1.Indian Consumers: Shopaholics by
Chance, Dealaholics by Choice? (B):
Impulsive vs Compulsive Buying Motives
Publication Year : 2010
Authors: Kumar Gambhiraopet and T.Prashanth Vidya Sagar under the guidance of
Dr.Nagendra V Chowdary
Industry: Services
Region:India
Case Code: CSB0031
Teaching Note: Available
Structured Assignment: Not Available
Abstract:
While the prequel, case study (A) sets the impetus to derive the conclusions, case study (B)
provides rigour to it by analysing the impact of deals on the buying behavioural motives of
Indian consumers and their implications on the marketers thereof. It takes the cue from drawing
the fine line between compulsive and impulsive buying behaviour and examines what are the
possible chances of these behaviours to take the shape of disorders.
Set in mid-2010, the case study meanders, evaluating the nuances whether ‘attraction towards
discount prices’ is an induced or deduced behavioural pattern that pops up in the Indian
consumers. The case further probes whether the promotional sale-offers have conditioned the
minds of the consumers or they are brought up as such? Or their rising purchasing power and
affordability makes them shopaholics? Or it is that the Indian consumer craves for ‘value for
money’ in total? Answering all these dilemmas, the case study provides ample information to
address this dilemma – who creates whom? The marketers create the dealaholics or is it the other
way round?
Qs; Pedagogical Objectives:


To understand the differences between impulsive buying behaviour and compulsive buying
behaviour and debate on the marketing/selling implications of such behavioural differences
To discuss and debate on the nature of relationship between impulsive buying behaviour and
dealaholics and compulsive buying behaviour and shopaholics

To examine the nature of Indian consumers’ behaviour of being ‘value seekers’ and debate on
whether Indian consumers can broadly be construed as shopaholics or dealaholics or both?
Keywords : Consumer Behavior, Retailing, Shopaholics, Dealaholics, Impulsive Vs Compulsive
Buying Behavior, Indian Consumers' Behavior, Indian Retailing, Discounts, Price Deals,
Freebies, Value, Value Retailing, Price Bundles, Product Bundles, Anchoring Bias, Price
Discounts, Marketing Mix, Buyer Behavior towards Deals
Contents:






Compulsive Buying Behaviour
The Indian Consumer 'Values' Value
'Value' is in ‘More For Less’
Value Retailing and Price Bundles vs
Product Bundles
Are Indian Consumers Shopaholics or
Dealaholics?- Economic Reforms and
‘Cheap’ Shift




Indian Consumers: Shopaholics or
Dealaholics?
 Shopaholics
 Dealaholics
 Shopaholics or Dealaholics?
The Price Deals: Induced or Deduced
Consumer Behaviour?
At Discounted Price
Anchoring Bias
Assignment Questions
Case Title:
2.Indian Consumers: Shopaholics By
Chance, Dealaholics By Choice? (A): An
Exercise
Publication Year : 2010
Authors: Kumar Gambhiraopet and T.Prashanth Vidya Sagar under the guidance of
Dr.Nagendra V Chowdary
Industry: Services
Region:India
Case Code: CSB0030
Teaching Note: Available
Structured Assignment: Not Available
Abstract:
Developed for Consumer Behaviour course, the premise of this case study is to understand the
difference between shopaholics and dealaholics through five illustrations featured in the exercise.
Why do deals cast spell on the consumers? What does it take the consumers to become
shopaholics and dealaholics – The buying behaviour or the irresistible deals? Or shall we blame
it on the changing lifestyles?
The illustrations in the case study are devised in order to figure out the typical Indian consumer’s
reactions towards various price deals and price bundles. The exercise also focuses on the buying
behaviour of the Indian consumers in the backdrop of impulsive and compulsive buying motives.
It provides sizeable base to derive conclusions in establishing the circularity of relationship
between price deals, impulsive buying behaviour and compulsive buying behaviour and
challenges the assumption whether these behavioural patterns interchange over a period of time?
Or which behaviour outcasts which one?
Pedagogical Objectives:



To understand the differences between shopaholics and dealaholics and analyse the
implications of each of these consumer categories
To analyse how a typical Indian consumer would respond to price deals and debate on the
role of deals (price bundles, product bundles, discounts, etc.) in shaping the consumer
behaviour
To understand the differences between impulsive and compulsive buying behaviour and
examine if there is any circularity of relationship between price deals, impulsive buying
behaviour and compulsive buying behaviour (shopaholism).
Keywords : Consumer Behavior, Retailing, Shopaholics, Dealaholics, Impulsive Vs Compulsive
Buying Behavior, Indian Consumers' Behavior, Indian Retailing, Discounts, Price Deals,
Freebies, Value, Value Retailing, Price Bundles, Product Bundles, Anchoring Bias, Price
Discounts, Marketing Mix, Buyer Behavior towards Deals
Case Title:
3.Online Shopping Behaviour: Indian vs
International Consumers
Publication Year : 2010
Authors: T. Sai Vijay and Prashant Vidya Sagar under the direction of Dr.Nagendra V.
Chowdary
Industry: Services
Region:India
Case Code: CSB0029
Teaching Note: Available
Structured Assignment: Available
Abstract:
Set in early 2010, this case study details and contrasts Internet penetration, Internet usage rates
and level of e-commerce activity in the developed countries and other e-commerce active
countries with that of developing and other e-commerce-dormant countries. The case, in the
backdrop of all the accompanying information, enables a lively discussion on what it takes
Indian market to reach $100 billion level by 2020. This involves behavioural and institutional
(hard and soft infrastructure) modifications. The case facts enable a thorough analysis of the
desired modifications. Ideally suited for Consumer Behaviour course, this case study can also be
used for Business Strategy course.
In developed and other e-commerce active countries, there exists a perfect correlation between
the Internet penetration and online shopping figures. Though there has been some progress in
India, a large potential pool of online shopping community has not yet been tapped. What factors
would facilitate a change in Indian consumers’ behaviour towards online shopping? In other
words, what it takes to convert Indian traditional (terrestrial) shoppers into Internet shoppers?
Pedagogical Objectives:



To understand the contributing factors – the soft infrastructure and hard infrastructure – for ecommerce growth in some of the developed and other e-commerce active countries
To critically analyse and contrast the correlation between Internet usage rates and the ecommerce trends in the developed countries and other e-commerce active countries such as
India
To discuss and debate on creating the enabling environment – the soft and hard infrastructure
– to facilitate e-commerce growth in India.
Keywords : Consumer Behavior, E-Commerce in India,internet penetration and Internet using in
india, Online shopping behaviour,Broadband Connectivity, Online-shopping buying
Motive,Products Shipped on-line, Traditional Shopping Vs Online-Shopping,Usage of Internnet
across Demographic segments,Internet User categories,Key Concerns during Onlineshopping,on-line Frauds,Fishbein Model,E-tailing
4.Tata Nano: Consumers' Post-Purchase
Behavior
Publication Year : 2010
Authors: Kumar Gambhiraopet, Prashant Vidya Sagar Talluri
Industry: Manufacturing
Region:India
Case Code: CSB0028
Teaching Note: Available
Structured Assignment: Available
Abstract:
Hundred years ago, when Henry Ford unveiled ‘Model T’ in US as the people’s car, many a
company followed suit. Incidentally after a century, history repeated itself when Ratan N. Tata
(Ratan Tata), chairman of Tata Sons, the promoter company of the Tata group, announced his
long-cherished dream to produce the world’s cheapest car, Tata Nano, at an amazing price of
INR 1lakh.
As Tata Nano vroomed to the customers on March 23rd 2009, few questions arose: How are the
consumers receiving it? Has the dream of Ratan Tata come true? Set in early 2010, this case
study focuses on the post-purchase behaviour of Tata Nano buyers. The post-purchase
perceptions, dissonance levels and moments of pride have been analysed with the help of
primary data collected through video interviews conducted among 8 customers of Tata Nano in
Hyderabad, India, in mid-January 2010. The case study runs in the backdrop of the
conceptualisation of theTataNano car and the roadblocks that cropped up during its production.
This case study, primarily positioned to discuss the dissonance levels in new products, offers
valuable insights.
Pedagogical Objectives:





