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Unsuccessful products
   There is an unending list of products
    which failed in the market due to various
    reasons but more or less because of
    failure in one or more of the following
    factor
Unsuccessful products
   The brand was targeted at the metro
    youth 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 the brand in
    an unusual style. Vivek sported the retro
    look with typical combination of Elvis style
    + Shammi Kapoor style in an Old Lamby
    Scooter screaming Wakaw.
   It failed because .The campaign was not
    targeted at the right segment. This
    campaign had its fair share of critics
    also. The brand was priced at a premium
    over the ordinary coke. This may have
    discouraged the TG from checking out the
    brand
Levis type1 was a
style introduced
by denim market
leader Levi Strauss
& co. and failed
to influence
buyers to buy this
product. It is said
that a product
should identify its
target market
when launching.
Levis type1 was
launched with
evaluating its
target audience
and thus, failed.
   There was no real need
    for Crystal Pepsi. Despite
    the shifting tides in early
    90’s marketing towards
    healthiness and
    purity, people just didn’t
    get excited about a
    clear caffeine-free Pepsi.
    Not really a surprise-
    those who
    were that concerned
    with the health and
    colour of their beverage
    probably would not be
    Pepsi drinkers to begin
    with.
   The Lisa was geared
    towards business
    consumers, though
    those consumers
    were attracted to
    the lower price tag
    on IBM PCs. NASA
    got behind the Lisa
    project, which they
    regretted after it was
    discontinued two
    years later.
This computer
had a hefty
price tag. At
$699, it was
twice the price
of computers
from Atari and
Commodore.
Many were
also
disappointed
at the
awkward
layout of the
factory-
shipped
keyboard.
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 nature and
rivers the tradition but the
consumers are discerning
when it comes to
purchasing products
Sierra primarily
failed in the
market because
of its steep price.
Priced around Rs
5 lakh, the brand
failed to appeal
to the value
proposition of the
Indian consumer.
Sierra can be said
as a brand that
came too early.
The Indian market
was not ready for
this concept.
Blaze is so far the most
powerful scooter in
India. This 165 cc mean
machine is huge and
heavy.
Blaze was all set to
redefine the scooter
market in India
 The launch ads ( TVC)
was nothing but a
marketing disaster. The
agency just killed the
product. The ad talks
about Rohit Varma.
Then the baseline says "
Short cut to Fame". It is
one of the lousiest
positioning statements
ever.
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.
Those enthusiastic
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.
the brand's
disaster started in
1996 when
Whirlpool acquired
this brand globally.
Whirlpool wanted
to sacrifice
Kelvinator for its
own brand.
Kelvinator's main
positioning was
based on its
cooling power. The
tagline aptly
captures the USP
of the brand.
Kelvinator's
compressors was
one of the best
available globally.
The arbitrary song
limit hurt the ROKR's
appeal. Many users
also discovered
that transferring
music to the phone
was slow compared
to dedicated
players, due to lack
of support for Hi-
Speed USB , and
there was also no
wireless
transfer. Lastly, the
ROKR was criticized
for being too much
like the preceding
E398. As a result, the
ROKR E1 sold below
expectations
despite a high-
profile marketing
campaign
Street was the Indian version
of the world famous Honda
Cub series. Honda Cub was
the world's largest selling
single model bike which has
sold more than 2.5 crore units.
The case is about marketing
mistake. The product failed in
all aspects of marketing mix
except the distribution.
The product was not good
enough. It looked like a
glorified M80 from Bajaj
which was used by Fish
vendors and the like.
The campaign was also not
successful. The initial
campaign tried to teach the
customers the new Clutch less
gear system and its
efficacy, the customers was
not impressed with this
feature.
Riding on the pulling
power of Hrithik
Roshan, Tamarind had
a huge brand recall
during the launch.
Tamarind was
positioned as a
fashion wear. The
clothes were designed
by the famed London
based designer John
Paul Vivian. The brand
had the tagline " The
Flavour You Wear ".
The brand was
designed to be a fun,
fashionable trendy
brand.
Three major factors
was the cause of this
brand's failure.
Price and
Distribution and
Differentiation.
This unique brand is a
classic case of entire
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.
Blackberry 9500
launched in a market
to compete with
Apple’s iPhone. Highly
volatile market which
demanded for
performance.
Unfortunately, the
storm didn’t perform
as expected. It had
various flaws in its
technology.
