Marketing Atomberg Technologies - Leveraging Digital Marketing to Accelerate Its Omnichannel Strategy
Incubated by two engineering students from the Indian Institute of Technology, Mumbai. After several pivots, the company focused on home appliances, specifically ceiling fans. The fan-related journey began in 2016 as a Business -to-Business business (B2B) venture, but soon, the company focused on the larger consumer market. In a very short span, it had grown to a revenue run rate of US$80 million in annual revenues by 2022. At the same time, it faced many challenges. To begin with, the company's marketing efforts were mainly through digital channels. 25% of Atomberg's sales were made through online channels, far higher than the industry average of approximately 10%. However, to scale its ceiling fan business to the next level, the company needed to grow its share in the offline market dominated by regional distributors and retailers. While e-commerce will continue to grow, companies such as Atomberg need to have a multi-channel strategy in the short run. They need to focus their marketing and brand-building activities through digital channels and synchronize these with in-store promotions. The case follows the life of a young and successful start-up that pivoted its business model multiple times to reach its current size but needed fresh thinking on its marketing strategy to scale to the next level.
This case has been designed to enable students to understand the following: -The promotion process and evaluation of the campaigns run by Atomberg at multiple points in time. -How digital campaigns can be effectively used to generate offline sales through a combination of brand building and influencing channel partners and intermediaries. -Targeting multiple intermediaries in the sales process using different campaigns.
Entrepreneurship & Innovation Fluid Ai-Breaking New Ground with Artificial Intelligence
The case is set in 2017 and covers the journey of Fluid AI. Fluid AI is a five-year-old artificial intelligence (AI) startup that emerged as a pioneer in offering various AI-based products to solve various business problems. Its customers were primarily international and domestic (Indian) banks that generated and held enormous data but struggled to make sense of it. These banks needed help in solving problems such as predicting which customers they should lend money to, having an effective collection mechanism with reduced reliance on human decision-making, and using AI as modern technology to enhance the overall quality of customer experience. High cost-to-income ratios in banks provided another business imperative for building AI-based solutions to automate various operational processes in banks. Recognizing these needs, Fluid AI's founders-Raghav and Abhinav Aggarwal-built a core set of products powered by deep technical expertise and knowledge of AI algorithms. Enthused by the success from their first banking customer, the duo invested heavily in creating a two-pronged AI value proposition: predictive AI capabilities and conversational bots, with the ability to deploy solutions both on the customer's premises and on the cloud. This unique capability put Fluid AI in a formidable position to compete with more established AI startups, including some large IT service providers and product companies. The brothers did all of this in a completely bootstrapped mode, allowing the Fluid AI team full freedom to make technology, architectural, and business model decisions. They reached a critical mass of customers as more banks signed up and started using Fluid AI's products. A turning point came when Forbes magazine approached Fluid AI to help create a virtual avatar of Warren Buffett. This case traces Fluid AI's journey from being a startup, including its young founders and their dreams.
- Understand the entrepreneurial mindset of a high-tech startup (in this case, in the domain of Artificial Intelligence)
- Understand the broad set of applications of AI to solve complex and real business problems and learn how businesses can take advantage of new-age technologies
- Understand the challenges high-tech product companies such as Fluid AI face in navigating the uncertainty in the market, technology, and competitive space.
Marketing Chetak: Revitalizing a Legacy Brand from the Past to the Future
The case elaborates the relaunch of Chetak, the iconic scooter brand by Bajaj Auto Limited (BAL), from the perspective of brand identity, legacy brands, and brand extension authenticity. It traces the journey of Chetak from being the market leader in the Indian two-wheeler segment in the 1970s and 1980s to its gradual exit from the market in 2005. With the discontinuation of Chetak, BAL completely withdrew from the scooter market in India to build a motorcycle-focused business. The case locates the reader in December 2019, 14 years from BAL's exit from the scooter market. BAL had decided to bring back Chetak and wanted to launch it as a modern electric scooter in 2020. Although Chetak carried a positive legacy from the past, it needed to reconfigure its brand identity to fit with the new electric vehicle category. However, in this reconfiguration, the brand needed to be careful about not losing the authenticity connected to its past. The case focuses on the dilemma facing the protagonists regarding the brand positioning of the revived Chetak.
- Appreciate the strategic value of decoding brand identity and the systematic process of relaunching a legacy brand.
- Think profoundly about how brands travel through time-how iconic brands from the past can be strategically revived in a different era, catering to a new generation or cohort of consumers.
- Practice hands-on decoding of brand identity and repositioning.
IT Management Divami Design Labs - Rebuilding a Software Product with User-Centric Design
Divami Design Labs is a company that specializes in user experience (UX) strategy, UX design, and user interface (UI) development services across web and mobile platforms. The company-based in Hyderabad, India-works with several clients in designing their software products and solutions. The company had recently won a large contract that involved redesigning a software product for a client in the employee life cycle management business. The client, Paysoft, had recently undergone a redesign process using internal resources. While the new product was well received initially, several complaints started to emerge about product rigidity and the lack of customer centricity. In a crucial board meeting, Paysoft decided to bring in an external specialist to help make the product more user-friendly. Divami won the contract after a long competitive process. As the Divami team began implementation, it ran into resistance from Paysoft's internal software development team, which had managed the initial product build. The Divami team had the challenge of justifying the role of design specialists in the product development process. It needed to convince the Paysoft internal team of the value it could add and how the design process does not replace but strengthens the development process. The Divami team also needed to showcase the design process with an illustration.
Enable students to: - understand UX-based design strategies - develop a design strategy for a SaaS product - understand the consequences of not following a comprehensive UX design process - understand resistance to change and the need to work with design specialistsLearn More