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It is October 2007 and competition in the fast-moving consumer goods space is heating up in the developing markets. Vietnam is no exception and Unilever believes it can seize greater market opportunity through innovative and environmentally sustainable product offerings. Nguyen Van Linh, head of marketing at Unilever Vietnam is concerned. Back in April, Unilever launched Comfort One Rinse, a fabric conditioner designed to reduce water use for rinsing hand-washed laundry by 66%. However, consumers are sceptical of the product's efficacy and do not believe that this new fabric conditioner will work as advertised. To complicate matters, P&G just launched their own nearly identical product, Downy One Rinse. In part A of this case series, Nguyen addressed the new product's credibility issue while contending with P&G's challenger product. Will she secure Comfort's market leadership and reach 50% market penetration before Downy?

Supplement to case SMU117. Part B of this case series takes place in December 2008, a little more than a year following the events of part A. Although significant progress has been made since then, the Comfort One Rinse range has not yet reached 50% market penetration ... though neither has Downy. The biggest obstacle is rural activation. What more can Nguyen do to push into the rural market?

Scoot is a new subsidiary airline of the Singapore Airlines Group (SIA) launched in November 2011. It is a low-cost, medium to long-haul carrier that is independently operated and based out of Changi Airport in Singapore. The low-cost carrier model is thriving as income levels continue to rise throughout the Asia-Pacific region, where more people are travelling by air for the first time. However, this phenomenon has led the airline industry to experience commoditisation and greater price-based competition. Full-service Singapore Airlines - an established premium brand with a long history - has a business model inappropriate for this kind of environment. Scoot's raison d'être is to take advantage of opportunities in the rapidly growing budget-travel segment. Campbell Wilson, a 17-year veteran of Singapore Airlines, is seconded as CEO to startup Scoot. In the year following the launch, criticisms of the new airline begin to appear. In October 2012, an editorial in a prominent publication claims that Scoot will contaminate the Singapore Airlines brand and cannabalise sales. How should Wilson address these claims?

This case follows Aditya Challa, a craft beer aficionado whose passion for good beer led him on an international quest to study the art of brewing in Scotland and eventually to Singapore, where he started a microbrewery business with his friends in 2011. By October 2012, sales of his craft beer have been increasing 20% per month, bringing up his production to about one-third operating capacity. However, future growth remains uncertain - with specific challenges in distribution and branding. Craft beer is still a relatively unknown concept in the city-state, and consumers remain skeptical of premium priced local beer. Moreover, big breweries in the Singapore market have already locked down most retailers with exclusive draft contracts. Challa has to review his business model and growth strategy in terms of how and where he can sell his beer while continuing to build the Jungle Beer brand.

This is a two-part case series. Case A begins in April 2010, where Sharat Verma, the brand manager for Gillette India, together with Harish Narayanan, the assistant brand manager in the Singapore regional business unit, influence an R&D effort to redesign the Gillette Mach3 razor for the Indian market. By focusing on frugal innovation, they succeed in removing non- essential features of the razor design in order to reduce costs, thereby aligning the value proposition and price-point to the target segment. In addition, they also help develop an unconventional marketing campaign, called the "Shave India Movement", which catalyses the previously unresponsive yet more affluent urban market, and results in record breaking sales for the Mach3 razor in 2010. Verma and Narayanan are left to analyse the mechanics underlying the success of this campaign, and determine if the movement can be further expanded. They must also determine if lessons from the campaign can be applied elsewhere, and if so, how? Case B begins in May 2010 with Sharat Verma wondering how he can extend the "Shave India Movement" from the urban elite down to consumers at the bottom of the affluence pyramid through a new product, the Gillette Guard - set to launch five months later in October. This new product is designed specifically for low-income consumers in India. With the price-point and distribution dilemma already solved vis-à-vis the successes of the Mach3 campaign discussed in Case A, he now needs to craft an activation strategy that will extend the Shave India Movement to all rungs of society.

