Saturday, December 24, 2016

Rural sector marketing



Rural sector marketing
The concept of rural marketing differs from different things to different persons who are active participants in marketing. This confusion leads to distorted understanding of the problems of rural marketing and, more often perceptions. However, rural markets and rural marketing have special features as compared to urban markets.
Rural markets offer great scope for concentrated marketing effort because of the recent increase in the rural per capita incomes and the likelihood that incomes will increase faster because of better production and higher prices for agricultural products.
The rural market has drastically changed in the past one decade. A decade ago, the rural market was more unstructured target location for corporate. Very less agro-based companies were concentrating in these markets. Illiteracy and lack of technology were the other factors leading to the poor reach of products and lower level of awareness amongst rural peoples.
Gradually the corporate realized that there was saturation and stiff competition in the urban market, but a demand was building up in rural areas. Seeing the vast potential of 72 percent Indians living in rural areas, many corporates started focusing on these unexplored and high-potential areas.
Companies came up with special products which are only meant for rural people, like Chik Shampoo sachets @ Re 1, Parle G Tikki Packs @ Rs 2 and customized TVs by LG, Shanti Amla oil by Marico etc.
Rural Marketing Strategies
Packaging and FMCGs
Let us now understand packaging in FMCGs. The following are the different packaging strategies −
Small Units
This packaging strategy is now widely adopted by every FMCG company is successful not only in rural area but also in urban area especially among the middle and lower income groups. Large packs are out of reach for rural consumers because rural people have very less cash reserve with them.
Rural people make purchases in small lots to meet their day to day requirements. Now many companies sell their products in quantities; products such as hair oil, biscuits, and fairness creams. These companies have joined the race of Low Unit Packs (LUP) not only to penetrate into the rural market but also to motivate people to try the new brand.
Small Units
Refill Packs
The concept of refill packs of toothpowder, tea, talcum powder and other FMCGs are promoted by the marketer as the money saving options. Consumers once purchase the product which is packed in bottle of either plastic or glass and then they need not purchase a whole new bottle for their next use. They can just refill the bottle with refill packs which comes in poly packets. The price of such refill packs is lower than the price of the products that are available in bottles. Such strategy works well in case of toothpaste, powder, spices, health drinks etc.
Storage of the Products
Because of interrupted power supply in rural areas; it is also a point to work on for marketers to make proper arrangements for storage of products which require special storage like ice creams and cold drinks etc.
Companies now provide ice boxes to retailers of remote areas for storage of cold drinks, ice creams etc. Those ice boxes are usually made of thick thermocol and keep the products always cool and also increases their shelf life.
Consumer Durables
Most rural families don’t yet have consumer durable products like televisions, washing machines, gas stoves, refrigerators, etc. So there is a big potential market waiting to be served. But this all huge market will not accept existing models of these consumer durable products because of the following reasons −
Supply of Electricity
In India, most of the villages do not have reliable supply of electricity. Many villages may be connected to the grid but the supply is very erratic.
Reluctance
Most rural families are reluctant to buy consumer durable items because they have the mindset that they will not be able to use them. These products have to be built to run on batteries which last for long periods and get charged without being taken to cities.

Different Uses of Consumer Durables
Rural life is completely different from urban life and hence the consumer durable products will be used differently. For some instance, rural consumers will not use refrigerators for storing fruits and vegetables because they pluck these from their farms when they require, but they may have surplus milk that they may need to preserve.
Refrigerators with special cooling mechanisms for preservation of milk products will be more attractive to rural consumers than the basic all-purpose refrigerators. Simple products like fans also have to be different for rural peoples.
Variation in Product Requirement
People in villages don’t like sleeping in closed rooms, because they prefer to sleep in the open or in verandas which are open at least from one side. Fans which may work well in closed rooms may not be effective in open areas. The idea is that different types of products have to be designed for rural consumers because they will use these products differently.
Pricing Strategy for Consumer Durables
Rural people have been managing their lives with or without these consumer durable products and most of the rural people consider such products to be for luxury. To make them buy these products, these products have to be priced low. The best way to enter rural markets is by offering them simple, functional and less price products.
Primary Services
There is a huge market in rural areas for services like telecommunication, health, education, transport, drinking water, housing, electricity etc. Many organizations still believe that these services cannot be provided profitably to rural consumers and these services can be provided only by the government.

