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boAt Lifestyle

By: Rajiv Lal, Kairavi Dey

boAt began as a lifestyle brand in the consumer electronics category in 2016 with the aim of bringing affordable, durable, and fashionable audio products and accessories to millennials and Gen-Z…

• Length: 36 page(s)
• Publication Date: Jul 18, 2022
• Discipline: Marketing
• Product #: 523019-PDF-ENG

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boAt began as a lifestyle brand in the consumer electronics category in 2016 with the aim of bringing affordable, durable, and fashionable audio products and accessories to millennials and Gen-Z customers in India. Born in 2016 with Amazon India as its only sales platform, boAt started selling 'indestructible' connector cables. It moved to personal audio and over time, ventured into newer categories such as wireless audio, home audio, and smartwatches. Each category had custom-designed reasonably priced products supported by strong marketing efforts and a multi-brand ambassador strategy. It soon became one of India's first digitally native brands to record a revenue in excess of $65 million, and the fifth largest wearable company in the world. In early 2022, it brought in experienced executives to take the reins and steer the company on the right path as it prepared to file for an initial public offering. Newly appointed CEO Vivek Gambhir considered the next phase of growth. Would the boAt brand be strengthened by entering new categories? How should they think about leveraging offline channels? And lastly, should boAt consider international expansion?

Jul 18, 2022

Discipline:

Geographies:

Asia, India

Industries:

Consumer electronics, Retail and consumer goods

Harvard Business School

523019-PDF-ENG

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'BoAt' Becomes A Case Study At Harvard University; Entrepreneur Aman Gupta Pens An Inspiring Note

Aman Gupta, the co-founder of boAt Lifestyle and famed Shark Tank India judge, has repeatedly proved that anything is possible in this world with dedication and effort. The entrepreneur posted a lengthy note sharing how Harvard University is researching his audio and wearables brand. 

He wrote a message on Instagram and shared a photo of him standing outside Harvard Business School. 

"Harvard Nahee Jaa sake to Kya hua ... apna kaam our apnee company pahucha dee (So what if I couldn't go to Harvard. My work and company got me there.)"

Sharing his pride, Gupta added, 

View this post on Instagram

"We are really proud to share that Harvard Business School has written a case study on boAt. Today, Sameer and I were here talking to the students and the faculty about the case which was presented to the students. "

He recalled his time when he studied various case studies from a prestigious university. 

"I have studied Harvard case studies which have helped me. I am hopeful our case study will help many students learn and grow worldwide," he added.

He posted a picture of the Harvard Business School report along with the note.

Aman's heartwarming note has received comments due to the popularity of the internet.

Aman Gupta gained popularity after he appeared as one of the Sharks (mentors) on Shark Tank India.

Shark Tank India's latest season. The show's creators on Tuesday posted a teaser for it in which a vegetable seller is seen advising his customer on how a business operates using terms like equity and income.

The caption again for the advertisement stated, "Ab pura India business ki sahi value samjhega! 💸 #SharkTankIndiaSeason2 coming soon, on Sony Entertainment Television #SharkTankIndiaSeason2onSony."

The first season of Shark Tank India, which debuted last year, became an instant hit among the audience, with the ‘Sharks’ or judges on the show becoming hot favorites of the audience.

(With ANI inputs)

(For  the latest trending stories , keep reading  Indiatimes )

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boAt rides on Harvard case study wave, co-founder’s post goes viral

Boat lifestyle, an audio equipment brand, was founded by aman gupta and sameer mehta in 2016..

Getting admission to sought-after institutes like Harvard Business School is not a piece of cake, and so is a brand getting selected for a case study in an Ivy League university. Aman Gupta and Sameer Mehta, who founded ‘boAt Lifestyle’ in 2016, fall into the rare breed of entrepreneurs who have got the opportunity to be invited for a talk with Harvard students after the university published a case study of their brand.

On Tuesday, Gupta shared an Instagram post in which he spoke about his experience of visiting Harvard for an interactive session with the students and faculty members after the university published a case study of their brand. The 36-page case study was written by Rajiv Lal and Kairavi Dey, researchers at the Harvard Business School.

As per the case study, boAt Lifestyle, which produces audio electronic products like headphones and speakers, is “one of India’s first digitally native brands to record a revenue in excess of $65 million and the fifth largest wearable company in the world”.

In the heartwarming post, Gupta wrote, “Harvard Nahee Jaa sake to Kya hua … apna kaam aur apnee company pahucha dee… We are really proud to share that Harvard Business School has written a case study on boAt. Today, Sameer and I were here talking to the students and the faculty about the case which was presented to the students. I have studied from Harvard case studies which have helped me. I am hopeful now our case study will help a lot of students learn and grow around the world . #boAtReachesHarvard”.

  View this post on Instagram   A post shared by Aman Gupta (@boatxaman)

Gupta’s post soon gathered over 1.6 lakh likes in less than 24 hours. Commenting on it, an Instagram user wrote, “@boatxaman now this is something you don’t hear often about an Indian brand. Congratulations Sir Ji

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Couldn't study at Harvard, but made my company and work make a mark here, says boAt co-founder Aman Gupta

"i am hopeful now our case study will help a lot of students learn and grow around the world," boat co-founder aman gupta said in his instagram caption..

View this post on Instagram A post shared by Aman Gupta (@boatxaman)

Entrepreneur Aman Gupta's Post On Harvard University's Case Study On boAt Wins Internet

The businessman took to instagram to share the news. many internet users congratulated and wished luck to mr gupta..

Entrepreneur Aman Gupta at Harvard Business School.

Co-founder of boAt Lifestyle and the famous judge of TV show Shark Tank India Aman Gupta has proved that anything is possible in this world through hard work and perseverance. The entrepreneur shared a post detailing how Harvard University is doing a case study on his audio & wearables brand. He posted a picture outside Harvard Business School and penned a note on Instagram and wrote, "Harvard Nahee Jaa sake to Kya hua ... apna kaam aur apnee company pahucha dee (So what if I couldn't go to Harvard. My work and company got me there.)"

Mr Gupta continued, "We are really proud to share that Harvard Business School has written a case study on boAt. Today, Sameer and I were here talking to the students and the faculty about the case which was presented to the students. "He recalled his time when he studied from various case studies of the prestigious university. "I have studied from Harvard case studies which have helped me. I am hopeful now our case study will help a lot of students learn and grow around the world," he continued on the social media platform. Along with the note, he also posted a picture of the report by the Harvard Business School. 

View this post on Instagram A post shared by Aman Gupta (@boatxaman)

It was posted two hours ago and since being posted, it has amassed over one lakh likes. Several internet users have left comments on this heartwarming journey. One user wrote, "This is amazing and making it from scratch has its own charm. Congratulations Aman and Sameer."

"When boat reached international market," said a second user.

Promoted Listen to the latest songs, only on JioSaavn.com

A third user commented, "@boatxaman now this is something you don't hear often about an Indian brand.  Congratulations Sir Ji"

"Such an Amazing Achievement Sir @boatxaman.We all are proud of you , @mehta1815 Sir and @boat.nirvana with @prat23 . Heartiest Congratulations from all of us," added another user.

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Harvard publishes case study on boAt, co-founder shares inspirational post

The 36-page case study was written by Kairavi Dey and Rajiv Lal, who are researchers at the Harvard Business School.

Getting into Harvard Business School is a dream of many, and unfortunately, it remains a dream for most students as it is really hard to get admission to this prestigious institute. However, Aman Gupta, co-founder, and CMO at boAt Lifestyle has shared a post on Instagram which shows that even if you don’t study at a university like Harvard, you can still be very successful in the business world. In the caption of his post, Aman Gupta wrote that Harvard Business School has written a case study on boAt. He went on to say that he and Sameer Mehta, Co-Founder & Chief product officer at boAt, were in the institute for talking to the students and the faculty about the case which was presented to the students. He added that he is hopeful now that their case study will help a lot of students to learn and grow around the world.

Have a look at this post:

The post received a lot of appreciation in the comment section. A user wrote, “Wow! This is great. Making India proud!”

Another individual wrote, “Many many congratulations.”

An account said, “You are an inspiration.”

Some users wrote that they are proud boAt customers.

The 36-page case study was written by Kairavi Dey and Rajiv Lal, who are researchers at the Harvard Business School. According to the case study, boAt Lifestyle is one of India’s first digitally native brands to record revenue in excess of $65 million and it is the fifth largest wearable company in the world.

Operated by Imagine Marketing limited, boAt is the Indian digital-first company that sells headphones, earphones, wireless speakers, connector cables, and smartwatches. The company sold “Indestructible” connector cables in 2016 solely via Amazon India. Following this, it began selling personal audio with wired earphone product range, BassHeads, and waterproofing. and robust cables. With time, boAt expanded into home audio, portable Bluetooth speakers, wireless audio, and smartwatches.

In a recent development, boAt deferred its plans of public share sale and raised $60 million from private investors instead amid the continuing concerns over the volatile stock market.

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boAt Lifestyle

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Product Description

Publication Date: July 18, 2022

Industry: Retail and consumer goods

Source: Harvard Business School

boAt began as a lifestyle brand in the consumer electronics category in 2016 with the aim of bringing affordable, durable, and fashionable audio products and accessories to millennials and Gen-Z customers in India. Born in 2016 with Amazon India as its only sales platform, boAt started selling 'indestructible' connector cables. It moved to personal audio and over time, ventured into newer categories such as wireless audio, home audio, and smartwatches. Each category had custom-designed reasonably priced products supported by strong marketing efforts and a multi-brand ambassador strategy. It soon became one of India's first digitally native brands to record a revenue in excess of $65 million, and the fifth largest wearable company in the world. In early 2022, it brought in experienced executives to take the reins and steer the company on the right path as it prepared to file for an initial public offering. Newly appointed CEO Vivek Gambhir considered the next phase of growth. Would the boAt brand be strengthened by entering new categories? How should they think about leveraging offline channels? And lastly, should boAt consider international expansion?

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Harvard has a case study on boAt. Founder Aman Gupta shares post of gratitude

Aman gupta took to instagram to announce that his startup boat (founded in 2016) was featured in a case study in the curriculum of harvard business school..

Listen to Story

• boAt co-founder Aman Gupta shared a post of gratitude for Harvard Business School.
• Harvard published a case study on Gupta's startup boAt.
• The post was shared on Instagram.

Being one of the most elite educational institutes, Harvard Business School boasts of a curriculum that includes case studies of many companies that have made an impact in the market. That’s why, when his startup boAt was selected for a case study at the prestigious school, co-founder Aman Gupta was more than elated.

Gupta took to Instagram to announce that his startup boAt (founded in 2016) was featured in a case study in the course of Harvard Business School. A major achievement we must say! “Harvard Nahee Jaa sake to Kya hua â€æ apna kaam aur apnee company pahucha deeâ€æ (Doesn’t matter if we couldn’t go to Harvard, because our work and company helped us reach there),” read the caption.

“We are really proud to share that Harvard Business School has written a case study on boAt. Today, Sameer and I were here talking to the students and the faculty about the case which was presented to the students. I have studied from Harvard case studies which have helped me. I am hopeful now our case study will help a lot of students learn and grow around the world,” it added.

View this post on Instagram A post shared by Aman Gupta (@boatxaman)

Sustainability Solutions Network

‘BoAt’ Becomes A Case Study At Harvard University; Entrepreneur Aman Gupta Pens An Inspiring Note

Aman Gupta, the co-founder of boAt Lifestyle and famed Shark Tank India judge, has repeatedly proved that anything is possible in this world with dedication and effort. The entrepreneur posted a lengthy note sharing how Harvard University is researching his audio and wearables brand. 

