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TitlePROJECT_REPORT_ON_MARKETING_STRATEGY_OF_NALCO.doc
TagsStrategic Management Aluminium Metals Sodium Hydroxide Aluminium Oxide
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Total Pages84
Table of Contents
                            5.3.3.2 The BCG Growth-Share Matrix
	Fig 5. BCG Growth-Share Matrix
	Limitations
                        
Document Text Contents
Page 1

National Aluminium Company Limited, India

PROJECT REPORT

ON

MARKETING STRATEGY OF NALCO

Prepared by:

PITABASH BEHERA

Roll No.1410MBA13

Under the guidance of

Mr. J.P DASH

Assistant General Manager (Marketing)

Corporate office

NALCO, Bhubaneswar-751061

P.G DEPARTMENT OF BUSINESS ADMINISTARATION

SAMBALPUR UNIVERSITY, JYOTI VIHAR, BURLA, 768019, ORISSA
Visit us at:[email protected]

17th June 2011

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DECLARATION



I declare that this project report entitled “MARKETING STRATEGY OF NALCO” prepared
by me is a confide record of work done at NALCO Bhawan, Bhubaneswar Corporate Office
located at Nayapalli,under the guidance and supervision of, Mr. J.P Dash, Assistant General
Manager (Marketing), Corporate office,NALCO,Bhubaneswar-751061









Pitabash Behera

SAMBALPUR UNIVERSITY

JYOTI VIHAR, BURLA,

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Marketing warfare strategies - This scheme draws parallels between marketing strategies and
military strategies.

5.3.3 Strategic models

Marketing participants often employ strategic models and tools to analyze marketing decisions.
When beginning a strategic analysis, the 3Cs can be employed to get a broad understanding of
the strategic environment. An Ansoff Matrix is also often used to convey an organization's
strategic positioning of their marketing mix. The 4Ps can then be utilized to form a marketing
plan to pursue a defined strategy.

• Marketing in Practice

• The Consumer-Centric Business

There are a many companies especially those in the Consumer Package Goods (CPG) market
that adopt the theory of running their business centered around Consumer, Shopper & Retailer
needs. Their Marketing departments spend quality time looking for "Growth Opportunities" in
their categories by identifying relevant insights (both mindsets and behaviors) on their target
Consumers, Shoppers and retail partners. These Growth Opportunities emerge from changes in
market trends, segment dynamics changing and also internal brand or operational business
challenges.The Marketing team can then prioritize these Growth Opportunities and begin to
develop strategies to exploit the opportunities that could include new or adapted products,
services as well as changes to the 7Ps.

Real-life marketing primarily revolves around the application of a great deal of common-sense;
dealing with a limited number of factors, in an environment of imperfect information and limited
resources complicated by uncertainty and tight timescales. Use of classical marketing techniques,
in these circumstances, is inevitably partial and uneven.

Aldred Riachi Ph.D Developed a new strategic approach called the Five D's of competitive
Advantage. The model emphasized on adopting the following: Develope, Distinguish, Diagnose,
Decisiveness and Doctrine.

Thus, for example, many new products will emerge from irrational processes and the rational
development process may be used (if at all) to screen out the worst non-runners. The design of
the advertising, and the packaging, will be the output of the creative minds employed; which
management will then screen, often by 'gut-reaction', to ensure that it is reasonable.

For most of their time, marketing managers use intuition and experience to analyze and handle
the complex, and unique, situations being faced without reference to theory. This will often be
'flying by the seat of the pants', or 'gut-reaction'; where the overall strategy, coupled with the
knowledge of the customer which has been absorbed almost by a process of osmosis, will
determine the quality of the marketing employed. This, almost instinctive management, is what

http://en.wikipedia.org/wiki/4P's
http://en.wikipedia.org/wiki/Marketing_mix
http://en.wikipedia.org/wiki/Ansoff_Matrix
http://en.wikipedia.org/wiki/3C's
http://en.wikipedia.org/wiki/Marketing_warfare_strategies

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is sometimes called 'coarse marketing'; to distinguish it from the refined, aesthetically pleasing,
form favored by the theorists.

5.3.3.1 The Marketing Mix (The 4 P's of Marketing)

Marketing decisions generally fall into the following four controllable categories:

• Product
• Price
• Place (distribution)
• Promotion

The term "marketing mix" became popularized after Neil H. Borden published his 1964 article,
The Concept of the Marketing Mix. Borden began using the term in his teaching in the late
1940's after James Culliton had described the marketing manager as a "mixer of ingredients".
The ingredients in Borden's marketing mix included product planning, pricing, branding,
distribution channels, personal selling, advertising, promotions, packaging, display, servicing,
physical handling, and fact finding and analysis. E. Jerome McCarthy later grouped these
ingredients into the four categories that today are known as the 4 P's of marketing, depicted
below:

Fig 4. The Marketing Mix

These four P's are the parameters that the marketing manager can control, subject to the internal
and external constraints of the marketing environment. The goal is to make decisions that center
the four P's on the customers in the target market in order to create perceived value and generate
a positive response.

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2. Whether being a public sector is strength for Nalco?

A. Yes B. No

3. Whether Nalco’s conservative policy like debt-free company is weakness for
the company?

A. Yes B. No

4. Nalco being a Govt. Undertaking does it have low flexibility in operation?

A. Yes B. No

5. Whether having a product mix consisting of only primary product a weakness
of Nalco?

A. Yes B. No

6. Does Nalco need new updated technology?

A. Yes B. No

7. Being mainly an export oriented company, does it create any strength or
weakness for Nalco? (Please Tick)

A. Strength

B. Weakness

8. Among the following points rank the best opportunity for Nalco?

A. India being the second fastest growing economic in the world even within
the global crisis provides opportunity for growth.

B. Rich geological reserve base of Bauxite in India

C. Lower labor and cost of production in India.

D. Growing demand for Housing and booming Retail Sector.

E. Automobile Consumer durables & engineering sector are at very nascent as
per the global scale.

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F. If any Other.

(Rank them in a scale of 1-5, 1=Most seems to be…. 5= Least seems to be)

9. According to current scenario rank the most important threat for Nalco?

A. Growing competitors

B. Instability in Aluminum price

C. External Environment

D. Close substitute for aluminum

E. Reduction in Aluminum import tariff

10. Specify any other strength of Nalco -------------------------------

11. Could we visualize Nalco as the leader in its sector in the coming 10 years.

A. Yes B. No

If yes, please give at least 2 reasons.

1.

2.

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