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  • Apollo Tyres India: Sustaining an Organic Growth

    The chairman of one of India’s leading tire manufacturers must devise a strategy to maintain his company’s significant position in the tire industry. To date, the company has generated most of its revenues from sales in India, and it has become a leading player in the Indian commercial vehicle segment. With an overall slowdown in the manufacturing sector, the commercial vehicle segment has been hard-hit. The passenger car segment, however, is expected to grow. The manufacturer must find a way to effectively align its tire sales network and decide which segment to focus on.
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  • Taco Bell: A Mexican-Inspired Restaurant in India

    With four outlets of Taco Bell opened in Bangalore, India by December 2013, the managing director of Yum! Restaurants India, the parent company, felt eager to expand. The company took pride in providing the best Mexican-inspired fast food at a low price in a friendly atmosphere. Its target market was young people with global aspirations and/or experiences who were aware of the brand and willing to try something new. India appeared to be a large and fitting market for this quick service restaurant: a population of more than a billion people, the majority of whom were under 35, growing income levels and increasing tastes for international cuisines. Yet, despite a record-breaking launch in 2010, its retail foot traffic was declining. The addition of vegetarian items to the menu had limited success in luring customers to repeat visits. Were the price changes on the new menu reasonable and consistent with the brand promise Taco Bell had made during its launch? What could be done to sustain the company’s survival in India?
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  • Incredible India: Evolution of Brand India

    In 2013, the minister of state for tourism in India is contemplating the future of the “Incredible India” campaign. Started in 2002, the campaign had succeeded in turning India into a high-end tourist destination, as a result bringing about a growth of 16 per cent in the number of foreign visitors. Originally focused on landscape and culture, the campaign evolved to embrace such concepts as spiritual, medical, adventure, film and sports tourism on a year-round basis. In 2007, the campaign was extended to the international arena with participation in events in Berlin, Cannes, London and New York. In 2012, the culmination of over a decade of effort resulted in three awards at the World Travel Awards. Now, in 2013, uncertainties have multiplied. India has gained more familiarity among and acceptance from foreign tourists of diverse backgrounds, who now expect more differentiation in the choices available. To lure them, the tourism departments of several Indian states and union territories have begun to adopt their own advertising campaigns. Can Indian tourism, which is based on a unified branding approach, sustain its growth in the long run? Is it more advantageous to change to a system in which different tourism products and regions are branded distinctly?
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