He wrote a message on Instagram and shared a photo of him standing outside Harvard Business School.  

“Harvard Nahee Jaa sake to Kya hua … apna kaam our apnee company pahucha dee (So what if I couldn’t go to Harvard. My work and company got me there.)”

Sharing his pride, Gupta added, 

“We are really proud to share that Harvard Business School has written a case study on boAt. Today, Sameer and I were here talking to the students and the faculty about the case which was presented to the students. “

He recalled his time when he studied various case studies from a prestigious university. 

“I have studied Harvard case studies which have helped me. I am hopeful our case study will help many students learn and grow worldwide,”  he added.

He posted a picture of the Harvard Business School report along with the note.

Aman’s heartwarming note has received comments due to the popularity of the internet.

Aman Gupta gained popularity after he appeared as one of the Sharks (mentors) on Shark Tank India.

Shark Tank India’s latest season. The show’s creators on Tuesday posted a teaser for it in which a vegetable seller is seen advising his customer on how a business operates using terms like equity and income.

The caption again for the advertisement stated, “Ab pura India business ki sahi value samjhega! 💸 #SharkTankIndiaSeason2 coming soon, on Sony Entertainment Television #SharkTankIndiaSeason2onSony.”

The first season of Shark Tank India, which debuted last year, became an instant hit among the audience, with the ‘Sharks’ or judges on the show becoming hot favorites of the audience.

Article Credits: India Times

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Boat Branding Case Study: How boAt Captured the Audio Market

Damini Bhandary

Technology has advanced to such a level that, we are surrounded by some of the greatest inventions of humankind. Wherever we looked at, we are surrounded by electronic devices from smartwatches, to wireless speakers to wireless earbuds; all of these are keeping us preoccupied with their services.

The tech market is at its top form now. Music is something that soothes our soul, so there is hardly anyone who doesn’t like listening to music. It becomes even better when you’re travelling alone, nothing can beat the feeling of having music as your companion.

Now, every person has their own preferences, including for music as well, in this case, headsets and earphones are mandatory so that you could listen to your favourite tracks without being a hindrance to others.

The demand for headphones and earbuds has increased at an immense level in the last few years. So much that we will always find a person holding one of the equipment, all the time. There are various companies that provide all types of mobile phone assortment to their customers including earphones and headsets. Among them, one of the most famous ones in India is the company called boat.

In this article, we will talk about boAt's branding strategy and how it has established itself with its prominent and quality products as one of the most loved consumer electronics brands in India.

“What new technology does is create new opportunities to do a job that customers want done.” –Tim O’Reilly

About boAt Branding Strategy of boAt Target Audience Promotion and Advertisements Pricing and Quality of the Products FAQ

The boAt is an Indian company that deals with audio tech that mainly focuses on products like wireless speakers, earbuds, smartwatches , headsets, and earphones. All of them are quite accessible in terms of price. the boAt was founded in the year 2016 by Aman Gupta and Sameer Mehta. The main aim of the company is to provide people with fashionable tech and be a part of their daily lifestyles. Currently, Vivek Gambhir is the CEO of the company.

boAt started its journey with the capital of just INR 30 lacs, which was invested by the founders themselves. As per the reports of 2020, boAt is said to be selling 14,000 to 15,000 of its products daily and has over 2 million customers and has bale to attract the attention of their customers by developing a wide range of earphones, wireless speakers, Airdopes and headphones. The quality and the price make it more approachable to its target audience.

Branding Strategy of boAt

boAt first started experimenting by creating Apple charger cables with anti-destruction properties. It was the time when people were suffering because of getting their charger cable damaged without any obvious reason.

boAt grabbed this opportunity and up their game by creating the indestructible charger cable for Apple. This is how they stepped into the market with unique products that solved the problems of the customers .

That was just the beginning, and then the company started creating products like headphones and earphones. It was so reliable that it can be worn even while working out or exercising. These products were able to get popular amongst the younger generation who are into fitness .

Target Audience

From the beginning boAt was focused on the youth who are into fitness, they made all the products by keeping their target audience in mind. The demand for indestructible products has been increasing day by day, they understood it and started developing it. Plus with various advertisements, they tried to capture the attention of their target audience.

Promotion and Advertisements

To promote the durability of the products, boAt made advertisements where it can be seen people wearing all those gadgets while doing intense workouts and jogging, this proves what the brand is trying to convey to its audience.

From the very first, boAt was focused on marketing through digital marketing and social media. It took up many social media influencers to promote the products as well as their brand. Apart from that various celebrities like Cricketers Rishab Pant, Shikhar Dhawan, Virat Kohli , Shreyas Iyer were a part of a group of celebrities who endorsed boAt.

Not only that Bollywood star, Kiara Advani , Kartik Aaryan, and singer Neha Kakkar and Diljit Dosanjh were present in the list of celebrities as well. They mainly focus on athletes for the promotion of their brand.

Apart from all these, boAt has collaborated with Lakme Fashion week in 2019, promoted its products, and introduced itself as a lifestyle brand instead of an electronic brand. With developing products like smartwatches, portable speakers, and other wearable gadgets it has truly transformed itself into one.

These collaborations with different brands that are liked and followed by the youth are getting boAt its audience. Recently, boAt has collaborated with Bira 91, and the products of boAt can be seen in the music video.

Pricing and Quality of the Products

The best factor and one of the reasons that the brand boAt became such a success was its pricing strategy . Neither it is extremely overpriced nor it is unimaginably cheap, it is just in between. The target audience of boAt is mainly youth so they find it perfect to invest in.

Apart from that, even being affordable, boAt has taken special care of the quality of its products; it hasn’t compromised with it even a bit. The current revenue of boAt as per the 2021 financial year is Rs 1,511.7 crore.

It has been 6 years since boAt was founded and within a little, it has been able to capture the world of electronic gadgets in a mesmerizing way. It has established itself as the 5 th largest brand of wearables in the world and the number 1 audio earwear brand in India. By putting all the branding strategies properly, and selecting their target audience carefully, boAt has achieved an immense level of success and it is only going to get bigger and better in the future.

Is boAt a Chinese company?

boAt is an Indian-based consumer electronics brand that focuses on headphones, earphones, earbuds, smartwatches, and wireless portable speakers.

Who is the CEO of boAt?

Vivek Gambhir is the current CEO of boAt.

Why is boAt so successful?

The reason behind boAt's success is its ingenious marketing strategy and affordable prices.

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‘BoAt’ becomes a case study at Harvard University; Entrepreneur Aman Gupta shares a heartwarming note

Hyderabad: As Harvard Business School has recently written a case study on boAt, Aman Gupta, the co-founder of the company, took to social media to express his happiness over the news. Gupta took to his Instagram and posted a picture of himself standing at the Harvard Business School and the report. “Harvard Nahee Jaa sake […]

Hyderabad: As Harvard Business School has recently written a case study on boAt, Aman Gupta, the co-founder of the company, took to social media to express his happiness over the news.

Gupta took to his Instagram and posted a picture of himself standing at the Harvard Business School and the report. “Harvard Nahee Jaa sake to Kya hua … apna kaam aur apnee company pahucha dee(sic),” he wrote.

• boAt unveils new affordable earbuds with noise cancellation feature
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He continued: “We are really proud to share that Harvard Business School has written a case study on boAt. Today, Sameer and I were here talking to the students and the faculty about the case which was presented to the students. I have studied from Harvard case studies which have helped me. I am hopeful now our case study will help a lot of students learn and grow around the world.”

  View this post on Instagram   A post shared by Aman Gupta (@boatxaman)

Operated by Imagine Marketing limited, boAt is the Indian digital-first company that sells earphones, headphones, wireless speakers, smartwatches and connector cables.

As soon as the post went viral online, several netizens took to the comment section to congratulate the firm. “This is amazing and making it from scratch has its own charm. Congratulations Aman and Sameer (sic),” a user wrote. “@boatxaman now this is something you don’t hear often about an Indian brand. Congratulations Sir Ji (sic),” another user commented.

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‘Harvard Nahee Jaa Sake To Kya hua…’: Shark Tank judge Aman Gupta happy as boAt becomes case study at Harvard University

The post has amassed thousands of likes and comments on LinkedIn. Several users left positive comments on this amazing journey.

• Updated Nov 01, 2022, 10:29 PM IST

There’s a famous saying that anything can be achieved with hard work and dedication. Aman Gupta, co-founder of boAt Lifestyle and a popular judge on the TV show Shark Tank India, has clearly demonstrated that. In a LinkedIn post, the entrepreneur revealed that Harvard University conducted a case study on his audio and wearables brand.

He posted a picture outside Harvard Business School on LinkedIn and wrote, "Harvard Nahee Jaa sake to kya hua ... apna kaam aur apnee company pahucha dee (So what if I couldn't go to Harvard. My work and company got me there.)"

"We are really proud to share that Harvard Business School has written a case study on boAt. Today, Sameer and I were here talking to the students and the faculty about the case which was presented to the students. I have studied from Harvard case studies which have helped me. I am hopeful now our case study will help a lot of students learn and grow around the world," Gupta added.

One user wrote, “ Many congratulations Aman and the entire team of boAt. You will make us proud as Indians, an Indian origin brand’s case will be studied by millions of aspiring students. Kudos!”

Another user commented, “From reading Harvard Case Studies to becoming one of them, you guys have come a long way. Congrats.”

Founded in 2016, boAt is an Indian digital-first company that sells earphones, headphones, wireless speakers, smartwatches, and connector cables. It is operated by Imagine Marketing Limited.

In 2016, the company sold 'indestructible' connector cables exclusively through Amazon India. Following that, the company began selling personal audio products such as bassheads, wired earphones, waterproofing, and sturdy cables. boAt expanded into wireless audio, home audio, portable Bluetooth speakers, and smartwatches over time.

Also Read:  'Make Sriram Krishnan Twitter CEO and launch Twitcoin': Shark Tank India judge Anupam Mittal to Elon Musk   

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• #harvard university
• #boAT co-founder
• #Shark Tank judge
• #harvard business school

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“We Are Really Proud:” ‘Shark Tank India’s Aman Gupta After Harvard Publishes Case Study On boAt

Shark Tank India’s Aman Gupta took to the ‘grams to share his excitement as Harvard Business School published a case study written on boAt. The maverick investor remarks that

Harvard Nahee Jaa sake to Kya hua … apna kaam aur apnee company pahucha dee…”

Aman further writes that case studies from the prestigious Harvard University have helped him over the course of his entrepreneurial journey. He believes that this case study of boAt will help a multitude of students learn and grow.

View this post on Instagram A post shared by Aman Gupta (@boatxaman)

Available here for $4.25 for students with degree granting courses and $7.46 for students with non-degree granting courses. Here’s the abstract of the 36 page case study published on Harvard’s portal. The study briefs the emergence of boAt lifestyle brand and how it incepted from Amazon in 2016 and quickly took over Gen Z and the millennials with affordable, durable, and fashionable audio products and accessories. It then explains how it crossed over to other segments besides audio. The paper explains how the company became one of India's first digitally native brands to exceed revenues of $65 million. It then ponders the future of the brand with a deep dive into its marketing strategies. The Harvard paper leaves a rather curious question - should boAt consider international expansion?

Meanwhile, the comment section was flooded by congratulations from a bevy of influencers and celebs alike. Here’s a handful of them.

However a few critics slammed the founder for his subpar product and production in China.

