Project Report - Nilanjan Mukherjee

Project
Report
BRANDS I USE
NILANJAN MUKHERJEE
PGDM GLOBAL 21-23
INTRODUCTION
This report has been summarized and prepared in accordance with the
guidelines provided by Prof. Shivani Aggarwal. All the information included
in this document has been thoroughly fact-checked and researched. The
content has been summarized in compliance with the project presentation
and is to be referred to in the same context.
CONTENTS
❖ Consumer Durables – XIAOMI
❖ Consumer non-durables – BRITANNIA
❖ Automobiles – YAMAHA
❖ Food & Beverages – BIRA91
❖ Clothing/Apparel – SUPERDRY
❖ Healthcare – Woodlands Hospital
❖ Financial Services – BINANCE
❖ Communication – BHARTI AIRTEL
❖ Entertainment – NETFLIX
❖ Education – CUEMATH
______________________________________________________
SUBJECT MATTER
• Brand Profile
• Entry into the Indian Market
• Mode of Entry
• International Business Environment
• Production/Manufacturing
• Sales
• Corporate restructuring
• Competitive challenges
BRANDS I USE – PROJECT REPORT 2

CONSUMER
DURABLES
XIAOMI

BRAND PROFILE
Xiaomi Corporation (Chinese: 小米), is a multinational electronics company that

manufactures consumer electronics, smart-home appliances, wearables such as
smartphones, TVs, laptops, drones, action-cameras, air purifiers, and many other
products including shoes & apparel.
The company was established in Beijing in April 2010 by founders Lei Jun, Lin
Bin, Dr. Zhou Guangping, Liu De, Li Wanqiang, Wong Kong-Kat, and Hong Feng.
The company logo stands for “Mobile Internet” among other
meanings including “Mission Impossible”.
Starting off as a software development entity, Xiaomi built a name for itself by
offering a custom Android Skin known as MIUI which brought exclusive features
to its platform that were not available in vanilla versions of Android. In 2011,
Xiaomi joined the hardware industry by launching the Mi One phone which sold
in record numbers. The company’s focus has been on building great hardware
devices and selling them at comparatively lower costs than those available in the
market while they intended to make revenue through their services and content.
Following some initial success with its affordable range of Mi smartphones that
launched in the Chinese market, Xiaomi expanded its lineup in China by
launching ‘Redmi’ as its sub-brand and brought the Redmi 1 as the first
smartphone offering from its new brand in the month of July, 2013.
Xiaomi’s early success was mostly contained within the Chinese market where it
slowly carved up a significant chunk of the Chinese smartphone market. This
changed in 2014 when the brand announced its entry into Singapore. Following
this much-hyped launched, the company expanded its international footprint by
establishing offices in India, Malaysia and The Philippines.
As of 2021. Xiaomi has a diverse portfolio of products in all price segments and is
spearheading innovation in the smartphone space, it was one of the first
companies to develop under-display camera technologies and was also the first
to launch a mass-market transparent OLED TV.

ENTRY INTO THE INDIAN MARKET
Xiaomi entered the Indian

smartphone market in July 2014
through an exclusive partnership
with one of India’s largest e-
commerce retailers – Flipkart for the
launch of its Mi3 Smartphone. The
phone was sold exclusively through
Flipkart and generated a lot of hype
as it sold out within 30 minutes of the
sale going live.
Following this initial success Xiaomi
slowly made a name for itself in the
Indian market as it ticked all the
three boxes Indian smartphone
consumers were looking for at that
time - affordability, quality and
exclusivity.
Manu Kumar Jain, an Indian tech-
entrepreneur and co-founder of
online fashion store Jabong.com
played a major role in bringing
Xiaomi to India and is thought to be
the mind behind the company’s Manu Kumar Jain
unusual but highly-effective strategy MD, Xiaomi India
of online-only sales that followed a
model of creating scarcity which
ultimately made the products feel
exclusive and unique.
Xiaomi’s offerings provided tough
competition to existing players in the
Indian market such as Micromax,
Intex, Karbonn & Lava. Its phones
were packed with the latest specs
while keeping their prices at par
with other options available in the
market.

MODE OF ENTRY INTO THE INDIAN
MARKET
Xiaomi made its debut in the Indian Market through a bleeding-edge sales concept
known as a ‘flash sale’. Invites were handed out to consumers who pre-registered
for such online-only sales events, following which they could go to a specified e-
retailer or Xiaomi’s own website and wait for the sale to go live. While this process
made possession of the product cumbersome, it brought a huge amount of hype
into the market about Xiaomi and its products.
The fact that consumers could only buy Xiaomi phones through these sales made
Mi smartphones feel ‘exclusive’, this coupled with the affordable options Xiaomi
was offering made the products a huge success while simultaneously helping
Xiaomi lower production costs and operating expenses as it didn’t have to rely on
Maintaining inventory for offline retailers and was able to function while keeping
its inventory at a bare minimum, something which no other smartphone
manufacturer in India was doing at that time.
The flash sale strategy proved effective for Xiaomi in the long run as it slowly
carved into the smartphone market, eating away the market share held by other
brands. Its phones were selling out in hours, so much so that the rush of orders for
the launch of the Mi 3 model crashed the Indian e-commerce website Flipkart in
the summer of 2014 as Xiaomi partnered with more e-retailers to keep up with
the huge demand.
Initially importing its products, Xiaomi set up it’s first manufacturing facility in
India in partnership with Foxconn and since then has expanded its manufacturing
presence in the country, increasingly localizing its supply chain and distribution.

INTERNATIONAL BUSINESS ENVIRONMENT
The Indian government had banned all Chinese apps in the country following a
border altercation with China. There was strong anti-China sentiment in the
country, with incidents of violence at many Chinese smartphone
manufacturers’ retail stores.
Following this event, the company heavily rebranded itself as an Indian

smartphone company. Mentions of its Chinese origins were removed from its
website and the ‘Made in India’ tag was proudly advertised. VP Manu Kumar
Jain emphasized on the notion that Xiaomi was at its core, an Indian Brand
and had the best interests of its consumers in mind, adding that 100% of
Xiaomi’s smart TVs were now manufactured in India. The move reassured
Indian consumers that Xiaomi was increasingly investing in building local
infrastructure and was here to stay for the long run.
This strategy might have worked as Xiaomi did not see a significant dip in its
market share, its phones continued to sell out and other products like smart
TVs were making their presence felt in their respective markets.
PRODUCTION
During the course of its tenure in India, Xiaomi has worked with Foxconn and
Flex to produce smartphones in India. New manufacturing partners DBG and
BYD have been brought on board in the last nine months, with DBG having
already established a factory in Haryana, which increased monthly capacity by
around 20%. After commencement of operations in H1 2021, the BYD factory in
Tamil Nadu is projected to make a "considerable" contribution to production
capacity. This was a part of its localization strategy which proved effective –
firstly, Xiaomi could portray an Image of being an Indian company that makes
its products in the country and secondly, it helped the company build an image
of not just being a brand but an employer as well.

SALES STRATEGY
Xiaomi made its debut in the Indian Market through a bleeding-edge sales concept
known as a ‘flash sale’. Invites were handed out to consumers who pre-registered
for such online-only sales events, following which they could go to a specified e-
retailer or Xiaomi’s own website and wait for the sale to go live. While this process
made possession of the product cumbersome, it brought a huge amount of hype into
the market about Xiaomi and its products.
The fact that consumers could only buy Xiaomi phones through these sales made Mi
smartphones feel ‘exclusive’, this coupled with the affordable options Xiaomi was
offering made the products a huge success while simultaneously helping Xiaomi
lower production costs and operating expenses as it didn’t have to rely on
Maintaining inventory for offline retailers and was able to function while keeping
its inventory at a bare minimum, something which no other smartphone
manufacturer in India was doing at that time.
The flash sale strategy proved effective for Xiaomi in the long run as it slowly carved
into the smartphone market, eating away the market share held by other brands.
Its phones were selling out in hours, so much so that the rush of orders for the launch
of the Mi 3 model crashed the Indian e-commerce website Flipkart in the summer of
2014 as Xiaomi partnered with more e-retailers to keep up with the huge demand.
As of 2021, Xiaomi has expanded its presence across offline distribution channels as
well, recognizing that though Indian consumers will buy their products online, those
of the population who are not very tech savvy still preferred buying their
smartphones at offline outlets, where they have the option to get a hands-on
experience and compare its products with other brands.

