could cut costs and communicate the value proposition of their product • Various options that could be explored for potential market entry (acquisitions, tie- ups, green-field etc) of an international chocolate and confectionery manufacturer in India • A mobile handset manufacturer, which had a leading position in the market but its retailers were threatening to shift to other brands because they weren’t making as much money on the sale of this brand. Examine possible reasons for this and suggest ways to overcome the problem • Market Entry Strategy Case in Retail. Develop a two by two framework to evaluate the prospects of 3 lines of retail business – Baby Care Products, Soft Clothing like screens, bed spreads, etc. and Leather Accessories 7
Accenture Strategy 8
Market Entry– BAJAJ SCOOTER Problem Statement: Calculate market size for Bajaj that wants to re-enter the scooter segment The Interview Candidate : Sudeep Nayak Sector : Automobile Industry Interviewer Good Morning Sudeep, let’s get started with the case directly? Sudeep Good Morning Sir. Yes, sure. Interviewer Great. Let us say Bajaj wants to launch a scooter. It had exited this business. It wants to relaunch its scooter product offerings. Prepare a guesstimate for the market size for Bajaj Scooters in India. Sudeep’s Approach He started with Urban-Rural classification. Then he subdivided it on the basis of age. Within urban, he classified the different categories within age on the basis of their paying capacity. (Matrix Approach) Interviewer Okay, go ahead. Sudeep People with high paying capacity wont prefer scooter, so they are out of the market. Teenage students from the age of 15-18, the low wage group and the middle waged group. Interviewer Sounds fine, but are you sure you aren’t missing out on anything? Company : Accenture Type of Case : Unconventional/Vague Sudeep ( After thinking )Sir, I should have considered the gender aspect too. Because in case of bikes, males are the prominent buyers. But in case of scooters, women would have a higher proportional than in the bike case. I will start it again. Interviewer No, there is no need for that. Give me the final formula for arriving at the final demand number. Sudeep Population in Urban Area*Total number from respective gender*Percentage of employement*Percentage in the Requisite Income Group*Percentage of Scooter Riders Interviewer Alright. So now lets assume the market size has been estimated. Now what next? Sudeep Now I have to analyse the possible synergies between the new and existing products. I have to see how compatible the existing machinery is for producing the scooters. And then estimate the number of more machines required. Then I will have to check for profitability. Sudeep’s Approach He talked of the competitor’s analysis to gauge the strengths and shortcomings of their competitors. He suggested conducted market surveys to identify the gaps, needs, expectations and customer perception. (Determining the market size and share, synergy analysis, break-even analysis, go-to strategy) Interviewer No, I think we are done with the case.
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- Fall '16