Meanwhile, Aman is returning to the much awaited second season of Shark Tank India, along with former judges. Amit Jain of CarDekho is a new addition to the show, even as Ashneer Grover and Ghazal Alagh have not made their appearances, drawing the ire of the internet.

See Also: “Petition To Bring Back Ashneer Grover”: Netizens Demand As ‘Shark Tank India’ S2 Misses Popular Judge In The Promo

Cover Image: Instagram/Aman Gupta

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Stanley Roth, Sr. Professor of Retailing Co-Unit Head, Marketing

Rajiv Lal, is the Stanley Roth, Sr. Professor of Retailing at Harvard Business School. He is currently teaching an elective MBA course on the Business of Smart Connected Products/IOT. He has been responsible for the retailing curriculum and has served as the course head for Marketing, required study in the first year of the MBA program. Professor Lal also teaches in several Executive Education programs, has previously served as the Faculty Chair for the General Management Program, and the program on Building and Leading a Customer Centric Organization.

Lal was a Professor at the Graduate School of Business at Stanford University beginning in 1982. He was the Thomas Henry Carroll Ford Foundation Visiting Professor at Harvard Business School from 1997-98. He was the Visiting Professor of Marketing at INSEAD, France in 1986, 1988, 1992, and 1993. He did his undergraduate work in Mechanical Engineering at the Indian Institute of Technology at Kanpur, India and received his Ph.D. in Industrial Administration from Carnegie-Mellon University.

Lal's current research concerns the opportunities and challenges in building a Business around Smart Connected products/IOT. His book "Retail Revolution: Will Your Store Survive" is based on many years of extensive  research in the field of Retailing focusing on the viability of brick and mortar stores as they face the onslaught of on-line competition. In addition, he has studied how to build and sustain customer-centric retail organizations. His past work has explored successful retail strategies for global expansion. He has written extensively on the impact of using the Internet as a channel of distribution on a retailer's pricing, merchandising, and branding strategy. His earlier work in retailing studies the impact of competition between different retail formats, such as EDLP and Hi-Lo grocers. He has also studied the consequences of grocery retailers’ increasing use of store brands on store loyalty and its implications for packaged goods manufacturers.

Lal's earlier research focused on pricing, trade promotions, and salesforce compensation plans. The work on salesforce compensation plans originated with his dissertation research, which won the award for the best paper published in Marketing Science  and  Management Science  in 1985. A subsequent article, also developed from his thesis, received an honorable mention for the same award in 1986. He has also studied  compensation plans used by German salesforces.

His work in the area of pricing and promotions has been equally well recognized. Two of his articles were among the finalists for the John D. C. Little award for the best paper published in  Management Science  and  Marketing Science  in 1990. One of these articles, co-authored with Jagmohan Raju and V. Srinivasan on the impact of brand loyalty on price promotions, has been awarded the Frank Bass award for the best dissertation paper.

Lal’s recent work includes Retail Revolution: Will Your Brick-and-Mortar Store Survive? , “Retail Doesn’t Cross Borders: Here’s Why and What to do About it” in Harvard Business Review , “Retailing Revolution: Category Killers on the Brink” in HBS Working Knowledge , and Marketing Management: Text and Cases . He has published more than twenty-five articles in academic journals and more than 80 cases and other teaching materials. He has applied his academic frameworks and industry knowledge in much of his research and many of his consulting projects.

Lal has worked on a variety of such projects with a wide range of companies, including Citigroup, Citizens Bank, American Family Insurance, Standard Life Plc, Omnitel Italia, Credit Suisse, Stop & Shop, Ito-Yokado, Best Buy, Stride Rite Corporation, Oliver Wyman and Company, Fleming Companies, Nordstrom, Microsoft, Kellogg, Sara Lee D/E, Novartis Pharmaceuticals, Callaway Golf Company, Staples, and other well-known companies on strategy development and execution.

Lal  serves as a member of the Board for Leader Bank and Global Cures. In addition to these board positions, Lal has served as an Area Editor for  Marketing Science  and  Co-editor of  Quantitative Marketing and Economics.

Rajiv Lal talks to Mint about the challenges Indian retailers face, issues of profitability and impact of FDI on kirana stores.

April 17, 2012, was a special day for SANY Group and for its founder Liang Wen'gen. Headquartered in Changsha, SANY Group had transformed itself in two decades from a small welding material factory in 1989 to a leading global construction equipment manufacturer with 5 industrial parks in China; 5 R&D and manufacturing bases in America, Germany, India, Brazil, and Indonesia; and 21 sales companies worldwide. SANY Heavy Industry Co., Ltd. (SANY), SANY Group's major subsidiary, engaged in the construction equipment business and was number six on International Construction's 2012 Yellow Table, a ranking of the world's largest construction equipment manufacturers.

