Purpose This study aims to investigate driving factors for wine tourists to revisit Indian vineyards. It explores the motivation for Indians engaged in wine tourism and specific behaviors related thereto. Framed in the theory of planned behavior, this paper proposes a conceptual model of revisit intentions for wine tourism. This model covers environmental concerns, escapism, countryside lifestyle, entertainment and spillovers of international traveling as direct antecedents for the revisit intentions. Design/methodology/approach A quantitative approach was adopted for this research. Data was gathered through a standardized questionnaire from 141 vineyard tourists in Nashik, India and evaluated by fitting a structural equation model. Findings Important drivers for wine tourists revisit intentions are countryside lifestyle and spillovers of international travel. Notably, entertainment does not have a significant direct effect, but a substantial impact moderated by escapism. Environmental concerns have a negative impact. The escapism component is the most influential motivation for revisiting the Indian vineyards. Research limitations/implications The attractiveness of vineyards visits in contrast to nearby tourist attractions needs to be clarified, e.g. by calibrating gravitation models. Practical implications Escapism is a substantial antecedent for the revisit intention of the vineyards while environmental concerns are its major barrier. Social implications Countryside lifestyle contributes to overcoming the disadvantage of the contemporary hectic society of the Indian middle class and preserving Indian roots along with modernizing lifestyles. Originality/value The first evidence of Indian wine tourists revisits intentions. The current research fills a research gap by examining India’s wine tourism phenomenon.

Purpose This paper aims to focus on how home-grown Indian companies explored the potential of Indian middle class and realized an opportunity to seize the market gap not catered by MNCs in India. Across three distinct business contexts, the authors describe the companies’ procedures of developing segment-specific offerings. Doing so, the authors outline novel strategies implemented by these companies to cater to specific needs of the segments. Design/methodology/approach Seizing Bandura’s (1986) framework that stresses on the role of cognitive, vicarious, self-reflective and self-regulatory processes, the authors develop a four-layered model of the Indian middle class consumers. Building upon this model, they took multiple case (three caselets) approach for illustrating the strategies of home-grown companies. The authors identify their potential to explore the unknown terrains of various market segments and rework with unique local solutions. Findings The study highlights the power of home-grown companies over MNCs in terms of better market understanding and realistic offerings best suited to their needs. Across the divergent business contexts the companies’ strategies have four features in common: customer targeting and developing; localization of business models, particularly services; relating the products to the Indian society; and ethnocentrism and pride. Research limitations/implications This study gives priority to a “thick” description of the proceedings without claiming causality. The authors limit this qualitative investigation to pinpointing congruence and contradictions to previous established results. Practical implications A key implication of this paper is the relevance of linking firm’s strategy to social-psychological development of customers in emerging economies component. This study provides critical insights for both managers and policymakers on the economic and social upswing as socially responsible and ethical practices are likely to gain public awareness. Originality/value The study’s originality springs from understanding the domestic company’s strategies when facing the pressure of (mainly Western) MNCs entering the emerging economies markets. While the latter takes advantage of economies of scale, country of origin effects and the powerful brands, the home-grown businesses are forced to develop divergent advantages and capabilities. Notably, earlier literature focused on changed demand pattern brought by MNCs in emerging economies and not on later part whereby, home-grown companies carve a space for themselves with specially designed improved products and innovative strategies.

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This case revolves around how Rajeev Samant, Founder and CEO, Sula Vineyards, Nashik (Maharashtra, India), changed the face of Indian wine industry and made Sula wines a successful brand in both Indian and international landscape. Sula has become a pioneer brand which not only changed the consumption pattern of Indian alco-beverage market but also led to acceptance of wines in Indian scenario. Sula Vineyards is also a leader in sustainable winemaking and has created direct and indirect employment opportunities for thousands of rural youths. It has positioned itself globally as India’s largest and leading wine producer. The case exhibits how well-planned brand-building strategies can make an unacceptable product acceptable in the market. It clearly exhibits various strategies adopted by Samant in building Sula wines, a brand to reckon with. This includes an exploration of the mindset of consumers to strategically place new product among the existing pallet of choice.

Tata Nano has rewritten the evolution of transport by creating history as the world’s cheapest car. The creation of Tata Nano is a result of innovation leading to new market creation to tap latent opportunities lying at the bottom of the pyramid in the automobile, four-wheeler segment. This is the turnaround story of Tata Nano which focuses on how the initial strategies for launching and positioning backfired, leading to attraction of the wrong segment towards the car. There were instances that made people lose their interest and trust in Nano resulting into its nose-diving sales. The case highlights how Tata Motors Ltd. recognized its shortcomings and mistakes that led to the rejection of Nano among the segment it was created for. It revamped its strategies keeping in mind only its targeted segment that is the bottom of the pyramid. Thereafter it bounced back to win the trust of its prospective customers and is presently on a path-breaking journey to win sales.