Flaws like No Wi-Fi,
Memory, Capacitive
Touch Feature.
Due to all such issues,
customer is reluctant to
buy Blackberry Storm,
resulting in low prices
and no resale value
Trouble for Subhiksha
began in late 2008
when the company
ran out of
cash, bringing its
operations to a
standstill. Subhiksha
faced severe financial
crisis pertaining to
liquidity. The cash
shortage eventually
resulted in Subhiksha
closing its nationwide
network of 1,600
supermarket
stores, and defaulting
on loans, vendor
payments and staff
salaries. The
overextended chain
imploded and all
stores across the
country were shut
down, most likely
never to open again
Tapping into the
booming bottled-
water market, the
beer conglomerate
introduced Rocky
Mountain Sparkling
Water — but unwisely
kept the Coors logo
front and centre on
the label, making it
impossible not to
worry about driving
home after a heavy
dose of H2O. Sales
for the water, which
came in original,
lemon-lime and
cherry flavours, did
poorly.
The beverage was
eventually
discontinued.
The mid sized sedan
segment is super
crowded with focused
products at the same
price point as the
Kizashi. Compound this
with the fact that the
Kizashi often shares
showroom space with
superior products, which
means salespeople are
less motivated to focus on
a car that is less likely to
result in a sale.
 Suzuki has never been
known in the US for
luxurious or sporty
vehicles, and there are
few dedicated Suzuki
dealerships, often
combined with other
brands like Hyundai or
Subaru that have more
appealing product.
Maruti Suzuki
Grand Vitara has
been a market
failure in India.
Grand Vitara had
engine
problems, steering
control problems
and it was a petrol
version when
launched in India
which gave the
average of 7-
10kmpl.
Learning from the
failure, Suzuki has
launched diesel
variants and
recalled the cars
with the problems
and repaired it
world wide.
Apart from the Enticer
from Yamaha, Kinetic
in collaboration with
Hyosung Motors
launched Kinetic
Aquila a few years
back, featuring a
250cc, V-twin, liquid
cooled engine, 26 bhp
of power at 9000
RPM, and a top speed
of 130 kmph. This bike
was priced at 1.75
lakhs on road and I
think this was not only
heavily priced, but the
root cause of its
failure.
Maruti Suzuki
launched a limited
edition model of the
mega hit Zen. The
Indian car buyer is
known to be
potentially resistant to
retro looks when it
comes down to cars.
Zen classic was
launched in the year
2000, when its
competitors were
catching the Indian
car buyer. The mass
wanted to switch to
more technological
advancements in their
four wheelers. This is
what went wrong with
this product. Zen
classic design was
more to attract
eastern European
countries.
When Unilever’s star
brand Persil announced
the launch of a powerful
new formula, aptly called
Persil Power, many
consumers got excited by
the product’s apparent
ability to fight any stain.
However, when the
product hit the market
place in May 1994, it
proved so powerful that
under certain conditions it
didn’t only destroy stains,
it destroyed clothes as
well.
The battle reached the
level of farce last summer
when Procter and
Gamble executives
paraded pairs of boxer
shorts in public, saying
that in tests commissioned
by them, Persil Power was
found to have damaged
the underwear.
Oranjolt needed to be
refrigerated. The problem
was that Indian retailers
tend to switch off their
shop refrigerators at night.
As a result, Oranjolt faced
quality problems. The
product has a shelf life of
three to four weeks where
other soft drinks were
assured a shelf life of over
five months. Servicing
outlets was also a
problem.
 Rasna failed to
anticipate the quality
problems it faced as a
result of retail practices.
Rival Coca-Cola
had begun a "Coca-
Cola in the morning"
advertising
campaign, yet it was
Pepsi who took the
movement to the
next level. In a bid to
capture the elusive
morning beverage
market, the bottler
released Pepsi
A.M., which featured
28 per cent more
caffeine per ounce
than its original soft
drink. The idea
flopped, of
course, though it's
not known just how
much PepsiCo lost in
the botched
experiment.
The worst of all bad
ideas must surely be
the Thirsty Cat! and
Thirsty Dog! brands
of bottled water
designed for
pampered pets.
Although the water
came in such ‘thirst-
quenching’ flavours
as Crispy Beef and
Tangy Fish, pets and
their owners
remained
unimpressed.
