This case illustrates the key issues and challenges in creating and sustaining a successful brand in emerging markets. Peter England, India’s largest apparel brand by sales volume, is struggling to formulate a strategy to sustain the brand’s market dominance. Indian consumer tastes are changing rapidly, making it difficult for any brand to stay relevant and fashionable over time.

Fabindia, India’s iconic garments and home furnishings company, had come a long way from its humble beginnings as an export shop in 1960, selling handloom fabrics to overseas customers. In 1976, it had started domestic operations in India and over the next 38 years had become synonymous with quality handmade products procured from artisans all over India, with a social conscience.

Eastern Condiments is a three-part case focused on the challenge of distributing spices in Southern India from 2008-2012. Case (A) describes the strategy and tactics that enabled Eastern Condiments to swiftly dominate the local market in Kerala by 2008, yet had poor results in the adjoining state of Karnataka in 2009-2012.

Yue Sai is L’Oreal’s troubled Chinese luxury brand. Alexis Perakis-Valat, the new CEO of L’Oréal China, has made it a point of honor to turn the brand around. He has asked Stéphane Wilmet, the brand’s new general manager, to come up with a turnaround plan that will restore L’Oréal’s reputation in China as the world’s best cosmetic marketer.

In late 1999, India's second largest tea company, Tata Tea, is faced with a highly competitive home market that is about to become more so as impending deregulation takes effect. The company is thus contemplating internationalisation. Tata Tea is grappling with the decision of how to internationalise.