1. Can you expand on what you mean by "Making product offerings foreign to their intended targets."?

I can understand the concern about cultural differences between rural and urban India, and even between different rural areas of India, and I would suggest that HLL continue to focus on the products for the Shakti Initiative that are the most popular. The case states that four brand franchises accounted for 50% of the sales in the Initiative. Perhaps the Initiative could save some money during scale up by reducing the brands distributed through the Shakti Initiative from 46 to maybe 24. It could also be recommended that, rather than emphasizing removal of cultural references, the branding could be somewhat homogenous incorporating values that both rural and urban dwellers could relate to. How do you agree/disagree this concept? Please provide your argument.

2. What economic value is Shakti creating? What social value?

3. Do you believe that project Shakti has been more successful in building sustainable economic value or social value? Why?

4. To what extent do you believe that this Shakti initiative will drive sustainable market share and revenue growth within key developing markets?