Harley-Davidson
launched a perfume
range. The idea in itself
created a confusion in
the masses. It wasn’t
clear if it is meant for
bikers who don’t want
to smell like bikers, or
is it for the people who
want to smell like
bikers. Simultaneously
Harley Davidson
launched wine
coolers, after shave.
For brands that inspire
strong loyalty, the
temptation is to test
that loyalty to its limits
by stretching the
brand into other
product categories.
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 Virgin from
getting crucial shelf
space in half
the UK’s
supermarkets

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Unsuccessful products

  • 2. There is an unending list of products which failed in the market due to various reasons but more or less because of failure in one or more of the following factor
  • 4. The brand was targeted at the metro youth 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 the brand in an unusual style. Vivek sported the retro look with typical combination of Elvis style + Shammi Kapoor style in an Old Lamby Scooter screaming Wakaw.  It failed because .The campaign was not targeted at the right segment. This campaign had its fair share of critics also. The brand was priced at a premium over the ordinary coke. This may have discouraged the TG from checking out the brand
  • 5. Levis type1 was a style introduced by denim market leader Levi Strauss & co. and failed to influence buyers to buy this product. It is said that a product should identify its target market when launching. Levis type1 was launched with evaluating its target audience and thus, failed.
  • 6. There was no real need for Crystal Pepsi. Despite the shifting tides in early 90’s marketing towards healthiness and purity, people just didn’t get excited about a clear caffeine-free Pepsi. Not really a surprise- those who were that concerned with the health and colour of their beverage probably would not be Pepsi drinkers to begin with.
  • 7. The Lisa was geared towards business consumers, though those consumers were attracted to the lower price tag on IBM PCs. NASA got behind the Lisa project, which they regretted after it was discontinued two years later.
  • 8. This computer had a hefty price tag. At $699, it was twice the price of computers from Atari and Commodore. Many were also disappointed at the awkward layout of the factory- shipped keyboard.
  • 9. 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 nature and rivers the tradition but the consumers are discerning when it comes to purchasing products
  • 10. Sierra primarily failed in the market because of its steep price. Priced around Rs 5 lakh, the brand failed to appeal to the value proposition of the Indian consumer. Sierra can be said as a brand that came too early. The Indian market was not ready for this concept.
  • 11. Blaze is so far the most powerful scooter in India. This 165 cc mean machine is huge and heavy. Blaze was all set to redefine the scooter market in India The launch ads ( TVC) was nothing but a marketing disaster. The agency just killed the product. The ad talks about Rohit Varma. Then the baseline says " Short cut to Fame". It is one of the lousiest positioning statements ever.
  • 12. 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. Those enthusiastic 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.
  • 13. the brand's disaster started in 1996 when Whirlpool acquired this brand globally. Whirlpool wanted to sacrifice Kelvinator for its own brand. Kelvinator's main positioning was based on its cooling power. The tagline aptly captures the USP of the brand. Kelvinator's compressors was one of the best available globally.
  • 14. The arbitrary song limit hurt the ROKR's appeal. Many users also discovered that transferring music to the phone was slow compared to dedicated players, due to lack of support for Hi- Speed USB , and there was also no wireless transfer. Lastly, the ROKR was criticized for being too much like the preceding E398. As a result, the ROKR E1 sold below expectations despite a high- profile marketing campaign
  • 15. Street was the Indian version of the world famous Honda Cub series. Honda Cub was the world's largest selling single model bike which has sold more than 2.5 crore units. The case is about marketing mistake. The product failed in all aspects of marketing mix except the distribution. The product was not good enough. It looked like a glorified M80 from Bajaj which was used by Fish vendors and the like. The campaign was also not successful. The initial campaign tried to teach the customers the new Clutch less gear system and its efficacy, the customers was not impressed with this feature.
  • 16. Riding on the pulling power of Hrithik Roshan, Tamarind had a huge brand recall during the launch. Tamarind was positioned as a fashion wear. The clothes were designed by the famed London based designer John Paul Vivian. The brand had the tagline " The Flavour You Wear ". The brand was designed to be a fun, fashionable trendy brand. Three major factors was the cause of this brand's failure. Price and Distribution and Differentiation.
  • 17. This unique brand is a classic case of entire 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.
