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The learning outcomes of this study are as follows:▪ to explain the marketing of products that fall under “stigmatised” products;▪ to develop a multi-segmentation strategy and identify variables used in segmentation;▪ to identify the target segments;▪ to draw a value proposition canvas;▪ to construct positioning statements; and▪ to decide the product portfolio based on segmentation, targeting and positioning (STP).

This case considers the dilemma faced by Deep Bajaj, CEO of Sirona Hygiene Pvt. Ltd., a company in the female menstrual and intimate hygiene products space, in May 2021. During an investor meeting, an investor questions Sirona’s focus on menstrual cups (MCs) and advises Deep to expand instead the sanitary pads category. While the company has been growing at more than 100% year-on-year and has also been profitable for the last three years, the case considers how Deep can better participate in the bull run in the Indian menstrual hygiene market. Should he discard menstrual cups from Sirona’s product portfolio and concentrate on sanitary pads – India’s most highly accepted menstrual hygiene product? Alternatively, should he discard sanitary pads from his product portfolio and focus on MCs – his flagship product? Or, could he tap the large and growing menstrual hygiene market to “have his cup and pad too”?

This case is suitable for a class of 90 min in an undergraduate course or an extended session of two 90-min classes in a graduate MBA course. It can be studied as part of the STP module in a Marketing Management course. It may also be used in a strategic management course within a graduate MBA program to provide an understanding of the value proposition canvas as part of the module on business model canvas.

Teaching notes are available for educators only.

CSS 8: Marketing.

In 2008, Starbucks was in crisis as a result of undisciplined growth and loss of focus, and its stock declined almost 70%. In August of that year, Howard Schultz, the founder of Starbucks, came out of retirement to take over as the CEO. The company regained its footing by refocusing on its core and driving strong organic growth. By 2014, the stock price had reached $40, an all-time high. To prevent history from repeating itself, Schultz wanted to ensure that Starbucks' growth strategies not only addressed market opportunities, but also were aligned with the company's brand image, assets, and capabilities.

Starbucks announced a five-year growth plan in December 2014 with ambitious goals that included nearly doubling its revenues from $16 billion to $30 billion, doubling operating income, and expanding its footprint to more than 30,000 stores globally by 2019. The growth plan consisted of seven specific growth strategies, one of which was the New Occasions strategy. The objective of New Occasions was to drive growth by diversifying Starbucks' revenues beyond breakfast to the lunch, afternoon, and evening dayparts. Starbucks created specific offerings for each daypart, called the Lunch, Sunset, and Evenings programs. The case focuses on evaluating these three occasions-based growth opportunities and identifying the best path forward.