It also defines the logic that the organizations consider the rural consumers to be prosperous enough to buy consumer durables, automobiles etc., but they do not consider the same rural consumers rich enough to send their children to private schools or to buy an apartment or to avail expensive medical treatment.
All these services can be profitably distributing in rural areas because rural consumers are now eager to go for these kinds of services. Good private schools in cities attract children from the outskirts too.
Rural consumers have now realized that government provides them free services but they are not of good quality. These days they do not want to send their children to the local village primary schools because they know that teaching quality does matter for the development of their children.
They also do not want to take any risk when it comes to the health of their loved ones. They would rather get examined at a private hospital instead of going to the local government run hospitals and risk wellbeing.

The less efficiency and ineffectiveness of government as a service provider has opened up the rural market as a huge scatter market for primary services for the private organization. Because the rural people want these services as equally as urban people and are willing to pay the right amount for them.
Rural markets are the most attractive markets for service industries. The Jajmani system which was prevalent in many villages a few years back — where lower castes performed various functions for upper castes and received grain in return created a big vacuum in the rural service sectors. In some villages, it has become a hard task to have a haircut or a shave, if the local barbers have left the villages.
It is difficult to conduct a marriage ceremony in a village, because all the traditional service providers have left and professional services are still not completely available.
The traditional rural family members are not extending any unsolicited help to each other that they provided in the past, especially during celebrations. Rural family members are likely to become isolated just as the urban families in the near future.
Professional services would now be required in most of the rural areas very soon. It is important that service companies like those in hospitality industry and event management should take a look at the rural market as a big opportunity in the near future.

Agricultural Inputs
There is a requirement of farming equipment like tractors and farming products like fertilizers in rural markets. Due to growth in rural population, the land owned by ancestors’ families is also decreasing.
Just a generation back these undivided families could buy tractors or at least have a few pairs of bullocks to do farming in their land. But after division of the land, the new generation later cannot afford to buy even a pair of bullocks or a tractor. These families make use of tractors available on rent to practice farming on their lands.

There is also this problem of finding labor to work in fields. They are not as easily available and also charge high which was very unlikely in the past. In some rural areas where Naxalite movement is strong, land has not been farmed for years because laborers are not willing to work. Some agriculture work like sowing paddy is so intensive that these crops cannot be grown if laborers are not available.
There is a huge opportunity for companies in these type of areas for farm mechanization to design equipment’s practically work for all farming work like sowing and harvesting, which was being done manually. They can create small equipment and make them available on lower prices. This will not burn a hole in the pockets of the farmers. These farmers and their families should able to do all the farming works by themselves.
The farm equipment companies also have to manage the leasing of these equipment to small farmers, because there is a big market where farmers are looking out for mechanization of farming.
The current generation of farmers own smaller pieces of land. But they are keen to improve their living conditions. They are also enthusiastic about providing quality education to their children. Probably they do not want their children to become farmers.

Since many of them are also educated to some extent, they are very open to new methods of farming that will improve their level of income from farming. They are also ready to make a change in the crops that they have been growing traditionally in their farms and are willing to grow crops which give them more income. In the pursuit of great income from their farms, they are willing to do experiment in their farming traditions.
Companies that produce seeds, fertilizers, pesticides, irrigation equipment etc. have a huge opportunity to penetrate into the rural market in a big way. They should come up with high yielding variety of seeds, better fertilizers and pesticides in the market and make profitable partnerships with the farmers who are eager to use their products.

