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Marketing Chetak: Revitalizing a Legacy Brand from the Past to the FutureThe 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.
₹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 -
Marketing Walmart's Jetblack: Managing Luxury Service on Conversational Commerce
In 2018, Walmart, the world's biggest retailer, launched Jetblack, a concierge luxury shopping service that allowed consumers to explore and buy items via text message. It is a classic example of the danger of introducing a relatively luxurious brand into the portfolio of a non-luxury brand family. Jetblack's service combined artificial intelligence (AI) and the customized attention of trained experts to identify the most appropriate products for its customers. Following the launch of Jetblack, customer enrollments grew and both the frequency and breadth of member shopping increased. Its initial customers also stated that texting was their favorite aspect of the service. However, Jetblack's inability to scale its business operations proved to be a major challenge, with dire financial implications. By 2019, Jetblack was losing around USD 15,000 per customer annually. On February 21, 2020, Walmart announced that it was shutting down its exclusive concierge shopping startup, Jetblack, due to limited end user customer enrollments and inadequate investments.
Learning Objective
Learn MoreBy working through the case and assignment questions, students will
- comprehend the concept of conversational commerce
- understand customer adoption of and resistance to conversational commerce
- learn updated value typology linked with conversational commerce
- understand the concept of luxury service
- analyze the positioning of luxury services
- learn brand strategy for luxury services
Published: Jan 10, 2021₹399.00 -
Marketing Instagram Influencer Marketing: Creating a Winning Strategy
On August 9, 2020, Sean Jean De Ville, who had recently joined French fashion and cosmetics giant Satix as digital marketing head of the shampoo products division, was preparing for his first meeting with the CEO. He had been tasked to explore the viability of employing influencer marketing on Instagram. This would be a new promotional vehicle for the company, which had traditionally used billboards, print, and limited digital advertisements. He was also told that a budget of USD 500,000 would be allocated for influencer marketing and that the boss was anxious to get his insights and recommendations.
Learning Objective
Learn More• how influencer marketing works • how to decide on which influencer or influencers to employ • the key metrics involved in assessing an influencer marketing strategy • how to measure the marketing effectiveness of influencers, and • how to ask questions that go beyond the data to come up with relevant insights that will enhance the effectiveness of your expenditure(s).
Published: Dec 19, 2020₹399.00 -
Marketing Margiotta Food & Wine: Customer Service through Service Robots
In 2018, high-end supermarket chain Margiotta Food & Wine (Margiotta) employed a robot named Fabio at one of its flagship stores to deliver in-store customer service. Founded in 1956, Margiotta retailed three product lines namely food, wine and 'local and organic' at their seven retail stores in Edinburgh, Scotland. However, within one week of its installation, Fabio was fired because of its inability to adequately deliver quality customer service. The customers developed a lot of resistance in accepting assistance from Fabio for their grocery shopping. The Fabio programmers, the Heriot-Watt University Interaction Lab, believe that a newer version of Fabio would be "crueller and more conniving" in delivering customer service. In the future therefore, Margiotta may very well have to take a decision on deploying a robot again. It would have to carve out strategies to proactively reduce customer resistance towards new version of Fabio, which eventually may ameliorate brand experience for Margiotta customers. In addition, Margiotta's employees were seen to have developed a state of positive emotion (love) towards Fabio. Employees were visibly disappointed when customer service through Fabio was discontinued. Hence, when the next version of Fabio is installed, Margiotta promoters would have to carefully manage employee emotions.
Learning Objective
Learn MoreThe case is designed for use in a graduate-level marketing program, for courses in marketing management/service management and marketing of services courses. Customer service through robots Customer resistance towards service robots Conceptualisation of Robot Love using Theory of Parasocial Interaction and Anthromorpbism Robots and brand experience
Published: Dec 19, 2020₹399.00 -
Marketing Revenue Management at Sparsh Nephrocare
The case describes the challenges related to topline enhancement faced by Sparsh Nephrocare, a growing chain of dialysis centers in India. In the early years of its operations (2010-2015), Sparsh grew mainly by opening new centers and focused on cost leadership to maintain profitability. However, as Sparsh's founders, Gaurav Porwal and Saurav Panda, look to raise Series B funding, they are faced with the challenge of how to fuel the next phase of growth at the existing centers. Any option worth investigating must ensure that the company's relationships with various stakeholders in a fragmented ecosystem are not adversely affected. This includes ensuring good outcomes for patients and preserving the autonomy of nephrologists and the importance of the hospitals that house these dialysis centers.
Learning Objective
Learn MoreAt the end of this case discussion, students should be able to:
- Explore and evaluate various avenues for revenue growth in light of the strategic value proposition of the organization and prioritize those that represent win-win opportunities, i.e., where higher revenue does not come at the expense of low quality or poor outcomes.
- Understand the role of hospitals and specialists in B2B marketing of healthcare services in India and investigate the role of different stakeholders in managing health outcomes in a fragmented value chain.
- Understand the challenges in capacity planning for chronic health services, where the demand growth comprises of the addition of new patients as well as increased use by existing patients.
Published: Jan 31, 2019₹399.00 -
Marketing SREI Sahaj e-Village (A)
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 A, set in July 2010, presents the tough challenge that the top management at Sahaj e-Village Ltd had on its hands. It was serving a virtually untouched rural market through a greenfield project with a jittery workforce in place and was justifiably concerned about the viability and sustainability of the business.
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
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