Xiaomi underwent a corporate restructuring on January 2019, it’s ‘Redmi’ line of

affordable smartphones was turned into a separate product entity. This meant
future smartphones from the Redmi series would not carry the ‘MI’ branding. The
company also created a new logo for its ‘Redmi’ brand. The first smartphone from
this new brand was launched on January 10, 2019
Redmi brand will focus on the ultimate price/performance ratio, whereas Xiaomi
to focus on mid-to-high-end and new retail that all Redmi-branded smartphones
will be sold on online channels
Old Logo POCO

New Redmi Logo
Logo
Xiaomi also operates Poco, a sub-brand it created to take on Oneplus. In August

2018, the Poco brand debuted as a Xiaomi sub-brand. The Pocophone F1
(codename: beryllium) was released by Xiaomi under the Poco brand, and it was
a huge hit. Before the launch of its second gadget in January 2020, POCO India
became an independent brand. Over the course of three years, the firm released 11
devices, the majority of which are rebranded Redmi smartphones for the Indian
Market.
COMPETITION
Xiaomi’s main competition in the Indian market comes from Samsung, which as
of 2021, holds a whopping 20% market share compared to Xiaomi’s 28%. Other
competitors include OPPO, Realme, Vivo, Oneplus and a handful of other local
Indian brands. Capitalizing early on its first mover advantage in the online retail
space and with the help of it’s highly efficient marketing strategies Xiaomi has
held on to its market share despite ups and downs in the Market. Emerging
victorious from the Chinese-app ban event, the company has succeeded in
reforming its Image as a Chinese brand and has successfully emerged as India’s
no. 1 smartphone brand by sales. As of today, Xiaomi also leads in other markets
such as smart TVS and power banks.

CONSUMER NON-
DURABLES
BRITANNIA

BRAND PROFILE
Britannia Industries Limited is a food and beverage company in India that is part of
the Wadia Group, which is led by Nusli Wadia. It is one of India's oldest existing
companies, founded in 1892 and headquartered in Kolkata, and is best known for its
biscuit products. The Britannia and Tiger brands of biscuits, breads, and dairy
products are sold throughout India and in over 60 countries.
The company was founded in 1892 by a group of British businessmen with a Rs. 295
investment. Biscuits were first made in a small house in central Kolkata. Later, the
Gupta brothers, primarily Nalin Chandra Gupta, an attorney, bought the company
and renamed it "V.S. Brothers." C.H. Holmes, an English businessman based in
Kolkata, joined as a partner in 1918, and The Britannia Biscuit Company Limited
(BBCo) was established. In 1924, the Mumbai factory was established, and Peek
Freans UK acquired a controlling interest in BBCo. During World War II, biscuits
were in high demand, which boosted the company's sales by a significant margin.
The company name was changed to the current "Britannia Industries Limited" in
1979. In 1982, the American company Nabisco Brands, Inc. acquired the parent of
Peek Freans and became a major foreign shareholder.
The yearly capacity of the factories of the corporation is 433,000 tons. [5] British
biscuits are named for VitaMarie Gold, Tiger, Nutrichoice, Good Day, 50 50, Treat,
Pure Magic, Milk Bikis, Bourbon, Nice Time, Little Hearts, etc.
In 2006, Tiger, the mass market brand, achieved a turnover of $150.75 million,
including shipments to the United States and Australia. This is 20% of British revenue
for that year.
Dairy products make up nearly 10% of British sales. [6] The company not only offers
milk products to the public, but swaps dairy goods from one corporation to another.
In 2000-01 its milk portfolio expanded to 47% and in 2001-02 to 30%. Nestlé India,
the NDDB and Amul are the most important competitors (GCMMF).

PRODUCTION
Britannia Bread, with yearly sales of over 1 voluminal tone lake and Rs. 450 crores
in value, is the largest brand in the organized market of bread. The company works
with 13 plants and 4 franchises that sell about 1,000 loaves each day in over 100
Indian cities and villages. These factories have a combined annual capacity of
433,000 tons.
A worker at a Britannia plant in Maharashtra
In 2019, Britannia started upscaling it’s factories and switching to a direct sourcing
model for its milk. The process kicked off at its manufacturing plant in Ranjangaon,
Maharashtra and has been very influential in streamlining the company’s
production process.
Britannia is of the opinion that direct milk sourcing will help innovative milk
products and fast develop high value-added products. In western Maharashtra, the
model is being extended into hundreds and hundreds of milk collection stations, with
the company planning to expand its direct sourcing operation-model to other milk-
surplus states beyond Maharashtra.
In 2021, the company plans to open a new factory in the Barabanki district of Uttar
Pradesh and has invested over Rs. 300 crores towards the completion of the project.

SALES
Traditionally, Britannia has products in stock at its distribution centers. Products are
distributed to exclusive wholesale dealers first, followed by distributors and direct
retailers. Depending on the distance between the retail location and the facility, the
complete process can take anywhere from one to three weeks. Britannia hopes to get
this down to less than a day.
In 2018, as part of its plan to multiply sales and expand retail reach, the company
adopted a ‘direct distribution’ model, it intends to operate with "zero-day inventory"
in the new distribution model by "cutting distance between its distribution centers
and retail locations" that the firm directly reaches.
Britannia now controls the entire supply chain under the new direct distribution
model. Every day, around 20,000 employees on Britannia's direct payroll visit retail
establishments, analyze local demand, recommend necessary changes in product
placements based on the company's in-house analytics, and collect orders on their
mobile phones via an app. Britannia then delivers the orders directly from the nearest
distribution center within a day.
Britannia has been expanding its distribution centers in order to convert to a "zero-
day inventory" operational model, with the goal of reducing the distance between
them and retail stores. The company now has roughly 14,000 distribution sites,
which is four times what it had in 2013.

CORPORATE RESTRUCTURING
IN 2013, Britannia Bought out Fonterra's 49% stake in Britannia New Zealand Foods
Pvt Ltd (BNZF), its dairy joint venture operating in New Zealand. With this
acquisition, Britannia along with its wholly owned subsidiary now holds the entire
Equity and Preference capital of BNZF.
Britannia moved its diary business to the joint venture in early 2002, resulting in the
formation of this collaboration. Britannia's intention to acquire Fonterra's stock in
the joint venture comes after the Wadia Group consolidated its investment in
Britannia to roughly 51% after buying out French firm Danone's stake in a holding
company.
The Fonterra Group has more than $4 billion in revenue and is present at every stage
of the supply chain, from milk procurement to the manufacture and distribution of a
wide range of dairy products. In the near future, Britannia is likely to combine this
arm into the flagship Britannia Industries with this acquisition, as the front-ends of
both companies are already tightly connected.
Britannia also set in motion plans of an overseas expansion in 2018, eyeing countries
like Bangladesh, Nigeria, Kenya, Myanmar and Egypt. It planned on expanding in
these countries with the help of their direct-distribution model which was largely
successful in the domestic Indian market. The company aims to open one
manufacturing plant every year in these countries and slowly upscale the operation
in the long term. Its primary focus was on Africa where another major Indian FMCG
manufacturer – PARLE had already set up shop.
The company currently has three manufacturing facilities outside of India: two
acquired in Dubai and Oman, as well as a one greenfield facility in Nepal. It also
exports to the United States and nearly 80 other Asian, West Asian, and African
countries.

