MMS Semester III 2020-22: Product and Brand Management

SIES COLLEGE OF MANAGEMENT STUDIES, NERUL, NAVI MUMBAI – 400 706
MMS Semester III 2020-22
Product and Brand Management

End Term Examination
Max marks :60
Date 8-12-22 Time 10am-1noon
Q1 is compulsory and carries 20 marks
In addition to Q1, there are six questions. Each question carries 10 marks. You must attempt
any four out of the remaining six questions and within each question: students must attempt
any two out of the three sub –questions
Case study (20)
Innovations and new product launches at Hindustan Unilever Ltd.’s (HUL) personal care
brand Lakmé have surged over the last few years amid soaring demand for beauty products in
India, and rising competition from foreign and home-grown brands, such as L’Oréal-owned
Maybelline, Colorbar and MAC. The pace of innovation at Lakmé, which sells coloured
cosmetics and skin care products, is up nearly three times than what it was few years ago,
said a top HUL executive.
“As the market has evolved, our pace of innovation has every year been more than what it
was in the past. If earlier we were doing 5-10 innovations a year, today we are doing 30-50
innovations, or renovations, on Lakme," said Sandeep Kohli, executive director, personal
care, HUL.
India’s ₹97,000-crore beauty and personal care market is undergoing a shift, especially with
smartphone-wielding millennials searching for latest beauty trends and are willing to
experiment. Higher disposable incomes are also making shoppers spend more on grooming
products and services.
Lakmé, which was among the first beauty brands to be launched in India back in the 1950s, is
keeping pace with these trends. Lakmé crossed the ₹1,000-crore mark in sales in 2017-18,
joining the league of brands such as Lux and Vim that have breached the ₹1,000-crore sales
mark in HUL.
In a recent earnings presentation released by the company, it noted that innovation-led growth
in its coloured cosmetics portfolio had helped the turnover of such products grow 2.3 times
between FY13 and FY19. The firm said 150 stock keeping units are being launched every
year on an average.
Estimates from research firm Euromonitor suggest that Lakmé ranks No.1 in the coloured
cosmetics market in India, followed by Maybelline, Elle 18 (owned by HUL), Colorbar, and
Oriflame.
Lakmé benefits not only from the vast reach of its parent, HUL, in India’s fast-moving
consumer goods market, but also from its pace of innovation and strong celebrity
endorsements that have helped build a strong consumer connect. “They want to be
everywhere and participate in whatever new trends are there in the market," said a top
executive at a beauty retail chain, requesting anonymity.
Kohli said variety-seeking Indian shoppers are demanding more goods, clearly an outcome of
the exposure to the internet. In May 2018, the brand introduced its first ever range of natural
make-up and skin products under its Lakmé 9 to 5 range in line with the growing demand for
natural ingredients.
The trend to launch premium beauty products has been on the rise, as it seeks to expand its
portfolio that traditionally served value-seeking shoppers.
As a result, its portfolio today consists of products priced as low as ₹99 to lipsticks that now
cost ₹1,300.
Kohli added that currently, premium brands are the fastest growing “because that’s where the
market is evolving". Lakmé has also become more aggressive with its pricing strategy to keep
ahead of other mass-market brands, he added.
Lakme’s drive comes at a time when competition in the beauty market is heating up. Besides,
the emergence of online as a popular sales channel for beauty goods could also pose a
challenge to Lakmé, as entry barriers to sell online are low. Lakmé will need to do more to
build its presence online. In December, Lakmé rolled out its own e-commerce portal to tap
into the growing demand for beauty products online. Kohli acknowledged that competition
has also “intensified". “Competition is good because the penetration of each of these products
and each of these categories in India is still very low," he added.
Q1a) Comment on the Buyers Persona for the Lakme brand and coloured
cosmetic market in general? (CO1 and CO2) (5)
b) What key parameters should Lakme keep in mind for the brand Loyalist consumers?
(CO2) (5)
c) Prepare Customer based Brand Equity Model for Lakme as a brand?
Section B
Q2. a) Explain the key success factors that help in building a Brand? (CO1) (5)
b) Define Brand Equity? (CO1) (5)
c) In the Pharmaceutical sector what role does Brand Manager play? (CO3) (5)
Q3. a) How Agile technologies help in Product Management? (CO2)(5)
b) Give examples of Brands who are image focussed and Product focussed? (CO3) (5)
c) Differentiate between Brand Identity and Brand Loyalty with examples? (CO2) (5)
Q4. a) What help can perceptual maps provide to brand manager. Draw perceptual map for
any brand in the cosmetic industry? (CO2) (5)
b) Explain with examples Brand loyalist and brand switchers as customers and suggest
strategies? (CO3) (5)
c) Prepare customer-based brand equity model for Red Bull Energy Drink? (CO2) (5)
Q5 a) Critically analyse the LOGO of PUMA, NIKE, ADIDAS, WILDCRAFT? (CO4) (5)
b) Give examples of Tangible and Intangible attributes of Mamaearth? (CO3) (5)
c)What is the importance of primary and Secondary associations to a brand? (CO1) (5)
Q6.a) What are the key parameters to be kept in mind for deigning a Brand element? (CO3)
(5)
b) What influences perceived quality of Product and Service? (CO2) (5)
c)Explain Brand Asset valuator model of UBER cabs? (CO3) (5)
Q7.a) How can Brand Position and Brand Image be a Brand Identity Trap? (CO1) (5)
b) How to create Value proposition for a Product and Prepare value Proposition for Hero
electric? (CO2) (5)
c)Enumerate the reasons for growth of customize Branding in India? (CO4) (5)

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SIES COLLEGE OF MANAGEMENT STUDIES, NERUL, NAVI MUMBAI – 400 706

MMS Semester III 2020-22

Product and Brand Management

Date 8-12-22 Time 10am-1noon

Q1 is compulsory and carries 20 marks

Case study (20)

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