India has been an emerging market that's witnessing revolutionary changes in the spending patterns of consumers and also the lifestyles. There has been a critical change (post-liberalization) in terms of the manner in which consumers look at their self concept. Exposure to availability of discretionary income and lifestyles through mass media, western ways and also the impact of reference group appeals are some of the significant aspects that have created interest towards products and services related to beauty attention among consumers.
But, medically anchored services intended to improve the appearances of the consumers were coped with by the offerings of the brand. The brand opened up a fresh facet of beauty care services which was linked more with upmarket and state of the art hospitals, where customers selected for these services under the oversight of physicians who'd specialized in cosmetic surgeries /interventions. Would the differentiation between the first-time users of a beauty parlor and the faithful customers of a parlor offer insights that Kaya would find useful? Problems related to services management as well as customer value and customer loyalty were important to Kaya's competitive strategies. Even though the customers of a beauty parlor may be demographically different from Kaya's customers, the commonality of the advantages associated with the attractiveness services were the same. The case is about how a brand that had created a classification would find it beneficial to draw insights on brand loyalty from a related class that does not compete with it directly. Such a measurement of competitive learning is possibly unique to an emerging market for example India.
PUBLICATION DATE: August 01, 2012 PRODUCT #: IMB357-HCB-ENG
This is just an excerpt. This case is about INNOVATION & ENTREPRENEURSHIP
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