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WittyFeed, an emerging digital content and technology company, was launched in September 2014 by three friends in the small Indian town of Indore. Within four years, the company had become one of the world’s largest creators and distributors of content that was followed and circulated online. In the process of scaling up and becoming larger, WittyFeed’s founders faced many challenges in areas like technology, distribution, and talent. These internal and external market issues interacted in a constantly changing environment. In January 2018, the founders were in the process of finding strategic solutions that would help their company double its existing number of monthly impressions to achieve 1 billion touchpoints, while becoming independent of its dominant revenue source, Facebook. What strategies could the founders deploy to reach this target?

WittyFeed, an emerging digital content and technology company, was launched in September 2014 by three friends in the small Indian town of Indore. Within four years, the company had become one of the world's largest creators and distributors of content that was followed and circulated online. In the process of scaling up and becoming larger, WittyFeed's founders faced many challenges in areas like technology, distribution, and talent. These internal and external market issues interacted in a constantly changing environment. In January 2018, the founders were in the process of finding strategic solutions that would help their company double its existing number of monthly impressions to achieve 1 billion touchpoints, while becoming independent of its dominant revenue source, Facebook. What strategies could the founders deploy to reach this target?

Zydus Wellness Ltd. (Zydus), based in Ahmedabad, India, operated in the consumer goods sector, offering health and hygiene products and brands such as Sugar Free, Everyuth, Actilife, and Nutralite. Zydus promoted its Nutralite margarine brand mainly through television advertising. Its other communication strategies included digital marketing efforts and on-ground activities. Entering a market that was primarily dominated by Amul butter, Nutralite positioned itself in its marketing communications as a healthier alternative to butter. With Amul, Nutralite faced a strong legacy and brand loyalty, which Amul had created in the market over the years. Market research indicated that consumers were uncertain about what kind of product Nutralite was. At the end of 2017, the head of marketing at Zydus faced several challenging questions: How should the brand establish its identity? Having existed in the market for more than a decade, should Nutralite now promise something more than health? Finally, how could the company convert this transactional relationship with its consumers and strengthen its market share?

Zydus Wellness Ltd. (Zydus), based in Ahmedabad, India, operated in the consumer goods sector, offering health and hygiene products and brands such as Sugar Free, Everyuth, Actilife, and Nutralite. Zydus promoted its Nutralite margarine brand mainly through television advertising. Its other communication strategies included digital marketing efforts and on-ground activities. Entering a market that was primarily dominated by Amul butter, Nutralite positioned itself in its marketing communications as a healthier alternative to butter. With Amul, Nutralite faced a strong legacy and brand loyalty, which Amul had created in the market over the years. Market research indicated that consumers were uncertain about what kind of product Nutralite was. At the end of 2017, the head of marketing at Zydus faced several challenging questions: How should the brand establish its identity? Having existed in the market for more than a decade, should Nutralite now promise something more than health? Finally, how could the company convert this transactional relationship with its consumers and strengthen its market share?

On October 5, 2017, the chief executive officer of Sony India Pvt. Ltd. (Sony), in Mumbai, India, was concerned about the future of the television show Taarak Mehta Ka Ooltah Chashmah (TMKOC), which aired on the television channel Sri Adhikari Brothers Television (SAB TV), a general-entertainment channel owned by Sony. TMKOC was a flagship, family-friendly comedy show that had enjoyed top ratings for years. However, new comedy shows that featured more hard-edged and less family-oriented content, with jokes at the expense of characters rather than at situations, were gaining new viewers. Current viewers were also using mobile devices rather than traditional television sets to watch content. The chief executive officer wondered how he could sustain SAB TV as a market leader, despite the growing popularity of less family-friendly content from new comedy shows and emerging digital platforms.

On October 5, 2017, the chief executive officer of Sony India Pvt. Ltd. (Sony), in Mumbai, India, was concerned about the future of the television show Taarak Mehta Ka Ooltah Chashmah (TMKOC), which aired on the television channel Sri Adhikari Brothers Television (SAB TV), a general-entertainment channel owned by Sony. TMKOC was a flagship, family-friendly comedy show that had enjoyed top ratings for years. However, new comedy shows that featured more hard-edged and less family-oriented content, with jokes at the expense of characters rather than at situations, were gaining new viewers. Current viewers were also using mobile devices rather than traditional television sets to watch content. The chief executive officer wondered how he could sustain SAB TV as a market leader, despite the growing popularity of less family-friendly content from new comedy shows and emerging digital platforms.