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This three-part case series examines the marketing challenge encountered by a leading medical technology manufacturer, General Electric (GE) Healthcare - a division of General Electric Company - in India. It follows the development of Lullaby Warmer Prime, an infant warmer that was designed, manufactured and commercialized by the Maternal Infant Care (MIC) division of GE Healthcare India from 2011 to 2014. The case series, together with a PowerPoint slide deck and video link, assesses the main issues that business-to-business (B2B) companies face in their efforts to create and capture value in emerging markets. Case A sets the scene by describing the problem of infant mortality, India's healthcare system and the unique challenges in serving what we refer to as low-resource business customers. It culminates with the realization that there is a tremendous market opportunity, which GE Healthcare decided to exploit. The case also provides an overview of the recent history of GE Healthcare India and its "low-cost, high-value" innovation strategy for developing countries. Case B addresses GE's novel approach to product innovation. In creating a new infant warmer for low-resource business customers, GE decided to employ original and unconventional principles for product design and development. Case C discusses how GE adopted fast commercial prototyping in order to diffuse its innovation in India and other emerging markets. Capturing value is the second and biggest hurdle.

Supplement to case IMD739. This three-part case series examines the marketing challenge encountered by a leading medical technology manufacturer, General Electric (GE) Healthcare - a division of General Electric Company - in India. It follows the development of Lullaby Warmer Prime, an infant warmer that was designed, manufactured and commercialized by the Maternal Infant Care (MIC) division of GE Healthcare India from 2011 to 2014. The case series, together with a PowerPoint slide deck and video link, assesses the main issues that business-to-business (B2B) companies face in their efforts to create and capture value in emerging markets. Case B addresses GE's novel approach to product innovation. In creating a new infant warmer for low-resource business customers, GE decided to employ original and unconventional principles for product design and development.

Supplement to case IMD739. This three-part case series examines the marketing challenge encountered by a leading medical technology manufacturer, General Electric (GE) Healthcare - a division of General Electric Company - in India. It follows the development of Lullaby Warmer Prime, an infant warmer that was designed, manufactured and commercialized by the Maternal Infant Care (MIC) division of GE Healthcare India from 2011 to 2014. The case series, together with a PowerPoint slide deck and video link, assesses the main issues that business-to-business (B2B) companies face in their efforts to create and capture value in emerging markets. Case A sets the scene by describing the problem of infant mortality, India's healthcare system and the unique challenges in serving what we refer to as low-resource business customers. It culminates with the realization that there is a tremendous market opportunity, which GE Healthcare decided to exploit. The case also provides an overview of the recent history of GE Healthcare India and its "low-cost, high-value" innovation strategy for developing countries. Case B addresses GE's novel approach to product innovation. In creating a new infant warmer for low-resource business customers, GE decided to employ original and unconventional principles for product design and development. Case C discusses how GE adopted fast commercial prototyping in order to diffuse its innovation in India and other emerging markets. Capturing value is the second and biggest hurdle.

Lululemon, a successful yoga and athletic apparel company, faced a number of controversies notably those surrounding comments made by the founder and regarding employee and public relations. Many of these controversies seem out of line with Lululemon's Manifesto, a one-page collection of sayings that guide the company's actions. These issues culminate with issues regarding one of their most popular products, resulting in a product recall in 2013. As Lululemon enters 2014, facing drops in their share price and a revenue growth below expectations, Lululemon's new CEO has to make some decisions about the best way forward for the company.

Gentera, whose largest subsidiary is Compartamos Banco, has been a fantastically successful endeavor since it started in the 1990s. But in 2014, Gentera faces challenges in expanding beyond group-lending and micro-credit into microfinance and beyond in order to fulfill its mission of financial inclusion.

In September 2014, Stephen Burke, chief executive officer at lmedia and entertainment company NBCUniversal, has to decide between possible priorities for the company's 'Project Symphony,' guaranteeing the winners a high level of visibility and support across the media conglomerate's broadcast and cable television, film, and theme park divisions. Past "Gold" priorities for Symphony, an initiative introduced shortly after Comcast made steps to acquire NBCUniversal in 2010, saw subsequent success in the marketplace. Symphony is so powerful, in fact, that competing conglomerates are keen to buy some of NBCUniversal's cross-promotional strength, as Disney did with its megahit Frozen in 2014. For 2015, the choice is between five films-Fast & Furious 7, Fifty Shades of Grey, Jurassic World, Minions, and Pitch Perfect 2-as well as two choices in television. Which are most deserving of Gold status?

In 2012, Asclepius Consulting is one of the many small software companies in India that have aspirations to become product companies as opposed to being services companies. Asclepius Consulting deals in hospital management information systems and has a product and service offering that is competitive and well received by customers. However, due to lack of capital, the company has been unable to invest in a sales force, and this has created a problem of reach. It is currently selling through a combination of resellers (external parties contracted to sell the software) and an inside sales force. Now, one of its three co-founders, whose expertise is in business process restructuring and business planning and strategy, is looking at revisiting the sales and marketing model in this complex marketplace.

