Filter
Sort by
View
37 cases found.

Perfume Branding: Strategies for Succeeding in India's Fragrance Market

By  Amitava Chattopadhyay,  Haiyang Yang
Add to cart
This case explores how an Indian firm breaks into a product category dominated by international players. Titan, a Tata Group subsidiary and leading jewellery firm, wants to enter the fragrance category and challenge established foreign brands.

    Published 28 Jun 2019

    Reference 6458

    Topic Marketing

    Region Asia

    Industry Consumer Goods,  Luxury Goods and Jewelry

    View case

    Perfume Branding: Strategies for Succeeding in India's Fragrance Market

    Add to cart
    This case explores how an Indian firm breaks into a product category dominated by international players. Titan, a Tata Group subsidiary and leading jewellery firm, wants to enter the fragrance category and challenge established foreign brands.
      View case

      Transforming Luxury Distribution in Asia: Bluebell's Makeover in the Face of Digital Disruption

      By  David Dubois,  Frederic Godart,  Jean Wee
      Add to cart extra
      For over 60 years, Bluebell, a major actor in the luxury B2B ecosystem, has been helping Western luxury brands such as Louis Vuitton, Davidoff, Moschino, Manolo Blahnik or Jimmy Choo enter key Asian markets.

        Published 29 Oct 2018

        Reference 6443

        Topic Marketing

        Region Asia

        Industry Wholesale,  Luxury Goods and Jewelry

        View case

        Transforming Luxury Distribution in Asia: Bluebell's Makeover in the Face of Digital Disruption

        Add to cart extra
        For over 60 years, Bluebell, a major actor in the luxury B2B ecosystem, has been helping Western luxury brands such as Louis Vuitton, Davidoff, Moschino, Manolo Blahnik or Jimmy Choo enter key Asian markets.
          View case

          Branding in an Emerging Market: Strategies for Sustaining Market Dominance of the Largest Apparel Brand in India

          By  Haiyang Yang,  Amitava Chattopadhyay,  Kedar Apshankar
          Add to cart popular extra
          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.

            Published 24 Mar 2016

            Reference 6192

            Topic Marketing

            Region Asia

            Industry Apparel and Fashion

            View case

            Branding in an Emerging Market: Strategies for Sustaining Market Dominance of the Largest Apparel Brand in India

            Add to cart popular extra
            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.
              View case

              Fabindia: Branding India’s Artisanal Crafts for Mass Retail

              By  Amitava Chattopadhyay,  Prableen Sabhaney,  Sunil Chainani,  Jean Wee
              Add to cart popular
              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.

                Published 26 Jan 2015

                Reference 6107

                Topic Marketing

                Region Asia

                Industry Retail

                View case

                Fabindia: Branding India’s Artisanal Crafts for Mass Retail

                Add to cart popular
                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.
                  View case

                  Healthy Oils India: Cooking Up a Success in the Indian Edible Oils Market

                  By  Amitava Chattopadhyay,  Vikram Anand,  Jean Wee
                  Add to cart
                  Healthy Oils, the Indian subsidiary of a Fortune 500 subsidiary, has four offerings in the edible oil market – Alpha, Beta, Gamma and Omega. While these are recognized by consumers of cooking oil, they are not among the top five in terms of brand awareness, nor are they the top choice in the most-often-used category, except for Beta in the groundnut category.

                    Published 23 Jun 2014

                    Reference 6051

                    Topic Marketing

                    Region Asia

                    Industry Food and Beverages Production

                    View case

                    Healthy Oils India: Cooking Up a Success in the Indian Edible Oils Market

                    Add to cart
                    Healthy Oils, the Indian subsidiary of a Fortune 500 subsidiary, has four offerings in the edible oil market – Alpha, Beta, Gamma and Omega. While these are recognized by consumers of cooking oil, they are not among the top five in terms of brand awareness, nor are they the top choice in the most-often-used category, except for Beta in the groundnut category.
                      View case

                      Eastern Condiments Private Limited (A)

                      By  V. (Paddy) Padmanabhan,  Indira Pant
                      Add to cart popular extra
                      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.

                        Published 23 Jun 2014

                        Reference 5981

                        Topic Marketing

                        Region Asia

                        Industry Food and Beverages Production

                        View case

                        Eastern Condiments Private Limited (A)

                        Add to cart popular extra
                        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.
                          View case

                          Eastern Condiments Private Limited (B)

                          By  V. (Paddy) Padmanabhan,  Indira Pant
                          Add to cart
                          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.

                            Published 23 Jun 2014

                            Reference 5981

                            Topic Marketing

                            Region Asia

                            Industry Food and Beverages Production

                            View case

                            Eastern Condiments Private Limited (B)

                            Add to cart
                            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.
                              View case

                              Eastern Condiments Private Limited (C)

                              By  V. (Paddy) Padmanabhan,  Indira Pant
                              Add to cart
                              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.

                                Published 23 Jun 2014

                                Reference 5981

                                Topic Marketing

                                Region Asia

                                Industry Food and Beverages Production

                                View case

                                Eastern Condiments Private Limited (C)

                                Add to cart
                                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.
                                  View case

                                  L’Oréal in China: Marketing Strategies for Turning Around Chinese Luxury Cosmetic Brand Yue Sai

                                  By  Haiyang Yang,  Pierre Chandon
                                  Add to cart popular award extra
                                  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.

                                    Published 07 May 2013

                                    Reference 5960

                                    Topic Marketing

                                    Region Asia

                                    Industry Cosmetics,  Luxury Goods and Jewelry

                                    View case

                                    L’Oréal in China: Marketing Strategies for Turning Around Chinese Luxury Cosmetic Brand Yue Sai

                                    Add to cart popular award extra
                                    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.
                                      View case

                                      L’Oréal in China: Marketing Strategies for Turning Around Chinese Luxury Cosmetic Brand Yue Sai (Chinese)

                                      By  Haiyang Yang,  Pierre Chandon
                                      Add to cart
                                      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.

                                        Published 28 May 2014

                                        Reference 5960

                                        Topic Marketing

                                        Region Asia

                                        View case

                                        L’Oréal in China: Marketing Strategies for Turning Around Chinese Luxury Cosmetic Brand Yue Sai (Chinese)

                                        Add to cart
                                        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.
                                          View case

                                          L’Oréal in China: Marketing Strategies for Turning Around Chinese Luxury Cosmetic Brand Yue Sai (French)

                                          By  Haiyang Yang,  Pierre Chandon
                                          Add to cart
                                          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.

                                            Published 01 Apr 2015

                                            Reference 5960

                                            Topic Marketing

                                            Region Asia

                                            View case

                                            L’Oréal in China: Marketing Strategies for Turning Around Chinese Luxury Cosmetic Brand Yue Sai (French)

                                            Add to cart
                                            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.
                                              View case

                                              Patient Access to Rencell in China

                                              By  Reinhard Angelmar,  Ebru Tekin Turhan
                                              Add to cart
                                              Rencell is a targeted therapy against metastatic renal cell cancer, which significantly prolongs disease-free survival. However, Rencell's international wholesale price of $1,000 for one month of treatment makes the drug unaffordable for many patients in China.

                                                Published 24 Jun 2013

                                                Reference 5806

                                                Topic Marketing

                                                Region Asia

                                                Industry Pharmaceuticals

                                                View case

                                                Patient Access to Rencell in China

                                                Add to cart
                                                Rencell is a targeted therapy against metastatic renal cell cancer, which significantly prolongs disease-free survival. However, Rencell's international wholesale price of $1,000 for one month of treatment makes the drug unaffordable for many patients in China.
                                                  View case