• Lal, Rajiv, Jose B. Alvarez, and Dan Greenberg. Retail Revolution: Will Your Brick & Mortar Store Survive?  Independently published, 2014.  View Details
• Lal, R., J. Quelch, and V. K. Rangan. Marketing Management . New York: McGraw-Hill, 2005.  View Details
• Corstjens, Marcel, and Rajiv Lal. "Retail Doesn't Cross Borders: Here's Why and What to Do about It." Harvard Business Review 90, no. 4 (April 2012).  View Details
• Krafft, Manfred, Sönke Albers, and Rajiv Lal. "Relative Explanatory Power of Agency Theory and Transaction Cost Analysis in German Salesforces." International Journal of Research in Marketing 21, no. 3 (September 2004): 265–283.  View Details
• Lal, Rajiv, and David E. Bell. "The Impact of Frequent Shopper Programs in Grocery Retailing." Quantitative Marketing and Economics 1, no. 2 (June 2003).  View Details
• Corstjens, Marcel, and R. Lal. "Building Store Loyalty Through Store Brands." Journal of Marketing Research (JMR) 37, no. 3 (August 2000): 281–291.  View Details
• Lal, R., and M. Sarvary. " When and How Is the Internet Likely to Decrease Price Competition ." Marketing Science 18, no. 4 (1999): 485–503. (Nominated for John D. C. Little Award Given annually to the best marketing paper published in Marketing Science or Management Science presented by INFORMS Society for Marketing Science.)  View Details
• Lal, R., and Miguel Villas-Boas. " Price Promotions and Trade Deals with Multiproduct Retailers ." Management Science 44, no. 7 (July 1998).  View Details
• Lal, R., and R. Rao. " Supermarket Competition: The Case of Every Day Low Pricing ." Marketing Science (winter 1997).  View Details
• Lal, R., and C. Narasimhan. " The Effect of Manufacturer Advertising on Retail and Wholesale Margins ." Marketing Science (spring 1996).  View Details
• Lal, R., and J. M. Villas-Boas. " Exclusive Dealing and Price Promotions ." Journal of Business (April 1996).  View Details
• Lal, R., J. D. Little, and J. M. Villas-Boas. " Forward Buying, Merchandising and Manufacturer Trade Deals: A Model ." Marketing Science (winter 1996).  View Details
• Lal, R., M. Corstjens, and J. Corstjens. "Retail Competition in the Fast Moving Consumer Goods Industry: The Case of France and the U.K." European Management Journal (December 1995).  View Details
• Agrawal, D., and R. Lal. "Contractual Arrangements in Franchising: An Empirical Investigation." Journal of Marketing Research (JMR) 32, no. 2 (May 1995).  View Details
• Lal, R., and V. Padmanabhan. " Competitive Response and Equilibria ." Marketing Science (spring 1995).  View Details
• Lal, R., and C. Matutes. " Retail Pricing and Advertising Strategies ." Journal of Business (July 1994).  View Details
• Lal, R., D. Outland, and R. Staelin. "Salesforce Compensation Plans: An Individual Level Analysis." Marketing Letters (April 1994).  View Details
• Lal, R. "Salesforce Compensation Plans: Managerial Insights from Recent Theoretical Developments." Recherche et Applications en Marketing (January 1994).  View Details
• Lal, R., and V. Srinivasan. " Compensation Plans for Single- and Multi-Product Salesforces: An Application of the Holmstrom-Milgrom Model ." Management Science 39, no. 7 (July 1993).  View Details
• Rangan, V. K., R. Lal, and E. Maier. "Managing Marginal New Products." Business Horizons 35, no. 5 (September–October 1992): 35–42.  View Details
• Lal, R., and Anne Coughlan. " Retail Pricing: Does Channel Length Matter ." Managerial and Decision Economics (September 1991).  View Details
• Lal, R. "Manufacturer Trade Deals and Retail Price Promotions." Journal of Marketing Research (JMR) (November 1990).  View Details
• Lal, R. " Improving Channel Coordination Through Franchising ." Marketing Science (fall 1990).  View Details
• Lal, R. " Price Promotions: Limiting Competitive Encroachment ." Marketing Science (summer 1990). (Nominated for John D. C. Little Award Given annually to the best marketing paper published in Marketing Science or Management Science presented by INFORMS Society for Marketing Science.)  View Details
• Lal, R., J. S. Raju, and V. Srinivasan. " The Effects of Brand Loyalty on Competitive Price Promotional Strategies ." Management Science 36, no. 3 (March 1990). (Nominated for John D. C. Little Award Given annually to the best marketing paper published in Marketing Science or Management Science presented by INFORMS Society for Marketing Science.)  View Details
• Lal, R., and Carmen Matutes. " Price Competition in Multi-Market Duopolies ." RAND Journal of Economics 20, no. 4 (winter 1989).  View Details
• Lal, R., and Richard Staelin. " Salesforce Compensation Plans in Environments with Asymmetric Information ." Marketing Science (summer 1986). (Runner-up of the TIMS College of Marketing Award for the Best Article in Management and Marketing Science in 1986.)  View Details
• Lal, R. " Delegating Pricing Responsibility to the Salesforce ." Marketing Science (spring 1986).  View Details
• Lal, R., A. K. Basu, V. Srinivasan, and Richard Staelin. " A Theory of Salesforce Compensation Plans ." Marketing Science (fall 1985). (Winner of TIMS College of Marketing. Award for Best Article in Marketing Science For the best marketing paper published in Marketing Science or Management Science presented by Institute of Management Sciences.)  View Details
• Lal, R., and Richard Staelin. " An Approach for Developing an Optimal Discount Pricing Policy ." Management Science 30, no. 12 (December 1984).  View Details
• Lal, Rajiv, David E. Bell, and Walter J. Salmon. "Globalization of Retailing." In The Global Market: Developing a Strategy to Manage Across Borders , edited by John A. Quelch and Rohit Deshpandé. San Francisco, CA: Jossey-Bass, 2004.  View Details
• Lal, Rajiv, and Ishan Sachdev. "Mobile Money Services—Design and Development for Financial Inclusion." Harvard Business School Working Paper, No. 15-083, April 2015. (Revised July 2015.)  View Details
• Gupta, Sunil, Rajiv Lal, and Celine Chammas. "Adobe's Customer Journey." Harvard Business School Teaching Note 523-076, April 2023. (Revised August 2023.)  View Details
• Gupta, Sunil, Rajiv Lal, and Celine Chammas. "Managing the Customer Journey Marketing Simulation: Adobe's Data-Driven Operating Model (DDOM)." Harvard Business School Simulation 523-714, June 2023. (Revised September 2023.)  View Details
• Lal, Rajiv, and Kairavi Dey. "boAt Lifestyle." Harvard Business School Case 523-019, July 2022.  View Details
• Gupta, Sunil, Rajiv Lal, and Ruth Page. "Facelift at Olay (B) Case Supplement." Harvard Business School Multimedia/Video Supplement 521-723, June 2021.  View Details
• Lal, Rajiv, David J. Collis, and Akiko Saito. "Komatsu and Smart Construction." Harvard Business School Case 521-042, December 2020. (Revised December 2021.)  View Details
• Lal, Rajiv, Sunil Gupta, and Olivia Hull. "Facelift at Olay (A) & (B)." Harvard Business School Teaching Note 521-040, April 2021.  View Details
• Gupta, Sunil, and Rajiv Lal. "Digital Marketing at HBS Online Teaching Note." Harvard Business School Teaching Note 521-076, February 2021.  View Details
• Gupta, Sunil, and Rajiv Lal. "Digital Marketing at HBS Online." Harvard Business School Case 521-027, August 2020. (Revised January 2021.)  View Details
• Gupta, Sunil, Rajiv Lal, and Olivia Hull. "Facelift at Olay (B)." Harvard Business School Supplement 521-002, August 2020. (Revised January 2021.)  View Details
• Gupta, Sunil, Rajiv Lal, and Olivia Hull. "Facelift at Olay (A)." Harvard Business School Case 521-011, August 2020. (Revised September 2020.)  View Details
• Lal, Rajiv, and Sarah McAra. "Spectio: A Digital Lighting Company." Harvard Business School Case 517-002, September 2016. (Revised September 2016.)  View Details
• Lal, Rajiv, and Shreya Ramachandran. "CarTrade." Harvard Business School Case 520-088, March 2020. (Revised April 2020.)  View Details
• Bell, David E., Rajiv Lal, and Olivia Hull. "In-housing Digital Marketing at Sprint Corp." Harvard Business School Case 520-026, June 2020.  View Details
• Lal, Rajiv, Srikant M. Datar, and Caitlin N. Bowler. "Philips' Connected Baby Bottle." Harvard Business School Case 519-020, January 2019.  View Details
• Datar, Srikant M., Rajiv Lal, and Caitlin N. Bowler. "Royal Philips: Designing Toward Profound Change." Harvard Business School Case 118-017, November 2017. (Revised July 2018.)  View Details
• Lal, Rajiv, Mette Fuglsang Hjortshoej, and Emilie Billaud. "Sigfox: Building a Global IoT Network." Harvard Business School Case 519-032, September 2018. (Revised April 2019.)  View Details
• Lal, Rajiv, and Scott Johnson. "American Family Insurance and the Artificial Intelligence Opportunity." Harvard Business School Case 519-028, October 2018.  View Details
• Lal, Rajiv, and Scott Johnson. "Maersk: Betting on Blockchain." Harvard Business School Case 518-089, April 2018. (Revised July 2018.)  View Details
• Lal, Rajiv, and Scott Johnson. "STRIVR (B): Moving into the Enterprise." Harvard Business School Supplement 518-091, March 2018. (Revised January 2020.)  View Details
• Lal, Rajiv, and Alexandra Houghtalin. "Smart City Strategy: Amsterdam, Barcelona, and Atlanta." Harvard Business School Case 518-092, March 2018.  View Details
• Lal, Rajiv, and Scott Johnson. "IBM: Watson and the Internet of Things." Harvard Business School Case 518-027, March 2018.  View Details
• Lal, Rajiv, and Scott Johnson. "Amazon, Google, and Apple: Smart Speakers and the Battle for the Connected Home." Harvard Business School Case 518-035, February 2018.  View Details
• Lal, Rajiv, and Scott F. Johnson. "The Digital Factory – Siemens: Electronic Works Amberg." Harvard Business School Case 518-054, November 2017.  View Details
• Lal, Rajiv, and Scott Johnson. "iRobot: Moving Beyond the Roomba." Harvard Business School Case 518-055, November 2017.  View Details
• Lal, Rajiv, Matt Denison, Robert Higgins, and Scott Johnson. "STRIVR: Changing the Game in Virtual Reality." Harvard Business School Case 518-048, January 2018. (Revised January 2020.)  View Details
• Lal, Rajiv, and Sarah McAra. "PTC: A Transformation to IoT (B)." Harvard Business School Supplement 518-021, August 2017.  View Details
• Lal, Rajiv, and Sarah McAra. "Spectio: A Digital Lighting Company." Harvard Business School Teaching Plan 518-023, July 2017.  View Details
• Lal, Rajiv, and Sarah McAra. "PTC: A Transformation to IoT." Harvard Business School Teaching Plan 518-022, July 2017.  View Details
• Lal, Rajiv, and Scott Johnson. "GE Digital." Harvard Business School Case 517-063, February 2017.  View Details
• Lal, Rajiv, Jose B. Alvarez, and Matthew G. Preble. "Dick's Sporting Goods." Harvard Business School Case 517-007, February 2017.  View Details
• Lal, Rajiv, and Scott Johnson. "Philips: The Shift to Value." Harvard Business School Case 517-045, January 2017. (Revised December 2019.)  View Details
• Lal, Rajiv, and Scott Johnson. "Chicago and the Array of Things: A Fitness Tracker for the City." Harvard Business School Case 517-044, January 2017. (Revised June 2017.)  View Details
• Lal, Rajiv, and Scott F. Johnson. "All Traffic Solutions." Harvard Business School Case 517-011, October 2016. (Revised January 2020.)  View Details
• Lal, Rajiv, and Sarah McAra. "PTC: A Transformation to IoT." Harvard Business School Case 517-033, October 2016. (Revised February 2019.)  View Details
• Lal, Rajiv, and Shalene Gupta. "Big Ass Solutions Ventures into Connected Products." Harvard Business School Case 517-012, November 2016.  View Details
• Lal, Rajiv, and Gamze Yucaoglu. "Hillside Beach Club: Delivering the Ultimate Family Vacation in the Mediterranean." Harvard Business School Case 516-110, May 2016. (Revised September 2016.)  View Details
• Lal, Rajiv, Esel Çekin, and Eren Kuzucu. "OPET: Precision Marketing in Uncertain Times." Harvard Business School Case 516-087, May 2016.  View Details
• Lal, Rajiv, Lisa Cox, and Sarah McAra. "M-Pesa: Financial Inclusion in Kenya." Harvard Business School Case 516-011, March 2016.  View Details
• Lal, Rajiv, and Annelena Lobb. "BancoSol and Microfinance in Bolivia." Harvard Business School Case 516-005, February 2016.  View Details
• Lal, Rajiv, and Esel Çekin. "Akbank: Options in Digital Banking." Harvard Business School Case 515-115, June 2015. (Revised November 2015.)  View Details
• Lal, Rajiv, and Lisa Mazzanti. "Goldman Sachs: Anchoring Standards after the Financial Crisis." Harvard Business School Teaching Plan 515-083, March 2015.  View Details
• Lal, Rajiv. "KGFS: A New Approach to Rural Finance." Harvard Business School Case 515-004, October 2014.  View Details
• Lal, Rajiv, and Lisa Mazzanti. "Gentera: Beyond Microcredit." Harvard Business School Case 515-017, October 2014. (Revised December 2014.)  View Details
• Lal, Rajiv. "USAA in the Digital World." Harvard Business School Video Supplement 515-707, September 2014.  View Details
• Lal, Rajiv, and Noah Fisher. "USAA in the Digital World." Harvard Business School Case 515-016, July 2014. (Revised August 2014.)  View Details
• Lal, Rajiv, and Lisa Mazzanti. "Goldman Sachs: Anchoring Standards After the Financial Crisis." Harvard Business School Case 514-020, May 2014.  View Details
• Lal, Rajiv, and Keith Chi-ho Wong. "Yonghui Superstores." Harvard Business School Case 514-094, January 2014.  View Details
• Lal, Rajiv, and Natalie Kindred. "Pearle Vision: Clearly Different?" Harvard Business School Case 514-015, October 2013.  View Details
• Lal, Rajiv. "SANY: Going Global (TN)." Harvard Business School Teaching Note 513-080, February 2013.  View Details
• Khurana, Rakesh, and Rajiv Lal. "Transforming AMFAM (TN)." Harvard Business School Teaching Note 513-079, February 2013.  View Details
• Lal, Rajiv, Stefan Lippert, Nancy Hua Dai, and Di Deng. "SANY: Going Global." Harvard Business School Case 513-058, November 2012. (Revised January 2013.)  View Details
• Lal, Rajiv, and Carin-Isabel Knoop. "The Universalization of L'Oréal." Harvard Business School Case 513-001, November 2012.  View Details
• Kanter, Rosabeth M., Rakesh Khurana, Rajiv Lal, and Matthew Bird. "PepsiCo Peru Foods: More than Small Potatoes." Harvard Business School Case 311-083, February 2011. (Revised April 2012.)  View Details
• Kanter, Rosabeth Moss, Rakesh Khurana, Rajiv Lal, and Eric Baldwin. "PepsiCo, Performance with Purpose, Achieving the Right Global Balance." Harvard Business School Case 412-079, October 2011. (Revised January 2012.)  View Details
• Kanter, Rosabeth M., Rakesh Khurana, Rajiv Lal, and Natalie Kindred. "PepsiCo India: Performance with Purpose." Harvard Business School Case 512-041, December 2011.  View Details
• Lal, Rajiv, and Rachna Tahilyani. "State Bank of India: Transforming a State Owned Giant." Harvard Business School Case 511-114, March 2011. (Revised April 2011.)  View Details
• Lal, Rajiv, and Natalie Kindred. "Insight Communications." Harvard Business School Case 511-005, March 2011.  View Details
• Lal, Rajiv, and Arar Han. "Tanpin Kanri: Retail Practice at Seven-Eleven Japan." Harvard Business School Case 506-002, July 2005. (Revised February 2011.)  View Details
• Lal, Rajiv, and David Kiron. "Dubai Duty Free." Harvard Business School Case 511-034, October 2010.  View Details
• Gulati, Ranjay, Rajiv Lal, and Cathy Ross. "Target: Responding to the Recession." Harvard Business School Case 510-016, March 2010.  View Details
• Lal, Rajiv, and Natalie Kindred. "Food Retail: Trends and Implications." Harvard Business School Background Note 510-012, February 2010.  View Details
• Lal, Rajiv, and Natalie Kindred. "Go Mobile: The Phirbol Franchise." Harvard Business School Case 510-020, February 2010.  View Details
• Lal, Rajiv. "Purolator Courier Ltd. (TN)." Harvard Business School Teaching Note 510-087, February 2010.  View Details
• Lal, Rajiv. "Staples: Back To The Future (TN)." Harvard Business School Teaching Note 510-075, January 2010.  View Details
• Lal, Rajiv. "Best Buy Co., Inc.: Customer-Centricity (TN)." Harvard Business School Teaching Note 509-074, June 2009.  View Details
• Lal, Rajiv, and Catherine Ross. "Purolator Courier Ltd." Harvard Business School Case 508-054, March 2008. (Revised March 2009.)  View Details
• Khurana, Rakesh, Rajiv Lal, and Cathy Ross. "Transforming AMFAM." Harvard Business School Case 508-081, March 2008. (Revised March 2009.)  View Details
• Lal, Rajiv, and Cathy Ross. "HP: The Computer is Personal Again." Harvard Business School Case 509-010, February 2009.  View Details
• Lal, Rajiv, and Virginia Fuller. "Shoppers' Stop Group (SSG)." Harvard Business School Case 508-017, February 2008. (Revised June 2008.)  View Details
• Lal, Rajiv, and Catherine Ross. "Go Mobile." Harvard Business School Case 508-023, March 2008.  View Details
• Lal, Rajiv, Masako Egawa, and Chisato Toyama. "Takashimaya in Transition." Harvard Business School Case 506-054, June 2006. (Revised October 2007.)  View Details
• Lal, Rajiv, and Carin-Isabel Knoop. "The Parisian Revival." Harvard Business School Case 506-035, March 2006. (Revised October 2007.)  View Details
• Lal, Rajiv, Mark Rennella, and David Lane. "Wal-Mart Mexico: Managing Multiple Formats." Harvard Business School Case 507-063, June 2007.  View Details
• Lal, Rajiv, and Laura Winig. "JCPenney: An Historical Shift toward Centralization." Harvard Business School Case 507-007, March 2007.  View Details
• Lal, Rajiv, and James Weber. "Freeport Studio." Harvard Business School Case 501-021, September 2000. (Revised February 2007.)  View Details
• Lal, Rajiv, Nitin Nohria, and Carin-Isabel Knoop. "UBS: Towards the Integrated Firm." Harvard Business School Case 506-026, March 2006. (Revised February 2007.)  View Details
• Lal, Rajiv, Carin-Isabel Knoop, and Irina Tarsis. "Best Buy Co., Inc.: Customer-Centricity." Harvard Business School Case 506-055, April 2006. (Revised October 2006.)  View Details
• Lal, Rajiv, and Nilanjana R. Pal. "New Beetle, The." Harvard Business School Case 501-023, September 2000. (Revised September 2005.)  View Details
• Lal, Rajiv, and Edie Prescott. "Callaway Golf Company." Harvard Business School Case 501-019, August 2000. (Revised September 2005.)  View Details
• Lal, Rajiv, Carin-Isabel Knoop, and Suma Raju. "Omnitel Pronto Italia." Harvard Business School Case 501-002, August 2000. (Revised September 2005.)  View Details
• Lal, Rajiv, and David Kiron. "CarMax." Harvard Business School Case 505-080, June 2005.  View Details
• Lal, Rajiv, and Arar Han. "Overview of the Japanese Apparel Market." Harvard Business School Background Note 505-068, June 2005.  View Details
• Lal, Rajiv, and Arar Han. "Nordstrom: The Turnaround." Harvard Business School Case 505-051, February 2005. (Revised May 2005.)  View Details
• Lal, Rajiv, and Arar Han. "Ito-Yokado: The Challenge of Apparel." Harvard Business School Case 505-048, March 2005. (Revised May 2005.)  View Details
• Lal, Rajiv, and Laura Coleman. "United States Army." Harvard Business School Case 504-038, May 2004. (Revised April 2005.)  View Details
• Lal, Rajiv, and Arar Han. "Citizens Bank." Harvard Business School Case 505-034, October 2004. (Revised March 2005.)  View Details
• Lal, Rajiv, and Arar Han. "Parisian: productivity and selling cost." Harvard Business School Case 505-052, January 2005. (Revised March 2005.)  View Details
• Khanna, Tarun, Rajiv Lal, and Merlina Manocaran. "Mahindra & Mahindra: Creating Scorpio." Harvard Business School Case 705-478, February 2005.  View Details
• Lal, Rajiv, and Patricia Carrolo. "Harrah's Entertainment Inc." Harvard Business School Case 502-011, October 2001. (Revised June 2004.)  View Details
• Lal, Rajiv, Walter J. Salmon, and James Weber. "L.L. Bean: A Search for Growth." Harvard Business School Case 504-080, March 2004.  View Details
• Lal, Rajiv, Nitin Nohria, and Leslie Freeman. "Peabody Simpson at the Crossroads." Harvard Business School Case 503-112, June 2003.  View Details
• Lal, Rajiv, Walter J. Salmon, and Edie Prescott. "Liz Claiborne, Inc." Harvard Business School Case 503-098, May 2003.  View Details
• Lal, Rajiv. "Arnold Worldwide: Volkswagen Ads from 1995-2000." Harvard Business School Video Supplement 503-802, March 2003.  View Details
• Lal, Rajiv. "Documentum, Inc. (TN)." Harvard Business School Teaching Note 503-035, October 2002.  View Details
• Lal, Rajiv. "HP Consumer Products Business Organization: Distributing Printers via the Internet, TN." Harvard Business School Teaching Note 503-025, August 2002.  View Details
• Lal, Rajiv. "Harrah's Entertainment Inc. TN." Harvard Business School Teaching Note 502-091, June 2002.  View Details
• Lal, R. "Sears, Roebuck and Co." 2002.  View Details
• Lal, R. "ETrade Securities, Inc." 2002.  View Details
• Lal, Rajiv. "New Beetle, The (TN)." Harvard Business School Teaching Note 502-088, May 2002.  View Details
• Lal, Rajiv. "Freeport Studio, TN." Harvard Business School Teaching Note 502-087, April 2002.  View Details
• Lal, Rajiv, and Sean Lanagan. "Documentum, Inc." Harvard Business School Case 502-026, September 2001. (Revised April 2002.)  View Details
• Lal, Rajiv, and Patricia Carrolo. "Callaway Golf Company (TN)." Harvard Business School Teaching Note 501-082, April 2001. (Revised January 2002.)  View Details
• Lal, Rajiv, and David Kiron. "Charles Schwab Corp.: Introducing A New Brand." Harvard Business School Case 502-020, November 2001.  View Details
• Lal, R. "Value Pricing at Procter & Gamble (B)." 2001.  View Details
• Lal, R. "SmithKline Beecham (SB)." 2001.  View Details
• Lal, R., Jennifer B. Lawrence, and Josie Parr. "Orchard Supply Hardware Stores Teaching Note." 2001.  View Details
• Lal, R. "Orchard Supply Hardware Stores." 2001.  View Details
• Lal, R. "Hudson's Bay Co." 2001.  View Details
• Lal, Rajiv, and Punima P Kochikar. "Intuit QuickBooks." Harvard Business School Case 501-054, November 2000. (Revised July 2001.)  View Details
• Roberts, Michael J., Rajiv Lal, and Walter J. Salmon. "Chapters.ca." Harvard Business School Case 801-158, September 2000. (Revised July 2001.)  View Details
• Lal, Rajiv, Carin-Isabel Knoop, and Suma Raju. "Omnitel Pronto Italia TN." Harvard Business School Teaching Note 501-075, May 2001.  View Details
• Lal, Rajiv, and Amy H. Nelson. "First USA and Internet Marketing." Harvard Business School Case 500-043, March 2000. (Revised January 2001.)  View Details
• Lal, Rajiv, Nilanjana R. Pal, and Jodi L. Prins. "GetConnected.com." Harvard Business School Case 501-025, September 2000. (Revised November 2000.)  View Details
• Lal, Rajiv, and Ann Leamon. "Guru.com." Harvard Business School Case 501-005, September 2000.  View Details
• Lal, Rajiv, Kirthi Kalyanam, Shelby Mc Intyre, and Edie Prescott. "HP Consumer Products Business Organization: Distributing Printers via the Internet." Harvard Business School Case 500-021, October 1999. (Revised March 2000.)  View Details
• Bell, David E., Rajiv Lal, and Ann Leamon. " Lees Supermarkets: Customer Loyalty Programs. " Harvard Business School Case 500-038, December 1999.  View Details
• Dolan, Robert J., Rajiv Lal, and Perry Fagan. "net.Genesis, Inc." Harvard Business School Case 500-009, November 1999.  View Details
• Lal, Rajiv. " Managing Marginal New Products. " Harvard Business School Background Note 591-088, February 1991.  View Details

