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The Renault KWID: Disrupting India's Hatchback Market
內容大綱
The Renault KWID was successfully launched in India in the entry-level car segment as a new competitor for the Maruti Suzuki Alto, the largest-selling passenger car in the country. By August 2016, the market leader’s market share had fallen to 40.6 per cent from 48.5 per cent earlier that year, while the Renault KWID gained a market share of about 19.8 per cent. Despite the KWID’s remarkable success, however, Renault’s strategy for the future needed to consider two major issues: competitive strategy for market leaders versus market disruptors, and product portfolio analysis and performance. Renault also needed to consider the threat other new entrants might pose. Should the company create a strategy to manage new entrants that might follow Renault’s own successful launch? Renault also had to consider the strength of its portfolio. Was it likely to generate more successful launches in the future or was the KWID just a rare occurrence?
學習目標
This case is designed for a graduate-level marketing course on competitive strategies (including strategies of market leaders, challengers, followers, and niche companies), portfolio analysis, and basic marketing concepts on product strategy and segmentation. The case may also be effective in reinforcing concepts discussed throughout a marketing course. Using this case, students will be able to<br><ul><li>examine the competitive landscape of the entry-level hatchback automotive segment in India;</li><li>assess the needs and preferences of customers in India’s hatchback segment;</li><li>discuss and analyze competitive marketing strategies that companies in the automobile sector adopt;</li><li>evaluate Renault India’s business portfolio and growth strategies; and</li><li>outline the major segmentation variables used in consumer markets and identify the appropriate segmentation basis for entry-level hatchbacks.</li></ul>