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Metro Cash and Carry India Private Limited (Metro C&C) was a chain of wholesale stores owned by the German retailer Metro Group, which opened its first store in India in the southern city of Bangalore in 2003. By 2018, the company led the cash-and-carry segment of the Indian wholesale market, but was still not profitable. It faced challenges related to high real estate costs, competition from domestic and international wholesale firms, and competition from a strengthening e-commerce sector. Its most important customer segment—small, unorganized retailers, or kiranas—faced similar challenges. With considerable investments in the country, Metro C&C needed to develop a strategy to become profitable in the country after 15 years of operations. How could it build active engagements with different customer segments to improve its performance and turn a profit?

Metro Cash and Carry India Private Limited (Metro C&C) was a chain of wholesale stores owned by the German retailer Metro Group, which opened its first store in India in the southern city of Bangalore in 2003. By 2018, the company led the cash-and-carry segment of the Indian wholesale market, but was still not profitable. It faced challenges related to high real estate costs, competition from domestic and international wholesale firms, and competition from a strengthening e-commerce sector. Its most important customer segment-small, unorganized retailers, or kiranas-faced similar challenges. With considerable investments in the country, Metro C&C needed to develop a strategy to become profitable in the country after 15 years of operations. How could it build active engagements with different customer segments to improve its performance and turn a profit?

Future Retail Limited (Future Retail) had a unique business model and an aggressive growth strategy that helped to make it India's largest retailing organization. In 2017, Future Retail was expanding its network of stores, but a new retail landscape was emerging, as customers were shifting to e-commerce for large purchases, due to changing lifestyles and customer preferences, while continuing to shop at small mom-and-pop stores for smaller, quick purchases. Amid such changes, how would Future Retail be able to maintain its leadership position? As it sought a larger share of the retail pie, how would it deal with an increasing customer preference toward the convenience of online ordering? How would it handle the competition from omnipresent neighbourhood stores and cart vendors?

Future Retail Limited (Future Retail) had a unique business model and an aggressive growth strategy that helped to make it India's largest retailing organization. In 2017, Future Retail was expanding its network of stores, but a new retail landscape was emerging, as customers were shifting to e-commerce for large purchases, due to changing lifestyles and customer preferences, while continuing to shop at small mom-and-pop stores for smaller, quick purchases. Amid such changes, how would Future Retail be able to maintain its leadership position? As it sought a larger share of the retail pie, how would it deal with an increasing customer preference toward the convenience of online ordering? How would it handle the competition from omnipresent neighbourhood stores and cart vendors?

In early 2017, 15 years after being launched, DMart was India’s second-largest and most profitable food and grocery retailer. To achieve its stellar growth, the company had followed a no-frills, limited assortment model and had restricted itself to limited geographies within the country. The company was listed in the capital market and attracted very favourable views from investors. As a listed company, DMart might be expected by shareholders to expand to new locations and develop an online presence. Would DMart be able to meet the challenges of exploring new geographies and new formats? What strategies would it need to adopt to remain competitive?

In early 2017, 15 years after being launched, DMart was India's second-largest and most profitable food and grocery retailer. To achieve its stellar growth, the company had followed a no-frills, limited assortment model and had restricted itself to limited geographies within the country. The company was listed in the capital market and attracted very favourable views from investors. As a listed company, DMart might be expected by shareholders to expand to new locations and develop an online presence. Would DMart be able to meet the challenges of exploring new geographies and new formats? What strategies would it need to adopt to remain competitive?

Mahindra & Mahindra Limited was the largest manufacturer of farm equipment in India, with a more than 40 per cent market share. It manufactured five different tractor brands in the domestic market, including a brand of mini-tractor, the Yuvraj 215 NXT. This brand was targeted at small farmers with less than two hectares of land, who were primarily dependent on bullocks or power tillers for farming but aspired to own a tractor to increase productivity at an affordable price. Although such farmers formed over 70 per cent of the farming population, the penetration of tractors in this segment was the lowest. While the situation demonstrated high potential, selling tractors in this segment was challenging due to low product awareness, limited access to information, and low financial resources among target customers. With such a product in its portfolio, how should Mahindra & Mahindra Limited promote the Yuvraj 215 NXT among small and marginal farmers?

Mahindra & Mahindra Limited was the largest manufacturer of farm equipment in India, with a more than 40 per cent market share. It manufactured five different tractor brands in the domestic market, including a brand of mini-tractor, the Yuvraj 215 NXT. This brand was targeted at small farmers with less than two hectares of land, who were primarily dependent on bullocks or power tillers for farming but aspired to own a tractor to increase productivity at an affordable price. Although such farmers formed over 70 per cent of the farming population, the penetration of tractors in this segment was the lowest. While the situation demonstrated high potential, selling tractors in this segment was challenging due to low product awareness, limited access to information, and low financial resources among target customers. With such a product in its portfolio, how should Mahindra & Mahindra Limited promote the Yuvraj 215 NXT among small and marginal farmers?

Hindustan Unilever Limited (HUL) had always focused on new and innovative ways to connect with rural customers in India. However, like many players in the market, the company found it challenging to reach certain areas. Popular media channels like television and radio were limited in rural India, and power cuts further reduced the reach of electronic media. Yet mobile penetration was relatively high and growing. Inspired by the success of its mobile “missed call” marketing campaign for Wheel detergent, HUL was considering extending the campaign to all of its brands. Should it introduce a dedicated mobile marketing channel, whereby customers could receive both entertainment and advertising by making missed calls? Were customers likely to choose a mobile phone-based entertainment channel? Would it be a sustainable media for creating long-term brand awareness among target customers?

This is the second case in a two-case series. See also <a<br>href=https://www.iveycases.com/ProductView.aspx?id=72903>9B15A037.</a>

Hindustan Unilever Limited (HUL) had always focused on new and innovative ways to connect with rural customers in India. However, like many players in the market, the company found it challenging to reach certain areas. Popular media channels like television and radio were limited in rural India, and power cuts further reduced the reach of electronic media. Yet mobile penetration was relatively high and growing. Inspired by the success of its mobile "missed call" marketing campaign for Wheel detergent, HUL was considering extending the campaign to all of its brands. Should it introduce a dedicated mobile marketing channel, whereby customers could receive both entertainment and advertising by making missed calls? Were customers likely to choose a mobile phone-based entertainment channel? Would it be a sustainable media for creating long-term brand awareness among target customers?

Hindustan Unilever Limited (HUL) had always focused on new and innovative ways to connect with rural customers in India. However, like many players in the market, the company found it challenging to reach certain areas. Popular media channels like television and radio were limited in rural India, and power cuts further reduced the reach of electronic media. Yet mobile penetration was relatively high and growing. Inspired by the success of its mobile "missed call" marketing campaign for Wheel detergent, HUL was considering extending the campaign to all of its brands. Should it introduce a dedicated mobile marketing channel, whereby customers could receive both entertainment and advertising by making missed calls? Were customers likely to choose a mobile phone-based entertainment channel? Would it be a sustainable media for creating long-term brand awareness among target customers?