Overview Developing a course for our MBA students on the opportunities and challenges in Building a Business around Smart Connected Products/IoT Keywords: IoT ; Smart Connected Products

Retail and the Internet The emergence of new technology, increasing number of new retail formats and the emphasis on store brands are contributing factors to enormous changes taking place in retailing. Rajiv Lal's work on the use of the Internet by retailers calls into question the conventional wisdom about the effect of selling via the Internet on brand loyalty and brand equity. This research suggests that contrary to popular belief, the Internet offers the possibility for retailers to leverage their brand equity and argues for a dramatic change in the role of the retail store when used in conjunction with the Internet.

Internet of Things Book chapters

Establishing a strategic advantage in India's highly competitive marketplace requires a systemic shift in focus—away from selling products and toward meeting the needs of customers. But how many companies are prepared to carry out such fundamental change? By transforming your organization's marketing strategy, programs, and channels, your company can capitalize on new market conditions while delivering strong financial performance.

Overview I will be teaching the First Year Marketing course next year.

Winner of the TIMS College of Marketing Award for the Best Article in Management Science and Marketing Science in 1985 for "A Theory of Salesforce Compensation Plans" (with A. K. Basu, V. Srinivasan, and Richard Staelin, Marketing Science , fall 1985).

Winner of the 1985 John D.C. Little Award for "A Theory of Salesforce Compensation Plans" (with A. K. Basu, V. Srinivasan, and Richard Staelin, Marketing Science , fall 1985).

Nominated in 1990 for the John D. C. Little Award for "Price Promotions: Limiting Competitive Encroachment" ( Marketing Science , summer 1990).

Nominated in 1990 for the John D.C. Little Award for "The Effects of Brand Loyalty on Competitive Price Promotional Strategies" (with J. S. Raju and V. Srinivasan, Management Science , March 1990).

Nominated in 1999 for the John D.C. Little Award for "When and How Is the Internet Likely to Decrease Price Competition" (with M. Sarvary, Marketing Science , 1999).

• Working Knowledge
• Social Sciences Research Network (SSRN)
• globalization
• organizational structure
• value creation
• brands and branding
• consumer goods
• customer behavior
• customer focus
• customer profitability analysis
• customer relationship management
• customer satisfaction
• emerging markets
• game theory
• international marketing
• investment banking
• managerial incentives
• professional service firms
• sales force management
• service management
• supply chain

In The News

• 02 Mar 2017
• Harvard Crimson

Panelists Explore the Changing Role of Space in the Retail Industry

• 09 Feb 2017
• Boston Globe

Ivanka Trump going under wraps at T.J. Maxx, Marshalls

• 11 May 2016

Judge’s ruling is death knell for Staples-Office Depot deal

• 06 Apr 2016
• Financial Times

Walmart – trouble in store

• 28 Sep 2015
• HBS Working Knowledge

Six Lessons from Mobile Money Ventures in Developing Countries

Rajiv lal in the news.