COMPETITORS
Britannia’s largest competitor in the Indian market is Parle. The rivalry between the
companies dates back decades. The two had continually sought to outperform each
other until FY13, when Britannia Industries unexpectedly surpassed Parle Products
thanks to its premiumization strategy and a larger distribution network.
As of FY20, Britannia holds approximately 33.1 % of the domestic Indian baked goods
market compared to Parle’s 29.1% and has tried to maintain that advantage over its
competitor. It sold record numbers of products during the COVID-19 pandemic in
India as large-scale stockpiling of ready-to-eat foods was underway throughout the
country.
Although in recent years PARLE has significantly shortened the gap in market share,
Britannia continues to dominate quarterly sales figures as consumption of its
products rose to record levels in Q1FY21, which positively affected the stock of the
company.

AUTOMOBILES
YAMAHA

BRAND PROFILE
Yamaha Motor Co., Ltd. (ヤマハ発動機株式会社, Yamaha Hatsudōki Kabushiki-

gaisha) is a Japanese company that manufactures motorcycles, maritime items such
as boats and outboard motors, and other powered products. The company was
founded in 1955 after its independence from Yamaha Corporation (Yamaha
Corporation is the largest private company shareholder with 9.92 percent as of 2019)
and is headquartered in Iwata, Shizuoka, Japan. As of 2012, the company's
development, manufacturing, and marketing operations were carried out through
109 consolidated subsidiaries.
Yamaha corporation’s Hamakita Factory was completed in January 1955, and

production of the YA-1 commenced. Yamaha Motor Co. Ltd. was created on July 1,
1955, with confidence in Genichi's new path. The new motorbike manufacturer,
staffed by 274 eager employees, produced approximately 200 motorcycles per
month.
That same year, Yamaha entered its new YA-1 in two of Japan's most important
motorsport events, the third Mt. Fuji Ascent Race and the first Asama Highlands Race
were held. Yamaha won the 125cc class in these debut races, while it’s YA-1 won the
Light and Ultra-light classes at the Asama Highlands Race the following year.
A second variant was ready for production by 1956. The YC1 was a 175cc single
cylinder two-stroke. Yamaha produced its first 250cc two-stroke twin, the YD1, in
1957. Yamaha exhibited its commitment to cutting-edge technological breakthroughs
in 1963 by introducing the Auto lube System. This game-changing invention was a
separate oil injection system for two-stroke engines, which eliminated the hassle of
pre-mixing fuel and oil.
Yamaha was establishing a solid reputation as a great manufacturer, which was

reflected in the first project completed in the new Iwata, Japan Plant in 1966. (In 1972,
the YMC headquarters were relocated to Iwata.) Toyota and Yamaha collaborated
on the highly respected Toyota 2000 GT sports car.
As of 2021, Yamaha is the third largest manufacturer of motorcycles in the world by

market share and has an annual turnover of over $2370 million and over five million
motorcycles sold ever year.

Yamaha Motor made its entrance into India as a joint venture with Escort in 1985,
with a localized and re-branded version of it’d RD350 motorcycle. The company
began its journey in India through a joint manufacturing effort with Eicher motors,
built on parts that were imported. In 1985, the company had localized most of its
production process in the country with a greater emphasis on manufacturing parts
locally as it had realized the import model would not work for a cost-efficiency
sensitive market such as India.
Over the years Yamaha has greatly expanded its presence across the Indian
subcontinent while facing stiff competition from domestic players like BAJAJ auto
and HERO Corp (then, Hero-Honda) and continues to dominate the racing and
touring segments. In more recent years, the company has been working towards
The legendary Yamaha RD350B

bringing more of its flagship products from the international market to India, such
as the MT-09. The company has invested heavily into improving and expanding its
service network in the country and fixing issues like availability of parts for some of
it’s more exotic motorcycles.
Yamaha Motors India became a wholly owned subsidiary of Yamaha Motor Co.,
Ltd., Japan (YMC) in August 2001. Mitsui & Co. Ltd. signed an agreement with YMC
in 2008 to become a joint investor in India Yamaha Motor Private Limited (IYM).
As of 2021, the company holds approximately 3% of the local two-wheeler market,

despite what may seem like a fraction of the market share enjoyed by its competitors,
Yamaha has more recently focused towards the prosumer and racing segments and
continues to enjoy good sales and profitability.

MODE OF ENTRY INTO THE INDIAN MARKET
The logo used for Rajdoot Figure 1Yamaha's Logo
Yamaha Motors started its journey in India through a joint venture with Escort
motors in 1985, it imported its parts from Japan as Escort took care of the final
assembly line.
Escorts group assembled a licensed version of the RD350B in India between 1983 and
1990 under the brand name Rajdoot 350. It failed to replicate the RD350B's
popularity in the Indian market, which some attribute to a high purchase price and
ESCORTS motors was an integrated manufacturing partner for Yamaha Motors India
low fuel efficiency. It did, however, establish Rajdoot/Yamaha as a producer of high-

performance motorcycles in India. The Rajdoot 350 was available in two models:
High Torque and Low Torque.
The company debuted the RX 100 (a variation of the RX-S, not the original RX100 or
RS100DX) to tremendous acclaim in India in November 1985. The powerful output
of its 100 cc (6.1 cu in) engine was a big draw. With its lightweight design and high-
power output, the bike's consequent power to weight ratio makes it the best 100 cc
bike ever constructed for mass production, and as a result, it is still in high demand
many years after production halted.

PRODUCTION
IYM's (India Yamaha Motor Private Limited) production facilities include three
cutting-edge plants in Surajpur (Uttar Pradesh), Faridabad (Haryana), and
Kanchipuram (Tamil Nadu) (Tamil Nadu). The infrastructure at these companies
allows for the production of two-wheelers and parts for both domestic and
international markets. Yamaha realized the effect of availability of parts early on and
immediately moved towards streamlining the problem and fixing it. This resulted in
IYM manufacturing 100% of its parts locally and created a service network that
makes its presence felt to this day.
More recently, Yamaha’s racing division has been bringing top of the line import
models to the country such as the MT-09. Although these are wholly imported at the
moment, the company is testing the waters for prosumer sports bikes in India and is
expected to localize production of such bikes if the market takes off.
As Markets in Myanmar, Indonesia saturate, Yamaha plans on making India it’s top
production hub in terms of gross exports to these aforementioned countries. Although
Yamaha’s market share of the Indian two-wheeler market is in single digits, the
company aims to change this by 2024 as it focuses on investing in building more
infrastructure in the country to meet it’s expected demands.
SALES
Yamaha has a large network of bike showrooms distributed across the country. As of
September 2021, there are roughly 11639 Yamaha bike dealers in India. Yamaha bike
showrooms in India are located in 35 states and 1325 cities, and they comprise both
established and new Yamaha bike dealers.
The company has maintained a sturdy retail presence since its entry into the Indian
market and continues to expand these locations to better cater to the needs of it’s
consumers in rural areas, where it doesn’t have much of a presence and faces tough
competition from BAJAJ Auto and Hero Corp. Its top priorities are making parts
widely available to more retailers as well as small repair shops in an effort to rival
BAJAJ & Hero’s service network, manufacturing motorcycles and scooters that are
fuel efficient and meet India’s emission standards and making consumers more
aware of its products.

