Research by: Sandeep Puri, Rakesh Singh, & Raj Agnihotri
Abstract
In this case, students analyze B&T International in the Philippines. The case discusses the dilemma of launching a new product (shampoo in the tube form). The company was thinking of increasing revenue and market share with the launch of this new product. In addition, the success of the product would lead to the launch of this product in other Asian countries. However, the FlakeGlow Shampoo Anti-Dandruff (FlakeGlow) range didn’t grow well in 2023, and the Marketing Head is concerned about the possible cannibalization of sales with this new product launch. The sales of FlakeGlow shampoo vary across the regions, and the company needs to plan the target for FlakeGlow Range for different regions for 2024. In addition, the company had a dilemma of whether to launch the new product simultaneously in all regions or in a phased manner. What could be the new product’s segmentation, targeting, and positioning (STP) strategy?
Learning objectives
The case discussions will help to achieve the following learning objectives:
- To evaluate the risks of product cannibalization after a brand extension and develop strategies to mitigate these risks while maximizing overall brand profitability.
- To formulate (STP) strategy for the new product.
- Evaluate the internal and external factors to consider when setting sales targets.
- To analyze the advantages and disadvantages of launching a product simultaneously versus in a phased manner.
To cite this case: Puri, S., Singh, R. & Agnihotri, R. (2024). Can Sariwa Silk squeeze in a new segment?. Harvard Business Publishing, Product #: 8477-HTM-ENG
To access this case: https://hbsp.harvard.edu/product/8477-HTM-ENG?Ntt=Can%20Sariwa%20Silk%20Squeeze%20in%20a%20New%20Segment%3F
