Amazing

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DE MONTFORT UNIVERSITY

LEICESTER BUSINESS SCHOOL

MODULE REASSESSMENT INFORMATION

AUGUST 2007

MODULE CODE

MODULE TITLE

MARK2313

BRAND MANAGEMENT

Module Leader

Lynn Stainsby

Reassessment is by

Failed element

Coursework hand-in date

17 August 2007

Post to

Student Advice Centre

Leicester Business School

Bosworth House

De Montfort University

The Gateway

Leicester LE1 9BH

You must ensure that your work clearly indicates on the front cover the name of the module leader.

Examination period

13th August 2007 - 29th August 2007

Examination dates and times available at

mle.dmu.ac.uk

It is the student's responsibility to find out the time and location of the examination.

If you wish to reassessed it is your responsibility to submit a reassessment form by 31 July 2007.

DE MONTFORT UNIVERSITY

LEICESTER BUSINESS SCHOOL

MODULE REASSESSMENT - AUGUST 2007

MODULE - MARK 2313 Brand Management

COURSEWORK

If you have failed or deferred one or more of the coursework components, please complete the following.

Referred/Deferred coursework is outlined below;

You are provided with the Quorntm case study (attached). Using Brand Management theory from the set text, update the case study using secondary information and data.

NOTE: It is important that you use appropriate Brand Management theory to organise your thoughts and structure your answer. Applying relevant concepts and theory covered in the core text, Brand Management by Rik Riezebos, is essential. If you attended lectures and completed your reading you will be in a good position to do this. Please note that copious descriptions straight from Mintel, or similar, will not be acceptable. You must not fall into the trap of writing a purely descriptive piece of work.

Format and length

Use report format.

Write a brief paragraph summarising the key points from the case study provided. Then, continue with the main piece of work, which is the up-date of the original case study.

Word count: 2000 - 2500 words.

Spacing: 1.5

Reference all sources.

Submission Date:

You must ensure that your work clearly indicates on the front cover the Module information and the name of the module leader.

The deadline for submission is 17th August 2007

QuornTM Case Study

Introduction

In the early 1970s, Imperial Chemical Industries (ICI) and Rank Hovis McDougall (RHM) were involved in a joint venture programme to develop 'QuornTM' - a synthetically produced, healthy alternative to meat. The decade of the 1980s saw opportunities to launch this new product against a background of emphasis on healthy living and a rapidly growing leisure service sector. The new product was not as successful as predicted.

The Firm

The initial research was carried out jointly by ICI and RHM but in the experimental stage RHM sold its share to ICI who continued with the project. The association of a major chemical company in food production did not fit with the company's strategy and so the development was continued through acquisition of a subsidiary, Marlow Foods (whose sole venture would now be QuornTM). Marlow Foods was initially a pilot plant set up in north-east England using existing ICI facilities.

ICI was restructured, with the demerger in 1992 of its Bioscience divisions, now called Zeneca plc. This demerger included Marlow Foods, which is now part of the Specialities Chemicals Division which had a turnover of Ј500m and profits of Ј60m (1994). Marlow Foods continued to make a loss with projected break-even of its current production plants in the year 2000.

The Industry

Zeneca plc is largely considered by the stock market as a pharmaceuticals company but it includes agrochemical and specialities chemicals. However, its strength lies in its research and development, so it would describe itself as a bioscience company targeting its R&D, technological and marketing skills to develop new products that will solve the scientific problems of their customers and consumers. In the 1990s it was the tenth largest pharmaceuticals company in the world with a global market share of approximately 2.5% overall.

The pharmaceuticals industry is highly fragmented with major competitors such as La Roche of Switzerland and Ciba-Geigy. Market leaders such as the newly formed GlaxoWellcome claim a 4.5% share of the global market. The industry is highly dependant on new product development and figures of 10% of profits retained for R&D are typical.

Zeneca is considered by the market to have a healthy new product pipeline with very few patents due to expire in the near future. The product life cycles tend to be in excess of 15 years; more typically they