To understand the conceptualisation of Nano car as the world’s cheapest car by Tata Motors
and analyse the causes and concerns in taking the car from drawing board to board room to
the shop floor
To debate on whether the introduction of Tata Nano would herald the new age of small cars in
general and whether India can become the hub for small cars in particular
To understand the bottlenecks involved in the production ofTataNano and critically examine
the influence of those bottlenecks on the buying behaviour of the customerswhile purchasing
Tata Nano, as well as on the brand Tata and its impact on the brand loyalty thereof
To debate on the success of Tata Nano car in the wake of consumers’ post-purchase
perceptions and assess their levels of dissonance
To raise a general debate on addressing all the possible cognitive dissonance touch points in
the case of new products – launched either by an existing and established company or a new
company.
Keywords : Cognitive Dissonance, Consumer Post Purchase Behavior, Post Purchase
Dissonance, Post Purchase Dissonance in New Product, New Products' Cognitive Dissonance,
Levels of Cognitive Dissonance, Consumer Satisfaction / Dissatisfaction, Tata Nano, Building
Brands, Brand Loyalty, Customer Loyalty Vs Brand Loyalty
5. Shah Rukh Khan Vs Aamir Khan: Who is the Better Marketer?
Publication Year : 2010
Authors: Prashanth Vidya Sagar Thalluri and Dr. Nagendra V. Chowdary
Industry: Services
Region:Not Available
Case Code: CSB0027
Teaching Note: Not Available
Structured Assignment: Not Available
Abstract:
This case study, ideally suited for brand management and marketing communication courses, attempts to reason
out, between two of the biggest Bollywood celebrities, who is the better marketer? No one doubts the celebrity or
endorsement power of Bollywood’s Badshahs – Shah Rukh Khan (Shah Rukh) and Aamir Khan (Aamir). What
started as a professional rivalry is also getting played out in the brands endorsed by them, making it a keenlywatched and most-talked about celebrity war. However, the most intriguing question doing rounds, both in
Bollywood as well as corporate world, these days is: who is the better marketer – Shah Rukh or Aamir? While
some thank them for having set in motion refreshingly new brand of Indian film marketing with their exquisite
marketing blitzkrieg, many still wonder who would be a better marketer – both for their home productions’ movies,
their respective business ventures as well as for their respective movies.
Do the endorsement values signify the celebrity value? Why do brands commission celebrities to endorse their
brands? Celebrities (from sports, movies, social activists or great achievers) serve three important purposes for
the brands they endorse: A celebrity can ensure that the ads for the brand get noticed; a celebrity confers trust on
a brand, and a celebrity often “lends” the qualities associated with him/her to the brand being endorsed. How can
a celebrity’s brand/endorsement value be measured? This, as many argue, is the reflected glory of how well the
celebrity is “consumed” by the public? Does a greater consumption of a celebrity improve the marketing
capabilities of the brand endorser? A key argument to decide who is a better marketer amongst two of the Khans
is: Can celebrities build celebrated brands? Can celebrities make an ordinary brand a celebrated brand using all
their star power? How does this work out in the case of Shah Rukh and Aamir?
Pedagogical Objectives:

To understand the critical factors that propelled Bollywood to adopt new marketing techniques

To understand the factors that led to the rise of Shah Rukh and Aamir as the Bollywood icons and their
individual personality traits that acted as an effective brand building tools

To compare and contrast the effectiveness of the brand promotional strategies and marketing practices of
Shah Rukh and Aamir

To understand who is a better marketer by analysing their marketing practices in promoting themselves as
well as their movies.
Keywords : Celebrity Endorsers, Celebrity Endorsement in India, Indian Celebrity Endorsers, Brand Endorsers,
Brand Ambassadors, Brand Marketers, Brands and Celebrities, Best Marketers, Aamir Khan, Shah Rukh Khan,
Brand Icons, Indian Film Industry, Bollywood Badshahs
Contents:

Film Promotion: Scripted by Hollywood, Executed by Bollywood

Shah Rukh and Aamir: A Profile Comparison

Swissair's business strategy

Shah Rukh or Aamir: Who is Better Marketer?

Questions for Discussion
Case Title:
6. Reality Shows in India and Colors Channel's National Bingo Night: Abhishek
Bachchan's Aaraam Classes
Publication Year : 2010
Authors: Kumar Gambhiraopet, Prashanth Vidya Sagar Thalluri
Industry: Entertainment
Region:India
Case Code: CSB0026
Teaching Note: Available
Structured Assignment: Available
Abstract:
Since ages, the most popular form of entertainment has been people performing different arts in front of the
audience. The gladiators in the ancient Rome took part in horrendous fights to entertain the crowds and elites.
Similarly, the way the Sumo fighters of China challenge one another in their hair-raising wrestling fights and the
ferocious mace fights between Bhimsen and Duryodhan from the epic Mahabharata brought out real and live
entertainment to the crowds. They might have been the precursors of the modern day reality shows that we
regularly see on different television channels. These reality shows are based on particular themes and are aimed
at encashing the feelings of audience be it – talent hunt, celebrity show, game show, quiz show, makeover show,
etc. The Viacom18 group’s channel Colors has come up with an innovative idea by basing its reality show on the
concept of aaram i.e., one can walk away with amazing money prizes even while taking rest.
Set in early 2010, this case study mainly focuses on the reality shows and the transformation of the basic themes
on which they are based. Tracing the genesis of the reality shows, this case study examines how television
industry witnessed the changing formats of reality shows with the advent of the satellite TV and how the
entertainment channels conceptualised these shows in tune with the changing mindsets of the audiences.
Critically analysing the viewers’ psychological aspects, this case study examines the viewer/consumer behaviour
towards the shift in the reality show formats in general and the Abhishek Aaram Classes to the National Bingo
Night in particular.
Pedagogical Objectives:

To understand the advent of the satellite TV in Indian home entertainment sphere and the revolution it has
created in redefining the Indian small screen entertainment from limited content to unlimited programme
formats

To analyse the influx of TV entertainment channels and their endeavours to top the consumers’ favourite
channel list. To evaluate the channels’ competitive efforts in creating various innovative programme formats
and the rise of the reality shows

To understand the Colors channel’s conceptualisation of the reality TV show National Bingo Night as not
another ‘me too’ reality show format, with its unique promotional campaign “Abhishek Aaram Classes”

To critically analyse the concept ‘just-relax-and-win- money’ of, National Bingo Night. To have a debate on the
success of this reality show in the wake of fading reality show entertainment formats on general entertainment
channels on TV.
Keywords : Consumer Behavior, Indian Consumers, Consumer perception, customer involvement, customer
engagement, Reality Shows, Reality Shows in India, Colors' Channel, Colors' segmentation, Entertainment and
Consumer Behavior, General Entertainment Category, National Bingo Night, Formats of Reality Shows, Types of
Reality Shows
Contents:

The Genesis of Reality Shows and their Stint on TV

Reality Bites on Indian Television Market

The Gold Rush!

