYSIS
1. Porter’s 5 Forces
1. Threat from CompetitionWireless Market – Top 4 garnering 75% market share HIGH
Competitor Market Share – Threat HIGH
2. Customer Bargaining PowerLack of differentiation among Service ProvidersCut throat
CompetitionLow Switching CostsNumber Portability will have –Ve ImpactBusinesses &
ConsumersHIGHCustomers & Market Share
3. Suppliers Bargaining PowerLOW
4. Threat of SubstitutesHIGHLandlineCDMAVideo ConferencingVOIP - Skype, Gtalk, Yahoo
Messengere-Mail & Social Networking WebsitesDIMINISHING MARKETBROADBAND
SERVICES
9. 5. Threat of New EntrantsHuge License Fees to be paid upfront & High gestation periodEntry of
MVNOs & WiMAX operatorsSpectrum Availability & Regulatory IssuesInfrastructure Setup Cost -
HighRapidly changing technologyLOW
2. TELECOMMUNICATION INDUSTRY LIFE CYCLEAIRTELTelecom Industry is in its mature
growth stage.Significant achievements have happened in this sector.In 2009 February, there was
a rise in subscriber base by 13.25 million.Total subscriber base was 375 million in 2009. A hike
by 50%.This shows the changes in the consumption pattern among the middle class.
3. STRATEGIC GROUP ANALYSIS
Competitor AnalysisBest OP Margins & Net Profit Margins among Peers Source:
CMIE November 2008
AMOU & ARPU Stats Minutes of Usage per Month – Mobile Services Despite a low tele-
density of approximately 30.5% India has the second highest minutes of usage per month. This
offers huge growth opportunity to telecom companies. ARPU* in India – Mobile Services The
declining ARPU implies that India Inc. is tapping a large market at the bottom of the pyramid by
reducing tariffs; thereby, enhancing affordability.
4. Strategic Group Analysis PRODUCT RANGE Narrow Broad BSNL, MTNL 15.00 %Airtel
25%Vodafone 17%Reliance 18%10 %TATA 9.3%Other – 5%IDEA 9.6%VIRGIN -
0.5%NATIONALGLOBALGEOGRAPHICAL SCOPE
5. INTERAL ANALYSIS RESOURCE AUDIT AND PROCESS VALUE CHAIN
6. Ability to raise funds Physical Over 110 million customers Received license to provide 2G ad
3G in Sri Lanka First Telecom operator in India to offer MS Windows Mobile 5.0Strong
Distribution channel. Intangible Strategic partnership with Google.Goodwill & Reputation Facility
based Operator license in Singapore.
7. Firm infrastructure - CRM tools, MIS, ERP, Networking Equipment, Telecom equipment for
coverage and signal strength, IT Infrastructure Supporting Activities HR management- IT skilled
work force, Telecom engineers, SCM specialists Customer service & Telesales training,
Franchisee management, 7,646 out of 23,789 employees in Mobile services, Owned retail
staffing and training. MARGIN Technology development - Creating a 3G enabled network, mChek
- Launching M commerce by tie ups with banks and credit cards. Procurement - Established a
SCM network to acquire networking & Telecom tools, Maintain long term relation with suppliers to
provide handsets & services v MARGIN Primary Activities
8. Primary Activities – Analysis Input Marketing & Sales Process Output Post Sale Network
Infrastructure Nokia-Siemens, CISCO , INTEL Software and content provider IBM, INFY TCS,
AFFLE, On Mobile, India Times, Hungama Mobile, Mauj , One 97 IMI MOBILE. Finance Licenses
Strong Channel Distribution Market Innovators Trend SettersUnique advertising strategy –
Emotional values & HumorGSM ServicesVASFixed
LinesBroadbandPublicCorporateBusinessesSME’sInstitutesInfrastructure DevelopmentNetwork
Integration Competitive Position Capable Supplier Start
9. Value Chain Analysis – Conclusions & Recommendations wide network coverage as they own
their network infrastructure Inbound Logistics M-commerce Operations Aero mobile, MATE, GPS
10. tracking device for B2B Output Android platform based HTC mobile unique marketing strategy,
low STD rates – Trend settersMarketing & PlanningValue Chain Outcome - 37% PMPost SaleBill
payments and Indian rail tickets using m commerce
1.. SWOT SUMMATION OF EXTERNAL & INTERNAL ENVIRONMENT ANALYSIS
AIRTEL Strength & Weakness STRENGTHS WEAKNESSES Valuable Business
Partners – Techno & Financial Strong Brand Image First Mover Advantage Single Private
Leading Indian Telecom Company Enthusiastic & Innovative Business Development team
