Case Studies
Case1: ART ADVERTISING PVT. LTD.  
Background:
 Old agency with a turnover of just Rs. 2.5 crores. Most clients were with the agency for many years and were single owner propriety concerns with little or no knowledge of marketing. Agency stagnating with limited clients.
Objective:
To provide marketing inputs through the agency to their clients, thereby increasing their sales graph. To increase the number of clients and therefore the agency's turnover. To convert the perception of the agency from one offering designing and artwork services to one offering marketing oriented range of services. To change the perception of the people within the agency towards branding and marketing.
Inputs:
The first task was to expose the AEs to the elements of the advertising plan, where it is derived from and its execution. Simultaneously, presentations were designed and presented to the clients for their existing product ranges. Marketing and advertising presentations were carried out for the client's brand extensions and new products. Agency persons were taught what information to ask from their clients in order to create a better and more effective advertising campaign. A system of data collection regarding product categories, competition and a whole lot of market data analyses was set up. Agency profile presentation was looked into and changed. Media presentation formats were changed. The system of being reactive to what the client wanted was changed to being proactive, in that, the agency based on market data / competition would present the client a new communication strategy. An action plan was set up to identify and contact new clients. A new approach of offering clients Value for Money was adopted. The creative dept. was now briefed based on a carefully worked out communication and positioning strategy. Each client was met and the advertising plan was changed from a monthly plan to a quarterly, half yearly and annual plan. A system of monitoring the client's sales vis - a - vis competition was adopted. The help of advertising monitoring services was taken up to keep abreast of competitors advertising activities and ad. Spends.
Results:
The perception of the people within the agency changed drastically as now they found their work interesting and exciting. The client's perception of the agency changed as the involvement between the client and then agency increased. The marketing inputs increased the client's sales and indirectly increased their ad. spends. The quality of servicing increased. Quality of the ads. improved as now the communication was based on a definite carefully thought out communication strategy. Art advertising increased its servicing manpower while all other majors were retrenching their staff. Most important, the agency's turnover and ranking shot up. The agency which was not among the top 100 agencies (as per A & M) went up to rank 96 in the first year (95 - 96), to rank 71 in the second year ('96 - 97) and is set to be 45 in 1997 - 98. 
 
Case2: FLAMINGO HEAT BAGS  
Background:
 New concept in heat fomentation. Product manufactured by two young entrepreneurs. Initially marketed in Bombay. Product not accepted by trade and consumers. Company in the red and was on the point of closing down. No budget for advertising.
Objective:
To bring the product and company out of the red. To build the product as a brand. Change the mindset of the people within the organisation. Restructure the organisation. To change the perception of the people within the organisation from one of technical approach to a marketing approach.
Inputs:
To bring about a sea change, we started at the bottom. The first thing was to change the company's focus towards its customers. Job responsibilities were identified and allocated. Quality guidelines were set. A short research was conducted to ascertain the consumer's acceptance to a product like this. We thought of a simple but a highly effective base line to the brand name Flamingo - theWaterless Hot Water Bag. This gave it an identity, which the consumer could now relate with. Packaging was changed to give it a more upmarket, modern look. The distributor channel was revamped with the help of our special dealer evaluation format. New types of dealer outlets were identified. The brand was promoted in a unique way to get the best mileage for every rupee spent and to optimise synergy between creative and marketing thrust. A special training programme was conducted for the sales force. Distributors and certain dealers were called for a meeting in which they were pepped up and enthused to change their mindset positively towards the brand and the new concept in heat fomentation.
Results:
An almost vertical increase in the sales graph. Focused efforts led to increased turnover and profits. Excellent write - ups by the press. Production facilities had to be increased. New and larger factory premises bought to take care of increased demand. More cities and states were opened up. Distributorship enquiries started flowing in from different cities. Export enquiries started flowing in. New products were added to the range. Overall, employees, management and trade were highly motivated and the company was poised for a great leap forward.
 
Case3: SPAKEL MINERAL WATER  
Background:
 Market dominated by major players like Bisleri, Bailley, Yes. Bisleri being in the market for 25 years, it had become synonymous with and generic to mineral water. A number of local brands were selling at uneconomically low prices raising question of low quality standards in mineral water. The company, Jukaso Silk Mills, wanted to launch a brand in this competitive environment.
Objective:
To select and establish a brand name. To evolve a marketing strategy, launch strategy, pricing strategy, product strategy and a Sales and Distribution strategy. To establish the brand in the minds of the consumer. To increase sales, market share and profit. To pave the way for the brand to be accepted in this highly competitive market where the name Bisleri was synonymous with mineral water.
Inputs:
We were able to select a simple but effective name SPAKEL. Since this launch of a new brand, we started off with a market survey to establish the usage and attitude of certain segment of users of mineral water, the availability and the advantages of competition. Certain key segments were identified for a direct thrust. Based on the findings, a marketing strategy was prepared positioning Spa'kel at the top of the heap. As against the normal distributor network, a direct marketing team was set up to contact retailers and certain regular and bulk consumers. Spakel in different pack sizes was thought of keeping different key segments in mind. Coloured brochures and laboratory reports were prepared to convince the industry of its quality.
Results:
In just one and a half years, Spakel was able to carve for itself a significant market share. In certain segments its dominated the competition. Constant flow of orders from the niche segments identified, forced the production unit to change to automatic machinery and work three shifts. Full range of packing was introduced. With the phenomenal success in such a short time, the company is now poised to add new products to its line.