MM-02 III SEMESTER MBA MARKETING EXAMINATION, JANUARY 2013 STRATEGIC MARKETING COMMUNICATION

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1 MM-02 III SEMESTER MBA MARKETING EXAMINATION, JANUARY 2013 STRATEGIC MARKETING COMMUNICATION Time: 3 Hours Max. Marks 80 Instruction: Answer all questions from part A, and answer any five questionsfrom part B. PART A (6 X 5 = 30) I. ANSWER ALL THE QUESTIONS 1. What do you understand by corporate communication? 2. Mention some of the advantages and disadvantages of advertising 3. What is the role of advertising agency? 4. Define copy righting 5. Define sales promotion 6. What are the types of personal selling? PART B (5 X 10 = 50) II. ANSWER ANY FIVE QUESTIONS. (CASE STUDY IS COMPULSORY) 1. Case study In July 2009, Maruti Suzuki India Limited (Maruti), a subsidiary of Japan based automobile major Suzuki Motors, launched a new ad campaign highlighting its K- series engines 3. The ad campaign highlighted the technical improvement in the engines of certain select Maruti cars which simultaneously increased their power and their fuel efficiency. The television commercial (TVC) showed a race where a sprinter started running and finished first. Then, he went on to join a marathon and won that also. The sprinter continued running after finishing the marathon. The commercial then brought into focus the machine which kept the sprinter going - a K series engine. The ad campaign including the TV commercial was developed by Capital Advertising and also included print ads, outdoor campaigns, and internet ads Maruti was founded in The company has been the market leader in the passenger car industry in India. The liberalization of the Indian economy in 1991 allowed the entry of foreign automobile companies in the Indian passenger car market from the mid 1990s. To prevent the erosion of its market share by competitors, the company started a restructuring exercise in Along with restructuring, Maruti also adopted a new marketing strategy to help maintain its position as market leader.

2 New products were launched with great fanfare to build the brand image of the company. Advertising campaigns included TVCs, print and radio ads, outdoor promotions, point of sale and mobile promotions. The company also organized different promotional events to attract prospective consumers. Maruti also offered special schemes for specific professional and income groups. Maruti's advertising strategy focused both on promoting its cars and on building up its corporate image. Maruti's campaigns emphasized different aspects of its cars, including fuel efficiency, space, looks, etc. It also advertised its widespread network and services. The ad campaign for the 'K' series engine was the first time that Maruti was advertising specifically a technological innovation that it had pioneered. This change in advertising strategy was probably because the company had decided to put the new 'K' series engines into all its existing and new products. To begin with, Maruti had the 'K' series engine only in its two new cars, A-Star and Ritz, and it had also announced that it would incorporate the new engine in the Zen EstiloMaruti's history can be traced back to the 1970s, when the Indian government decided to develop an affordable small car, named the 'people's car.' The car would target the middle class in India. In 1971, Maruti Limited was set up. However, in 1978, the company was liquidated. In the early 1980s, the small car project was brought back to life by the government. The government entered into a joint venture agreement with Suzuki. Since the late 1980s, Maruti had been the market leader in the passenger car industry in India. However, after the liberalization of the Indian economy in 1991, the Indian passenger car industry became extremely competitive. From the mid 1990s, foreign automobile companies started entering the Indian passenger car market. Maruti started losing market share as its competitors launched new models that proved very popular with Indian buyers. Between the financial years and , Maruti's market share declined from 83.1 percent to 60.8 percent. In an effort to fulfill its target of selling one million vehicles in the domestic market by the fiscal , Maruti aimed to generate sales of 0.25 million cars annually from rural India. In May 2009, the company announced that it would increase its rural outlets from 231 to 450 over the following two years. Question a. Analyze the advertising strategies of Maruti and examine the future challenges for Maruti.

3 8. Critically examine the different marketing communication programmes 9. What is advertising planning? Explain the process 10. Critically examine the evolution of advertising agency 11. What is media planning? Evaluate the advantages of different media 12. What is publicity? Explain the different types of publicity 13. Write short notes on a. advertising content b. advertising budget

4 MM-03 III SEMESTER MBA MARKETING EXAMINATION, JANUARY 2013 BRAND VALUATION AND MANAGEMENT Time: 3 Hours Max. Marks 80 Instruction: Answer all questions from part A, and answer any five questionsfrom part B. I. ANSWER ALL THE QUESTIONS 1. Define brand PART A (6 X 5 = 30) 2. What are the implications of buying and selling brands? 3. What is brand positioning? 4. What are brand image dimensions? 5. What is the need of revitalizing brands? 6. What is brand audit? PART B (5 X 10 = 50) II. ANSWER ANY FIVE QUESTIONS. (CASE STUDY IS COMPULSORY) Case study In May 2008, Sunsilk Waves of Envy Gel & Cream Twist, a hair care product from Anglo-Dutch company, Unilever, received the Best Wave Enhancer award in the hair care category at the Self magazine s 2008 healthy beauty awards presented in the US. The winners, one for each category 4, were chosen from over 1,000 new products tested by readers. Sunsilk was a top seller in Asia, Latin America, and the Middle East and was sold in 80 countries around the globe under different names such as Elidor, Hazelin, Seda, and Sedal. Sunsilk debuted in the US market in The product line was targeted at young women and offered eight different collections including shampoo, conditioner, and creams for different hair types. In the US, Unilever s goal was to position Sunsilk as a brand that understood the problems faced by women and their needs and preferences. To promote the brand in the US, Unilever spent about US$ 200 million in The brand was advertised through different media including television, print, and online. Innovative campaigns such as Hairapy and Life Can t Wait were launched to attract women to the brand. Sunsilk also sponsored short films that were broadcast during popular television shows. Some of these films were made exclusively for retailers like Wal-Mart and were telecast in-store. The launch of Sunsilk in the US was a major test for Unilever, as the market was already flooded with numerous hair care brands such as Procter & Gamble s (P&G) Pantene and Shockwaves and Alberto Culver s V05 Styling range. Initially, Sunsilk

