In September 2008, the CEO of Rainbow Group, a Chinese group of companies specializing in environmental protection services, was in Beijing, China, thinking about his experience that evening. A few hours ago, eight senior executives from Rainbow Group’s subsidiary in Hangzhou had come to Beijing requesting that the CEO fire their general manager, who had been appointed by the CEO only six months ago. This manager had taken control of the Hangzhou subsidiary with ambitious efforts to implement lean management and better cost control, but had met resistance from the other managers. The CEO was reviewing this appointment and thinking hard. What was the problem? What should he do?
Global consumption of petroleum products stood at just more than 90 million barrels per day by the end of 2013, and was expected to increase to 91 million or more by the end of 2014. Petroleum companies were constantly exploring the planet for new oil reserves to meet this voracious demand for fossil fuels. Because three-quarters of the earth was water, it was evident that these oil reserves were largely underwater; however, until the end of 2013, very few players had explored this opportunity. Although reaching deep-water drilling sites posed various challenges – environmental, political, technological, etc. – offshore exploration was the future of the oil and gas industry.Because of its very successful campaigns, Cairn India was ideally positioned for offshore exploration. Capturing and capitalizing on the opportunity of offshore exploration would give it an edge, but the question remained: Would it be better to gain the prime mover advantage or wait for other players to start the process so that it could learn from others’ mistakes and reap benefits later?
This case chronicles the growth and evolution of Revital, the bestselling vitamin and mineral supplement in India. The Indian nutraceutical market was booming, as the growing economy and increasingly demanding job requirements were pushing young Indian consumers to look for products like energy drinks, energy candy and health supplements. Stressful work conditions and lifestyle changes were resulting in an increased incidence of chronic disorders, and more and more consumers were taking nutraceuticals as a preventive measure. No company had launched an energy candy in the Indian market and imported brands were of limited availability. The case explores the possible options for Ranbaxy – one of the largest pharmaceutical companies in India -with brand expansion opportunities for Revital through introducing Revital energy candy. Should Ranbaxy introduce an energy candy in the Indian market? If so, should it be a brand extension of Revital or a new brand altogether?