This is an MIT Sloan Management Review article. Customers are increasingly "omnichannel"-deploying both online and offline channels -in their thinking and behavior. In order to win in this new environment, sellers also must be omnichannel. That means having explicit strategies for the two core channel functions -provision of information about products and product fulfillment -and offering the right combination of experiences for their customers. The authors have developed a customer-focused framework for delivering these strategies, drawing on empirical research conducted with both offline-first retailers like Crate & Barrel and online first retailers like Warby Parker. Traditional, or offline-first, retailers need to leverage the online channel not only for fulfillment but also as a venue for delivering price, inventory and other information desired by customers. Using data from a natural experiment conducted at Crate & Barrel, a retailer of furnishings and housewares, the authors show that by providing accurate price and inventory information online, a traditional retailer can significantly increase sales and traffic to offline stores. Similarly, New York-based Warby Parker, an eyeglasses retailer that started out selling online, sells products with tactile features that some customers want to experience offline. The authors describe how Warby Parker has experienced significant benefits by developing an offline presence. For Warby Parker, offline showrooms that provide product inventory for customers to sample drive increased sales through the online channel. Furthermore, the authors note, when online-first retailers develop offline channels to deliver information, this allows customers to sort more appropriately into the channel that best suits them.

This is an MIT Sloan Management Review article. This year's MIT Sloan Management Review and Deloitte1 global survey found clear evidence that companies across industries are creating value with social business. A key finding is that social business value is a function of what we call social business maturity -the breadth and sophistication of its initiatives. In this year's report, we detail the drivers of that maturity and how companies are using social business to transform their organizations and reap greater gains from their social business efforts.

New research shows that comparative ads and "Ours is the best!" product positioning can backfire, because they activate something known as the maximizing mind-set, which leads people to regard anything that's less than perfect as a waste of time.

Founded in 2011 in Mumbai, India, Ekohealth Management Consultants Private Limited helped its subscribing members by negotiating bulk discounts with hospitals for all planned surgeries and reducing their monthly bills by suggesting low-cost generic drugs rather than expensive brand names. It ensured ethical health care practices by removing the referral fees doctors routinely demanded from hospitals, pathology clinics, pharmaceutical companies and other medical professionals in exchange for directing patients to them. The company had entered fiscal year 2013/14 with a high momentum and envisioned recording revenue of INR28.3 million by the end of the year. The existing price metric involved a single price point: the annual membership fee of INR1,500 for up to five members of a family. The company has plans to move into other Indian cities by mid-2014. Is the single price metric appropriate for these new markets?

This (B) case provides a brief description of the outcome of the (A) case.

In 2014, Pfizer proposed a friendly acquisition of AstraZeneca, but the AstraZeneca board resisted over price and strategy concerns. Was this good for pharmaceutical consumers? Pfizer, like pharmaceutical companies in general, faced difficulties in growing sales due to the challenges of developing new drugs. Over the previous decade or more, Pfizer had pursued acquisitions as a way to acquire new drugs, increase sales, and to reduce costs by combining operations and cutting staff. Pfizer, a U.S. company, was also interested in AstraZeneca, a U.K. company, as a way to reduce its corporate taxes. In recent years, AstraZeneca had significantly strengthened its pipeline of potential new drugs and its board felt it was in a strong position to go it alone. The company's CEO also indicated that an acquisition would be disruptive to its drug development efforts and delay new drugs coming to market. U.K. politicians expressed concerns over downsizing and job losses in the economically important pharmaceutical sector. The case allows readers to explore who benefits from a potential acquisition (shareholders, employees, drug consumers) and which of these stakeholders should be considered when deciding on an acquisition.

In November 2011, UltraRichMatch.com (URM) was founded as an online matrimonial portal targeted at Indian millionaires. URM was unique as it provided both wedding planning and matchmaking services. URM depended on building affiliations with providers of wedding products and services. These affiliations had not grown according to expectations. By early 2013, the founder believed that expansion was necessary for URM. He had arrived at three options for expansion: expansion online with a new portal, setting up a franchise chain of bricks and mortar marriage centres/ bureaus and expansion of URM’s affiliate program to attract more customers. His dilemma was whether to pursue all these plans simultaneously or one at a time.

Supplement handout for UV1215.

By the end of its first season in spring 2014, "Comedy Nights with Kapil" had become India's top rated comedy television serial in the nonfiction category. Each episode invited celebrities from Bollywood or sports teams as guests to promote their upcoming movies or ventures. The show had developed its target market and had entered the maturity stage of its business life cycle. What might be future value creation business strategies for the show to sustain its audience engagement and ratings? The intent to telecast once a week rather than twice a week upset the broadcasting channel, Colors TV. How would this change impact value creation for all the stakeholders?

By the end of its first season in spring 2014, “Comedy Nights with Kapil” had become India’s top rated comedy television serial in the nonfiction category. Each episode invited celebrities from Bollywood or sports teams as guests to promote their upcoming movies or ventures. The show had developed its target market and had entered the maturity stage of its business life cycle. What might be future value creation business strategies for the show to sustain its audience engagement and ratings? The intent to telecast once a week rather than twice a week upset the broadcasting channel, Colors TV. How would this change impact value creation for all the stakeholders?

Ankur Arora Murder Case (AAMC) was billed as the first medical negligence drama coming out of the Hindi movie industry in Mumbai (popularly referred to as Bollywood). Inspired by true events, the film received good critical response even though it was not the routine song-and-dance fare produced by most production houses. The project was beset by certain constraints, both external and intrinsic to the team. The producer of the movie was convinced that he would have a very good product once the hurdles created by legalities and other marketing-related issues were sorted out. His team had created a comprehensive marketing communications plan for the release of the movie to exploit the emotions evoked by such a sensitive subject. The box-office failure of the movie made the producer consider whether his strategy of arranging the finances of a project would work well or whether he should attempt to manage all future projects in their entirety, including production and marketing.