MAGGI Noodles In India: Creating And Growing The Category Harvard Case Solution & Analysis

IMD-3-2296 © 2012
Chakravarthy, Bala

At that exacting time MAGGI was not a influencial brand name in the Indian market and noodles were relatively alien to the Indian customer. The case explain the four-part method that Nestlé utilized to achieve this: adjusting its item from a slushy noodle to a dry cake and creating a taste that would appeal to the Indian taste buds throughout the whole nation; enhancing its competitive position by participating in to each component of the value chain - R&D, production, supply chain, sales and marketing; growing the category through item development and go-to-market development; and maintaining a management position in the face of competitors from other MNCs by constant development and desire to cannibalize its own items. The case shows how international corporations (MNCs) can capitalize on the big chances offered in the Indian market.

MAGGI Noodles In India Creating And Growing The Category Case Study Solution

The case shows how an MNC can mix regional responsiveness with its worldwide staminas to produce a winning position in the Indian market. The case focuses especially on the following concerns: checking out how an MNC can effectively go into the India market; exactly what an MNC should do to combine its gains and grow a market category; and how an MNC can keep market share and continue to innovate in the face of enhanced competitors.

Subjects: India; Nestlé; MAGGI instant noodles; Product innovation; Go-to-market strategies; Fast moving consumer goods (FMCG); Market entry; Brand building; Serving the bottom of the pyramid (BOP); Emerging market strategies; Multi-level leadership
Settings: India ; Fast Moving Consumer Goods (FMCG) ; 2011: revenues of CHF 83.6 billion, operated in 86 countries worldwide and employed 281,000 people ; 2008 to present

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