NEW PRODUCT DEVELOPMENT STAGES

NEW PRODUCT DEVELOPMENT STAGES 

new product development (NPD) is the complete process of bringing a new product to market. New product development is described in the literature as the transformation of a market opportunity into a product available for sale  and it can be tangible  or intangible goods,  A good understanding of customer needs and wants, the competitive environment and the nature of the market represent the top required factors for the success of a new product.  There are many uncertainties and challenges throughout the process which companies must face. The use of best practices and the elimination of barriers to communication are the main concerns for the management of NPD process.
There are 8 stages of NDP 
Step 1: Generating
Utilizing basic internal and external SWOT analyses, as well as current marketing trends, one can distance themselves from the competition by generating ideologies which take affordability, ROI, and widespread distribution costs into account.
Step 2: Screening the Idea
Identifying the prospect and target customer growth is important because it help in examine the cost of serving the target market
Step 3: Testing The Concept
Produce a physical prototype or mock-up.Test the product (and its packaging) in typical usage situations.it it Conduct focus group customer interviews or introduce at trade show,Make adjustments where necessary,Produce an initial run of the product and sell it in a test market area to determine customer acceptance
Step 4: Business Analytics
During the New Product Development process, build a system of metrics to monitor progress. Include input metrics, such as average time in each stage, as well as output metrics that measure the value of launched products, percentage of new product sales and other figures that provide valuable feedback.
 Step 5: Beta/Marketability Tests
Arranging private tests groups, launching beta versions, and then forming test panels after the product or products have been tested will provide you with valuable information allowing last minute improvements and tweaks. Not to mention helping to generate a small amount of buzz.
Step 6: Technicalities and Product Development
Provided the technical aspects can be perfected without alterations to post-beta products, heading towards a smooth Step seven is imminent.
Step 8: Post Launch Review and Perfect Pricing
Review the NPD process efficiency and look for continues improvements. Most new products are introduced with introductory pricing, in which final prices are nailed down after consumers have “gotten in.” In this final stage, you’ll gauge overall value relevant to COGS (cost of goods sold), making sure internal costs aren’t overshadowing new product profits. 


Rise and fall of nokia- the mobile pioneer

Rise and fall of nokia- the mobile pioneer
Timeline:

Market dominance of nokia phones
Rise of the MOTO Razr
 


Apple's Smartphone invention  

 

Innovating with Lumia

Remember Nokia's legendary handsets, we always got that famous signature logo, holding hands. Basically  it was hand-holding Nokia carrying people through the mobile revolution. And, of course, more than 12 years ago when birds didn’t get angry, there was the mobile game to rule them all: Snake. Nokia were by no means the first company to release a commercially available mobile phone, but it was the first to do it really well, and with true mass appeal. Back in the 1990s there weren't these other big brands. Nokia were so dominant. People didn't talk about what brand, it was just about the number, 3210, or whatever you had. They took users on a journey.
Nokia’s fall was swift. According to figures from analyst firm Gartner, Nokia's smartphone market share in 2007 was a dominant 49.4%. In subsequent years, it was 43.7%, then 41.1%, then 34.2%.Many blame this decline, at least in the initial stages, on Symbian, the firm's mobile operating system. "They missed the importance of software," Mr Wood says.
"Nokia make great phones, they still do. They went through this incredible decade of innovation in hardware, but what Apple saw was that all you needed was a rectangle with a screen, and the rest was all about the software."

Windows insurgence

It took just a few years for Nokia phones to go from being the must-have handset in your pocket, to being the long-forgotten handset. For starters, Nokia's flagship smartphones already use Windows Phone, Microsoft's operating system which, although still way behind its competitors, is at least gathering some modest momentum.
Its acquisition with nokia was to improve the agility of innovation in mobile.
While most of the world was gobbling up Nokia's steady menu of candy bar-shaped cellphones, consumers in North America began eyeing flip phones, handsets with a clamshell design.
Motorola, mounting a comeback of its own, led the charge for flip phones, and cemented the trend with the debut of the ultra-slim Razr in late 2004. It remains one of the most successful cellphones ever, reigning as a top seller for nearly three years.

 

Nokia's N95, was hailed by the company's fans as the ultimate showcase device. 
Ultimately, Motorola failed to build upon the success of the Razr. Nokia's decision to abandon the US market didn't have any immediate consequence; it continued to gain market share around the world and hit its peak until the second half of 2007. That was after the release of Apple's first iPhone. Apple led the charge in turning the smartphone into a consumer device
Apple's iOS touchscreen-based software revolutionized how people interacted with their phones. Still, Nokia refused to jump on the touchscreen bandwagon, again showing its inability to adapt to new trends. It waited a year after the original iPhone Nokia attempted to dress its Symbian platform with well-crafted hardware, using premium materials and high-end camera technology. But the company knew Symbian couldn't be its long-term software option, and was readying a next-generation platform, Meego, as its successorRoughly a year later, during the debut of the Lumia 920 , Elop boldly touted the phone as the most innovative in the industry.The Lumia 920 featured an ultra-sensitive touchscreen that your fingers could swipe even if you had gloves on. It was one of the first phones to popularize wireless charging.Nokia then launched to unveil its first touchscreen phone , nokia 5800.

Then came the beginning of the end for Nokia as a well-known brand in the hands of millions.

