Subject category:
Strategy and General Management
Published by:
Cambridge Judge Business School, University of Cambridge
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