  • 18. Blackberry 9500 launched in a market to compete with Apple’s iPhone. Highly volatile market which demanded for performance. Unfortunately, the storm didn’t perform as expected. It had various flaws in its technology. Flaws like No Wi-Fi, Memory, Capacitive Touch Feature. Due to all such issues, customer is reluctant to buy Blackberry Storm, resulting in low prices and no resale value
  • 19. Trouble for Subhiksha began in late 2008 when the company ran out of cash, bringing its operations to a standstill. Subhiksha faced severe financial crisis pertaining to liquidity. The cash shortage eventually resulted in Subhiksha closing its nationwide network of 1,600 supermarket stores, and defaulting on loans, vendor payments and staff salaries. The overextended chain imploded and all stores across the country were shut down, most likely never to open again
  • 20. Tapping into the booming bottled- water market, the beer conglomerate introduced Rocky Mountain Sparkling Water — but unwisely kept the Coors logo front and centre on the label, making it impossible not to worry about driving home after a heavy dose of H2O. Sales for the water, which came in original, lemon-lime and cherry flavours, did poorly. The beverage was eventually discontinued.
  • 21. The mid sized sedan segment is super crowded with focused products at the same price point as the Kizashi. Compound this with the fact that the Kizashi often shares showroom space with superior products, which means salespeople are less motivated to focus on a car that is less likely to result in a sale. Suzuki has never been known in the US for luxurious or sporty vehicles, and there are few dedicated Suzuki dealerships, often combined with other brands like Hyundai or Subaru that have more appealing product.
  • 22. Maruti Suzuki Grand Vitara has been a market failure in India. Grand Vitara had engine problems, steering control problems and it was a petrol version when launched in India which gave the average of 7- 10kmpl. Learning from the failure, Suzuki has launched diesel variants and recalled the cars with the problems and repaired it world wide.
  • 23. Apart from the Enticer from Yamaha, Kinetic in collaboration with Hyosung Motors launched Kinetic Aquila a few years back, featuring a 250cc, V-twin, liquid cooled engine, 26 bhp of power at 9000 RPM, and a top speed of 130 kmph. This bike was priced at 1.75 lakhs on road and I think this was not only heavily priced, but the root cause of its failure.
  • 24. Maruti Suzuki launched a limited edition model of the mega hit Zen. The Indian car buyer is known to be potentially resistant to retro looks when it comes down to cars. Zen classic was launched in the year 2000, when its competitors were catching the Indian car buyer. The mass wanted to switch to more technological advancements in their four wheelers. This is what went wrong with this product. Zen classic design was more to attract eastern European countries.
  • 25. When Unilever’s star brand Persil announced the launch of a powerful new formula, aptly called Persil Power, many consumers got excited by the product’s apparent ability to fight any stain. However, when the product hit the market place in May 1994, it proved so powerful that under certain conditions it didn’t only destroy stains, it destroyed clothes as well. The battle reached the level of farce last summer when Procter and Gamble executives paraded pairs of boxer shorts in public, saying that in tests commissioned by them, Persil Power was found to have damaged the underwear.
  • 26. Oranjolt needed to be refrigerated. The problem was that Indian retailers tend to switch off their shop refrigerators at night. As a result, Oranjolt faced quality problems. The product has a shelf life of three to four weeks where other soft drinks were assured a shelf life of over five months. Servicing outlets was also a problem. Rasna failed to anticipate the quality problems it faced as a result of retail practices.
  • 27. Rival Coca-Cola had begun a "Coca- Cola in the morning" advertising campaign, yet it was Pepsi who took the movement to the next level. In a bid to capture the elusive morning beverage market, the bottler released Pepsi A.M., which featured 28 per cent more caffeine per ounce than its original soft drink. The idea flopped, of course, though it's not known just how much PepsiCo lost in the botched experiment.
  • 28. The worst of all bad ideas must surely be the Thirsty Cat! and Thirsty Dog! brands of bottled water designed for pampered pets. Although the water came in such ‘thirst- quenching’ flavours as Crispy Beef and Tangy Fish, pets and their owners remained unimpressed.
  • 29. Harley-Davidson launched a perfume range. The idea in itself created a confusion in the masses. It wasn’t clear if it is meant for bikers who don’t want to smell like bikers, or is it for the people who want to smell like bikers. Simultaneously Harley Davidson launched wine coolers, after shave. For brands that inspire strong loyalty, the temptation is to test that loyalty to its limits by stretching the brand into other product categories.
  • 30. 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 Virgin from getting crucial shelf space in half the UK’s supermarkets