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    Jackson Case Group5

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    SIDDHANT MOHAPATRA
    The document discusses a case study submitted by a group of MBA students to their professor regarding Jackson, an Indian company that manufactures acoustic diesel generator sets. Jackson experienced strong growth between 2000-2008 but faced challenges during the economic downturn beginning in 2008. In 2010, upper management considered ways to strengthen the Jackson brand and get the business back on track. The management team identified growth opportunities in power generation and distribution, solar power, and engineering, procurement, and construction services. Their plan of action was to establish a new department to manage government orders, make a modest investment in solar power, and acquire expertise in EPC services through hiring.

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    © All Rights Reserved
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    Jackson Case Group5

    Uploaded by

    SIDDHANT MOHAPATRA
    99 views5 pages
    The document discusses a case study submitted by a group of MBA students to their professor regarding Jackson, an Indian company that manufactures acoustic diesel generator sets. Jackson experienced strong growth between 2000-2008 but faced challenges during the economic downturn beginning in 2008. In 2010, upper management considered ways to strengthen the Jackson brand and get the business back on track. The management team identified growth opportunities in power generation and distribution, solar power, and engineering, procurement, and construction services. Their plan of action was to establish a new department to manage government orders, make a modest investment in solar power, and acquire expertise in EPC services through hiring.

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    Jackson_Case_Group5

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    The document discusses a case study submitted by a group of MBA students to their professor regarding Jackson, an Indian company that manufactures acoustic diesel generator sets. Jackson experienced strong growth between 2000-2008 but faced challenges during the economic downturn beginning in 2008. In 2010, upper management considered ways to strengthen the Jackson brand and get the business back on track. The management team identified growth opportunities in power generation and distribution, solar power, and engineering, procurement, and construction services. Their plan of action was to establish a new department to manage government orders, make a modest investment in solar power, and acquire expertise in EPC services through hiring.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    99 views5 pages

    Jackson Case Group5

    Uploaded by

    SIDDHANT MOHAPATRA
    The document discusses a case study submitted by a group of MBA students to their professor regarding Jackson, an Indian company that manufactures acoustic diesel generator sets. Jackson experienced strong growth between 2000-2008 but faced challenges during the economic downturn beginning in 2008. In 2010, upper management considered ways to strengthen the Jackson brand and get the business back on track. The management team identified growth opportunities in power generation and distribution, solar power, and engineering, procurement, and construction services. Their plan of action was to establish a new department to manage government orders, make a modest investment in solar power, and acquire expertise in EPC services through hiring.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 5

    BUSINESS to BUSINESS MARKETING

    CASE SUBMISSION
    JACKSON: EVOLUTION OF BRANDS

    Submitted to: Prof. Sanket Vatavwala

    SUBMITTED BY: Group 5 (Section: B)

    Mohammad Tariq Anwar Ansari MBA07031


    Kartik Mangwani MBA07139
    Amar Khattri MBA07124
    Komal Goyal MBA07208
    Siddhant Mohapatra MBA07227
    JAKSON: EVOLUTION OF BRAND

    The Jakson was an industry leader when it came to the development of acoustic diesel
    generator sets. In addition to that, it was one of the most important original equipment
    manufacturers for Cummins India Limited. Between the years 2000 and 2008, Jakson had an
    average yearly growth rate of 23% throughout that time period. However, the corporation
    faced difficult hurdles in the commercial world as a result of competitive factors and the
    worldwide economic slump that began in 2008. In December of 2010, the upper management
    of the firm was considering ways to improve the Jakson brand and get the business back on
    track to achieve its goals.

    5C FRAMEWORK:

    Company:

    • Founded by Satish Kumar Gupta in 1958.


    • Production of Acoustic Diesel Engine set.
    • In its product category it has 34% of the market share.
    • CAGR of 23% from 2000 ($26.7 m) to 2008($209 m). Dropped to $179.73 m in 2010
    due to Lehman Brothers crisis.

    Customer:

    • 29 sectors such as Agriculture, Marine, Manufacturing Sector, etc.


    • Primary targets for growth: Infrastructure, Industrial, agriculture and commercial (sale
    of gen set to these customers were a matter of season)
    • Mostly targeted: Industrial segments: Cement, realty, automotive, power.

    Competitors:

    • Kirloskar Oil (21% market share)


    • Mahindra Powerol (15%)
    • Ashok Leyland limited (7%)
    • Eicher engine (3%)
    • others (20%).
    • Players from UK, US China also started to enter the market.
    Collaborators:

    • Cummins Inc (Fortune 500, American Company)


    • 54 channel partners (generated 10% of sales)

    Context:

    • Technological: Technologies that cause disruption, manufacturing processes that are


    state of the art, backward integration, Powerful network of retail outlets and
    wholesalers, Comparative analysis with multinational corporations, acoustic
    enclosures that are resistant to noise CRM and ERP.
    • Environmental: R& D to develop eco-friendly diesel engine set, to align with the
    new measure of Central pollution control board.
    • Economic: Growing competition as it had the largest market share (34%),2008 major
    economic downturn, major customer segment, Infrastructure faced issue due to crisis
    and hence its order book began to shrink.

    DECISION PROBLEM:

    Bewildered by the economic instability and buyer reaction, the Gupta brothers considered
    ways to boost their sales. They intended to develop and diversify sustainably. Jakson
    management debated how to strengthen the brand they had developed over the years.

    The management team identified aligned areas of growth and diversification without altering
    the core based on advice from one of the major four consulting companies. The team
    pondered if the Jakson brand could weather the tough market. They considered their close
    relationship with Cummins. The Gupta brothers wanted to select swiftly that suited Jakson's
    skills and ideals. The Gupta brothers were bewildered by economic uncertainty and buyer
    response. They wanted sustainable growth and diversification. Jakson's management
    discussed how to boost their brand. Based on guidance from one of the big four consulting
    firms, the management team identified growth and diversification opportunities without
    changing the core. The team wondered if Jakson could survive the market. They thought
    about Cummins. The Gupta brothers intended to match Jakson's talents and values quickly.
    EVALUATION OF ALTERNATIVES:

    After analysing the case we found three alternatives:

    • Power generation and distribution


    • Solar Power
    • EPC

    Alternative Pros Cons


    Power Return on investment (ROI) from Can manipulate relationships with
    Generation and backward integration. Distribution Cummins. A devastating blow to
    Distribution of mechanical parts on an the well-established co-branding.
    individual basis. There is a pressing need for
    increased capacity building.
    Solar Power In accordance with the rules set Massive outlay of capital in the
    by the government. improved outset. We are moving away from
    public perception of the company giant integrated factories that are
    as a result of environmentally enormous. Uncertainty regarding
    responsible electricity generating. the generation of power.
    Exploring the possibilities of new
    markets.
    EPC Using the engineering prowess Keeping up with the competition
    that is already available. No on a worldwide scale. Reliance on
    substantial investments required. general macroeconomic
    Taking use of the many training circumstances showing signs of
    facilities. Support after the sale improvement.
    and maintaining a positive brand
    image for customers. Scope for
    product development.
    PLAN OF ACTION:

    • Since the Electricity Act of 1948 required the procurement of licences, a new
    department was established to manage the process of receiving orders from the
    government and resolving complaints from customers.
    • After a few years of the action plan being successfully implemented, the next step
    toward making it sustainable is to make a modest investment and construct a solar
    power plant with a modest output capacity.
    • Given that EPC firms often have less expertise in this area, it may be beneficial to
    acquire personnel from other related businesses in order to mitigate the impact of this
    potential disadvantage.

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