Disruptive Innovation

Case Solution for Bajaj RE60: The Branding Challenge of Disruptive Innovation

Case Solution & Analysis for Bajaj RE60: The Branding Challenge of Disruptive Innovation by Srividya Raghavan, Sourabh Bhattacharya.

Complete Case details are given below :

Case Name :      Bajaj RE60: The Branding Challenge of Disruptive Innovation
Authors :           Srividya Raghavan, Sourabh Bhattacharya
Source :              Ivey Publishing
Case ID :           9B16A014 / W16274
Discipline :        Marketing
Case Length :    17 pages
Plagiarism : NO (100% Original work)
Description for case is given below :
Bajaj Auto Limited (BAL), the world’s largest manufacturer of three-wheel vehicles, was about to launch India’s first quadricycle, built indigenously for applications that were uniquely useful for urban transportation in developing markets such as India. The four-wheel vehicle was being launched as a completely new category in the Indian market by BAL’s Commercial Vehicle division. The dilemma facing the BAL team was whether to brand the new product as an extension of the company’s three-wheel market leader or as an independent brand. Furthermore, what degree of endorsement would be required from the master brand, “Bajaj”? The potential success of this vehicle would have a profound effect on BAL’s ability to develop its brand image and carve out a leadership position in a new category of commercial vehicles in India.
 
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Case Solution for AGL: An Electric Utility Dealing with Disruptive Innovation

Case Solution & Analysis for AGL: An Electric Utility Dealing with Disruptive Innovation by Tom Houghton, Philip Sugai.

Complete Case details are given below :

Case Name :      AGL: An Electric Utility Dealing with Disruptive Innovation
Authors :           Tom Houghton, Philip Sugai
Source :              Ivey Publishing
Case ID :           9B16A036 / W16489
Discipline :        Marketing
Case Length :    10 pages
Plagiarism : NO (100% Original work)
Description for case is given below :
AGL Energy, a long-time traditional energy supply company in Australia, was facing competition as alternative sources of energy, such as solar power and batteries, were taking root in both the marketplace and with energy-conscious homeowners. The trend of homeowners who opted to supply their own energy needs and go off the grid was described as a “death spiral” for utility companies. In response, AGL Energy appointed a new chief executive officer in 2015 to address concerns related to falling demand, customer retention, and unpredictable energy prices. With climate change issues pushing so-called green energy sources into the forefront, what were the strategic options that would ensure AGL Energy’s continued presence as a leader in the energy industry?
 
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