Gondal, a serial entrepreneur, was supported by top technology experts in GOQii's angel round of funding. Case A details GOQii's journey from its incorporation in 2014 until April 2016. It describes GOQii's product-service offering of wearable fitness band technology supplemented with remote personalized coaching, its launch in the Indian market, and its emergence as a pioneer of a new category of product in the health and lifestyle space that had the ability to integrate human assistance with built-in artificial intelligence. Gondal realized that while people were adopting wearable technology solutions for healthy living, there was still a lack of awareness and an air of hesitancy about the usefulness of and need for wearable devices in India. Gondal's dilemma: whether to continue GOQii's positioning as "wearable technology with personalized coaching" and aggressively expand globally, or consolidate and broaden his present offering by embracing the customer more fully and focusing on the "customer healthcare journey" in India. Case B picks up from October 2016, by which time GOQii had consolidated and broadened its offering by focusing on the "customer journey" in India. It had successfully on-boarded different service providers such as doctors, a diagnostic center chain, a hospital chain, sports and grocery stores and Axis Bank (for payments) on their platform, thus providing a complete health ecosystem to the GOQii user. By the second quarter of 2016, GOQii had achieved the number one spot in the Indian wearables market. The immediate decision that GOQii core team need to make is whether they should tie up with multiple insurance providers or explore the possibility of partnering with a reinsurer to complete the entire health spectrum services offering on their data platform. The two cases allow for an in-depth discussion on the key role of a business model in ensuring the competitive advantage and sustained success of a business venture.

Supplement to case ISB079. Gondal, a serial entrepreneur, was supported by top technology experts in GOQii's angel round of funding. Case A details GOQii's journey from its incorporation in 2014 until April 2016. It describes GOQii's product-service offering of wearable fitness band technology supplemented with remote personalized coaching, its launch in the Indian market, and its emergence as a pioneer of a new category of product in the health and lifestyle space that had the ability to integrate human assistance with built-in artificial intelligence. Gondal realized that while people were adopting wearable technology solutions for healthy living, there was still a lack of awareness and an air of hesitancy about the usefulness of and need for wearable devices in India. Gondal's dilemma: whether to continue GOQii's positioning as "wearable technology with personalized coaching" and aggressively expand globally, or consolidate and broaden his present offering by embracing the customer more fully and focusing on the "customer healthcare journey" in India. Case B picks up from October 2016, by which time GOQii had consolidated and broadened its offering by focusing on the "customer journey" in India. It had successfully on-boarded different service providers such as doctors, a diagnostic center chain, a hospital chain, sports and grocery stores and Axis Bank (for payments) on their platform, thus providing a complete health ecosystem to the GOQii user. By the second quarter of 2016, GOQii had achieved the number one spot in the Indian wearables market. The immediate decision that GOQii core team need to make is whether they should tie up with multiple insurance providers or explore the possibility of partnering with a reinsurer to complete the entire health spectrum services offering on their data platform.

Emerging markets have become an attractive destination for multinationals as they provide these companies with high growth potential due to low product penetration and also help them in reducing costs of production due to reduced labor costs. The case brings out the trajectory of growth of Micromax Informatics Limited which started as a company depending on China and Taiwan for manufacturing of their handsets because of better technological infrastructure, stronger supply chain and cost effective workforce. As the government enhanced import duty on CBU (Completely Built Unit) electronic products and reduced excise duty and import duty on SKD (Semi Knocked Down) units required for manufacturing of electronic products, Micromax started its production facility, Bhagwati Products Limited in India and reduced import of finished electronic products to a large extent. To keep the cost low all across the value chain, it focused on development of indigenous design and manufacturing capabilities to achieve higher localization. This helped Micromax in keeping the cost of the products low and thus being a cost leader in the market. The case also brings out how costs can be kept low by utilizing central and state government initiatives in providing subsidies that helped the company build competitive advantage and how these specific actions resulted in creation of a vibrant electronics industry in the country. This case focuses on the specific issues faced by Bhagwati Products Limited, the production arm of Micromax in production of mobile phones locally, with regard to sourcing of raw material, manpower, research and development, competition and reduction in cost of production.