Marketing Driven Low Cost Model Blessed with Directional Visionary - S.N. Mittal Massive
Economies of scale from large subscriber base Outsourcing of Core Systems Lagging behind in
Exploring market Investment opportunity INTERNAL OPPORTUNITIES THREATS Tele-Density
– 30.6% Low among Developing Countries Low Broadband Penetration Untapped Rural Market
Bharti Infratel – Cutting Down cost in Rural area Growing Globally First Indian Sponsor to signed
Manchester United Falling ARPU Intense Competition From Nearest Competitor Shortage of
Band width New Players Entering Indian telecom sector Uncertain Economic Condition
EXTERNAL
AIRTEL ORGANISATIONAL PURPOSEAn evaluation matrix of the mission statement Concern
for Employees Technology Philosophy Concern for survival, Growth Profitability Product /
Services Self-Concept Concern for Public Image Customer Markets No No Yes Yes No Yes No
Yes Yes Vision By 2010 Airtel will be the most admired brand in India: Loved by more customers
Targeted by top talent Benchmarked by more businesses Mission Statement “We at Airtel always
think in fresh and innovative ways about the needs of our customers and how we want them to
feel. We deliver what we promise and go out of our way to delight the customer with a little bit
more”
NEW PRODUCTS/ INITIATIVES
During the year, the Company launched various new and innovative products and services,
directly and through its subsidiaries, which enabled it to strengthen its leadership in an intensely
competitive market. Some of the key launches of the year included:
3G Services in 9 of 13 circles with 3G spectrum, empowering all 3G customers to manage their data
usage and avoid ‘bill shock’ with proactive, personalised and timely data usage alerts coupled with
introduction of easy-to-understand intuitive
tariffs with personalised data usage limits.
airtel money - India’s first mobile wallet service by a telecom operator. It offers customers an efficient
alternative to cash transactions, providing Airtel customers across the country with a convenient and
secure way of making payments throughthe ubiquitous mobile platform anytime, anywhere!
airtel call manager, a service that enables a customer to keep his/her callers informed (when he is in a
meeting or driving and is not able to take calls) by choosing the meeting or the driving profiles.
airtel voice blog, world’s first voice blogging service, enabling customers to share recorded voice
updates with their followers – fans, friends or family.
airtel world SIM for international travelers enabling outbound travellers to retain their local number
while roaming internationally at a fraction of the cost, allowing customers to save upto 85 percent on
international calls.
Live Aarti on mobile, India’s first service on mobile offering daily live Pujas and Aartis directly from the
shrines including Tirupati Balaji, Siddhivinayak, Shri Sai Baba from Shirdi and Bangla Sahib.
11. LearnNext an e-Learning website for the Company’s broadband users. It is a complete computer based
interactive CBSE study module, for students studying in Class VI to X.
IPTV services in Bangalore, the 2nd city after Delhi – NCR to get airtel IPTV services.
airtel broadband TV, allows the broadband customers to watch live TV on their computers or laptops
without having to buy an extra TV set or cable connection/set top box or an air antenna by simply
subscribing to airtel broadband TV.
Unified Service Management Centre (uSMC), to enhance the quality of customer experience and
provide best in class services to the customers.
Global Data Services in Thailand and Malaysia in association with TRUE International Gateway Co. and
Telecom Malaysia respectively to serve the growing bandwidth demands of customers in the region.
airtel digital TV recorder, an enhanced Set Top Box (STB) with capability to record live television,
anytime, anywhere using mobile phone. After pioneering the initiative of recording television
programmes through mobile, the recording facility was extended through internet for airtel digital TV
recorder customers.
it’s first High Definition (HD) box with Dolby digital plus offering 7.1 channels of surround sound for
airtel digital TV customers.