Narrowcasting – Reaching the Target Segments

Bingo! It's Time for Abhishek’s Aaram Classes!
Case Title:
7. Indian Consumer Market: India Emerges, Indian Consumers Surge
Publication Year : 2010
Authors: T. Sai Vijay and Prashanth Vidya Sagar Thalluri Dr. Nagendra V. Chowdary
Industry: General Business
Region:India
Case Code: CSB0025
Teaching Note: Available
Structured Assignment: Available
Abstract:
Set in the beginning of 2010, this case study provides a wide picture of the evolution of Indian consumer market.
Interspersed with the story of the growth of a fledgling Indian economy since 1947, it provides the economic and
social backdrop that had a significant impact on everything related to consumers – nature and variety of products
available, disposable personal incomes, choice of stores, choice of the mode of payment, etc. Year 1991, as
everyone acknowledges, was the real watershed year for Indian economy in general and the Indian consumer
market in particular. India witnessed legacy-breaking changes in 1991 in the form of sweeping liberalisation,
privatisation and globalisation policies. Many thought theywould just be momentary but a few thought theywould
bemomentous. The momentous changes not only provided the much-required momentum but also altered the
course of Indian economy forever, of course, for the better.
The background of India’s modern growth was setway back in 1991, when the Indian economy took a 180º shift
triggered by a change in government policies from Controls, Licenses and Protectionism (CLP) to Liberalisation,
Privatisation and Globalisation (LPG). This put an end to the era of CLP and business firms gained the freedom
to fulfil the demands of the consumers. Emerging from decades of economic isolation, India presented economic
opportunity on a gigantic scale, both as a global market base and as a domestic market base.
In the backdrop of these changes, the case study enables an interesting discussion on two related issues that
can kick-start the course on ‘consumer behaviour’. What was the shape of Indian consumer market before 1991’s
economic liberalisation – its size, structure, styles, etc., and how was it managed by the companies? What
paradigm shifts have occurred in the Indian consumer market after 1991, especially during 1996–2009? What are
the new consumer market segments and what do they mean for companies operating in India – both Indian
companies and MNCs? What is the best way to know the behavioural patterns of underlying buying motivations
of the new-age Indian consumers? What does it take to be successful in cracking the DNA of the new Indian
consumer?
Pedagogical Objectives:

To understand the evolution of Indian consumer market and the Indian consumers

To compare and contrast the size, structure and styles of consumers in post-liberalisation period with the preliberalisation period

To have an overview of the emerging new segments in the Indian consumer market. To debate and discuss
on the potentials and the perils thereof

To have an understanding of how the new and emerging market segments in India have been accessed by
some of the Indian and multinational corporations.
Keywords : Consumer Behavior, Consumers, Indian Consumers, Purchasing Power of Indian Consumers, The
Rise of Middleclass Consumers, The Rise of New Consumer Segments, Indian Consumer Market, Evolution of
Indian Consumers, Growth of Indian Consumer Market, India’s Income Pyramid, Indian Consumers Lifestyles and
Preferences, The New Indian Consumer, Indian Consumers’ Behavior, Indian Consumers’ Purchasing Power
Contents:

Evolution of Indian Consumer Market

Phase I (1951–1965)

Phase II (1965–1981)

Phase III (1981–1988)

Phase IV (1988–2009)

India on the Move

A Market Rising from Poverty

Indian Consumers: Changing Spending Pattern
Case Title:
8. India’s Best Marketers: Consumer Psychologists or Marketing Wizards?
Publication Year : 2010
Authors: Kumar Gambhiraopet and Prashanth Vidya Sagar Thalluri Dr. Nagendra V. Chowdary
Industry: General Business
Region:India
Case Code: CSB0024
Teaching Note: Available
Structured Assignment: Available
Abstract:
The premise for this case study is a simple, yet challenging question: what is the relationship between a Best
Marketer and a Consumer Behaviour course? What is even more intriguing is, what does ‘best marketer’mean –
for the companies and for the individuals conferredwith this award? The annual ranking of India’s best marketers
(carried out by a business daily, The Economic Times and a business magazine, Business Today) over the last 5
years has presented some very notable facets (rather, they became noticeable!) of new age Indian marketing
wizards. What are they credited for? Is it for their street smart marketing skills or is it for their extraordinary ability
to get through the Indian consumer’s psyche? In the backdrop of these questions, the case study navigates
through India’s best marketers over the last 5 years and what they were recognised for?
The Indian business environment is volatile and is reckonedwith huge diversity. Everyday complemented with a
new product, it makes every hour of the consumer a unique experience. In this scenario, some of the questions
that haunt the new age marketer are: what does a consumer want? What does the market provide the consumer?
When the market is flooded with yet another me-too product, how can you create a new customer? Breaking this
clutter, the business environment of India witnessed brilliant marketers. They changed the rules of marketing and
attained the accolades of ‘BestMarketers’. These marketers redefined the strategies and the channels of
marketing. They gave a new meaning to the 4Ps and the STP strategies.
Pedagogical Objectives:

To compare and contrast India’s ‘Best Marketers’ over the last 5 years and highlight the best practices that
could be imbibed from them

To build a relationship between India’s best marketers over the last 5 years and the nature of industry and its
driving force. most valuable companies in India (correlation); market share and market capitalisation, etc.; Top
100 brands in the country and brand equity

To analyse the critical success factors behind India’s best marketers in terms of :
a. Ability to read the target consumer behaviour better than their counterparts
b. Street smartmarketing skills

To have a debate on, what does having a best marketer mean for the company.
Keywords : Consumer Behavior, Best Marketers, India’s Best Marketers, Indian Marketers and Indian
Consumers, Best Brands, Best Brands Vs Best Marketers, Brand Equity Vs Best Marketers, Consumer Behavior
and Best Marketers, Best Marketers and Consumer Behavior, Market Share and Best Marketers, Marketing Vs
Selling, The New Age Marketers, The New Age Indian Marketers, , John Sculley, Steve Jobs, Samsung
Electronics, AitTel, IPL, Mahindra & Mahindra
Contents:

Best Marketers and Their Best Practices: A Sneak
Peek

Breaking the Clutter Exploring the Cult'ure

Sell the Fabulous Experience…Not the Products!

It's the Service and Distribution that Surpass the
Credit of the Product

The Hunter strategy

Best Marketing Ad'diction!

Best Marketers' Selection Criteria: Any Criteria for
Selection?

Best Marketers or Graduates from Hogwarts?

Are all Marketers Liars?

Marketers are not Diversified in Exploring India’s
Diversity

Best Marketer sans Brand Equity?

Do Indian Marketers Think Differently?

(Mis)fortune at the Bottom of the Pyramid
9. Sunsilkgangofgirls.com: Crafting a Brand Positioning with Reference Groups
Publication Year : 2009
Authors: Prashanth Vidya Sagar Thalluri, C.V.Chiranjeevi, Nagendra V Chowdary
Industry: Home Appliances and Personal care Products
Region:India
Case Code: CSB0023
Teaching Note: Available
Structured Assignment: Available
Abstract:
Set in mid-2009 and meant to be discussed in the ‘Consumer Behaviour’ Course, this case study helps in
understanding the psychology of customers in the social context and enables an interesting discussion on the
influence of reference groups and opinion leaders on consumer buying behaviour. Further, it attempts to analyse
how social networking communities are proving beneficial – compared to conventional advertising strategies – in
creating brand awareness and brand salience. Consumer goods companies in the new millennium are
undergoing a metamorphosis by changing their attitudes and understanding that brand building is not a simple
exercise of advertising. Realising this fact, companies are moving away from ‘advertising’ to ‘content’ and
sunsilkgangofgirls.com is one such initiative, attempting to craft its brand positioning in an unconventional way.
Hindustan Unilever Limited (HUL) used the brand ‘Sunsilk’ for creating a social networking website by targeting
young girls, particularly in the age group of 16–24 years, providing them a means of communication to share
issues of interest.
Marketing in the new millennium is all about managing relationships and ‘responsible marketing’ has evolved as a
key factor for success in marketing. With the over-crowded media commercials, consumers have become cynical
about brands and brand promotion attempts in the new-age marketing. Conversely, consumers are shifting to
online social communities to draw opinions about the products and their performances. Online social communities
are evolving into reference groups and energising the buying process by sharing and exchanging opinions and
ideas on social media platforms. Although reference groups are said to play an important role in the purchase
process of luxury products, they also exert a strong influence in creating high brand awareness and brand loyalty
in Fast Moving Consumer Goods (FMCG) products. This case study highlights how sunsilkgangofgirls.com is
drawing thousands of young females around the world by using online social networking as a mode of
communication? And how Sunsilk ‘gangs’ are playing crucial role as reference groups, influencers and opinion
leaders in positioning the brand.
Pedagogical Objectives:

Understanding the role and influence of reference groups on consumer behaviour

Analysing the reasons for shift in product promotion methods by marketers from conventional advertising to
online social community networks

Understanding how opinion leaders can influence the consumer buying process.
Keywords : Consumer behavior, Consumer community, Reference groups, Production Promotion, Opinion
Leaders, Consumer Relationship Management, Sunsilkgangofgirls, Word of Mouth Publicity, Viral marketing,
Buzz Marketing, Types of Reference groups, Online marketing, Online Social Marketing, Social Media
Contents:

Sunsilk Gang of Girls – An Innovative Marketing Strategy

Influence of Reference Groups in sunsilkgangofgirls.com
Related Case Studies

»Online Shopping Behavior: Indian Vs International Consumers

»Shah Rukh Khan Vs Aamir Khan: Who is the Better Marketer?

