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This case study will help students of business management learn the dynamics of strategic decision-making frameworks in a competitive market. After working through the case and assignment questions, the students will be able to understand the 5C framework for strategic decision-making in the context of sports utility vehicles (SUV) segment of Indian automobile industry; identify the opportunities and challenges of the competitive SUV market for long-term survival and growth; and devise a suitable strategic plan incorporating the factors which drive the change in the dynamic automobile industry.

The case study talks about the dilemma faced by Mahindra and Mahindra (M&M), a subsidiary of Mahindra Group. M&M, one of the leading auto manufacturers and pioneers of SUVs in India, has been facing a storm across its business in the past few years. While M&M is making a concerted effort to go back on the road to success, its rivals are not standing idly either. Consumer behaviour towards the purchase of cars is changing at a fast pace, and sales of utility vehicles have surpassed the sales of passenger vehicles in the recent past. M&M, whose work culture is a blend of being friendly and performance-oriented to “Rise”, is prepared to take advantage of any opportunity presented by shifting market trends. Following the 10% increase in SUV registrations in 2023, the business is making many attempts to reclaim the ground it is losing in the Indian market. After dropping from its highest position of 53% in FY 2012 to 15% in FY 2021, M&M’s market share increased to 18% in FY 2023. M&M launched a new logo for its SUV portfolio in August 2021 and launched many SUVs back-to-back, such as Thar, Bolero, XUV700 and Scorpion-N, to face the competition. In 2023, M&M chartered the first position in SUVs by revenue, with a market share of 19.1% and ready for 2024 with six new SUVs. The way M&M performed in 2023 is evidence of its primary objective, which is to offer authentic SUVs to lead the SUV market in revenue share. However, there are still many obstacles in the way. When consumers have so many options from rivals such as Hyundai, KIA Motors and TATA Motors, would it be easy for M&M to bring back its SUVs to the market?

The case study is designed for use in a postgraduate-level course in the subjects – strategic management/marketing management. The case study provides an opportunity to discuss how a company can create a unique selling proposition for its product to sustain its growth in a competitive market, when consumers have so many options from rivals.

Teaching notes are available for educators only.

CSS 11: Strategy

The learning objectives include understanding the unique environment and challenges that business leaders face when developing new businesses in emerging markets, evaluating the firm’s internal and external environments, analyzing sales data and distribution channels and formulating new strategies.

Dos Hemisferios Winery, founded in 1999 as a hobby, grew into a family business. The Ecuadorian winery expanded production after winning an international award for its Paradoja blend in 2009. With a $10m investment in a new plant in 2017, the winery capacity increased to 500,000 bottles. President Robert Wright recognized the need to increase sales, aiming to sell at least 425,000 bottles annually at an average price of $8 per bottle to break even and become profitable in 2024. To tap into Ecuador’s top market in Quito, representing 46% of sales, Dos Hemisferios aimed to boost monthly revenues to $50,000 by addressing challenges such as low awareness and consumer reluctance. Initiatives under consideration included partnerships and events, winery tours, enhanced social media, new products and improved sales channel distribution.

The Dos Hemisferios case is appropriate for upper-division undergraduate and graduate students in global business and strategy courses. The learning objectives for the case study include: understanding the unique environment and challenges business leaders face when developing new businesses in emerging markets; evaluating the firm’s internal and external environments to determine its strengths, weaknesses, opportunities and threats; analyzing sales data and distribution channels for the business; and providing students with the opportunity to formulate strategies to gain more share of the Ecuadorian wine market.

Teaching notes are available for educators only.

CSS 11: Strategy.

Secondary research

Victoria’s Secret, a lingerie retailer founded by Roy Raymond in 1977, is the largest retailer in women’s intimate apparel in North America. Nevertheless, the business has been under fire in the recent past for failing to be inclusive and diverse, declining revenues and engaging in high-profile controversies. Victoria's Secret has experienced competition from emerging lingerie brands including Savage X Fenty, which Rihanna established in 2018, ThirdLove and Aerie by American Eagle & Knix. Victoria's Secret tried to reinvent itself in reaction to these difficulties by altering its marketing approach, switching out its “angels” for more diversified models, and launching a new range of cozy, informal loungewear. However, there were conflicting reactions to these initiatives, and the company's sales have been declining.

Executive training programs, upper level undergraduate and graduate MBA students in strategic, marketing and general management. Students should understand the basics of strategic management and marketing before undertaking to analyse this case.

Case information was mainly acquired through interviews with Richard Gammans, chief operating officer. Dr Gammans was a visiting professor at Fayetteville State University for a year, and two of the case authors developed personal friendships with Richard. Interviews were conducted over a two-year period as the accelerator got started. In addition, one author conducted a team-building session with the management team and one of the bio-startup researchers. An interview was also conducted with Clayton Duncan, chief executive officer, to gain his agreement with developing the case.

The Accele website included a write-up on each of the pharmaceutical startup companies. The write-up included a company summary, description of the science (disease and cure), the size of the market, results from testing, regulatory considerations and intellectual property. A literature review was conducted as the basis for the information on the pharmaceutical industry.

This case is about a biopharmaceutical accelerator founded in 2011 by two senior executives with experience in both large pharmaceutical companies and running biotech startup companies. The founders were successful in raising capital to start their first venture capital fund which they used to invest in four biotech startups. All four startups were working in very different disease areas. For example, one developed a drug to help with hearing loss that the department of defense was funding. Another of the startups discovered drug candidates that attack antibiotic-resistant bacteria. Biopharmaceutical accelerators were relatively new. They differed from business incubators because they invest in the startups and provide operational support, but the degree of support provided varies across accelerators. The Accele BioPharma accelerator operated in virtual, network type of organization, and Accele BioPharma provided primary strategic and operational management for the startups. The challenge in this case is to identify how the leaders managed the virtual network, and what additional resources were needed so that the management team could expand their ability to assist startups to get drugs approved by the food and drug administration.

This case is suitable recommended for undergraduate/graduate strategy, undergraduate/graduate organizational behavior, entrepreneurship and health-care management courses.