Professional Documents
Culture Documents
case smm 2
case smm 2
case smm 2
Q2: Describe the consumption behaviour for snacks in India. What was Snaqary's chosen target
audience? Evaluate their target market.
Snack consumption behavior in India
Indians have a long-standing habit of snacking, which is an important part of their busy lives.
Snacking is not limited to a specific time or place like main meals, and takes place in many
different situations, from snacking between meals to entertaining guests. Therefore, shoppers
seek variety in types and flavors to meet the needs of many different audiences.
However, snacking habits are changing. Consumers, especially Millennials and Gen Z, are looking
for healthier snacking options. They prioritize products that are nutritious, low in calories, low
in sodium, and high in fiber and protein. This trend has become even more evident after the
COVID-19 pandemic, when consumers are more concerned about the health and nutritional
value of food.
Mintel research shows that 85% of Indian consumers desire a healthy snack option, although
71% still value taste over health. This represents a great opportunity for brands that can
combine delicious taste and nutritional value.
Longstanding Habit: Snacking is a key part of the Indian lifestyle, enjoyed throughout the day
and in various social settings.
Shifting Preferences: Consumers, particularly younger generations, seek healthier options with
high fiber, protein, and lower calories/sodium.
Post-Pandemic Focus: Health and nutritional value are increasingly important.
Market Opportunity: Brands can win by offering tasty & nutritious snacks.
Market Challenges
Case 4:
Issues:
● Campbell needs to determine the most effective way to understand consumer
thinking.
● Campbell needs to evaluate the potential costs if its rebranding of iconic Campbell
soups fails.
● Campbell needs to determine how to handle the risks inherent in the process of
researching and launching new brands.
● Campbell is considering investing in EEG or fMRI to validate current market research
efforts, including recall and biometric methods.
● Campbell is considering applying the findings across all soups at once or conducting
a limited trial of brand changes in certain varieties.
● Campbell needs to evaluate whether the new brand design could be easily conceived
by a designer with good intuition.
Q4. What are the issues that should be considered when looking at marketing
research methods?
● Accuracy and reliability of self-reported data: Traditional market research
methods such as television viewership assessments, focus groups, and consumer
surveys often rely on self-reported data. However, these methods may not accurately
capture consumers' actual thoughts and behaviors because the conscious mind may
have difficulty recalling and accurately expressing experiences during past.
● Understanding the subconscious mind: Market research is increasingly focused
on exploring consumers' subconscious minds to understand their true thoughts,
feelings and motivations. Techniques such as recall, biometric methods and
consumer neuroscience are used to tap into this subconscious information and
provide greater insight into consumer behavior.
● Ethical considerations: Consumer neuroscience, a relatively new field that uses
neuroscience tools to study consumer behavior, has raised ethical concerns. Some
people believe that it is ethically inappropriate to use these tools to manipulate
consumers into buying more products.
● Costs and benefits of different research methods: Different market research
methods have different costs and benefits. For example, fMRI provides detailed
images of brain activity but comes at a significantly higher cost than EEG.
Businesses need to carefully consider cost-benefit factors when choosing the
research method that best suits their needs.
● Apply research findings: Businesses need to determine how best to apply research
findings to their marketing strategy. This may involve changing products, marketing
messages or pricing strategies.
Case 2: Q1: Is Blaser's entry to India justified? Is Blaser justified in entering alone and
setting up a sales subsidiary?
- Blaser’s entry to India is justified:
+ India is proven to be a very potential market for the coolant industry:
● One of the key regions in the metalworking fluid segment.
● Its moving forward to becoming a global sourcing hub for many auto
companies leads to even higher demand for the metalworking fluid
segment
● Growing apprehension over the impact of industrial growth on the
planet, environment, and the health of its people => suitable with
Blaser (which is an environmentally sustainable company).
+ The challenges are:
● The opposite mindset of the Indian customers: prefer cheaper
products and coolant is also a low-priority product (Not perceived as
an enabler of productivity and performance improvements on the shop
floor) >< premium position of Blaser.
● The imminent shift toward digitalization and technologization: (electric
vehicles, hydrogen fuel cells, hybrid cars, etc) => requires more
innovation and investment in technology as well as tactical shift and
appropriate strategies for Blaser Swisslubel to fit in the fast pace of
the digitalization era.
- Setting up a sales subsidiary is a good solution for Blaser in India instead of having a
joint venture or building a production plant for some reasons:
+ Joint venture: It is against the tradition of the company. Moreover, there is no
information to convince the necessity of joint ventures when entering the
Indian market. Moreover, fully controlling the business will make it more
stable and safe in the complicated situation of the economy due to the
pandemic.
+ Building production plant: There is no necessity when building a production
plant in India:
● It will cost more. Blaser has to face the difference in standards
between Switzerland and India when building the production plant
(differences in policy, environment, culture, etc) => This is a very
costly option. Moreover, Blaser has to face a bigger problem (the
contradiction in the mindset between the seller and the buyer in the
Indian market) => Risk.
● Producing products in Switzerland is qualified enough: the highly
controlled environment in Switzerland enabled Blaser to comply with
the high standards of European manufacturing; it ensured ease in
global supply chains to move the finished goods around the world.
● High-quality local ingredients are unavailable in India.
● The reduction of import duty by the federal government of India:
Today, the component of import duties is as low as 7% to 10%, and
with the Goods and Services Tax (GST) regime enforced in July 2017,
it has become easy to manage taxes in India.