PRODUCT AND BRAND MANAGEMENT

NAME: YASH RAVI PAWAR

MBA/MMS SPECIALIZATIONS: SYMMS MARKETING
ROLL NO: 45
SUBJECT: PRODUCT AND BRAND MANAGEMENT
1. Explain the concept of Product Line and product Mix through any one
example with proper representation.

A PRODUCT LINE is a group of product that a company creates under a single brand.

The products are similar and focus on the same market sector. Maybe their function or
channel distribution are the same or similar. Perhaps their physical attributes, prices, quality,
or type of customers are the same. We call the activity product lining.

A company can have more than one product line. The number of product lines it has reflects
its resources, i.e., how powerful it is.

Product line numbers might also show the other players in the marketplace how competitive
the company is.

Marketing executives believe that product lines give companies a competitive advantage.
When a business has a competitive advantage, it has an edge over its rivals.

When a company has many product lines and groups them together, it creates a
product mix.

“A product line is a group of related products produced by one manufacturer. For example,
products that are intended to be used for similar purposes or to be sold in similar types of
shops.

Product lines are often part of a marketing strategy. Companies keep adding more products to
attract buyers. Specifically, they want to attract buyers who are familiar with the brand.

A marketing strategy exists when you combine all your marketing goals and objectives into
one comprehensive plan.

For example, a company that has a product line in grooming and hair care might add a new
line in personal care. A company that makes telecommunications software may introduce a
new app for tracking a cell phone. Customers who already know the brand will be more
willing to buy from their new line.
In most companies, the Product Line Manager supervises a product line. This person is in
charge of determining what stays and what goes. In other words, which products to get rid of
and which ones to add to the range.

Procter & Gamble (P&G) is a good example of a company with several product lines. It has
approximately 300 brands within its ten different product lines.

P&G has product lines in Baby Care, Family Care, Feminine Care, Fabric Care, Home Care,
and Hair Care. It also has product lines in Personal Health Care, Grooming, Oral Care, and
Skin and Personal Care.

P&G Today Has a Much Stronger Portfolio, positioned to Win: P&G has transformed its
portfolio into 65 brands and 10 core categories where products solve problems and
performance drives purchase. The new portfolio is focused on daily-use household and
personal care categories that leverage P&G's core strengths in consumer understanding,
branding, product and package innovation, and go-to-market execution. They are faster-
growth, higher-margin businesses.
 Product mix

Product mix is total set of brand that are marketed by a company.

For example: Philips offer products for sound & vision, personal care, mother & child care,
house hold product, lighting, automotive, and accessories as there are different types of products
that Philips offer this product maybe similar to each other’s they may not be similar to each other

Product line is a group of brands that are closely related in terms of functions & benefits Within
product mix we have

 Width: Number of product line

 Length: Number of product in a product line
 Depth: Number of variants of a product
 Consistency: How closely related are product lines within the product mix
Width means total number of all product lines that a company has which means all to product
which are closely related they put them in to one product line and how many such product line
dose the company has. So that number of product lines called as width of product mix.

Length means the total number of items in a product line or total number of item for the hole
product mix generally we refer this length as one product line.

Depth is variant of each product this means if we have one particular product then how many
units we have.

Consistency means how closely related are this product line in the end use which means for a
consumer how closely related are benefits of different products in this different product line.

When a company has many product lines and groups them together, it creates a
product mix.

PRODUCT MIX OF P&G

 2. Discuss the New Product Development w.r.t. any real example.

To create successful new product, the company must understand its customers, market and
competitors have to develop product that deliver superior value to customer.
In order to stay successful in the face of maturing products, companies have to obtain new ones
by a carefully executed new product development process. But they face a problem: although
they must develop new products, the odds weigh heavily against success. Of thousands of
products entering the process, only a handful reach the market. Therefore, it is of crucial
importance to understand consumers, markets, and competitors in order to develop products that
deliver superior value to customers. In other words, there is no way around a systematic,
customer-driven new product development process for finding and growing new products. We
will go into the major steps in the new product development process.
  New product development process
1. Idea generation and screening:
 market size
 product price
 development time & cost
 manufacturing cost
 rate of return
2. Concept development and testing: Alternative product concept testing
3. Marketing strategy:
 overall strategy
 short term strategy
 long term strategy
4. Business analysis: review of product sales, cost, and profits projection
5. Product development: If they meet company objectives move to product development
6. Test marketing:
 Standard Test Market
 Controlled Test Market
 Simulated Test Market were product tried out for first time
7. Commercialization: Introducing product into market

Nissan Motors

Product development: create new products that can be sold in existing markets

Nissan was the first major automaker to commit to the mass production of an electric vehicle
(EV). In 2008, it made good on its promise with the launch of the Nissan Leaf. Industry analysts
immediately recognized the significance of this major move. The Economist had this to say:
Within the industry, the adjective most often used to describe Mr. Ghosn’s plan to make the
Renault-Nissan alliance the first big manufacturer of zero-emission vehicles is “bold”—in
other words, somewhere between very risky and certifiably mad.[1]

In 2011, industry watchers reported the following:

When announced in 2008, Nissan’s EV [electric vehicle] program was lauded by

environmentalists and derided by the auto industry in equal measure. Nearly three years on .it
has precipitated a seismic shift towards EVs in the auto industry, with all the other automakers
now following suit. But will Nissan’s heavy EV investment program deliver the environmental
benefits and market share that it hopes for? It is too early to tell, but it is undeniably exciting.[2]

Eight years after the Nissan Leaf was introduced, it’s fair to say that the company’s gamble paid
off. Nissan saw two unmet needs in the market that it sought to address. It recognized that the
zero-emissions Leaf would appeal to the environmentally minded consumer concerned about
climate change. With oil prices on the rise, Nissan saw that their electric vehicle would also
appeal to the cost-conscious consumer who wants to save on fuel expenses.

Today, the Nissan Leaf is the world’s top-selling, highway-legal, plug-in electric car,
reaching global sales of nearly 200,000 vehicles in September 2015.[3] The company’s product
development strategy enabled it to move into a leadership position among EV manufacturers,
while successfully fulfilling unmet needs in its existing markets.