Yamaha Motor India Pvt. Ltd. was relaunched as the regional control company for
India operations in August 2014, following the completion of a restructuring effort
for its business in India. In India, this business will serve as the regional headquarters
and corporate control body.
Hiroyuki Suzuki, CEO and MD of India Yamaha Motor, had been named as the
managing director of Yamaha Motor India, effective August 15th, and would also
serve as the chairman of other group companies in India such as India Yamaha
Motor (IYM), Yamaha Motor India Sales Pvt. Ltd. (YMIS), and Yamaha Motor
Research and Development India Pvt. Ltd. (YMRI) are among them. Takashi
Terabayashi, the then Deputy Managing Director of IYM, had been appointed as the
new Managing Director of Yamaha Motor India.
From here on, India Yamaha Motor was in charge of the Japanese manufacturer's
business in India, including corporate planning and strategy, business planning and
expansion, quality control, and regional control. Under the new organizational
structure, IYM is the manufacturing firm, while YMIS and YMRI will continue to
support YMI independently for sales, marketing, and product development.
Yamaha Motor India, together with Yamaha Motor India Sales and Yamaha Motor
Research and Development India, would operate as wholly owned subsidiaries of
Yamaha Motor Corporation, with India Yamaha Motor continuing to receive joint
investment from YMC and Mitsui & Co.
In 2018 Mofotumi Shitara was appointed as the Managing Director of Yamaha

Motor India. As of 2021, Mr. Shitara is effectively the head of operations in India.
COMPETITION
Yamaha has a minor share in the Indian two-wheeler market, the majority of which
is concentrated in rural areas where consumers are increasingly cost sensitive. It’s
bikes do well in Urban areas where it faces competition from Austrian manufacturer
KTM and Indian manufacturers TVS, BAJAJ and Hero, in the 125cc to 200cc
segments. The company is looking to expand its presence in rural India, which it aims
to do with its affordable range of 100cc-125cc scooters. IYM further plans on
expanding it’s support and service network in these areas by 2023.

FOOD &
BEVERAGES
BIRA 91

BRAND PROFILE
Bira 91, a refreshingly modern beer brand conceived in India, seeks to introduce
delectable beers to the new globe. Bira 91, one of the world's fastest growing beers,
has created a solid portfolio of key beers and seeks to push the global trend in beer
toward greater colour and flavour. Through its online platform, the brand also sells
service ware, tote bags, flip flops, tees, beer coolers, and other items.
It’s founder, Ankur Jain earned a bachelor's degree in computer engineering from the
Illinois Institute of Technology in Chicago and began his career with a healthcare
information company. In 2009, he created Cerana Beverages, which imported and
sold high-quality craft beer brands from Europe — Belgium, Germany, and the
United States. The beer was marketed in 330ml pint bottles in Delhi NCR, Mumbai,
and Bengaluru.
BIRA's Monkey mascot
The brand was going to be called "Biru" at first. However, because to a registration
issue in Japan, he chose to call it Bira. His team worked on branding for over nine
months, including completing the name, mascot logo, colours, and other components
of the package.
India's country code is 91, which added to the uniqueness of the phrase. The mascot
is a monkey because the mascot feels that most of us have a monkey inside of
us. According to Ankur, the product's design was responsible for much of Bira's early
success. It is definitely catchy and striking, and youth instantly identify with the
brand.
It is one of the fastest growing beer startups in India and is particularly popular with
the youth. With its clever and focused marketing BIRA has successfully managed to
make its brand awareness felt in the market.

Ankur recognized tremendous potential for a beer

business in India's developing market and chose to take
a risk. Jain spent three years studying the beer market,
travelling Europe to learn about the various exotic brews
available and selecting one for the Indian market. It was
prudent of him to understand the technical nuances of the
brews before going into the industry. And he chose to
focus on craft beer.
The Bira brand was essentially India’s first craft beer,

although it wasn’t being made in the country at the
time of it’s launch. It quickly became popular drinking
establishments across the country and went neck to Ankur Jain
Founder, B9 Beverages
neck with imported craft beers selling in India at the
time.
After playing in the premium craft Beer segment, BIRA launched its first mass market
beer in February, 2019. The product was called BIRA BOOM and would be targeted
specifically towards Tier II & Tier III towns, Boom's two versions are to be reasonably
priced in the Rs 130 to Rs 185 range for 650 ml. The extra-strong product now pits B9
beverages directly against firms like Kingfisher, Anheuser-Busch InBev, and
Carlsberg, who have long dominated the strong beer category, which accounts for
around 80% of the entire market in the nation.
MODE OF ENTRY
The company's initial brewing unit was located in Belgium's Flanders area, where a
craft distillery was utilized to contract produce the beer using ingredients from
France, Belgium, the Himalayas, and Bavarian farms, and the beverage was
transported to India. Following its first success, the firm began producing the beer in
India using the same ingredients. The beer is made from wheat, barley, and hops and
is available in draught, 330ml, 650ml bottles, and 500ml cans. Bira 91 intends to
increase its income nearly tenfold from where it is now, with four manufacturing
sites located in Mysore, Kovur (Andhra Pradesh), Nagpur, and Indore. Karnataka
earns the most income among states, but Delhi continues to lead the table among
cities.

Despite the fact that it is one of the most popular beers in Delhi and Bengaluru. Bira
91, the country's first handmade beer, was out of supply at most retail shops in the
summer of 2018. The reasons are that the firm misjudged demand, and the agreement
with its single bottling plant contractor in Haryana fell through. Above all these
issues, the company desperately needed funds as its operating expenses were leaking
out of its projected budget for operation.
The firm’s largest source of funds - Sequoia Capital's managing director Abhay
Pandey stated in a statement that the venture capital firm invested in the startup in
because it wants to back "the challenger in a major market with excellent customer
cohorts on basket size, retention, and frequency."
Despite facing a severe cash crunch the company started raising capital in the market
from new investors as well as old. The supply issues would be fixed within the next
two years as BIRA decided to streamline and optimize its production process.
A customer drinking BIRA beer at a local Delhi establishment
The competition also labelled accusations against BIRA that it’s pricing policies were
predatory in nature and helped the company quickly manage to penetrate the market
at this level. Ankur dismissed these claims by asserting that Bira was doing well
because it knew exactly what its customers wanted – An Indian Beer brand with
global standards.

PRODUCTION
Bira realized that it could no longer import all of it’s Beer from Europe. In April of
2018, the firm signed an agreement with a brewery in Indore, Madhya Pradesh, and
invested approximately 4.5 crore to begin manufacturing Bira on Indian soil. It has
signed an agreement with a Greenfield brewery in Mysore, Karnataka, to begin
production later in late 2018 as well. This brewery had a monthly capacity of 5 lakh
cases. Bira would receive 50% of the capacity at first, with the business considering
expanding up the operation as needed.
As of today, Bira is manufactured in India in agreement with four breweries, mostly

concentrated in South and central India. In 2021, B9 Beverages Pvt., the owner of the
brand Bira 91, announced that it is planning to open its fifth local brewery before the
end of the year in order to capitalize on the country's growing demand for more
flavorful tipples ahead of a projected initial public offering.
The new brewery in Madhya Pradesh, Bira's second in the central Indian state, would
initially add 400,000 hectoliters per year, the new proposed unit's capacity can be
increased to 1 million hectoliters (a hectoliter is equal to 100 litres (26.4 gallons),
increasing Bira's present capacity of 2 million hectoliters. This makes Bira the
country's fourth largest brewer, trailing international businesses that dominate the
Indian market, such as Budweiser producer Anheuser-Busch InBev NV, Carlsberg
A/S, and Heineken NV, which owns India's Kingfisher beer.
SALES
Bira sells its products in the country in collaboration with local breweries and pubs
spread across the country. Drinking establishments are the main area where the
brand establishes a first point of contact with its customers. More recently, the
company has leveraged its brand awareness and has made an effort to diversify its
product portfolios by selling articles such as serve-ware, tote bags, clothing and
apparel through it’s online webstore.
The company also direct sells its beers through popular F&B aggregators and
delivery services such as SWIGGY & Zomato in states where online purchase and
delivery of alcoholic beverages is permitted, for example Maharashtra & West
Bengal.

