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John Keells Hotels in Sri Lanka: Building Brand Architecture
Ashita Aggarwal; Sulakshana "Lulu" Raghavan; Ruchi GunewardeneCase IVEY-9B19A028-EMarketing, StrategyIn the summer of 2012, the president of the leisure sector of John Keells Hotels needed to discuss marketing strategies with his senior management team. The company was a well-known brand that operated Cinnamon Hotels and Resorts and Chaaya Hotels and ResStarting at €8.20
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Mahindra Rise: A Brand Architecture Decision
Ashita Aggarwal; Sulakshana "Lulu" RaghavanCase IVEY-9B14A077-EMarketing, StrategyIn 2009, the Mahindra Group, a US$16.3 billion multinational corporation based in Mumbai, India, had introduced a new positioning called “Rise” to provide meaning to its brand and help unite its various businesses under a common umbrella. Successful integration and implementation of the new positioning required the company to re-examine its brand architecture, which was currently a complex, inside?out arrangement that resulted in a diffused image...Starting at €8.20
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Seijing Motor Corporation: Reposition or Extend the Pickup Brand
Ashita Aggarwal; Shriram Iyer; Projesh KarCase IVEY-9B18A012-EMarketingIn early 2016, the country head for Seijing Motor Corporation (SMC) in India was worried about stagnant sales of the company’s Supreme pickup brand. The Supreme brand had gained only a single-digit market share over the past year, and SMC’s share of the growing large pickup market had steadily fallen, from 40 per cent in 2005 to 10 per cent in 2015. SMC’s Supreme brand was competing with the market leader in the pickup segment. The pickup needed ...Starting at €8.20
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Evoe Spring Spa: A Positioning Dilemma
Ashita Aggarwal; Renuka Kamath; Sunil RaoCase IVEY-9B13A051-EEntrepreneurship, Marketing, StrategyThe co-founders of Evoe Spring Spa need to decide on the positioning of their business in the nascent Indian spa market. Indian consumers perceive spas as an expensive indulgence for the rich, and some spa services are seen as socially and culturally unacceptable. As a result, the co-founders need to build this category by changing consumer attitudes toward spa services. To identify the target segment and the best positioning for Evoe, the co-fou...Starting at €8.20
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Olympus and the Whistleblower President
Seijiro Takeshita; Christopher WilliamsCase IVEY-9B12M012-EStrategyThe newly appointed president and chief operating officer of Olympus Corporation of Japan was called to an emergency board meeting. The purpose of the meeting was to discuss governance issues regarding corporate mergers and acquisitions. However, it would be no ordinary meeting. Since assuming the role of president in April 2011, the president had discovered evidence of corporate fraud on a large scale. He had commissioned an external auditor rep...Starting at €8.20
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Tesco PLC: Strategy for India
Christopher Williams; Ramasastry ChandrasekharCase IVEY-9B14M096-EStrategyAs multinational enterprises expand operations in emerging economies, identifying and responding to unique marketing challenges may require strategy that focuses on local adaptation and global integration on a country by country basis. In March 2014, Tesco PLC (Tesco), the largest retailer in the United Kingdom and the third largest supermarket group in the world, has signed an agreement with Trent Hypermarkets, the retail division of the Tata Gr...Starting at €8.20
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Café Coffee Day: Brand Transformation through Repositioning
Ashita Aggarwal; Sulakshana "Lulu" RaghavanCase IVEY-9B16A034-EMarketing, StrategyCafé Coffee Day pioneered retail café culture in India with its entry into the market in 1996. After enjoying success for more than a decade, the brand felt the need to evolve in order to suit consumer preferences and better compete in the market space. The Café Coffee Day management team commissioned a brand image study to better understand consumer perceptions. The results showed that although Café Coffee Day's “regular guy/girl” brand archetyp...Starting at €8.20
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Business Process Outsourcing at Apollo Health Street
Christopher Williams; Ramasastry ChandrasekharCase IVEY-9B11M041-EStrategyThe managing director of Apollo Health Street (AHS), a health care business process outsourcing (BPO) company headquartered in Pennsylvania, United States, was pondering two dilemmas: achieving short-term growth for his company, and finding new ways to compete in a changing industry. AHS was itself a subsidiary of Apollo Health Enterprises Ltd., an integrated health care company located in Hyderabad, India. AHS had been growing at an 80 per cent ...Starting at €8.20
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GreedyGame: Leveraging Online-Gaming for Brand Storytelling
Ashita Aggarwal; Suraj Commuri; Ankit RawalCase IVEY-9B21A008-EMarketingFounded in 2015, GreedyGame Media Pvt. Ltd. (GreedyGame) had a mission to develop culturally relevant gaming content into which ads could be seamlessly integrated so as not to compromise the user experience. Through this approach, organizations would also be able to target their users more sharply. The market looked promising, and the opportunity was ample, but gaming as an industry was still new to India, especially for its inclusion in business...Starting at €8.20
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Hongxin Entrepreneur Incubator: Expanding the Cloud
Xiaosong Lin; Christopher Williams; Zhirong MuCase IVEY-9B14M113-EEntrepreneurship, StrategyThe Hongxin Entrepreneur Incubator, located in Xiamen, Fujian Province, China, has experienced tremendous growth between 2001 and 2013. Its founder and president has received widespread acclaim as he has helped to launch and turn around more than 100 local companies, both start-ups and more developed enterprises. He now plans to develop and grow the incubator by setting it up as an online platform that would connect and support an alliance of ent...Starting at €8.20