Jaypee Cement: Amalgamation of Two Brands (Simplified Chinese)
(9 pages of text)
In 2009, when the Indian cement market was strong, major Indian players were preparing to move from a regional emphasis to pan-India penetration. To become a national player, Jaiprakash Associates Limited grew through acquisitions and setting up new plants. To strengthen its position, the company decided to move from a multiple-brand cement portfolio to a single-brand entity. It merged its two existing brands of cement, Buniyad Jaypee Cement and Jaypee Buland Cement, into a new brand, Jaypee Cement. Expanding into new geographic markets and creating a pan-India presence for the brand was the motive for this merger. When global brands such as Swiss giant Holcim and France’s Lafarge continued with a multi-brand strategy in India, it was understandable that industry experts doubted whether Jaypee’s decision to move from multi-branding to mono-branding was correct.
The case is intended to provide learning in the field of brand management, and the courses for which this case can be used involve strategic brand management and brand management. The case is aimed at facilitating learning with respect to the following aspects of brand management:
- To have an understanding of mono-branding and multi-branding and the conducive situations for each.
- To study the implications of entering new markets with both multi-branding and mono-branding strategies.
- To understand and appreciate the factors that should be taken into consideration when deciding to move from multi-branding to mono-branding.
India, Large, 2009
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