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B9 Beverages: From Start-Up to Scale-Up
Sandeep Puri; Shalki Goel; Sanchita Krishna; Babak Hayati; Rakesh SinghCase IVEY-9B19A008-EEntrepreneurship, Marketing, StrategyIn May 2018, B9 Beverages Private Limited (B9 Beverages), the owner of craft beer Bira 91, reached a total of over US$100 million in funding after receiving $50 million from Sofina SA, a Belgian investment firm. This third round of funding would allow the company to meet the various objectives that the founder and chief executive officer had planned for the company’s new Bira 91. He wanted his India business to break even by 2019 and expand fivef...Starting at €8.20
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Chunyu: The First Mover in Chinese M-Health Industry
Jingui Xie; Haji Suleman Ali; Feiyan Jia; Muhammad Adnan Zahid Chudhery; Bin DingCase IVEY-9B19M044-EEntrepreneurship, StrategyChunyu Yisheng (Chunyu) was the largest mobile health (m-health) application in China. Since its creation in July 2011, the application had focused on providing online medical information and consultations with professional doctors. Chunyu's business model was based on free and premium online health care services. In the first three years, Chunyu gained more experience than profits. The primary concern for the founder and chief executive officer ...Starting at €8.20
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Unilever: Using Horlicks’s Brand Equity to Lead
Sanchita Krishna; Sandeep Puri; Rakesh SinghCase IVEY-9B20A021-EMarketing, StrategyIn December 2018, Hindustan Unilever Limited announced that it would buy out GlaxoSmithKline Plc’s Consumer Healthcare Ltd. India business, which included popular brands such as Horlicks, Boost, and Viva. With Horlicks in its portfolio, Hindustan Unilever Limited expected to gain market share, draw synergies from individual strengths, and gain access to a larger consumer base. However, India’s health food drink category had registered only single...Starting at €8.20
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Should Mahindra Reva Strengthen Its Market Position in India
Jayanthi Ranjan; Sanchita Krishna; Shankar GopinathCase IVEY-9B16M126-EStrategyThe electric-vehicle market in India had never grown to its expected potential. Environmental uncertainties, structural challenges, lack of consumer awareness, and high costs all served as major deterrents to customer acceptance of electric cars. In 2014, Mahindra Reva launched the e2o, a completely revamped version of its previous electric vehicle, the Reva. Although the car was highly advanced and loaded with innovative features, sales remained...Starting at €8.20
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HaoDF: The Pioneer of Online Healthcare in China
Jingui Xie; Feiyan Jia; Haji Suleman AliCase IVEY-9B19M103-EEntrepreneurship, StrategyIn late 2016, HaoDF Online launched an "Internet hospital" in Yinchuan, China, which, in its first three months, served more than 31 million users and conducted online diagnosis and treatment for almost 1 million patients. The online health care servicesStarting at €8.20
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Puma's Challenge to Maintain Leadership in India
Sandeep Puri; Sanchita KrishnaCase IVEY-9B16A006-EMarketing, StrategyIn 2015, Puma became the market leader in sportswear sales in India, leaving Adidas, Reebok, and Nike behind for the first time since Puma entered the market. Puma’s success in India was primarily attributed to its marketing techniques, judicious expansion, and customer acquisition strategy. Indian consumers had been embracing lifestyle changes associated with increased health concerns and the popularity of fitness programs. As a result, the spor...Starting at €8.20