failed product

7/28/2019 Failed Product

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Why do products fail?

There is an unending list of products which failedin the market due to various reasons but more or

less because of failure in one or more of the

following factor


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Product

Price

Place

Promotion


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The brand was targeted at the metroyouth was different. It was different in

taste, promotion, package, price etc.

Vanilla Coke was promoted in retro

style. The brand had Vivek Oberoi , the

then bollywood flame endorsing thebrand in an unusual style. Vivek sported

the retro look with typical combination

of Shammi Kapoor style in an Old

Lamby Scooter screaming Wakaw.

It failed because .The campaign was nottargeted at the right segment. This

campaign had its fair share of critics

also. The brand was priced at a

premium over the ordinary coke.


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There was no real need for

Crystal Pepsi. Despite the

shifting tides in early 90s

marketing towards

healthiness and purity,

people just didnt get excited

about a clear caffeine-free

Pepsi. Not really a surprise-

those who were that

concerned with the healthand colour of their beverage

probably would not be Pepsi

drinkers to begin with.


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Ganga had a revitalisation effort in

1997 when Godrej tried to relaunch

the brand under the name Doodh

Ganga. But those effort went in vain.

The primary reason why the brand

failed was that the differentiation was

not sustainable over time. Although

Hindu's are very religious in natureand rivers the tradition but the

consumers are sensitive when it comes

to purchasing products.


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The brand was positioned as " Two luxury

cars for the price of one" . The ads talked

about twin A/C, comfort and space. Versa

was launched with a 1300 cc engine which

was the same used in Maruti Esteem.

Despite the dream launch, Versa failed to

generate volume . The basic issue was the

price. Versa was launched with a price of Rs

5.15 lakh for the base model and the top end

model costs around Rs 6 lakh. Thoseenthusiastic customers who flocked the

showroom after viewing the ads was

shocked by the steep price of Versa. Versa

was priced at par with Maruti Esteem and

other entry level sedans.


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This unique brand is a classic case ofentire marketing mix gone awfully

wrong. A good idea killed by poor

marketing strategy.

The small TV market was the most

price sensitive one and customers was

not willing to pay 40 % premium for

colour alone. The brand failed to

convince the TG on the value

proposition of the brand.

There was segmentation issue also

playing spoil sport. Candy was not

focused on the TG because some

where the brand wanted to attract the

replacement market ( New TV for Old)

rather than positioning itself as a

second TV. This put additional volume

pressure on the brand which was at

best a Niche brand.


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Harley-Davidson launched a

perfume range. The idea in itself

created a confusion in the

masses.

It wasnt clear if it is meant forbikers who dont want to smell

like bikers, or is it for the people

who want to smell like bikers.

Simultaneously Harley Davidson

launched wine coolers, aftershave. For brands that inspire

strong loyalty, the temptation is

to test that loyalty to its limits by

stretching the brand into other

product categories.


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Virgin Cols was priced 15

20 per cent lower than the

two leading brands, not

enough consumers were

being won over. Part of the

problem was distribution.

Coca Cola and Pepsi

managed to block Virginfrom getting crucial shelf

space in half the UKs

supermarkets


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failed product

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