02 Mar 2017 Harvard Crimson Panelists Explore the Changing Role of Space in the Retail Industry

09 Feb 2017 Boston Globe Ivanka Trump going under wraps at T.J. Maxx, Marshalls

11 May 2016 Boston Globe Judge’s ruling is death knell for Staples-Office Depot deal

06 Apr 2016 Financial Times Walmart – trouble in store

28 Sep 2015 HBS Working Knowledge Six Lessons from Mobile Money Ventures in Developing Countries

09 Dec 2015 Boston Globe As Office Depot merger falters, Staples’ next step won’t be easy

14 Aug 2015 New York Times Stores Suffer From a Shift of Behavior in Buyers

24 Jun 2015 Boston Globe New rivals spur Stop & Shop, Hannaford merger

13 May 2015 Mint Will brick-and-mortar stores survive?

23 Apr 2015 Washington Post The unusual and kind of brilliant way Pret A Manger thanks its customers

27 Mar 2015 Inc. A Millennial Mania for Discounts Is Radically Reshaping Retail

12 Mar 2015 Boston Globe Maine retailer L.L. Bean plans to triple its stores

04 Mar 2015 HBS Working Knowledge Retail Reaches a Tipping Point—Which Stores Will Survive?

27 Feb 2015 Progressive Grocer New Book by Harvard Professors Predicts Retail Revolution

27 Feb 2015 Harvard Business School Harvard Business School Professors Predict Retail Revolution

17 Feb 2015 Associated Press White-out conditions mean retail blues in New England

04 Feb 2015 Boston Globe Staples, top rival agree to unite as sector convulses

01 Jul 2014 Boston Globe Supermarkets’ new motto: Be prepared

05 May 2014 American Public Media: Marketplace What a new CEO at Target will face

27 Mar 2014 American Public Media: Marketplace Report: Brookstone headed for bankrupcy

21 Feb 2014 Economist The curiosity-shops business: Massaged parlous

19 Nov 2013 American Public Media: Marketplace Best Buy 3.0? The big box reinvented

09 Oct 2013 Bloomberg TV: In the Loop Is J.C. Penney Going to Make It?

20 Aug 2013 Harvard Business School What went wrong at JC Penney?

24 Jan 2013 Mint What can foreign retailers bring in which India doesn't already have?

13 Mar 2012 New York Times Pepsi Chief Shuffles Management to Soothe Investors

05 Mar 2012 HBS Working Knowledge Is JC Penney’s Makeover the Future of Retailing?

03 Feb 2012 WGBH-TV J.C. Penney gets a makeover

19 Dec 2011 HBR Blogs Death Knell for the Category Killers?

28 Mar 2011 Virtuous Retail Future of India's Retail Market

01 Dec 2010 WGBH-TV Google bids for Groupon

04 Oct 2010 HBR Blogs Why Wal-Mart Went Shopping in Africa

28 Jul 2010 DNA India It is not easy to compete with kirana stores

17 Nov 2009 Harvard Business School Harvard Business School Faculty Share Perspectives On Holiday Consumer Spending

Areas of Interest

Additional topics.

BoAt Lifestyle: Exploring Strategies to Sustain the Growth Momentum

About This Product

Learning objectives.

• Explain marketing strategies for a D2C brand.
• Develop deeper insights into the different elements of marketing mix.
• Additional Details
• Supplemental Products
• Supporting Materials

Shackleton: An Entrepreneur of Survival

In recent years, polar explorer Sir Ernest Shackleton has been celebrated through books, memoirs, several films, and a major museum exhibit. His achievements on the ice have much to teach business students and executives, says Harvard Business School professor Nancy F. Koehn. That's why she created a new business case called Leadership in Crisis: Ernest Shackleton and the Epic Voyage of the Endurance .

Shackleton, who died in 1922 at the age of forty-seven, never achieved his goal of traversing the continent of Antarctica. He is remembered these days for something more extraordinary. After his ship, the Endurance , became hopelessly trapped in pack ice, Shackleton abandoned one cherished goal and shouldered another that was forced on him by circumstance. Through extraordinary hardships that lasted almost two more years, he ensured the survival of all twenty-seven of his crewmen. It is a testament to his leadership skills that eight members of the ill-fated Endurance voyage signed up for Shackleton's next expedition to Antarctica.

Martha Lagace: Why was Shackleton's voyage good HBS case material?

Nancy Koehn: There are three reasons. The first is that I think there are many important lessons for business leaders to be found in areas outside business. History itself, literature, theater—look to Shakespeare and Henry V, Julius Caesar, or King Lear .

When we look at these enduring works, we find more than just great literature and interesting questions about living a good life. We also find important insights into how to motivate people, allocate resources, and act with great integrity in moments of crisis. I firmly believe that the template for business education can be very broad.

As soon as that ship was frozen, Shackleton figured out that the goal of the enterprise was no longer to walk across the continent of Antarctica. The new goal was to survive. —Nancy Koehn

The second reason is that we are now living in a turbulent time. It's more than just September 11, although September 11 is perhaps the best single metaphor we have for Americans' sense of greater turbulence. There's been change in the stock market; there's an uncertain economy that seems to be recovering—but we're not quite convinced that it's recovering, we're not sure it won't implode again. There's been turbulence in the world order of a new caliber and intensity, and America's position in the world seems suddenly uncertain. There are new questions about where we are going as a people, as business leaders, and as good citizens. Leaders have to be able to manage in stable, prosperous times and also in very uncertain, dangerous times. And sometimes they have to be able to lead when the stakes are much, much greater than they expected them to be.

The third reason is that the Shackleton story is compelling. Case method learning is partly about choosing compelling stories—stories that we can learn from, stories that we can make our own, stories that we don't forget as we go out in the world and begin to be responsible for other people's lives, jobs, money, energy, and commitment. This was a great story of integrity and humanity—and one that no one ever could have predicted, not in what happened, how it unfolded, or how it ended. Ernest Shackleton, like all of us, is as flawed as he is brilliant, or as flawed as he is effective. His story is one of the human spirit in all its wonder and all its frailty.

Business leaders, I believe, have to be able to discern both of these aspects of people and of organizations. They need to see how in a moment of great trial all of Shackleton's possibility could come forward to affect his future and that of others. But in order to appreciate what Lincoln once called "the better angels of our nature," the strengths and possibility of a given person or enterprise, leaders must also be able to see an individual or organization's weaknesses. And the case points to these aspects of Shackleton and the expedition as well.

I've taught this case twice so far: to MBA students and in Women Leading Business, one of our executive education programs. Both groups pointed to the fact that there was a huge amount of Shackleton's ego that he found very hard to divest until the ship ran into trouble. He insisted on sailing out of South Georgia Island in the winter of 1914–15, for example. He could have waited it out and not encountered the ice floes that the whalers at South Georgia predicted were coming.

Both groups of students pointed to his impetuosity in hiring. They also pointed out that he didn't seem to have a rich personal life, that his life was on the ice.

One thing Shackleton did very well was to revise, and reset, his objectives as the context changed. As soon as that ship was frozen, he figured out that the goal of the enterprise—and it was an enterprise, an organization—was no longer to walk across the continent of Antarctica. The new goal was to survive. He was able to see that and keep that clearly in focus.

It's frequently very hard for people to do this, to give up on a long-sought-after goal. And yet sometimes the stakes can be as high as one's life and other people's lives. And so they were at that moment for Shackleton and his crew.

One of the great challenges of managing or leading in turbulence is being able to play to your stronger suit as a leader and also play to others' stronger suits. Lincoln did it, Shackleton did it, Gandhi, Frederick Douglass, and many others have done it. We need to be able to help our students understand how they can do it both in "big L" leadership contexts, and, as HBS Dean Kim Clark says, in "small l" leadership roles.

Q: Was Shackleton an entrepreneur? If so, how?

A: There's a definition of entrepreneurship that HBS's Howard Stevenson pioneered. Many of us have used it at the school. It is, "Entrepreneurship is the relentless pursuit of opportunity without regard to resources currently controlled." That's a great definition, and it was true of Shackleton when his objective was to walk across Antarctica.

He had to pursue opportunity. He had no money. His reputation suffered some when the South Pole was discovered in 1911 and that was no longer "a company to found." There was no longer a continent to conquer. He suffered somewhat when Robert Falcon Scott died on a horrendous journey back from the South Pole in 1912. He realized that Scott would be lionized. And, indeed, Scott became a martyr, a great hero for English history.

This meant that Shackleton was perceived to be out of the loop when he started to raise money. And as the winds of what would become World War I started whipping across Europe, people were less interested in polar exploration. So it was under less than ideal circumstances that Shackleton had to marshal resources: He had to find men, money, a ship, dogs. He had to find someone to help them learn to ski. He had to figure out how to do all this—how to make his dream real, how to bring it out of the ether.

When we teach students about the entrepreneurial journey—which can apply to a manager at a small company or in a large, established organization—we say that entrepreneurs are made, not born, and that entrepreneurship is a way of managing, not necessarily a way of being as a person. Any of us can be an entrepreneur.

He thought he was going to be an entrepreneur of exploration but he became an entrepreneur of survival. —Nancy Koehn

I was fascinated with how completely Shackleton's enterprise had to change once the ship was frozen in the ice. That happens in all kinds of businesses. Anyone who has tried to start a business or manage an existing one knows that you often have to change horses midstream several times if the thing is going to succeed. And those can be big midstream horses—from a new product, to a new CEO, a new set of investors, or a whole new set of customers.

It can be very significant. It can be a life change. That's what happened to Shackleton, too. He thought he was going to be an entrepreneur of exploration, but he became an entrepreneur of survival.

Q: When he returned home in the autumn of 1916, England was in the throes of the First World War. The public was rather indifferent to his achievement. What do you think about the end of his story?

A: Let's begin with the beginning of the end. In the beginning of the end, there were Shackleton's tireless attempts to rescue the twenty-two men who were trapped on Elephant Island. Shackleton simply would not—could not—let go of the quest to get his men home safely. Once he arrived at the whaling station on South Georgia Island in May of 1916, he had to find a boat to get through the ice, get back across those perilous waters—some of the most dangerous waters to sail in in the world, including the Drake Passage—and get the remaining men who were stranded on Elephant Island. He was stymied several times.

Imagine what Shackleton had been through: The worst nightmare possible. But he had survived to reach the whaling station on South Georgia. He used the telegraph there to try to get through to his home country, but there was no boat available in wartime England. He was worried about his men starving on Elephant Island. There was an amputation while he was gone. He was equally concerned about their morale—because of course, our motivation and our possibilities are so conditioned by how we think about ourselves and the enterprise in which we are engaged, and our leaders affect that.

Worsley, the expedition's navigator, was a good friend of Shackleton who charted them from Elephant Island to South Georgia and stayed with him the whole time. He wrote of Shackleton and what the effort to bring his men home cost him. Worsley said that Shackleton went gray—his hair literally turned gray between the time they arrived at the whaling station at South Georgia in May and the following August, when they rescued the remaining men.

When Shackleton and Worsley finally got back to Elephant Island in a boat that came from South America, the men on the island saw the ship coming and all stood on shore waving. From the deck of the rescue ship, Shackleton counted the figures on land one by one. When he reached the number twenty-two, great relief passed over his face. They were all there!

There was exuberance and deep gratification, maybe gratitude to him and other powers. Shackleton had achieved his objective. And then, after a moment of that exuberance and a moment of thanks, they sailed back to South America and there was a celebration.

But when Shackleton and his men returned to England no one seemed interested in polar exploration, in the Endurance expedition, nor in the incredible story of survival that Shackleton and his crew had to tell. England had bigger fish to fry in the form of the First World War. In a strange, sad twist of fate, two of the Endurance crew would be killed in the war. Imagine the extraordinary irony of having survived all that, only to be slaughtered by machine gun fire in the first modern war of mass carnage, World War I.

The war opened a new century of human destruction on a scale that Shackleton could never have envisioned. In many ways, Shackleton was of an older world. And this is why I included the ending. I wanted readers to think, "Which aspects of his moment are like our moment?" One thing that is relevant about his moment to our own time is how it ends—with mass destruction. Destruction that would continue throughout the twentieth century, with two world wars, with mass genocide, with numerous terrible civil wars, the Holocaust, the nuclear age, and most recently, for Americans, with September 11. So we, like Shackleton, have some taste of the power of man to destroy others.

Shackleton saw that irony. He cannot not have seen it. The reputation and survival that meant everything to him meant seemingly very little to the larger world in 1916. It would wait for our moment to reclaim it, revalidate it, sanctify it, and learn from it.

I wanted our students to see that irony. I wanted our students to also see that some of the valiance, integrity, compassion, and respect for individual life that was part of an older world, and that was part of Shackleton, did not die on the fields of Flanders. It lives in all of us. We live to serve our selves, greater good, and our organizations. We live to serve with integrity.