»Indian Television's Music Reality Shows: Ephemeral Fame Providers or Enduring Career Launchers?

»Bono’s “Red Brand”: Targeting “Conscience Consumers”

»FreemantleMedia’s Pop Idol : The Growth Strategies
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View all Consumer Behaviour and Marketing Research case studies »
10. GAP's Turnaround Strategies: Winning Back its Customers?
Publication Year : 2008
Authors: Sanghamitra Bhattacharya, Menaka Rao
Industry: Retailing
Region:US
Case Code: CSB0020B
Teaching Note: Available
Structured Assignment: Available
Abstract:
Gap Inc., leading retailer in the US, had ruled the apparel market since the 1960s. Gap offered garments for men,
women and children, and by the end of 1990s, the company was operating in 42 countries around the globe. In
the early 2000s, due to the changing fashion trends, Gap started loosing customers. Gap’s customers moved
away to other youth-oriented retailers. This posed a threat to Gap’s market position. To gain its customers back
and to sustain its market position, Gap started planning a turnaround under Paul S. Pressler that included brand
differentiation, revamping of stores, promotions, and expansions. As a result, Gap’s sales increased by 7% in
2004. However, from 2006 onwards, Gap’s same-store sales started declining. Analysts felt that this was
because Gap was unable to bring back its customers. To win back customers, Gap planned to incorporate storeexpansion strategy as a part if its turnaround efforts. However analysts opined that it would take time for Gap to
gain its customers back
Pedagogical Objectives:

To understand the changing fashion trends of the US Apparel industry

To analyse the turnaround styrategies of an apparel retailer

To analyse the importance of customer satisfaction parameter in a business turnaround.
Keywords : Restructuring / Turnaround Strategies Case Study; US Apparel Industry; Consumer Preferences;
Growth of Apparel Industry; Competition; Performance; Turnaround Strategy; Store Sales; Millard Drexler; Paul
S. Pressler; Customer satisfaction parameter; price comparison; brand differenttiation; Brand personality;
Revamping stores
Contents:

US Apparel Industry

Gap: Leading Apparel Retailer in the US

The gap widens for Gap in the growing US Retail Apparel Industry

Gap: Turning around?
Case Title:
11. Pepsi's Strategy to Address Changing Consumer Buying Behaviour: Would it
Succeed?
Publication Year : 2007
Authors: Aakruti Mulye
Industry: Food and Beverages
Region:Global
Case Code: CSB0014P
Teaching Note: Available
Structured Assignment: Available
Abstract:
Pepsi Co. a world leader in convenient snacks, foods, and beverages is a $35 billion company. Some of the
popular brands like Pepsi-Cola, Mountain Dew, Diet Pepsi, Lays, Doritos, Tropicana, Gatorade, and Quaker Oats
are owned by the company. The company saw a change of preference in it's consumers in the 1990's apart from
this the beverage industry also observed a rise in functional drinks in the mid 2000s. The case focuses on the
Pepsi's strategy to address this change in the consumer behaviour.
Pedagogical Objectives:

The case study has been structured to understand and analyse:

The Impact of changing consumer behaviour on the food and beverage Industry

The possible solutions to address the change in consumer preferences

The importance of strategy to achieve long-term sustainable growth.
Keywords : Food and Beverage, Pepsi, consumer behaviour, Brands & Branding Case Study, US health
consciousness, Coca-Cola, obesity,growth strategy, innovation
Contents:

Rising health consciousness

Pepsi's Strategy

Looking Ahead
Case Title:
12. Wal-Mart’s Foray into Japan: Heading Towards Success or Hara-kiri?
Publication Year : 2009
Authors: Kalyani Vemuri T Phani Madhav
Industry: Retailing
Region:Japan
Case Code: CSB0022C
Teaching Note: Available
Structured Assignment: Available
Abstract:
For MNC (Multinational Corporation) retailers, the Japanese retailing market is considered to be one of the
toughest to enter. In 2002, when Wal-Mart announced that it was buying a stake in Seiyu, a domestic retailer, as
a first step to enter Japan, there was widespread scepticism among analysts. Since its entry, Wal-Mart has been
doing all it can to understand and woo the Japanese consumers into Seiyu stores, where it is implementing its
own standard systems and processes. Wal-Mart’s challenges include dealing with Japan’s traditional multi-tier
distribution system, understanding the trends in Japanese buying habits and creating the right product
assortment. It also faces competition from domestic players like Aeon and Ito-Yokado and international players
like Carrefour.
Pedagogical Objectives:

To discuss the critical success factors in the Japanese retail industry

To discuss the strategies adopted by Wal-Mart in Japan

To discuss the possible future scenarios in the retailing industry of Japan.
Keywords : Wal-Mart; Japanese retail industry; Market Entry Strategies Case Study; Trends in Japanese
retailing; Foreign retailers in Japan; Distribution in Japan; Wal-Mart's international business; Wal-Mart's
competitors in Japan; Multi-tier distribution system; Changing channel arrangement; Japanese buying behavior;
Consumer
experience;
Supplier-retailer
relationship,
Marketing
Management;
Marketing
Mix;
Market
Segmentation; Product Life Cycle; New Product Development; Consumer Behavior; Marketing Case Studies;
MBA; Marketing Course for MBA Marketing Course Case Map; Course Case Map; Case Map
Contents:

Retail Scenario in Japan

Wal-Mart in Japan

Wal-Mart –The need for a localisation imperative

The Road Ahead
13. Liz Claiborne: The US Apparel Retailer’s “Three-M’s” Strategy
Publication Year : 2007
Authors: Vineetha Ravipati, Rajendar Singh Rathore
Industry: Women’s Clothing
Region:US
Case Code: CSB0018
Teaching Note: Available
Structured Assignment: Available
Abstract:
During the mid-2000s, Liz Claiborne, a US apparel retailer, was whacked by the changing dynamics in the
apparel industry. The industry has been undergoing many changes, due to consolidations among major
departmental stores and the stores preferring their own private labels. These changing market trends forced
companies to rethink ways of doing business. As a result, companies implemented strategies to expand their
brand portfolios and widen the distribution network across channels. To bring back its lost glory, William L.
McComb, Liz Claiborne’s CEO, initiated ‘Three-M’s’ strategy – multi-brand, multi-geography and multi-channel.
Through which he hopes to win out in the fiercely competitive apparel industry.
Pedagogical Objectives:

To analyse the value chain of the apparel companies

To understand the impact of trade regulations on the textile and clothing industry

To discuss the changing dynamics in the apparel industry

To examine the effect of changing consumer preferences on the apparel companies

To discuss the resulting challenges and strategies of Liz Clairborne.
Keywords : Branded apparel; Quota restrictions; Free-trade agreements; Textile and clothing trade; Multi-Fibre
arrangement; Outsourcing; Supply chain of apparel manufacturers; Trends in global apparel industry;
Departmental stores; Competitive Strategies Case Study; Private labels; Multi-brand; Multi-geography; Multichannel; William L. McComb; Fashion Trends
Contents:

Global Apparel Industry: The Trends

US Apparel Industry: The Landscape

Liz Claiborne: McComb’s "Three-M's" Strategy
14. L'Oreal in India: Marketing Middle Class Consumers with Premium Prices?
Publication Year : 2007
Authors: Sushma, Mercy Mathew
Industry: Cosmetics
Region:India
Case Code: CSB0016
Teaching Note: Available
Structured Assignment: Available
Abstract:
India, in recent years, has emerged as one of the hot destinations for global cosmetics players. Overseas players
like Unilever, Procter & Gamble and L’Oreal dominate the industry through targeting the growing middle class.
Players like Hindustan Unilever Limited (Unilever’s Indian subsidiary), Procter & Gamble target their customers
with mid prices; while L’Oreal Indiais targeting them with premium prices. This strategy helped L’Oreal to
breakeven the sales and then record a huge increase in its profits. But considering the increasing competition
and price sensitiveness among the Indians, it has to be seen how long can L’Oreal continue this success?
Pedagogical Objectives:

