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Radio Mirchi is the flagship brand of Entertainment Network India Limited (ENIL). ENIL is the largest private FM radio broadcaster in India. ENIL was able to gain a stronghold in the market due to its strengths of innovativeness and creative content, large operating network, reach among listeners, high quality studio and strong advertisement sales capabilities. The case discusses Radio Mirchi's entry into the Kolkata market in 2003 amidst the competition from three other players—Red FM, Aamar and Power. Kolkata occupied a prime place in the company's growth plans. The case discusses the dilemma faced by the company on developing the entry strategy. Its top management has to decide on the market segment(s) it should target, and the design of the product.

The case describes how Radio Mirchi dealt with competition in the Bangalore FM radio market. Radio Mirchi's market share in Bangalore started declining within a few months of its successful launch, following the entry of new competitors in the market. The case discusses strategies adopted by the company to regain its market share and become the market leader. It describes the initial product offering of the channel, why it felt the need to redesign its product mix, and eventually how the company changed its product offering. The focus of the case is on the dilemma faced by the organization while shifting to a new product and service design in the face of emerging competition. The case highlights the importance of continuously monitoring the market environment and developing a keen understanding of the consumers' behaviour for an organization to gain and sustain its leadership position in the marketplace.

The built environment

This case can be used for undergraduate and post graduate level business and management studies. The topics identified for this case study would be environmental management applicable to green management, corporate sustainability and financial planning, buildings conservation, sustainable constructions and projects and the hospitality industry.

Mr Niranjan Khatri is one of the people involved in ITC's successful implementation of green management techniques. The key issue causing concern to management is how they initiate this new concept to the already existing and functional hotels in the country. The second key challenge is managing their stakeholders. Being in the service industry, customer service and convenience is of prime importance and at times they may be in conflict with the sustainability agenda of ITC.

Students should be able to analyse the importance of environmental management in the hospitality industry; recognize the operational constraints and legal obligations surrounding environmental performance in hospitality and tourism, Interpret environmental theory and work out an implementation plan for implementing environmental management in hotels.

Teaching note.

This study aims to compare the short-run performance of construction and non-construction initial public offerings (IPOs) that are offered in India during 2006–2015. The study also attempts to investigate the impact of ownership structure (i.e. concentrated ownership in the hand of promoters and institutional ownership) and market sentiment on the performance of construction sector IPOs in short run.

A total of 281 IPOs were listed at National Stock Exchange, India, during the study period, and 44 of those were from construction sector. The short-run performance of these construction and non-construction IPOs was compared using two indicators, i.e. monthly stock return (SR) and excess return over market benchmark (MAR). To examine the effect of concentrated ownership in the hand of promoters, institutional ownership and market sentiment on IPO performance, systematic dynamic panel regression model was developed.

The IPOs of construction firms perform significantly better than the non-construction firms. The performance of construction IPOs is significantly driven by the lag effect. This suggests a significant informational inefficiency, which results in a delayed reaction by investors. The market sentiment has a positive influence on the performance of construction sector IPOs, whereas the institutional holding has a negative influence.

To the best of the author’s knowledge, this study is the first attempt to examine the performance of construction sector IPOs in short run. The study uses systematic dynamic panel data regression, which provides better and reliable estimates.

This paper aims to shed some light on the role of video games within the media industry and IT sector, on its contribution to the production and distribution of digital content in emerging economies. It offers a case study on the role of mobile devices as a factor of transformation and shows how under changing socio–economic conditions, the transformations enabled the creation of digital ecosystems and innovative business models.

The paper is based on desk research, a review of literature and trade press and comments from experts and industry players.

The paper argues that as the internet is going mobile, driven by data – mostly video – the new mobile platforms are becoming the key for the distribution of content and mobile games. Whether it is the history of browser games in China, mobile games in India or PC games in Russia, each national gaming industry has required a unique strategy for making money, building on some prominent cultural factors and adapting to the local economic conditions. The paper reveals that video games are now clearly a vital part of digital content production in these countries, while stressing upon the role of public policies.

The paper relies mostly on industry and consultancy data, as in such a fast-changing environment official data even when accessible are in most cases too old to remain relevant to identify the trends and the fast changing stakes. This calls for some caution about the data. Therefore, the data used should be treated as just signals of potential trends, sufficient to provide an appropriate overview of the evolution of the global mobile ecosystem.

This paper shows that the video games industry can serve as a pivot for the ICT industry. Besides, this prompts upstream and downstream industries of the entire digital entertainment market to thrive.

The paper shows that companies from emerging markets companies have been betting on a combination of factors: the development of the economies, the growth of the mobile market, emerging middle-classes and young customers. It provides a growth model that appears to be close to a “regular” industrial growth model.

Although there is a growing academic literature on the video games industry, few research have been devoted to specific issues of emerging economies and to the role of video games within the media industry and IT sector.

After completing the case, students should be able to understand: the importance and uniqueness of the individual market and developing a suitable marketing strategy. The concept of value creation and learn the importance of developing the right value proposition to compete and succeed in a market. The target audience and how to create the right marketing mix. Competition in a digital landscape and the importance of developing an appropriate strategy to counter its rivals and position the brand effectively.