There are historians who have said that a particular code of behavior, a way of seeing the world—one often associated with an older, feudal order—died with the First World War. I think it should live. I think it must live. I wanted our students, our executives, to believe it can live here now.

• 03 May 2024
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• Entrepreneurship
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BoAt Case Study: Business, Marketing Strategy & Success Story

Boat Case Study

About Boat:

Introduction:.

It takes a lot of effort for a brand to become popular among others. A strong marketing strategy , keeping pace with the changes in society, and understanding the masses are a few elements that if followed judiciously, can yield great results for the business.

In today’s article, I am going to discuss one such company which touched heights in a very less time. We shall understand their strategies and what worked for them. We shall discuss the Indian-based consumer electronic brand, “Boat”.

Music – a natural healer:

Music is something that acts as a natural way to rejuvenate our souls. Music can become your travel partner too. Even medical science uses Music therapy to treat certain ailments like autism, Alzheimer’s, depression, and many more.

It is believed that music boosts memory, improves self-love and self-esteem, reduces stress, lowers blood pressure, and builds a better human being. With so many benefits, music has been the topmost priority of people when they want to refresh themselves.

BoAt case study:

Every person has his/ her preferences in selecting music. This has led to the emergence of portable music devices like headphones, headsets, and earphones.

These devices let you enjoy your selected music without creating a hindrance to others. So the demand for portable music devices has increased tremendously over the past few years. Thus many companies have come up with different forms of musical devices.

One such popular brand is “Boat”, which provides one of the best portable music devices on the market. It provides a huge variety of devices. Using good headphones, the user can listen to music as well as connect with professionals without holding the phone.   

The emergence of the company:

A Delhi-based startup was founded in Nov. 2013. From 2013 to 2016, the company was struggling hard to generate sales . So in 2016, the company brought changes to its business strategies. BoAt emerged as a lifestyle brand that deals with fashionable electronic devices. The main idea behind launching the brand was to bring affordable, fashionable, and durable audio devices to accessorize people of different age groups. 

Must read: Nykaa Business Model & How Nykaa Works?

Beginning of the journey: challenges faced by boat company

The company began as a cable manufacturer and seller company. In the initial years, BoAt bought earphones from Chinese manufacturers, applied branding on them, and sold them in the Indian markets bearing the name “BoAt earphones”.

It has grown in years to emerge as a popular global brand to sell fashionable audio devices ranging from portable travel charges to premium headsets. In just a few years, the company has successfully gathered more than 70,000 happy customers and popular brand ambassadors.

BoAt has emerged as the 5th largest global brand in 2020 to provide wearable music devices. Lakme Fashion Week in 2019 held in Mumbai, displayed ramp walkers carrying boAt products as the only accessories.

A story about the emergence & success story of B oat company:

Aman Gupta from Gurugram and the passionate audiophile Sameer Mehta came up with the idea of launching the brand. The rising popularity of Chinese products in the Indian market was something that made them realize the need for swadeshi products. They mainly focussed on providing good quality durable products with affordable prices to Indian customers.

Aman Gupta – Is the co-founder and CMO of boAt. Being a commerce graduate from DU, he jumped from one organization to another to finally land at co-founding one of the most popular audio devices companies in India. 

Must read: CRED Business Model and How CRED Works | CRED Success Story?

He had an incredible career discussed below.  

• Joined The Institute of Chartered Accountants of India. 
• Pursued MBA degree in 
• General Management and Marketing, from The Kellogg School of Management from Northwestern University; and
• Finance and Strategy from The Indian School of Business.   
• Joined Citi Bank as an Assistant Manager.
• He applied to work for JBL due to his fascination with gadgets and worked there for 2 years. He managed the offline distribution of JBL through kiosks like Croma, Reliance Digital, etc. During his working period, he learned about product management which later on helped him in co-founding boAt. 
• Became CEO & Co-Founder of the Advanced Telemedia Pvt. Ltd.  
• Became Senior Management Consultant of KPMG (Klynveld Peat Marwick Goerdeler).
• Joined Harman International (JBL) as a Sales Director.
• Finally in 2016 co-founded boAt along with his partner Sameer Mehta.
• Also co-founded the parent company of boAt named “ Imagine Marketing India ”.

Sameer Mehta – Co-founder, CPO of boAt and ED of Kores. In the initial stage of his career, Sameer Mehta was the owner of a company named “Redwood Interactive”. Being a student of St. Xavier School, Mumbai, he pursued a bachelor’s degree in commerce from the popular Narsee Monjee College of Commerce and Economics.

Must read: Success Story of Razorpay: Marketing Strategy, Business Model, Revenue Model – Razorpay Case Study

Goals and vision of boat company:

BoAt found flaws in the longevity of mobile charging cables used in the market. The founders witnessed frequent damage caused to such cables due to internal and external factors and thought of finding out solutions to such problems. So they focussed on launching indestructible cables. Soon they launched water and sweat-resistant hearable products. 

Selling partners and brand endorsements:

The brand sells a variety of its products on popular eCommerce sites like Amazon, Flipkart, Myntra, Jabong, etc., and even in retail outlets like Croma. It is believed that BoAt was born virtually on Amazon.com. The company tied up with 6 IPL teams Mumbai Indians and Chennai Super Kings. 

The company includes popular endorsements from famous personalities of different industries like Bollywood, cricket, etc. Personas like Hardik Pandya, K.L.Rahul, Shikhar Dhawan, Kartik Aryan, Neha Kakkar, Kiara Advani, Jacqueline Fernandez, and many others are endorsements of boAt. Also, the company has co-branded with musical events like the Sunburn Festival and Lakme Fashion Week, etc.  

Must read: 11 Greatest [WOM] Word of Mouth Marketing Strategies to Elevate Your Business

BoAt efficiently uses the benefits of influencer marketing to promote its products. It calls its influencers “BoAtheads”. BoAt recently collaborated with Alcobev company Bira 91 and together launched an exclusive audio collection named BOOM on January 20, 2022. The collaboration saw an amalgamation of Bira 91’s vibrant colors and boAt’s exclusive audio experience.

Recently BoAt launched a line of products especially targeting the Marvel fanbase. It launched earbuds, headphones, and speakers having characters like Iron Man, Captain America, and Black Panther on them. 

boAt’s Investors:

2018: an investor Kanwaljit Singh of Fireside Ventures, invested 60 million in BoAt. He was spellbound by the unique performance of the company from choosing the right audience to maintaining a standard quality of products.

2021: Qualcomm Ventures invested INR 50 crore in the company at a valuation of INR 2200 crore. The boAt has a total of 5 investors.

Must read: What Is Viral Marketing: Viral Marketing Strategies, Techniques and Examples

Some popular products of boAt:

the boAt has a wide range of products available for every individual. Its products range from wireless earphones, and audio-focused electronic devices to assorted mobile accessories and much more.

Wireless earbuds

BoAt has a line of wireless earbuds in the name of “Airdopes’ ‘. A major difference between an EarPod and an Airpod is that AirPods are completely wireless whereas original EarPods are the wired version.

BoAt Airdopes has an active noise cancellation technology that cancels out any external noise and delivers only the pure sound of your media. Bluetooth connectivity enables wireless usage of the device. The Airdopes come with a case having an in-built battery to charge the wireless Airdope when not in use.   

Tethered wireless earbuds:

BoAt offers a range of tethered wireless earbuds under the brand name Rockerz and Boat. Such earbuds are not connected directly to an audio source. The earbuds are connected through a wire or a band. The wire/ band houses the batteries and control systems. Users can wear the band around their neck or behind their heads.

Wireless headphones:

BoAt offers wireless headphones in two forms- on-ear and over-ear. The headphones are under the brand name Rockerz, BoAt, and Nirvana. Unlike headphones of other companies, BoAt headphones have built-in Bluetooth connectivity to connect to any audio source.

The user need not connect the headphone with the audio source through any wire. The wireless headphone contains lithium-ion batteries integrated into the device. Many of the models of BoAt’s wireless headphones come with an auxiliary audio cable that can be plugged into standard headphone jacks. Connecting the headphones with the auxiliary cable does not drain down the extra charge. 

Earbuds and wired earphones:

BoAt earbuds and wired earphones get connected to a standard headphone jack of the user’s audio-output device like a music system, mobile, PC, etc. The headphones and earbuds offer good noise cancellation by obstructing external sounds which create hindrance in the musical journey of the user.   

B oAt smartwatch:

The company offers smartwatches with various modes. For instance, the sports mode helps you track your steps while cycling, walking, hiking, climbing, exercising, etc. It is a great option for fitness freaks. The smartwatches also provide a Bluetooth calling facility to enable the user to receive calls without holding his phone. The screen of the smartwatch will display the caller’s detail and provide you with an option to either receive or decline the call. The watch even has a loudspeaker with which you can have an amazing conversation with the caller. The IPX Water Resistance ensures the longevity of your device by being sweat and swim-proof. boAt smartwatches also have a menstrual tracker for women, making them one of the best smartwatches for men and women. 

B oAt wireless speakers:

BoAt offers an exclusive range of attractive portable wireless speakers under its brands Rugby and Stone. The speakers have effective Bluetooth connectivity and built-in batteries for an efficient wireless experience. They are affordable, provide louder sound output and have long battery life. The boAt Bluetooth speakers can be used indoors as well outdoors. 

Indoor theatre soundbars:

BoAt offers another range of home audio equipment through its brand Avante. It delivers subwoofers and home theatre sound systems to be connected with televisions and home theatres. It has exclusive features like Bluetooth, auxiliary audio cables, HDMI, and USB-A. These speakers give you a theatre experience. You can get the feeling of sitting in a hall without even booking a ticket. The captivating sound of Dolby Audio Technology is what will drive you crazy about this audio device.  

Mobile accessories:

Along with fancy audio devices, the brand also provides portable devices to accessorize your mobile devices, like USB cables, auxiliary cables, power banks, adapter chargers, and many more. Boat power backup external batteries are available under its brand “Energyshroom”. 

B oAt limited edition:

Limited/ special edition of a brand is the upgraded version of an existing product. The purpose behind launching a limited edition product is to promote the brand or establish collaborations with other brands. The Boat provides limited edition products to its customers which are in form of headphones/ speakers/ cables, and many more. 

Must read: 5+ Powerful Brand Positioning Strategies to Stand Out From Your Competitors

BoAt revenue performance report 2022: 

The largest product line of BoAt was wireless earphones and headphones. The sales grew by 2.5 times to Rs.947.4 crore in FY 21 from Rs.375.7 crore in FY 20. The second position was taken by the wireless speakers. Sales of the speakers grew up to 2.6 times from Rs.113.2 crore in FY20 to Rs.297.4 crore during FY21. The manufacturing and assembling of the company take place in China. The company plans to shift its manufacturing industry to India through the Indian Government’s PLI (Production Linked Incentive) scheme. The company’s total annual expenditure grew 2.2times from Rs.637.6 crore in FY20 to Rs.1420.1 crore during FY21.  

BoAt’s revenue has crossed a whopping 500crore in FY2020, which was the expected revenue of the company for FY 21-22. Today, the company has 5000+ retail stores and 20 distributors. 

Shareholders of BoAt:

The owners Sameer Mehta and Aman Gupta hold 28.26% of equity share capital on a diluted basis, i.e. both the founders hold 56.52% in the company. The BRLMs(Book Running Lead Managers) are Axis Capital, Credit Suisse, ICICI Securities, BofA Securities, and Link Intime.  

