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After completion of the case study, students will be able to analyze the marketing mix strategy of a firm, discuss the importance of a generic strategy to gain a competitive advantage, analyze the basis of consumer segmentation in furniture and highlight the importance of positioning in influencing the overall marketing mix strategy of a firm.

It was April 18, 2022. Puneet Singh Seehra (Seehra), the owner and director of Shearling Skins Private Limited (Shearling), was visibly worried as he was looking at the recent sales report. Shearling was in the business of manufacturing premium-quality furniture for corporate clients. Seehra was happy about the growth of his company. However, he was lately concerned about the declining sales figures. Some important questions were troubling Seehra. Was competition eating into his business? How could he differentiate Shearling from competition? What was the right marketing strategy for a market dominated by unorganized competitors and a few major players? His head spinning, he leaned back on his chair as he looked out of his office window.

The case study can be taught in a graduate-level course in marketing or strategy.

Teaching notes are available for educators only.

CSS: 8 Marketing

The learning outcome of this case study is to help students identify issues of the electric two-wheeler industry in India, revisiting conventional business models and transitioning toward sustainable business models. Eventually, this case study will enhance students’ analytical, qualitative analysis, multidisciplinary approach and strategic decision-making skills.

This case study can be used to discuss Michael Porter’s five forces model, TOWS matrix and Michael Porter’s generic strategies for competitive advantage.

Bounce was established in 2014 by Vivekananda Halkere, Anil G. and Varun Agni. The startup was an on-demand service provider of scooters. It also claimed to be the world’s fastest-growing scooter rental startup. As of March 2020, Bounce operated in 12 Indian cities, namely, Bengaluru, Jaipur, Hassan, Kolar, Mysore, Bhuj, Udaipur, Belgavi, Hyderabad, Ahmadabad, Hampi and Delhi. Bounce’s revenue grew to INR 1,000m in the fiscal year (FY) 2020 compared to INR 160m in FY 2019. Halkere was happy and proud of what his friends and he had achieved in the past two years. However, he was concerned about competition. What plan of action was needed to help thwart competition. What would be the best strategy to achieve growth and monetize operations? and How would Bounce address these major challenges to capture market share?

This case study can be taught in advanced undergraduate, MBA or executive-level programs dealing with strategic management. This case study helps students in dealing with issues pertaining to a given market sector where a firm is operating and the strategies to thwart competition.

Teaching notes are available for educators only.

CSS11: Strategy.

The apex planning body of India, NITI Aayog launched an Aspirational District Programme (ADP) in January 2018. The programme aimed to the quick and effective transformation of 112 (14%) districts of the country. This programme is considered as world's biggest result-based governance initiative having reached up to 250 million people. It is based on a ranking that is done on monthly basis. This ranking is based on 49 KPIs across six broad socio-economic themes.

The study attempts to inquire and assess the progress made by 112 Aspirational Districts under Financial Inclusion, Skill Development and Basic Infrastructure theme from the inception of the programme to June 2022 (i.e. 54 months). Instead of ranking districts with delta rank or composite scores, the study divorce from NITI Aayog's methodology of monthly delta ranking. The study explores 8 indicators under the basic infrastructure theme and 16 indicators under the financial inclusion and skill development themes. For this purpose, the study explores the availability of individual household latrines, drinking water, electricity and road connectivity. Districts are also tracked for the number of Internet-connected Gram Panchayats, and panchayats with Common Services. Every district is provided with the target as per national development priority, the study makes an effort to grasp the distance of each district from the national target. This allows researchers to develop a scale Very Far, Far, Near, Very Near, Achieved with descriptive statistics techniques. Juxtaposing the scale with timelines results in a pattern of progress made by these 112 districts.