EaseMyTrip: Flying into Headwinds or Changing Course?

Tulsi Jayakumar, Rohit Prabhudesai

Product #:W50931

Supplier:Ivey

Discipline:General Management, Strategy

Setting:India, 2025

Details:Case (PDF) • 17 pages • 2026-08-17

Your Price:

$10.54

Purchase this material with a free Educator Account and enjoy more benefits:

Free Educator Copy
Free Teaching Notes
Build your coursepack
Discounted academic price

In August 2025, Easy Trip Planners Ltd., better known as EaseMyTrip, once a profitable, low-cost online travel aggregator, faced collapsing profits, declining investor confidence, leadership uncertainty, and pressure from stronger rivals and direct supplier channels. The company’s leadership had to decide whether to persist with the company's "EaseMyTrip 2.0" diversification into travel-adjacent and unrelated businesses, execute a full strategic refocus on the company’s core OTA model, or pursue a selective hybrid path.

Learning Objectives

The case can be used in strategic management courses at the undergraduate, postgraduate, or executive education level. It is particularly suitable for a corporate strategy module, where the case can help students examine the range of strategic options available to firms pursuing diversification and the challenges associated with such moves. Within corporate strategy, the case can also be used to discuss strategic turnaround, especially when a firm faces declining performance and weakening investor confidence. Finally, from a business strategy perspective, the case can be positioned in a platform strategy session, where students can assess the growth options available to platform-based businesses and evaluate the trade-offs between a focused approach, adjacency expansion, and moving beyond the ecosystem. After working through the case and assignment questions, students will be able to do the following:

Diagnose the sources of competitive advantage in an OTA model and identify the macro, industry, and firm-level factors that cause competitive positions to erode.
Evaluate the strategic coherence of a firm’s diversification initiatives using relatedness, resource fit, and value-creation criteria.
Assess the trade-offs between strategic focus and diversification scope when deciding how to rebuild competitive advantage under financial pressure.
Apply segment-level competitive analysis to prioritize markets for a platform business, weighing growth attractiveness, competitive intensity, margin profile, and capability fit.
Examine the governance and investor communication responsibilities of a publicly listed, founder-led firm navigating leadership transitions and strategic pivots.