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In 2016, Pepperfry.com (Pepperfry) was India's leading online retailer of furniture and home products. As a pioneer in the online furniture and furnishings space, Pepperfry had a first-mover advantage that led to the achievement of significant milestones within a short period. Online marketing, however, involved distinct challenges compared with traditional marketing practices. Improving customer experience at the different stages of a consumer's purchase could be the foundational strategy to resolve these challenges. How could Pepperfry's service design further enhance the customer experience and achieve a competitive advantage?

With the quarter ending December 2016 closing on a sour note after a loss of ₹79.7 million, Johnson Controls-Hitachi Air Conditioning India Limited found itself reassessing its business expansion strategies. The company's stand-alone net profit in fiscal year 2015-16 was down 35.73 per cent from the previous fiscal year. Its launch of a new range of imported air purifiers in 2015 as part of its expansion plan may have hit an obstacle with the dip in profits. Should the company enter into new segments such as air coolers, water dispensers, and water purifiers to increase its product portfolio and revenue? Considering that competitors were already fighting it out in these segments, would the timing be right? What strategic capabilities could the company leverage, and what were the possible obstacles to success in the new segments?

With the quarter ending December 2016 closing on a sour note after a loss of ?79.7 million, Johnson Controls-Hitachi Air Conditioning India Limited found itself reassessing its business expansion strategies. The company’s stand-alone net profit in fiscal year 2015–16 was down 35.73 per cent from the previous fiscal year. Its launch of a new range of imported air purifiers in 2015 as part of its expansion plan may have hit an obstacle with the dip in profits. Should the company enter into new segments such as air coolers, water dispensers, and water purifiers to increase its product portfolio and revenue? Considering that competitors were already fighting it out in these segments, would the timing be right? What strategic capabilities could the company leverage, and what were the possible obstacles to success in the new segments?

My Kind of Cakes (MKOC), a cake boutique in Ghaziabad, India, had carved a niche for itself with its unique bakery products, quality food, and excellent service, all offered at a reasonable price. Within five years of opening, the business had flourished, growing in worth from ?7.2 million in 2012 to ?19.5 million in 2016. In January 2017, the owner of the cake shop pondered his strategies for achieving his target revenue of ?50 million by 2020. He wondered if he should expand geographically and open franchises in nearby towns or if he should increase his product range. Should he build a digital platform to increase awareness of his brand or launch a loyalty program to strengthen MKOC’s customer relationships? If so, how should he build such a program? Since he had also been asked to photograph special occasions such as baby showers, he wondered whether he should add theme photography to MKOC's offerings.

My Kind of Cakes (MKOC), a cake boutique in Ghaziabad, India, had carved a niche for itself with its unique bakery products, quality food, and excellent service, all offered at a reasonable price. Within five years of opening, the business had flourished, growing in worth from 7.2 million in 2012 to 19.5 million in 2016. In January 2017, the owner of the cake shop pondered his strategies for achieving his target revenue of 50 million by 2020. He wondered if he should expand geographically and open franchises in nearby towns or if he should increase his product range. Should he build a digital platform to increase awareness of his brand or launch a loyalty program to strengthen MKOC's customer relationships? If so, how should he build such a program? Since he had also been asked to photograph special occasions such as baby showers, he wondered whether he should add theme photography to MKOC's offerings.

In September 2015, the Volkswagen Group (VW) was in a state of flux. Its reputation was taking a severe beating in the auto industry and among consumers. The United States Environmental Protection Agency had accused the company of tampering with its EA 189 diesel engines to clear emissions tests. The engines, fitted with a "defeat device," met the stringent emission levels and higher fuel efficiency standards set in the United States. The defeat device controlled emissions during laboratory testing and driving so that they remained within permissible limits; however, during actual on-the-road driving, the nitrogen oxide emissions were up to 40 times higher. VW's admission of the intentional manipulation severely dented its value chain, affecting market share, brand image, internal/external stakeholders trust, and supply chain operations. In the wake of the scandal, the company faced the challenge of organizing a product recall and reconceptualizing the VW brand identity.

