The primary decision point that the case protagonist, Diwakar Kumar, CEO of StratG – the consulting firm that helped conceptualize and develop AutoRecharge for WaveTel – faces is how to salvage a launch gone awry.
Authors
Nishant Ambust, Associate Professor of Practice, Jindal Global Business School, O.P. Jindal Global University, Sonipat, Haryana, India.
Prem P Dewani, Indian Institute of Management Lucknow, India.
Summary
The WaveTel case concerns distribution channel management, technology adoption and NPD issues in the Indian telecom industry. WaveTel, part of the JBL group, is the largest telecom operator in India. It entered a competitive market in 2016 and quickly rose to the top spot on the back of cheap data and call rates and a strong 4G network.
The case is set in 2021 when the company has introduced AutoRecharge – a technology solution that automates the selling of prepaid recharge balance from distributors to retailers. The primary decision point that the case protagonist, Diwakar Kumar, CEO of StratG – the consulting firm that helped conceptualize and develop AutoRecharge for WaveTel – faces is how to salvage a launch gone awry.
Should he recommend that WaveTel proceed with the rollout? If yes, then how does he overcome channel resistance and conflict? Or should he recommend killing the solution and going back to the drawing board?
Published in: Journal of Information Technology Teaching Cases
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