MAMO (My Airtel My Offer) is Africa's first marketing tool offering segmented and personalised offers
to both active and inactive customers. A single number, '141' is being advertised inviting customers to
listen to their customised offers with the option of fulfillment. The offers range from voice (local and
international), SMS, VAS and data depending on customers' usage and activity.
i-Care was deployed across all countries of operation – the objective of the programmes is to bring
about a cultural transformation across the Company by putting the customer as the first priority and
taking personal ownership to resume customer issues.
OTHER COMPANY DEVELOPMENTS
acquisition of Zain Group’s (“Zain”) mobile operations in 15 countries across Africa in June 2010 and
Telecom Seychelles Limited, a leading telecom operator in Seychelles in August African footprint to 16
countries and its overall presence to 19 countries, thus becoming the first Indian brand to go truly global
with a footprint covering over 1.8 Bn people. Asia ‘By 2015, airtel will be the most loved brand,
enriching the lives of millions’ inspiring and directing all stakeholders for the next stage of growth.
Africa “By 2015 airtel will be the most loved brand in the daily lives of African people”.
AWARDS AND RECOGNITIONS
The Company was conferred with many awards and recognitions during the year. Some of them are
listed below: was awarded two Global Mobile awards – 'Best Mobile Money Product or Solution' and
'Best Customer Care and Customer Relationship Management (CRM)' by tele.net, including ‘Most
Admired TelecomOperator’, ‘Best National Mobile Operator’, ‘Best VAS Provider’, ‘Best Enterprise
Services Provider’ and ‘Operator with Best Rural Performance’
‘Customer experience Enhancement’ and ‘Innovative VAS Product’. ‘Most Preferred Cellular Service
Provider Brand’ award in the CNBC Awaaz Consumer Awards 2010 for the 6th year in a row. ‘Top
Telecom Company’ 4th year in a row by NDTV Profit Business Leadership Awards 2010. CIO 100 Award’
instituted by CIO magazine for innovative practices at the Annual CIO 100 Awards.Four awards at the
Annual Voice & Data Telecom Awards
2010 - 'Top Cellular Service Provider', 'Top Telecom Service Provider' and 'Top NLD & VSAT Service
Provider'.
12. NIRMA
About the Company
Nirma is the Rs.17 billion Detergents, Soaps and Personal Care Products Brand, a market
leader in the Indian detergent market and
second largest in bathing soaps... the brand NIRMA being one of the world's biggest in it's
segment... a result of it's mission to provide 'Better Products, Better Value, Better Living'.
The man who altered the clothes-washing habits of the Karsanbhai Patel
the chairman of the Ahmadabad-based Nirma Ltd. This chemist who manufactured detergents
at home in Ahmadabad in 1969 has certainly come a long way. He worked from his backyard
which developed into a soap factory, cycled to retail outlets and hawked his brand at one-fourth
of the price of similar products then available. At Rs 6, Nirma, named after his daughter, was the
cheapest detergent vying for attention on shop shelves. By the late 1980s, Nirma had become
one of the world's largest-selling detergent powders. That he rewrote history and gave
Hindustan Lever, the Indian subsidiary of the Anglo-Dutch foods and toiletries conglomerate
Unilever, a huge headache is well-chronicled. Today he is proud owner of an Rs 2,500-crore
Ahmadabad-based soaps and detergents major It has been Patel's dream to make Nirma a
synonym for quality. "Nirma is not merely a brand or a product, it is a dynamic phenomenon, a
revolution, a philosophy," he once said. Nirma sells over 800,000 tones of detergent products
every year and commands a 35% share of the Indian detergent market, making it one of the
world’s biggest detergent brands. Towards this end, he tried his hand at many brand
extensions. From toothpaste to salt and matchsticks, they all nestled under the Nirma umbrella.
