Default Category
-
Amar Chitra Katha: Changing the Brand with Changing Times
Subhadip Roy; YLR MoorthiCase IVEY-9B12A062-EMarketingThis case concerns the branding and marketing of a comic book series that started in the 1960s as an educational tool to make Indian children aware of Indian mythology, history and culture. By 2010, Amar Chitra Katha had around 500 titles covering a vast range of topics, but it was facing competition not only from international and indigenous comic book companies but from electronic media such as children’s games and shows on cable TV and the Int...Starting at €8.20
-
UFO Moviez: Flying in the Digital Cinemaspace in India
Varsha Jain; Subhadip RoyCase IVEY-9B16M051-EEntrepreneurship, StrategyFounded in 2005, UFO Moviez India Limited (UFO) was the largest satellite-based digital cinema distribution company in the world by late 2012. Within a few years of its inception, UFO had established a differentiated platform-based business model that offered benefits to the entire film industry ecosystem of distributors, exhibitors, advertisers, and audiences. The company had spread rapidly to movie theatres across India but was about to face sa...Starting at €8.20
-
Indraprastha Gas Limited: Overcoming the Odd-Even Challenge
Amandeep Singh Narang; Vivek Pani Gumparthi; Somnath ChakrabartiCase IVEY-9B19A020-EMarketing, StrategyIn late 2015, the government of Delhi, India, took a radical step to curb traffic congestion and pollution, by restricting the use of private automobile vehicles in Delhi’s National Capital Region. Drivers of vehicles whose licence plate numbers ended in odd numbers would be able to drive only on odd-numbered days, and drivers of vehicles whose licence plate numbers ended in even numbers would be able to drive only on even-numbered days. All rest...Starting at €8.20
-
PrettySecrets.com: Challenges of Selling Lingerie Online
Subhadip Roy; Nikita MattaCase IVEY-9B15A051-EEntrepreneurship, Marketing, StrategyIn 2013, the founder and chief executive officer (CEO) of a lingerie business in India has recently moved his business from offline to online in order to reach a wider customer base. The company is one of the very few online lingerie stores in India that also has its own brand. Although the online business is profitable, the CEO cannot ignore the fact that offline stores still dominate the lingerie market in India. Since its key product is only a...Starting at €8.20
-
Motorcafe: Scaling Up
Somnath Chakrabarti; Sanjay Chaudhary; Prem Prakash DayalCase IVEY-9B17M171-EEntrepreneurship, StrategyManpreet Singh, chief executive officer of the Bosch multi-brand car service provider Motorcafe, wanted to scale up his business, which he established in 2010 in Mohali, India. The multi-brand car service sector promised huge market potential for Singh, but he faced some challenges: Bosch had failed to provide the expected support; the brand was being diluted by poor services offered by other service providers in neighbouring areas; competition f...Starting at €8.20
-
Pahalwan's: Need for a New Marketing Strategy
Jyoti Sharma; Subhadip RoyCase IVEY-9B14A055-EEntrepreneurship, Marketing, StrategyPahalwan’s was a chain of four outlets that offered sweets, snack food and fast food in Jammu, India. It had a major presence in the state of Jammu and Kashmir and was delivering products to other parts of India, such as Delhi. However, local, national and international food retailers had entered the market, increasing the competition. Changing consumer preferences had also started affecting the company. Pahalwan’s did not believe in advertising ...Starting at €8.20
-
Delhi Metro Rail Corporation (B): Doing More with Less
Somnath Chakrabarti; B. S. KiranCase IVEY-9B16A050-EMarketing, StrategySupplement for product 9B16A049.Starting at €5.74
-
WoodBarn India: Trying to Break a Concrete Mindset
Subhadip Roy; Subhalaxmi MohapatraCase IVEY-9B14A072-EEntrepreneurship, MarketingWoodBarn India was a construction company specializing in wooden houses and buildings. The company had worked primarily for business-to-business buyers but was fairly successful in earning a good reputation. However, to make profits, WoodBarn needed to tap into the Indian middle-class housing market, which was largely dominated by brick-and-mortar houses. The major challenge was to educate consumers and break the existing mindset that wooden hous...Starting at €8.20
-
Parul's Profit Predicament: Growth and Branding Challenges of a Publisher
Subhadip Roy; Soumya SarkarCase IVEY-9B14A024-EEntrepreneurship, Marketing, StrategyParul Prakashani started out as a textbook publisher in 1961. Slowly, it diversified into a wide repertoire of non-textbooks for children, young adults and adults. In early 2013, the non-textbook division of the company is not earning enough revenue, while strong revenues are coming from textbooks. The major issue faced by Parul is how to grow the non-textbook business. This requires significant branding activity and a marketing communication pla...Starting at €8.20
-
MTS India: Organic Growth, Partnership, or Exit
Somnath Chakrabarti; Shubhendu DuttaCase IVEY-9B17A021-EMarketing, StrategyIn June 2015, Mobile TeleSystems (MTS) India was considering its future in the Indian telecom market. MTS India, a global telecommunications (telecom) brand, had been operating in the country since March 2009. It had gone through difficult phases marked by India’s regulatory regime and the global economic crisis. Although the Indian telecom market had immense potential, MTS India’s success was stifled by a lack of telecom resources and in the ina...Starting at €8.20