個案總覽

In 2009, when the Indian cement market was buoyant, major Indian players were preparing to move from regional playing fields to pan-India penetration. To become a national player, Jaiprakash Associates Limited grew through acquisitions and setting up new plants. To strengthen its position, the company decided to move from a multiple brand cement portfolio to a single brand entity. It merged its two existing brands of cement, Buniyad Jaypee Cement and Jaypee Buland Cement, into a new brand, Jaypee Cement. Expanding into new geographic markets and creating a pan-India presence for the brand was the motive for this merger. When global brands such as Swiss giant Holcim and France's Lafarge continued with a multi-brand strategy in India, it was understandable that industry experts doubted whether Jaypee's decision to move from multi-branding to mono-branding was correct.

This case considers Apple’s entry into the Indian tablet PC market. In spite of stiff competition, Apple’s iPad had invariably become the market leader in many countries across the world. However, Samsung and RIM had surpassed its market share in India. This case offers students a unique opportunity to understand the reality of entering a new market and losing the coveted market leader position.