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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?

In July 2018, MICA, Ahmedabad, one of the leading management institutions in India, was experiencing bottlenecks in its dining hall that were delaying regular operations during peak lunch hours. The lunch break was for about 75 minutes between classes. The dining hall catered to 480 people at any given time—not only students but also faculty members and other MICA staff. After eating lunch at the dining hall, many students had to rush to post-lunch class sessions, and they risked missing attendance. Most faculty members had zero tolerance for late entrants. A MICA faculty member from the business management area was entrusted with studying the situation, determining the cause for delay, and proposing remedial measures. He needed to identify the weakest link in the chain and then propose an infusion of resources that would buffer this constraint, thereby reducing the total time students and other members of the MICA community spent in the dining hall during lunch hours.

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?

In July 2018, MICA, Ahmedabad, one of the leading management institutions in India, was experiencing bottlenecks in its dining hall that were delaying regular operations during peak lunch hours. The lunch break was for about 75 minutes between classes. The dining hall catered to 480 people at any given time-not only students but also faculty members and other MICA staff. After eating lunch at the dining hall, many students had to rush to post-lunch class sessions, and they risked missing attendance. Most faculty members had zero tolerance for late entrants. A MICA faculty member from the business management area was entrusted with studying the situation, determining the cause for delay, and proposing remedial measures. He needed to identify the weakest link in the chain and then propose an infusion of resources that would buffer this constraint, thereby reducing the total time students and other members of the MICA community spent in the dining hall during lunch hours.