JML’s “Callisto Lite”: is the brand extension a problem or the product itself?
Ashita Aggarwal, Shriram R. Iyer
Informasi Umum
Kode
24.10.404
Klasifikasi
658.5 - Management of production, Production management in manufacturing enterprises, Production managmeent in service industries, Comprehensive works on logistics
Jenis
Case Studies
Subjek
Brand Management
No. Rak
Dilihat
175 kali
Informasi Lainnya
Abstraksi
JML was a 74-year-old company and was a No.1 player in the domestic market and No. 4 globally. It maintained this leadership position through a robust product portfolio and serving new needs and opportunities. Customers associated JML's products (buses and trucks) with high-quality performance, sturdiness & reliability. JML had a well-established brand – “Callisto”, in the heavy bus segment but saw an opportunity in light buses, which could be used within the city and for school and office commute purposes. They launched Callisto Lite, a variant of successful Callisto buses, in 2015 for cashing this opportunity. Though initially, the brand showed positive signs but soon lost the novelty value and saw low returns on marketing investments. Callisto Lite was also diluting the strong brand equity of the successful parent brand. The management was undecided as to what to do. Should they move out of the segment or continue? Each had its own pros and consequences, and the decision was not easy.
Koleksi & Sirkulasi
Tersedia 1 dari total 1 Koleksi
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Pengarang
| Nama | Ashita Aggarwal, Shriram R. Iyer |
| Jenis | Perorangan |
| Penyunting | |
| Penerjemah |
Penerbit
| Nama | Emerald |
| Kota | New York |
| Tahun | 2024 |
Sirkulasi
| Harga sewa | IDR 0,00 |
| Denda harian | IDR 0,00 |
| Jenis | Non-Sirkulasi |
