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iWhat is the key dilemma in the case We believe that the key dilemma that is facing the Bayer AG Corporation is what should be the future plans for Childrens Aspirin The first thing to be considered is does Bayer stay the course does it completely phase out the product or does it re-launch the same product under a new name Second how will this affect the rest of the Bayer product line And third how will this affect Bayer AGs profitability iiWhat aspects of strategy that we have discussed in the class es prior to and the current class that are related to the case eg vision and strategic intent The aspects of strategy that we feel have relevance in this case study are branding barriers to exit customer relationship management and niche marketing Bayer AG has done a great job with the branding of their products and at the forefront of that branding is Aspirin It is without question the most successful OTC drug in history Bayer must be careful in any strategic move it makes to protect the brand equity that it has as that is one of its most valuable assets Once equity is lost through competition poor strategic moves or scandal it is very difficult to get back We believe Bayer did a good job of protecting its equity when Reyes syndrome became an issue It took voluntary restrictive measures on an international scale sending a strong message to loyal customers that Bayer cares In doing this they were ahead of the curve and better able to manage the crisis We believe this shows how sensitive Bayer AG is to the importance of customer relationship management and also to the role CRM plays in brand equity An area where Bayer has a competitive advantage is in its Childrens Aspirin product It has evolved into a low-cost low-dosage prevention product and has no competition in this area
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