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Calle 13: The Urban Band Route to Fame (Spanish version)
Valerie Rivera Lozada; Victor QuiñonesCase IVEY-9B13AS035MarketingA Latin-based urban music ensemble, Calle 13, shapes its art form to redefine the rap/reggaeton scene that is predominant in Latin America. This redefinition includes political and social backlash towards the leaders of various countries, including the band members’ homeland of Puerto Rico. While the group’s political and social criticism results in some welcome exposure for the musicians, it also results in cancelled shows. The group wants to ex...Starting at €8.20
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Challenging Sports Authority in Puerto Rico
Shirley Ann Molina; Valerie Rivera Lozada; Victor QuiñonesCase IVEY-9B15A024-EEntrepreneurship, Marketing, StrategyIn 2014, Shooting & Outdoor Distributor (SOD) was a Puerto Rican family-owned wholesale business selling sporting goods for hunting and fishing. After a year of working for the company, the operations manager was confronted with the arrival of a U.S. retail chain, Sports Authority (SA), to the Puerto Rican market. SA carried many sporting goods sold by SOD, as well as a number of brands under exclusive distribution agreements between SOD and its ...Starting at €8.20
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Pan Boricua: Developing a Market Strategy for the Hispanic Market in the United States (Spanish version)
Julia Sagebien; Jennifer Catinchi; Eva Perez; Marisol Perez-Savelli; Victor QuiñonesCase IVEY-9B09AS20Entrepreneurship, Marketing, StrategyDos inexpertos, pero fuertemente confiado, empresarios hacen frente a los molestias de una nueva empresa: exportando la masa hecho en Puerto Rico a las ciudades en los Estados Unidos donde se encuentran una gran cantidad de inmigrantes puertorriqueños que están deseando nostálgicamente para su querido pan sobao (pan hecho con manteca vegetal). Con millares de puertorriqueños que viven en y/o que se mueven a los Estados Unidos y después de varios ...Starting at €8.20
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Mantra Ayurveda: Scaling Direct-To-Consumer Marketing
Aditi Saini; Jaydeep MukherjeeCase IVEY-W25497-EMarketing, StrategyMantra Ayurveda (Mantra), established in India in 2020, manufactured and marketed luxury Ayurvedic skin care and hair care products. The brand’s equity in the Indian market was low, its performance marketing efforts were not leading to expected revenue gains, and the revenue from direct-to-consumer (DTC) initiatives had experienced a negligible uptick in financial year (FY) 2020–21. In April 2021, the chief executive officer would have to convinc...Starting at €8.20
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Basmati House Supermart: Co-Operative Competition with an E-Retail Channel
Jaydeep MukherjeeCase IVEY-9B20A035-EEntrepreneurship, Marketing, StrategyIn July 2019, the owner of Basmati House Supermart (BHS), a grocery store, entered into a six-month agreement to become a partner outlet of a large online grocery retailer in India. During the first two months, BHS acquired many new customers and also increased its customers’ monthly purchase. However, the steep discounts and promotions used to attract customers to the business drove down the margins, while the customer churn rate increased. The ...Starting at €8.20
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Basmati House Supermart: Competing with the E-retail Channel
Jaydeep MukherjeeCase IVEY-9B20A068-EEntrepreneurship, Marketing, StrategyIn January 2020, the proprietor of Basmati House Supermart (BHS), a large grocery retail outlet in India, terminated a partner retailer contract with Springers, an online retail platform. The proprietor had an ancestral property, located in a high-footfalStarting at €8.20
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SmartMoney: Digital Payments Strategy in India
Jaydeep Mukherjee; Anup AgrawalCase IVEY-9B20A007-EEntrepreneurship, Marketing, StrategyOn March 25, 2019, the head of business growth for SmartMoney, owned by the Indian conglomerate Smart Industries Limited, was expected by his company’s management team to propose a strategy for capturing 10 per cent of India’s digital payments market in financial year 2019–20. He knew that the market was vast and fragmented and that he was working with a platform business, where fast mobilization was a key factor. SmartMoney already had market pr...Starting at €8.20
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LDFL India Limited: Adapting a Multi-Channel Distribution System for Omnichannel Consumers
Jaydeep MukherjeeCase IVEY-9B20A020-EMarketing, StrategyThe director of sales for the detergents arm of LDFL India Limited (LDFL) had to develop a 2019 sales strategy with the objective of reducing the inter-channel conflict that had resulted in the general trade (GT) channel’s destocking of LDFL products and a loss of market share in 2018. The cash and carry format was the biggest challenge for the GT business, as it provided a cheaper, on-demand supply source alternative to the GT retailers that dom...Starting at €8.20
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Brand Tanishq: Navigating Social Media Backlash
Jaydeep MukherjeeCase IVEY-W25084-EKnowledge and Communication, MarketingThe chief executive officer of the jewellery division at Titan Company Ltd. withdrew two successive advertising campaigns for jewellery brand Tanishq during its high selling festive season in 2020 due to intense social media trolling. These adverse social media reactions, shaped by religious beliefs and ideology, challenged the well-entrenched “progressive and bold” positioning of the brand. With multiple stakeholders and shifting societal ideolo...Starting at €8.20
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Boosting Boost: Charting Growth Opportunities
Jaydeep Mukherjee; Sriram PadmanabhanCase IVEY-9B15A003-EMarketing, StrategyThe general manager of GlaxoSmithKline India has been tasked to increase annual sales of the health food drink Boost to upwards of 18 per cent, without any significant change in contribution margins.Repositioning the brand could increase the size of the target market, but may also jeopardize the brand’s sharply defined positioning. Attempting expansion of the distribution network, where the competition is strong and deeply entrenched, might strai...Starting at €8.20