GoSports Foundation was a non-profit venture that developed India’s emerging athletic talent through athletic scholarships and other supports that helped the athletes achieve sports excellence. The foundation had limited funding and numerous applicants, requiring that it carefully choose the athletes it would support. Nandan Kamath, a co-founder of the organization, has to choose one athlete from several applicants for support. He also has to decide whether the foundation should start supporting the development of coaches and trainers and how it should balance its support with a desire to advance the profile of athletes competing in the Paralympics.
Founded in 2008, Indiahikes provided professionally managed treks to individuals, groups, schools, colleges, and corporations across India. Indiahikes began with the objective to popularize trekking in India by promoting treks and providing essential information. Before long, the organization began organizing treks and developing a community of trekkers. By 2018, Indiahikes had the largest online trekking community and was India’s biggest trekking organization. Having reached a crucial point in its growth, the company needed a strategy to reach its full potential as the top community-led organization. However, it needed to earn adequate profits for continued investment into trek documentation and to develop trekking communities across India. Indiahikes also needed to address capacity constraints, market saturation, the retention of trained staff members, and conflicts with regional trek operators. Its growth path required exploring opportunities and making important decisions.
By mid-2019, more than the 18 years since its inception, mjunction had grown to become India's largest e-commerce player and the world's largest e-marketplace for steel. The company had extended its presence to multiple business units, such as coaljunction, teajunction, and straightline.in, all of which operated under the corporate name of mjunction. Some of the business units enjoyed a strong brand identity, while others did not. The chief executive officer was worried about the implications of the diverse brand names being used. Should the organization use a common corporate name for all of its businesses, or follow an individual brand name strategy? And if mjunction chose to transition to a single brand name, how could it minimize the loss of brand assets and other issues?
Started in 2000, GiveIndia is a web-based donation platform headquartered in Mumbai, India. It uses online tools and social media to engage with donors and encourage donations to be made to various non-governmental organizations. GiveIndia’s chief executive officer wants to develop a strategic approach for social media communication, which is gaining greater acceptance in India. As part of its online initiatives, GiveIndia has been running a search engine marketing program with Google Grants. The chief executive officer wants to optimize the program by using the right metrics. He is also interested in applying the concept of customer lifetime value to manage the donations. GiveIndia is already present on popular social media websites such as Facebook, YouTube, LinkedIn, and Twitter, but how can the company hone its strategic focus on each of these websites?