學門類別
政大
哈佛
最新個案
- Leadership Imperatives in an AI World
- Vodafone Idea Merger - Unpacking IS Integration Strategies
- Snapchat’s Dilemma: Growth or Financial Sustainability
- V21 Landmarks Pvt. Ltd: Scaling Newer Heights in Real Estate Entrepreneurship
- Predicting the Future Impacts of AI: McLuhan’s Tetrad Framework
- Did I Just Cross the Line and Harass a Colleague?
- TNT Assignment: Financial Ratio Code Cracker
- Porsche Drive (A): Vehicle Subscription Strategy
- Porsche Drive (A) and (B): Student Spreadsheet
- Porsche Drive (B): Vehicle Subscription Strategy
-
Birla Opus: Disrupting the Indian Paint Industry
In February 2024, Grasim Industries Limited entered India’s competitive paint industry by launching the brand Birla Opus with a comprehensive range of high-quality products for the decorative paint segment. The company planned to invest ₹100 billion over the next three years and to open six manufacturing facilities across India by 2025, targeting the number two position in the market. In 2024, the estimated value of India’s decorative paints industry was ₹700 billion, with double-digit growth year-on-year. Grasim Industries Limited was hoping to capture 5–6 per cent of the market with the new Birla Opus brand in its first year by using the group’s capabilities, market knowledge, and brand equity. The company had to decide whether to pursue a product-centric growth strategy or an aggressive promotion-focused approach. In addition, given the strength of the market’s established competitors, was it the right decision to invest ₹100 billion in the new venture? Calculating projected future cash flows and the net present value of the project was necessary to determine the right strategy. -
Birla Opus Disrupting the Indian Paint Industry - Instructor Spreadsheet
This Instructor Spreadsheet is designed to accompany product W39080. -
Bikaji’s Conundrum: Market-Oriented or Product-Oriented Growth
Established in 1986, Bikaji Foods International Ltd. (Bikaji) began making traditional Indian snacks and became a leading producer of ethnic namkeen and sweets, boasting over 300 diverse products. With a 9.5 per cent market share and INR 19.6 billion in revenue, it ranked third in India. Operating in 23 Indian states and 25 countries globally, its exports contributed 4 per cent of total sales. Since March 2024, Bikaji has aimed for a 12 per cent market share over three years, focusing on capacity optimization, rural market penetration, and profit margin improvement. Bikaji targeted untapped Indian regions, alongside exploring options like quick-service restaurants, healthy snacks, and export expansion. Expanding in India’s diverse culinary landscape demanded careful strategy to meet financial goals.