Incorporated as a private limited company, Nirma was converted into a deemed public company
and then to a public limited one in Nov.'93. Nirma is an over Rs. 17 billion brand with a
leadership presence in Detergents, Soaps and Personal Care Products, offering employment to
over 15,000 people. In fiscal 1997, the Nirma group restructured operations and merged four
companies – Nilinta Chemicals, Nirma Detergents, Nirma Soaps and Detergents, and Shiva
Soaps and Detergents – with its flagship Nirma Ltd. Products are marketed through a 100-per
cent subsidiary, Nirma Consumer Care.
Nirma has undertaken backward integration into manufacture of Industrial Products like Soda
Ash, Linear Alkyl Benzene (LAB), Alfa Olefin Sulphonates (AOS), Fatty Acid, Glycerine and
Sulphuric Acid.
Today, Nirma sells over 800000 tones of detergent products annually, giving it a 35%
share of the Indian market, which are the world’s second largest fabric wash products markets.
This makes Nirma India's largest detergent marketer and one of the world's biggest detergent
brands. The Company has acquired Kisan Industries Limited situated at Village Morays, Dist.
Ahmadabad as a going concern, which was engaged in the business of manufacture of
detergents, Single Super Phosphate, fertilizer and printing and packaging. The second stream
of the 420000 tpa Soda Ash plant at village Kalatalav, Bhavnagar was commissioned in
September 2000. The Company also set up a pure water plant to manufacture 2.80 lacs TPA
Vacuum-salt in October 2000.Debottlenecking process which was made during 2001-02 by the
13. company resulted in expansion of installed capacity of Soda Ash at Village Kalatalav, from
420000 TPA to 650000 TPA. The total cost of the project is approximately Rs.110 cores. This
project is expected to be completed in September, 2002. The company issued Secured NCD
aggregating Rs.360 cores in order to augment its working capital and also to bring-in cost
affiance in funding cost
In detergents market Nirma and Hindustan Lever are close competitors with 38%
market share each. Nirma leads the popular segment, while HLL leads the premium detergent
powder segment. P&G and Henkel Spic are the other key competitors in the detergent market.
In toilet soaps, HLL has a dominating 63% market share. Nirma has also garnered a
significant 22% market share in a short time. Other major players in the segment are Godrej
Soaps and P&G.
Bathing Soaps
Nirma Bath Soap (Carbolic): Toilet soap market was dominated by few MNC's who
could monopolistically drive the prices. The growth of toilet soap market was tremendous in 90's
and was expected to increase further. Nirma's brand equity in detergent market was very strong
and was unanimously associated with value for money products. We saw no reason why cannot
this be extended to the personal care market. Nirma ventured into this market with Nirma Bath a
carbolic soap to counter the largest selling soap from a MNC stable. The carbolic soap
segment though a declining market saw a sudden burst of activity. Nirma Bath started gaining
substantial volumes at the cost of he competitor's and India's largest selling brand. The pricing
of the product was penetrative at a quality (TFM - 60%) which the competitor's could not match.
The product is available in 75 grams and 150 grams pack sizes.
Nirma Beauty Soap: After targeting the largest selling toilet soap with Nirma Bath, now
was the time to target the second largest selling toilet soap. Nirma after successful launch of
Nirma Bath launched, Nirma Beauty. Nirma Beauty was a popular category soap which targeted
the middle and lower middle class population of the country. The product had high TFM content
of 70%, an excellent aroma and an advertisement with a touch of aspiration. The product
became an instant success, and in no time became India's third largest selling toilet soap brand.
The volumes came from the category shift as well as brand switching. The product is available
in 100 grams and 150 grams pack sizes and three different perfume variants. Recently
company has changed its packaging and made it more contemporary by printing the wrappers
on six color Cerruti machine from Italy thereby differentiating it from the me too look alike'. The
brand today is growing very fast and is firmly moving towards the second position. Competitors
tried
to copy the concept and the commercial but were not able to match the success of the
brand. As it is said you cannot fool consumers when it comes to quality
Nirma Premium Soap: For the first time in the history of FMCG there was an attempt to
extend the value for money proposition to the premium segment. The concept was innovated by
none other than Nirma. Nirma launched Nirma Premium Soap during 1996 in the premium soap
category with 80% TFM, mild fragrance, three variants and a touch of class in its advertising.
