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The purpose of this paper is to assess Indian consumers' brand consciousness by examining their brand knowledge, purchase behaviour and perceptions of foreign brands. It…
The purpose of this paper is to assess Indian consumers' brand consciousness by examining their brand knowledge, purchase behaviour and perceptions of foreign brands. It provides key inputs for global retailers to harness the potential in growing consumerism in India.
A survey of 300 Indian consumers was conducted and the data were analysed using descriptive and simple regression techniques.
The study found that brand purchase in India varies across product categories. At present, consumer knowledge and use of foreign brands is low, and Indian consumers are price‐sensitive. Indian consumers are experimenting with brands and would like more foreign brands to enter the Indian market.
Due to the small sample size, advanced econometrics techniques could not be used to analyse the dataset.
The paper is the first to assess the impact of retail liberalisation on Indian consumers' shopping behaviour, particularly their brand consciousness.
This case is intended to be used in strategic management, operations management for both undergraduate and graduate courses. It can also be used for value innovation and market development.
This case focuses on market development by Patanjali, a fast-growing organization crossing US$1bn of sales in five years of time span and declaring a target of doubling this figure in the financial year 2016-2017 (to reach US$1,500m). The prime focus of Patanjali is the health food segment based on herbal and Ayurveda science through the use of organically grown agricultural produce by integrating the associated value chains while radically benefitting all the stakeholders in a two-way process as suppliers as well as buyers/consumers. The fundamental context of the case is associated with the value chain development in terms of value addition on the basis of the organizational and leadership values in all the elements of the value chain of Patanjali products starting from suppliers to customers. The case emphasizes the role of the Patanjali Food & Herbal park in the value chain. Patanjali Food & Herbal Park is constantly striving for nation building more than profit accumulation. They have created a sustainable business benefiting all the stakeholders. The backbone of the Patanjali Food & Herbal Park lies in robust backward linkage and forward linkage. The context of the case presents an account of how the values based integration of the value chain is a strategic advantage and safeguards an organization from business environment threats.
Expected learning outcomes
The context of the case presents an account of how values based integration of the value chain is a strategic advantage and safeguard an organization from business environment threats. The case has a deep-rooted theoretical association with models like Porter’s Five Forces model on the one hand and also exemplifies how an organization can use blue ocean strategy through value-based value innovation. The context of the Black Swan perspective also emerges in the narration.
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CSS 11: Strategy.