In 2009, when the Indian cement market was buoyant, big Indian players were preparing to move from regional penetration playing fields on a pan-India. To become a national player, Jaiprakash Associates Limited grew through acquisitions and the construction of new facilities. To strengthen its position, the company decided on a multi-brand portfolio strategy cement unit to move to a single brand. It combines the two existing brands of cement, Buniyad Jaypee Cement and Jaypee Buland Cement in a new brand, Jaype … Read more »

In 2009, when the Indian cement market was buoyant, big Indian players were preparing to move from regional penetration playing fields on a pan-India. To become a national player, Jaiprakash Associates Limited grew through acquisitions and the construction of new facilities. To strengthen its position, the company decided on a multi-brand portfolio strategy cement unit to move to a single brand. It combines the two existing brands of cement, Buniyad Jaypee Cement and Jaypee Buland Cement in a new brand, Jaypee Cement. Expansion into new geographic markets and the creation of a pan-India presence for the brand was the motive for this merger. If global brands such as Swiss Holcim and Lafarge with a multi-brand strategy in India continues, it is understandable that industry experts doubt whether the decision of Jaypee multi-branding to mono-branding move was correct.
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from
Sanjeev Prashar,
Soumil Vinayak
Source: Ivey Publishing
13 pages.
Release Date: 16 April 2012. Prod #: W12929-PDF-ENG
Jaypee Cement: fusion of two brands HBR case solution

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