During his visit to India in December 2019, Netflix’s founder and chief executive officer Reed Hastings talked about a series of steps the company had taken in the recent past to successfully face stiff competition and move towards achieving its stated target of 100 million viewers. These steps involved significant changes in their marketing mix such as reworking their pricing, developing a rich portfolio of Indian content and building various partnerships. Since Netflix’s launch in India (December 2016), it faced fierce competition from players such as Hotstar and Amazon Prime, both of whom had developed a rich portfolio of Indian content and adopted a very aggressive pricing strategy thus, making these changes essential. At the time of their launch, Netflix had set a very ambitious target of gaining 100 million viewers within five years (by 2021) while adopting a premium pricing strategy and positioning themselves uniquely based on their international content. They quickly learned that they would have to reevaluate their approach if they wanted to achieve their target on time. The changes announced by Hastings were an effort in that direction. The moot question was whether these steps would help Netflix India reach its goal. This challenge was further compounded by an almost 40% hike in data tariffs by three major wireless carriers considering most Indians watched over-the-top media content on their mobile phones.

The case is designed for undergraduates, as well as for fundamental marketing courses in the Master of Business Administration and other graduate level programmes. It can be taught in the Principles of Marketing, Marketing Strategy and International Marketing courses. It is ideal for topics such as understanding the operation of a digital business in a new market, customer value creation and value drivers, brand and brand positioning, product promotion, strategies for business growth and expansion, fighting competition in a digital landscape.

Teaching Notes are available for educators only.

CSS 8: Marketing.

For India, having being endowed with a rich heritage of art and culture, copyright is perceived to offer potential rewards. The entertainment industry is one of the fastest growing sectors in the Indian economy. At present, India is not a signatory to the WIPO Internet Treaties, but the government has proposed amendments to the extant legislation to incorporate Digital Rights Management (DRM) as enshrined in them. Conventionally the western entertainment industry has viewed DRM as an important tool to combat piracy pervasive on the internet. DRM involves the application of a set of technical and legal mechanisms that allow copyright owners to control the access to their works, determine the types of permissible uses and terms of such uses and the ultimate distribution of their works in the digital world. With the growing popularity of Indian cinema abroad, the entertainment industry is attracting increasing foreign investment, is gradually being corporatised and thus it is felt that such investments need to be protected. DRM is considered to be one of the solutions as it prevents loss due to unlimited unauthorized reproduction of works, introduces more effective market segmentation and promotes the incentive to create, facilitating the maximum exploitation of works in the digital world. However, for India, a developing economy, such a path is to be treaded with caution. DRM is an extra‐statutory measure, with perceived potential impact on consumer privacy, innovation and limiting legitimate exceptions. A unique feature of the industry is that it is an extension of its dynamic indigenous folk and classical cultural tradition where the emphasis has been on adaptation and improvisation, drawing upon works in the public domain. Some experts observe that DRM poses a threat to such a tradition by artificially restricting the public domain.This paper explores the likely impact of the proposed introduction of the DRM provisions in the Indian Copyright Act, 1957 with its focus on Bollywood and the related music sector. Given the tension surrounding DRM, this paper examines the aforementioned issues, taking into consideration the promotion of the underlying objectives of copyright law. Noting that the case for strong copyright protection as a key for innovation is highly debatable, this paper argues that India should keep in mind the flexibilities under law as provided by various international treaties and in technology before adopting the DRM approach.

The purpose of this paper is to identify the impact of factors derived from the unified theory of user acceptance of technology (performance expectancy, effort expectancy, social influence, facilitating conditions, age, gender) and of those drawn from literature (perceived risk, perceived enjoyment and innovativeness) on the adoption of m-commerce in India. It also suggests implications of these for the consumer behavior theory practitioners and marketers.

Data were collected using an online survey from 321 respondents, split into two groups (high and low adoption level users) based on the usage scores of the four categories of m-commerce- location-based, transaction-based, entertainment and content delivery. Logistic regression technique was used to identify the prominent factors among the nine identified influencers to understand the differences between the two groups.

The findings of this paper are sample biasness, self-reported m-commerce adoption level, limited m-commerce categories and specific context.

Except the two factors of performance expectancy and facilitating conditions, all other variables discriminate between low and high adoption levels of m-commerce services in India. Social influence, perceived enjoyment and innovativeness were the three main factors that were found to have the most significant impact on the discrimination levels of m-commerce service users in India. Further, it was found that women and the younger generation users of m-commerce showed a greater propensity for adopting m-commerce practices.

Marketers need to focus on key factors like social influence, perceived enjoyment, perceived risk and effort expectancy to persuade the young and innovative consumer target groups increase their adoption of m-commerce services.

This is the first study of its kind to explore factors that distinguish users with low and high levels of m-commerce adoption, by taking into consideration all four categories of m-commerce (transaction-based, content delivery, location-based and entertainment). In doing so, it highlights the need for marketers to focus on factors beyond facilitating conditions and performance expectancy, to enhance the adoption of m-commerce practices.

The learning outcomes of this paper are as follows: to understand the meaning of celebrity endorser, to understand factors that play a significant role in selecting a celebrity endorser for product endorsement, to decide when a brand needs a celebrity endorser and to generate option analysis factoring in the pros and limitations of celebrity endorsement.

Dish TV pioneered digital entertainment in India. It was July 2016, the first quarter board meeting of Dish TV India Limited at the company corporate office in Noida, India. One of the agenda items was whether the company needed to rely on celebrity endorsement 12 years after its inception. In three months, time, at its next meeting, the board was expected to come up with a product campaign that would most effectively impact its target customers.

The case is targeted at business management students pursuing a postgraduate management program.

Teaching notes are available for educators only.

CSS 8: Marketing.