Read the following paragraph and answer the five questions that follow:

ABG Global Ltd. is a large size cereal manufacturing company that markets its morning cereals products to various countries of the world. In order to cater to the local markets, the company makes small changes in its product like sweetness and flavours. The core product, branding and packaging are all standardised. The sales of products have witnessed an unexpected rise in various Asian markets including India in the past few years. In response to this growing demand. the company has pursued an agressive strategy of marketing and producing its products by doubling its capacity. Last year, the company suffered a jolt, when its sales declined sharply. A careful analysis of market revealed that the market segment which adopted the company's product were upper-middle class representing families where both spouses are working. Initially it was glamorous to adopt cereals as alternative breakfast option. But, after certain time, they reverted back to traditional Indian breakfast. India, being a highly conventional market offers less scope for standardized global products. In a volatile demand structure wherein huge marketing efforts are required, inhouse doubling of production capacity can result in large unrecoverable investment, thus hinting towards alternative strategies. The CEO of the company is now laying emphasis on product positioning strategies. Replacing a full meal with a non-Indian food has a lower success rate calling for customization. As such brand equity may not work.