Ashish and Ranu Surana, a husband and wife team and co-owners of Go Pure Ice Cream (“Go Pure”), had managed to turn their passion for developing and selling fruit-based ice cream into a successful business. Having crossed the milestone figure of INR 10 million in sales with their network of 20 franchisees, mostly in Tier 2 and 3 cities, they dreamed of taking the Go Pure brand to the national level, which would require them to launch in metro and Tier 1 cities. However, they knew that this was not going to be easy. Managing existing franchisees in terms of their adherence to standard operating procedures was proving a challenge, as some franchisees were neglecting to wear headgear or gloves or not using branded cups. The founders were worried that these small but significant lapses were diluting the brand. Their current franchise model involved charging franchisees a once-off franchisee fee and billing them on an ongoing basis for the products they delivered. The Suranas wanted to identify the correct strategy to make Go Pure a national brand, but were having trouble selecting the right approach.<br><br>The first option they considered was trying to get the right franchisees on board. If they could achieve this, those franchisees could act as influencers for them in prime locations in metro and Tier 1 cities, making their brand look fantastic at the national level. The second option they considered was to continue to expand in Tier 2 and 3 cities and to try to become an aspirational brand for the majority of urban and rural Indians. The other option they were looking at was getting an infusion of venture equity and opening professionally managed, company-owned, company-operated outlets in metro and Tier 1 cities. They engaged the services of a brand consultant to help them understand how their brand was perceived and valued in the minds of their target audience and to advise them on how to leverage this information to fulfill their dreams.
Surana & Surana International Attorneys (S&S) is a multispecialty law firm. Since its inception in 1971, it had declined to serve clients who were in the industries of meat, tobacco, alcohol, and gambling (M-TAG). In early March 2023, a large opportunity arose from a world leader in the alcohol business. Sanjay Mehta, Head of Business Development, met Vinod Surana, CEO and Partner at S&S, to convince him about bringing change to its deep-rooted tradition of sticking to no M-TAG. Kartik and Keerti,CEO's two sons would join S&S soon after finishing their legal education. Surana had a dilemma whether to stick to the existing business philosophy of "no M-TAG" clients or be flexible, considering growing competition and the business requirements.
One Pot, One Shot (OPOS) was a revolutionary cooking technique developed by B Ramakrishnan, known affectionately as Ramki, in 2015 and subsequently validated by people from various countries. In its initial two years, OPOS had remained confined to a close group of followers on Facebook. Ramki was keen to build up the OPOS business among its followers. Having established a private limited company in July 2019 to meet the legal requirements of doing business in India, Ramki set up a network with multiple revenue streams. His pressing dilemma now was to connect with the wider population and enable OPOS to have a deeper reach. He also wanted to focus on shared value creation for scaling the business and for transforming OPOS into a “for-benefit” enterprise.
<p>The Nestle Maggi Case Study explores what happened on June 2015, when the Indian food regulatory body, the Food Safety and Standards Authority of India, declared Nestlé’s brand of noodles, Maggi, unsafe for human consumption. Tested samples showed excess levels of lead and added monosodium glutamate. To retain the trust of consumers, Nestlé recalled Maggi from all store shelves in the country. Management was then grappling with an improved re-positioning strategy to help Nestlé retain its considerable market share in India. The other issue that Nestlé needed to resolve was what role pricing would play in influencing consumer purchase decisions during the proposed product relaunch.</p>
In March 2015, the founder and chief executive officer of Nyassa Retail Private Limited — a manufacturer of premium natural and luxury bath and body products based in Mumbai — was contemplating how to ensure the company’s future growth. Product acceptance had been phenomenal, allowing the company to build up a reasonable market share, with healthy profit margins. Although Nyassa had experimented with franchising as a quick way to gain a foothold in and cater to new target markets, it had quickly realized that the odds of losing control over the process due to lack of infrastructure were too high and might result in dissatisfaction and poor service. Thus, it had focused on developing its chain of exclusive retail stores, kiosks, and “shops in shops.” As competition from both Indian and international companies increased, the company was exploring online marketing options, return policy, packaging changes, and cross-selling for its new ultra-premium products. Should it penetrate deeper in India, skim the markets that showed high potential, launch the brand in overseas markets, or accept venture capital funding to achieve its goals?
The chief executive officer of Malaysia Airlines (MAS) had the daunting task of sustaining a business that had suffered the tragic loss of two of its airliners in a span of just four months. Prior to this, a US$392 million loss, as well as the inability to compete with lower-cost carriers, had posed a great challenge to MAS. Management was planning to initiate a cost-cutting strategy to manage pricing and the competitive challenges of the aviation industry when these incidents shocked the world. The disasters greatly impacted customer confidence, as reflected in the company’s declining booking rates and stock prices. With its reputation severely damaged, MAS was faced with many hard-hitting questions from various stakeholders about the airline’s prospects. Many felt there was a need to transform the entire business model. The top executives pondered various options, including rebranding the airline, a new discounted pricing structure to build volume, a private equity infusion, a merger and filing for bankruptcy. Each option would have to be considered very carefully, as the changes made to the business would decide the future of MAS.
Founded in 2011 in Mumbai, India, Ekohealth Management Consultants Private Limited helped its subscribing members by negotiating bulk discounts with hospitals for all planned surgeries and reducing their monthly bills by suggesting low-cost generic drugs rather than expensive brand names. It ensured ethical health care practices by removing the referral fees doctors routinely demanded from hospitals, pathology clinics, pharmaceutical companies and other medical professionals in exchange for directing patients to them. The company had entered fiscal year 2013/14 with a high momentum and envisioned recording revenue of INR28.3 million by the end of the year. The existing price metric involved a single price point: the annual membership fee of INR1,500 for up to five members of a family. The company has plans to move into other Indian cities by mid-2014. Is the single price metric appropriate for these new markets?
By the end of its first season in spring 2014, “Comedy Nights with Kapil” had become India’s top rated comedy television serial in the nonfiction category. Each episode invited celebrities from Bollywood or sports teams as guests to promote their upcoming movies or ventures. The show had developed its target market and had entered the maturity stage of its business life cycle. What might be future value creation business strategies for the show to sustain its audience engagement and ratings? The intent to telecast once a week rather than twice a week upset the broadcasting channel, Colors TV. How would this change impact value creation for all the stakeholders?
Ludhiana City Bus Service Limited (LCBSL) was created to improve the urban transportation system in the city of Ludhiana, India. As per the existing pricing strategy, bus fares (one of key revenue source for LCBSL) were set by the state government. LCBSL management was convinced that there was ample scope for raising the bus fares. The partial project implementation had been generating a return on capital of 1.9 per cent. To reduce this breakeven period and achieve targeted returns on capital of 4 per cent, management was considering the option to increase fares across different distance categories. Would this price restructuring be a game changer for LCBSL and a benchmark pricing strategy for other city bus service projects to follow?