Search results

The purpose of this study is to look at the application of ellagitannin (ET) powder in sharbet (sugar syrup-based drink) as an additive to produce a polyphenol-enriched drink. ETs are important polyphenols extracted from pomegranate peel (an underutilized juice industry waste). ETs are known for many functional properties such as antioxidative, antibacterial and coloring agent. Naturally, sharbet lacks in polyphenol content; hence, there is a large scope to enhance the functional property of sharbet by addition of ellagitannin powder (ETP) as an additive.

ETP at different concentrations (2, 10, 20, 30, 40 and 50 mg/100 ml sharbet) was applied in plain sharbet (EPS) and lemon-flavored sharbet (ELS). Each concentration of both types of sharbet was analyzed for physicochemical parameters and sensory attributes by sensory panel. Data were analyzed by using statistical tools (t-test, ANOVA, PCA and graphs) and finding the acceptability of ETP application in sharbet.

Each concentration of both sharbets was analyzed for chemical attributes, i.e. color (L, a, b) ranges (65.81-51.33, −0.24-0.24, −1.57-2.06, respectively), pH (6.30-3.95), titrable acidity as citric acid (0.01-0.1 per cent), total soluble solids (14.7-14.9 per cent), antioxidant activity as DPPH (12.6-71.6 per cent in EPS and 15.5-75.3 per cent in ELS) and sensory analysis (on Hedonic Scale) for sensory attributes, i.e. color, odor, taste and overall acceptability by a sensory panel (n = 24) of food technologists. Principal component analysis and sensory evaluation score have revealed that sharbet-flavored with lemon extract was liked more in comparison to plain sharbet. ELS containing 30 and 40 mg ETP per 100 ml sharbet was showed to have the highest acceptability index (92.13 and 91.67 per cent) in terms of overall acceptability by sensory panel. It is evident that the addition of ET in polyphenol-deficient beverages could be a market potential toward production of neutraceutical beverages which have antioxidative effects, good taste and are widely accepted.

In view of the neutraceutical food development, ETs could be a major polyphenolic component to fulfill the human health requirement. This research can be helpful for commercialization of ETs by the beverage industry.

Marketing Management, Product & Brand Management, Entrepreneurship.

This case can be taught effectively to MBA/BBA students as part of Marketing Management, Product & Brand Management, Entrepreneurship.

The case talks about the marketing mix strategy of India’s fastest growing fast moving consumer goods (FMCGs) brand Patanjali, with a tremendous revenue growth rate of 100 per cent for the past five years, leaving major FMCG companies insomniac. Patanjali Ayurved Limited riding on Baba Ramdev’s brand equity positioned itself as an authentic Ayurved brand with ancient Indian roots. Patanjali’s product line ranges from healthcare, personal care, home care, to food and more. Patanjali’s products were priced 10-40 per cent lower than that of its competitors. Run by franchisees, Patanjali had a three-tier distribution system. These included Patanjali Chikitsalayas which were franchise dispensaries and clinics along with doctors, Patanjali Arogya Kendra which were health and wellness centres and Swadeshi Kendra, non-medicine outlets. The company has 15,000 exclusive outlets across India and plans to grow to 1,00,000 exclusive outlets by 2020. Patanjali amazed the world by achieving phenomenal success without spending much on advertising in its nascent stage. Recently Patanjali adopted the multinational corporation (MNC) style of advertising by hiring two top advertising agencies McCann and DDB Mudra to prepare the company for the next phase of growth. Patanjali diversified into various segments of the market, ranging from FMCG products, Ayurvedic medicines, Ayurvedic hospitals and a medical college. Patanjali plans to enter various categories of products including the beauty products segment to compete with major MNCs, the baby care segment to compete with Johnson & Johnson, and the sports segment to compete with Nike and Adidas. Patanjali as a brand has a strong positioning in the minds of consumers as a natural and Ayurvedic brand. Will Patanjali’s foray into so many diversified segments lead to a brand extension trap and confused positioning? Because Patanjali as a brand, solely rides on Baba Ramdev’s image, if Baba Ramdev ever finds himself at the centre of a controversy, will Patanjali’s brand equity take a hit? Will it affect the brand Patanjali? Even if Baba Ramdev does not get into any controversy, what will happen to the brand Patanjali when Baba Ramdev is no more? Who should be the next face of Patanjali? Can the brand survive without a face?

The case is designed to enable students to understand the following key learning points: The concept of marketing mix. Product mix, Promotion mix branding (especially “Person as a Brand”), customer-based brand equity (CBBE) model or brand resonance pyramid.

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

CSS 8: Marketing.

Poverty, business strategy and sustainable development. International development planning and poverty alleviation strategies have moved beyond centralised, top-down approaches and now emphasise decentralised, community-based approaches that incorporate actors from the community, government, non-governmental agencies and business. Collective action by Bottom of the Pyramid residents gives them greater control in self-managing environmental commons and addressing the problems of environmental degradation. Co-creation and engaging in deep dialogue with stakeholders offer significant potential for launching new businesses and generating mutual value. The case study rests on the tenets of corporate social responsibility. It serves as an example of corporate best practices towards ensuring environmental sustainability and community engagement for providing livelihood support and well-being. It illustrates the tool kit for building community-based adaptive capacities against climate change.

The field-based case study was prepared from inputs received from detailed interviews of company functionaries. Company documents were shared by the company and used with their permission. Secondary data was accessed from newspapers, journal articles available online and information from the company website.

The case study is about the coming together of several vital agencies working in forest and wildlife conservation, climate change adaptation planning for ecosystems and communities, social upliftment and corporate social responsibility in the Kanha Pench landscape of Madhya Pradesh in Central India. The case traces several challenges. First, the landscape is degrading rapidly; it requires urgent intervention to revive it. Second, the human inhabitants are strained with debilitating poverty. Third, the long-term sustainability of the species of tigers living in the protected tiger reserves of Kanha and Pench needs attention as human-animal conflicts rise.

The case would help undergraduate and postgraduate students studying sustainability and corporate social responsibility.