The Renault KWID was successfully launched in India in the entry-level car segment as a new competitor for the Maruti Suzuki Alto, the largest-selling passenger car in the country. By August 2016, the market leader’s market share had fallen to 40.6 per cent from 48.5 per cent earlier that year, while the Renault KWID gained a market share of about 19.8 per cent. Despite the KWID’s remarkable success, however, Renault’s strategy for the future needed to consider two major issues: competitive strategy for market leaders versus market disruptors, and product portfolio analysis and performance. Renault also needed to consider the threat other new entrants might pose. Should the company create a strategy to manage new entrants that might follow Renault’s own successful launch? Renault also had to consider the strength of its portfolio. Was it likely to generate more successful launches in the future or was the KWID just a rare occurrence?

In September 2015, the Volkswagen Group (VW) was in a state of flux. Its reputation was taking a severe beating in the auto industry and among consumers. The United States Environmental Protection Agency had accused the company of tampering with its EA 189 diesel engines to clear emissions tests. The engines, fitted with a “defeat device,” met the stringent emission levels and higher fuel efficiency standards set in the United States. The defeat device controlled emissions during laboratory testing and driving so that they remained within permissible limits; however, during actual on-the-road driving, the nitrogen oxide emissions were up to 40 times higher. VW’s admission of the intentional manipulation severely dented its value chain, affecting market share, brand image, internal/external stakeholders trust, and supply chain operations. In the wake of the scandal, the company faced the challenge of organizing a product recall and reconceptualizing the VW brand identity.

The Renault KWID was successfully launched in India in the entry-level car segment as a new competitor for the Maruti Suzuki Alto, the largest-selling passenger car in the country. By August 2016, the market leader's market share had fallen to 40.6 per cent from 48.5 per cent earlier that year, while the Renault KWID gained a market share of about 19.8 per cent. Despite the KWID's remarkable success, however, Renault's strategy for the future needed to consider two major issues: competitive strategy for market leaders versus market disruptors, and product portfolio analysis and performance. Renault also needed to consider the threat other new entrants might pose. Should the company create a strategy to manage new entrants that might follow Renault's own successful launch? Renault also had to consider the strength of its portfolio. Was it likely to generate more successful launches in the future or was the KWID just a rare occurrence?

A 2016 consumer survey in the United Kingdom revealed that five out of 10 people did not know that Coca-Cola Zero (Coke Zero) contained no sugar. Many respondents also expected Coke Zero to taste more like Coca-Cola Classic, but found the taste not similar enough. Therefore, Coca-Cola relaunched the product with an ambitious multimillion-dollar marketing campaign that followed a three-dimension value management cycle encompassing value creation, value communication, and value capture. To successfully relaunch Coke Zero and achieve the company’s objectives, Coca-Cola would need to both anticipate the challenges in each of these three phases and manage them effectively.

A 2016 consumer survey in the United Kingdom revealed that five out of 10 people did not know that Coca-Cola Zero (Coke Zero) contained no sugar. Many respondents also expected Coke Zero to taste more like Coca-Cola Classic, but found the taste not similar enough. Therefore, Coca-Cola relaunched the product with an ambitious multimillion-dollar marketing campaign that followed a three-dimension value management cycle encompassing value creation, value communication, and value capture. To successfully relaunch Coke Zero and achieve the company's objectives, Coca-Cola would need to both anticipate the challenges in each of these three phases and manage them effectively.

In the spring of 2016, Cyklop Packaging Systems India Private Limited (Cyklop) was facing the critical situation of high employee turnover. One out of every two employees was leaving the company each month. Although most employees were leaving voluntarily, some were being asked to leave because of below-par performance. The problem was not grave for major competitors as they were able to retain most of their employees. Cyklop’s managing director, was concerned about the impact the turnover would have on relationships with key clients. He was also worried about increasing managerial and other costs. He asked the head of human resources to analyze the problem and provide an action plan for containing turnover in the service domain.

In the spring of 2016, Cyklop Packaging Systems India Private Limited (Cyklop) was facing the critical situation of high employee turnover. One out of every two employees was leaving the company each month. Although most employees were leaving voluntarily, some were being asked to leave because of below-par performance. The problem was not grave for major competitors as they were able to retain most of their employees. Cyklop's managing director, was concerned about the impact the turnover would have on relationships with key clients. He was also worried about increasing managerial and other costs. He asked the head of human resources to analyze the problem and provide an action plan for containing turnover in the service domain.