The brand targeted to match the changing Nirma consumer's profile in terms of aspiration,
quality consciousness and image perception. The brand has started picking up volumes in the
premium soap market which is characterized by large number of brands and cut throat
14. competition. Nirma Premium has been able to differentiate itself in this cluttered market its
unique packaging and exclusive advertisement.
Nirma Lime Fresh was launched in 1997 with absolutely no advertising support.
The lime segment of the toilet soap market was growing at a sedate rate, prior to the launch of
Nirma Lime Fresh. Launch of Nirma Lime Fresh saw the volumes of the segment grow at more
than 10%. During the first year of the launch Nirma Lime Fresh over took the largest selling
brand in the lime segment. The product is priced competitively with 80% TFM content and
strong tingling lime fragrance. The commercial was aired during the later part of the year which
saw the volume grow rapidly. The commercial shot at Maldives and Switzerland with a new and
young face was equally liked by consumers. The successful launch was termed as the seventh
best launch of the year 1997-98 by Business Standard. There in no looking back and today
Nirma Lime Fresh is the undisputed market leader in the lime segment and is giving shivers to
the competition. The product is available in 75 grams and 150 grams.
Nima Rose: The remarkable and phenomenal market response received by Nima Rose
soap within just two months of its launch has once again proved the merits of Nirma's
commitment towards its consumers. Nima Rose soap has got an exceptionally fine perfume of
rose that lingers around your body for a long time even after you bath. Due to high TFM (Totally
Fatty Matter) content, it provides one of the nicest baths. This brand has already carved niche
in its particular segment by achieving leadership position just within tow months of its launch.
Nima Lime, the first product in the Nima range of products has a very high TFM content
and was introduced in Q2 - ' 98 when the astounding success of Nirma Lime Fresh Soap
prompted competition to launch lime variants in the same price segments. Nirma is committed
to the concept of umbrella branding. We have reaped benefits of this strategy right from our
inception till date. In the past, we have faced umpteen numbers of situations where the
competition introduces special campaigns to draw away the consumer's attention from our core
brands like Nirma Detergent Powder, Super Nirma Detergent Cake, Nirma Beauty Soap, Nirma
Lime Fresh Soap, etc. The purpose was to lure away consumer attention from Nirma Lime
Fresh Soap by temporarily modifying the product. We, at this point of time introduced a 'fighter
brand' called Nima Lime to provide at shield to our core brand - in this case 'Nirma Lime Fresh
Soap'. The success of Nima Lime has been the cornerstone in Nima brand growing into a full
fledged business
Nima Sandal: This soap was launched in Q2 - '99. Over a period of time, the Indian
toilet soap market has fragmented and has seen the emergence of prominent segments such as
Sandal, Rose, Jasmine, Body moisturizing soaps, Herbal etc. Nima Sandal is Nirma's offering in
the ethnic sandal segment. With a rich and exotic perfume and 80% TFM content, this toilet
soap is available in a 100 gram packing. Nima Sandal is promoted by a TV commercial shot at
exotic locales depicting the form of 21st Century Indian woman. Early market indication
promises this brand to be the future no.1 in this segment.
OTHER PRODUCTS:
1. Hair care
a. Nirma Beauty Shampoo
b. Nirma Shikakai
15. 2. Toothpaste
a. Nirma Toothpaste
3. Iodized Nirma Free Flow Salt
Thus it is a well known fact that Nirma’s best Unique Selling Proposition is Price
The result of there cost effective product offering is that though the industry has been
growing at the rate of 15 per cent annually, Nirma’s growth has been at least 30-35 per cent a
year for the last few years.
Nirma has been successful in keeping its prices at such affordable levels primarily due
to their strategy of backward integration projects. These projects had been undertaken with a
strategy to become the lowest cost detergent manufacturer in the world. Self sufficiency in key
raw materials will give protection against commodity cycles besides yielding substantial savings
in raw material cost. The company estimates a total cost saving of 25% in material and handling
costs due to the backward integration projects. The LAB plant has yielded about 12% cost
savings and the company expects a similar cost saving of about 12-15% once the soda ash
plant stabilizes. Overall the backward integration has yielded a cost saving of Rs0.8-1bn last
year. Post completion of backward integration the company now plans to focus on building large
volumes and gain from economies of scale.
