Product details

By continuing to use our site you consent to the use of cookies as described in our privacy policy unless you have disabled them.
You can change your cookie settings at any time but parts of our site will not function correctly without them.
Published by: Cambridge Judge Business School, University of Cambridge
Published in: 2020
Length: 14 pages
Data source: Published sources

Abstract

Xiaomi Global VP Hugo Barra is about to enter a 2016 mid-year review to determine the optimal growth strategy for India. As a relatively young start-up, Xiaomi could not compete with larger rivals who advertised heavily through billboards, television commercials, newspaper advertisements, and celebrity endorsements. The company relied instead on the creativity of its digital campaigns to generate organic word-of-mouth marketing on social media platforms. Combined with disruptively low prices for high-quality consumer electronics, the company had been able to attract a young, tech-savvy fan following over the past two years, since it entered the Indian market in 2014. Xiaomi's latest mid-range smartphone Redmi Note 3 had been extremely successful, selling 2.3 million units in just 6 months. With the objective of becoming the number one smartphone brand in India by market share within the next two years, Barra granted the team a larger-than-usual marketing and sales budget to build momentum and capitalise on its recently-gained popularity. The mid-year review would be critical in determining growth strategies in three main areas: 1) Offline distribution and retail, 2) India product and feature localisations, 3) Mainstream marketing appeal and celebrity endorsements.

Teaching and learning

This item is suitable for undergraduate, postgraduate and executive education courses.

Time period

The events covered by this case took place in July 2016.

Geographical setting

Region:
Asia
Countries:
India; China
Locations:
Bangalore;Beijing

Featured company

Xiaomi Technology India Pvt Ltd
Employees:
501-1000
Turnover:
USD 1.25 billion
Type:
Public company
Industry:
Telecoms

Featured protagonists

  • Hugo Barra (male), Global VP
  • Manu Jain (male), India Managing Director
  • Jai Mani (male), Head of Product in India
  • Donovan Sung (male), Global Marketing Director

About

Abstract

Xiaomi Global VP Hugo Barra is about to enter a 2016 mid-year review to determine the optimal growth strategy for India. As a relatively young start-up, Xiaomi could not compete with larger rivals who advertised heavily through billboards, television commercials, newspaper advertisements, and celebrity endorsements. The company relied instead on the creativity of its digital campaigns to generate organic word-of-mouth marketing on social media platforms. Combined with disruptively low prices for high-quality consumer electronics, the company had been able to attract a young, tech-savvy fan following over the past two years, since it entered the Indian market in 2014. Xiaomi's latest mid-range smartphone Redmi Note 3 had been extremely successful, selling 2.3 million units in just 6 months. With the objective of becoming the number one smartphone brand in India by market share within the next two years, Barra granted the team a larger-than-usual marketing and sales budget to build momentum and capitalise on its recently-gained popularity. The mid-year review would be critical in determining growth strategies in three main areas: 1) Offline distribution and retail, 2) India product and feature localisations, 3) Mainstream marketing appeal and celebrity endorsements.

Teaching and learning

This item is suitable for undergraduate, postgraduate and executive education courses.

Settings

Time period

The events covered by this case took place in July 2016.

Geographical setting

Region:
Asia
Countries:
India; China
Locations:
Bangalore;Beijing

Featured company

Xiaomi Technology India Pvt Ltd
Employees:
501-1000
Turnover:
USD 1.25 billion
Type:
Public company
Industry:
Telecoms

Featured protagonists

  • Hugo Barra (male), Global VP
  • Manu Jain (male), India Managing Director
  • Jai Mani (male), Head of Product in India
  • Donovan Sung (male), Global Marketing Director

Related