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Ivey Business School (Canada)
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Relying On External Knowledge For Competitive Advantage: Why It Might Not Work
Hari Bapuji; David Loree; Mary M. CrossanArticle IVEY-9B11TC05-EStrategyMany managers believe that the acquisition and application of knowledge from external sources will have a clear impact on firm performance and innovation, yet little research exists that helps managers determine the impact of that knowledge. This article seeks to examine whether the use of external knowledge delivers the competitive advantage often claimed. It explains that the outcome of using external knowledge sources may not be positive, and ...Starting 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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Balaji Wafers Taking the Pepsi Challenge - Teaching Note
Rajiv Agarwal; Ashita AggarwalTeaching Note IVEY-8B18M145-EStrategyTeaching note for product 9B18M145.Starting at €0.00
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Seijing Motor Corporation: Reposition or Extend the Pickup Brand - Teaching Note
Ashita Aggarwal; Shriram Iyer; Projesh KarTeaching Note IVEY-8B18A012-EMarketingTeaching note for product 9B18A012.Starting at €0.00
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Occupy, Economic Inequality, and Business Initiatives: Insights from India
Hari Bapuji; Suhaib RiazArticle IVEY-9B12TA02-EStrategy“Occupy” movements highlighting economic inequality, such as Occupy Wall Street, have quickly spread around the world. But they have not appeared in several countries, with one interesting example being India. How have businesses in India coped with the dual pressures of enhancing shareholder wealth leading to economic growth and operating in a society with a high level of inequality? Can businesses in the developed world learn from Indian enterp...Starting at €8.20
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GreedyGame: Leveraging Online-Gaming for Brand Storytelling - Teaching Note
Ashita Aggarwal; Suraj Commuri; Ankit RawalTeaching Note IVEY-8B21A008-EMarketingTeaching note for product 9B21A008.Starting at €0.00
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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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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