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Case study
Publication date: 24 November 2023

Valerie Mendonca, Supriya Sharma and Mukesh Sud

BotGo was started in 2007 by Ravi Panchal, an engineer, after he lost motivation to continue at a managerial role at his job. A hands-on technical person, Panchal was inspired to…

Abstract

BotGo was started in 2007 by Ravi Panchal, an engineer, after he lost motivation to continue at a managerial role at his job. A hands-on technical person, Panchal was inspired to create an underwater tank-cleaning robot. He started BotGo by bootstrapping it with his savings and roped in his friends for key positions in the company. He also started workshops for robotics education in colleges in order to sustain the company; he called this initiative BotLearn. In 2009, BotGo was incubated and Panchal started franchises for BotLearn as part of his growth plans. This led to a crisis within the company, escalating to a point where Panchal was forced to consider options.

This case highlights the importance of a product-to-market fit and examines the decision to franchise in view of the case facts. The case also points towards the mistakes in crisis management, with particular emphasis on channel management.

Towards the end of the case, Panchal is faced with a dilemma on whether to continue with the franchises or close them down. The dilemma is further accentuated since Panchal's decision would ultimately affect the growth of BotGo as well as directly challenge his intention to franchise.

Details

Indian Institute of Management Ahmedabad, vol. no.
Type: Case Study
ISSN: 2633-3260
Published by: Indian Institute of Management Ahmedabad

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Article
Publication date: 9 October 2023

Robert A. Wertz

When a new logo is released, it does not have an established meaning in the mind of the viewer. As logos have become more highly scrutinized by consumers and critics, it has…

Abstract

Purpose

When a new logo is released, it does not have an established meaning in the mind of the viewer. As logos have become more highly scrutinized by consumers and critics, it has become more important to understand viewers’ initial responses to logos. While other studies have researched the impact of aesthetic choices on viewer reaction to logos, this study aims to understand the effect of the surrounding visual identity system when a new logo is introduced.

Design/methodology/approach

This study combines a content analysis of 335 posts on the logo review website Brand New with the voting data from their polls to understand how visual context correlates with a viewer’s initial response.

Findings

Increased amounts of visual context correlate to an improved response from viewers. Different types of context that can be presented – from logo variations and environmental examples to videos and animation – have varied effects.

Practical implications

When releasing a new logo, companies and organizations may receive a better response from viewers if they provide more visual context. Animations may also provide an improved response.

Originality/value

This study takes a novel approach to exploring viewer responses to logos by combining content analysis with voting data. While most studies use fictitious or abstract logo designs, this study uses actual logos and context to better understand viewer responses.

Details

Journal of Product & Brand Management, vol. 32 no. 8
Type: Research Article
ISSN: 1061-0421

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