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McDonald's India: Optimizing the French Fries Supply Chain - Teaching note
Lee H; Rammohan STeaching Note SGSB-GS79TN-EService and Operations ManagementBefore opening its first store in India in 1996, McDonald’s spent six years building its supply chain. During that time, the company worked to successfully source as many ingredients as possible from India. However, French fries (“MacFries”) were a particularly tough product to source locally—and importing fries was undesirable for both cost and availability reasons. Growing potatoes suitable for use as fries was challenging in India. By 2007...Starting at €0.00
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Johnson Controls-Hitachi: Aiming to Consolidate a Market Lead
Sandeep Puri; Shivani Upadhyay; Shubham SharmaCase IVEY-9B17M082-EMarketing, StrategyAt the beginning of 2017, India was among the top 10 markets for Johnson Controls-Hitachi Air Conditioning India Limited, accounting for around 10 per cent of its revenue. The company was trying to increase its room air conditioner (RAC) market from 11 per cent to 20 per cent by 2020. It was positioned in the premium segment of the RAC market but wanted to enter the popular segment, which was crowded with established players. The company’s focus ...Starting at €8.20
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The Renault KWID: Disrupting India's Hatchback Market
Jones Mathew; Banasree Dey; Sandeep PuriCase IVEY-9B17A023-EMarketing, StrategyThe Renault KWID was successfully launched in India in the entry-level car segment as a new competitor for the Maruti Suzuki Alto, the largest-selling passenger car in the country. By August 2016, the market leader’s market share had fallen to 40.6 per cent from 48.5 per cent earlier that year, while the Renault KWID gained a market share of about 19.8 per cent. Despite the KWID’s remarkable success, however, Renault’s strategy for the future nee...Starting at €8.20
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Make in India: The Operating and Marketing Challenge
Gaganpreet Singh; Simarpreet SinghCase IVEY-9B15A030-EEntrepreneurship, Marketing, StrategyOn September 25, 2014, the prime minister of India extended an official invitation to businesses across the globe to invest and produce in India. The program, called “Make in India,” began as a way to meet the growing needs of the country’s developing economy by encouraging both local innovation and foreign direct investment. Its goal was to make products without defects and with no negative impact on the environment, while protecting intellectua...Starting at €8.20
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Paper Boat Beverage: Branding Delightful Nostalgia
Saju B.; Hari Krishnan K.; Joseph Jeya Anand S.Case IVEY-9B16A022-EEntrepreneurship, Marketing, StrategyHector Beverages reinvented the ethnic drinks category in the Indian market with its beverage brand Paper Boat. The brand had been successful since its launch in 2013, posting triple-digit growth in 2015. By the end of December 2015, Hector Beverages’ future seemed to be heavily dependent upon Paper Boat. With Paper Boat constituting 90 per cent of the company’s total sales, 2016 would be a critical year for Hector Beverages. Should the company a...Starting at €8.20
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The Tata Nano: What Went Wrong
Arpita Agnihotri; Saurabh BhattacharyaCase IVEY-9B15A053-EMarketing, StrategyIn 2009, the Tata Nano entered the Guinness Book of World Records as the lowest priced car in the world. It was predicted that with the Nano, the Indian car market would expand by 65 per cent. But despite the car’s initial popularity, the final demand for it was low. By 2012, the Nano plant was operating at only 25 per cent of its capacity, and by 2014, Nano production was limited to only three days per week. After introducing the Nano Twist and ...Starting at €8.20
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Colgate: Regaining Leadership in India's Sensitive Teeth Market
Doreen KumCase IVEY-9B15A057-EMarketing, StrategyIn April 2013, Colgate-Palmolive, a long-term front runner in a consumer goods business that specialized in oral care products, lost its dominance for the sensitive teeth toothpaste market in India. It was a dominance that Colgate-Palmolive had managed to build over the years by being a first mover and by leveraging its reputation as a leader in oral care products. However, new global and local competitors entered the market with diverse product ...Starting at €8.20
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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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Patanjali Takes On Industry Giants
Sandeep Puri; Adrija Ajeya; Jupanjot Singh ChughCase IVEY-9B16A039-EMarketing, StrategyIn April 2016, the yoga guru who started Patanjali Ayurved Limited declared that his company’s revenue would exceed that of Colgate-Palmolive India by the end of the year and would overtake Hindustan Unilever in India in three years. Patanjali’s revenue grew 125–150 per cent from the previous year. The company aimed to continue growing at a rate of 100–125 per cent annually over the next three years, as a manufacturer and marketer of a wide range...Starting at €8.20
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Zivame: Branding Options for an Online Lingerie Retailer
Nirankush Dutta; Anil K. BhatCase IVEY-9B15A031-EEntrepreneurship, Marketing, StrategyBy May 2015, Zivame, an Indian online lingerie retailer, had established itself as a market leader in this category by providing traditionally conservative Indian women a reliable solution to help them confidently purchase their most intimate wear while avoiding any confrontation with sales executives, mostly men, of brick-and-mortar stores. It helped its customers understand their lingerie needs, browse through styles, order their right size and...Starting at €8.20