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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
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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
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Colgate-Palmolive: Determining a Salary Offer
Zubin R. Mulla; L. GurunathanCase IVEY-9B20C026-ELeadership and People Management, StrategyIn March 2012, the head of compensation for Colgate-Palmolive (India) Limited was reviewing five resumes. He had been asked to determine appropriate pay scales for the five candidates, and he knew that the decision had ramifications far beyond the salaryStarting at €8.20
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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
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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
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Bharat Petroleum: Long-Term Wage Settlement
Zubin R. Mulla; Sushil Patil; Mansi Dubey; Jasleen KaurCase IVEY-9B17C035-ELeadership and People Management, StrategyIn May 2012, the director of human resources at Bharat Petroleum Corporation Limited was involved in negotiating a long-term collective agreement between management and the unions at the large public-sector oil corporation in India. The negotiations had begun in 2009 and were stalled largely because of wage issues. Due to time-bound promotions and open-ended pay ranges, workers’ salaries had spiralled out of control. When economic conditions chan...Starting at €8.20
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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
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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
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Tata Motors: Compensation Restructuring
Zubin R. Mulla; Vineet Soni; Tanushree MishraCase IVEY-9B15C017-ELeadership and People ManagementThe head of Performance and Rewards at Tata Motors Limited (TML) was reviewing the reports before him and considering their implications. The company had just embarked on a major initiative to identify employees’ concerns and the results were not good. Employees across all levels, including senior leadership, were unclear about their compensation. The employees were not the only ones who were puzzled; even the recruitment team at TML had no clear...Starting at €8.20