Till 1985 the Nirma ingredients were simply mixed by hand thus requiring neither
machinery nor capital investment. Due to the scale of his product and the simple non-
mechanized production process, Nirma gained a number of tax and excise benefits for not using
electricity. Since Nirma was a small-scale local venture, they did not have to pay excise duties
that were levied on multinationals.
Another area where Nirma saved millions was in labor costs. Being a cottage industry Nirma
was not compelled to abide by minimum wage rules. To maintain low costs Karsanbhai used
contract workers who were paid Rs. 85 per ton (In 1985 $1 U.S = Indian Rupee 12.368)1
for
mixing raw materials and then bagging them into 1000 bags of 1 kg each. Payment was made
according to work done and since labor was not permanent no additional overhead for benefits
etc. needed to be paid. It was not until the mid 80’s that Nirma started to mechanize their
production process, however by then they were an already well-established name. In 1989
Nirma’s labor costs for 8000 workers was estimated to be between Rs 15-20 per person day in
comparison to HLL who paid their semi-skilled workers approximately Rs 30-40 per person day.
(In 1989 $1 U.S = Indian Rupee 16.225)2
SUPPLY CHAIN OF NIRMA:
Nirma Limited markets its products through its fully owned subsidiary Nirma Consumer Care
Limited (NCCL), which was incepted in 1985. NCCL in turn resells these products in the market
under the umbrella brands “NIRMA” and “NIMA” along with extensions.
The distribution strength of Nirma is based on mutually rewarding and satisfying relationship.
16. Nirma pioneered the concept of flat distribution network. Nirma Consumer Care Limited
operates with two parallel distribution networks. The NIRMA brand is marketed through the first
network, which consists of about 450 exclusive distributors. It is one of the lowest cost FMCG
distribution channels of the country.
Principal Channel [Nirma Products]:
Lowest Cost system in India
Speed in distribution
Flexibility
The NIMA range of products is marketed through a parallel marketing network that comprises of
more than 2000 distributors.
Chanel partner-
Nirma Limited markets its products through its fully owned subsidiary Nirma Consumer Care
Limited (NCCL), which was incepted in 1985. NCCL in turn resells these products in the market
under the umbrella brands “NIRMA” and “NIMA” along with extensions.
The distribution strength of Nirma is based on mutually rewarding and satisfying relationship.
Nirma pioneered the concept of flat distribution network. Nirma Consumer Care Limited
operates with two parallel distribution networks. The NIRMA brand is marketed through the first
network, which consists of about 450 exclusive distributors. It is one of the lowest cost FMCG
distribution channels of the country.
NIRMA is best detergent company in India. Its product quality is also very good. But
compare to other company nirma’s marketing is lower then other. If Nirma improve his
marketing quality. So he improves his sale in Indian market.
Because “jo dikta hai wo bikta hai”.
Doing market survey. And justify the costumer.
Should be more particular about Post Sales Follow Up as it shows the concern of the
company with the customer.
Should put in more efforts to promote the Nirma product.
Improve the marketing strategy.
17. History of McDonald’s corporation.
Since its incorporation in 1955,McDonald’s corporation has not only become the
world largest quick-service restaurant organization, but has literally changed American’s
eating habits and increasingly the habits if non-Americans as well. On an average day,
more than 46 million people eat at one of the company’s more than 31,000
restaurant,which are located in 119 countries on six continents. About 9,000 of the
restaurant are company owned and operated;the remainder is run either by franchisees
or through joint venture with local business people.
Early History
In 1954 Ray Kroc, a seller of Multimixer milkshake machines, learned that brothers
Richard and Maurice (Dick and Mac of was piqued his high tech Multimixers)McDonald’s
were using Bernardino, California eight in their San and he went to San to take a look at
the McDonald’s restaurant.
McDonald’s INDIA SUPPLY CHAIN
These strategies determine what is to be made and what is to be purchased.so
McDonalds follow these strategies and have just –in –time inventory system. Which
means that the orders are placed as the raw material comes to near finished.
