This case examines the decline of Nirula’s, a once prosperous fast-food chain in India. Nirula’s, founded in the 1970s, introduced Western-style fast food in India. The firm tailored its menu to suit the regional tastes and preferences. The brand’s pioneering method of combining several culinary traditions led to a loyal consumer following, especially among the millennial demographic in Northern India. However, Nirula’s had enormous challenges due to the emergence of international fast-food chains like McDonald’s. It also faced issues related to availability and ambiance and struggled to stay relevant among younger customers. This case relates to rejuvenating and reviving a declining brand.
Coco Fresh was a natural tender coconut water bottled by Madhura Agro Process Pvt. Ltd. (MAPPL). The chief executive officer (CEO) sensed there was a market opportunity given the health benefits of Coco Fresh compared to other beverages. He developed the technology to extract the coconut water and package it without any preservatives. This market was crowded with many players, each claiming to offer genuine coconut water. The regulations in India did not distinguish tender coconut water from mature coconut water. The CEO was in a dilemma over how to overcome this regulation and drive home the value of Coco Fresh to consumers.
Satkar Automobiles was a dealer for Hero MotoCorp, located in Chhinwada, a small town in Madhya Pradesh, India. Starting from a humble beginning, the two-wheeler dealership had increased its sales revenue year-over-year—until COVID struck. During the pandemic recovery, Hero MotoCorp’s competitors gained more market share. Amidst a changing market, distribution restrictions, and inventory challenges, the company’s chief marketing officer, a second-generation entrepreneur, was faced with a huge problem: how to regain share in her market and become the number one dealer for Hero MotoCorp in India.