Case Study 1: Transaction pricing in a recessionary economy Our client is an FMCG major that sells its products across many large and small retailers. The client is facing pressure from one such large retailer to cut prices across brands and categories. The client is therefore losing money on several products. Our client would like to use analytics to bring in some science into the pricing decision. Our analysis should help the client decide what pricing strategies should be applied to each product. How would you approach this analysis?
The data available is weekly price and volume data for all client brands at the retailer for a period of 2 years.
Case Study 2: Managing extreme seasonality Our brand is a high end lifestyle brand, famous globally. They however, face an issue of seasonal sales, with over 60% of their sales coming in the holiday period. They would like to understand how best to ensure sales in non seasonal periods as well and make the sales curve more even. Data available includes volume and values sales and usage and attitude studies.
Case Study 3: NPD (own label) at a supermarket chain A leading supermarket chain wants to expand its limited portfolio of RTE food products. Transaction data for the past 1 year is available. How would you go about understanding the type of products to be introduced? What is the launch strategy for the products chosen?
Case Study 4: Acquisition vs New product development A food major in the market with no chips brand in its portfolio. A decision has been made at the board level to either acquire an existing brand or launch a new one in this space. You are in charge of implementing this. 1. How will you take the decision on acquisition vs. new product development? Which metrics would you evaluate, what analysis would you perform & what data would you require? 2. If you decide to acquire a brand, how would you choose among the existing brands? What info do you require on each brand to make this call? a. Any intangible factors that would influence your valuation of existing brands? In case you decide to launch a new brand, how would you go about it? How would you decide the desired new brand characteristics and the associated marketing mix?
Case Study 5: Analyzing brand performance A chips brand has recently been launched, but its performance has not been too good. The large promotional investments put in have not yielded lasting returns. You are told to investigate what’s wrong with the brand. 1. What data would you request to complete your investigation in this case? 2. Can you talk about your analysis roadmap in this scenario? What possible corrective actions would you suggest (you are free to make relevant assumptions on the diagnosis)?
Case Study 6: Heritage brand with stagnating growth A very old chips brand (kind of like a heritage brand) is faced with stagnating growth. It continues to perform reasonably well on key equity parameters, and there is no decline compared to previous years. 1. How do you read the situation? What data would you require to make an accurate diagnosis of the issue? What are the potential corrective actions you would suggest? How would you decide between the various options?