McDonalds maintain no inventory level for published goods.
They Are:-
Dynamic Dairy Industries(Supplier of cheese & butter)
Trikaya Agriculture (Supplier of iceberg lettuce)
Vista Processed Food pvt. Ltd (Supplier of chicken and vegetable range of
product including Fruits pies)
Radhakrishna Foodland (Distribution center’s for Delhi Ad Mumbai)
Amrit Food (Supplier of long life UHT Milk Product for Frozen Desserts’)
18. We are making a delivery schedule in a daily basis, and following some the
circumstances.
They Are:-
Deliver Steps.
Storage
Fried product
Cooking
Primary holding
Secondary holding
Wastage
Refrozen product
Marketing Strategy
In the field of marketing, once a business is finally able to adequately profile its
customers and competitors, along with its competitiveness in a particular industry,
marketing managers can design marketing strategies that are important in capitalizing
on company profits and resources. Important strategic decisions in marketing are
grounded on specific objectives such as that of maximizing revenue, market share, and
level of profitability.
Types of Marketing
The concept of marketing encompasses a wide coverage and may even be
associated with sales. In fact, sales and marketing are two different concepts although
both are closely coordinated. Marketing is the presentation of the products and services
and making them available to the customers with the goal of generating profits
Offline Marketing
The advent of modern marketing has been very helpful for most business, but
traditional marketing is still as effective and powerful as it used to be. Not to be
overlooked in this age of computers and internet technology, offline marketing is still
widely used by many businesses.
Online Marketing
Online marketing is equally powerful and effective as offline marketing. In fact,
companies save a lot on their marketing campaigns which are done through the
internet. Small-scale businesses can benefit greatly from online advertising if marketing
budget is an issue.
Word of Mouth Advertisement
Word-of-mouth marketing is probably the best form of advertisement a company
can ever invest in. Not a single penny is spent by the company with this kind of
advertising; only excellent customer satisfaction is needed to make this campaign
effective. Always keep a proactive approach in dealing with customers and go the extra
mile. Building good relationships with customers keeps them in the business. The good
19. news is they will tell their friends and people they know about Yhr Company and the
kind of customer service they have. With an effortless process, the customers gradually
increase in number which in turn increases company profit.
McDonalds Marketing Mix 5Ps Strategy
After analyzing the market, finding the key factor, target segment and understanding
the market demand, every company needs to come up with offers or such type of plan,
that speed up the growth of the company. For which McDonalds uses 5Ps of marketing
which are as follows:
1. Product
2. Place
3. Price
4. Promotion
5. People
PRODUCT
Product includes, that how the company should design, manufacture the product
so that it enhance the customer experience?
Product is the physical product or services offered by the company to its customers.
McDonalds include certain aspects of its product such as packaging, desirability, looks
etc. This consists of both tangible and non-tangible aspects of the product and services.
McDonalds has purposely kept its product depth and product width limited. McDonalds
had first studied the behavior of Indian customer and provided a totally different menu
offered in international market. It removed pork, beef and mutton burgers from the
menu. Even the sauces and cheese used in India are 100% vegetarian as most
consumers in India are primarily vegetarians. McDonalds continuously innovates the
product according to the changing preferences and taste of the customers and also care
is taken not to adversely affect the sales of one choice by introducing a new choice. The
recent introduction is the Mc African piri-piri French fries, McEgg etc.
McDonalds bring best product of quality and of best features as per the preference and
demand of the target market.
PLACE
Place, as an element of the marketing mix, is not just about the physical location
or distribution points for products. It encompasses the management of a range of
processes involved in bringing products to the end consumer at the right place, right
time and in the right quantity. McDonald’s outlets are very evenly spread throughout
the cities making them very accessible. It offers proper hygienic atmosphere, good
ambience and better services. Drive in and drive through options make McDonald’s
products further convenient to the consumers.
