Case Collection

Marketing Zensar Technologies: From Living Digital to Living AI

In 2016, Sandeep Kishore took the helm at Zensar, a mid-size Indian software and services company with global presence, as CEO. He spearheaded a transformative journey for the company as it shifted from a legacy IT firm to a key player in the digital transformation space. Recognizing the importance of digital capabilities in a competitive environment, Kishore initiated efforts to upskill employees, developing multiple digital platforms under the Return on Digital® initiative, focusing on new and exponential technologies. This strategy was rooted in Zensar's core value proposition: "Develop internally, then sell externally," which enabled the firm to enhance its internal capabilities to better meet client needs. As the market evolved, Zensar identified the emerging potential of artificial intelligence (AI) and initiated the Living AI project, aiming to establish itself among the leaders in the AI as a Service (AIaaS) space. This case situates Zensar at a critical juncture, reflecting on the successes achieved through the Living Digital initiative while exploring strategic decisions that led to the conception of Living AI. The central question is whether Zensar can effectively leverage its existing business model to pivot to a robust AI-driven future, addressing the complexities and opportunities in the fast-evolving technological landscape.

Learning Objectives

Understand the importance of the top leadership in building a product or service brand in business-to-business (B2B) markets. Appreciate the role of accounting for short- and long-term market trends for both external positioning and internal onboarding. Understand the importance of internal product adoption in promoting external positioning and brand authenticity. Understand the importance of the need for, and challenges associated with, frequent internal transformations to support external positioning. Evaluate the incremental versus radical changes in trends and product portfolios to determine the trade-off between market positioning and internal disruptions.

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Piyush Kumar,

Geetika Shah,

Vinodini Saihjpal,

Sushreeta Mohapatra

Published: Nov 1, 2024

₹399.00

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Marketing Sewells Group: Building Sales Process Excellence at Automotive Dealerships in India

Sewells Group, India, a leading provider of retail solutions to auto original equipment manufacturers (OEMs) and their dealers in the Indian market, developed an innovative engagement model for its clients. The model offered solutions based on the performance management of franchised automotive dealers using measurement, analysis, education and development. The first client for whom Sewells Group developed the dealer sales and service system was a late entrant into the Indian market and had about 100 dealerships across the country. It wanted to ensure that the brand promise communicated through its innovative and expensive marketing campaigns was supported at its dealerships when customers arrived to explore the cars. The client sought a comprehensive model of dealer management that did not suffer from the limitations of traditional models that were heavily focused on training and process compliance. In response, Sewells Group developed a novel 5-step dealer management model that applied principles of retail process efficacy to deliver three key outcomes: customer experience, productivity and profitability across all the departments of a dealership. As Jayesh Jagasia, CEO at Sewells Group, India, reviewed the impressive quarterly results of the model's implementation, he mulled over questions related to the sustainability, replicability and extendibility of this initial model to other firms in the automotive sector. What were the learnings from the first implementation of the model? Was it possible to effectively overcome the challenges that they had faced? Would the model work across the industry? Under what circumstances and for what brands or dealerships would the model work? What sort of consulting resources would the company need? Could some parts of the solution be automated? How would the IT departments of auto manufacturers respond to the automation of solutions?

Learning Objective

This case can be used to analyze both strategic and implementation-related tactical issues surrounding an innovative channel management program designed to deliver on a global brand's promise in an emerging market. It involves a set of complex issues pertaining to (i)interaction between advertising-led international brand management and service-led brand impression,(ii) radical design of a service management system,(iii) sales strategy for a service and analytics-based consulting product.

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Piyush Kumar,

Geetika Shah

Published: Nov 15, 2016

₹399.00

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Marketing State Bank of India: Kohinoor Banjara Branch

"State Bank of India: Kohinoor Banjara Branch is a case that documents the development and execution of a novel, high-end branch by a public sector bank in India whose original mandate was to be a "banker to every Indian." Specifically, it traces the development of the bank's Kohinoor branch to serve the Ultra High Net-Worth Individuals (UHNIs) in Hyderabad, the capital city of the state of Andhra Pradesh in India, and considers the question of whether a national rollout of the concept would be viable and successful. It describes the design and execution of the new branch from the twin perspectives of brand extension and new service operation, and raises questions related to the expansion of the idea on both dimensions, from a pilot level to a full-blown rollout. It also takes into account such factors as customer selection for the extension of a mass brand into the ultra-luxury end, the desired approach to serve such elite customers and the long-term prospects for a luxury extension of a mass service brand. Following the success of the branch in Hyderabad, SBI's associate bank, State Bank of Bikaner and Jaipur (SBBJ) planned to launch a Kohinoor-type branch in Jaipur. However, there were important concerns that had to be addressed. On the one hand, SBI had to break free of its legacy image of being an archaic organization, and on the other, it did not want to send out the signal that it was no longer a common man's bank. Given such challenges, SBI was faced with the question: Should it or should it not roll out Kohinoor-type branches across India? "

Learning Objective

To explore the complexity surrounding the extension of a financial services brand into the luxury end market. This extension decision requires the integration of multiple issues at the intersection of consumer behavior, market segmentation, service design and operations, and the coexistence of multiple operating systems within one brand in an emerging economy. The case is appropriate for MBA and executive audiences.

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Piyush Kumar,

Rishtee Batra,

Arohini Narain

Published: Feb 15, 2013

₹399.00

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