To analyse the opportunities and challenges for cosmetics players in emerging markets

To understand and analyse the Indian cosmetics industry and the changing consumer behaviour

To discuss the business model adopted by the players, particularly the multinationals

To analyse the reasons for L'Oreal's initial strategy failure in India

To discuss L'Oreal's revised strategy of targeting middle-class with premium price and its success.
Keywords : Emerging markets; Indian cosmetics industry; Cosmetics players; Customer segmentation; Indian
middle-class consumers; Consumer behaviour; Market Entry Strategies Case Study; MNCs business model;
L’Oreal India and strategies; Moving away from brand image; Mass vs premium product strategy in emerging
markets
Contents:

Cosmetics Industry in India: A Competitive Landscape

Indian Economy: The Rise of New Middle Class Consumer

L'Oreal in India: Going Glocal?
15. Marketing Fizzy Fruit to kids: Opportunities and Challenges
Publication Year : 2007
Authors: Purvi Bhagat, Ruchi Mankad
Industry: Food, Diary and Agriculture Products
Region:Global
Case Code: CSB0013A
Teaching Note: Available
Structured Assignment: Available
Abstract:
Fizzy Fruit is a carbonated fruit which intensifies a particular fruit’s flavor with effervescences without altering its
nutritional value. Neurobiologist Galen Kaufman with the help of a food scientist perfected the method of
carbonating fruit and established the Fizzy Fruit Company in 2005. The company had the mission to promote
health, wellness and fitness among children thereby reducing childhood obesity. Fizzy Fruit was launched in US
in 2005 and the initial feedback was very heartening. The company made many strategic promotional tie-ups and
had plans to make Fizzy Fruit available throughout US in a short time.
Worldwide, 22 million children were overweight among which the share of US was the highest. Some of the
factors that had led to increasing obesity among kids in US were unhealthy eating habits, peer pressure and
influence of television advertising. Marketers were increasingly targeting kids, as kids influenced the spending of
over $1.88 trillion globally in 2002 and the figure was rapidly increasing. While the consumption of snack and junk
food was ever increasing, many healthy and ‘good-for-you’ products were also being launched due to the rising
awareness and pressure to curb obesity.
The case would initiate discussion on the future marketing strategies of The Fizzy Fruit Company to popularize
Fizzy Fruit given the dynamic challenges involved in marketing to kids.
Pedagogical Objectives:

To analyse the buying behavior of kids and their growing influence in making purchase decisions

To debate on the role of ethics in marketing to kids

To discuss the opportunities and challenges involved in marketing Fizzy fruits to kids.
Keywords : The Fizzy Fruit Company, US, Kids, Changing food habits, The role of kids, Marketing Strategies
Case Study, Purchase decision, Marketing to kids, Obesity, junk food, snack food, good-for-you products,
packaged food, functional food, fizzolator, marketing, schools, promotions, retailing, advertisement, television
Contents:

Fizzy Fruit

The Challenge

Changing food habits

The role of kids in purchase decisions

Marketers increasingly targeting kids

The course of action
16. Frito-Lays: Healthy Food Initiatives
Publication Year : 2007
Authors: Shital Vakhariya & Mridu Verma
Industry: Food, Diary and Agriculture Products
Region:US
Case Code: CSB0011P
Teaching Note: Available
Structured Assignment: Available
Abstract:
Frito-Lay, one of the world’s leading manufacturers and marketers of snack food products, is an operating division
of PepsiCo and provides varieties of snacks options. In 2005, Frito sold nine of the top-ten snack chip brands in
the US supermarkets.
With the strong backing by its parent company, the company enjoys a strategic advantage over its competitors,
including financial support, superior brand identity and product recognition. People have become more concerned
about obesity and health. Keeping in mind, consumer preferences and changing trends, in 2002, the company
has ventured into the health food segment. Its initial efforts have not yielded significant results. In early 2006, the
company has initiated a makeover of the majority of its products and has also included healthier offerings in its
product portfolio to reinforce its image as a health food company.
Pedagogical Objectives:

Growth of Potato chip industry

Change in consumers taste and preference / Growing health concern among consumers

Frito Lay’s product revamping strategy.
Keywords : Food & Beverage company, Obesity, Health consciousness, chips market, Marketing Strategies
Case Study, Health care market, Nutrition Division, Direct store delivery system, Trans fat, Low carb diet
Contents:

Frito's Business Model

Background Note

Food Industry

Frito's Health Initiatives

New Initiatives

Looking Ahead
17. Segmentation of Stores in Best Buy: Is It Really Customer-centric?
Publication Year : 2006
Authors: Sanghamitra Bhattacharya & Aruna N
Industry: Retailing
Region:USA
Case Code: POS0027B
Teaching Note: Available
Structured Assignment: Available
Abstract:
Since the late 1980s, Best Buy, the $30-billion-a-year company had ruled the US consumer In 2002, Best Buy
adopted the angel-devil strategy to identify profitable and non-profitable customers. The company started
preparing customer-profiles and collected data from each of its transactions and interactions across multiple
brands, suppliers and third party suppliers to create customer profiles. In 2002, after studying the market, Best
Buy segmented its store into five customer-centric categories. Each store catered to a specific product as
characterised by the profile of the customers. The company trained its employees to focus on specific customers
rather than on the product and also modified its supply chain to cater to the needs of the customers. Though the
performance of the customer centric stores were better than the other Best Buy stores, a survey conducted by the
company in 2005 reported that some of its customers were unhappy with the segmentation of stores. In addition
to this, competitors like Wal-Mart, Circuit City and Radio Shack were gaining market share in Best Buy’s
profitable areas (DVD & television, Home Theater equipments, computers and home appliances). To combat
competition and to satisfy customers, Best Buy decided to merge its five segmented stores into three groups.
Analysts opined that while segmentation was an expensive proportion for Best Buy, merging these stores would
further drain Best Buy’s financial resources. But other analysts felt that, since Best Buy’s segmented stores
performed well, managing cost would not be a major criterion for Best Buy. The company also planned to expand
its business in China. Industry observers felt that Best Buy was juggling too much. Would Best Buy’s customer
centricity live up to the customer expectation and help in maintaining its market position?
Pedagogical Objectives:

To understand how a customer-centric segmentation strategy was applied by Best Buy

To analyse how a segmentation strategy could be an effective competitive strategy for the retail industry

To understand the different methods of segmentation affected by Best Buy.
Keywords : Customer Centricity, Market Research, Point of Sale, technology enabled, Gureilla advertising,
Segmentation strategy, Angel and Devil customers, Marketing Strategies Case Study, Multiple brands,
Competition, Merging, Customer Profilling, Customer electric market, Turnaround, Training of employees
Contents:

Best Buy

Customer-Centricity in Best Buy

Challenges

Best Buy, the Best?
18. McDonald's Localisation Strategy: Brand Unification, Menu Diversification?
Publication Year : 2006
Authors: Kisholoy, Sumit Kumar Chaudhuri
Industry: Retailing
Region:USA
Case Code: GGL0031
Teaching Note: Available
Structured Assignment: Available
Abstract:
McDonald's, the world's leading fast-food retailer with 30,000 restaurants in 119 countries, has successfully
maintained its global brand identity by standardising its principles and service quality but customising its offerings
across the globe. The highlight of McDonald's localisation strategy has been its foray into Asia where it has
survived and has repeatedly proved itself vis-à-vis other big food retailers who have failed due to their inability to
adapt to Asia's diverse cultures, tastes and temperaments.
Pedagogical Objectives:

To understand the importance of adaptation to local culture, tastes and preferences for global food retailers

To understand how McDonald's has maintained uniform brand identity across the globe while customizing its
menu to suit local tastes

To analyse whether McDonald's localization strategy would prove to be a disadvantage in case the brand
loses its unique American appeal.
Contents:

