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The CEO of a fictional pharmaceutical marketing company in India has positioned the company as the ethical alternative to its competitors, going as far as to change the company's tagline from "Health for everyone" to "Health with integrity." So when he learns that the firm's star salesperson fudged the numbers on a recent report, the CEO has to decide whether or not to sack him. Is firing the salesperson the right thing to do or should he be given a second chance? This fictional case study by Sandeep Puri features commentary by Faiza Hughell & Mohammed Isaquddin Kureshi.

The CEO of a fictional pharmaceutical marketing company in India has positioned the company as the ethical alternative to its competitors, going as far as to change the company's tagline from "Health for everyone" to "Health with integrity." So when he learns that the firm's star salesperson fudged the numbers on a recent report, the CEO has to decide whether or not to sack him. Is firing the salesperson the right thing to do or should he be given a second chance? This fictional case study by Sandeep Puri features commentary by Faiza Hughell & Mohammed Isaquddin Kureshi.

The CEO of a fictional pharmaceutical marketing company in India has positioned the company as the ethical alternative to its competitors, going as far as to change the company's tagline from "Health for everyone" to "Health with integrity." So when he learns that the firm's star salesperson fudged the numbers on a recent report, the CEO has to decide whether or not to sack him. Is firing the salesperson the right thing to do or should he be given a second chance? This fictional case study by Sandeep Puri features commentary by Faiza Hughell & Mohammed Isaquddin Kureshi.

In November 2018, a co-owner of House of Lasagna, a chain of casual dining restaurants in the Philippines, was considering different marketing strategies to increase customer awareness of the chain’s brand and unique menu. The company had seven restaurants in November 2018 and a target of 25 restaurants by 2020. She was concerned about the customer satisfaction survey that the company conducted every year. The survey reported high customer satisfaction but comparatively low brand awareness. The co-owner knew that high brand awareness was critical for growth. What marketing strategies could House of Lasagna use to increase its brand awareness? Future growth and expansion strategies were most important. Would a loyalty program help increase customer retention?

In November 2018, a co-owner of House of Lasagna, a chain of casual dining restaurants in the Philippines, was considering different marketing strategies to increase customer awareness of the chain's brand and unique menu. The company had seven restaurants in November 2018 and a target of 25 restaurants by 2020. She was concerned about the customer satisfaction survey that the company conducted every year. The survey reported high customer satisfaction but comparatively low brand awareness. The co-owner knew that high brand awareness was critical for growth. What marketing strategies could House of Lasagna use to increase its brand awareness? Future growth and expansion strategies were most important. Would a loyalty program help increase customer retention?

In May 2018, B9 Beverages Private Limited (B9 Beverages), the owner of craft beer Bira 91, reached a total of over US$100 million in funding after receiving $50 million from Sofina SA, a Belgian investment firm. This third round of funding would allow the company to meet the various objectives that the founder and chief executive officer had planned for the company’s new Bira 91. He wanted his India business to break even by 2019 and expand fivefold over the next three years. He also wanted to establish a leadership position in the Indian premium beer market. The company also planned to launch Bira 91 as a public company through an initial public offering within the next few years. His long-term goal was to make Bira 91 a product rooted in India, as well as a global leader in craft beer. As the market and competition continued to grow, B9 Beverages had to develop a strategy to differentiate Bira 91 in the crowded global beer market.

In mid-2018 Sri Sri Tattva (SST), an Indian fast-moving consumer goods company (FMCG) company was planning to launch 1,000 exclusive stores across the country. Some 600 of these stores were expected to be operational by March 2019. The company had also announced its intention to enter 30 new countries, with a particular focus on Latin America, including Brazil and Argentina. The company leveraged, to a certain extent, the popularity and mass influence of its founder Sri Sri. With its wide range of ayurvedic and organic product categories, SST was poised to challenge established players such as Patanjali, Dabur, Hindustan Unilever, Emami and Himalaya in the FMCG market.

In May 2018, B9 Beverages Private Limited (B9 Beverages), the owner of craft beer Bira 91, reached a total of over US$100 million in funding after receiving $50 million from Sofina SA, a Belgian investment firm. This third round of funding would allow the company to meet the various objectives that the founder and chief executive officer had planned for the company's new Bira 91. He wanted his India business to break even by 2019 and expand fivefold over the next three years. He also wanted to establish a leadership position in the Indian premium beer market. The company also planned to launch Bira 91 as a public company through an initial public offering within the next few years. His long-term goal was to make Bira 91 a product rooted in India, as well as a global leader in craft beer. As the market and competition continued to grow, B9 Beverages had to develop a strategy to differentiate Bira 91 in the crowded global beer market.