This case is designed to highlight the vital role of promotion, the fourth "P" of the marketing mix, in a brand reinvention exercise. Using the context of the brand reinvention journey of Officer's Choice Whisky (OCW), the case highlights the importance and need for syncing brand objectives and communication objectives so as to build brand relevance in a competitive environment, increase revenue and enhance customer loyalty. The case also highlights the importance of systematic market research in identifying brand weaknesses and providing direction for effective marketing communications.Ahmed Rahimtoola, Head of Marketing at Allied Blenders and Distillers (ABD), was leading the process of conducting an extensive brand reinvention exercise for Officer's Choice. Market research had established the need for brand reinvention, indicating that Officer's Choice had to overcome the challenges of low brand salience, lack of emotional connect with customers, and outdated brand communication. Accordingly, the best advertising agencies in India were invited to come up with creatives that would answer the following question: How should Officer's Choice reposition and repackage itself and reconnect with consumers? ABD had the tough task of choosing the creative that held the magic recipe that would strategically weave brand objectives and communication objectives to yield optimal benefits. In discussing the firm's creative options, the case brings to light the crucial aspects of a brand reinvention process, the role of communication objectives in brand reinvention, and the mechanics of a successful marriage of marketing communication and brand strategy objectives.

Mahindra First Choice Services Limited, a multi-brand car-servicing business in India, needs to create a unique customer value proposition to differentiate its brand in a highly competitive landscape. In India, the aftermarket services market comprises original equipment manufacturers, independent garages and few organized players. The marketing head and his team need to position their company’s brand to capture customers that have previously relied on local garages and original equipment manufacturers.

Mahindra First Choice Services Limited, a multi-brand car-servicing business in India, needs to create a unique customer value proposition to differentiate its brand in a highly competitive landscape. In India, the aftermarket services market comprises original equipment manufacturers, independent garages and few organized players. The marketing head and his team need to position their company's brand to capture customers that have previously relied on local garages and original equipment manufacturers.

An ethical hacker had recently started his entrepreneurial venture, EnterAll InfoSec Solutions. A technologist who believed that “ethical hacking” had huge market potential, he and his partner were searching for a business model that would address the information security needs of corporate clients, public sector undertakings (PSUs) and government institutions. Ethical hacking was a specialized and relatively nascent field, and the entrepreneur foresaw many challenges in convincing customers to use the services of his start-up company. The immediate concerns were how to expand the business, identify an optimal business model, explore sources of funding and create a strong team.

An ethical hacker had recently started his entrepreneurial venture, EnterAll InfoSec Solutions. A technologist who believed that "ethical hacking" had huge market potential, he and his partner were searching for a business model that would address the information security needs of corporate clients, public sector undertakings (PSUs) and government institutions. Ethical hacking was a specialized and relatively nascent field, and the entrepreneur foresaw many challenges in convincing customers to use the services of his start-up company. The immediate concerns were how to expand the business, identify an optimal business model, explore sources of funding and create a strong team.

The managing director, founder and promoter of Manjushree Technopak Limited, based in Bangalore, India, had exploited various market opportunities to establish his third venture, which over 20 years had become the largest manufacturer of polyethylene terephthalate bottles and preforms in Southeast Asia. His brother and sons had also joined the company, which was listed on the Bombay Stock Exchange, and were now co-directors under his leadership. By 2013, the company was ready to expand to meet the growing demand for plastic containers in the food, beverage, health care and pharmaceutical industries and to counter its competition. It needed to convey a clear vision to all its stakeholders. Growth also meant the need for clarity in leadership roles and a sound internal governance structure. The managing director had three choices: 1) continue the status quo with himself as head of the company; 2) step aside and allow his professionally qualified sons to step up to the company leadership; or, 3) hire a professional from the corporate world as a new chief executive officer.

The managing director, founder and promoter of Manjushree Technopak Limited, based in Bangalore, India, had exploited various market opportunities to establish his third venture, which over 20 years had become the largest manufacturer of polyethylene terephthalate bottles and preforms in Southeast Asia. His brother and sons had also joined the company, which was listed on the Bombay Stock Exchange, and were now co-directors under his leadership. By 2013, the company was ready to expand to meet the growing demand for plastic containers in the food, beverage, health care and pharmaceutical industries and to counter its competition. It needed to convey a clear vision to all its stakeholders. Growth also meant the need for clarity in leadership roles and a sound internal governance structure. The managing director had three choices: 1) continue the status quo with himself as head of the company; 2) step aside and allow his professionally qualified sons to step up to the company leadership; or, 3) hire a professional from the corporate world as a new chief executive officer.