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Nestlé's Maggi: Pricing and Repositioning a Recalled Product
Neeraj Pandey; Gaganpreet SinghCase IVEY-9B16A025-EMarketing, StrategyIn June 2015, the Indian food regulatory body, the Food Safety and Standards Authority of India, declared Nestlé’s brand of noodles, Maggi, unsafe for human consumption. Tested samples showed excess levels of lead and added monosodium glutamate. To retain the trust of consumers, Nestlé recalled Maggi from all store shelves in the country. Management was then grappling with an improved re-positioning strategy to help Nestlé retain its considerable...Starting at €8.20
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Dulux TileShield: Relaunching a Brand
Kirti Sharma; Puneet SapraCase IVEY-9B17A008-EMarketing, StrategyIn 2012, the marketing department at AkzoNobel India Ltd., a major paints company, faced a key decision concerning the possible relaunch of TileShield, a premium roof tile paint in the company’s exterior paints division. Since its inception, TileShield had led the market, especially in the southern part of India, but despite growth in the demand for roof tile paints, TileShield sales had stagnated in 2011–12. Faced with falling sales and intense ...Starting at €8.20
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Housing.com: Marketing a Service Offering
Astha S. Gupta; Kirti SharmaCase IVEY-9B16A011-EEntrepreneurship, MarketingHousing.com was a Mumbai-based online real estate listing company that verified the authenticity of every property listing on its website. Despite proving itself as a threat to big players in India’s online property portal space, it was struggling in late 2014 to establish itself as a preferred option among brokers. Conflicts of interest between sellers (i.e., brokers, builders, developers, and landowners who listed property online) and buyers (i...Starting at €8.20
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Ekohealth: Developing Price Structures
Neeraj Pandey; Gaganpreet SinghCase IVEY-9B14A057-EEntrepreneurship, Marketing, StrategyFounded in 2011 in Mumbai, India, Ekohealth Management Consultants Private Limited helped its subscribing members by negotiating bulk discounts with hospitals for all planned surgeries and reducing their monthly bills by suggesting low-cost generic drugs rather than expensive brand names. It ensured ethical health care practices by removing the referral fees doctors routinely demanded from hospitals, pathology clinics, pharmaceutical companies an...Starting at €8.20
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Bimbra 4x4: The Growth Dilemma
Sunil George Mathew; Kirti SharmaCase IVEY-9B16A007-EMarketing, StrategyBimbra 4x4 was established in 2010 as an after-market customization service providing aesthetic and functional modifications for off-road vehicles. The platform of choice was a utility vehicle called the Mahindra Thar, popular for its bare-bones design that allowed for a wide range of modifications. Bimbra 4x4 adopted a buffet-like approach to its business, where customers were able to pick and choose options to completely customize their vehicle...Starting at €8.20
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Comedy Nights with Kapil: Maintaining Value Creation
Neeraj Pandey; Gaganpreet SinghCase IVEY-9B14A056-EMarketing, StrategyBy the end of its first season in spring 2014, “Comedy Nights with Kapil” had become India’s top rated comedy television serial in the nonfiction category. Each episode invited celebrities from Bollywood or sports teams as guests to promote their upcoming movies or ventures. The show had developed its target market and had entered the maturity stage of its business life cycle. What might be future value creation business strategies for the show t...Starting at €8.20
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Air France: The Load Factor Puzzle in Business Class
Ratan Kumar; Kirti Sharma; Shiv S. TripathiCase IVEY-9B19A032-EMarketing, StrategyIn late 2016, the marketing head at Air France India needed a strategy to acquire additional business-class customers. Although Air France India had been performing well in the economy-class segment, revenues in the business-class segment remained a challStarting at €8.20
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Ludhiana City Bus Services Limited: Pricing for Profits
Neeraj Pandey; Gaganpreet SinghCase IVEY-9B14A019-EMarketing, StrategyLudhiana City Bus Service Limited (LCBSL) was created to improve the urban transportation system in the city of Ludhiana, India. As per the existing pricing strategy, bus fares (one of key revenue source for LCBSL) were set by the state government. LCBSL management was convinced that there was ample scope for raising the bus fares. The partial project implementation had been generating a return on capital of 1.9 per cent. To reduce this breakeven...Starting at €8.20