In March 2018, the managing director of Maha Research Labs Private Limited, a pharmaceutical company in India, was charting his 2020 vision for the company. His ambitious plan was to achieve net revenue of ₹1 billion in 2018 and to have a pan-Indian presence and sales revenue of ₹2 billion in 2020. The managing director knew that the company would need to expand rapidly over the next year to meet these goals. First, however, he needed to assess several factors that would be key to deciding the sales targets. He also needed answers to some serious questions: How should the sales organization be designed? What sales force structure would be appropriate? Should the company opt for a generalist sales force structure or a specialist sales force structure? What was the optimal size for the sales force? What processes should the company follow to design the sales territories?

In March 2018, the managing director of Maha Research Labs Private Limited, a pharmaceutical company in India, was charting his 2020 vision for the company. His ambitious plan was to achieve net revenue of ₹1 billion in 2018 and to have a pan-Indian presence and sales revenue of ₹2 billion in 2020. The managing director knew that the company would need to expand rapidly over the next year to meet these goals. First, however, he needed to assess several factors that would be key to deciding the sales targets. He also needed answers to some serious questions: How should the sales organization be designed? What sales force structure would be appropriate? Should the company opt for a generalist sales force structure or a specialist sales force structure? What was the optimal size for the sales force? What processes should the company follow to design the sales territories?

In July 2018, the chief executive officer of Tiktauli De Corps (TDC) was thinking about the branding strategy of the company. Founded in India in August 2012 as a casual wear apparel brand, TDC had grown rapidly. The company featured three main business lines: electronic dance music fashion apparel and accessories; sports gear; and affordable fashion wear. The company had adopted a house of brands strategy for its three brands: TDC, Fieldgear, and Koolho. After six years, one of the three brands had started generating profits, but none had achieved recognition outside a niche circle. However, confident that the various brands were aligned with TDC's vision, and encouraged by the company's success, the chief executive officer was considering expanding into international markets. Because of limited access to funds, synergy among the company's house brands, and the impact of macro-environmental factors on his growth plans, he had to choose the best branding strategy for the company's future.

In January 2018, the Philippine cement industry changed forever with the entry of the 100-per-cent Filipino-owned cement manufacturing company Big Boss Cement Inc. (BBCI). When the company decided to set up shop with a cheaper, eco-friendly manufacturing process that promised less carbon emission, competition became fierce. BBCI planned to expand its capacity to take advantage of a growth in both infrastructure projects and local demand for cement, but it had to analyze the macro-environmental and competitive forces relevant in the context of its entry in the cement industry. It had to ascertain whether it could differentiate its product based solely on ecological appeal. BBCI also had to ensure that its environmentally-friendly brand promise would work, and anticipate potential obstacles to its success and determine how to counter these hurdles.

In January 2018, the Philippine cement industry changed forever with the entry of the 100-per-cent Filipino-owned cement manufacturing company Big Boss Cement Inc. (BBCI). When the company decided to set up shop with a cheaper, eco-friendly manufacturing process that promised less carbon emission, competition became fierce. BBCI planned to expand its capacity to take advantage of a growth in both infrastructure projects and local demand for cement, but it had to analyze the macro-environmental and competitive forces relevant in the context of its entry in the cement industry. It had to ascertain whether it could differentiate its product based solely on ecological appeal. BBCI also had to ensure that its environmentally-friendly brand promise would work, and anticipate potential obstacles to its success and determine how to counter these hurdles.

In November 2017, Coca-Cola India Private Limited (Coca-Cola India) laid out a plan for the next summer-the introduction of a whipped frozen fruit dessert. Minute Maid Perfect Fruit, which Coca-Cola India planned to launch in India's top 10 cities in 2018, was to be an extension of the company's Minute Maid brand. Coca-Cola India also intended to expand Maaza, its fruit drink brand, with two new variants. These extensions were to be part of the company's strategy to launch a line of Beverage Plus products. Although globally, the parent company first began testing Perfect Fruit in Australia, the frozen dessert market in India would be the first to witness its full-scale launch. The company planned to launch the products at high foot-traffic retail outlets and popular locations for young people. If Coca-Cola India chose to make a foray into the frozen desserts segment, what strategic capabilities could it leverage? What possible obstacles to success could arise in the new product categories? What branding strategies could the company use to promote its products in this segment? Which market segments should the company target? What were the pros and cons of entering this segment? Most importantly, was it the right time to enter this market segment?

