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Lagom Kitchen + Brewery: A Quest for Survival
Sanjeev Pathak; Rajesh PillaniaCase IVEY-9B17M128-EEntrepreneurship, StrategyOn the evening of September 30, 2016, the founder and chief executive officer of Lagom Kitchen + Brewery (Lagom) surveyed his newly opened microbrewery and restaurant with pride. He had put a great deal of hard work, time, and money into this venture; in the past two years, Lagom had required an investment of US$1 million. Yet the business’s Gurgaon location, within India’s Delhi National Capital Region, had failed to deliver the footfall that th...Starting at €8.20
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Fashion2Go: Just Another Fashion E-Tailer
Aditya Kumar Banerjee; Rajesh PillaniaCase IVEY-9B15M127-EEntrepreneurship, StrategyIn 2014, as large investments poured into the e-commerce space in India, there was a general expectation that the online retail (e-tail) industry was heading toward a consolidation that would squeeze out smaller players. While e-tailers in India focused on following a marketplace model and developing a brand for their online market platforms, fashion2go created a product brand that targeted a very specific segment of young customers. Fashion2go w...Starting at €8.20
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Kaps Ice Cream: Should It Enter the Premium Segment
T. Sai Vijay; Sanjeev Prashar; Vinita SahayCase IVEY-9B16A041-EEntrepreneurship, Marketing, StrategyOn November 1, 2015, the four founders of Kaps Foods India Private Limited (Kaps) invited external business consultants to a business strategy meeting. The ice cream industry was moving toward the premium segment of the market, and Kaps was eager to move out of its stagnant phase. However, two of the four founders were skeptical about the acceptance of the Kaps brand in the higher-end market. They believed that the market would always consider Ka...Starting at €8.20
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Urban Plus Infrabuild: Making Choices for the Future
Sonal Singh; Rajesh PillaniaCase IVEY-9B16M047-EStrategyUrban Plus Infrabuild Pvt. Ltd. was a real estate brokerage company started in 2009 in Gurgaon, India, by a young MBA professional. In February 2010, he was considering the various issues he was faced with in day-to-day business activities. The company provided both resale and new bookings services, with a focus on the residential sector. The resale business was needed for immediate and substantial cash inflows to sustain the company’s growth. Th...Starting at €8.20
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Maruti Suzuki India Limited: Leveraging the Changed Economy
Prateeksha Parihar; Jagrook Dawra; Vinita SahayCase IVEY-9B17A059-EMarketing, StrategyAlthough Maruti Suzuki India Limited (MSIL) was the leader in passenger vehicle sales in India in May 2015, it was having difficulties breaking into the high-end car segment. There were multiple strategies that MSIL could have used to deal with this problem, such as; changing its brand image from small automaker to high-end automaker; staying in the small car market; penetrating the market further by introducing new models and their variants in t...Starting at €8.20