Case | HBS Case Collection | June 2003 (Revised March 2006)

Modi-Revlon

by Rohit Deshpande and Seth Schulman

Abstract

The head of the Indian subsidiary of cosmetics firm Revlon faces a crucial turnaround situation for the company. After a high-profile product launch, sales were very disappointing and Revlon was trying to decide whether it should pull out of India. The Indian majority partners in the joint venture were determined to save the company by reexamining the price-value equation and the need for continuous product innovation tailored to the local consumer needs.

Keywords: Business Subsidiaries; Marketing Strategy; Product Launch; Product Design; Value Creation; India;

Citation:

Deshpande, Rohit, and Seth Schulman. "Modi-Revlon." Harvard Business School Case 503-104, June 2003. (Revised March 2006.)