Saturday, December 10, 2016

Portfolio Management



Portfolio Management
What is New Product Portfolio Management?
A vital question in the product innovation battleground is, "How should corporations most effectively invest their R&D and new product development resources?" That is what portfolio management is all about: resource allocation to achieve corporate product innovation objectives.
Today's new product projects decide tomorrow's product/market profile of the firm. An estimated 50% of a firm's current sales come from new products introduced in the market within the previous five years. Much like stock market portfolio managers, senior executives who optimize their R&D investments have a much better opportunity of winning in the long run. But how do winning companies manage their R&D and product innovation portfolios to achieve higher returns from their investments?
There are many different approaches with no easy answers. However, it is a problem that every company addresses to produce and maintain leading edge products. Portfolio management for new products is a dynamic decision process wherein the list of active new products and R&D projects is constantly revised. In this process, new projects are evaluated, selected, and prioritized. Existing projects may be accelerated, killed, or de-prioritized and resources are allocated (or reallocated) to the active projects.
Portfolio Management - A Problem Area!
Recent years have witnessed a heightened interest in portfolio management, not only in the technical community, but in the CEO's office as well. Despite its growing popularity, recent benchmarking studies have identified portfolio management as the weakest area in product innovation management. Executive teams confess that serious Go/Kill decision points rarely exist and, more specifically, criteria for making the Go/Kill decision are non-existent. As a result, companies are experiencing too many projects for the limited resources available!
Goals of Portfolio Management
While the portfolio methods vary greatly from company to company, the common denominator across firms are the goals executives are trying to achieve. According to 'best-practice' research by Dr. Cooper and Dr. Edgett, five main goals dominate the thinking of successful firms:
1.Value Maximization
Allocate resources to maximize the value of the portfolio via a number of key objectives such as profitability, ROI, and acceptable risk. A variety of methods are used to achieve this maximization goal, ranging from financial methods to scoring models.
2.Balance
Achieve a desired balance of projects via a number of parameters: risk versus return; short-term versus long-term; and across various markets, business arenas and technologies. Typical methods used to reveal balance include bubble diagrams, histograms and pie charts.
3.Business Strategy Alignment
Ensure that the portfolio of projects reflects the company’s product innovation strategy and that the breakdown of spending aligns with the company’s strategic priorities. The three main approaches are: top-down (strategic buckets); bottom-up (effective gatekeeping and decision criteria) and top-down and bottom-up (strategic check).
4.Pipeline   Balance 
Obtain the right number of projects to achieve the best balance between the pipeline resource demands and the resources available. The goal is to avoid pipeline gridlock (too many projects with too few resources) at any given time. A typical approach is to use a rank ordered priority list or a resource supply and demand assessment.
5.Sufficiency
Ensure the revenue (or profit) goals set out in the product innovation strategy are achievable given the projects currently underway. Typically this is conducted via a financial analysis of the pipeline’s potential future value.
What are the benefits of Portfolio Management?
When implemented properly and conducted on a regular basis, Portfolio Management is a high impact, high value activity:
  • Maximizes the return on your product innovation investments
  • Maintains your competitive position
  • Achieves efficient and effective allocation of scarce resources
  • Forges a link between project selection and business strategy
  • Achieves focus
  • Communicates priorities
  • Achieves balance
  • Enables objective project selection
Top performers emphasize the link between project selection and business strategy.
Why is it so important?
Companies without effective new product portfolio management and project selection face a slippery road downhill. Many of the problems that plague new product development initiatives in businesses can be directly traced to ineffective portfolio management. According to benchmarking studies conducted by Dr. Cooper and Dr. Edgett, some of the problems that arise when portfolio management is lacking are:
  • Projects are not high value to the business
  • Portfolio has a poor balance in project types
  • Resource breakdown does not reflect the product innovation strategy
  • A poor job is done in ranking and prioritizing projects
  • There is a poor balance between the number of projects underway and the resources available
  • Projects are not aligned with the business strategy
As a result too many companies have:
  • Too many projects underway (often the wrong ones)
  • Resources are spread too thin and across too many projects
  • Projects are taking too long to get to market, and
  • The pipeline has too many low value projects
Portfolio Management is about doing the right projects. If you pick the right projects, the result is an enviable portfolio of high value projects: a portfolio that is properly balanced and most importantly, supports your business strategy.