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In April 2021, the giant US automaker Ford Motor Company was facing a decision regarding its Indian operations, which were struggling. It had brought in a new global chief executive officer—its fourth in the past decade—who was tasked with making this choice. The company could remain invested in India, either operating on its own or in a joint venture. It could also decide to manufacture for export or choose to exit the Indian market entirely. Ford Motor Company had to decide on an international corporate-level strategy, all while considering the factors influencing the changing Indian market and the rise of new technology. What would be the best path forward for the automaker?

In April 2021, the giant US automaker Ford Motor Company was facing a decision regarding its Indian operations, which were struggling. It had brought in a new global chief executive officer-its fourth in the past decade-who was tasked with making this choice. The company could remain invested in India, either operating on its own or in a joint venture. It could also decide to manufacture for export or choose to exit the Indian market entirely. Ford Motor Company had to decide on an international corporate-level strategy, all while considering the factors influencing the changing Indian market and the rise of new technology. What would be the best path forward for the automaker?

In 2015, three entrepreneurs in India decided to resurrect the 100-year-old iconic Keventers brand, which had stopped selling milkshakes in the 1970s. Although earlier generations had grown up enjoying Keventers' milkshakes, millennials had very little association with the brand. To connect with this new generation, the three entrepreneurs relied on both old and new brand associations. The three founders re-established the Keventers milkshakes brand; however, the milkshakes market became flooded with small and large competitors, and the company needed to find new ways to ensure the Keventers brand’s long-term sustainability. To sustain its growth momentum, the Keventers brand entered the subscription-based, premium-milk market in June 2018. As a result of increasing urbanization, rising incomes, and demographic changes, the consumption behaviour of Indian consumers was undergoing transformation. Demand for premium, organic, unadulterated milk was on the rise among affluent health-conscious consumers. Premium milk comprised less than 1 per cent of the dairy market in 2018, but it was expected to rise to 5 per cent by 2020. How could the three founders meet their goals of capturing 20 per cent of the premium-milk market and becoming a major competitor by mid-2019?

Supplement for product 9B19M127.

In 2015, three entrepreneurs in India decided to resurrect the 100-year-old iconic Keventers brand, which had stopped selling milkshakes in the 1970s. Although earlier generations had grown up enjoying Keventers' milkshakes, millennials had very little association with the brand. To connect with this new generation, the three entrepreneurs relied on both old and new brand associations. The three founders re-established the Keventers milkshakes brand; however, the milkshakes market became flooded with small and large competitors, and the company needed to find new ways to ensure the Keventers brand's long-term sustainability. To sustain its growth momentum, the Keventers brand entered the subscription-based, premium-milk market in June 2018. As a result of increasing urbanization, rising incomes, and demographic changes, the consumption behaviour of Indian consumers was undergoing transformation. Demand for premium, organic, unadulterated milk was on the rise among affluent health-conscious consumers. Premium milk comprised less than 1 per cent of the dairy market in 2018, but it was expected to rise to 5 per cent by 2020. How could the three founders meet their goals of capturing 20 per cent of the premium-milk market and becoming a major competitor by mid-2019?

Supplement to case W19604

In January 2017, Groupe PSA (PSA), the France-based automobile manufacturer known for its brands Peugeot, Citroën, and DS Automobiles, announced its partnership with the Indian conglomerate CK Birla Group, which would enable the company to re-enter India after having left in 2012. PSA had entered India twice before, through a joint venture with Premier Automobile Limited in 1994 and again in 2011, but both times had been unsuccessful due to production losses, labour unrest, and pressures related to the financial crisis in Europe. The Indian automobile industry was one of the largest in the world. It contributed 7.1 per cent of India's gross domestic product in 2017 and was expected to contribute 12 per cent by 2026. All major automobile manufacturers had set up base in India, and to be truly global, PSA also needed a presence in India. In its previous attempts, PSA had suffered and failed to build its brand. The re-entry decision therefore raised many questions: Was a joint venture the right entry method, or would an Indian subsidiary have been better? Which segments should PSA target? What should it do with the Ambassador brand it had acquired from CK Birla Group in 2017?

In January 2017, Groupe PSA (PSA), the France-based automobile manufacturer known for its brands Peugeot, Citroën, and DS Automobiles, announced its partnership with the Indian conglomerate CK Birla Group, which would enable the company to re-enter India after having left in 2012. PSA had entered India twice before, through a joint venture with Premier Automobile Limited in 1994 and again in 2011, but both times had been unsuccessful due to production losses, labour unrest, and pressures related to the financial crisis in Europe. The Indian automobile industry was one of the largest in the world. It contributed 7.1 per cent of India's gross domestic product in 2017 and was expected to contribute 12 per cent by 2026. All major automobile manufacturers had set up base in India, and to be truly global, PSA also needed a presence in India. In its previous attempts, PSA had suffered and failed to build its brand. The re-entry decision therefore raised many questions: Was a joint venture the right entry method, or would an Indian subsidiary have been better? Which segments should PSA target? What should it do with the Ambassador brand it had acquired from CK Birla Group in 2017?

In January 2016, the 113-year-old tea brand Brooke Bond Red Label (Red Label), a sub-brand of Hindustan Unilever Limited, created a groundbreaking advertising campaign that launched India’s first transgender pop band, 6 Pack Band. The campaign comprised six videos, which reached over 25 million people in a short span of time and won numerous awards. By mid-2016, Red Label’s 6 Pack Band was clearly hitting the right notes with its target audience, but questions began to be raised about the future of the campaign. What should Red Label do next? Should it create more content around 6 Pack Band or abandon it altogether? Should it seek out other relevant and thought-provoking social issues for advertising purposes? If so, which issues should it address, and how?

In January 2016, the 113-year-old tea brand Brooke Bond Red Label (Red Label), a sub-brand of Hindustan Unilever Limited, created a groundbreaking advertising campaign that launched India's first transgender pop band, 6 Pack Band. The campaign comprised six videos, which reached over 25 million people in a short span of time and won numerous awards. By mid-2016, Red Label's 6 Pack Band was clearly hitting the right notes with its target audience, but questions began to be raised about the future of the campaign. What should Red Label do next? Should it create more content around 6 Pack Band or abandon it altogether? Should it seek out other relevant and thought-provoking social issues for advertising purposes? If so, which issues should it address, and how?