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Executive Summary Colgate-Palmolive India launched Vedshakti, an Ayurveda-inspired toothpaste range, to tap into India's growing preference for natural and traditional wellness products. The brand aimed to bridge the gap between modern oral care and Ayurvedic formulations, positioning itself within a category increasingly dominated by local players like Patanjali and Dabur. This case examines the product's launch context, market positioning, and strategic considerations in a

Executive Summary Spotify launched in India in February 2019, entering a market already dominated by established players like Gaana, JioSaavn, and YouTube Music. According to Spotify's Q1 2019 earnings call, India represented "one of the world's most exciting music markets" with significant growth potential. The company's entry strategy centered on localization—adapting its global playlist model to India's diverse linguistic and cultural landscape. This case examines how Spot

Executive Summary Parle-G, manufactured by Parle Products Private Limited, is India's largest-selling biscuit brand and one of the most recognized consumer goods brands in the country. Launched in 1939, the glucose biscuit has maintained market leadership for decades through a strategy centered on affordability, wide distribution, and consistent quality. This case examines how Parle-G has sustained generational loyalty in India's highly price-sensitive mass market while compe

Executive Summary Cadbury Celebrations, launched by Mondelez India (formerly Cadbury India) in 1999, represents a strategic product innovation that transformed chocolate consumption in India from personal indulgence to festive gifting. The brand capitalized on India's deep-rooted gifting culture during festivals by creating assortment packs of miniature chocolates positioned as alternatives to traditional mithai (Indian sweets). According to industry reports, Celebrations bec

Executive Summary Hindustan Unilever Limited (HUL) launched a sustained public health initiative through its Lifebuoy brand beginning in the early 2000s, focusing on handwashing behavior change in rural India. The initiative combined product distribution with health education campaigns aimed at establishing handwashing with soap as a habitual practice, particularly targeting critical moments such as before meals and after toilet use. According to HUL's corporate communication

Executive Summary Ariel, P&G's laundry detergent brand in India, launched the "Share the Load" campaign in 2015 to address gender inequality in household labor while repositioning the brand beyond functional detergent benefits. According to P&G's public statements and industry coverage, the campaign challenged the social norm that laundry is exclusively women's work, directly linking brand purpose to category growth. The initiative has been recognized at Cannes Lions and othe

Executive Summary This case study examines Heinz's packaging innovation journey, specifically the introduction of the upside-down squeeze bottle in 2002. The innovation addressed a fundamental consumer frustration with traditional ketchup bottles and represented a shift from aesthetic packaging design to functionality-driven design based on behavioral insights. The case demonstrates how observing actual consumer behavior can drive product innovation that creates competitive a

Executive Summary McDonald's entry into India in 1996 represented one of the most significant menu localization strategies in global fast-food history. McDonald's fundamentally restructured its operations, supply chain, and menu offerings. According to company statements, McDonald's India became the first McDonald's market globally to eliminate beef and pork from its entire menu, introducing instead a range of products specifically designed for Indian tastes, including the Mc

Executive summary This case study examines how Nirma built a value-focused detergent proposition in India and contrasts it with the “prestige” end of the market broadly, while explicitly limiting claims about Surf (Surf Excel).  Surf Excel, part of Hindustan Unilever Limited’s (HUL) detergent portfolio, represents the opposite end of the spectrum. While Surf had been positioned as a higher-end detergent for decades, the launch of Surf Excel in 1996 formalized its premium stra

Executive Summary Tata Tea's "Jaago Re" (Wake Up) campaign, launched in 2007, represents a pioneering example of purpose-driven marketing in India. The campaign transformed a commodity tea brand into a cultural movement by connecting product consumption with civic awakening and social consciousness. According to interviews with campaign architects, Jaago Re was developed by Lowe Lintas (now Mullen Lintas) and positioned Tata Tea beyond functional benefits to address voter apa