1. Renault Duster Case Study 2. 2. Renault India • Renault came to India in 2005 in a JV with Mahindra and launched the Renault-Mahindra Logan • Within a short span of 5 years, Renault ended its JV with Mahindra and planned to strengthen its network in India by launching new cars by 2011 • Fluence became the first car launched by Renault in India • Expanded it portfolio by launching Koleos and Pulse • However, it was 2012 which proved to be a tipping point for the company when it launched its iconic compact SUV Renault Duster 3. 3. Dacia Duster • Duster was officially launched at the Geneva Motor Show, by the Romanian based Dacia group • Dacia is one of the Romania based automobile company founded in 1966 • It was later acquired by Renault in 1999 with an ambition to make Romania the automobile hub for Europe and Central Asia • Duster positioned as the ‘shockingly affordable car in Europe is considered as one of its most successful launch 4. 4. SUV Market in India SUV’s MUV’sVehicle Categories in India Renault’s Category Innovation Compact SUV A SUV that married the comfort of a sedan, to the rugged strength of a SUV 5. 5. Renault Duster “Made in India” • Globally sold as Dacia Duster, it was sold as Renault Duster in India due to higher brand awareness among Indian consumers for Renault • Globally positioned as the ‘shockingly affordable’ car it was re-positioned as ‘for the unstoppable Indian” • Highly Localized, carrying 60 per cent localized parts 6. 6. Different Launch Strategy • A relentless pre-launch communication strategy • Three weeks prior to the launch of the vehicle a commercial men weeping and a statement “our apologies to those who brought a sedan” • The campaign was also extended to digital platform to reach the right audience for the car • It created a lot of buzz among the Indian consumers for the new Renault Duster • Clearly understanding the Indian consumer’s love for cricket, Renault associated with Cricket by sponsoring the Extra Innings (IPL) and Ind Vs SL series where the car was given to Virat Kohli for being the ‘Man of the Series’ 7. 7. Different Launch Strategy • The company also encouraged auto reviewers, journalists from auto publications, even bloggers, to test drive the vehicle and write and speak about it • In metro cities, special “Renault Lounge” were created at five star hotels, complete with an LED entrance arch, circular stage with LED screens, white leather couches for guests and a long ramp as a strategic driveway for the Duster • Renault Duster targeted 360 media activities, including television commercials, radio spots, out-of-home and digital media activities • Renault Duster also offered a four years warranty assurance and a 24 hour helpline for consumer complaints. 8. 8. What has worked for Duster in India? • The right product at the right time and price • Renault offered what no other car in India offered • Aggressive & Innovative marketing strategy • Higher Customer Satisfaction, An independent survey from TNS nine months after the launch of the vehicle ranked Duster No 1 in post purchase customer satisfaction • Most importantly, Duster emerged as car designed and marketed keeping the ‘Unstoppable Indians’ in mind 9. 9. T H A N K Y O U

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Top of Form Renault SA | Parent Company | Renault SA and French Government | Category | Sedan, Hatchback, SUV | Sector | Automobiles | Tagline/ Slogan | Drive the change | USP | Strong Hold on European markets | STP | Segment | SUV, Hatchback, Sedan Segment of Car users | Target Group | Businessmen, Young executives, Families | Positioning | Positioned as a car manufacturing company which offers wide range of cars to select form starting from super-mini car to MPVs | Product Portfolio | Brands | 1. Renault Koleos 2. Renault Laguna3. Renault Latitude 4. Renault Logan5. Renault Megane 6. Renault Scenic7. Renault Wind | SWOT Analysis | Strength | 1. Wide customer base and loyalty in European markets2. One of the Largest automobile group with Nissan collaboration
3. International market presence with stronghold in the European market
4. Offers wide variety to choose from including sedan, SUV and hatchbacks
5. Available in over 110 countries with a workforce of over 125,000
6. Actively involved in global motorsport events as teams and sponsors
7. Strong brand associations with Nissan , Mahindra etc helped in global reach | Weakness | 1. Despite European popularity, lacks penetration in Asian and growing markets
2. Cases of recall of cars slightly affected brand image | Opportunity | 1. Invest in hybrid and future cars2. Develop and sustain strong partnership with national car manufacturers3. Extend the distribution and servicing network to increase market penetration | Threats | 1. Competitive car manufacturers2. Innovative features introduced in competitive care which leads to product differentiation3. Competition with national car manufacturers who enjoy increased market penetration as well as brand awareness | Competition | Competitors | 1. Tata Motors
2. Maruti3. Toyota4. Nissan
5. Honda
6. Ford
7. Chevrolet
8. Hyundai |