COMPETITORS
Bira 91 pictured with other popular brands of beer
Bira’s main competitors in the Indian market include Budweiser, Kingfisher, Tuborg
and Carlsberg – brands from already well-established brewers, the company is a
relatively new player in India but is steadily gaining ground thanks to its unique
brand image and clever marketing campaigns.
With strong beer accounting for more than 85% of the beer market in India—with
alcohol content ranging from 6% to 8%—Boom is assisting Bira 91 in transitioning
from a craft beer brand to a player that is seeing the majority of its development in
smaller cities and villages. Boom has also enabled Bira 91 to quickly expand—from
56 cities at the start of the year to 386 cities now—and become India's fifth largest
beer manufacturer, with a 2.7 percent value market share.
But Bira’s main competitor in India is Kingfisher. The Indian beer market's David is
taking on the market's Goliath. Given Kingfisher's market share of more than 50%,
the only option for Bira to grow is to either grab new customers — millennials — or
compete head-on. Both are being done by the brand. Bira would be limited to the
urban, youthful demographic that can afford lighter, more costly beers. Boom takes
use of an awareness of Indian preferences in both flavour and price.
Bira 91 is no longer simply a reinvented craft beer brand for a niche market; it is now
an aspirant pan-India brand that appeals to customers of all price points and ages.

Clothing/Apparel
SUPERDRY

BRAND PROFILE
The logo used for Cult Clothing
Superdry plc (stylized as SUPERDRY®冒険魂) is a UK-based apparel firm that owns

the Superdry brand. Superdry clothing and accessories mix old Americana design
with Japanese-inspired graphics. It is a publicly traded company on the London Stock
Exchange.
Superdry started in 1985 with the founding of Cult Clothing Co. by Julian Dunkerton
along with a formal business partner. The original Cult Clothing store in Cheltenham
led to the opening of many more across the nation, most of them situated in or near
university towns.
The Superdry logo includes Japanese Kanji stylization.
Superdry was born in 2003 when Julian joined forces with designer James holder,
who had previously founded the bench brand, to develop and create a new in-house
brand.
The Superdry brand has since gained recognition and popularity in the United
Kingdom and overseas, which underpins the business's growth. In 2004, following
the successful introduction of Superdry into cult clothing stores, a second store format
branded as Superdry and dedicated to selling Superdry products was launched.
The group's UK and international wholesale business was initiated in respect of the
Superdry brand's potential at home and abroad, and with the introduction of a new
partner, Theo Karpathios.

In March 2010, the company successfully floated on the London Stock Exchange,
launching the next chapter of its worldwide development and expansion. Superdry
announced the purchase of its France and Benelux franchise and distribution partner,
cnc collections bvba (supergroup Europe bvba), in February 2011, allowing the
company to expedite its European franchise rollout.
Superdry launched their main shop on Regent Street in London in December 2011.
The shop now has almost 22,000 square feet of retail space and, with the addition of
a showroom on the upper level, it is an international showcase for the Superdry
brand.
The rising success of the Superdry brand prompted management to rebrand its 20
cult stores as Superdry in mid-2012. In December of 2012, this procedure was
finished. Superdry is now available in 157 countries through its own shops and
websites, as well as through its network of franchises, licenses, and concessions, and
has created a reputation for itself in urban streetwear.

& MODES ADOPTED
In 2013, the company announced a partnership with Reliance Brands as its local
partner for the Indian market, with the goal of making India one of its most successful
international expansions. The Supergroup agreed to establish 20 outlets in India
during the first five years of its presence.
Reliance Brands, which sells worldwide names such as Ermenegildo Zegna, Diesel,
Quiksilver, Kenneth Cole, and Brooks Brothers, has inked a 20-year license
agreement with the British fashion house. Reliance Brands, a subsidiary of Reliance
Retail, planned to establish seven outlets for the brand in the following six months
and to expand into Tier II cities in the long run. The brand signed more deals with
other retailers by leveraging its LSE listed status, which lent it solid credibility.
Following this Initial run, Superdry has managed to create good brand awareness in
a country that is known for its price sensitive consumers. It managed to do this by
leveraging its retail presence instead of selling clothes through e-commerce websites
as it was a new player in the market, this allowed consumers to get a hands-on
experience with Superdry’s product and evaluate the quality of the garments while
also being made aware of their fashionable qualities. This combined with its
marketing strategies that reached out to it’s target customer base made Superdry’s
entry into India felt across the market.

PRODUCTION
Similar to a lot of foreign fashion brands, Superdry initially imported 100% of its
stock although it switched fast to a decentralized production model following the
footsteps of other pioneering fashion brands. It now manufactures garments in India
for the local market as well as exports to European Countries.
As of today, Superdry collaborates with a plethora of suppliers, employees, local and

international organizations with the common goal of respecting and promoting
human rights in accordance with its CODE OF PRACTICE and contributing to the
United Nations SUSTAINABLE DEVELOPMENT GOALS. Ethical compliance is the
brand's basic requirement - and all manufacturers with which we operate must meet
our minimal requirements. We are progressively collaborating with our factories to
make them more sustainable workplaces; 10% of Superdry factories use renewable
power, have LEED Platinum certification, or are ISO 50001 certified, indicating
investment and a focus on lowering their energy and resource impact.
Workers at a Superdry third-party supplier factory in southern India

SALES
Superdry sells its products in India

through both online and offline
channels of distribution. After
creating sufficient brand
awareness in India by employing a
strategy of targeting urban
shopping centers in Tier I cities in
India, Superdry has partnered with
numerous online and offline outlets
to expand its retail presence in the
Indian subcontinent. The brand has
its own stores which exclusively sell
Superdry merchandise.
A Superdry outlet in Quest Mall, Kolkata
The brand also expanded its online presence by entering into agreements with
several popular online fashion retailers such as Myntra, AJIO and Amazon India to
market and sell its merchandise to Indian consumers. In August of 2019, Superdry
Advert for Superdry's online-only sales

kick started an omni-channel strategy for its countrywide expansion by launching a
dedicated online store for the Indian market - www.superdry.in. The website would
sell the whole Superdry range, which was currently accessible at Indian Superdry
stores. The product categories would include men's and women's clothing, as well as
shoes and accessories, with over 4500 SKUs in stock. SuperdrySport, a dedicated
sector for activewear, would also be available on the website for clients who are
fitness aficionados.

As part of its European growth strategy, Superdry bought out its partners in Spain,
Germany and Scandinavia in 2013 and 2014 and opened a flagship store in Munich
in 2014. Following these acquisitions, and as part of its ambition to become a global
lifestyle brand, Superdry bought out its us license partner in march 2015, acquiring
the exclusive rights to distribute Superdry products in north America. In July 2015,
Superdry entered into a 10-year minimum joint venture with trendy international
group, an experienced Chinese retail operator.
COMPETITORS
Superdry’s competition in India mainly includes sportswear and streetwear brands

like Adidas, Reebok & Puma. The company’s target market segment is niche urban
clothing with an emphasis on quality and sustainability. The company has seen
double digit growth in recent years and is projected to continue this momentum as it
looks expanding its retail presence in smaller cities.

