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Vol 1, Issue 04, Nov 2019
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Marketing
“Amul Girl” is the moppet used by the Anand Milk Union Ltd’s (Amul) for brand promotion and advertisement. The Amul Girl had been the face of Amul since 1966 and was considered the longest running advertising campaign in Indian advertising. The case traces the journey of the Amul Girl since inception and lists her crisp and witty takes on Indian and world events, with amusing slogans being used for Amul’s brand promotion and product advertisement. The case also describes how Amul used its moppet in different mediums like the radio (1976), television commercials (since 1976 and a fresh start in 1994), and social media like Facebook (2014), Twitter (2014), and YouTube (2014), to increase the engagement rates of its users. It also describes the challenges faced by Amul in using the Amul Girl to connect with the millennial, lack of refreshing content on digital media, and Amul’s no celebrity endorsement policy. The case concludes with the steps taken by Amul to be relevant and the launch of its new media strategy.
AMUL Girl: Staying Relevant in the Digital Age
India’s leading jewelry chain, Kalyan Jewelers India Private Limited (KJ) adopted a Hyperlocal Strategy that served as a foundation for its success. The case starts out by mentioning the entrepreneurial journey of KJ’s founder T.S. Kalyanaraman Iyer (Kalyanaraman). It then talks about the various business practices adopted by Kalyanaraman that disrupted the Indian jewelry industry – by not only altering the way people bought gold, but also changing the way it was sold. The case then delves into the nuances of KJ’s key business strategy, namely, the hyperlocal business strategy. It describes the company’s promotional tactics that primarily involved using celebrity endorsement and were also centered on the hyperlocal strategy. The case then documents the rise of the company and its success in attracting private investment. Can KJ go in for a successful IPO and succeed in its endeavor to become one of the largest jewelry brands in the world?
India’s Kalyan Jewellers – Winning with a Hyperlocal Strategy
Indian textile major Raymond Ltd. (Raymond) re-positioned India’s traditional fabric ‘Khadi’ as a new fashionable fabric, as part of its growth strategy. The case starts with a brief look at Raymond’s history and its textile innovations. It then gives a short history of Khadi and its importance in the Indian milieu. The case discusses in depth Raymond’s deal with the statutory government body Khadi Village and Industries Commission (KVIC) that branded and promoted Khadi. The deal allowed the company to offer ‘Khadi by Raymond’. The issues that Raymond faced in making Khadi market ready are also described. Raymond’s efforts at changing certain pre-conceived notions about Khadi through a new advertising campaign are discussed as well. The case ends with a brief look at the future prospects of Raymond in the Khadi space.
Raymond: Giving a New Spin to Khadi
By 2019, Jio was next only to Vodafone in marketshare. Jio adopted a predatory pricing strategy to enter the Indian telecom market and initially offered free voice, data, and message services. Jio’s move disrupted the competition and major competitors like Airtel, Idea, and Vodafone were forced to frame defense strategies to sustain their market share. They had no choice but to lower their tariffs to retain customers. Jio initially faced certain challenges like sharing of telecom spectrum, problems with other players related to Points of Interconnection, declining internet speed, number portability, etc. However, it moved ahead with its plans to start its commercial operations on April 1, 2017. By 2019, Jio’s subscriber base was 340 million and it was rapidly adding more subscribers at the cost of its competitors. It remained to be seen whether Jio would be able to sustain its leadership position and how soon it would emerge as the biggest player in the Indian telecom market in terms of subscribers.
Reliance JIO: Leadership Strategy in the Indian Telecom Sector
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