In 2015, Britannia Industries — India’s most recognized biscuit brand — had overtaken Parle as the market leader in the biscuit (cookie) category and faced stiff competition from Parle, ITC’s Sunfeast, and many regional competitors. Britannia had to devise a strategy that would allow it to further consolidate its leadership position without losing market share; increasing the price alone was not an option in this highly competitive market. What could Britannia do to remain India’s number-one biscuit maker? How could it stay ahead of its rivals in the area of product innovation? In a market swamped with near-identical product packaging, it had to devise a strategy that would help it avoid an identity crisis and make it the consumer’s first choice. The company’s senior management needed to chart a clear roadmap for the future.

In March 2016, Eveready Industries India Limited (Eveready) announced its intention to venture into the consumer-appliance segment. Eveready was the market leader in the batteries segment in India, with a market share of more than 50 per cent. The company’s portfolio comprised dry-cell batteries, flashlights, packet tea, compact fluorescent lamps, and LEDs. Eveready was readying itself to take on the giants of home appliances in India. With India’s home-appliances industry still underpenetrated, was Eveready’s entry into this segment timely? If yes, what strategic capabilities could it leverage? How should it then differentiate itself at a time when the market was saturated with multilevel segmentation? What could be the possible obstacles to Eveready’s success in the consumer-appliance industry?

In March 2016, Eveready Industries India Limited (Eveready) announced its intention to venture into the consumer-appliance segment. Eveready was the market leader in the batteries segment in India, with a market share of more than 50 per cent. The company's portfolio comprised dry-cell batteries, flashlights, packet tea, compact fluorescent lamps, and LEDs. Eveready was readying itself to take on the giants of home appliances in India. With India's home-appliances industry still underpenetrated, was Eveready's entry into this segment timely? If yes, what strategic capabilities could it leverage? How should it then differentiate itself at a time when the market was saturated with multilevel segmentation? What could be the possible obstacles to Eveready's success in the consumer-appliance industry?

In April 2016, the yoga guru who started Patanjali Ayurved Limited declared that his company’s revenue would exceed that of Colgate-Palmolive India by the end of the year and would overtake Hindustan Unilever in India in three years. Patanjali’s revenue grew 125–150 per cent from the previous year. The company aimed to continue growing at a rate of 100–125 per cent annually over the next three years, as a manufacturer and marketer of a wide range of products including flour, biscuits, noodles, spices, honey, and toothpaste. It also considered exploring international expansion to support its high growth targets. Could Patanjali aggressively expand into more categories while maintaining sustainable growth?

In April 2016, the yoga guru who started Patanjali Ayurved Limited declared that his company's revenue would exceed that of Colgate-Palmolive India by the end of the year and would overtake Hindustan Unilever in India in three years. Patanjali's revenue grew 125-150 per cent from the previous year. The company aimed to continue growing at a rate of 100-125 per cent annually over the next three years, as a manufacturer and marketer of a wide range of products including flour, biscuits, noodles, spices, honey, and toothpaste. It also considered exploring international expansion to support its high growth targets. Could Patanjali aggressively expand into more categories while maintaining sustainable growth?

Moshi, a fusion restaurant in an upmarket area of Dubai, had carved out a niche for itself with its unique menu, high-quality food, and excellent service-all offered at a reasonable price. As the young owner planned to launch another outlet, he pondered his options for growth. Was it time to create a chain, or should he give the new outlet a completely different feel and target a specific customer segment? Should he increase his product range or stick with his unique offerings? Because of its fusion theme (Nepalese cuisine and Japanese sushi), Moshi did not have a clear positioning in terms of its menu. Would Moshi's unique offerings be enough to sustain its continued existence in Dubai's competitive restaurant industry? Would this business be scalable? The owner had relied on word-of-mouth publicity thus far; however, was this method adequate? What sort of marketing strategy should he adopt?

Reckitt Benckiser was the world's largest manufacturer of household products and a major marketer of health-care and personal-care products. The company was at a threshold of opportunities provided by a growing market of Indian consumers who were becoming health conscious and buying antibacterial products to make their homes germ-free. At a time when more and more Indians were looking for antibacterial products to protect their health, the company wondered if it should launch an antibacterial laundry detergent powder as part of its brand expansion strategy. Would the company benefit from a first-mover advantage by launching the first antibacterial laundry detergent in India? If the company were to consider entering this market, what strategic and branding objectives should it adopt? Should this new detergent be an extension of the company's famous Dettol brand or a new brand name?