HEALTHCARE
Woodlands
Hospitals

BRAND PROFILE
Woodlands Hospital began as a secondary care unit and evolved into a tertiary care
unit over time. Woodlands has impacted the lives of millions of patients in Kolkata,
Eastern India, and other neighboring nations during the course of its more than 70-
year history.
Woodlands Logo
In the early 1940s, British companies recognized the need for good healthcare
services for their families and established the 'East India Clinic Ltd' in 1946, followed
by the establishment of two nursing homes on Elgin Road in 1947. Woodlands
Nursing Home was dedicated in January 1961 by Dr. B C Roy, the then-Chief Minister
and prominent doctor. East India Clinic Ltd was subsequently relocated to
Woodlands Nursing Home and renamed Woodlands Hospital and Medical Research
Centre Limited in 1994, before being renamed Woodlands Medical Centre Limited in
2004. In the year 2009, Woodlands Medical Centre Limited became Woodlands
Multispecialty Hospital Limited
The hospital has cared for historically prominent persons including Mother Teresa,
Oscar-winning filmmaker Satyajit Ray, Bengali Cinema legend Uttam Kumar, triple
Olympic hockey gold winner Leslie Claudius and Indian captain and cricket legend
Sourav Ganguly.
As of today, with over 785 doctors, 250+ beds, 300+ nurses and 25 technologically
advanced specialities matching international standards, it is the largest healthcare
provider in Eastern India and one of the country’s oldest healthcare organizations
dating back to the country’s independence.

RP Sanjiv Goenka group owns a lot of

prominent businesses in eastern India.
In August 2011, Sanjiv Goenka, head of the RP-Sanjiv Goenka Group, acquired at
least an 80 percent equity stake in Woodlands Medical Centre, one of Kolkata's most
prestigious hospitals, through a court-approved restructuring of the hospital's debt
and equity. This signified the newly founded RP-Sanjiv Goenka group’s formal entry
into the Indian healthcare market.
After initially acquiring shares on October, 2019, Amrex Marketing Private Limited
purchased an additional 2% ownership stake in Woodlands Multispecialty Hospital
Limited from Bata India Limited through the Amrex Ventures Group on June 8, 2021.
COMPETITORS
Woodlands’ main competitors in the market include other prominent healthcare
brands such as Fortis healthcre, Apollo Gleneagles hospitals, Dr. Kothari group etc.
Following the COVID-19 Pandemic in the country, the company is in great shape and
has never been more profitable.

Financial Services
BINANCE

BRAND PROFILE
Binance's Logo
Binance is a cryptocurrency exchange that is the largest in the world in terms of

daily trading volume. The company was founded by Changpeng Zhao, a developer
who had previously created high frequency trading software. for the Tokyo Stock
exchange. Binance was initially based in China, but later moved its headquarters
out of China following the Chinese government's increasing regulation of
cryptocurrency exchanges and crackdowns.
Company founder and CEO, Changpeng Zhao

affectionally referred to as ‘CZ’ was born in China,
Jiangsu Province. His father was a tenured
professor in a major Chinese University and was
exiled from the country by the then ruling Deng
Xiaoping administration after being branded a
“pro-bourgeois” intellectual figure. Zhao’s family
moved to Vancouver, Canada during the late 1980s
where he studied Computer Science at McGill
University in Montreal. After graduating from
Montreal University, he spent time in both New York
and Tokyo. His first foray into building trading
software was at the Tokyo Stock exchange where he Changpeng Zhao
Founder and CEO of Binance
built high-frequency trading software followed by a
stint at Bloomberg Finance where he built Futures
trading software.
In 2005, he left his job at Bloomberg Finance and relocated to Shanghai to establish
Fusion Systems, a firm known for developing some of the fastest high-frequency
trading systems for brokers, and began working in the cryptocurrency field.

He joined Blockchain.info as the third member of the team behind the cryptocurrency
wallet. For eight months as head of development, he collaborated closely with well-
known Bitcoin advocates such as Roger Ver and Ben Reeves. He also spent less than
a year as chief technical officer at OKCoin, a platform for spot trading between fiat
and digital assets.
All this while, Zhao was considering creating his own pure play digital asset
exchange that would not deal with fiat currencies. The hazards and regulatory issues
that his old colleague Ver warned him about would be reduced if he did not have a
relationship to financial institutions. But it wasn't until last year, when the ICO craze
was in full swing and volume was skyrocketing, that he decided to make his move.
The $15 million he raised in Binance's 200 million token crowd-sale last July
accurately captured Bitcoin's breathtaking surge.
CZ then launched Binance in 2017 during the ICO boom with the help of it’s
governance token, BNB. Initially created on the Ethereum blockchain and then
moved to Binance’s own smart chain, the token sale generated over $15 million in the
first round of funding and helped Binance meet its establishment costs.
As of 2021, Binance operates in almost every country on Earth either directly or

indirectly through local acquisitions. Binance US is a separate entity formed for
operations in North America.

MODE OF ENTRY
Binance entered the Indian market through its acquisition of Indian crypto exchange
Wazirx, which is the largest in the country in terms of market share. The acquisition
WazirX is India's largest Crypto exchange
provided an entry point for Indian consumers to the Binance Spot market place
through in-platform token transfers facilitated at zero transaction fees. This helped
Indian consumers bypass currency limitations and get direct access to Binance’s
trading features while avoiding high inter-country transaction fees. Binance’s
governance token, Binance Coin (BNB) was also listed on WazirX.

The company knew that in order to get a strong foothold in the Indian market it had
to provide a low entry point to its platform because of currency differences. WazirX
solved this issue with its low entry point of just Rs. 50 compared to Binance’s Rs. 750
(10 USDT) as crypto was still a niche investment category in India and people were
still figuring out digital assets.
As of 2021, Binance has onboarded millions of Indian consumers through its clever
expansion strategy and is usually used by more experienced traders who need access
to and are familiar with more risky investment options such as futures and
derivatives, something which WazirX doesn’t offer.
WazirX’s own governance token, WRX was also listen on the Binance spot market in
order to raise more awareness about the project and inject liquidity into the
company. Binance now offers direct peer to peer trading options for its Indian
customers, facilitated through the United Payments Interface (UPI), which results in
near-instantaneous transactions and ease of use.
Binance has been facing intense regulatory crackdowns worldwide as governments

scramble to get control over the digital assets market amid concerns that it is being
used to conceal proceeds of money laundering & terrorism.
Binance executives were summoned for questioning by the Enforcement Directorate

of India in July 2021. The country is investigating betting applications owned by
Chinese operators that have collected more than 10 billion rupees ($134 million) in
the last ten months for allegedly laundering some of the money through the WazirX
cryptocurrency exchange, which Binance purchased in 2019.
The app's operators used WazirX wallets to buy, convert, and transfer money to
wallets on Binance's platform. WazirX has already received a show-cause notice
from the enforcement directorate for alleged violations of foreign exchange
management rules in transactions involving cryptocurrencies worth 27.9 billion
rupees. Binance’s official reply to these investigations around the world has been that
the company is working towards establishing regional headquarters in the countries
in which it operates as well as comply with government issued KYC regulations in
order to avoid such scrutiny in the near future. Despite these setbacks, Binance is
planning it’s IPO for 2022 and aims to get listed on the New York stock exchange in
pursuit of more credibility among regulators.

Binance has made a number of acquisitions over the years ranging from a wide range
of companies.
Binance's acquisition of CoinMarketCap for an estimated $400 million at the end of

March 2020 was one of the largest blockchain acquisitions of all time.
Binance purchased the crypto wallet business Swipe. Swipe provides a Visa debit
card service that allows customers to buy and sell cryptocurrency. The technology
works by converting crypto currencies to fiat money, allowing traditional and
decentralized finance to coexist.
The company also acquired decentralized wallet Trust Wallet and popular Indian
crypto exchange WazirX in 2019.
COMPETITORS
Binance’s competition in the Indian market mainly comes in the form of other
deregulated crypto exchanges such as KuCoin, Coinswitch Kuber and its acquired
brand WazirX. The company leads the competition as it offers more complex financial
options such as futures/derivatives trading in crypto, lending options, staking
options and fixed deposits. The Indian crypto market is projected to grow at an
astronomical rate in the next five years and Binance plans to leverage its first mover
advantage as global players like Coinbase plan on entering the market.