20. PRICE
Pricing strategy is most important aspect of market mix. The customer’s
perception of value is an important determinant of the price charged. Customers draw
their own mental picture of what a product is worth. A product is more than a physical
item, it also has psychological connotations for the customer. The danger of using low
price as a marketing tool is that the customer may feel that quality is being
compromised. It is important when deciding on price to be fully aware of the brand and
its integrity. In India McDonalds classifies its products into 2 categories namely the
branded affordability (BA) and branded core value products (BCV).
McDonalds came up with a very grasping punch line “Aapkezamanemein,
baapkezamanekedaam”. This pricing strategy was founded to attract middle and lower
class people and the effect can be clearly seen in the consumer base that McDonalds
has now.
McDonalds has certain value pricing and bundling strategy such as happy meal, combo
meal, family meal, happy price menu etc to increase overall sales of the product.
PROMOTION
The promotional activities adopted by the McDonald helps to communicate
efficiently with the target customers. The skill in marketing communications is to
develop a campaign which uses several of these methods in a way that provides the
most effective results. For example, TV advertising makes people aware of a food item
and press advertising provides more detail. Some of the most famous marketing
campaigns of McDonalds are:
“You deserve a break today so get up and get away-to McDonalds”
“Foods, folks and fun”
“I’m loving it”
At McDonalds the prime focus is on targeting children. In happy meals too which
are targeted at children small toys are given along with the meal. McDonalds corporate
used advertising, personal selling, sales promotion, public relation, and direct marketing
and became world’s largest leading Burger Empire. These five promotion tools are used
by McDonalds to integrate marketing communication program which allows McDonalds
to access the communication channel clearly, consistently and easily transfer messages
and product to target audiences.
PEOPLE
McDonalds understand the importance of both its employees and customers. It
understands the fact that a happy employee can serve well and result in a happy
customer. McDonald continuously does internal marketing because if it is effective it
will automatically lead to in the success of external marketing.
21. Strength:
Strong brand
Product innovation
Supplier integration
Excellent supply chain management
Weakness:
Low depth and width of product
High employee turnover rate
MARKET PENETRATION STRATEGY
Market penetration occurs when a company enters /penetrates a market with
current products. The best way to achieve this is by gaining competitors customers.
Other ways include attracting non-user of your product and convincing current
clients to use more of your product/service. Market penetration occurs when the
product and market already exist in the market. McDonalds is one most popular
brand in fast food in entire world.
MARKET DEVELOPMENT STRATEGY
The marketing manager uses these four groups to give more focus to the
market segment decision: existing customers, competitor customers, non-buying in
current segments, new segments. McDonalds is currently following above
mentioned strategy, to focus on market segments. For serving synonymously to the
existing customers they are coming up with different menus as per change in taste
and preference of their customer e.g.: happy price menu, beverages including milk
shakes and cold coffees etc. Also, by keeping in mind their rivals they are introducing
products to compete them e.g. to answer the KFC they came up with Chicken
McNugget’s. They are adopting pricing policies for non-buying customer and as well
as new segments.
PRODUCT DEVELOPMENT STRATEGY
In business and engineering, new product development (NPD) is the term used
to describe the complete process of bringing a new product or service to market.
There are two parallel paths involved in the NPD process: one involves the idea
generation, product design, and detai2l engineering; the other involves market
research and marketing analysis.
22. Companies typically see new product development as the first stage in generating
and commercializing new products within the overall strategic process of product life
cycle management used to maintain or grow their market share.McDonald's is
always within the fast-food industry, but frequently markets new burgers.
Frequently, when a firm creates new products, it can gain new customers for these
products. Hence, new product development can be crucial business development
strategy for firms to stay competitive.
McDonalds are always enhancing their existing product along with it; they also
try to introduce new products so that they can easily survive in market. For e.g.
McEgg, Fish-o-tella.
the marketing mix plays a key role in business, and is often the
determining factor in the extent to which a given organization succeeds or
fails. An organization can only exist if it has customers, and the marketing
dimension of business develops that customer relationship. As a result, all
organizations should focus on developing an effective marketing mix that
distinguishes the organization’s services from other competitors, and attracts
customers. Considering the changing needs of society, an effective marketing
mix that includes mechanisms of feedback, evaluation, updating and constant
improvement, such as that developed by McDonald’s, will benefit both the
organization and society.