McDonald's Localization Strategies across Markets

Localization through Brand Unification and Menu Diversification?
Keywords : 'I'm lovin' it'; Balanced and active lifestyles; Localisation strategies of McDonalds's in Asia;
McDonald's 'Happy Price Menu' in India; Food studios; McDonald's on the move; Localising the on-line world;
Corporate Strategies Case Study; The McDonald's way; The 5P's (product, price, promotion, place, people) of
McDonald's; The QSCV (quality, service, cleanliness and value) Principle; Menu customisation; Flexible
operating platform
19. Gap Inc.’s Declining Apparel Sales in Europe: Style or Substance?
Publication Year : 2006
Authors: Arpita Siddhanta, Aruna N
Industry: Retailing
Region:Europe
Case Code: CSB0019B
Teaching Note: Not Available
Structured Assignment: Not Available
Abstract:
Gap Inc., the US-based global clothing retailer, had faced dwindling sales over the period 1999-2002. While
closing underperforming stores, reducing excess inventory, etc., led to a temporary turnaround in 2003, sales
declined once gain during the subsequent years. During the fiscal year ending January 2006, Gap’s global sales
fell by 1.5%, while the plunge was even sharper at 6.1% in its two European markets, Britain and France. The
company identified that having an ‘American look’ was the foremost reason behind the Europeans’ disinterest in
its apparel. Hence, Gap Inc. aimed to add some local flavor to its European business, by establishing a design
house in London. However, analysts judged it as an inadequate solution to the company’s problems. Gap was
facing enormous competition from supermarket chains like Wal-Mart and Tesco, which offered good quality
clothing at attractive prices. More importantly, in recent years, various ‘fast-fashion’ brands were making strong
inroads into the UK and French markets. Shoppers wanted to wear what the ‘stars’ wore, and some fast-fashion
brands like ‘Zara’ and ‘Hennes & Mauritz’ (H&M), churned out fashionable and trendy, cut-price copies of catwalk
pieces at lightning speed – in less than two to four weeks after conception (hence called ‘fast-fashion’ brands).
Also, with the complete phasing out of the Multi-fiber Agreement from January 1, 2005, premium brands like
those of Gap, became more vulnerable to low cost imports from developing countries. In this context, some
analysts opined that Gap should revise its production, distribution and strategies so as to come up with trendier
and cost effective styles at a very fast pace. At the same time, others pointed out that Gap could break free of
low-cost competition by coming up with well-differentiated ‘pinch-hitting styles’ along with good quality and
pricing, so as to establish its brand reputation. This case highlights Gap’s evolution, its sales decline during 20052006 - mainly in Europe, the company’s response, the further threats that it was faced with and analysts’ views
and opinions regarding the same.
Pedagogical Objectives:
To analyse the competition in the Apparel industry worldwide and in Europe
To discuss about various factor contributed to decline of Gap Inc and its production, distribution and
strategies.
Keywords : Gap; Fashion Industry; Fast-fashion Brands; Restructuring / Turnaround Strategies Case Study;
Inditex Zara; Multi-fiber Agreement; Clothing and Accessories; Apparels; Readymade Garments; Retailer Brands;
Competition; Positioning; Fashion and Styles
Contents:


About Gap Inc.

The Past

Drexler's Era

Pressler's Era
Gap's European Market


Gap's Steps Forward

Gap's Added Trouble in Europe

Competition from Supermarkets

Competition from Fast-Fashion Brands
The Future Outlook
20. Kraft Foods Inc.: Redefining Marketing to Kids
Publication Year : 2006
Authors: Abdul Samad & Sumit Kumar Chaudhuri
Industry: Food, Diary and Agriculture Products
Region:USA
Case Code: CSB0015
Teaching Note: Available
Structured Assignment: Available
Abstract:
By 2005, Kraft Foods Inc.(established in 1903) had become the world's second largest food and beverage
company (after Nestle) with a turnover of $32 billion. Kraft Foods had always enjoyed the patronage of children
(aged less than 12 years) with this segment contributing nearly half of its sales. However, since the 1990s, the
company had been witnessing a growing concern about obesity among children, its mainstay for a long time. To
address this concern, Kraft Foods has redefined its marketing efforts, having decided to dispense with advertising
targeted at children aged less than 12 years.
Pedagogical Objectives:

To discuss the strategies adopted by Kraft Foods Inc. to portray itself as a healthy foods company

To discuss the efficacy of its efforts to redefine marketing to children.
Keywords : Top food and beverage company, Philip Morris Companies Inc, Altria Group Inc, Marketing to kids,
Childhood obesity, Anti-obesity initiatives, Marketing Strategies Case Study, Kids foods and beverages, Centre
for science in public interest, Marketing in schools, Healthier foods, Advertising to children, Anti-tobacco
campaign, Sensible solution, Tobacco settlement agreement, Member of Summit ?Honor Roll?
Contents:

Kraft: A Marketer for Children

Redefining Marketing Strategy in the Anti-Obesity Era
Case Title:
21. Fisher Price: Toys Goes Hi-Tech
Publication Year : 2006
Authors: Himani Yadav, Seema Agrawal & Joel Sarosh Thadamalla
Industry: Toys
Region:Usa
Case Code: CSB0010A
Teaching Note: Not Available
Structured Assignment: Not Available
Abstract:
Fisher-Price was one of the subsidiaries of Mattel, the world’s largest toy making company. Fisher-Price had
introduced Play Labs where the research team observed the manner in which kids played with the toys, such
child research centre was the first of its kind in the toy industry. The company decided to introduce KidTronics
range which it could have launched five years ago but preferred to wait for the cost to come down to make it
durable. Fisher-Price had historic record of producing durable toys which provided it with a competitive edge in
the industry. Fisher Price dealt in toys for three segments: infant (0-12 months), toddler (12-36 months), and
preschool kids (3-5 years). The company faced challenge due to high cost, huge investments required in product
design and development, and other external factors like knock offs, competition etc.
It was expected that the market for the electronic toys for kids will be growing at the rate of 15% per annum. The
sales were expected to reach US $146 billion by 2015. Fisher-Price’s KidTronics products range was in
accordance with the trend in the toy market. Fisher-Price differentiated itself by promoting an entire product range
instead of pushing single item in the toy market. Fisher-Price promoted high tech toys as an aid for the
educational tools for a child’s development. Would Fisher-Price succeed in its foray over the launch of
KidTronics? Would it be able to sustain its reputation and appeal parents with its new range of electronic toys?
Pedagogical Objectives:

To analyse the potential of electronic toys for kids

To discuss the marketing strategies followed by Fisher Price

To discuss on the acceptability of KidTronics range by Fisher Price among kids and more importantly parents.
Keywords : Mattel, Fisher-Price, competition, Preschool kids, KGOY, strategy, kids, Research, new product
development, Play labs, trend, segmentation, targeting, positioning, toy advertising, toys, Promotion, Advertising,
Marketing, KidsTronics, Electronic toys, Health hazards due to toys, product recalls, me too products, Marketing
Strategies Case Study, Competitors
Contents:

The US Toyland

About Fisher-Price

Play Labs for Research

The Toy journey

KidTronics Toys Range

Marketing and Promotion

Operational Issues

Challenges

Product Recalls and Competitors

Knock offs

The Road Ahead
22. Bono's 'Red Brand': Targeting 'Conscience Consumers'
Publication Year : 2006
Authors: Priti Krishnan & Sumit Kumar Chaudhuri
Industry: Entertainment
Region:South Africa
Case Code: CSB0008
Teaching Note: Available
Structured Assignment: Not Available
Abstract:
For many years, governments and many non-governmental organisations have been providing financial
assistance for the eradication of AIDS epidemic in Africa. However, initiatives to fight AIDS in Africa have always
suffered from inadequacy of funds. On January 26th 2006, Bono, the lead singer of the Rock Band U2,
announced a new brand called 'Red' to rope in the private sector for the first time in the fight against AIDS in
Africa. American Express, Gap Inc, Converse and Giorgio Armani are the four private companies, which have
already pledged contributions derived from the sale of their Red branded products to help Africa's AIDS victims.
Pedagogical Objectives:

To help understand how public-private-partnerships can be modeled to support a social cause

To highlight how the private companies involved in this initiative are going to be benefited

To offer scope to discuss the viability of the initiative, which although being humanitarian in nature has a profit
motive at its core.
Keywords : Public-Private Partnership Case Study, Corporate social responsibility, Giorgio Armani, Gap Inc,
Brand image, American Express, Business ethics, Converse, Marketing strategy, Advertising, Word-of-mouth
advertising, Brand building
Contents:

Bono and the Red Brand

"Conscience Consumers and "Corporate Social Responsibility"
23. The Rise of Green Consumerism: Is it a Fad or is it “Sustainable”?
Publication Year : 2006
Authors: Ramanathan K & Sumit Kumar Chaudhuri
Industry: General Business
Region:Global
Case Code: CSB0007
Teaching Note: Available
Structured Assignment: Available
Abstract:
World over, economic development has come at the cost of environment. Global warming, an outcome of
greenhouse gas emissions, is the price the world pays for its over ambitious growth. Green consumerism, which
is the use of individual consumer power to promote less environmentally damaging consumption, without
compromising on the wants and needs of the consumers, has evolved to act as a panacea to address this crisis.
However, green consumerism carries its own enigmatic aura and issues like its credibility and purpose, remain to
be answered. The gap between green concern and green consumerism has been widened by the different
orientations given to green consumerism by various segments of the society. These differences in perceptions
and ideologies have intensified the debate on whether green consumerism is a strategy to save the earth or is it
just a fancy of the developed nations to provide a quick fix solution to the problems, which they have seeded.
Pedagogical Objectives:

To highlight the impact of the economic development process on the environment

To understand the fundamentals of sustainable development

To discuss the growth of green consumerism

To analyse the credibility and sustainability of the green products

To debate whether green consumerism is an applicable solution or a utopian dream.
Keywords : Green Consumerism, Green Products, Green Concern, Green Movement, Environmental Practices,
Marketing Strategies Case Study, Proactive Environmentalism, Ethical Marketing, Green Wash, Environmental
Exploitation, Environment Friendly Products, Buying Green, Global Warming
Contents:

Green Consumerism: The Evolution

Green Consumerism: The Fact File

Green Consumerism: Who are the Consumers and Who Benefits?

Green Consumerism: The Sustainability Factor
24. Indian Television's Music Reality Shows: Ephemeral Fame Providers or Enduring
Career Launchers?
Publication Year : 2006
Authors: Kisholoy & Sumit Kumar Chaudhuri
Industry: Entertainment
Region:India
Case Code: CSB0006
Teaching Note: Available
Structured Assignment: Not Available
Abstract:
Since 1995, music reality shows have become an important part of Indian television programs. These shows
received a major boost in 2003 due to the advent of media convergence that enabled television channels to
transform their shows into interactive ones where the audience, through their votes over emails or SMSs, could
decide the winners at these shows. Although this ensures instant recognition for the winners, the sheer number of
upcoming talents spawning out of these shows has led to an uncertainty about the future of their careers in the
Indian music industry.
Pedagogical Objectives:

To understand the concept of reality shows and how they differ from normal television programs

To analyse the reasons behind the evolution and rapid growth of music reality shows on Indian television

To debate whether reality shows are safer bets for launching talented singers and whether these singers can
sustain their singing careers for long.
Keywords : Reality Shows, Television, Sa Re Ga Ma, Coke Channel[V] Popstars, Miditech Productions, Pop
Idol, Indian Idol, Abhijeet Sawant, Marketing Strategies Case Study, Fame Gurukul, India Ki Voice, Musical
Gharanas, Regional Reality Shows, Playback Singing, Stage Shows
Contents:

Music Reality Shows: Evolution and Proliferation

Music Reality Shows: Enduring Career Launchers?
25. The Changing Consumers' Tastes in US Beer Market: Anheuser-Busch Company's
Competitive Strategies
Publication Year : 2006
Authors: Girija P, Sumit Kumar Chaudhuri
Industry: Beverages
Region:USA
Case Code: CSB0005
Teaching Note: Available
Structured Assignment: Not Available
Abstract:
Since the 1970s, the US beer industry had been hit by the rising costs of preparation and preservation of beer
and the shifting preferences of consumers towards low-cost beverages like wines, and spirits. Further, in the
1980s, increasing health concern among consumers transformed the US beer industry as traditional beers like
ales and lagers were replaced by light lager beers and other health drinks. Under such circumstances, AnheuserBusch, the leading brewer in the US, started losing market share to other big brands like SABMiller and Coors,
small-scale local breweries and imported brands like Heineken. To fend off competition, the company launched a
series of new products, acquired new brands and entered into partnerships with other breweries to increase its
market share.
Pedagogical Objectives:

To understand the landscape of the US beer industry and the changing consumer tastes and preferences

To analyse the reasons behind the declining sales of beer in the US and an increase in the consumption of
wine, spirits and other flavoured alcoholic beverages

To discuss whether the competitive strategies of Anheuser-Busch would help it to sustain its leadership in the
US beer market.
Keywords : Landscape of US beer industry; Different categories of beer; Competitive Strategies Case Study;
Anheuser-Busch's competitive strategies; SABMiller; Consumer preferences in US; Brand advertising strategies;
Beer brands of Anheuser-Busch; Market segmentation of beer industry; Mergers and acquisitions in the beer
industry; Global expansion strategies of Anheuser-Busch
Contents:

US Beer Market: The Changing Consumer Tastes and the Competitive Landscape

Anheuser-Busch: A Brief Profile

Competitive Strategies of Anheuser-Busch in the US
Case Title:
26. Kroger's Customer-centric Business Model: The Competitive Strategies
Publication Year : 2006
Authors: Priti Krishnan, Sumit Kumar Chaudhuri
Industry: Retailing
Region:USA
Case Code: BSM0038
Teaching Note: Available
Structured Assignment: Not Available
Abstract:
For many years, the third-largest supermarket group in the US, Kroger, has been competing to gain market share
from world's No.1 retailer, Wal-Mart. Following Wal-Mart's price-led business model, Kroger tried to attract
customers and increase its sales. However, it failed as its cost reduction could not match its price reduction.
Realising that it was difficult to compete on the basis of price alone, in 2002, along with Dunnhumby (a
specialised provider of database management and analytical services), Kroger formulated a customer-centric
strategy for itself. According to this, customer data is analysed to get a deeper understanding of their purchasing
behaviour. The retailer also implemented a 'customer first' strategy to deliver higher value to its customers
coupled with an enhanced shopping experience.
Pedagogical Objectives:

To understand the need for Kroger's transition in its business model from being price-led to being customercentric


To analyse whether such transition would help Kroger or go against it, as by wavering between price-led and
customer-led business models, Kroger might lose its strategic focus
Keywords : Customer relationship management; Relevance marketing; 80:20 rule, the Pareto Principle; Top
retailers in the US; Business model of leading retailers; Cost leadership strategy; Competitive Strategies Case
Study; Competition in the retail industry; Wal-Mart; Safeway, Tesco, Kmart; Challenges faced by retailers;
Customer behaviour
Contents
:
Kroger:
The
US
Sub-brands
Chain
of
Wal-Mart
Kroger:
Retail
vs.
Competing
Leading
through
Supermarket
its
Kroger’s Transactional Data
Case Title:
27. Razors Duel: For Women's Sake!
Publication Year : 2005
Authors: Joel Sarosh Thadamalla, Dr. A.V Vedpuriswar
Industry: Home Appliances and Personal Care Products
Region:USA
Case Code: CSB0021A
Teaching Note: Not Available
Structured Assignment: Not Available
Kroger
Customer
Financials
Centric
Business
2002
Model
Abstract:
In 2005, the razor war between Gillette and Schick had intensified. Gillette, was the undisputed leader. Schick
was the challenger and BIC’ was the follower, in the Personal Care and Hygiene Industry. Gillette was the
pioneer of the revolutionary disposable razor designed in 1895 by King Camp Gillette. It went into the blade and
razor business in 1901 and since then was a strong believer in constant product innovation. In 2000, Gillette
introduced Venus a razor for women which soon became the No.1 women’s brand worldwide. Schick followed
suit by introducing Intuition, Women’s razor which made some gains against Gillette. BIC also followed and
served the Women’s segment. The three major razor makers had been jostling for shelf space for almost three
decades. In January 2005, Gillette decided to merge with Procter & Gamble Co. which gave it greater distribution
in emerging international markets and a competitive advantage over its rivals.
Pedagogical Objectives:

To discuss and bring out the importance of peripheral vision and the "loss leadership" concept

To discuss the Porter’s five forces model of Industry structure analysis

To analyse the growth strategies adopted by the leader, challenger and the follower in the given industry.
Keywords : Business Strategy; Growth Strategies Case Study; Loss Leadership; Strategic Management; Core
Competence; Product Placements; Product Innovation; Peripheral vision
Contents:

Razors Duel –The Origin

Shaving trends

The Razor Business

About Gillette
28. Japan: The World's Next Cultural Trendsetter?
Publication Year : 2005
Authors: Kalyani Vemuri & T. Phani Madhav
Industry: General Business
Region:Japan
Case Code: CSB0012
Teaching Note: Available
Structured Assignment: Available
Abstract:
From the beginning of the post-World War II era to the late nineties, Japan was establishing itself as a leading
exporter of high-tech products. But increased competition from countries like the US and Korea coupled with a
decade-long stagnation led the Japanese government to seek alternate revenue streams, especially cultural
exports. Anime and Manga are considered the most prominent of Japanese cultural exports. The tremendous rise
in popularity of Anime and Manga and widespread Japanese cultural influence on food, architecture and fashion
have led experts to study Japan's increasing 'soft power'.
Pedagogical Objectives:

To discuss the impact of Japan’s cultural exports on Japan’s economy in the long run.
Keywords : Japanese cultural exports,Government and Business Environment Case Study, Gross national cool,
Soft power, Anime, Manga, Fansub communities, Scanlation, Value of cultural imports, Changing Japanese work
culture
Contents:

Japan's Rising 'Cool' Quotient

Anime

Manga

Japan's Increasing Soft Power – The Key to its Turnaround?
29. Obesity Concerns: Burger King’s Product Revamp
Publication Year : 2005
Authors: Dakshi Mohanty & T. Phani Madhav
Industry: Retailing
Region:USA
Case Code: CSB0004
Teaching Note: Available
Structured Assignment: Available
Abstract:
With rate of obesity levels reaching alarming levels in America, fast food companies attracted consumer
resentment on a large scale. Like other fast food companies in US, Burger King was also sued, for making
Americans obese with its fatty foods. Although the lawsuits were dismissed later, the company realised the
importance of assuming a “healthier” image. It initiated efforts to makeover its menu by introducing a new line of
low-fat food items. The company also reintroduced its 1974 slogan, “Have It Your Way”, which denoted that
consumers could customise their items as per their requirements.
Pedagogical Objectives:

To discuss how the rising obesity levels put pressure on the food industry to respond and change their
offerings

To discuss the series of initiatives that Burger King has taken to refurbish its image and meet the changing
customer demands.
Keywords : Burger King, Rising obesity in the US, Obesity and the fast food industry, Marketing Strategies Case
Study, Public outcry against fast food companies, Lawsuits, Health foods, Fast casual, Allegations against Burger
King
Contents:

Introduction

Obesity and Fast Food Industry

Public Outcry against Fast Food Companies

Burger King — The Image Makeover
30. The Changing Style: Versace's Veracity?
Publication Year : 2005
Authors: Rajendar Singh, Sumit Kumar Chaudhuri
Industry: Home Appliances and Personal Care Products
Region:Italy
Case Code: CSB0003
Teaching Note: Available
Structured Assignment: Available
Abstract:
Founded in 1978 as a small boutique in Milan, Versace grew over the years through Gianni's 'daring design
innovations and clever publicity', clocking revenues of $533.8 million by 1997. However, with the murder of Gianni
Versace in 1997, the company started witnessing declining sales, accumulating debts that touched £83 million by
the end of 2003. However, under Giancarlo Di Risio, who was appointed as the new chief executive officer (CEO)
in September 2004, Versace witnessed a 21% increase in retail sales in the first quarter of 2005. The company
expects to break even by 2007.
Pedagogical Objectives:

To understand the growth of Versace under Gianni

To discuss the restructuring strategies adopted by his sister Donatella and the new CEO to revive Versace
after the death of its founder.
Keywords : Gianni Versace; Donatella; Restructuring strategies; Italian; Corporate Strategies Case Study;
fashion industry; Medusa logo; Apparel market; Family-run businesses; Design innovations; Advertising
strategies; Richard Avedon; Competitive strategies of Versace; Entrepreneurship; Giancarlo Di Risio;
Divestments of Versace products lines; Importance of customer research
Contents:

Versace: The Beginnings

Versace: The Inflection Points

Versace: The Makeover
31. La-Z-Boy: Changing Style
Publication Year : 2004
Authors: Shalini, Sumit Kumar Chaudhuri
Industry: Home Appliances and Personal Care Products
Region:USA
Case Code: POS0002
Teaching Note: Not Available
Structured Assignment: Not Available
Abstract:
Since 2003, La-Z-Boy, the American icon of comfort furniture, best known for its recliners, is witnessing a
stagnant growth. The growth of the upholstery segment has become stagnant and the casegoods segment is
reporting declining sales. Besides the US recession, the company has been facing tough competition from its
global competitors, and finding it difficult to keep up with the consumer preferences of its younger generation
customers. To stay tuned with the changing times, the company decided to launch a new product range with
competitive pricing and designs.
Pedagogical Objectives:

To discuss the product modernisation strategy adopted by La-Z-Boy to enhance its growth and gain
sustainable competitive advantage over its competitors.
Keywords : La-Z-Boy; Todd Oldham; Recliners; Casegoods; Upholstery segment; Floral City Furniture; Edward
M Knabush (Edward) and Edwin J Shoemaker; Growth Strategies Case Study; Kurt L Darrow; La-Z-Boy Furniture
Galleries; La-Z-Boy Residential; Oasis; Cocooning chairs; Arc; Snap sofa; Hi-lo matic
Contents:

Introduction

A brief profile

A stagnant episode

The new look

Future potential
32. China's 'Me' Generation: Implications for Business
Publication Year : 2004
Authors: Kalyani Vemuri & T. Phani Madhav
Industry: General Business
Region:China
Case Code: CSB0002
Teaching Note: Available
Structured Assignment: Available
Abstract:
China's one-child policy, initiated in 1980, was effective in cutting down the growth rate of its population. One
consequence, however, is the emergence of a new demographic segment called China's 'me' generation. The
'me' generation refers to Chinese born after 1980, who grew up mostly in single child households, enjoying high
spending power and getting access to good educational facilities and the latest products and services.
Pedagogical Objectives:

To discuss the demographics of China’s ‘me’ generation, which is poised to become the driving force behind
China's spending in the future

To analyse the ‘me’ generation’s changing priorities and aspirations, and the resulting implications for
business

To discuss how businesses can create products and services for this consumer segment.
Keywords : Me' generation, China's one-child policy, Little emperors, Consumerism in China, Marketing
Strategies Case Study, McDonalds in China, Product design, Cosmetics market in China, China cool hunt,
Gender imbalance in China
Contents:

Introduction

The After-effects of China’s one-child policy

Understanding the 'Me' generation

Implications for businesses
33. FreemantleMedia's Pop Idol: The Growth Strategies
Publication Year : 2004
Authors: Sireesha M, Sumit Kumar Chaudhuri
Industry: Entertainment
Region:UK
Case Code: CSB0001
Teaching Note: Not Available
Structured Assignment: Not Available
Abstract:
The Idol series, the international format of Pop Idol, a UK-based national talent search for the best solo singer, is
jointly handled by FreemantleMedia and 19 Group. The Idol series has got the maximum number of nominations
amongst all reality TV shows in the Emmy awards and has a total audience of 110 million across the globe.
Pedagogical Objectives:

To discuss the growth strategies of Pop Idol, which is leveraging on its experience as a content provider to
international television media industry.
Keywords : Pop Idol; American Idol; FreemantleMedia; RTL Group; Reality shows on the television; Idol series;
The format of idol series; Growth Strategies Case Study; Statistics of the idol series; Acquisitions of Pearson
Television; The statistics of American Idol
Contents:

FreemantleMedia and the birth of a pop idol

The growth of an idol

How long will the show last?
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