Communication
Bharti Airtel

BRAND PROFILE
Bharti Airtel Limited is a prominent worldwide telecommunications corporation

with operations in 18 Asian and African countries. It is the third largest telecom
company in the world, its Indian headquarters are in New Delhi. In terms of
customers, Bharti Airtel is one of the top three mobile service providers in the world.
In addition to offering long distance connection both domestically and
internationally, the firm provides a comprehensive suite of telecom products to its
enterprise customers. In addition, the company provides Digital TV and IPTV
services. All of these services are provided either directly or through subsidiary firms
under the unified brand 'airtel.'
Airtel's Logo
Bharti Airtel Ltd was founded in 1995 under the name Bharti Tele-Ventures Ltd.
Bharti Telecom Ltd, a corporation formed under the laws of India, marketed the firm.
With effect from April 24, 2006, the company's name was changed from Bharti Tele-
Ventures to Bharti Airtel Ltd in order to represent their brand essence aim and the
nature of their business operations. For the first time in 1995-96, the business
introduced mobile services under the brand name 'Airtel' in Delhi and Himachal
Pradesh. During the fiscal year 1997-98, the business became the first private telecom
operator in the state of MP to receive a license to provide basic telephone services.
Airtel also provides DTH services across the country with affordable pack options, it
is also leading the IPTV revolution in India with its fiber network bundled with a set-
top box and OTT subscriptions.
As of 2021, Airtel is the second largest telecom provide in India with a whopping 29%
market share, second only to Reliance JIO. In 2012, Airtel was the first carrier to
introduce 4G services in Kolkata utilizing TD-LTE technology. The company is also
mapping a timeline for introducing 5G services in the country by the end of Q2 2024.

During the 1999-2000 fiscal year, the firm purchased JT Mobiles with the purpose of
offering cellular services operator in Punjab, Karnataka, and Andhra Pradesh. They
also purchased Skycell Chennai, expanding its South Indian reach. They established
IndiaOne, India's first private sector national and international long-distance
service, in 2001-02. They obtained permits for eight additional circles in India. In
July 2001, the firm purchased a 100 percent ownership stake in Bharti Mobitel Ltd
(formerly Spice Cell Ltd), a mobile service provider in the Kolkata circle.
They also obtained a foothold in the telecom circles of Rajasthan and the North
Eastern States by purchasing a 67.5 percent equity investment in Bharti Hexacom
Ltd. During the fiscal year 2004-05, the firm's subsidiaries Bharti Cellular Ltd and
Bharti Infotel Ltd amalgamated with the company on April 1, 2004. Prior to the
merging of Bharti Cellular Ltd with the firm Bharti Mobile Ltd, Bharti Cellular Ltd
operated in Karnataka, Andhra Pradesh, and Punjab. The firm purchased a 1%
interest from Fouad M T Al Ghanim Trading & Cont Co Kuwait, one of Bharti
Hexacom Ltd.’s shareholders.
The firm purchased a 1% interest from Fouad M T Al Ghanim Trading & Cont Co
Kuwait, one of Bharti Hexacom Ltd.’s shareholders. During the year, the business and
Videsh Sanchar Nigam Ltd agreed to share the company's national long-distance
network for 15 years in exchange for Rs 5000 million. They created a regional
partnership, Bridge Alliance, with six other prominent mobile carriers, namely Globe
Telecom Philippines, Maxis Malaysia, Optus Australia, SingTel Singapore, Taiwan
Cellular Corporations Taiwan, and Talkomsel Indonesia.
During the 2005-06 fiscal year, the firm secured a managed capacity expansion deal
with Ericsson for managed services and expanded its GSM/GPRS network into rural
India in 15 circles. They also agreed with Nokia to expand their managed
GSM/GPRS/EDGE networks in eight circles. Under their combined go-to-market
effort, the business and IBM developed Managed Services. During the fiscal year,
Vodafone acquired a 10% economic stake in the firm through the subscription of
convertible debentures in Bharti Enterprises Ltd.
In 2021, Airtel announced that it is acquiring Warburg Pincus affiliate's 20% equity
stake in its DTH arm Bharti Telemedia for a total consideration of INR 31,260 million,
which will be discharged primarily through the issuance of 36.47 million Airtel equity
shares at a price of INR 600 per share; and up to INR 10,378 million in case of default.

COMPETITORS
Airtel faces tough competition in the market from companies like Jio, VI (Vodafone
Idea), BSNL. As of 2021, According to TRAI statistics, Reliance Jio had a market share
of 36.64 percent of wireless customers, whereas Airtel had 29.60 percent, Vodafone
Idea had 23.59 percent, and BSNL had 9.89 percent.

Entertainment
NETFLIX

BRAND PROFILE
Netflix, Inc. is a streaming entertainment service provider. The company offers a
subscription service that includes streaming movies and television programs via the
Internet as well as mailing DVDs. It is divided into three sections: domestic
streaming, international streaming, and domestic DVD. Domestic Streaming
generates money through monthly membership fees for services that provide content
streaming to its subscribers in the United States. Fees from members outside the
United States are included in the International Streaming section. The Domestic DVD
category includes revenue from services such as DVD-by-mail.
The Netflix logo
Netflix has played an important role in the dissemination of independent films. The
service had 209 million customers as of July 2021, including 72 million in the United
States and Canada; it is available worldwide except in mainland China (due to local
limitations), Syria, North Korea, and Crimea (due to US sanctions). Netflix is a
member of The Motion Picture Association of America (MPA).
Reed Hastings and Marc Randolph established Netflix in Scotts Valley, California in
1997. The company's early business plan featured DVD sales and mail-order rental,
but Hastings dropped the sales approximately a year after the company's inception
to focus on the initial DVD rental operation. Netflix expanded its business by
introducing streaming media in 2007, while retaining the DVD and Blu-ray rental
business. In 2010, the firm began offering video on demand in Canada, followed by
Latin America and the Caribbean. Netflix debuted its first series, House of Cards, in
2013, marking the company's entry into the content-production market.
The company currently ranks 164th on the Fortune 500 and 284th on the Forbes
Global 2000. By market capitalization, it is the largest entertainment/media
corporation. Morning Consult identified Netflix as the eighth most trustworthy brand
in the world in 2021. Netflix was the best-performing stock in the S&P 500 stock
market index during the 2010s, with a total return of 3,693 percent. The company is
associated with the high-tech environment of Silicon Valley. It also has offices in Asia,
Europe, and Latin America, including Canada, France, Brazil, the Netherlands,
India, Japan, South Korea, and the United Kingdom. Production facilities are located
in Los Angeles, Albuquerque, London, Madrid, Vancouver, and Toronto.

ENTRY INTO INDIA
Netflix, the first worldwide service to enter India in January 2016, has just celebrated
five years in the country. Despite its ability to establish a high-paying, intensely
engaged user base, Netflix has struggled to gain significant market share in India, a
hyper-competitive market with global competitors such as Disney and Amazon.
Because of India's digital explosion, as well as competitive challenges and sluggish
growth in the US market, Netflix is looking to India for its next phase of expansion.
The company’s CEO Reed Hastings predicts that the next 100 million customers will
come from India. To put this figure in context, Netflix has slightly more than 151
million users. Although Hastings' objectives are ambitious, they are grounded in
reality, given India's tremendous growth in internet users and consumption. The total
number of Indians who have internet access makes India incredibly appealing to
Netflix. The 456 million Indian internet users account for 12% of the worldwide
internet user base and outnumber the total number of internet users in the United
States, the United Kingdom, and France combined. According to some predictions,
the overall number of internet users in India in 2018 is between 560 and 580 million.
MODE OF ENTRY
When Netflix launched its services in 2016, it was viewed as a niche platform catering
to the English-speaking urban elite of India, bringing access to popular English
movies and Netflix originals to its Indian users. The company has since diversified its
content portfolio and now produces regional content in over four languages.
Despite recognizing the need for local content and pricing itself substantially lower
in comparison to its other regions, Netflix has been unable to acquire significant
market share in India, leading the streaming giant to adopt an India-first strategy.
In conjunction with this, Netflix released a mobile-only plan that is not only equal to
the pricing ranges of its competitors, but also takes advantage of India's mobile-first
environment – 77 percent of digital content consumption is projected to take place via
mobile. Netflix has also collaborated with telecom providers to package its streaming
service in order to enhance distribution and eliminate the friction of online payments,
which is another key hurdle to OTT adoption. Furthermore, in order to attract
Indians to use its platform, Netflix is experimenting with providing free content to
subscribers, beginning with the first episode of the recently released Bard of Blood.