5 registered satisfactory sales in US due to the innovative marketing campaigns carried out by Unilever. Sunsilk was launched in 1954 in the UK. The brand included a range of shampoos, conditioners, and other styling products. By 1959, it had become a well known hair care brand and was available in 18 countries worldwide. Sunsilk was one of the leading shampoo brands in the world behind P&G s Pantene. In 2005, its sales were about US$ 1.3 billion. Until 2006, the only major market where Sunsilk was not sold was the US, though other Unilever shampoos such as Dove and Suave were available in the country. With the launch of the Sunsilk brand in the US, Unilever hoped to gain market share in the hair care segment. It adopted innovative strategies and developed new marketing campaigns to attract women to the brand and to gain popularity among the youth population, its target customers. Question a. Analyze the future prospects of Sunsilk brand in US and explore strategies that the company can adopt.[compulsory] 8. Explain various opportunities and challenges of branding 9. Explain how to build brand through online? 10. Critically examine the strategies you would follow for brand positioning 11. What is brand equity? Explain various sources of brand equity 12. What do you mean by Leverage branding? Explain the merits and demerits 13. Explain the different methods of brand valuation

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7 MM-01 III SEMESTER MBA MARKETING EXAMINATION, JANUARY 2013 CONSUMER BEHAVIOUR AND MARKETING PSHCHOLOGY Time: 3 Hours Max. Marks 80 Instruction: Answer all questions from part A, and answer any five questions from part B. PART A (6 X 5 = 30) I. ANSWER ALL THE QUESTIONS 1. What is marketing psychology? 2. Define consumer perception? 3. What is opinion leadership? 4. Explain the concept of psychographics? 5. Explain consumer behaviour audit? 6. Write a note on consumer attitude and attitude change? PART B (5 X 10 = 50) II. ANSWER ANY FIVE QUESTIONS. (CASE STUDY IS COMPULSORY) 1. Case study Every three months, millions of people in the United Kingdom (UK) receive a magazine from the country's number one retailing company, Tesco. Nothing exceptional about the concept - almost all leading retailing companies across the world send out mailers/magazines to their customers. These initiatives promote the store's products, introduce promotional schemes and contain discount coupons. However, what set Tesco apart from such run-of-the-mill initiatives was the fact that it mass-customized these magazines. Every magazine had a unique combination of articles, advertisements related to Tesco's offerings, and third-party advertisements. Tesco ensured that all its customers received magazines that contained material suited to their lifestyles. The company had worked out a mechanism for determining the advertisements and promotional coupons that would go in each of the over 150,000 variants of the magazine. This had been made possible by its world-renowned customer relationship management (CRM) strategy framework. The loyalty card scheme (launched in 1995) laid the foundations of a CRM framework that made Tesco post growth figures in an industry that had been stagnating for a long time. The data collected through these cards formed the basis for formulating strategies that

8 offered customers personalized services in a cost-effective manner. Each and every one of the over 8 million transactions made every week at the company's stores was individually linked to customer-profile information. And each of these transactions had the potential to be used for modifying the company's strategies. According to Tesco sources, the company's CRM initiative was not limited to the loyalty card scheme; it was more of a companywide philosophy. Industry observers felt that Tesco's CRM initiatives enabled it to develop highly focused marketing strategies. Tesco's efforts towards offering better services to its customers and meeting their needs can be traced back to the days when it positioned itself as a company that offered good quality products at extremely competitive prices. Commenting on the way the data generated was used, sources at Dunnhumby said that the data allowed Tesco to target individual customers (the rifle shot approach), instead of targeting them as a group (the carpet bombing approach). Since the customers received coupons that matched their buying patterns, over 20% of Tesco's coupons were redeemed - as against the industry average of 0.5%. The number of loyal customers increased manifold since the loyalty card scheme was launched Question a. How did Tesco use the information collected to modify its marketing strategies? What sort of benefits was the company able to derive as a result of such modifications? 7. Explain how consumers be included in the decision making process? 8. Explain the impact of consumer behavior in business 9. Critically examine the role of family in the influences of consumer behavior 10. How self concept and life style influence consumer behavior? 11. Explain various industrial buying behavior models 12. Explain the consumers buying process behaviors

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