We use cookies to make your experience better. To comply with the new e-Privacy directive, we need to ask for your consent to set the cookies. Learn more.
-
Marketing Zensar Technologies: From Living Digital to Living AIIn 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.
Learn MoreLearning 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.
Published: Nov 1, 2024₹399.00 -
Marketing Organo: Scaling Sustainable Eco-Habitats
Hyderabad-based real estate developer Organo, led by Nagesh Battula and Vijay Durga, aimed to disrupt the market with their third project, Organo Damaragidda, focusing on eco-friendly living in Telangana. Following the success of their previous projects, Naandi and Antharam, Organo faced challenges in reaching their target audience for Damaragidda. This case study talks about how they navigate the difficult path of marketing a niche product to new market segment.
Learning Objectives
Learn MoreTo understand how to build a sustainable built environment going against the typical mindset of a real estate developer. To understand the importance of community in a sustainable built environment. To understand the mindset of a sustainable marketer and the communication tools he or she uses to reach out to the target segment.
Published: Nov 21, 2023₹399.00 -
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.
Learn MoreLearning Objectives
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.
Published: Jul 10, 2023₹399.00 -
Marketing Tata Steel Limited: Fighting Commoditization by Creating Innovative Services And Solutions
The case explores the journey of Tata Steel Limited (TSL), India's largest and one of the world's top steel manufacturers, to find ways of getting closer to consumers to combat commoditization. This century-old organization has weathered many disruptions from significant regulatory changes, globalization, and technology changes. The company is renowned for its high quality, operational excellence, and delivery reliability. TSL was one of the earliest steel manufacturers (as early as 2003) to recognize the need to build strong relationships with both business-to-consumer (B2C) and business-to-business (B2B) customers. This case describes the efforts of the organization to continuously introduce innovative ideas into the business, including branding various company products, such as Tata Shaktee for steel roofing sheets and Tata Tiscon for thermo-mechanically treated rebars, which are mainstay products in consumer markets. Despite its efforts to reinvent itself continually, the firm faces repeated challenges of price cyclicality and commoditization, which are characteristic of the steel industry. The company faces stiff competition from both local and global players and growing pressure on profitability. To overcome these challenges, the firm is consistently seeking ways to get closer to its customers (in B2B markets) and consumers (in B2C markets). The case highlights the nuances of TSL's market-sensing efforts, spotting the idea of making steel doors that closely resemble wooden ones, taking the product to market, and the thought process of various internal divisions. The case concludes with the leadership team of TSL facing major challenges in deciding how to continue innovating in the marketplace after the early success of the Pravesh initiative.
Learning Objectives
After reading and discussing the case, students should be able to
- develop the mindset required for an organization operating in a mature industry to continuously think of innovative ways to combat commoditization,
- understand the process of spotting, incubating, and scaling new ideas,
- appreciate the need for fostering an environment conducive to corporate entrepreneurship, and
- elaborate on the structural changes needed to sustain innovativeness.
Published: Mar 31, 2023₹399.00 -
Marketing Private Label Strategy at Amazon: Conflict Between Ethics, Seller Relationships, And Profitability
The case opens with the current crisis for Amazon because of its alleged use of sensitive and confidential business information from third-party sellers on its platform to develop competing products under Amazon's private label (PL) brands, a practice at odds with the company's stated policy. Such allegations not only hurt Amazon's reputation as one of the largest e-tailers but also brought to light a larger debate about the right way to launch PL brands. Although Amazon claims to have prohibited its employees from using nonpublic, seller-specific data, it agrees to have used aggregate customer data like other brick-and-mortar stores to improve customer experience. However, the third- party sellers feel that Amazon's unfair practice of using their private information has hurt them, decreasing their return on investment and compromising their product innovations. Russell Grandinetti, who currently runs Amazon's international consumer business, faces the following dilemma: Should Amazon continue its PL brands? Because PL brands are important for Amazon's business, Grandinetti must find ways to build synergy with third-party retailers while developing Amazon's PL brands. Grandinetti needs to address these concerns in the next shareholder's meeting.
Learning Objectives
Learn MoreAfter reading and discussing the case, students should be able to
- understand the differences between national and PL brands and their importance in today's marketplace to create value,
- expose the participants to the challenges faced by the sellers and the platform (or retailer) because of the launch of PL brands, and
- understand how companies can launch PL brands yet manage stakeholder relationships and instill trust across the value chain.
Published: Jan 15, 2023₹399.00 -
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.
Learning Objectives
- 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.
Published: Jul 26, 2022₹399.00 -
Marketing Creative Chocolates in Nigeria: To Test Market or Not?