As a part of this new strategy Netflix started producing more and more regional
content as well as onboarded content from other regional media houses on to its
platform to appeal to a larger audience. But even though this diversification model
was in full swing, Netflix still had to understand its users’ demands in rural India – a
market that was still untapped.
Netflix revealed its largest ever content slate for the Indian market in 2021, which
included 15 series, 13 features, four comedy specials, three documentaries, and a
reality series. The new slate includes the second season of ‘Delhi Crime,' which earned
an International Emmy Award for the streaming service, as well as new seasons of
programs including ‘Jamtara,' ‘Kota Factory,' ‘Mismatched,' ‘She,' ‘Fabulous Lives of
Bollywood Wives,' ‘Masaba Masaba,' and ‘Little Things.' The list also includes Kapil
Sharma's comedy special, as well as films such as "Bombay Rose," "Pagglait,"
"Dhamaka," and "Haseen Dilruba," among others.
Netflix has struggled to increase its subscriber base in India, although it had a first-
mover advantage it allowed significant market share to be captured by Amazon’s
Prime video, which quickly signed up some original content and a few movies.
Despite the fact that Netflix creates high-quality local original material, the majority
of the content caters to viewers from cities, i.e., people who are rich, urban, and
educated. Some of Netflix's 'local' material is more foreign to the majority of Indians
than 'international' content is to Netflix's Tier 1 India user base.
In comparison to its rivals, Netflix continues to lack regional content that appeals to
consumers from Tier 2 and Tier 3 cities, as well as rural India - groups that will
drive the next phase of growth in the OTT industry and the internet as a whole.
According to Google, over 90% of information consumed by Indians is in their native
language. Despite the fact that Netflix has released some regional language
material, the service is still lagging behind its Indian rivals and must consider
adopting an India-first perspective to content development as well.
Only time will tell if Netflix’s India-first strategy is enough to compete with the likes
of Hotstar, which has 300 million monthly active users in India – twice of Netflix’s
global subscriber base. However, Netflix’s experiments with pricing, partnerships
and content indicate that it is serious about capturing the Indian market and is
looking to India for its next phase of growth.

In August of 2017, Netflix acquired Millarworld, the comic book publishing behemoth
created by Mark Millar, the renowned creator of such iconic characters and
storylines as Kick-Ass, Kingsman, and Old Man Logan, and one of the most
significant voices in comics.
Netflix announced on September 22, 2021, that it has purchased the rights to Roald
Dahl's complete collection of children's novels in a landmark acquisition. The
purchase of the Roald Dahl Story Company (RDSC) by Netflix will allow them to
develop a "unique world with the author's famous characters, such as Matilda, the
BFG, and the Twits."
The agreement allows for the establishment of films, television series, spin-off games,
immersive experiences, and theatrical productions.
COMPETITORS
Netflix India’s main rivals in the OTT market are international players like Amazon,
telecom players like Airtel and Reliance Jio and content players like Star, Sony and
Zee vying for market share.
Despite facing stiff competition, the service has developed a highly engaged user base
that uses Netflix more frequently and for longer periods of time than consumers of
other streaming platforms, as shown by greater viewing sessions per user and
viewing session duration.
Netflix has been able to considerably outperform its competitors in terms of

monetizing its user base. According to App Annie, an analytics company, Netflix's
income in India was 230 percent that of Hotstar, its closest competitor in terms of
revenue, between June 2018 and June 2019.
Despite having a highly engaged and high-paying user base, Netflix has been unable
to fulfil its goal in India, namely subscriber growth, and therefore controls a tiny
share of the Indian OTT market. According to App Annie, the total number of
downloads for Netflix between August 2018 and August 2019 was 17.5 million,
substantially lower than the 119.5 million for Hotstar during the same period. In
terms of market share, conservative estimates place Netflix at 5% of the Indian
market, compared to Hotstar's 24% share.

Education
CueMath

BRAND PROFILE
The company logo
Cuemath, which was founded in 2013, is an after-school math excellence programme

for kindergarten to grade 8 children. It is available offline at home-based centres
managed by licenced Cuemath teachers. The platform provides training programmes
that use paper-based and application-based technology under the supervision of
trained and certified teachers, allowing students from nursery to secondary school to
develop essential skills and learn and think of mathematics holistically and
analytically.
The company focuses on a learning methodology that fosters autonomous thinking

and equips students to become future problem solvers.
The curriculum, created by specialists from Harvard, Stanford, Cambridge, and IIT,
is tailored to each child's cognitive abilities. The direction of committed, qualified, and
certified Cuemath instructors who cue students to the solution rather than informing
them - a strategy that improves long-term retention and application of ideas - further
boosts learning outcomes.
Students in the Cuemath programs are taught by world-class instructors from India's
best institutions in tailor-made sessions designed to meet the students' specific needs.
Cuemath's purpose is to pave the road for children to develop mathematical thinking,
allowing them to become the problem solvers and creative thinkers of the future.
Cuemath is STEM certified and has been awarded by ETR as the best math
programme. International students now account for more than a quarter of all
students on the site. Furthermore, the firm just completed a successful Series C
funding round ($40 million), and is currently backed by Lightstone Aspada and
Alpha Wave Incubation, as well as Sequoia Capital India, CapitalG (previously
Google Capital), and Manta Ray.

SALES
Cuemath is an online only platform and is available to anyone with an internet-
capable device, be it a smartphone or a laptop. The courses are concise and to the
point as well as certified from peers across the Industry. The company grew in double
digits during the COVID-19 pandemic as demand for Ed-tech rose to record levels.
In addition to doubling growth and raising multiple rounds of funding in the previous
fiscal year, the afterschool math learning startup is streamlining operations in India,
opening an office in Abu Dhabi, and establishing cross-country teams in the United
States, the United Kingdom, and other international territories to drive global
expansion.
Cuemath’s primary goal is to reach a revenue rate of $100 million, up from $50
million currently. The company is currently present in 20 markets, including India,
the United States, and portions of the Middle East, and the firm intends to expand to
more than 50 nations in the fiscal year 2021-22.
COMPETITORS
Cuemath faces stiff competition in the Indian Ed-the market from players like Byju’s,
Whitehat Jr., Career 365 and Unacademy. Although Cuemath’s target segment is a
bit different than all round comprehensive studies, CueMath aims to capture the
STEM aspirants in the country and also offers tuition for university level math
courses. The company has seen double digit growth in Q1 21 and aims to continue
holding on to this momentum.

CONCLUSION
The purpose of this report is to give some perspective on the nature of

business, scope and international ambitions of these brands. All the material
included here has been fact-checked thoroughly by myself, I have included
the important global aspects of these businesses and have elaborated on the
attributes that were to be mentioned in the report.
I would like to thank my fellow students and associates for their continued
guidance in helping me understanding what role these attributes of any
particular brand or business have to play in their growth and development.
For any further questions please reach out to me at –

nilanjanm5@hotmail.com

Project Report - Nilanjan Mukherjee

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