In 2023, Hindustan Unilever Limited (HUL) faced a pivotal choice: whether or not to enter India's expanding shampoo hair colour market, which was valued at US$82.72 million and projected annual growth exceeding 17 per cent until fiscal year 2026. HUL's assistant brand manager, Sabhayata Singh, grappled with the absence of a hair colour offering in HUL's portfolio. The dynamic market landscape, coupled with the absence of this product, intensified the decision-making process. HUL faced the strategic dilemma of extending existing brands or creating a new one to meet consumer demands. Pricing strategies became crucial in a market where most products were priced under half a dollar. The decision not only influenced HUL's local market position but also carried implications for potential international expansion.

In 2023, Hindustan Unilever Limited (HUL) faced a pivotal choice: whether or not to enter India's expanding shampoo hair colour market, which was valued at US$82.72 million and projected annual growth exceeding 17 per cent until fiscal year 2026. HUL's assistant brand manager, Sabhayata Singh, grappled with the absence of a hair colour offering in HUL's portfolio. The dynamic market landscape, coupled with the absence of this product, intensified the decision-making process. HUL faced the strategic dilemma of extending existing brands or creating a new one to meet consumer demands. Pricing strategies became crucial in a market where most products were priced under half a dollar. The decision not only influenced HUL's local market position but also carried implications for potential international expansion.

This case describes unruly passenger behaviour on National Aviation Company of India Ltd.’s New York-Delhi flight. It elaborates on the airline crew’s failure to effectively address an elderly woman’s predicament and assuage her concerns after an inebriated passenger urinated on her. As a result, Air India was exposed to social media ridicule, public scorn, loss of customer loyalty and trust, and a severe dent in its brand image. With the plummeting net loss in 2022 and reputation damage threatening to come in the way of its goal of becoming the airline of choice in passenger service and comfort, what can Air India do to rebuild its brand image, revive its past glory, prevent or manage such instances, and reclaim customer loyalty and trust?

This case describes unruly passenger behaviour on National Aviation Company of India Ltd.'s New York-Delhi flight. It elaborates on the airline crew's failure to effectively address an elderly woman's predicament and assuage her concerns after an inebriated passenger urinated on her. As a result, Air India was exposed to social media ridicule, public scorn, loss of customer loyalty and trust, and a severe dent in its brand image. With the plummeting net loss in 2022 and reputation damage threatening to come in the way of its goal of becoming the airline of choice in passenger service and comfort, what can Air India do to rebuild its brand image, revive its past glory, prevent or manage such instances, and reclaim customer loyalty and trust?

In January 2022, Maha Research Labs Private Limited (MRL) needed to boost its sales force effectiveness (SFE). Due to the COVID-19 pandemic, MRL experienced losses in sales revenue and saw dwindling profits through 2020 and 2021. The pandemic had changed the sales ecosystem of the pharmaceutical industry, with many physicians and retailers now preferring online sales presentations. MRL’s managing director was concerned about the increased marketing and selling expenses that were affecting the company’s profitability, and he had identified gaps in the company’s sales process, performance, and SFE. The managing director proposed investing ₹40 million for the implementation of an SFE program, and he had one week to convince his team that this investment would create a smarter, more efficient sales force, restrain operating costs, and generate much-needed profitability for MRL.

In January 2022, Maha Research Labs Private Limited (MRL) needed to boost its sales force effectiveness (SFE). Due to the COVID-19 pandemic, MRL experienced losses in sales revenue and saw dwindling profits through 2020 and 2021. The pandemic had changed the sales ecosystem of the pharmaceutical industry, with many physicians and retailers now preferring online sales presentations. MRL's managing director was concerned about the increased marketing and selling expenses that were affecting the company's profitability, and he had identified gaps in the company's sales process, performance, and SFE. The managing director proposed investing ₹40 million for the implementation of an SFE program, and he had one week to convince his team that this investment would create a smarter, more efficient sales force, restrain operating costs, and generate much-needed profitability for MRL.

In 2019, the managing director of Sarva Pharmaceuticals Private Limited, a pharmaceutical company based in India, was considering an expansion of his company by entering the growing pharmaceutical market in Myanmar. He needed to identify the best way to execute this expansion plan, assess whether his company’s product range was adequate and suitable for the Myanmar market, prepare for possible risks and cross-cultural marketing issues, and plan the management staffing approaches in Myanmar.

In 2019, the managing director of Sarva Pharmaceuticals Private Limited, a pharmaceutical company based in India, was considering an expansion of his company by entering the growing pharmaceutical market in Myanmar. He needed to identify the best way to execute this expansion plan, assess whether his company's product range was adequate and suitable for the Myanmar market, prepare for possible risks and cross-cultural marketing issues, and plan the management staffing approaches in Myanmar.