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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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Leosb: The Distribution Channel Decision
Jaydeep MukherjeeCase IVEY-W32063-EMarketing, StrategyThe managing director of Leosb Private Limited has to select a distribution channel for his factory-produced roti (a flat bread popular in India) in the city of Hyderabad, a large metropolitan city in India. In July 2022, he considered the best distribution channel, which would offer access to retail consumers, and be cost effective, easy to scale, and expandable to related product categories. His options were using one or more distributors, sell...Starting at €8.20
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Citibank India Credit Cards: Strategy for Profitable Growth
Jaydeep Mukherjee; Sanket KawdeCase IVEY-9B14A016-EMarketing, StrategyThe target market of Citibank cards in India was aligned with the profitability objectives of the company. However, if it continued with its current strategy, it faced the risk of being a niche player in a growing market and losing the profit potential from other segments and geographies in the near future. The CEO needed to reconsider the target market and finalize a marketing strategy in the face of the changing composition of the marketplace, ...Starting 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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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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HCL Beanstalk: All-in-One Desktop Re-Launch
Jaydeep Mukherjee; Rahul SethCase IVEY-9B13A012-EMarketing, StrategyAWARD WINNING CASE - Best case in the Marketing category, 2012 ISB-Ivey Global Case Competition. In 2012, HCL Infosystems Ltd. is a reputable computer hardware firm and a major player in the Indian desktop market. Due to changes in consumer behaviour, the desktop market is shrinking and demand is shifting towards laptops, where HCL has a miniscule presence. At the same time, the desktop market is witnessing the emergence of a new form of devices ...Starting at €8.20
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The Challenges of Marketing Budget Preparation in Uncertain Times
Aditi Saini; Jaydeep MukherjeeCase IVEY-9B21A020-EMarketingFitzie, a sports and fitness brand that manufactured, marketed, and sold sports and lifestyle footwear and apparel, had been doing relatively well in its Eastern Europe, Middle East, South Asia, and Africa (EMESAA) region, with double-digit growth for the past two years. However, the business had been affected by the global COVID-19 pandemic, with the business forecast for 2020 reduced by 39 per cent. As a result, Fitzie’s global team had reduced...Starting at €8.20
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Maruti Suzuki India: Defending Market Leadership in the A-segment
Jaydeep Mukherjee; Gaurav Mathur; Nikhil DharCase IVEY-9B15A016-EMarketing, StrategyMaruti Suzuki India Ltd. (MSIL), a subsidiary of Suzuki Motor Corporation Japan, is considering a new product introduction to defend its pre-eminent position and retain its competitive advantage in the Indian car market. Three different choices have emerged, out of which only one can be pursued. There is a need to reassess MSIL’s potential growth opportunities and strategy for competing in the A-segment. Which product should MSIL invest in to suc...Starting at €8.20
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Planet Milk: Choosing a Route to Market
Subhan Sundaray; Jaydeep MukherjeeCase IVEY-W28627-EMarketing, StrategyPlanet Milk produced and distributed A2 milk in Bhubaneswar, the capital city of the state of Orissa, in India. Despite the best efforts of its founder, Planet Milk had remained unprofitable since the COVID-19 pandemic struck in March 2020. In January 2022, the founder considered three broad alternatives to revive his milk business. The first was to change the milk’s packaging from glass bottles to Tetra Pak cartons. This change in packaging woul...Starting at €8.20