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Case
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Reference no. 511-057-1
Subject category: Marketing
Authors: Pradip Sadarangani (Indian Institute of Management Shillong); Nilesh Vani (General Customers - Rest of World); Anup Krishnamurthy (Indian Institute of Management Bangalore (IIMB))
Published in: 2011

Abstract

In the year 2009, with no relief from global slowdown in sight, Aptech Limited had to decide what path to take for each of its six strategic business units. The protagonist, Ninad Karpe, serves as a guide to the reader for the decisions made in the past as well as for those to be made for the future. The case incorporates break-even analyses as well as qualitative discussions of trade-offs; it also illustrates how the BCG Matrix can be effectively utilized as a decision making tool. The potential audience for this case is MBA students who are in their final year, because this case aims to provide a clear understanding of how businesses expand to new markets abroad. This is done in three stages. First, students are taught how decisions to expand abroad are made even while facing the real-life problem of incomplete information. Second, upon entry into the new markets, capital investment decisions are then taken to decide the best path for the brand. Third, monitoring of brand performance is essential after the firm’s entry into new markets. Overall, students are given the idea that marketing strategies are not static processes; instead, they are constantly evolving - they are dynamic.
Location:
Size:
717 employees
Other setting(s):
2009

About

Abstract

In the year 2009, with no relief from global slowdown in sight, Aptech Limited had to decide what path to take for each of its six strategic business units. The protagonist, Ninad Karpe, serves as a guide to the reader for the decisions made in the past as well as for those to be made for the future. The case incorporates break-even analyses as well as qualitative discussions of trade-offs; it also illustrates how the BCG Matrix can be effectively utilized as a decision making tool. The potential audience for this case is MBA students who are in their final year, because this case aims to provide a clear understanding of how businesses expand to new markets abroad. This is done in three stages. First, students are taught how decisions to expand abroad are made even while facing the real-life problem of incomplete information. Second, upon entry into the new markets, capital investment decisions are then taken to decide the best path for the brand. Third, monitoring of brand performance is essential after the firm’s entry into new markets. Overall, students are given the idea that marketing strategies are not static processes; instead, they are constantly evolving - they are dynamic.

Settings

Location:
Size:
717 employees
Other setting(s):
2009

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