This case is set in April 2013, and discusses the key elements that have contributed to the successful operations of the Rolls-Royce Singapore Seletar Campus. In 2006, Rolls-Royce had decided to expand its production capacity and set up operations outside the UK to meet growing customer demands and future growth. Asia was the Group's largest and fastest growing market, with almost half of their new aircraft-engine orders coming from customers in this region. In order to meet this increased demand, Rolls-Royce helped strategise and facilitate the company's largest investment to date: the US$565 million (SG$700 million) Seletar Campus - a 154,000 square metre site housing cutting-edge manufacturing, training and research capabilities. However, while building the facility was relatively straightforward; sourcing the right talent was more challenging. The issue of technology and knowledge transfer essentially came down to developing the high-value skills necessary to assemble and test Trent aero engines and manufacture wide chord fan blades to Rolls-Royce standards. Rolls-Royce was committed to growing its own highly-skilled workforce, and invested heavily in training staff with the intention of developing high-value skills through internationally recognised qualification programmes. Rolls-Royce knew that the local labour market lacked enough seasoned aerospace technicians with the desired manufacturing experience to meet their requirements. To overcome this challenge, the Group developed several collaborations with existing and new partners to develop training and qualifications programmes. This case discusses the challenges encountered, and the way they were overcome, by this public-private partnership that successfully created an ecosystem, which could provide a steady stream of new recruits with the high-value prerequisite skills mandatory for developing quality aerospace technicians.

This is a two-part case series. Case A begins in April 2010, where Sharat Verma, the brand manager for Gillette India, together with Harish Narayanan, the assistant brand manager in the Singapore regional business unit, influence an R&D effort to redesign the Gillette Mach3 razor for the Indian market. By focusing on frugal innovation, they succeed in removing non- essential features of the razor design in order to reduce costs, thereby aligning the value proposition and price-point to the target segment. In addition, they also help develop an unconventional marketing campaign, called the "Shave India Movement", which catalyses the previously unresponsive yet more affluent urban market, and results in record breaking sales for the Mach3 razor in 2010. Verma and Narayanan are left to analyse the mechanics underlying the success of this campaign, and determine if the movement can be further expanded. They must also determine if lessons from the campaign can be applied elsewhere, and if so, how? Case B begins in May 2010 with Sharat Verma wondering how he can extend the "Shave India Movement" from the urban elite down to consumers at the bottom of the affluence pyramid through a new product, the Gillette Guard - set to launch five months later in October. This new product is designed specifically for low-income consumers in India. With the price-point and distribution dilemma already solved vis-à-vis the successes of the Mach3 campaign discussed in Case A, he now needs to craft an activation strategy that will extend the Shave India Movement to all rungs of society.

This case chronicles the events surrounding the six-week grounding of Tiger Airways Australia between June and August 2011. During this time, Tiger Airways Australia's revenue falls by 44% with the Tiger Airways Group share price falling 20%. Australian air safety regulators and key investors rapidly lose confidence in the company. This crisis necessitates drastic changes in the board of directors and executive leadership. On November 1, 2011, Chin Yau Seng is appointed the new CEO of the Tiger Airways Group. How can Chin guide the company as it emerges from the crisis, restore confidence and return the company back to normal operations?

Arunachalam Muruganantham is a social entrepreneur dedicated to solving India's menstrual health problems. He developed an unprecedented product: a low-cost, locally produced sanitary pad. In a paragon effort of frugal innovation, he reverse-engineered the industrial processes used to make sanitary-pads. The result was a small-scale, low-cost machine that could manufacture quality pads sold at a retail price 20% lower than the cheapest mass-produced brands. However, no one bought his pads until his wife began to sell them. Soon the two were unable to keep up with demand. This helped Muruganantham realise the importance of including women as stakeholders in the operation. His next step is to figure out how to scale-up to increase availability and access to the pads.

This case is set in April 2013, and discusses the key elements that have contributed to the success of Infosys Ltd's Campus Connect Programme (CC) in developing India's Information Technology talent over the past eight years. The CC programme is an industry-academia initiative that re-constructs the education experience of engineering students. The programme was launched in May 2004 with 70 colleges. By December 2012, the model had been successfully scaled up to cover 400 colleges, and more than 180,000 readers and 8,300 faculty members across India had benefited from the programme's technical and soft skills training, and exposure to industry practices. Since CC's launch, Infosys has experienced a measurable improvement in the quantity and quality of their new recruits. Infosys understands the value of creating a talent ecosystem, and this case explains just how, and why, Campus Connect has worked as a successful example of industry-academia partnership in the talent management space.