In November 2017, Coca-Cola India Private Limited (Coca-Cola India) laid out a plan for the next summer—the introduction of a whipped frozen fruit dessert. Minute Maid Perfect Fruit, which Coca-Cola India planned to launch in India's top 10 cities in 2018, was to be an extension of the company’s Minute Maid brand. Coca-Cola India also intended to expand Maaza, its fruit drink brand, with two new variants. These extensions were to be part of the company’s strategy to launch a line of Beverage Plus products. Although globally, the parent company first began testing Perfect Fruit in Australia, the frozen dessert market in India would be the first to witness its full-scale launch. The company planned to launch the products at high foot-traffic retail outlets and popular locations for young people. If Coca-Cola India chose to make a foray into the frozen desserts segment, what strategic capabilities could it leverage? What possible obstacles to success could arise in the new product categories? What branding strategies could the company use to promote its products in this segment? Which market segments should the company target? What were the pros and cons of entering this segment? Most importantly, was it the right time to enter this market segment?

TCNS Clothing Company Limited (TCNS), the owner of women’s fusion-wear brands W, Weve, Aurelia, and Wishful, had built up a strong retail brand presence in India since its founding in 2002. By 2017, its product innovation, proactive customer need fulfillment, and extensive retail reach had enabled it to grow into a ₹11.5 billion company. The W brand had been building its online presence, but this was still contributing only single-digit shares to sales. Faced with issues of declining loyalty and increasing expectations of digitally influenced consumers, retailers in India were moving toward omni-channel strategies. In early 2018, this seemed to have become an imperative for W as well. Was it now time for W to pursue an omni-channel retail strategy to offer its customers an unbeatable experience? An infusion of funds from two major investors had given the company significant financial muscle to pursue aggressive marketing. Yet, the challenges of going omni-channel were considerable. How should W proceed?

TCNS Clothing Company Limited (TCNS), the owner of women's fusion-wear brands W, Weve, Aurelia, and Wishful, had built up a strong retail brand presence in India since its founding in 2002. By 2017, its product innovation, proactive customer need fulfillment, and extensive retail reach had enabled it to grow into a ₹11.5 billion company. The W brand had been building its online presence, but this was still contributing only single-digit shares to sales. Faced with issues of declining loyalty and increasing expectations of digitally influenced consumers, retailers in India were moving toward omni-channel strategies. In early 2018, this seemed to have become an imperative for W as well. Was it now time for W to pursue an omni-channel retail strategy to offer its customers an unbeatable experience? An infusion of funds from two major investors had given the company significant financial muscle to pursue aggressive marketing. Yet, the challenges of going omni-channel were considerable. How should W proceed?

In July 2018, the chief executive officer of Tiktauli De Corps (TDC) was thinking about the branding strategy of the company. Founded in India in August 2012 as a casual wear apparel brand, TDC had grown rapidly. The company featured three main business lines: electronic dance music fashion apparel and accessories; sports gear; and affordable fashion wear. The company had adopted a house of brands strategy for its three brands: TDC, Fieldgear, and Koolho. After six years, one of the three brands had started generating profits, but none had achieved recognition outside a niche circle. However, confident that the various brands were aligned with TDC’s vision, and encouraged by the company’s success, the chief executive officer was considering expanding into international markets. Because of limited access to funds, synergy among the company’s house brands, and the impact of macro-environmental factors on his growth plans, he had to choose the best branding strategy for the company’s future.

In the fall of 2017, Ajanta Packaging (Ajanta) was among the fastest growing glass bottle-packaging companies in India. Although the company had a large buyer base of 1,700 customers, it still earned around 50 per cent of its business from 10 key accounts, including its biggest buyer, S.F. Foods (SF), which accounted for 15 per cent of Ajanta’s revenue. The position of privilege enjoyed by SF became a cause of concern for a director at Ajanta because of the client’s unrealistic demands. After a $25 million order from SF with a profit margin of less than 7 per cent, a payment period of 60 days, and a very short turnaround time, the director was forced to review his relationship with his company’s biggest client, and to decide whether to accept the order on SF’s terms, or renegotiate the price, payment terms, and delivery schedule to benefit Ajanta.

In April 2017, the chief executive officer of Funskool India Limited (Funskool), was formulating a growth strategy to increase the company's annual revenues from ₹1.9 billion in 2016 to ₹5 billion by 2020. The Indian toy manufacturer had primarily catered to the local market while also exporting toys to developed markets. In 2006, the company expanded its line of products, set up an exclusive design department to develop new products, redesigned its advertising and promotional activities, and expanded into retail outlets. However, Chinese importers were upgrading and moving up the product segment ladder, where Funskool had a strong presence, and video games, which Funskool did not produce, were seeing exponential growth. How could Funskool augment the revenue obtained from the sale of its own brands? With Chinese competitors targeting consumers higher up the segment, should Funskool target customers in the lower economic levels? Should it enter the digital space to prevent a growth stall and catapult itself to the next stage in the growth cycle? The company needed to make some decisions and take steps to face these emerging challenges.