BoAt recently signed a 50-50 john venture with the electronic manufacturer Dixon Technology Ltd. to establish a powerful manufacturing base in India for local production of its products. It was a step to move away from China. 

Must read: 10+ Best Video Marketing Strategies and Trends For 2022

Marketing strategies of BoAt:

• Private label business – In the initial years of its origin, the brand used the traditional business model of Private Label Business, where it purchased its products from Chinese manufacturers, did the branding, and sold them in India under the name of “BoAt products”. This method did not benefit the company. So to increase its sales, the company thought of changing its business model .
• Designer electronic devices – Till 2014, audio devices were sold in the market as simple electronic devices. Nobody focussed on their design. The boAt started launching electronic products which grabbed the attention of the audience due to their unique designs. It sells audio devices like accessories.  The boAt is also collaborating with the fashion industry. It launched spunky headphones at the Lakme Fashion Week 2020 by collaborating with the popular fashionista Masaba Gupta. Together, they launched products that gave a feel of the disco style of the late 70s. 

• Digital marketing – To increase sales, BoAt adopted digital marketing techniques in its marketing strategy. For a successful business, it has to first create demands in the existing market. So the founders turned their focus around e-commerce. The marketing strategies of the company are as under:
• Mobile marketing – boAt connects with its audience and customers through a mobile app, emails, and SMS marketing.   
• Email marketing – The company sends personalized messages to their existing and potential customers informing them about a new product or upcoming discounts. Such messages carry catchy and crisp emails.
• Social media marketing – boAt has reached great success through social media marketing. It makes a presence on digital platforms like Instagram, Facebook, LinkedIn, etc.
• Hashtag Marketing – The company smartly uses catchy hashtags to increase customer conversion. Such hashtags have made a remarkable presence on social media platforms. Some of the popular hashtags used by the company are #boatheads, #levelupwithboat, #raisethebar, and others.  
• Campaigning through social media – Instagram stories are created and shared by BoAt under the name “boAt adventures” to catch the attention of the audience. Digital campaigns have helped the company connect with the right target audience and share the right type of content. 
• Influencer marketing – boAt has struck deals with influencers, celebrities, and popular personalities from different industries. Celebrities like Kartik Aryan, Kiara Advani, and Jacqueline Fernandes are some famous endorsements of BoAt. Also, popular content creators like Prajakta Koli, Harsh Beniwal, and Bhuvan Bam are some of the promoters of the brand.  
• Engagement Marketing – Concerts created by boAt are unforgettable to the audience. The company uses a two-way communication method using photo booths, and nirvana zones and asks its customers to participate. They then share customer stories on their official Instagram page. This creates emotional bonding between BoAt and the audience and creates a loyal customer base. This engaged communication generates buzz around the market. Further boAt has conducted takeover tours with popular musicians like A.P.Dillon and has successfully launched campaigns in Mumbai, Chandigarh, Goa, Gurugram, and Hyderabad. In 2019, boAt conducted the Sunburn Festival at Goa where stars like Wiz Khalifa, DJ Snake, Tyga, and Yellow Claw performed.  

• Offline marketing – Digital marketing has been proved to be a very effective marketing strategy for many businesses. Offline marketing like print media, newspaper ads, and others also play a pivotal role in promoting a business. The boAt uses print media to promote its brand. The company also sells through retail outlets like Reliance Digital and Croma.  

• Innovation – The company experts adopt innovation in their product range. The company keeps launching different types of products and continuously grabs the attention of its audiences. Every product launched by the company has a touch of innovation.   

Must read: What is Meme Marketing & How to Develop Meme Marketing Strategies?

boAt mainly focuses on customer needs, the customer wants, and their behavioural patterns. The company made its products affordable and durable for every type of customer. The brand deeply studied the market and its customers. Thus it collaborated with cricketers, musicians, fashionistas, and such personalities who were popular among the target audiences . In such a way the company could successfully create a strong customer base and become a billion-dollar company in India.    

Triumphs of BoAt:

The boAt has emerged as the 5th biggest audio company in the world. There is no particular tip or reason behind such a huge success. The consistency in the efforts put in the company by the team has given them such a huge success in a short period. Let us discuss some of the reasons for their success.

Reasons for the success of BoAt:

• Improvisations – BoAt refers to the influencers of its brand as BoAtheads. They form an integral part of the clan. The company aims at customer satisfaction and brings in products based on their likes and requirements. This gives their users a feeling of belongingness. The products of the company are fresh and colourful.  
• Adaptability – The steep growth of the company is mainly because it adapts itself to the changing trend in the market. It kept a keen eye on the latest trends in the market. It constantly kept adopting such changes in its marketing strategies. The brand’s first product was the indestructible Apple charging cable followed by an exclusive range of earphones. Their first earphones were named BassHeads. Soon after, in 2018, the brand came up with a wide range of speakers. In 2019, BoAt launched soundbars and home theatre systems. 
• Classification as a lifestyle brand – The brand depicts itself as a lifestyle brand and not a consumer electronic brand. These tactics were displayed during the 2019 Lakme Fashion Week in Mumbai, where the models displayed boAt products as their only accessories while dressed up in designer outfits.
• Blitzscaling – It refers to the quick growth of a company. This method prioritizes speed over efficiency. This method is also used by companies like PayPal and Airbnb. This risky method is meant to provide quick success.
• Targeting the appropriate group – The brand is famous for providing stylish products at affordable rates. The brand selects younger personalities as its ambassadors. The company focuses on providing lifestyle products mainly targeting the younger mass. 
• Digital marketing – The company saw a steep growth in sales during its initial period. It bypassed the traditional marketing mediums like TV and print media. The campaign by BoAt mostly runs on digital platforms like Facebook, Instagram, etc. The online group of BoAtheads consists of 80,000 members at present. Word-of-Mouth marketing is another marketing strategy of BoAt.    The company claims to sell 4 units every minute and 6,000+ units per day. The company establish 5000+ retail outlets and is supported by 20+ distributors. 

Must read: Content Marketing: Create & Deploy an Effective Content Marketing Strategy to Skyrocket Your Business

Awards and recognitions of BoAt:

• 2020: Company was declared as ‘No. 1 brand’ for truly wireless earwear in India.
• 2020: Declared as “5th largest wearable brand in the world” 
• 2021: Selected as the official audio partner of 6 IPL teams

Wrapping up:

Within 6 years, boAt company has successfully captured the whole world of electronic gadgets in a spellbound way. It has established itself as the 5th largest wearable brand in the world and the number 1 brand in India. The marketing strategies of the brand are commendable. The company mainly focuses on smart and crisp marketing campaigns. They have smartly used the digital platform for the promotion of their products. Even during the pandemic, the brand used different tactics to stay relevant in the market. Their popularity has forced other big companies like JBL to lower their product prices to compete in the affordable audio device category.   

FAQs related to BoAt:

What is boat.

It is an Indian startup that manufactures and distributes electronic gadgets. The brand has become India’s favored wearable brand. 

Who founded boAt?

The boAt was founded by Sameer Mehta and Aman Gupta in 2016.

Is boAt an Indian or a Chinese company?

The boAt is an Indian-based consumer electronics brand that provides a wide range of wearable, stylish and affordable audio devices.

Who is the present CEO of boAt?

Vivek Gambhir is the present CEO of boAt.

Suraj Shrivastava

Suraj Shrivastava at ForgeFusion shares simple, effective ways to grow your business using SEO, content marketing, and AI, learned from helping over 50 companies. When he’s not working, he loves teaching others or watching documentaries.

3 thoughts on “BoAt Case Study: Business, Marketing Strategy & Success Story”

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boAT Lifestyle : Case Study

Wen Lin Poh

Did you know that boAT Lifestyle, India's fastest-growing audio and wearables brand, uses Shopify to run its online store? Read on to discover the tactics that contributed to their success.

BoAT Lifestyle is an India-based consumer electronics brand established in 2015. They market earphones, headphones, stereos, travel chargers, and premium rugged cables.

Now, here comes the question that some of you may be wondering: Is boAt LifeStyle profitable? In FY2022, the company generated 350.5M USD in revenue and approximately 8.4M USD in profit . This is a 118.67% surge in revenue compared to FY21, which had 160.3M USD in revenue.

BoAT Lifestyle has become popular in recent years, with a whopping worldwide traffic of 6.8 million according to SEMRush. Here are 6 things we can learn from this boAT Lifestyle case study:

1. Charm Pricing

Charm Pricing is a pricing strategy that asserts that the way you price a product can impact its sales. A significant amount of research has shown that charm pricing increases sales because people progressively pay less attention while reading from left to right .

You may be questioning if  Charm Pricing works?

BoAT Lifestyle practices odd-even pricing where their products are all priced to end with 99. For example, a boAT Wave Call Smart Watch is priced at INR 1,799 instead of INR 1,800. This way, consumers will perceive the cost of the product to be INR 1,700 .

Feeling inspired and want to implement Charm Pricing on your Shopify Store? Use  Konigle's Charm Pricing Seller Tool  and enable Charm Pricing on your store within a few minutes!

2. Compare at price

The "compare at" price is the product's original price that appears on a product listing when it is on sale. This is an effective way to help customers visualise the difference between the current price and the original price , and to show them how much they would be saving.

boAT Lifestyle has Compare at prices set for all their products which are on sale. Their customers will see the original price crossed out next to the discounted price with the percentage discount shown in green.

Looking to  add or edit  Compare At Prices ?  Konigle's Bulk Price Editor  tool  can help you do so easily! You can also add promo disclaimers and launch marketing campaigns all from the same tool. How convenient!

Here's a video on how to do it:

3. Daily Deals catalogue

boAT Lifestyle has a "Daily Deals” catalogue that highlights the products that are on sale for the day. They have included a countdown timer that lets their customers know how much longer before the deal will be gone. The purpose of the timer is ton act as a call to action and induce FOMO amongst bargain buyers looker for cheaper deals. This is a good way to boost sales and clear slow moving stocks .

If you would like to implement this on your Shopify Store, you can use  Konigle's Bulk Price Editor tool  to  add tags on discounted products  as you edit prices and make them show up on the Sales Collection Page.

Here's a video on how you can use the Konigle Bulk Price Editor:

4. Referrals

Referrals is a successful loyalty building strategy that e-commerce stores should adopt. It encourages existing customers to spread the word hence generating new leads and contributing to increased profits .

boAT Lifestyle has a referral program that encourages customer to make more referrals by rewarding both referrer and referee with INR 100 for each successful referral made.

Want to adopt this loyalty building tactic? Do so by rewarding your loyal customers when you create customer based price rules with  Konigle's Customer Based Pricing  tool .

Find out more on how you can do it  here !

5. Limited Edition

The Limited Edition of a brand is the upgraded version of an existing product. The purpose behind launching a limited edition product is to promote the brand or establish collaborations with other brands. boAT Lifestyle provides limited edition products to its customers which are in form of headphones/ speakers/ cables, and many more.

It  creates a sense of urgency and  FOMO  around the brand, as customers know these products are only available for a short period of time.

Similarly, you can add products under a Limited Edition catalogue by adding product tags in bulk with the Bulk Product Editor tool .

E-commerce quizzes provides an interactive experience that attracts and engages customers. boAT Lifestyle offers customers that are unsure of what to get the choice to take a quiz. This is a tactic to increase AOV as a satisfying quiz results means customers are more likely to convert and make a purchase .

Wen Lin is passionate about helping people build businesses to become financially independent. A pro volleyball player and solo traveller , she can speak Mandarin, English and Spanish.

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