In early 2023, Siddhartha Lal, managing director of Eicher Motors Limited (Eicher Motors), headquartered in Gurugram, India, grappled with a pressing issue. Over the past three years, Royal Enfield, a subsidiary of Eicher Motors renowned for its iconic motorcycles, had noticed a decline in its appeal to Generation Z customers. The Bullet brand, known for its ruggedness and timeless retro charm, was no longer resonating with this younger, digitally native, and environmentally conscious demographic. Compounding the challenge, the motorcycle market was becoming increasingly competitive, with numerous brands introducing models specifically designed to attract Gen Z riders. Royal Enfield faced a significant challenge: how to revive the Bullet brand’s allure without compromising its unique identity and legendary emotional appeal.
By March 2023, almost a year since its launch in 2022, Tata Digital Private Limited’s super-app, Tata Neu, was still struggling with low user adoption and engagement as users encountered frequent technical glitches such as tardy page load times and one-time-password errors. While the super-app had promised seamless shopping for consumers, user engagement levels had yet to touch the desired 40 per cent since the launch of the super-app. Tata Group (Tata)’s major challenge lay in differentiating Tata Neu from other super-apps currently used by consumers—especially as niche services in India reached a saturation point and competition increased—and in consolidating its ecosystem by integrating multiple services into the super-app. Tata Neu had to consider what steps and strategies could help it restore user trust, accelerate growth, gain a greater market presence, and realize better user adoption and engagement amidst its navigation of technical stability issues, varied user behaviour and preferences, and the need for hyper-localization.
Nykaa E-Retail Limited (Nykaa) has come a long way since its founding in 2012 by Falguni Nayar in Mumbai, India, establishing itself as a prominent participant in the e-commerce and retail industry. Not only has Nykaa revolutionized the field of online shopping in India for beauty and personal care products, but it has also played an essential role in the development of an ecosystem within that field. Nykaa has curated an offering of assorted beauty products spanning a variety of categories, including make-up, skincare, haircare, bath and body, fragrance, grooming equipment, personal care, and health and wellness. The company offers an enormous selection of over 2,400 legitimate brands. Nykaa has been able to maintain consistent growth because of its unrelenting concentration on the requirements of its customers and its close working relationships with other companies. However, feedback and reviews from customers have indicated a disconnect between client expectations and Nykaa’s performance. An increase in customer complaints, encompassing technical issues and problems related to customer assistance, exchanges, returns, and refunds—essentially, the entire customer experience—is revealing opportunities for improvement. Nykaa’s leadership has expressed concern over the increasing number of incidents of consumer dissatisfaction, an issue that is coming to light amid an increasingly competitive digital landscape.
Established in August 2011 in India, Frontier Markets (FM) was one of the largest social commerce platforms working with women influencers and with a strong following of rural customers. Starting out as a clean-energy product company, FM adopted a gender-smart strategy to bring rural-based women entrepreneurs on board as the company’s representatives in rural villages. The company leveraged an extensive network of women entrepreneurs, known as Sahelis, through the Meri Saheli e-commerce app. Using the app, the company delivered products and services in finance, agriculture, health care, climate, digital, and essential services. In 2022, FM had over 20,000 Sahelis working with 432,000 rural families, implementing over 25 million solutions through direct sales and doorstep delivery. The firm’s founders considered expanding geographically to become India’s largest women-led commerce platform. They wondered how they could add 10 million new customers and generate over US$54.16 million in revenue in the next two years. What was the best option for achieving this ambitious growth: expanding in new markets; adding new product categories; or adding new strategic partners?
In April 2020, Reliance Jio Infocomm Limited (Jio), a subsidiary of Reliance Industries Limited, announced an alliance with social media giant Facebook Inc. (Facebook). This was the biggest foreign direct investment for a technology firm in India. The association between Jio and Facebook offered both firms many opportunities, and the strengths and core competencies of the two organizations promised to create value for Indian consumers and businesses by meeting their technology needs. However, the differences in the two organizations in terms of culture, expertise, business models, and management styles would need to be dealt with effectively to create the desired synergy. How could Jio ensure a co-operative and complementary partnership (despite their differences with Facebook) in order to succeed and set a precedent for future international alliances?
Kumar Food Corporation (KFC) was a partnership firm founded in the state of Maharashtra in India by Neeraj Kumar in 2010. The company manufactured, packaged, and distributed pickles, papads, and spices. Kumar, who had previously worked at a multinational company specializing in food processing, quit that job to start his own venture with an investment of ₹1 million. The company flourished and, in 2017, its revenue reached ₹50 million. Kumar then wanted to invest another ₹50 million with the aim of reaching a ₹200 million revenue target by the end of 2018. The company faced cutthroat competition from existing players in the food-processing industry, and Kumar was worried that the Government of India’s Start-Up India initiative to promote entrepreneurship would further add to the competition. With a limited budget for marketing and communications, Kumar could take any or all of the following routes to fulfill his expansion ambitions: enhance product category, add new markets, or increase distribution channels. Which growth strategies should the company implement to establish its Shagun brand?