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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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Basmati House Supermart: Competing with the E-retail Channel - Teaching Note
Jaydeep MukherjeeTeaching Note IVEY-8B20A068-EMarketingTeaching note for product 9B20A068.Starting at €0.00
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Basmati House Supermart: Co-Operative Competition with an E-Retail Channel - Teaching Note
Jaydeep MukherjeeTeaching Note IVEY-8B20A035-EMarketingTeaching note for product 9B20A035.Starting at €0.00
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Jabong.com: Balancing the Demands of Customers and Suppliers
Jaydeep Mukherjee; Punit BhardwajCase IVEY-9B16A028-EMarketing, StrategyJade eServices Pvt. Limited (Jabong), an e-retailer of fashion products in India, regularly had to balance conflicting expectations from its supplier brands and consumers. The discounts that e-retailers had to offer to consumers to generate sufficient sales resulted in brand dilution, which compelled these brands to avoid the online channel. After allowing large discounts on Jabong’s website for two years, Puma, a major international sports shoe ...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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West Bengal Assembly Election 2021: The Competitive Marketing Strategies at Play
Jaydeep MukherjeeCase IVEY-W25425-EMarketingThe elections for India’s 294-seat West Bengal (Bengal) Legislative Assembly were due to be held sometime in April–May 2021. The All India Trinamool Congress (TMC), which had been in power in the state since 2011, faced a tough challenge from the BharatiyStarting at €8.20
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JMD Oils: Deciding on a Growth Strategy
Sakhhi Chhabra; Jaydeep MukherjeeCase IVEY-9B15M055-EEntrepreneurship, StrategyThe director of JMD Oils, an edible oils firm, is considering the strategic options to drive his company to the next level of sales and profitability. The business has been showing a steady performance, but he feels that it could improve substantially. To increase profits, the director could increase sales volumes or increase gross margins. An increase in volume could be achieved by increasing the geographical footprint, which would require setti...Starting at €8.20
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Learning Launches: Growth Results from Experimental Learning
Hess, Edward D.; Liedtka, Jeanne M.Technical Note DARDEN-S-0198-EStrategyIn this note, the author discusses how research shows that consistent growth companies engage in growth experiments or tests to gather better data to be used in determining which growth ideas are worth investing in. A Learning Launch is described as a process that can be used to do those growth experiments. Students will be shown that by doing Learning Launches, a business can evaluate many growth ideas quickly and cheaply, allowing it to gain be...Starting at €8.20
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How Humility Can Outsmart the Smart Machines
Hess, Edward D.Article ART-3098-EBusiness Ethics and Corporate Social Responsibility, Leadership and People ManagementMost of us think we're pretty smart, or we wouldn't be in our current executive position. But the kind of thinking that got you where you are today will not be enough to keep you there in the Smart Machine Age -- a new era in which technology will, in many cases, be smarter than humans. Staying ahead of tech and an increasingly competitive job market requires that we shed outdated mentalities and behaviors, embracing instead what the author calls...Starting at €8.20