Journal Issues

Abstract

 Company Overview: A2B (Adyar Ananda Bhavan) is a famous restaurant chain in India that specializes in South Indian cuisine. Founded in 1989 in Chennai, Tamil Nadu, A2B has grown from a small eatery to one of the most prominent names in the South Indian restaurant sector. The company operates numerous outlets across India and has even expanded internationally. Known for its diverse menu featuring dosas, idlis, vadas, and sweets, A2B has carved a niche for itself in the competitive food service industry. Strategic Focus: A2B's success is attributed to its emphasis on quality, customer service, and an expansive menu that caters to diverse customer preferences. The company maintains a strong focus on cleanliness, consistency, and innovative service offerings. A2B has also successfully created a brand image that associates it with traditional South Indian hospitality. 

Current Scenario: Despite its widespread success, A2B faces challenges such as rising competition from fast-casual dining chains, changing consumer tastes, and the need to maintain consistency across a growing network of outlets. The brand’s ability to adapt to these challenges and its focus on customer satisfaction will determine its future success.

Abstract
Parle Products, a part of the Parle Group, is one of the most iconic and leading biscuit manufacturers in India. Known for its flagship brand Parle-G, the company has played a pivotal role in shaping the Indian biscuit market for decades. Parle’s biscuits have become a household name across India, especially in rural areas, where the brand enjoys unmatched penetration. Established in 1929, Parle Products has a rich legacy and continues to dominate the Indian biscuit market with a variety of products catering to diverse tastes, budgets, and preferences.
The following case study delves into Parle Products’ journey, key strategies, challenges, and its path to becoming the leading biscuit manufacturer in India. We will explore its flagship products, growth trajectory, and discuss its key success factors. We also present an analysis of the company’s response to market changes, as well as some strategic recommendations for sustaining its market leadership.

Abstract
Infosys Limited, founded in 1981 by seven engineers in Pune, has emerged as one of the most prominent IT services companies globally. With its headquarters in Bengaluru, India, Infosys revolutionized the Indian software services landscape by offering cutting-edge technology solutions and business consultancy. The company initially started with a modest capital of INR 10,000 and has grown into a multinational corporation with a market capitalization of over USD 70 billion.
Infosys provides services in cloud computing, data analytics, artificial intelligence, enterprise application management, and business process outsourcing. Its journey highlights the role of innovation, leadership, and customer-centric strategies in achieving global success.

Abstract
Britannia Industries Limited is one of the leading food companies in India, with a rich legacy of over 100 years. The company is best known for its biscuits, but it has also expanded its product portfolio to include dairy products, cakes, rusks, and other snacks. Britannia has become a household name in India, with its biscuits being a staple in many Indian homes. The company's flagship brands include Good Day, Tiger, Little Hearts, Treat, and Marie Gold, which have a strong presence in both urban and rural markets.
This case study focuses on the success of Britannia’s biscuit division in India, analysing its strategies for growth, challenges in the highly competitive biscuit market, and how it has managed to maintain its market leadership. The study also offers insights into Britannia’s marketing, product innovation, and distribution strategies that have contributed to its dominance in the Indian market.

Abstract
Maruti Suzuki India Limited, the largest car manufacturer in India, has established itself as the undisputed leader in the Indian automotive industry. A subsidiary of the Japanese automaker Suzuki, Maruti Suzuki has revolutionized the Indian car market since its inception. From producing budget-friendly cars for the masses to becoming a household name, the company has played a pivotal role in making cars accessible to millions of Indian families.
With a deep understanding of the Indian consumer and market dynamics, Maruti Suzuki has adapted its strategies over the years to stay ahead of competitors. This case study examines the journey of Maruti Suzuki, its market positioning, the challenges it faces, and the strategies that have enabled it to maintain its market leadership.

Abstract
The Standard 2000 was one of India’s most ambitious attempts to manufacture a luxury car, which failed to capture the imagination of the Indian consumer. Produced by the Standard Motors Company in the 1980s, the car was meant to challenge the dominance of international luxury car makers like Mercedes-Benz, Toyota, and Honda in the Indian market. Despite its high aspirations, the Standard 2000’s failure remains one of the most significant stories of missed opportunities in the Indian automotive sector. This case study delves into the rise and fall of the Standard 2000, exploring the strategic mistakes, market dynamics, and key lessons for the Indian automobile industry.