Royal Enfield | Parent Company | Madras Motors & Royal Enfield | Category | Motorcycles, Scooters | Sector | Two-wheeler | Tagline/ Slogan | Handcrafted in Chennai; Trip | USP | Make bike like their motto “Made like a gun, goes like a bullet” | STP | Segment | Middle-class people who want a bike that is stylish and powerful | Target Group | Middle class youth from the age bracket of 25-35 | Positioning | A powerful motorcycle for bike adventurers | Product Portfolio | Brands | 1. Royal Enfield Bullet 2.Royal Enfield Classic3. Royal Enfield Thunderbird | SWOT Analysis | Strength | 1. Size and scale of parent company2. Effective Advertising Capability3. High emphasis on R and D4. Established brand name in the cruiser market5. Established market distribution channel
6. Exports motorcycles to 31 countries like the USA, Japan, UAE, Korea, Bahrain, UK, France, Germany, Argentina and many other countries | Weakness | 1. Weight of the motor cycle can be an issue for few customers.
2. Mileage of high cc bikes is an issue | Opportunity | 1.Two-wheeler segment is one of the most growing industries
2.Export of bikes is limited i.e. untapped international markets | Threats | 1. Strong competition from Indian as well as international brands
2. Dependence on government policies and rising fuel prices
3. Better public transport will affect two-wheeler sales | Competition | Competitors | 1. Bajaj Auto
2. Hero Motor Corp (Hero Honda)
3.TVS
4.Suzuki
5. Harley Davidson
6. Yamaha
7. Ducati |

Entertainment Network India Ltd | Parent Company | Times infotainment limited | Category | Radio broadcasting | Sector | Media and broadcasting | Tagline/ Slogan | It’s hot | USP | It's a dynamic medium, strong brand. | STP | Segment | Segmenting based on radio listeners age and taste | Target Group | Across all segments who use radio as entertainment ,15 and 34 age group | Positioning | Fun. Joy. Exuberance. High spirits. Energy. Verve. Sparkle. Vigour. Dynamism. Zing. Nothing less is expected of a youthful brand | SWOT Analysis | Strength | 1. A huge market share and listener ship for Radio Mirchi
2. Most favored in car listening
3. Youth appeal by sponsoring events at colleges
4. Presence in 33 cities and 6 metros across nine languages5. Cross promotion as it two more activities like experimental marketing and out house marketing6. As per the Limca Book of Records the Kolkata Police Friendship Cup organized by Radio Mirchi in association with the Kolkata Police isThe largest of its kind. More than 7000 players participated in the tournament.7. Creative and innovative content and programming formats became for Mirchi the real differentiator over other radio stations8. 20 hour long programming | Weakness | 1. High commercial breaks causes irritation to customers2. Decreasing users of radio is a potential concern | Opportunity | 1. Advent on internet radio and Wi-Fi radio.2. Use of high frequency traffic updates for increasing listenership3. Large chunk of retail revenue which can be diverted | Threats | 1. Fragmented markets due to unorganized players2. Emergence of new technology and media3. More competition means declining market share revenues | Competition | Competitors | 1. Big Fm2. Radio City FM |