In April 2023, the iconic Florida-based company Tupperware Brands Corporation (Tupperware), announced that it would have to close shop if it did not receive immediate investment. The company continued to consult with financial advisors about its future, possibilities of gathering funds, slashing jobs, and selling property in its attempts to survive and effect a turnaround. As Tupperware stared at liquidation, should it ditch or tweak its traditional yet iconic strategies of premium pricing and house-party direct selling to retain old customers and attract new ones? Or should it consider new products, a new brand, or new selling strategies to make itself cooler to the young demographic?
In May 2024, the National Company Law Tribunal of India approved the merger of Star India Private Limited (Star India) and Viacom18 Media Private Limited (Viacom18). Star India was a broadcasting service owned by The Walt Disney Company and Viacom18 was a media company owned by Reliance Industries Limited. The two companies had been working on an agreement to merge the two media and entertainment businesses since December 2023. A new subsidiary of Viacom18 was planned to integrate Star India with an immediate capital investment of US$1–1.5 billion. Facing financial challenges, Viacom18 and Star India saw this merger as a strategic solution to enhance competitiveness and address profit declines. However, questions about regulatory challenges and potential changes in content and service offerings had to be addressed before the deal to be finalized.
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 November 2021, Procter & Gamble Company (P&G)’s announcement regarding the recall of more than a dozen of its Old Spice and Secret aerosol deodorants and sprays over elevated levels of benzene threatened to damage their brand value. Considering that product recalls come at a cost and involve various phases, P&G need to assess how the recall will impact their brand value. As the Cincinnati, Ohio, multinational consumer goods corporation progress with their recall, what can they do to sustain trust and confidence among their consumers and use the recall as an opportunity to solidify their brand image and superiority proposition and prevent an irreversible loss in their profits?
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?
<p>This <a href="https://www.iveypublishing.ca/s/category/collection/general-managementstrategy/0ZG5c000000k9bU?c__results_layout_state=%7B%7D">general management case study</a> explores what happened in May 2015, when Alankit Life Care Limited was concerned about the future of Rx Pharmacy, its online pharmacy retail venture. The company had both a physical and an online platform for Rx Pharmacy, but the physical stores were not doing well due to aggressive marketing strategies adopted by competitors. Government regulations also presented a threat to the future of the online pharmacy. Rx Pharmacy was targeting a customer base of 50,000 customers and 2,000 associated retail pharmacies by 2016. It also hoped to achieve a pan-India presence, like the other companies within Alankit Group. However, the company was unsure about how to achieve its goals. Would Rx Pharmacy need both a physical and a digital retail platform, or was it best to pursue only the online path? What strategies could help to strengthen the online business?</p>