The case is set in 2022 when Creative Chocolates, a popular United States based chocolate manufacturer, plans to enter the African market. Known in the United States for its unique "warm freshbaked" chocolates, Creative Chocolates expanded to over 100 countries with 26,000 outlets worldwide since its inception in the late 1980s. However, all their outlets were either their own stores or franchisees. Attracted by the market research data on the population growth and economic success of Nigeria and other African countries, Alan Rickman, the new chief executive officer of Creative Chocolates, plans a growth strategy based on penetrating the African market. The case presents Rickman's dilemma-whether to conduct test marketing or not-and builds on it to discuss his next step.
Learning Objectives:
Understand how to select or prioritize projects using risk criteria in business environments; Understand the what and how of test marketing; Facilitate critical thinking and decision-making through basic decision trees and associated applications Company.
Learn MorePublished: Mar 21, 2022₹399.00 -
Marketing AISECT (Part A): Leading India's Skill Development Mission
The case is a narration of the 20-year journey of the All India Society for Electronics and Computer Technology (AISECT), a social enterprise offering information and computer technology (ICT) services, including skill development, higher education, financial inclusion, and e-governance, to youth in rural and semi-urban areas of India. It reflects the vision of AISECT's Founding Chairman, Santosh Choubey, to build a social organization aimed at disseminating science and technology (S&T) knowledge, services, and solutions to underserved rural areas in India and generating job opportunities for rural youth. In its initial years, AISECT joined a Government of India initiative to introduce and offer basic computer education to students in government high schools in Bhopal. AISECT developed a model in which it trained local youth to become entrepreneur-trainers who could operate ICT centers at the government schools, receiving a share of the government's funds. During the early nineties, AISECT set up ICT training centers in the selected government schools in MP and built a franchisee network of sustainable multipurpose training centers (MPTCs). The centers, owned and operated by village-level entrepreneurs (VLEs), would provide ICT-based and other skill-based education and services to rural communities. Through the MPTC model, AISECT not only penetrated and spread IT literacy in the semi- urban and rural areas of the state but also generated job opportunities for rural youth through its "train the trainer" model. The case is set in March 2005, when Choubey relives the struggles, challenges, and successes along the way and is gradually carried forward into the future. The case ends with Choubey contemplating the road ahead for AISECT. With the skill education landscape changing and new entrants competing for limited government funds, what should AISECT do to maintain its leadership position and ensure its sustainability and continued expansion across India?
Learning Objective:The case is appropriate for an MBA-level introductory marketing course or an Executive Education course that focuses on strategic marketing issues. The case can be taught effectively to MBA students or executives in marketing courses, such as rural marketing, strategic marketing, and entrepreneurship, where the focus is on new business models for winning in emerging markets. The Case can be taught from aspects of business model innovation, importance of micro-entrepreneurs for rural marketing.
Learn MorePublished: Sep 23, 2021₹399.00 -
Marketing SREI Sahaj e-Village, Supplementary NoteSupplement to cases ISB070 and ISB071.
Learn MorePublished: Dec 16, 2016₹399.00 -
Marketing SREI Sahaj e-Village (B)
Sahaj e-Village Limited, an initiative of SREI Infrastructure Finance Ltd, hoped to answer the need of the Indian government's National e-Governance Plan (NeGP) to set up 100,000 Common Service Centres (CSCs) across rural India in 2006. This figure was subsequently revised to 250,000 CSCs in 2009. Sahaj aimed to bridge the digital divide between urban and rural India and set up one of the largest brick and mortar --and human --networks in rural India. With close to 27,000 IT-backed centers in villages with a population of less than 10,000 and 50 critical services in the domains of microinsurance, education, utility and government-to-citizen (G2C) services to over 300,000,000 rural people, Sahaj e-Village was literally taking urban services to the remotest nooks of rural India. Sahaj CSCs would provide rural consumers with direct access to modern, state-of-the-art technological facilities and computer education, thus dovetailing with its long-term plans of providing Internet connectivity across rural India. Case B moves ahead from the challenge described in Case A and outlines Sahaj's transformation process. Starting August 2010, Sahaj guided its troops through an ideological transformation that would take the organization from being primarily a government service provider to an enterprising business entity capable of fending for itself. In order to achieve this goal, Sahaj took the important first step of understanding the intricacies and dynamics of the relationships among the various stakeholders involved in the project. This, in a sense, proved to be a breakthrough in the organization's transformation process.
Learning Objective
Learn MoreThe case introduces the reader to the fiduciary concerns of social enterprises and the restrictions faced by government-led enterprises when they plan to scale up of their organizations. Students are led to analyze organized and unorganized employment opportunities and challenges. The case lets students analyze and understand the:
- Dynamics of the social networking market
- e-Village business model and
- Importance of an appropriate business model in the rural social entrepreneurship space.
Published: Dec 22, 2016₹399.00
Shop By
Filter by
Author
Year Published
Industry
Content Type
Page Length