GREEN RUBBER CASE STUDY

1. Who are the organizational buyer for Green Rubber

Organizational buyers: Tyre manufactures, Retread Industry, Non-tyre
Automotive applications, Industrial sector (conveyors, railway tie-pads etc.)
and other rubber product manufacturers (mats, moulded products etc.)
2. In which Category of Goods would Green Rubber fit in?
Processed materials used as raw materials for other manufacturers
3. What would an institutional customer consider before buying Green Rubber?
And would Green Rubber live up to it? Or what would be its USP?
Whether Green Rubber could meet the final product specifications or
product quality standards of the buyer. Yes, it would live up to it (because it
can be used independently or it can be combined with virgin rubber to meet
different product specifications.). Delink technology which converts waste
rubber into useful Green Rubber, which is cheaper than virgin rubber,
environmentally friendly and prevents waste rubber costs
4. Who would be the participants of The Buying Centre in the case of a product
like Green Rubber and who should Green rubber target?
Purchase Manager, Quality Head, Senior Production Manager and
Production Engineers are the Buying Centre. Quality Head is the one who
Green Rubber target.
5. On what basis should Green Rubber segments its markets.
Environment friendliness and Cost efficient
6. Was improper segmentation of the target market one of the reasons for its
failure in the first phase
Yes. GRG targeted those manufacturers who had less stringent specification
and who did not have lengthy evaluation periods rather than environment
focused customers vs cost efficient customers

The main reasons for failure: Asian financial crisis, Low environment
concern, Raw material prices for virgin and synthetic rubber are low
7. How are North American markets different from Rest of the World in
particular Asia
Natural Rubber is not produced in North America but it consumes nearly
12% of the total Natural Rubber in the World. 66% of North Americas
Rubber consumption is synthetic while for Asia, it is 48%. Since Oil is
required for manufacturing synthetic rubber and the costs of oil going high,
North America can become a potential market compared to Asia.
The viability and credibility of the devulcanisation technology were
challenged by US.
Moreover, US is the worlds largest automotive industry, hence potential
source for discarded tyres (raw materials for Green Rubber production).
8. What CRM Strategy would you recommend for Green Rubber, going
forward?
Customized technical support and service to achieve exact specification,
involving customers in the environment awareness programs, partnerships
with manufacturers to develop new rubber products