• BluSmart: Building an Eco-Friendly Experience in App-Based Ride-Hailing Services

    Blu-Smart Mobility Pvt. Ltd. (BluSmart) was India’s first company to foray into the electric mobility space. Launched in 2019, BluSmart offered ride sharing, car sharing, and shared charging services, and aimed to make India a pollution-free country by providing customers with a complete urban mobility solution. Within a year, BluSmart had garnered investors’ attention and received millions in funding to grow its fleet. It also planned to expand its three services to other Indian cities. However, BluSmart’s future in India was not without challenges. How would these constraints affect BluSmart’s growth, and how could it expand in the Indian market?
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  • Nilgai Foods: Positioning Packaged Coconut Water in India

    In June 2017, the two founders of Nilgai Foods Private Limited reintroduced Cocofly—a fresh, healthy, and pure coconut water—at the lowest price point among competing brands. The initial response to the product when it was first introduced in 2016 was overwhelmingly positive. However, the two founders were concerned in 2017 that Cocofly might be unable to sustain its success for the future. Some important questions were worrying the two founders: How could they avoid the commoditization of their product? How would they differentiate Cocofly from its competitors? Was price differentiation a sustainable strategy? What was the right marketing strategy for a market dominated by unorganized competitors and some early entrants? How should they expand their market across India, especially in the coastal cities of the country, where coconut water was readily available through unorganized companies?
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  • Bakeys Cutlery: An Innovative Sustainable Product

    Bakeys Cutlery was launched in India in 2010, after the founder had spent years researching how edible cutlery could counteract the damaging effects of plastics on our health and the environment. In 2017, the challenges the founder faced in the domestic market included the high prices of the cutlery, compared with plastic cutlery, and low environmental awareness. Response to the company was positive in international markets, but how could the founder become successful in his home country?
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