Abstract
      LG Electronics, a leading name in the global consumer electronics and home appliances market, has established a significant presence in India. As a subsidiary of LG Corporation in South Korea, LG India has been offering a wide range of products, including refrigerators, washing machines, air conditioners, televisions, and kitchen appliances. With an unwavering commitment to quality, innovation, and customer satisfaction, LG has built a reputation as one of the most trusted brands in the Indian consumer durables market.
        However, the Indian market for consumer durables has been evolving rapidly, with increasing competition, changing consumer preferences, and challenges such as price sensitivity, fluctuating raw material costs, and technological advancements. In this case study, we will explore LG's strategies to maintain its leadership position, respond to market challenges, and identify its future growth prospects.

Abstract
Videocon Group, a leading name in the Indian consumer electronics industry, was founded in 1979 by Venugopal Dhoot. The company initially began as a manufacturer of picture tubes and then expanded into the production of televisions, refrigerators, and washing machines. Videocon quickly became one of India’s most trusted brands in the consumer durables sector, especially known for its televisions.
In the late 1990s and early 2000s, Videocon dominated the Indian television market, becoming synonymous with affordable and quality home entertainment. However, over the years, the company faced several challenges that led to its eventual decline in market share. Despite its strong brand equity, Videocon struggled to adapt to the rapidly changing market dynamics, and it eventually lost its position in the consumer electronics sector.
This case study explores the rise, challenges, and lessons from Videocon’s experience, especially in its television business, shedding light on why this once-dominant player faded from prominence.

Abstract
Background: Founded in 2006 by Baba Ramdev and Acharya Balkrishna, Patanjali Ayurveda emerged as a brand dedicated to promoting Ayurvedic and herbal products. Initially, it gained popularity for leveraging the cultural significance of Ayurveda in India, which helped it resonate deeply with Indian consumers seeking natural and chemical-free alternatives.
Market Position: Patanjali positioned itself as a patriotic, Swadeshi brand, appealing to consumers’ sense of nationalism. It rapidly gained traction in categories like personal care, food products, and healthcare items, competing directly with established FMCG giants like Hindustan Unilever (HUL), Colgate, and Dabur.
Current Market Scenario: Patanjali's entry disrupted the FMCG market, forcing traditional players to adapt by launching their Ayurvedic and natural product lines. However, the brand now faces challenges in maintaining growth as competition intensifies and consumer preferences evolve.
Objective: Explore how Patanjali can sustain its growth and strengthen its position in the crowded FMCG market, focusing on brand positioning, innovation, and product diversification.

Abstract

•  Background: Haldiram’s was founded in the 1930s in Bikaner, Rajasthan, as a small namkeen (savoury snack) shop. Over the decades, it has grown into a global brand with an extensive range of products, including nankeens, sweets, frozen foods, and ready-to-eat meals.
•  Market Position: Haldiram’s is a household name in India, known for its diverse snack offerings that cater to regional tastes and preferences. It has a strong presence in both domestic and international markets, especially among the Indian diaspora.
•  Current Market Scenario: The Indian snack market is rapidly expanding, with increasing competition from both local and international brands like PepsiCo (Lay’s, Kurkure), ITC (Bingo), and Parle. Moreover, there’s a rising demand for healthier snack options.
•  Objective: Haldiram aims to sustain its market leadership while catering to evolving consumer demands and increasing competition.

Abstract
Onida, a renowned Indian consumer electronics brand, was established in 1981 by M. A. R. L. K. in collaboration with the M. A. L. (Mitsubishi) group. Onida became one of India’s most recognized brands in the consumer electronics sector, especially for its televisions. Known for its bold, innovative designs and advertising campaigns, Onida televisions were a symbol of quality and affordability in the Indian market.
The brand gained massive popularity in the 1990s and early 2000s, competing fiercely against brands like Videocon, Sony, and LG. However, by the mid-2010s, Onida began losing its dominance, facing intense competition and a rapidly changing market. This case study explores the rise, success, challenges, and the decline of Onida’s television business, examining the reasons for its shift from being a market leader to a struggling player in the consumer electronics industry.

Abstract
         Satyam Computer Services Ltd., once one of the largest IT services companies in India, faced a catastrophic collapse that shook the entire Indian corporate world. Founded in 1987 by B. Ramalinga Raju in Hyderabad, Satyam was initially regarded as a pioneer in the Indian IT outsourcing industry, competing with global giants such as IBM, Accenture, and TCS. The company offers a range of services including consulting, software development, and business process outsourcing.
     By the early 2000s, Satyam had grown rapidly and was consistently ranked among the top IT companies in India. However, the company’s success story turned tragic when in January 2009, its chairman, Ramalinga Raju, confessed to inflating the company’s accounts by over Rs. 7,000 crore (around USD 1.5 billion). This confession led to one of the largest corporate frauds in Indian history.
   This case study explores the rise, the fall, and the lessons from the Satyam Computer scandal, and the broader implications for corporate governance and ethics in India.